Building a church is not as difficult as people try to make it. My partner & I have built over 400 churches in 30 States. We have proven time and time again that designing and building a church is the easy part. The hard part is gathering people who understand and share the vision of the Senior or Lead pastor.
This requires a senior/lead pastor to follow the Jesus model by disciplining and ministering on a personal basis with a senior staff of committed men/women who have dedicated themselves to help a church fulfill its vision and mission. Once leadership fully understands the heartbeat of the Pastor, they can then translate his vision to the congregation. Unfortunately, many good visions get lost in translation when a Pastors team decides to pervert the God given vision with bits and pieces of their own desires. This is why it is essential to have dedicated men/women who are ethically faithful to be supportive to a core vision even when it does not reflect what they themselves are seeing. If a church leader cannot faithfully follow their Pastor, then they should resign their position.
A major difficulty is getting people to actually support the vision of the church. Many times I have found conflicting visions within a congregation. The Pastor has a vision but his vision is polluted by various parasitic leaders. (leaders who have never done anything on their own, and suck the life out of the church and the real God called Pastor) These leaders are nothing more than what Ed Young Jr. defines as "Church Pirates" http://www.edyoungblog.com/2008/05/church-pirates.html; they use the credibility given to them by the Senior/Lead pastor to create their own little circle of followers. They use subterfuge to drop hints of strife and division against the Pastor. Even while they are stabbing their Pastor in the back, to his face they are declaring their unwaveringly support. The Apostle Peter spoke plainly of this problem: 2 Peter 2:12--But these, as natural brute beasts, made to be taken and destroyed, speak evil of the things that they understand not; and shall utterly perish in their own corruption; KJV
Sadly, the church is caught in a tug of war over which ministry leader they should follow.
I remember a church where the Pastor had demonstrated his leadership ability and grew a powerful church of soul hungry people. His problems started when he hired a "Builder Developer" who had promised the moon but ultimately delivered nothing. Sadly, the church paid this charlatan almost $200K and ended up with nothing.
Finally after several years the Pastor was able to release himself legally from this nightmare and overcome all these previous obstacles and obtained a loan. Then, using another architect, he was ready to finally build the church. When my friend announced that he was going to start pushing dirt on the following Tuesday major problems developed. First, two women who were discipleship leaders immediately turned against the Pastor and used their influence to cause a major split in the church. When this happened it caused a domino effect and sadly many of the people who had been crying for a new church, left the following week. Other influential leaders saw the Pastor in a weak position and also rose up against him. Suddenly, my friend found himself with mounds of dirt but no members. My friend church did not die as some churches ultimately do; my friends church was murdered in its prime by selfish church leaders who usurped and transplanted the will of God for their own purpose.
As a church builder who has successfully built hundreds of churches, I find that it is imperative that a church be unified around a clear vision and have ethical people who are committed to the ministry. How does one really know if they have a level of commitment to build a church? My suggestion is to test the waters by having a capital campaign program. If it is successful with all goals being met, then that is a good sign of unity. If a capital campaign fails, then the church should hold off until they have the unity to move forward.
A Pastor should choose his ministry leaders wisely. My friend failed because he tried to build a church with unethical ministry leaders who had their own agendas.
Signs that point to major problems
Be careful of growing numbers of cliques and factions. Cliques present themselves as "natural friendships," groups of people who "get along" because of some shared interests, backgrounds, or ideas. But without care, these groups will harden into impenetrable factions that use their common interests as a rallying cry against the rest of the body.
Lack of humility. Pride is a lethal foe. Combine pride with any of the symptoms above and you can just hear the emergency room attendant yelling "STAT" into the loud speaker. Pride surfaces itself in an unwillingness to hear feedback, be it a word of correction, instruction and even encouragement. Pride in the cliques says, "we've got it all together and those folks over there need to get with us." Pride in "lone ranger Christians" contends that she/he doesn't need the church.
Mixed allegiance to the pastor(s)/elders. Sometimes some members feel a fierce allegiance to the pastor(s), while others feel fairly opposed or indifferent to him/them. And when church members clump together on the poles of love and dislike, you can just about be certain that some significant number of them have taken their eyes off the true Head of the Church, Jesus. One cries "I'm with Appollos," and another cries "I'm with Paul." The fact that everyone is not crying "I'm with Jesus" and "We follow our pastors as they follow Jesus" should be of real concern.
If you feel so strongly that God is leading you into a major building program or expansion, then you want to make certain that your church is in complete unity. It is better to wait a few months to make certain that you have developed strong but faithful leaders who will follow you as you begin the building process. You can be assured that Satan will definitely be following and he has the ability to cause much confusion. A very safe way to avoid major problems is to hire an experienced professional to help guide you through the process. JCDM Church Builders has a successful track record; our motto is we will build the physical house while church leadership concentrates on building the spiritual house.
Steve Smith
President
www.jcdmchurchbuilders.com
Tuesday, November 17, 2009
Wednesday, July 29, 2009
What is Design-Build?
What is Design-Build?
Design Build is not new. The modern terminology, “Design-Build”, is a descriptive term for the original Master Builder Model delivery system which has been around for centuries. Embraced by the great civilizations of old, it became the integrated delivery system of choice that helped build most of the architectural wonders of the ancient world.
The Master Builder Model was a method of delivery where a single source was responsible for the absolute accountability for both design and construction. Under the Code of Hammurabi (1800 BC) the oldest known system of laws, Master Builders were held solely responsible for both design and construction of the project. In the ancient world practically all of the major building projects were built using the Master Builders Model. Throughout each massive logistical undertaking, Master Builders commanded skilled craftsmen, procured time-tested materials, and controlled every aspect of the project. A Master Builder was the chief architect, engineer and Builder molded into one. Enduring structures such as the Pyramids of Egypt, the Parthenon and the Theatre of Dionysus are testimony to an age and a process that are greatly admired, though the process was thought to be virtually abandoned by modern designers and constructors.
The Master Builder Model can even be seen in the definition of the word architect. The term architect derived from the Latin term architectus, itself derived from the Greek arkhitekton (arkhi-, chief + tekton, Builder), i.e. chief Builder. Thus the very term architect still carries the concept of the Master Builder Model.
Ancient building was very similar to modern building in that each project often required the coordination of multiple processes, systems and entities required to complete the project. A simple review of a standard project schedule and timeline will demonstrate the hundreds of intricate procedures and processes required to complete even a simple project. Every project, old or new, large or small, simple or complex, required the organization and coordination of multiple disciplines necessary to successfully complete the project. Orderly management of project variables to deal with conditions such as concealed conditions, weather problems, labor and material shortages and many other problems that could pop up when least expected required that the Master Builder be highly experienced in the construction process. If a completed building project was a symphony, the Master Builder became the conductor responsible for the coordination and arrangement of the many different entities and specialists required to build and complete any project. Master Builders were usually well known architects who out of necessity also became Builders. Historically they were responsible for the design and construction of many of the largest structures in ancient Mesopotamia as well as the great facilities of classical Greece. Whether private homes, government buildings or temples to their gods, it fell to Master Builders to be fully responsible for both the design and construction of these monumental structures. Throughout history Master Builders accepted full responsibility for integrating conceptual design with functional performance. To assume anything less than complete accountability for delivering a project was unthinkable and unlawful.
Why is single source accountability so important to a project? Under the typical design, bid and build process, the architect is only responsible for his work, the engineer responsible for his work and the builder is only responsible for his work. Thus, the owner is faced with three entities that will ultimately begin to point fingers back and forth at each other causing the project to be delayed or subject to heavy cost overruns that have become so normal to design, bid and build projects. Such issues have become so standard to design, bid, build that project lenders require large contingencies to cover cost overruns that have become standard to the building process.
When single source accountability is applied, one entity is responsible to the owner for the work from start to finish of the project. Project accountability was the basis for the law in the Code of Hammurabi and today, accountability is still the safest and most important component of the building process. Why is accountability so important? Unfortunately every project is subject to the potential for design and engineering claims, contractor and/or subcontractor performance problems, including construction delays. Other project problems can also include: payment disputes, including mechanic's lien and material-man's lien litigation, construction defect and warranty claims, personal injury claims related to site management, equipment, or materials.
During the late 1990s, the Construction Industry Institute teamed with Pennsylvania State University to conduct a study of design-build construction. They found that, on average, design-build projects were completed 12 percent to 33 percent faster than traditional projects and most importantly the study also demonstrated quality construction in all eight measured categories using the design build method over the traditional design, bid and build method.
Such statistics are solid proof that Design-build construction is not a fad. It’s a proven system that offers design and assembly integration, resulting in reduced costs, minimized project duration, higher quality materials and increased efficiency and productivity for the involved design consultants, contractor and owner. In fact, design build has been proven so successful that most construction experts expect design-build to exceed the conventional design-bid-build approach and become the industry standard in the next decade.
Benefits of the Design Build Method
Why has it been so successful? The reasons are many but the following represent the core benefits of using the design build method.
Shortened Project Delivery Time—Owners perceive the shorter duration of design-build projects as being the most important advantage offered using the design build method. When the same entity is both designing and constructing the facility, procurement and initial construction can commence well before design completion. The last months of the design phase overlap the first months of the procurement and/or construction phase, resulting in time savings compared to the traditional end-to-end sequence. This reduces construction cost and hastens the flow of revenue for the Owner by allowing them use of their facility.
Single-point Responsibility--Nearly as important to owners is the broad scope of the design builder’s responsibility (single source accountability) for the project. In traditional construction, problems with the project could result in blame being passed between the various parties with each pointing fingers at each other ultimately blaming the Owner. The problem arises when the Architect controls the design without input from the Engineers or the General contractor. Once the design is completed, if it is determined during the bidding process that changes need to be made, then the Owner must pay for the architect to make those changes which would not happen under design build. Thus, it is very common for adversarial problems to begin and finger pointing to start between the Architect, Engineer and General Contractor even before the project gets to the actual construction phase. It is a known fact that in many cases, warranties would not be honored and protracted litigation was necessary to obtain remedies because the Architect and the contractor might have blamed each other for the problems. This becomes a nightmare for the Owner.
These problems are eliminated when the design build method is used. In design-build projects, one entity has full responsibility for the outcome of the project, except in matters for which the owner is responsible. If a facility cannot be cooled properly, the design builder is generally responsible, even if the parties do not know the reason for the failure. In a traditional project, engineers ordinarily do not guarantee their outcome of his work. In a design-build project the engineer’s work is subject to and subsumed within a warranty. This is a very important benefit for the Owner.
Minimized Claims and Changes--One laudable consequence of single-point responsibility is the minimization of claims for extras. In traditional construction projects, a contractor is ordinarily entitled to additional compensation arising out of errors, omissions or ambiguities in the plans and specifications. However, in design-build projects, the designer and contractor are the same entity and cannot request extra compensation on account of design mistakes or assumptions. This benefit alone can potentially save Owners tens of thousands of dollars during the construction phase of a project.
There may still be change orders, but they are typically additional work orders, not surprise change orders the Owner was not expecting. These usually occur when an Owner sees major savings and as a result will want to invest those savings back into the facility as upgrades to his project. Thus, if the owner changes the scope or program requirements or if the design builder encounters unanticipated, concealed conditions, a change order is ordinarily appropriate. However, the single largest, traditional source of claims and change orders—problems with the design—is not a concern in these projects.
Warranties--Another consequence of single-point responsibility is that the design builder is responsible for making sure all warranties are dealt with in an expeditious manner.
Packaging Other Services--Some design builders have taken the concept of single point responsibility a step further, assuming additional duties in their contracts. It is common to provide turnkey services, which often include performance testing and personnel training, so the facility is ready to operate. Other firms offer financing packages, either debt, equity or leaseback agreements. In some industries, design builders establish operating divisions offering this service as well.
Continuity between Designer and Constructor--For some facilities, particularly those involving new technologies, it is critical for the designer and constructor to fully understand the technology and related processes. Plans and specifications can communicate the design concepts, but they do not transfer expertise from designer to contractor. In design-build projects, the same entity that had the expertise to design the project also constructs it. This is a huge plus for Owners where acoustics are necessary for complex audio/visual and programmed lighting systems are used.
Design Build Potential Drawbacks and Obstacles
What are the potential drawbacks to design-build construction and how does JCDM Church Builders handle each issue?
Design Build Potential Drawbacks and Obstacles--Loss of Checks and Balances--In traditional construction, the owner retains the designer during the construction phase to act as a watchdog to help ensure that the facility is built as designed. The designer contracts directly with, and is obligated to, the owner. Under design build, the designer and contractor are on the same team and can be, without proper checks and balances, on a contractual level, adverse to the owner. However, it must be noted that it is not uncommon for the architect to also become adverse to the Owner when a builder finds errors and omissions. Typically the architect tries to force a builder to perform work without letting the owner know a problem exists. This creates a major adversarial problem for the owner.
How JCDM handles this potential problem/drawback.
Unlike many design builders who are contractors who must engage separate architects, JCDM Church Builders is a licensed architectural firm. Thus, we are an architect who has the value added service of building. As a State licensed architect, when we are engaged by an Owner, we are responsible by the State board relating to architectural ethics to represent the interests of the Owner. Under a typical engagement with an architect, the architect fiercely protects his design and is usually reticent to allow any cost effective changes that would benefit the Owner. Also, most architects do not have a relevant knowledge or understanding of real world construction costs. That is why most projects that are designed end up going over budget and in some cases causing the project to be tabled because of over budget considerations.
JCDM Church Builders is an architectural firm that builds. As such, we use our extensive construction knowledge and collaborative relationship with our engineers and subcontractors to discuss the project and each important interval and make decisions based on real cost estimates which are in the best interests of the client. Unlike typical architectural firms, at JCDM Church Builders the Owner is allowed to set in each meeting and be a part of any/all decisions that may impact their project. When JCDM Church Builders serves as the project architect the Owner has the benefit of true “single source accountability”. This allows the owner much stronger checks and balances because one entity is legally responsible for both the design consultants and all construction subcontractors and when combined with an Owner being included in the day-to-day oversight of their project, they are assured of project integrity.
Design Build Potential Drawbacks and Obstacles---Less Owner Control--Because the designer and contractor are one, the owner may be without access to the kind of information available on a traditional project. Although the design builder may issue regular status reports, the information in them is usually less useful to an owner than what would ordinarily be provided by a traditional engineer. Similarly, the relationship between the designer and contractor may cause plans to be prepared with less than the traditional degree of detail, which may adversely affect the owner’s ability to understand and control design intent. This drawback can be overcome by advance planning. The contract should specify the kinds of information and detail that the design builder must supply to the owner.
How JCDM handles this potential problem/drawback.
Lack of detail may plague other firms, but not JCDM Church Builders. JCDM Church Builders is detail intensive. Once the working drawings are complete we competitively bid out the project using the open book accounting procedure. This is the most transparent type of accounting in the construction industry. This allows the Owner to have full and open access to every facet of the project cost including; each individual cost by category from all project venders, material suppliers, consultants and subcontractors. To demonstrate our full confidence in our final estimate numbers we offer our clients a Guaranteed Maximum Price (GMP) at the end of the open book phase. Single source accountability and our GMP pricing require that we structure detailed reports and cost estimates that protect all involved entities and the integrity of the project. Our project team consists of the Owner, Project Architect, Engineer and the assigned Construction Project Manager. As an integral part of our executive Design team, the Owner has access to all the intricate details required to design/build the project. Our intense collaborative planning process where the Owner plays a major role has been why JCDM Church Builders has had a 100% project success rate on all of our projects.
From the initial concept stage through completion JCDM has strong budget and cost controls in place to protect the project budget. Estimates will be prepared from extensive company records of elemental cost adjusted for location and time. Such estimates are used as a basis of subsequent work, and more definitive estimates are prepared progressively as information becomes available. As part of our executive team, the Owner has access to all of our project detail and documentation giving him strong control and input to assure project integrity.
Our construction experience and exposure to the competitive bid market assures a high degree of accuracy in budget estimating during the preliminary stages. The working drawings will be continually reviewed by our executive design/build team with regard to construction methods and details, and cost analysis of options will be analyzed with the Owner throughout the design process (Value Analysis). As seen above, our process allows Owner control throughout the entire project.
Design Build Potential Drawbacks and Obstacles--Difficulty Obtaining Competitive Bidding--Design-build projects do not lend themselves as well to competitive bidding. The design builder is chosen at the commencement of the project, and there is ordinarily little competitive pressure. However, competitive pressures can be generated by requiring that each trade contract be competitively bid. And the compensating advantage to the inability to competitively bid the project as a whole is that a firm price and schedule can be guaranteed far earlier than in traditional construction.
How JCDM handles this potential problem/drawback.
JCDM Church Builders is licensed on the federal, State and local level to perform competitive bidding in the best interest of our clients. Once the project working drawings are completed by the architect, we commence an intensive competitive bidding process in accordance with the applicable laws relating to competitive bidding. We categorically bid the project according to the 16 standard divisions of construction, as defined by the Construction Specifications Institute (CSI)'s Master Format which provides a master list of divisions, and section numbers and titles within each division, to follow in organizing information about a facility’s construction requirements and associated activities. Standardizing the presentation of such information improves communication among all parties involved in construction projects. JCDM Church Builders utilizes the OPEN BOOK accounting procedures for each trade and subcontractor including all material purchases. As a result the Owner has full access to all of the competitive bids in each sub-trade category including schedules and budgets based on the working drawings and can review each one to assure that we are obtaining the most competitive bid possible for their project. Thus, when JCDM Church Builders is the Design Builder, the owner can rest assured that he has received the most competitive bid process possible.
Design Build Potential Drawbacks and Obstacles--The Contract--In design-build projects, the owner’s most important protection is the terms of the contract. This is particularly true in light of the loss of checks and balances. There are numerous important contract provisions, and owners will want to carefully consider the various possible provisions in light of the nature of the project. Each design builder’s standard proposal or contract form always favors the design builder.
How JCDM handles this potential problem/drawback.
JCDM Church Builders encourages each of our clients to have our contract reviewed by their attorney and we are willing to allow changes that are fair to both the builder and the Owner.
It is important to note that during the construction phase of the project that we act as a construction manager or CM instead of a typical General Contractor. In the traditional General Contracting method, there has always been a Project Manager, hired as an employee of the General Contractor, who was responsible for the management of each building. It was his responsibility to organize and direct the project, in the interest of the General Contractor.
Construction Management allows the Owner to retain the same type of service, along with the all the support staff which came with a General Contractor, and have the independent Construction Management team, working on a fixed fee, organize and direct the project in the interest of the Owner.
Very simply, the Owner can now consider himself as the General Contractor, with a full construction staff as a part of his team. They all work for him: Full control when you want things your way, full support so things move smoothly and efficiently when you have other things to do.
Just as a CPA or an Attorney becomes your personal consultant on business matters, the Construction Manager becomes your personal consultant for various building needs. He joins with the owner, the Architect and/ or Engineers to form a team of professionals who can work together to investigate any facility situation that may arise, and then provide the Owner with the options available and give him the "tools" needed to make a sound decision. This is the control path that assures you that the end project will have the maximum benefit to you, and not just others.
You are most interested in the decisions which affect Cost, Quality, and Time.
Construction Management gives you direct control over the decisions which control those factors, at the same time; your Construction Management team takes care of the day to day operations. When you want involvement, you have it. When you don't, the Team handles it for you. You get the facilities you want while you continue to manage the things which directly affect the profitability.
Design Build is not new. The modern terminology, “Design-Build”, is a descriptive term for the original Master Builder Model delivery system which has been around for centuries. Embraced by the great civilizations of old, it became the integrated delivery system of choice that helped build most of the architectural wonders of the ancient world.
The Master Builder Model was a method of delivery where a single source was responsible for the absolute accountability for both design and construction. Under the Code of Hammurabi (1800 BC) the oldest known system of laws, Master Builders were held solely responsible for both design and construction of the project. In the ancient world practically all of the major building projects were built using the Master Builders Model. Throughout each massive logistical undertaking, Master Builders commanded skilled craftsmen, procured time-tested materials, and controlled every aspect of the project. A Master Builder was the chief architect, engineer and Builder molded into one. Enduring structures such as the Pyramids of Egypt, the Parthenon and the Theatre of Dionysus are testimony to an age and a process that are greatly admired, though the process was thought to be virtually abandoned by modern designers and constructors.
The Master Builder Model can even be seen in the definition of the word architect. The term architect derived from the Latin term architectus, itself derived from the Greek arkhitekton (arkhi-, chief + tekton, Builder), i.e. chief Builder. Thus the very term architect still carries the concept of the Master Builder Model.
Ancient building was very similar to modern building in that each project often required the coordination of multiple processes, systems and entities required to complete the project. A simple review of a standard project schedule and timeline will demonstrate the hundreds of intricate procedures and processes required to complete even a simple project. Every project, old or new, large or small, simple or complex, required the organization and coordination of multiple disciplines necessary to successfully complete the project. Orderly management of project variables to deal with conditions such as concealed conditions, weather problems, labor and material shortages and many other problems that could pop up when least expected required that the Master Builder be highly experienced in the construction process. If a completed building project was a symphony, the Master Builder became the conductor responsible for the coordination and arrangement of the many different entities and specialists required to build and complete any project. Master Builders were usually well known architects who out of necessity also became Builders. Historically they were responsible for the design and construction of many of the largest structures in ancient Mesopotamia as well as the great facilities of classical Greece. Whether private homes, government buildings or temples to their gods, it fell to Master Builders to be fully responsible for both the design and construction of these monumental structures. Throughout history Master Builders accepted full responsibility for integrating conceptual design with functional performance. To assume anything less than complete accountability for delivering a project was unthinkable and unlawful.
Why is single source accountability so important to a project? Under the typical design, bid and build process, the architect is only responsible for his work, the engineer responsible for his work and the builder is only responsible for his work. Thus, the owner is faced with three entities that will ultimately begin to point fingers back and forth at each other causing the project to be delayed or subject to heavy cost overruns that have become so normal to design, bid and build projects. Such issues have become so standard to design, bid, build that project lenders require large contingencies to cover cost overruns that have become standard to the building process.
When single source accountability is applied, one entity is responsible to the owner for the work from start to finish of the project. Project accountability was the basis for the law in the Code of Hammurabi and today, accountability is still the safest and most important component of the building process. Why is accountability so important? Unfortunately every project is subject to the potential for design and engineering claims, contractor and/or subcontractor performance problems, including construction delays. Other project problems can also include: payment disputes, including mechanic's lien and material-man's lien litigation, construction defect and warranty claims, personal injury claims related to site management, equipment, or materials.
During the late 1990s, the Construction Industry Institute teamed with Pennsylvania State University to conduct a study of design-build construction. They found that, on average, design-build projects were completed 12 percent to 33 percent faster than traditional projects and most importantly the study also demonstrated quality construction in all eight measured categories using the design build method over the traditional design, bid and build method.
Such statistics are solid proof that Design-build construction is not a fad. It’s a proven system that offers design and assembly integration, resulting in reduced costs, minimized project duration, higher quality materials and increased efficiency and productivity for the involved design consultants, contractor and owner. In fact, design build has been proven so successful that most construction experts expect design-build to exceed the conventional design-bid-build approach and become the industry standard in the next decade.
Benefits of the Design Build Method
Why has it been so successful? The reasons are many but the following represent the core benefits of using the design build method.
Shortened Project Delivery Time—Owners perceive the shorter duration of design-build projects as being the most important advantage offered using the design build method. When the same entity is both designing and constructing the facility, procurement and initial construction can commence well before design completion. The last months of the design phase overlap the first months of the procurement and/or construction phase, resulting in time savings compared to the traditional end-to-end sequence. This reduces construction cost and hastens the flow of revenue for the Owner by allowing them use of their facility.
Single-point Responsibility--Nearly as important to owners is the broad scope of the design builder’s responsibility (single source accountability) for the project. In traditional construction, problems with the project could result in blame being passed between the various parties with each pointing fingers at each other ultimately blaming the Owner. The problem arises when the Architect controls the design without input from the Engineers or the General contractor. Once the design is completed, if it is determined during the bidding process that changes need to be made, then the Owner must pay for the architect to make those changes which would not happen under design build. Thus, it is very common for adversarial problems to begin and finger pointing to start between the Architect, Engineer and General Contractor even before the project gets to the actual construction phase. It is a known fact that in many cases, warranties would not be honored and protracted litigation was necessary to obtain remedies because the Architect and the contractor might have blamed each other for the problems. This becomes a nightmare for the Owner.
These problems are eliminated when the design build method is used. In design-build projects, one entity has full responsibility for the outcome of the project, except in matters for which the owner is responsible. If a facility cannot be cooled properly, the design builder is generally responsible, even if the parties do not know the reason for the failure. In a traditional project, engineers ordinarily do not guarantee their outcome of his work. In a design-build project the engineer’s work is subject to and subsumed within a warranty. This is a very important benefit for the Owner.
Minimized Claims and Changes--One laudable consequence of single-point responsibility is the minimization of claims for extras. In traditional construction projects, a contractor is ordinarily entitled to additional compensation arising out of errors, omissions or ambiguities in the plans and specifications. However, in design-build projects, the designer and contractor are the same entity and cannot request extra compensation on account of design mistakes or assumptions. This benefit alone can potentially save Owners tens of thousands of dollars during the construction phase of a project.
There may still be change orders, but they are typically additional work orders, not surprise change orders the Owner was not expecting. These usually occur when an Owner sees major savings and as a result will want to invest those savings back into the facility as upgrades to his project. Thus, if the owner changes the scope or program requirements or if the design builder encounters unanticipated, concealed conditions, a change order is ordinarily appropriate. However, the single largest, traditional source of claims and change orders—problems with the design—is not a concern in these projects.
Warranties--Another consequence of single-point responsibility is that the design builder is responsible for making sure all warranties are dealt with in an expeditious manner.
Packaging Other Services--Some design builders have taken the concept of single point responsibility a step further, assuming additional duties in their contracts. It is common to provide turnkey services, which often include performance testing and personnel training, so the facility is ready to operate. Other firms offer financing packages, either debt, equity or leaseback agreements. In some industries, design builders establish operating divisions offering this service as well.
Continuity between Designer and Constructor--For some facilities, particularly those involving new technologies, it is critical for the designer and constructor to fully understand the technology and related processes. Plans and specifications can communicate the design concepts, but they do not transfer expertise from designer to contractor. In design-build projects, the same entity that had the expertise to design the project also constructs it. This is a huge plus for Owners where acoustics are necessary for complex audio/visual and programmed lighting systems are used.
Design Build Potential Drawbacks and Obstacles
What are the potential drawbacks to design-build construction and how does JCDM Church Builders handle each issue?
Design Build Potential Drawbacks and Obstacles--Loss of Checks and Balances--In traditional construction, the owner retains the designer during the construction phase to act as a watchdog to help ensure that the facility is built as designed. The designer contracts directly with, and is obligated to, the owner. Under design build, the designer and contractor are on the same team and can be, without proper checks and balances, on a contractual level, adverse to the owner. However, it must be noted that it is not uncommon for the architect to also become adverse to the Owner when a builder finds errors and omissions. Typically the architect tries to force a builder to perform work without letting the owner know a problem exists. This creates a major adversarial problem for the owner.
How JCDM handles this potential problem/drawback.
Unlike many design builders who are contractors who must engage separate architects, JCDM Church Builders is a licensed architectural firm. Thus, we are an architect who has the value added service of building. As a State licensed architect, when we are engaged by an Owner, we are responsible by the State board relating to architectural ethics to represent the interests of the Owner. Under a typical engagement with an architect, the architect fiercely protects his design and is usually reticent to allow any cost effective changes that would benefit the Owner. Also, most architects do not have a relevant knowledge or understanding of real world construction costs. That is why most projects that are designed end up going over budget and in some cases causing the project to be tabled because of over budget considerations.
JCDM Church Builders is an architectural firm that builds. As such, we use our extensive construction knowledge and collaborative relationship with our engineers and subcontractors to discuss the project and each important interval and make decisions based on real cost estimates which are in the best interests of the client. Unlike typical architectural firms, at JCDM Church Builders the Owner is allowed to set in each meeting and be a part of any/all decisions that may impact their project. When JCDM Church Builders serves as the project architect the Owner has the benefit of true “single source accountability”. This allows the owner much stronger checks and balances because one entity is legally responsible for both the design consultants and all construction subcontractors and when combined with an Owner being included in the day-to-day oversight of their project, they are assured of project integrity.
Design Build Potential Drawbacks and Obstacles---Less Owner Control--Because the designer and contractor are one, the owner may be without access to the kind of information available on a traditional project. Although the design builder may issue regular status reports, the information in them is usually less useful to an owner than what would ordinarily be provided by a traditional engineer. Similarly, the relationship between the designer and contractor may cause plans to be prepared with less than the traditional degree of detail, which may adversely affect the owner’s ability to understand and control design intent. This drawback can be overcome by advance planning. The contract should specify the kinds of information and detail that the design builder must supply to the owner.
How JCDM handles this potential problem/drawback.
Lack of detail may plague other firms, but not JCDM Church Builders. JCDM Church Builders is detail intensive. Once the working drawings are complete we competitively bid out the project using the open book accounting procedure. This is the most transparent type of accounting in the construction industry. This allows the Owner to have full and open access to every facet of the project cost including; each individual cost by category from all project venders, material suppliers, consultants and subcontractors. To demonstrate our full confidence in our final estimate numbers we offer our clients a Guaranteed Maximum Price (GMP) at the end of the open book phase. Single source accountability and our GMP pricing require that we structure detailed reports and cost estimates that protect all involved entities and the integrity of the project. Our project team consists of the Owner, Project Architect, Engineer and the assigned Construction Project Manager. As an integral part of our executive Design team, the Owner has access to all the intricate details required to design/build the project. Our intense collaborative planning process where the Owner plays a major role has been why JCDM Church Builders has had a 100% project success rate on all of our projects.
From the initial concept stage through completion JCDM has strong budget and cost controls in place to protect the project budget. Estimates will be prepared from extensive company records of elemental cost adjusted for location and time. Such estimates are used as a basis of subsequent work, and more definitive estimates are prepared progressively as information becomes available. As part of our executive team, the Owner has access to all of our project detail and documentation giving him strong control and input to assure project integrity.
Our construction experience and exposure to the competitive bid market assures a high degree of accuracy in budget estimating during the preliminary stages. The working drawings will be continually reviewed by our executive design/build team with regard to construction methods and details, and cost analysis of options will be analyzed with the Owner throughout the design process (Value Analysis). As seen above, our process allows Owner control throughout the entire project.
Design Build Potential Drawbacks and Obstacles--Difficulty Obtaining Competitive Bidding--Design-build projects do not lend themselves as well to competitive bidding. The design builder is chosen at the commencement of the project, and there is ordinarily little competitive pressure. However, competitive pressures can be generated by requiring that each trade contract be competitively bid. And the compensating advantage to the inability to competitively bid the project as a whole is that a firm price and schedule can be guaranteed far earlier than in traditional construction.
How JCDM handles this potential problem/drawback.
JCDM Church Builders is licensed on the federal, State and local level to perform competitive bidding in the best interest of our clients. Once the project working drawings are completed by the architect, we commence an intensive competitive bidding process in accordance with the applicable laws relating to competitive bidding. We categorically bid the project according to the 16 standard divisions of construction, as defined by the Construction Specifications Institute (CSI)'s Master Format which provides a master list of divisions, and section numbers and titles within each division, to follow in organizing information about a facility’s construction requirements and associated activities. Standardizing the presentation of such information improves communication among all parties involved in construction projects. JCDM Church Builders utilizes the OPEN BOOK accounting procedures for each trade and subcontractor including all material purchases. As a result the Owner has full access to all of the competitive bids in each sub-trade category including schedules and budgets based on the working drawings and can review each one to assure that we are obtaining the most competitive bid possible for their project. Thus, when JCDM Church Builders is the Design Builder, the owner can rest assured that he has received the most competitive bid process possible.
Design Build Potential Drawbacks and Obstacles--The Contract--In design-build projects, the owner’s most important protection is the terms of the contract. This is particularly true in light of the loss of checks and balances. There are numerous important contract provisions, and owners will want to carefully consider the various possible provisions in light of the nature of the project. Each design builder’s standard proposal or contract form always favors the design builder.
How JCDM handles this potential problem/drawback.
JCDM Church Builders encourages each of our clients to have our contract reviewed by their attorney and we are willing to allow changes that are fair to both the builder and the Owner.
It is important to note that during the construction phase of the project that we act as a construction manager or CM instead of a typical General Contractor. In the traditional General Contracting method, there has always been a Project Manager, hired as an employee of the General Contractor, who was responsible for the management of each building. It was his responsibility to organize and direct the project, in the interest of the General Contractor.
Construction Management allows the Owner to retain the same type of service, along with the all the support staff which came with a General Contractor, and have the independent Construction Management team, working on a fixed fee, organize and direct the project in the interest of the Owner.
Very simply, the Owner can now consider himself as the General Contractor, with a full construction staff as a part of his team. They all work for him: Full control when you want things your way, full support so things move smoothly and efficiently when you have other things to do.
Just as a CPA or an Attorney becomes your personal consultant on business matters, the Construction Manager becomes your personal consultant for various building needs. He joins with the owner, the Architect and/ or Engineers to form a team of professionals who can work together to investigate any facility situation that may arise, and then provide the Owner with the options available and give him the "tools" needed to make a sound decision. This is the control path that assures you that the end project will have the maximum benefit to you, and not just others.
You are most interested in the decisions which affect Cost, Quality, and Time.
Construction Management gives you direct control over the decisions which control those factors, at the same time; your Construction Management team takes care of the day to day operations. When you want involvement, you have it. When you don't, the Team handles it for you. You get the facilities you want while you continue to manage the things which directly affect the profitability.
Tuesday, July 7, 2009
Are Energy Audits worth it?
Energy Audits are they worth it?
Much is being said today about building green. On the heels of this new mantra, many companies are pushing churches to perform an energy audit. The problem is that most folks have a negative mindset about what a building green or energy audit truly means. I believe this problem will be self corrected as we being to see how recent energy legislation impact our monthly utility bills. Certainly a “green” mindset must grip the church leadership before any serious inroads can be made. Often, many feel that they have made a major difference when they convince the budget committee to all the maintenance staff to buy more expensive light bulbs that are energy efficient. As noble as this action is, going green means a lot more than changing the light bulbs in a building. Going green is a process.
Action must be taken to help make our churches more environmentally sustainable. To create a healthy building atmosphere requires honest evaluation of what current energy usage actually is. If your ministry is considering a new building or addition to your church, you must incorporate environmentally friendly components into your plan. To accomplish this, you must have experienced architects, engineers & builders who understand how to actually build or remodel a facility to green or LEED standards. (LEED--Leadership in Energy and Environmental Design)
The first step in this process should be a realistic energy audit of your church facility.
This simple process can have immediate and significant benefits, including the discovery of energy inefficiencies and new ways to save major energy dollars depending upon your facility's energy-use scenario. Most companies typically do not recognize how valuable an in-depth energy audit can be to the annual bottom line.
Step 1—Assign responsibilities:
This process must begin with someone assigned to actually conduct the audit. If the facility is large, then an energy management committee may be necessary to perform the required work.
Step 2—Assemble the applicable information:
1. This information should include past energy history from at least the past 12 months. Operational usage should also be reviewed to determine high energy uses from specific operations. Accurate records should be noted relating to past/current rate structure, specific demand and consumption figures. All other applicable fees should be listed for fees relating to natural gas, electric, and/or other fuels.
2. Building design – square footage, location of doors and windows, type of insulation, operating hours, etc. Typically this information is readily available and listed on the latest architectural and engineered drawings. Most drawings can be found the local building permits office.
3. Lighting – This is a very important area and should be listed in detail the types of lights used, total wattage and operating hours for each specific area.
4. Ventilation – Applicable HVAC experts should be used to evaluate the volume of air and size of motors relative to air make-up and exhaust systems. This is an area that has major impact on the operational usage of energy.
5. Process Equipment – size and efficiency ratings of motors, refrigeration equipment, compressors and heat recovery systems
6. Operation and production schedules
7. Assemble and organize all operating manuals and equipment specifications.
Step 3—Building Systems Review:
Specific equipment should be reviewed relating to all building & mechanical systems, motors, etc. to determine their type, size and age. Such information should be easily assessable using equipment manuals, engineered drawings. Audit should also include any maintenance records, production reports. Facility management staff should be interviewed to determine usage patterns, general condition, recent maintenance, etc.
Now you are ready to begin your audit.
The committee should ask the following questions:Use the following checklist as a guide:
Energy Audit Checklist
Lighting: A complete review of existing lighting systems should be compared to new available systems to evaluate the most energy efficient lighting options currently available including; fluorescent, mercury vapor, etc.? Applicable lighting experts should be included to evaluate current lighting usage to determine if certain areas have excessive or unneeded lighting? Questions should be asked: Is sunlight available to use as an alternate? What types of lighting management is available to us; such as dimmers, timers and sensors?
Building Envelope: What is our current insulation value of our building envelope? Close inspections should be made to determine if weather stripping around doors and windows need to be replaced? The building should be inspected to determine if there are an visible cracks around doors, windows and foundations; if found, they need to be properly sealed. Area evaluations should be made to determine if doors/windows are being kept closed to avoid energy escape.
Heating and Cooling: Have furnaces, boilers, chillers and air conditioning systems been checked to determine if they are operating efficiently? A systematic maintenance and update schedule should be created for all HVAC systems including a regular filter replacement schedule. The building should be checked to determine that it is both properly sealed and well ventilated? All equipment should be under a regular maintenance schedule to assure that they are operating at maximum efficiency including evaluating to determine if all equipment is operating properly. All equipment should be under a shut-down and start up schedule according to manufacturers specifications. All exposed parts should be inspected to determine if the are functioning properly.
Energy Usage Behavior:
Are lights, fans and equipment (computer, printers, etc.) turned off when not in use?
Are building temperatures set back when not in use? Are thermostats set to higher or lower than necessary in summer and winter?
Until a reliable energy audit has been performed, a true understanding of how much energy is being wasted cannot be determined. Since our monthly energy costs are a considerable part of our annual budget, leadership should perform a reliable energy audit as soon as feasible to make certain their facility is not wasting energy and costing the church considerable dollars that could be put towards missionary or community ministry. Is an Energy Audit worth it. The answer is unequivocally yes.
Much is being said today about building green. On the heels of this new mantra, many companies are pushing churches to perform an energy audit. The problem is that most folks have a negative mindset about what a building green or energy audit truly means. I believe this problem will be self corrected as we being to see how recent energy legislation impact our monthly utility bills. Certainly a “green” mindset must grip the church leadership before any serious inroads can be made. Often, many feel that they have made a major difference when they convince the budget committee to all the maintenance staff to buy more expensive light bulbs that are energy efficient. As noble as this action is, going green means a lot more than changing the light bulbs in a building. Going green is a process.
Action must be taken to help make our churches more environmentally sustainable. To create a healthy building atmosphere requires honest evaluation of what current energy usage actually is. If your ministry is considering a new building or addition to your church, you must incorporate environmentally friendly components into your plan. To accomplish this, you must have experienced architects, engineers & builders who understand how to actually build or remodel a facility to green or LEED standards. (LEED--Leadership in Energy and Environmental Design)
The first step in this process should be a realistic energy audit of your church facility.
This simple process can have immediate and significant benefits, including the discovery of energy inefficiencies and new ways to save major energy dollars depending upon your facility's energy-use scenario. Most companies typically do not recognize how valuable an in-depth energy audit can be to the annual bottom line.
Step 1—Assign responsibilities:
This process must begin with someone assigned to actually conduct the audit. If the facility is large, then an energy management committee may be necessary to perform the required work.
Step 2—Assemble the applicable information:
1. This information should include past energy history from at least the past 12 months. Operational usage should also be reviewed to determine high energy uses from specific operations. Accurate records should be noted relating to past/current rate structure, specific demand and consumption figures. All other applicable fees should be listed for fees relating to natural gas, electric, and/or other fuels.
2. Building design – square footage, location of doors and windows, type of insulation, operating hours, etc. Typically this information is readily available and listed on the latest architectural and engineered drawings. Most drawings can be found the local building permits office.
3. Lighting – This is a very important area and should be listed in detail the types of lights used, total wattage and operating hours for each specific area.
4. Ventilation – Applicable HVAC experts should be used to evaluate the volume of air and size of motors relative to air make-up and exhaust systems. This is an area that has major impact on the operational usage of energy.
5. Process Equipment – size and efficiency ratings of motors, refrigeration equipment, compressors and heat recovery systems
6. Operation and production schedules
7. Assemble and organize all operating manuals and equipment specifications.
Step 3—Building Systems Review:
Specific equipment should be reviewed relating to all building & mechanical systems, motors, etc. to determine their type, size and age. Such information should be easily assessable using equipment manuals, engineered drawings. Audit should also include any maintenance records, production reports. Facility management staff should be interviewed to determine usage patterns, general condition, recent maintenance, etc.
Now you are ready to begin your audit.
The committee should ask the following questions:Use the following checklist as a guide:
Energy Audit Checklist
Lighting: A complete review of existing lighting systems should be compared to new available systems to evaluate the most energy efficient lighting options currently available including; fluorescent, mercury vapor, etc.? Applicable lighting experts should be included to evaluate current lighting usage to determine if certain areas have excessive or unneeded lighting? Questions should be asked: Is sunlight available to use as an alternate? What types of lighting management is available to us; such as dimmers, timers and sensors?
Building Envelope: What is our current insulation value of our building envelope? Close inspections should be made to determine if weather stripping around doors and windows need to be replaced? The building should be inspected to determine if there are an visible cracks around doors, windows and foundations; if found, they need to be properly sealed. Area evaluations should be made to determine if doors/windows are being kept closed to avoid energy escape.
Heating and Cooling: Have furnaces, boilers, chillers and air conditioning systems been checked to determine if they are operating efficiently? A systematic maintenance and update schedule should be created for all HVAC systems including a regular filter replacement schedule. The building should be checked to determine that it is both properly sealed and well ventilated? All equipment should be under a regular maintenance schedule to assure that they are operating at maximum efficiency including evaluating to determine if all equipment is operating properly. All equipment should be under a shut-down and start up schedule according to manufacturers specifications. All exposed parts should be inspected to determine if the are functioning properly.
Energy Usage Behavior:
Are lights, fans and equipment (computer, printers, etc.) turned off when not in use?
Are building temperatures set back when not in use? Are thermostats set to higher or lower than necessary in summer and winter?
Until a reliable energy audit has been performed, a true understanding of how much energy is being wasted cannot be determined. Since our monthly energy costs are a considerable part of our annual budget, leadership should perform a reliable energy audit as soon as feasible to make certain their facility is not wasting energy and costing the church considerable dollars that could be put towards missionary or community ministry. Is an Energy Audit worth it. The answer is unequivocally yes.
Tuesday, May 5, 2009
20 Steps to a Successful Project
“20 steps to a successful project”
The building process:
Prayer: Call the leadership to prayer concerning possible building or expansion program.
Leadership summit: This meeting should be called to specifically review and analyze strengths and weaknesses of the church facility in relationship to current and future programs and ministries.
Inform Congregation: Call for a congregational meeting to share the findings of the leadership summit concerning the facility deficiencies and strengths. Use this meeting to select a building committee (see Exhibit “A”) with the specific directive to prepare a project feasibility report to further explore and determine the validity and necessity of a building or expansion program. Empower this committee to select a qualified Developer/Building consultant to assist them with this study. The purpose of this study should be to gather all the facts that will be pertinent to the technical systems of a building program.
Build your team: Select your building committee. The greatest mistake is underestimating the number of professions they must deal with. Your newly selected committee will have to have contact with the following consultants:
Real estate agents, Soils engineers, Surveyors, EPA audit requirements & possible wetland concerns, Municipal zoning and planning boards, Municipal water and sanitary departments, State and/or local fire marshals, Architects, Landscaping architect, Engineers, General contractors, Attorneys, Bankers, Audio/video, and acoustic engineers, Church furnishings and seating manufactures representatives, Recreational equipment representatives, Computer technicians & installers, Phone systems and network representatives
Because of the diversity of consultants required for a successful project, it is very important to select members of your building committee who are going to be capable of interacting with each of the above. A building committee should be setup with two structures, structure “A” should be an oversight committee of just a few people. (Three to five men and/or women) This committee will ultimately act as the appointed body to conduct business as a steering committee for the various technical and ministry subcommittees that will need to be selected. Each member of this subcommittee should be able to articulate the vision and ministry of the church as it pertains to these committees. They should have a complete understanding of what the leadership needs to have a facility that will be effective for ministry. Pray concerning your final choices. Who you select and how you structure your building committee can determine the success or failure of your project.
Church Consultant: Interview and select a qualified development building consultant to assist the feasibility committee. The role of the consultant at this stage should be one of an advisory capacity. He should be able to advise the building committee on the specifics necessary to develop a detailed feasibility report. (See Exhibit “C”) To develop a good feasibility report the building committee should concentrate on the following areas:
Property and grounds
A complete review of the condition, strengths and weaknesses of current facilities and how they relate to ministry.
In-depth review of all current and/or future parking requirements. Careful attention should be paid to all ingress and egress problems, merge lanes, etc.
Review all current and future recreational needs. This should include all ball fields, volleyball, horseshoe pits, soccer fields, amphitheater, etc. You should determine if there is adequate property to meet ministry objectives.
A comprehensive analysis of the site and its peculiar characteristics. This portion of the study should concentrate on the following:
The site location and characteristics. It should include survey maps and plots identifying the specific site in the overall plot plan for the area.
The total owned acreage as well as possible acreage to be acquired should also be addressed.
A complete analysis of the surrounding community activities. “What’s happening to the immediate neighborhood and how does this factor into the ministry, vision and mission of the church?”
Present and future regulatory planning and concerns. This portion of the study should concentrate on the following:
Type of Zoning: The zoning issue is a critical one because of the types of ministries the church is likely to have. How is the land currently designated. This is important especially if the church is interested in starting daycare centers, latchkey, adult daycare, assisted living or venturing into retail properties to be used as rental income. Most zoning laws will allow churches but not moneymaking ministries, which is viewed as retail businesses.
Urban structure: How has the city designated your land. Some municipalities create empowerment zones that may have monetary benefit to the church if the ministries are properly structured. A complete investigation needs to be performed to see if there are any advantages or disadvantages to the church.
Transportation and accessibility: Are the ingress and egress roads under local, county, state or federal maintenance? Will the church be responsible for upgrading the roads or installing merge lanes when larger facilities are built? These are potentially costly issues that need to be addressed early in the process.
Special municipal considerations: The committee needs to find out if the church is under any special type of ordinance that could apply to the property. If the property is close to the airport, they could be under a restricted height ordinance. If a portion of the property is deemed wetlands, this portion would be completely off limits to use of any kind, protected at the churches expense, and could possibly encroach heavily upon usable acreage. Again, special landscaping ordinances, merge lanes, and fire zones where high impact tap fees are enforced, as well as road and property impact fees, could all have a major impact upon the usability of the property.
Current utility services:
It should be determined what the capacity of current sanitary systems is. Can it be expanded if necessary? Even if you are on city sewer, check with the city to make certain their system can handle the additional loads. Is current sewer line large enough to handle increased capacity?
Water system: The question should be asked whether there is adequate volume and pressure to handle the new facilities requirements? What about capacity and tap or impact fees?
Electrical services: Size and location of current electrical service.
Construction Plan: There are different construction methods that can be used to develop a design/build plan for the church. Determine the type of construction method that best suits your congregation and select the appropriate professional consultants. It is very important that the selected firm has cutting edge technology. Recent technological advancements have made it possible to view the building prior to construction using an animated 3d virtual walkthrough video to see what the actual financed product is going to be. The advantages of using this technology are numerous. By seeing ahead of time what you are building, a multitude of change orders can be eliminated due to poor communication and misunderstanding. The video can also be used to enhance the stewardship campaign. Ninety-eight per cent of the congregation will not be able to read blueprints, but will clearly understand the building when presented in a 3d animated video. The video can also be used to educate the various subcontractors who will be bidding on the job, allowing them to see how certain details and transitions will take place. Since they can see the finished product, they will give tighter bids, thus producing an overall lower cost to the church. It should be a requirement that any firm selected have the capability to provide this type of technology as part of their standard package.
There are several methods used to perform construction today, however, the two following methods are the most commonly used to build churches today:
Architect/General Contractor: Their job is to draw the prints and, depending upon their contract, send them out for competitive bidding. When this method, is used, a church selects an architect to design their facility. Once drawn, the architect may act as an agent for the church by sending the finished prints out for bid, after which a general contractor is hired by the church to execute the physical construction. The architect’s role during the building process will be one of oversight and management.
Strengths: The architect is responsible for making sure the building is built to the specifications that he has specified. At an additional cost he can over- see the construction process as an independent agent for the church.
Weaknesses: The prints are normally developed without the input of the builder, who can assist in determining the most cost effective method of building your project. The architect will not guarantee the final cost of the building. There are several examples where prints had to be thrown away because they could not meet the budget expectation of the church. The main weakness is the church must take responsibility to coordinate all the other required professionals. The terminology “competitive bidding” is a process that does not necessarily mean the church is getting competitive bids. Using an architect only to design the project has been proven time and again that this is the most expensive way to build.
Questions to ask an architect:
Will you charge to redraw the blueprints if the bids will not meet your defined budget?
Do you include audio/visual/theatrical lighting and acoustic design? If not, who is financially responsible for the coordination of this trade?
Is a virtual 3d walkthrough of the facility included as part of your standard fee?
If not, what is the additional charge?
Will you guarantee the final cost of the project?
Do you carry errors and omissions insurance?
Will you be financially responsible for any errors and omissions due to architectural or engineering or code compliant errors?
Design/Build: This method is a team approach where one firm incorporates the services of an architect, engineer and builder under one contract. This means that your whole team is selected in the beginning of the project and can work together during the design phase to design the building in the most cost-effective manner. One company is responsible to meet the requirements of the entire building project, from project design to building closeout. Some design/build agreements will include a guaranteed maximum price clause to assure the church of a ceiling for base construction.
Strengths: This method requires all the consultants to work together at their expense to properly design and build your new facility. They are responsible, not the owner, for information coordination between each other. They are responsible for meeting the budget requirements. They are responsible for the final cost of the project. The architect, engineer, and general contractor are all now equally financially responsible to the owner to make certain all design parameters are met.
Weaknesses: The design/build team is now responsible for defining the cost of the project. Typically, this is viewed as a weakness because of the lack of competitive bidding. However, most communities have defined square foot parameters for building specific types of buildings. If the design team final cost falls within these parameters, then the strengths will overcome this weakness.
Questions to ask the design/build team:
Will you charge to redraw the blueprints if the bids will not meet budget?
Do you include audio/visual/theatrical lighting and acoustic design? If not, who is responsible for the coordination of this trade?
Will you guarantee the final cost of the project?
Is a virtual 3d walkthrough of the facility included as part of your standard fee?
If not, what is the additional charge?
Do you carry errors and omissions insurance?
Will you be financially responsible for any errors and omissions due to architectural or engineering or code compliant errors?
How can I be certain that I am getting the most competitive pricing on my project?
What type of contract will you use between the owner, your consultants, subcontractors, and suppliers?
Will you be responsible for the kitchen equipment, seating, furnishings and special equipment requirements of the building?
Building Program: Once the construction is selected, initiate workshops to develop a comprehensive project requirement guide. These workshops are very important to the final integrity of your project. It is during these workshops that all of the project requirements will be confirmed and satisfied. Costly change orders occur during a project, because ministry needs were left out during the design phase. If you spend the time to look at each facet of your project during these workshops, then you can practically eliminate change orders during the construction phase of the project.
Tests & Reports: Soils testing, EPA reports, land topography and surveys, zoning requirements, site electric, drainage, sanitary and service requirements, and other pertinent information relating to the project should be gathered at this time and factored into the project budget.
Financial's: Prepare financials as referenced previously and distribute to banks to determine the borrowing strength of the church. This along with “cash in hand” or the success of a stewardship program, will determine the preliminary budget for the building. Share with building committee.
Stewardship Consultant: Interview and select a stewardship consultant to begin planning the stewardship campaign. Make certain that this committee governs their progress to match the other components of the building process. Plan a campaign schedule that is compatible with the other consultants.
Define preliminary square footages: Have the construction team prepare an approximate square footage requirement to meet the needs of the project as defined by the workshops and reflected in the master programming guide. This is very important to maintain the integrity of the budget. A square footage cost range should be developed and agreed to ahead of time. Upon review, the square footage number can be turned into a preliminary estimated budget amount and balanced with the project requirements. This then can determine overall estimated project cost.
Cost Versus need Workshop: If the estimated project cost is too high, then the needs can be reevaluated during this workshop. Ministry requirements are now balanced against financial strength. Phasing of the project may be necessary to incorporate all the necessary ministry requirements. This planning stage and the preliminary plan can now be designed to meet both needs and budget.
Preliminary Plan: Develop a preliminary plan that reflects the scope of work as defined by the final planning guide prepared during the cost versus need workshop.
Plan Review workshop: This is a very important workshop necessary for all involved ministry leaders. Along with the building committee, they can review and give final approval to the preliminary plans. It may be necessary to have two or possibly three workshops to develop a final preliminary plan that satisfies all the ministry and budget requirements. Take your time, this planning and review process will eliminate costly errors during the construction phase of your building program. Once satisfied, sign off on your final preliminary prints.
3D Animated Video: From the approved preliminary plans, a 3d animated video can be produced to show the congregation the final approved plan. It can also be used in the stewardship campaign.
Funding secured: Review the projections of cash in hand, the stewardship campaign and borrowing strength to determine financial strength. Get a letter of commitment from the selected bank prior to committing to working drawings.
Working drawings: During this phase of the project the various committees should be working with the various consultants (Stewardship, Audio/visual/theatrical lighting, decorating, seating, etc) to make certain these items are factored into the final working drawings. A critical path schedule should be developed to make certain that the architects and engineers have the proper information prior to the time it’s needed.
Contracts signed: Construction contract signed and the project can begin.
Groundbreaking ceremony: This ceremony should be scheduled just prior to equipment move-in and project start. Lots of excitement will be generated.
Construction Started: Church should turn it over to the selected professionals to now do their job.
The building process:
Prayer: Call the leadership to prayer concerning possible building or expansion program.
Leadership summit: This meeting should be called to specifically review and analyze strengths and weaknesses of the church facility in relationship to current and future programs and ministries.
Inform Congregation: Call for a congregational meeting to share the findings of the leadership summit concerning the facility deficiencies and strengths. Use this meeting to select a building committee (see Exhibit “A”) with the specific directive to prepare a project feasibility report to further explore and determine the validity and necessity of a building or expansion program. Empower this committee to select a qualified Developer/Building consultant to assist them with this study. The purpose of this study should be to gather all the facts that will be pertinent to the technical systems of a building program.
Build your team: Select your building committee. The greatest mistake is underestimating the number of professions they must deal with. Your newly selected committee will have to have contact with the following consultants:
Real estate agents, Soils engineers, Surveyors, EPA audit requirements & possible wetland concerns, Municipal zoning and planning boards, Municipal water and sanitary departments, State and/or local fire marshals, Architects, Landscaping architect, Engineers, General contractors, Attorneys, Bankers, Audio/video, and acoustic engineers, Church furnishings and seating manufactures representatives, Recreational equipment representatives, Computer technicians & installers, Phone systems and network representatives
Because of the diversity of consultants required for a successful project, it is very important to select members of your building committee who are going to be capable of interacting with each of the above. A building committee should be setup with two structures, structure “A” should be an oversight committee of just a few people. (Three to five men and/or women) This committee will ultimately act as the appointed body to conduct business as a steering committee for the various technical and ministry subcommittees that will need to be selected. Each member of this subcommittee should be able to articulate the vision and ministry of the church as it pertains to these committees. They should have a complete understanding of what the leadership needs to have a facility that will be effective for ministry. Pray concerning your final choices. Who you select and how you structure your building committee can determine the success or failure of your project.
Church Consultant: Interview and select a qualified development building consultant to assist the feasibility committee. The role of the consultant at this stage should be one of an advisory capacity. He should be able to advise the building committee on the specifics necessary to develop a detailed feasibility report. (See Exhibit “C”) To develop a good feasibility report the building committee should concentrate on the following areas:
Property and grounds
A complete review of the condition, strengths and weaknesses of current facilities and how they relate to ministry.
In-depth review of all current and/or future parking requirements. Careful attention should be paid to all ingress and egress problems, merge lanes, etc.
Review all current and future recreational needs. This should include all ball fields, volleyball, horseshoe pits, soccer fields, amphitheater, etc. You should determine if there is adequate property to meet ministry objectives.
A comprehensive analysis of the site and its peculiar characteristics. This portion of the study should concentrate on the following:
The site location and characteristics. It should include survey maps and plots identifying the specific site in the overall plot plan for the area.
The total owned acreage as well as possible acreage to be acquired should also be addressed.
A complete analysis of the surrounding community activities. “What’s happening to the immediate neighborhood and how does this factor into the ministry, vision and mission of the church?”
Present and future regulatory planning and concerns. This portion of the study should concentrate on the following:
Type of Zoning: The zoning issue is a critical one because of the types of ministries the church is likely to have. How is the land currently designated. This is important especially if the church is interested in starting daycare centers, latchkey, adult daycare, assisted living or venturing into retail properties to be used as rental income. Most zoning laws will allow churches but not moneymaking ministries, which is viewed as retail businesses.
Urban structure: How has the city designated your land. Some municipalities create empowerment zones that may have monetary benefit to the church if the ministries are properly structured. A complete investigation needs to be performed to see if there are any advantages or disadvantages to the church.
Transportation and accessibility: Are the ingress and egress roads under local, county, state or federal maintenance? Will the church be responsible for upgrading the roads or installing merge lanes when larger facilities are built? These are potentially costly issues that need to be addressed early in the process.
Special municipal considerations: The committee needs to find out if the church is under any special type of ordinance that could apply to the property. If the property is close to the airport, they could be under a restricted height ordinance. If a portion of the property is deemed wetlands, this portion would be completely off limits to use of any kind, protected at the churches expense, and could possibly encroach heavily upon usable acreage. Again, special landscaping ordinances, merge lanes, and fire zones where high impact tap fees are enforced, as well as road and property impact fees, could all have a major impact upon the usability of the property.
Current utility services:
It should be determined what the capacity of current sanitary systems is. Can it be expanded if necessary? Even if you are on city sewer, check with the city to make certain their system can handle the additional loads. Is current sewer line large enough to handle increased capacity?
Water system: The question should be asked whether there is adequate volume and pressure to handle the new facilities requirements? What about capacity and tap or impact fees?
Electrical services: Size and location of current electrical service.
Construction Plan: There are different construction methods that can be used to develop a design/build plan for the church. Determine the type of construction method that best suits your congregation and select the appropriate professional consultants. It is very important that the selected firm has cutting edge technology. Recent technological advancements have made it possible to view the building prior to construction using an animated 3d virtual walkthrough video to see what the actual financed product is going to be. The advantages of using this technology are numerous. By seeing ahead of time what you are building, a multitude of change orders can be eliminated due to poor communication and misunderstanding. The video can also be used to enhance the stewardship campaign. Ninety-eight per cent of the congregation will not be able to read blueprints, but will clearly understand the building when presented in a 3d animated video. The video can also be used to educate the various subcontractors who will be bidding on the job, allowing them to see how certain details and transitions will take place. Since they can see the finished product, they will give tighter bids, thus producing an overall lower cost to the church. It should be a requirement that any firm selected have the capability to provide this type of technology as part of their standard package.
There are several methods used to perform construction today, however, the two following methods are the most commonly used to build churches today:
Architect/General Contractor: Their job is to draw the prints and, depending upon their contract, send them out for competitive bidding. When this method, is used, a church selects an architect to design their facility. Once drawn, the architect may act as an agent for the church by sending the finished prints out for bid, after which a general contractor is hired by the church to execute the physical construction. The architect’s role during the building process will be one of oversight and management.
Strengths: The architect is responsible for making sure the building is built to the specifications that he has specified. At an additional cost he can over- see the construction process as an independent agent for the church.
Weaknesses: The prints are normally developed without the input of the builder, who can assist in determining the most cost effective method of building your project. The architect will not guarantee the final cost of the building. There are several examples where prints had to be thrown away because they could not meet the budget expectation of the church. The main weakness is the church must take responsibility to coordinate all the other required professionals. The terminology “competitive bidding” is a process that does not necessarily mean the church is getting competitive bids. Using an architect only to design the project has been proven time and again that this is the most expensive way to build.
Questions to ask an architect:
Will you charge to redraw the blueprints if the bids will not meet your defined budget?
Do you include audio/visual/theatrical lighting and acoustic design? If not, who is financially responsible for the coordination of this trade?
Is a virtual 3d walkthrough of the facility included as part of your standard fee?
If not, what is the additional charge?
Will you guarantee the final cost of the project?
Do you carry errors and omissions insurance?
Will you be financially responsible for any errors and omissions due to architectural or engineering or code compliant errors?
Design/Build: This method is a team approach where one firm incorporates the services of an architect, engineer and builder under one contract. This means that your whole team is selected in the beginning of the project and can work together during the design phase to design the building in the most cost-effective manner. One company is responsible to meet the requirements of the entire building project, from project design to building closeout. Some design/build agreements will include a guaranteed maximum price clause to assure the church of a ceiling for base construction.
Strengths: This method requires all the consultants to work together at their expense to properly design and build your new facility. They are responsible, not the owner, for information coordination between each other. They are responsible for meeting the budget requirements. They are responsible for the final cost of the project. The architect, engineer, and general contractor are all now equally financially responsible to the owner to make certain all design parameters are met.
Weaknesses: The design/build team is now responsible for defining the cost of the project. Typically, this is viewed as a weakness because of the lack of competitive bidding. However, most communities have defined square foot parameters for building specific types of buildings. If the design team final cost falls within these parameters, then the strengths will overcome this weakness.
Questions to ask the design/build team:
Will you charge to redraw the blueprints if the bids will not meet budget?
Do you include audio/visual/theatrical lighting and acoustic design? If not, who is responsible for the coordination of this trade?
Will you guarantee the final cost of the project?
Is a virtual 3d walkthrough of the facility included as part of your standard fee?
If not, what is the additional charge?
Do you carry errors and omissions insurance?
Will you be financially responsible for any errors and omissions due to architectural or engineering or code compliant errors?
How can I be certain that I am getting the most competitive pricing on my project?
What type of contract will you use between the owner, your consultants, subcontractors, and suppliers?
Will you be responsible for the kitchen equipment, seating, furnishings and special equipment requirements of the building?
Building Program: Once the construction is selected, initiate workshops to develop a comprehensive project requirement guide. These workshops are very important to the final integrity of your project. It is during these workshops that all of the project requirements will be confirmed and satisfied. Costly change orders occur during a project, because ministry needs were left out during the design phase. If you spend the time to look at each facet of your project during these workshops, then you can practically eliminate change orders during the construction phase of the project.
Tests & Reports: Soils testing, EPA reports, land topography and surveys, zoning requirements, site electric, drainage, sanitary and service requirements, and other pertinent information relating to the project should be gathered at this time and factored into the project budget.
Financial's: Prepare financials as referenced previously and distribute to banks to determine the borrowing strength of the church. This along with “cash in hand” or the success of a stewardship program, will determine the preliminary budget for the building. Share with building committee.
Stewardship Consultant: Interview and select a stewardship consultant to begin planning the stewardship campaign. Make certain that this committee governs their progress to match the other components of the building process. Plan a campaign schedule that is compatible with the other consultants.
Define preliminary square footages: Have the construction team prepare an approximate square footage requirement to meet the needs of the project as defined by the workshops and reflected in the master programming guide. This is very important to maintain the integrity of the budget. A square footage cost range should be developed and agreed to ahead of time. Upon review, the square footage number can be turned into a preliminary estimated budget amount and balanced with the project requirements. This then can determine overall estimated project cost.
Cost Versus need Workshop: If the estimated project cost is too high, then the needs can be reevaluated during this workshop. Ministry requirements are now balanced against financial strength. Phasing of the project may be necessary to incorporate all the necessary ministry requirements. This planning stage and the preliminary plan can now be designed to meet both needs and budget.
Preliminary Plan: Develop a preliminary plan that reflects the scope of work as defined by the final planning guide prepared during the cost versus need workshop.
Plan Review workshop: This is a very important workshop necessary for all involved ministry leaders. Along with the building committee, they can review and give final approval to the preliminary plans. It may be necessary to have two or possibly three workshops to develop a final preliminary plan that satisfies all the ministry and budget requirements. Take your time, this planning and review process will eliminate costly errors during the construction phase of your building program. Once satisfied, sign off on your final preliminary prints.
3D Animated Video: From the approved preliminary plans, a 3d animated video can be produced to show the congregation the final approved plan. It can also be used in the stewardship campaign.
Funding secured: Review the projections of cash in hand, the stewardship campaign and borrowing strength to determine financial strength. Get a letter of commitment from the selected bank prior to committing to working drawings.
Working drawings: During this phase of the project the various committees should be working with the various consultants (Stewardship, Audio/visual/theatrical lighting, decorating, seating, etc) to make certain these items are factored into the final working drawings. A critical path schedule should be developed to make certain that the architects and engineers have the proper information prior to the time it’s needed.
Contracts signed: Construction contract signed and the project can begin.
Groundbreaking ceremony: This ceremony should be scheduled just prior to equipment move-in and project start. Lots of excitement will be generated.
Construction Started: Church should turn it over to the selected professionals to now do their job.
Monday, May 4, 2009
Posted on: 01/01/2001
by Ray Robinson, VP Sales & Marketing JCDM Church Builders Design Directives
Expert interpretations of 21st century church building
By Ray Robinson, VP Sales & Marketing JCDM Church Builders
Technology.
Education.
Administration.
Recreation.
When it comes to designing and building a new facility today, experts agree--these are the buzz words. Here, three industry experts share their takes on the past, present and future of church design and construction as these key elements apply.
Ministry + Adaptive Technology = The Future
One of the greatest technological advances in history was the printing press, and this invention had great impact for churches too. The age of the printing press made the Word of God available to the masses in an unprecedented way, enabling them to read and interpret it for themselves. In essence, this invention enabled people to become participants rather than simple spectators shackled to the interpretive presentations of others. This interactive process introduced masses of people to a broader concept and understanding of God and gave birth to enlightened scholars. In their quest for deeper learning, churches witnessed a spiritual awakening that would ultimately have a major impact upon both the spirituality and the facilities that house it. Thus, the church began to adapt to the societal changes taking place and it continues to do so today.
I believe three trends--technological production and educational centers, administrative facilities, and recreation/social centers--will have the greatest impact on both renovation and new construction in the church world in the near future.
Technological production centers
On the whole, pastors are spending more time in study and personal spiritual enrichment. The method of their sermonic delivery is itself a form of techno-evangelism; it has become vogue to use the latest in presentation software to present gospel messages to constituencies. Whereas particular styles of delivery might be considered a passing fad, the trend toward using technology is here to stay. The signs are clear: multiple slide projectors used extensively 10 years ago have given way to laptop computers, electronic Bibles and professionally enhanced PowerPoint presentations. This gradual shift to technology has had major impact on church design and construction since the '80s. As early as 1987, our company began incorporating a computer with a 286 processor and a keyboard at the pulpit into its designs. Though today it could be considered crude, at the time it was cutting edge in that it enabled the pastor to access the hard drive and display sermon notes. In this particular application, the pastor used a flat monitor strategically placed atop a standard overhead projector to display the image on a large screen.
Times have certainly changed. Today, the chancel or platform area of the church is the product of a hefty transformation. What used to be a place where simple Christmas and Easter dramas and children's plays were performed is now a complete theatrical production stage. This area of the church often uses theatrical curtains and rigging; technologically advanced stage, sound and lighting packages; and special floors with hydraulically controlled platforms that can be raised and lowered. In some churches, special rigging even enables people dressed as angels to "fly" across the room. Architects, engineers and builders are struggling to keep up with the voracious technological appetite of the 21st century church. All major systems of the building are being affected, including the structural elements. Stage lighting requirements impact the electrical, cooling and mechanical systems. The ability to fly angels, for example, requires special point loading that will certainly increase the costs of the structural package. High-tech stage lighting alone requires additional electrical amperage, increasing the cost of a facility's electrical system. The additional heat generated by thousands of watts of lighting requires several tons of additional cooling, further upping the cost of cooling the church.
Educational centers
Our architects are currently designing facilities to take advantage of distant learning technology that once was available only to large secular and corporate clients. In the church world, pastors can use this same technology to bring multiple congregations together.
For example, one of our mega church clients planted several daughter churches at different locations throughout the city, and the architectural department is designing this facility to support two-way interaction between them. Two-way connectivity will play a major role in evangelizing the world since children of the current generation are being raised in an environment in which interactive television, video and computer games play a dominant role. The two-way trend has also carried over into the design of new church facilities. Many of ACB's designs include Sunday School classrooms that feature large-screen monitors with computer-generated image display capability and Surround Sound. These rooms are being designed for age-appropriateness using all kinds of models, from multimedia-enhanced college lecture halls to nurseries equipped with the latest technology geared toward children. Learning labs using the latest in virtual technology have the greatest impact on Christian education right now. Before long, students will be able to enter virtual realistic worlds and interact with Bible characters. A young person in the not-so-distant future might assume the role of young David and go down into the valley to fight a virtual Goliath.
Administrative facilities
We in the building industry are seeing a large percentage of our church clients using paid staff to run the day-to-day operations of the church. This makes it imperative to design administrative areas that tap into workers' creative abilities. Administrative areas run the gamut, resembling hotel lobbies, living rooms, conference centers, lounges and coffee bars. Large-screen televisions, along with computer networks, are used to promote interactivity and productivity among staff members both in-house and off-campus. When it comes to conference centers, the focus is on true interactivity using the latest in multimedia technology that helps churches with large staffs fulfill their missions.
Recreation and social centers
The church now plays a vital role in ministering to the spiritual, physical and social needs of its members as well as the community-at-large. Several of the large projects we are currently working on were designed to reflect this new ministry (and consequently, design) philosophy. Recreational spaces now include running tracks, the occasional bowling alley, rock climbing walls and Nautilus workout rooms. These spaces are more consistent with health and fitness centers than the simple church gymnasiums of the past.
Sanctuaries Evolve with the World Around Them
Posted on: 01/01/2000
by Ray Robinson Sanctuaries Evolve with the World Around Them
By Ray Robinson
 Church design in the 21st century should facilitate multiple ministries--with style. |
One of the greatest technological advances in history was the invention of the printing press. This had a great impact upon the church because it made the Word of God available to the masses in a way unprecedented in the history of the church. This interactive process, introduced masses of people to a broader concept and understanding of God. Individual study gave birth to scholars who were enlightened to the will and plan of God. In their quest for deeper learning, a spiritual awakening occurred that would ultimately have a major impact upon both the spiritual church and the physical faculties that would house them. Thus, the church began to adapt to the societal changes that were taking place around them.
In the postmodern church of the 21st century, technological advances will continue to govern church architecture. Over the last 200 years we have witnessed a gradual metamorphosis from the great cathedrals of Christopher Wren to the box architecture of Frank Lloyd Wright. Churches reflected the personalities and styles of their designers instead of the mission and purpose of the function for which they existed. Church design for the 21st century must be focused to create edifices specifically designed to assist in the overall mission of the church, one of multiplicity. Therefore, these must be versatile enough to adapt to the multiple uses that the church ministries will require of the facility.
Sanctuary design changes
Presentation technology has brought a greater range of communicative ability to the ministry team of the church than ever before. The new sanctuary should be equipped with a range of multimedia tools including high-quality projectors and multiple screens. In Microsoft's chairman Bill Gates' home are special programs that display digital art that is activated by smart pins that sense the mood or identity of those who pass by. As far out as this seems, the famous stained glass window that serves as a backdrop for the choir in a church in Hillsongs, Australia, follows with similar technology. This window is perpetually changing as a computer adjusts the colors to fit the mood and music of the service.
Multiple projectors will be used to display several languages simultaneously so ethnic and linguistic barriers can be removed. Closed caption software displayed on large but discrete monitors will assist in helping the hearing impaired enjoy the service. Light control will be governed by smart windows that are gas-filled and can change from transparent to opaque at the flick of a switch.
Multipurpose facilities evolve
 As futuristic as the technology inside may be, the exterior needs to keep up too. |
Churches will become focused on a holistic approach to spiritual development. We are currently designing facilities that incorporate bowling alleys, racquetball courts, cafes, workout centers, interactive theaters and video walls for computer game tournaments. Some will also include rock-climbing walls, therapeutic health spas with various services and on-site medical clinics as well as full service banking and a myriad of other services.
Educational space changes
This is a very interactive-oriented generation. Every room would be equipped with large screen monitors capable of computer-generated images and surround sound.
Churches with Christian schools will be designed to interact with the students' laptops. When the student arrives, infra- red sensors will automatically download their homework assignments as well as any communication or correspondence from the teacher or student. The students will have all their academic tools loaded on their laptops. They will do all their homework assignments and then download to the school network. The students will have access to a wide network of libraries and research engines.
Rooms will be designed according to ages, ranging from rooms similar to college lecture halls equipped with multimedia technology to nurseries equipped with the latest technology just for children.
Learning labs using the latest in virtual technology would allow children to enter virtual realistic worlds designed to allow them to interact with Bible characters.
Rooms equipped with satellite technology will allow complete two-way interactivity to connect other facilities.
Administrative space evolves
Church administrative areas should represent spaces designed to tap into the creative abilities of the church staff. Spaces will be designed like hotel lobbies, living rooms, conference centers, lounges andcoffee bars. Large screens and computer networks will promote interactivity to both in-house and off-campus staff. Conference centers will be designed for true interactivity with the latest in multimedia technology.
The advent of computer technology will force architects and engineers to adapt their buildings to meet the growing hunger of churches to use all the technology available to them. Without a doubt church architecture in the 21st century will change to meet the demands of this new generation.
Ray Robinson is VP of Sales & Marketing for JCDM Church Builders, Joplin MO, a full service design build firm.
Construction Clinic With Ray Robinson
Posted on: 08/01/1999
Construction Clinic With Ray Robinson
Ray Robinson is VP of Sales & Marketing for JCDM Church Builders, Joplin MO, a full service design build firm. The company provides a multitude of construction needs including site evaluation, architectural and engineering design, 3-D renderings and walk-throughs, general contracting, construction management and financial plans.
CB: What is the most common mistake churches make when they embark on a building project?
RR: The greatest mistake is underestimating the time required to properly plan, design and build the new facilities. This occurs when the church waits until their internal growth (lack of seats) or external growth (lack of parking facilities) forces them into fast tracking their design/build process. Normally, under these conditions the building committee is placed under pressure to get through their process in order to meet the present growth needs of the church. The church needs to understand that it takes from three to six months to meet with each department of the church. This would include the senior pastor and his ministry team to the janitorial staff and everyone in between. This would not include possible time for land acquisition, zoning requirements, site impact studies, required EPA environmental audits, stewardship campaigns and other major items that need to be completed prior to any drawings or ideals from the architectural or design build firm. Project management is a must and required for this pre-design phase.
CB: What is the most common cause of project delays and how can it be avoided?
RR: Project delays are the result of a failure in the project management systems. Typically the contractor is blamed. However, project delays are usually a combination of events that have not happened the way they were projected to happen. In their book, The Complete Idiot's Guide to Project Management, authors Sunny and Kim Baker give four reasons for project failure, another term for project delays:
- Not enough resources available to complete the project
- Not enough time is approved to complete the project.
- Unclear project expectations lead to inappropriate or incomplete results.
- Disagreements among principles regarding the expectations for the project lead to dissatisfaction with the end results.
If ample consideration is paid to each of the above issues, then most delays can be avoided or eliminated.
CB: In your experience, where do churches misdirect their funds?
RR: Most churches prematurely hire their consultants prior to understanding the scope of their project. They are more concerned about the cosmetic and superficial elements of their building and do not spend enough time giving thought to the structural and mechanical systems of their project.
CB: If you could offer one piece of advice to church building committees, what would it be?
RR: Take the time to understand all the necessary components required for the execution of a successful project. Have a planning workshop prior to the start of any anticipated project.
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