The architectural and interior design planning process - Library Finance: New Needs, New Models

Library Trends, Wntr, 1994 by Elaine Cohen

Although many people believe to the contrary, cost overruns may be no fault of the architect. Rather, they may relate to the client's requirements or unexpected difficulties encountered during construction. The client may believe that the architect's cost estimates are not in line with local conditions, or may demand an addition - such as a mezzanine - to the design. When the bids arrive, to the client's chagrin, costs per square foot are much higher than thought. Other unexpected expenses may arise. For example, although test borings were made, an underground stream may be found flowing right in the middle of the site once excavation begins. Extra funds must be quickly found to divert it. An underground stream may also cause the design to be substantially changed even though some construction has already occurred. Redrawing at such a late date will expand the scope of work and cause extras to be paid to the architects, engineers, and contractors.

Extras are to be expected on most projects. For smaller buildings, it is hoped, those that occur are limited in scope. For larger buildings, there is always something - perhaps minor - that requires additional money. For example, people in systems management make a decision to purchase a new library information system and it needs to be wired according to the equipment manufacturer's specifications. Unfortunately, those specifications vary from those detailed on the electrical engineer's drawings. Or the new building inspector refuses to let the compact shelving operate unless additional security devices are installed. Professionals in the built environment design field nearly always attempt to build in contingency monies into their cost estimates. A contingency of 10 percent is considered reasonable, but people interested in the bottom line try to reduce this. Some, unfortunately, try to eliminate it entirely.

Extra expenses also occur when the process is slowed by the arcane methods of bureaucracies and ferocious battles - sometimes over personality problems - that often occur in the political arena. For a new building, from genesis in the mind of the librarian to actual opening day may be as short as two and one half years. The average is five years. Some projects have taken fifteen years to be completed. A minor renovation may take a year to a year and a half, while a major renovation will take as long as constructing a new building.

During the predesign phase, long before the architect is hired, a library consultant may be retained to perform site selection or write the building program. Here, a request for proposal (RFP) must be sent, consultants interviewed, and the work performed. From beginning to end, the time span for this aspect of the process is at least six months. For a new addition or brand new building, test borings must be performed, or the land surveyed, and so on and so forth, which requires other professionals to send in proposals, be interviewed, and then selected and retained. Before an architect is hired, it usually takes at least three months to advertise, interview a sufficient number of firms, choose one, and then sign the contract. Unless fast tracked, the entire design process takes a minimum of nine months to a year. Often it takes longer because approvals must make the rounds. Unless also fast tracked, construction can take a minimum of another year. If problems occur or the building is sufficiently large, it obviously will take longer.