Chapter 07: Predesign Manual

Purpose of the Capital Project Predesign

The Office of Financial Management (OFM) is required by RCW 43.88.110(5) to institute procedures for reviewing capital projects proposed by state agencies. A predesign is one step in a comprehensive review and funding process for state agency capital construction.

The intent of a predesign is to explore alternatives for proposed capital projects. The predesign should assess which alternative best addresses the problem, opportunity, or program requirement and at what cost, generally at less than schematic-level design information. Decision makers in the Governor’s Office, OFM and the Legislature use this information to determine whether the project should proceed toward design and construction.

Predesign Basics Updated

It is highly recommended that agencies schedule an initial scoping meeting with their OFM capital budget advisor and predesign consultant (if selected) to confirm the predesign requirements and expectations for the project. To ensure that major construction projects are carried out in accordance with legislative and executive intent, design and construction appropriations may not be expended or encumbered until OFM has reviewed and approved the agency’s predesign.

Predesigns are required for all capital construction projects:

• Valued over $15 million, or
• Select projects valued at under $15 million may also be required to complete predesigns under certain circumstances (i.e., high risk or identified in the capital budget).

Note: Predesign is required for all capital construction projects with an estimated total cost of $15 million or greater. For projects under $15 million, agencies may be required to complete a Modified Predesign (MPD) under certain circumstances, such as projects involving new or expanded programs, relocations, or consolidations, as determined by OFM Facilities Oversight. Projects that meet the threshold for full predesign are not required to complete an MPD.

If an appropriation for a predesign is included in the budget, the predesign scope must align with any associated budget provisos. Agencies undertaking a predesign without an appropriation should coordinate with their capital budget advisor.

OFM has authority to make exception to some of the predesign requirements but must report any exceptions to the fiscal committees of the Legislature with a justification. Contact your capital budget advisor for approval early in the predesign process if your agency believes one or more elements of the predesign will not add value for decision makers or if there are other compelling reasons that may warrant an exception.

Predesign Submittal

For projects to qualify for design consideration in the capital budget, submit the predesign no later than July 1 of even-numbered years, as required in the capital budget instructions. If predesign and design are funded in the same biennium, OFM will not release the allotment for design of the project until the predesign is approved (RCW 43.88.110).

• If the predesign is below the 20 MB size restriction for email, email it to your OFM capital budget advisor and copy legislative staff.
• Large files can be uploaded to the secure managed file transfer (MFT) site: https://mft.wa.gov/webclient/Login.xhtml. The OFM Capital Budget team will provide login credentials directly to agencies. Please notify your OFM capital budget advisor and copy legislative staff when a predesign is posted to the MFT.

Predesign Review and Approval

After receiving a predesign, OFM will review the document to ensure that projects are carried out in accordance with this predesign manual and the direction provided in the capital budget. OFM may require changes or additional information before approval. Agencies should make an appropriate allowance in their consultant contracts for the time involved in the OFM review and approval process. Approval of the completed predesign does not guarantee additional appropriation for design or construction.

To facilitate the approval process, we recommend agencies meet with OFM and legislative staff to present a high-level summary of their predesign and to answer any preliminary questions. Agencies should contact their capital budget advisor to schedule this meeting.

Please note that the purpose of a predesign is to explore alternatives for proposed capital projects. Predesigns also provide professional cost estimates to inform appropriation amounts. If a predesign is completed several biennia before design funding is appropriated, it may have limited value for decision makers. In some cases, agencies may be required to complete additional analysis if the predesign for a project is more than two biennia old, or less in areas experiencing rapid market changes.

A predesign should include the content detailed in this section. Contact a capital budget advisor early in the predesign process if specific content detailed below will not aid decision makers in assessing which alternative best addresses the problem, opportunity or program requirement. OFM will approve limited scope predesigns on a case-by-case basis.

Executive Summary

Summarize the problem, opportunity, or program requirements; alternatives considered; preferred alternative; and why that alternative was selected. Include basic project cost information.

Problem Statement

1. Identify the problem, opportunity or program requirement addressed by the project and how it will be accomplished.
2. Identify and explain the statutory or other requirements that drive the project’s operational programs and how these affect the need for space, location, or physical accommodations. Include anticipated caseload projections (growth or decline) and assumptions, if applicable.
3. Explain the connection between the agency’s mission, goals, and objectives; statutory requirements; and the problem, opportunity, or program requirement.
4. Describe in general terms what is needed to solve the problem.
5. Include any relevant history of the project, including previous predesigns or budget funding requests that did not go forward to design or construction.

Analysis of Alternatives (including the preferred alternative)

1. Describe all alternatives that were considered, including the preferred alternative. Alternatives may include collocation, renovation, leased space, purchase, new construction, or other options explored. Include the following:
   1. A no action alternative. Describe the programmatic outcome of not addressing the problem or opportunity. Do the problems which were driving the project still exist? Are the necessary technologies available to meet the project objectives within the proposed project funding and timeline?
   2. The advantages and disadvantages of each alternative. Include a high-level summary table with your analysis that compares the alternatives, including the anticipated cost for each alternative.
   3. Cost estimates for each alternative.
      1. Provide enough information so decision makers have a general understanding of the project costs.
      2. To compare the life cycle cost of different alternatives, use OFM’s Life Cycle Cost Model (LCCM, RCW 39.35B.050). Include the completed life cycle cost summary as an appendix. OFM’s LCCM is the only authorized tool for the completion of this section because it provides a standard methodology and set of assumptions for state agency facility construction. 
   4. Schedule estimates for each alternative. Estimate the start, midpoint, and completion dates.

Note: In addition to the LCCM, there are two other additional life cycle cost analysis tools maintained by the state, the Life Cycle Cost Tool (LCCT) maintained by the OFM and the Energy Life Cycle Cost Analysis (ELCCA) maintained by the DES Energy Program. Although these two tools are not required for predesign, they are required in the early stages of in design phase for state agency facility construction projects. Consider incorporating these tools in predesigns where the focus of the project is the replacement of building systems. 

1. OFM’s Life Cycle Cost Tool (LCCT) is used for the design of facilities with an area of 5,000 square feet or greater (Executive Order 13-03) to demonstrate how the building design contributes to energy efficiency and conservation. The tool, instructions and training webinars are available at OFM’s forms webpage.
2. The DES Energy Program’s Energy Life Cycle Cost Analysis (ELCCA) is required for projects over 25,000 square feet (RCW 39.35.050). This tool evaluates energy- using systems such as heating, cooling, lighting, building envelope and domestic hot water.

Detailed Analysis of Preferred Alternative

1. Describe the preferred project alternative in detail, including the following:
   1. Nature of space. How much of the proposed space will be used for what purpose (e.g., office, lab, conference, classroom, etc.).
   2. Occupancy numbers.
   3. Basic configuration of the building, including square footage and the number of floors.
   4. Space needs assessment. Compare the project space needs to currently recognized space planning guidelines and identify the guidelines used. These may include:
      1. OFM’s State Facility Space Use Guidelines.
      2. For four-year higher education facilities, Facilities Evaluation and Planning Guide.
      3. For community and technical colleges, the Facilities Coding Manual for space use coding, the Capital Analysis Model (70 Facility Guidelines), and Policy Manual and Guidelines on Utilization of Classrooms and Labs.
2. Site analysis
   1. Identify site studies that are completed or underway and summarize their results. These studies may include:
      1. Phase 1 environmental survey assessment
      2. Geotechnical assessment
      3. Transportation or traffic study
         Please be prepared to provide these documents upon request.
   2. Provide the following:
      1. 1. Location.
         2. Building footprint and its relationship to adjacent facilities and site features. Provide an aerial view, sketches of the building site and basic floor plans.
         3. Water rights and water availability.
         4. Stormwater requirements.
         5. For projects including proposed land acquisition, please attach a title report including legal description and analysis of easements as an appendix to the predesign document. Please also detail any acquisition issues.
         6. Property setback requirements.
         7. Potential issues with the surrounding neighborhood, during construction and ongoing once operational.
         8. Utility extension or relocation issues.
         9. Potential environmental impacts:
            1. Green space and natural amenities that need to be preserved or accorded special treatment.
            2. Required or potential site mitigation, including history of possible contamination.
            3. Wetlands and shoreline impacts, including a wetlands delineation and the need to fill wetlands.
            4. Shoreline jurisdiction issues.
            5. Requirements for the State Environmental Policy Act, National Environmental Policy Act, or an environmental impact statement.
            6. Other regulatory requirements, such as hydraulic project approval and U.S. Army Corps of Engineers permits.
         10. Parking and access issues, including improvements required by local ordinances, local road impacts and parking demand.
         11. Impact on surroundings and existing development with construction lay-down areas and construction phasing.
3. Identify whether the proposed project is consistent with applicable long-term plans (such as Thurston County and Capitol campus master plans and agency or area master plans) as required by RCW 43.88.110. Please be prepared to provide pertinent documentation submitted to planning authorities.
4. Consistency with other laws and regulations. Provide documentation that indicates the preferred option is consistent with the following:
   1. High-performance public buildings (Chapter 39.35D RCW). All state-funded buildings 5,000 square feet or more must be designed, constructed, and certified to the LEED silver standard at a minimum.
   2. The state efficiency and environmental performance (SEEP) executive order requires, subject to available funding, newly constructed state-owned (including lease purchase) buildings be designed as zero energy or zero energy capable and include consideration of embodied carbon. In unique situations where a cost-effective, zero energy building is not yet technically feasible, buildings must be designed to exceed the current state building code for energy efficiency to the greatest extent possible (Executive Order 20-01). For questions about SEEP or zero energy buildings, please visit the Zero Energy Toolkit or contact SEEP Director Hanna Waterstrat at hanna.waterstrat@commerce.wa.gov.
   3. NEW The Buy Clean and Buy Fair Washington Act RCW 39.116.020 (Chapter 344, Laws of 2024) requires reporting on certain construction products used for projects over 50,000 gross square feet. More information, including a link to the reporting database, is available through Commerce’s State Efficiency and Environmental Performance (SEEP) program: https://www.commerce.wa.gov/seep/bcbf/ or by emailing seep@commerce.wa.gov.
   4. Proposed building projects over 20,000 gross square feet must follow the state energy standards for clean buildings, per RCW 19.27A.210.
      1. Tier 1 Buildings: non-residential buildings, including state agency facilities, greater than 50,000 square feet in floor area. State agencies are eligible to participate in the incentive program if their buildings meet criteria required to participate. While mandatory compliance with the Standard does not start until 2026, agencies should plan how they will comply with these standards and submit associated budget requests, as several biennia of improvements may be necessary.
      2. Tier 2 Buildings: multifamily residential, nonresidential, hotel, motel and dormitory buildings exceeding 20,000 square feet in floor area but less than 50,001 square feet and all multifamily residential buildings with floor areas equal to or exceeding 50,000 square feet. This new law requires that Commerce develop reporting requirements for covered Tier 2 buildings including benchmarking, operations and maintenance planning and energy management planning. Reporting requirements will become effective in 2027 for Tier 2 buildings. Tier 2 buildings, including state-owned facilities, are also able to participate in an incentive program starting in 2025.
      3. For more information, see Commerce’s website or contact buildings@commerce.wa.gov.
   5. Compliance with required vehicle charging capability for new buildings that provide on-site parking (RCW 19.27.540).
   6. Greenhouse gas emissions reduction policy (RCW 70A.45.050), including consideration of:
      1. Statewide goals to reduce annual per capita vehicle miles traveled by 2050, in accordance with RCW 47.01.440, except that the agency shall consider whether project locations in rural counties, as defined in RCW 160.020, will maximize the reduction of vehicle miles traveled; and
      2. Applicable federal emissions reduction requirements.
   7. Archaeological and cultural resources (and Section 106 of the National Historic Preservation Act of 1966). Agencies must consult with DAHP and affected tribes on the potential effects of projects on cultural resources and historic properties proposed in state-funded construction or acquisition projects, including grant or pass-through funding that culminates in construction or land acquisitions. Consultation with the department of archaeology and historic preservation and affected tribes must be initiated early in the project planning process, prior to construction or taking title. Agencies must attach a letter from DAHP confirming that the proposed capital project was reviewed. (Some agencies may have an exemption from this requirement from DAHP.) If the request is a grant that contains multiple subprojects, ensure that this requirement is contained in the application process or the contract. Contact Dr. Rob Whitlam at DAHP (360) 890-2615 for assistance. Please allow DAHP a minimum of 30 days for review. If mitigation is anticipated, please ensure it is worked into the project schedule and budget.
   8. Americans with Disabilities Act implementation (Executive Order 96-04).
   9. Compliance with planning under Chapter 36.70A RCW, as required by RCW 43.88.0301.
   10. Information required by RCW 43.88.0301(1).
   11. Other codes or regulations.
5. Identify problems that require further study (for example, environmental contaminants, traffic studies or IT or other infrastructure challenges). Evaluate identified problems to establish probable costs and risk.
6. Identify significant or distinguishable components, including major equipment and ADA requirements in excess of existing code.
7. Identify planned technology infrastructure and other related IT investments that affect the building plans. Contact the Office of the Chief Information Officer (OCIO) at ocio@policy.wa.gov to coordinate IT requirements. Some projects may require oversight by OCIO and the Technology Services Board. See RCW 43.88.092 and 105.205 (for higher education).
8. Identify any site-related security measures such as setbacks, lighting, etc. and/or physical security measures such as security systems, barrier protection, etc. for the project.
9. Describe planned building commissioning to ensure systems function as designed.
10. Describe any future phases, plans or other facilities that will affect this project, including impacts to current lease contracts. Include detail on the need to backfill space or cost assumptions for vacant space.
11. Project management and delivery method alternatives considered.
    1. Provide a comparative discussion of the pros and cons of the project delivery methods considered for this project and offer a recommendation of proposed procurement method for the preferred alternative. The delivery methods considered could include design-build, phased construction, general contractor/construction manager (GC/CM) or conventional design/bid/build (DBB). The proposed method of project delivery must be justified.
       1. For design-build, link the justification to RCW 39.10.300 for uses, RCW 39.10.320 requirements and RCW 39.10.330 for process.
       2. For GC/CM, link the justification to the requirements in RCW 39.10.340 for uses, RCW 39.10.350 for requirements and RCW 39.10.360 for process.
    2. Describe how the project will be managed within the agency:
       1. Identify roles and responsibilities for the project.
       2. Identify in-house staffing requirements for the proposed project.
       3. Identify consultant services, DES resources or additional staff needed to manage the project.
12.  Schedule
    1. 1. 1. Provide a high-level milestone schedule for the project, including key dates for budget approval, design, bid, acquisition, construction, equipment installation, testing, occupancy and full operation.
          2. Incorporate value-engineering analysis and constructability review into the project schedule, as required by RCW 43.88.110(5)(c).
          3. Describe factors that may delay the project schedule, such as an environmentally sensitive location, possible presence of archaeological or historical assets, or possible contamination of the site or buildings undergoing renovation.
          4. Describe the permitting or local government ordinances or neighborhood issues (such as location or parking compatibility) that could affect the schedule.
          5. Identify when the local jurisdiction will be contacted and whether community stakeholder meetings are part of the process.

Project Budget Analysis for the Preferred Alternative

1. Cost estimate. Provide the following:
   1. Major assumptions used in preparing the cost estimate
   2. Summary table of Uniformat Level II cost estimates
   3. The C-100 in Excel
2. Proposed funding
   1. Identify the fund sources and expected receipt of the funds.
   2. If alternatively financed, such as through a Certificate of Participation (COP), provide the projected debt service and fund source. Include the assumptions used for calculating finance terms and interest rates. For assistance, please contact Brianna May, Office of the State Treasurer, 360-902-9022.
3. Facility operations and maintenance requirements
   1. Define the anticipated impact of the proposed project on the operating budget for the agency or institution. Include maintenance and operating assumptions (including FTEs) and moving costs.
   2. Show five biennia of capital and operating costs from the time of occupancy, including an estimate of building repairs, replacement, and maintenance.
   3. Identify the agency responsible for ongoing maintenance and operations, if not maintained by the owner.
4. Furniture, fixtures, and equipment. Clarify whether furniture, fixtures and equipment are included in the project budget. If not included, explain why.

Appendix 1: Predesign Checklist and Outline

A predesign should include the content detailed here. OFM will approve limited scope predesigns on a case-by-case basis.

Executive Summary

• Identify the problem, opportunity, or program requirement that the project addresses and how it will be accomplished.
• Identify and explain the statutory or other requirements that drive the project’s operational programs and how these affect the need for space, location, or physical accommodations. Include anticipated caseload projections (growth or decline) and assumptions, if applicable.
• Explain the connection between the agency’s mission, goals, and objectives; statutory requirements; and the problem, opportunity, or program requirements.
• Describe in general terms what is needed to solve the problem.
• Include any relevant history of the project, including previous predesigns or budget funding requests that did not go forward to design or construction.

Analysis of alternatives (including the preferred alternative)

• Describe all alternatives that were considered, including the preferred alternative. Include:
• A no action alternative.
• Advantages and disadvantages of each alternative. Please include a high-level summary
• table with your analysis that compares the alternatives, including the anticipated cost for each alternative.
• Cost estimates for each alternative:
• Provide enough information so decision makers have a general understanding of the costs.
• Complete OFM’s Life Cycle Cost Model (RCW 39.35B.050).
• Schedule estimates for each alternative. Estimate the start, midpoint, and completion dates.

Detailed analysis of preferred alternative

• Nature of space – how much of the proposed space will be used for what purpose (i.e., office, lab, conference, classroom, etc.)
• Occupancy numbers.
• Basic configuration of the building, including square footage and the number of floors.
• Space needs assessment. Identify the guidelines used.
• Site analysis:
  • Identify site studies that are completed or under way and summarize their results.
  • Building footprint and its relationship to adjacent facilities and site features. Provide aerial view, sketches of the building site and basic floorplans.
  • Water rights and water availability.
  • Stormwater requirements.
  • Ownership of the site, easements, and any acquisition issues.
  • Property setback requirements.
  • Potential issues with the surrounding neighborhood, during construction and ongoing.
  • Utility extension or relocation issues.
  • Potential environmental impacts.
  • Parking and access issues, including improvements required by local ordinances, local road impacts and parking demand.
  • Impact on surroundings and existing development with construction lay-down areas and construction phasing.
  • Consistency with applicable long-term plans (such as the Thurston County and Capitol campus master plans and agency or area master plans) as required by RCW 43.88.110.
  • Consistency with other laws and regulations:
    • High-performance public buildings (Chapter 39.35D RCW).
    • State efficiency and environmental performance, if applicable (Executive Order 20-01).
    • Buy Clean and Buy Fair Washington Act (RCW 39.116.020).
    • State energy standards for clean buildings (RCW 19.27A.210).
    • Compliance with required vehicle charging capability for new buildings that provide on-site parking (RCW 19.27.540).
    • Greenhouse gas emissions reduction policy (RCW 70.235.070).
    • Archeological and cultural resources (Executive Order 21-02 and Section 106 of the National Historic Preservation Act of 1966). If mitigation is anticipated, please note this in the predesign with narrative about how mitigation is worked into the project schedule and budget.
    • Americans with Disabilities Act (ADA) implementation (Executive Order 96-04).
    • Compliance with planning under Chapter 36.70A RCW, as required by RCW 88.0301.
    • Information required by RCW 43.88.0301(1).
    • Other codes or regulations.
  • Identify problems that require further study. Evaluate identified problems to establish probable costs and risk.
  • Identify significant or distinguishable components, including major equipment and ADA requirements in excess of existing code.
  • Identify planned technology infrastructure and other related IT investments that affect the building plans.
  • Identify any site-related and/or physical security measures for the project.
  • Describe planned commissioning to ensure systems function as designed.
  • Describe any future phases or other facilities that will affect this project, including impacts to current lease contracts. Include detail on the need to backfill space or cost assumptions for vacant space.
  • Provide a comparative discussion of the pros and cons of the project delivery methods considered for this project and offer a recommendation of proposed procurement method for the preferred alternative. The proposed method of project delivery must be justified.
  • Describe how the project will be managed within the agency.
  • Provide a high-level milestone schedule for the project, including key dates for budget approval, design, bid, acquisition, construction, equipment installation, testing, occupancy and full operation.
  • Incorporate value-engineering analysis and constructability review into the project schedule, as required by RCW 43.88.110(5)(c).
  • Describe factors that may delay the project schedule.
  • Describe the permitting or local government ordinances or neighborhood issues (such as location or parking compatibility) that could affect the schedule.
  • Identify when the local jurisdiction will be contacted and whether community stakeholder meetings are a part of the process.

Project budget analysis for the preferred alternative

• Cost estimate.
  • Major assumptions used in preparing the cost estimate.
  • Summary table of Uniformat Level II cost estimates.
  • The C-100.
• Proposed funding.
  • Identify the fund sources and expected receipt of the funds.
  • If alternatively financed, such as through a COP, provide the projected debt service

and fund source. Include the assumptions used for calculating finance terms and interest rates.

• Facility operations and maintenance requirements
  • Define the anticipated impact of the proposed project on the operating budget for the agency or institution. Include maintenance and operating assumptions (including FTEs) and moving costs.
  • Show five biennia of capital and operating costs from the time of occupancy, including an estimate of building repair, replacement, and maintenance.
  • Identify the agency responsible for ongoing maintenance and operations, if not maintained by the owner.
• Clarify whether furniture, fixtures and equipment are included in the project budget. If not included, explain why.

Predesign appendices

• Completed Life Cycle Cost Model.
• A letter from DAHP.
• Title report for projects including proposed acquisition.
  

Appendix 2: Glossary

Acquisition. This type of project includes the acquisition of land, structures, and buildings. These are fixed assets that have no relationship to the addition or improvement to, or the repair or replacement of, existing fixed assets. Examples of an acquisition are the purchase of a tract of land or a building.

Alternate financing. Proposals that cover a wide range of financial contracts that call for the development or use of space by state agencies through a contractual arrangement with a developer or financing entity. Financing may involve the sale of debt obligations (certificates of participation, or COPs, through the State Treasurer) or funding from a private developer. Title to the property involved may transfer to the state either upon exercise of an option or at the termination of the contract.

Constructability review. A review by an independent consultant or contractor to determine if a project can be physically built as designed. This is to reduce construction change orders and claims. Conduct this review at 75–95 percent completion of the construction documents.

Consultant. A person or entity who provides advice or services to an agency/institution.

Contractor. A person, firm, or corporation who, in the pursuit of an independent business, undertakes or submits a bid to construct, alter, repair, add to, subtract from, improve, move, or demolish any building, excavation or other structure, project, development or improvement attached to real estate or to do any part thereof.

Design/bid/build. A method of project delivery subject to provisions in Chapter 39.04 RCW in which the agency/institution contracts directly with a single entity responsible for the design of a project and competitively bids the construction services for the construction project.

Design/build. A method of project delivery subject to provisions in Chapter 39.10 RCW in which the agency or institution contracts directly with a single entity that is responsible for both design and construction services for a construction project.

Facility. A building or other structure with at least one wall, a roof, and a permanent foundation, regardless of occupancy.

Furniture, fixture, and equipment (FF&E). The moveable furniture, fixtures, or equipment that require no permanent connection to utilities or to the structure.

General contractor. A contractor whose business operations require the use of more than two unrelated building trades or crafts whose work the contractor will superintend or do in whole or in part. A general contractor does not include an individual who does all work personally without employees or other specialty contractors as defined in this glossary. The terms “general contractor” and “builder” are synonymous.

General contractor/construction manager (GC/CM). A firm with which an agency or institution has selected and negotiated a guaranteed maximum allowable construction cost for a project. A competitive selection process is used through formal advertisement and competitive bid to provide services during the design phase that may include life cycle cost design considerations, value engineering, scheduling, cost estimating, constructability, and alternative construction options for cost savings and sequencing of work. The GC/CM acts as the construction manager and general contractor during the construction phase. The GC/CM process is subject to provisions in Chapter 39.10 RCW.

LEED^TM silver standard. The U.S. Green Building Council leadership in energy and environmental design green building rating standard, referred to as silver standard.

Life cycle cost. The capital and operational cost of a construction item, system or building during its estimated useful life.

Master plan. A document setting forth the concepts and guiding principles for development of campus facilities, landscaping, and infrastructure.

Midpoint of construction. Date midway between the commencement date and substantial completion date.

Operations and maintenance (O&M) costs. The costs of the regular custodial care and repair, annual maintenance contracts, utilities, maintenance contracts and salaries of facility staff performing O&M tasks. The ordinary costs required for the upkeep of property and the restoration required when assets are damaged but not replaced. Items under O&M include the costs of inspecting and locating trouble areas; cleaning and preventive work; replacement of minor parts; power; labor; and materials. O&M work is required to preserve or restore buildings, grounds, utilities, and equipment to their intended running condition so they can be effectively used for their intended purpose.

Phased construction. Construction that is split into multiple phases due to fund availability and/or occupancy issues, such as completing a renovation in an occupied building.

Project budget. The sum established by the agency/institution that is available for the entire project, including the construction budget; acquisition costs; costs of furniture, furnishings, and equipment; and compensation for professional services and all contingencies.

Project delivery system. Method of how an owner plans to contract a project, such as design/bid/ build, design/build, GC/CM, etc.

Uniformat. A system for classifying building products and systems by functional subsystem, such as substructure, superstructure, or exterior closure.

Value engineering (VE). A systematic, orderly approach to defining a facility’s required function, verifying the need for the function, and creating alternatives for providing the function at minimum life cycle cost. Value is the lowest life cycle cost to achieve the required function. VE is a problem-solving system that emphasizes the reduction of cost while maintaining the required quality and performance of the facility.

Zero-energy building. The total amount of energy used by the building on an annual basis is roughly equal to the amount of renewable energy created on site. Buildings that are zero energy capable are designed to be as efficient as zero energy buildings, so that these buildings can achieve zero energy when on site renewable energy is added in the future.