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Design-Build DATELINE
The Journal of the Design-Build Institute of America

September 2006

Featured Stories

Collaborating Through the "Perfect Storm" to Deliver Greater Value Using Virtual Design and Construction

By Dean Reed, Atul Khanzode, and John Mack


At a time when the economy is strong and the work is plentiful in most major market sectors, we are on the brink of a major shift in the way projects are designed and delivered. New thinking and technology have converged to create an explosion in the use of virtual design and construction (VDC), which is proving to enhance value and produce greater savings for all project stakeholders

Cover Story:
Anatomy of a Healthcare Design-Build Project

By Steve Garrett, Don Lemonds, and Scott Rivenbark


An ambitious program. An aggressive schedule. An owner anxious to occupy the new medical facility. And a budget that, while exceeding $30 million, would not begin to cover all the programmatic elements envisioned for the project. Where do you go from here?

Relationship Building

By Dick Sweeden, Daniel Kromis, DBIA, and David J. Hernandez


The healthcare market is "booming." In recent years there has been a significant increase in the number of healthcare construction projects including the expansion, renovation, and replacement of existing facilities as well as new hospitals.

Mercy Health Partners Finds Cure for Common Construction Woes

By George Karagiorge and Jay Ruby, P.E.


The Mercy Health Partners Design-Build team successfully completed the structural steel erection for the new Regional Heart Center in Toledo, OH, by implementing a truly unique structural steel frame in record time with lower costs than the conventional design-bid-build method could ever have achieved.

Healthcare Owners Overpay for Construction Costs

By William E. Reifsteck, II, DBIA


Thirty years ago when I started my first hospital project things moved at a very deliberate pace. The architect on the project had over a year to design and develop the project. We, as the construction manager, were given three months to develop a guaranteed maximum price (GMP) and the subcontractor world had plenty of time to introduce alternative pricing value engineering.

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