Landscape architecture is facing a growing national challenge as we approach the 21 st century. Although there still exists a split opinion within the profession as to the appropriateness of design/build, many of the professional firms that, in the past, were design only are either developing close associations with sister firms for construction/implementation of their designs or are becoming aligned with design/build firms to assure quality implementation of their design projects. Growth in the acceptance of design/build within our profession is not only widespread but a time-tested approach to quality.

The design/build approach to landscape architecture through negotiated contracts, as well as in architecture and engineering, has come about for many reasons. Efficiencies gained through this process allow the client to become a major player in the design process and encourage a realistic simplification of the design and development process. Most clients seek efficient and accurate knowledge of innovative design approaches, unique construction techniques and affordable options with a planned, long-term maintenance program. Few pure design firms can, or even try to provide a total package of services. Rather, the existing situation is that of volatile, competitive bidding and adversarial contractor, frequently poorly qualified, cutting corners behind the back of the designer. The umbrella firm is growing and proving to be a successful alternative within the industry to ensure a team approach towards better design and installation.

The proven fallacy of the competitive bid approach lies specifically in the fact that the nature of competitive bidding forces the bidders to seek loopholes in the plans and specifications in order to save dollars by cutting corners or making “unapproved and normally undetected” alterations to get the job. Inevitably the general competition places the focus on dishonesty and “cheap is ok” philosophy, threatening ethical standards and ultimately, customer satisfaction both in the short and long term.

By joining forces under one roof, both Landscape Architect and landscape contractor have control of quality, customer service and good team work and efficiencies through out the entire process from design to completed job. This is a challenge at Lambert’s Landscape Company, a fifty-two year old landscape design/build firm, and the primary reason I joined this organization. I wanted to combine my 20-year career of design expertise and leadership with one of the oldest and finest design/build firms in the country, in order to truly practice the full aspects of the art form of landscape architecture. I truly believe that this is the future of the practice of landscape architecture and parallels the rapid technological changes of our society.

Advantages of Design/Build

Improved quality. Quality is most subjective, whether considering the design aspects, the technical field knowledge of the site, the installation techniques, the plant materials or timeliness of project completion. The product is a culmination of quality, or lack of quality, depending on the design team. Again, the total team assures the client the greatest degree of “total” quality.

Improved Landscape Architect and contractor relations. In-house training and experiences sharpen the relationships and the communications network. “Holes” into which facts slip are greatly diminished or eliminated. All aspects are protected even to include that of an outside Landscape Architect. The design/build contractor, accustomed to working with an architect, is better able to interpret plans and less likely to make erroneous assumptions. Lambert’s has a lengthy history of working with Landscape Architects where experience illustrates protection for them with less actual time required for contract documents, specifications and contract observation as well as for client protection.

Improved cost control, book keeping and purchasing. Solid and dependable budgets result from computer technology and consolidated estimating services. A complete picture of the project can be financially planned during the early stages of the design process to work with the client in determining appropriate priorities and respective budgets. Then, as the design progresses, current updates can be quickly and efficiently provided. Changes or additions and new ideas, for which clients and design consultants are susceptible, can easily be introduced. The ability to pre-purchase for a project based on seasonal timing of the installation is also a major asset in cost controls and economics.

Enhances public relations. The entire design/build cooperative process is more credible, leaves little margin for error and includes the client as a major part of the process. He is a partner from beginning to completion with a maturing level of confidence and a knowledge of what a quality project contains. Design becomes a promotional tool of construction as the construction know-how illustrates the credibility of the design team.

Disadvantages of Design/Build

Tangled bookeeping. Computer-aided management is essential to the design/build firm as all elements of the business, purchasing, cost controls, inventory, payroll and change orders produce a paperwork explosion with anything less than sophisticated computerization of the accounting procedure.

Jumbled communications. Of utmost importance to the design/build firm is the internal trust and free communication among team members producing the dependable, cohesive unit. Each player must understand and practice the overview. Regular meetings at and among all management levels should be in place and a significant line of communication established with the client. Each element of the job has to be carefully articulated as the design/build organization does not provide for “passing the buck.” Within this organization there is no one to pass it to! A company handbook which states company policy and goals must be available, written in a language necessary for the complete company understanding. Newsletters, company social situations, scheduled “state of the organization” meetings, continuous training sessions and schooling are necessary. Trust is tatamount to success. The curse of any organization is total emphasis to the bottom line. If this is the overridding philosophy, the business will fail. Mutual trust and the design art form of landscape architecture must prevail.

Walter Dahlberg, ASLA, is a Texas licensed Landscape Architect and a principal in charge of landscape architecture at Lambert’s Landscape Company.

(Editor’s note: For more information about the design/build issue, write the LAF and ask for a copy of their Fall 1987 News Journal, AGORA, 202-223-6229.)