Board OKs progressive design-build approach for San Geronimo Valley fire headquarters

The Marin County Board of Supervisors authorized staff on Tuesday to pursue a progressive design-build delivery method for the forthcoming San Geronimo Valley Fire Headquarters project and to release a request for proposals for progressive design-build consulting services.

County staff, Marin County Fire and delivery consultant Kitchell presented the board with an analysis of delivery methods for the complex project, comparing traditional design-bid-build, construction manager-at-risk, design-build and progressive design-build. The project team recommended progressive design-build as the best fit for project objectives because it allows early contractor-designer collaboration, speeds delivery by an estimated 20% and improves cost and schedule certainty through a staged GMP (guaranteed maximum price) negotiation.

Chief David Weber and capital project manager Fabiola Guillen described the project's goals: relocate the fire headquarters to a disturbed clubhouse parcel adjacent to existing county open space; improve response times and training, support the county's seasonal firefighter program, provide maintenance and warehouse capacity for a large fleet and integrate the facility with surrounding open space and community uses. Kitchell's analysis also stressed the need to maintain continuity with cultural and ecological resources on the property.

Consultant George Dykes told the board that progressive design-build is increasingly used for public safety facilities in California and is advantageous for projects that require heavy stakeholder engagement and design coordination. Dykes said progressive design-build would let the county select a design-build team on qualifications and then collaborate on a design that is priced by GMP; he said the method reduces change-order risk and can save money by shortening the project schedule, noting: "We anticipate the project could save over $2,000,000 just in escalation or inflation." (staff estimate)

The firm and staff also outlined requirements under state law for alternative delivery methods, including provisions for a skilled-and-trained workforce (Public Contract Code provisions) and for conflict-of-interest policies for procurement. Staff proposed a board study session in late August to focus on workforce compliance options and to align the project with apprenticeship and local-hiring goals.

Supervisors praised the analysis and emphasized the need to balance cost, schedule and community engagement. The board voted to authorize the progressive design-build method, release the RFQ for progressive design-build consulting services, and continue robust community outreach through a previously engaged consultant.

Next steps outlined by staff include selecting the progressive design-build consultant, holding a study session on skilled-and-trained workforce compliance, preparing procurement documents, conducting the design-build procurement, and returning to the board with a GMP-based construction recommendation. Staff estimated a target completion in late 2028 but noted that permitting and procurement could affect that schedule.

Provenance: Staff and Kitchell presented options and recommended progressive design-build; the board voted to approve the approach and to authorize release of an RFQ for consulting services to support procurement and workforce compliance planning.