The success of collaborative-delivery methods, especially progressive design-build, is due in large part to the immediate engagement of an owner’s operation and maintenance (O&M) teams— specifically during design development and preconstruction. While this approach may appear difficult to execute, it’s actually quite simple when completed systematically.
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Allowances and contingencies are often confused with one another, but understanding their differences is crucial to successfully executing project contracts.
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In June of 2013, utility managers at the Anderson Regional Joint Water System (ARJWS) in Anderson, South Carolina, began experiencing intermittent taste and odor impacts to their finished potable water. This led to customer complaints and public relations challenges for the utility. The problems were due to the increasing occurrence of algal blooms in their source water body, Lake Hartwell.
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One of the many overlooked benefits of collaborative delivery is the flexibility offered through the various approaches. In particular, utility and government agencies with limited resources for water infrastructure projects are finding that collaborative approaches such as progressive design-build delivery give them more flexibility to optimize not only the price, but also the overall result and experience for the owner agency and its ratepayers.
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On September 20, 2017, all eyes were on Puerto Rico as Hurricane Maria made its way across the island and left devastation along its path. A crippling economic crisis and population decrease already painted an uncertain future for the people of Puerto Rico. Two major back-to-back hurricanes later, questions about the future turned to questions about survival. No water. No power. No communications. Scarce supplies. While conditions are improving, there are still thousands of people without power, water, and a safe sustainable infrastructure.
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There are varying definitions of a public-private partnership (P3) in the North American water sector, and each definition can impact the design-build contractor and their commercial relationships. My P3 water sector experience gained in the UK, Australia, Canada, and the U.S. is centered on the procurement model of design, build, finance, operation, and maintenance (DBFOM). In this model, a government entity (for example, a water district or authority) will create and define the scope of the project, and then issue a single contract (a project agreement) to engage a special purpose vehicle (also known as Project Company) who is responsible for the overall design, construction, financing, and usually long-term (greater than 20 years) operation and maintenance of the project.
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Last week I reviewed a presentation featuring design-build concepts and methodology. Actually, I had to read it twice, because most of the terms in the document are no longer being used – and I was stymied as to how to approach the author with constructive feedback. While startling coming from a government official, it is not an unfamiliar situation. I hear similar outdated language and address questions about the terms used for design-build delivery methods at WDBC’s education sessions all the time.
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The Capital Regional District (CRD), located in Victoria, British Columbia, Canada, is currently in the process of implementing a major wastewater treatment program that includes construction of a new 108-ML/d secondary wastewater treatment plant, two major pumping stations, two large diameter force mains, a 20-km residuals pipeline, a wet weather attenuation tank, and biosolids resource recovery facility. This program culminates a five-year effort in which technical planning was completed by Stantec and district representatives.
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not only on the wider acceptance and use of collaborative project delivery methods for water and wastewater projects, but also that the driving growth in this market depends on a sustainable and concerted approach to education. It further reveals that successful design-build and construction management at-risk projects are structured to encourage improved government regulations, accessible funding, innovative solutions, and arguably the most valuable component — industry best practices. However, attaining real success necessitates deeper commitments from all stakeholders above the status quo of traditional delivery. These committed stakeholders – defined as project “champions” – are the various organization leaders who embrace collaborative methods and make it their mission to share and promote these practices with others and persevere to improve and drive industry best practices into every project.
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One of the main benefits of construction management at-risk projects is that the contractor is involved – not only in the construction phase but also the design phase. This benefit is particularly advantageous when the project’s construction budget has limitations. In addition, with the early engagement of the CMAR firm during the design phase, a value engineering (VE) process can be employed to save valuable owner resources.
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