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Presented at:

Vail Operator Training SeminarOctober 30, 2008

By:

Bob Frachetti, P.E. – Frachetti Engineering, Inc.

Construction Management for Operators and

Integrated Project Delivery (Design-Build)

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Presentation OverviewPart I: Overview of a “Traditional” Design-Bid-

Build Wastewater Facility Project

Part II: An Alternate Project Delivery Method: Design-Build or Integrated Project

Delivery

Part III: The Professional Wastewater Operators Role; and, Strategies for a Successful

Project

Discussion: Questions, Answers, Experiences, Stories

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Overview of a “Traditional” Design-Bid-Build Wastewater Facility Project

Part I

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Phases of a Design-Bid-Build Project

Planning/ Concept

Engineering

Construction

Warranty Period

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Project Elements

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Project Elements

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Project Elements

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• Subconsultants

• Administration•Operators

• CDPHDE• County

• Subcontractor

Successful

Project

Project Players

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Design-Bid-Build Relationships

Contractual Relationship

Duty Relationship

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Construction Contract Documents (“The Rules”)

The Contract Documents clearly define the “Rules” for completing the Work

Legally binding documents that define responsibilities and liability of the parties to the Contract

Include administrative and technical componentsOwner-GC Agreement w/ General ConditionsProject ManualContract Drawings

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Contract DocumentsProject Manual:

Compilation of Procurement and Contract Requirements, General Requirements, and Technical Specifications

Typically organized by Construction Specifications Institute (CSI) Format (16 or 50 Divisions)

Contract Drawings:Typically organized by engineering discipline

General, Civil, Structural, Process, Mechanical, Architectural, Electrical, and Instrumentation

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Project Manual Contents Div 0 - Procurement and Contract Requirements Div 1 - General Requirements Div 2 – Site work Div 3 – Concrete Div 4 - Masonry Div 5 - Metals Div 6 – Wood and Plastics Div 7 – Thermal and Moisture Protection Div 8 – Doors and Windows Div 9 - Finishes Div 10 - Specialties Div 11 - Equipment Div 12 – Furnishings Div 13 – Special Construction Div 14 – Conveying Equipment Div 15 – Mechanical Div 16 - Electrical

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CommunicationCritical to successful project

Follow defined protocols and pathways for communicating

During Design, both formal and informal communication with between Engineer and PWO is common

During Construction, follow defined communication pathways, typically through Engineer

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Construction Correspondence

Notice of Award/Agreement/Notice to Proceed

Submittals

Progress Meetings / Meeting Minutes

Request for Information (RFIs)

Contractors Pay Request or Pay Application

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Construction Correspondence

Field Orders

Work Change Directives

Change Orders

Notice of Defective Work

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Construction Correspondence

Start-up and Commissioning Reports

Certificate of Substantial Completion

Contract Close-out Documentation

Certificate of Final Completion

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An Alternate Project Delivery Method:Integrated Project Delivery (IPD) or Design-Build

Part II

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Introduction to Design-Build

Source: DBIA 2005

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Introduction to Design-BuildWhat is Design-Build?

How is it different from a Design-Bid-Construct Project Delivery?

Is it legal for Municipalities and Special Districts ?

How can design-Build projects be funded? USDA? SRF? EPA?

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Design-Build Defined

Source: AIA, Integrated Project Delivery: A Guide, 2007

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Design-Build Defined

Source: Wikipedia, 10-29-2008

Design-build is a construction project delivery system where, in contrast to “design-bid-build" the design and construction aspects are contracted for with a single entity known as the design-builder or design-build contractor….

….This system is used to minimize the project risk for an owner and to reduce the delivery schedule by overlapping the design phase and construction phase of a project….

….This is one of the oldest forms of construction since developing from the "Master Builder" approach.

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Design-Build Defined by CO. Law

Source: CRS, Title 24, Article 93 – Construction Contracts (HB 07-1342)

“Integrated Project Delivery” or IPD means a project delivery method in which there is a contractual agreement between an agency and a single participating entity for the design, construction, alteration, operation, repair, improvement, demolition, maintenance, or financing, or any combination of these services, for a public project.

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Design-Build Delivery ModelOwner forms a Core Team

Core Team develops project concept, design criteria and project goals

Core Team Selects additional key players to join the team and form the Design-Build Team

Design-Build Team collectively defines project goals and implementation planPerformance criteria and quality standardsBudget ScheduleOther?

Design-Build Team works together to implement the project

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Design-Build Relationships

Scenario #1 – Contractor-Led

Scenario #2 – Engineer-Led

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Design-Build Compared to D-B-B

Concept / Planning

Preliminary Engineering

CloseoutConstructionBiddingDesignCriteria Design

Traditiona

lProject

Design-

Build

Project

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Design-Build Compared To D-B-B

Source: AIA, Integrated Project Delivery: A Guide, 2007

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Guiding Principles of Design-Build Teams

Effective collaboration among team members

Respect

Trust

Fluid and open communication and information sharing

Shared risk and reward

Value-based decision making

Flexibility; open-mindedness

Team success tied to project success

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Advantages Of Design-Build Delivery

Cost Efficiency: Reduced overall project cost (typically 15% less ) Ref: United Kingdom Office of Government Commerce, (30% less) Ref: USDOT, Federal Highway Administration Study, 2006

Time: Condensed (shorter) project completion schedule; Early input of construction professionals and owner

Design incorporates knowledge of construction means and methods and more accurate cost estimating

Early visualization of project outcome….realistic predictions regarding cost, schedule, and finished project

Team is vested financially and physiologically in project success

Value-based decision making

Single source accountability for design and construction

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Challenges and Concerns With Design-Build Delivery

Owner concern about getting a realistic, firm competitive price: concern of uncontrolled cost increase as design and commitment to relationship evolves

General industry and regulatory inexperience with IPD delivery

Unbalanced Design-Build teamsAdditional Owner Responsibility:

Depending on organizational structure, a qualified Owner’s Representative may be needed to re-balance relationships and represent Owner’s interests, including legal and technical, and financial.

Potential for pressure on Engineers to accept substandard Work

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Strategies for Successful Design-Build Projects

Pick the Right Partners – Build a strong Design-Build

Team

Clearly Establish Project Goals

Define the Team Member Roles and Responsibilities

Establish Decision Making Procedures and Authority

Use Standardized Contract Documents for D-B Projects

Communicate Openly and Frequently

Share Risk and Reward

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Design-Build ResourcesAmerican Institute of Architects (AIA)

Design-Build Institute of America (DBIA)

National Society Of Professional Engineers (NSPE)

American Society Of Civil Engineers (ASCE)

American Council Of Engineering Companies

Engineers Joint Contract Documents Committee (EJCDC)

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The Professional Wastewater Operator’s Role; and Strategies for a Successful Project

Part III

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PWO Complaints After Project Completion?

? ????????

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PWO Complaints

Drainage: Floors/basins aren’t sloped, don’t drain, no floor drains

Not enough storage room

Equipment access for routine maintenance/repair

Lights and Outlet Poorly Located

SCADA screens

Inadequate Lab equipment

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PWO Complaints

Mechanical and electrical rooms are too small

Lack-of/ poorly placed utility water

Not enough process control and flexibility

Equipment commissioning and training by salesmen/rep; not qualified, factory trained technicians

Weak O&M Manuals

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PWO Strategies For A Successful Project

The PWO has opportunities during both the design engineering and construction phases to positively influence the project outcome

Greater opportunity for influence for less cost during Design vs. Construction

Relationships and communication are critical.

These strategies apply to both Design-Bid-Build and Design-Build Projects

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PWO Opportunities During Design

Hire an Engineer that listens to your preferences and respects your opinion

Influence the project early in the design process Understand the Project Objectives, the Engineer’s

Scope of Services, and the Project Schedule Provide Engineer with process control data and

O&M DataRequest Facility ToursRequest Workshops and Preliminary Design

Review at 30%, 50% and 90% Design Completion

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PWO Opportunities During Design

Visualize the finished drawings and proposed project in 3D and actual size, use a tape measure for perspective.

Make lists of your ideas, preferences, concerns.

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PWO Opportunities During Design

Communicate your experiences, knowledge, and preferences to Management and the Design Engineer. Example: Make sure the chosen products and manufacturer’s will support YOU after start-up. Ensure the specs require qualified start-up and training services are provided for all process equipment and mechanical equipment that needs field adjustment

Consider sole-source or pre-selecting equipment

Once the Design Documents or are issued “for Bidding” they can only be changed by addendum during the bidding process, or by change order to the construction contract

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PWO Opportunities During Construction

Read Contract Documents / Review Drawings for important equipment information

Know the Roles of each of the players during Construction

Understand the forms of construction communication

Work with these tools and use this knowledge to influent the project outcome

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The PWO Role In Construction

The PWO is responsible for:

Specific duties as require by your employer, provided no conflict with the Contract Documents Example, you may be asked to do a daily report, or

take construction photosIt is important that a atypical roles with express

authority with regard to the Contract Docs be incorporated

Complying with your facility discharge permit requirements

Your personal safety

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The PWO Role In Construction

The PWO is NOT responsible for:

Job Site Safety: The PWO is NOT responsible for contractors jobsite safety. Do not assume this role and the associated liability.

Ensuring compliance with the Plans and Specs

Interpreting the Plans and Specs or approving deviations

Rejecting Defective Work

Construction Means and Methods

Coordinating the Work

Doing the Work/helping the contractor

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More Ways The PWO Can Influence the Project

Know the Rules! Read the Contract Documents. Stay involved: Actively participate in the Construction Progress

Meetings, Observe the work, pay attention to the details, and share your

observations with the Engineer Look for value engineering and change order opportunities before it is

time critical. Keep a daily notebook, take photos Anticipate impacts to operations before they occur Get intimately involved during start-up and commissioning of

equipment and systems Videotape training sessions for future review Help write (or update) the Facility Operations and Maintenance Manual

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Thank You!

DISCUSSION: Questions, Answers, Experiences,

Stories