Water Design Build Council 2012 Annual Report

2012Annual Report

2 Water Design Build Council

To promote best practices in design-build and construction management at-risk (CMAR) to facilitate productive and collaborative relationships between engineering and construction firms and the municipalities they serve.

WDBC’s Mission

2012 Annual Report 3

A Message from the Council’s President,

TOM MCMONAGLEOn behalf of the members and Board of Directors, I’m pleased to present the Water Design-Build Council’s 2012 Annual Report . WDBC’s foremost goal is to provide municipalities and policy leaders throughout North American with the educational information and support they need to develop and replace their water and wastewater infrastructure in a collaborative, efficient, and cost-effective manner. This Annual Report describes the achievements we’ve made in furthering that goal.

The initiatives carried out by the WDBC are different from those of any other industry organization! For this reason, I am very proud of our accomplishments during the past year.

WDBC’s priority initiative for 2012 was to gain an understanding of owners’ levels of satisfaction in using Design-Build and CMAR delivery methods. The survey results have produced two powerful messages as to how the use of Design-Build and CMAR delivery methods resulted in the generation of fewer claims/change orders, and saved owners both time and money. Furthermore, findings in this survey reinforce the message that Design-Build and CMAR delivery methods are an important economic stimulus in restoring our nation’s water infrastructure.

The WDBC’s Design-Build Industry Market Data Report, documenting the use of Design-Build and CMAR delivery in 2010 is further corroborated in the findings of our 2012 survey. Produced exclusively for WDBC members, this analysis is evidence that in the past years, municipalities are choosing to rely on firms with Design-Build and CMAR expertise to address the repair, improvement, and replacement of the nation’s water and wastewater treatment facilities. The use of design-build and CMAR project delivery clearly marks a significant departure from traditional design-bid-build methods.

The WDBC continues to advocate these messages to the Obama Administration, members of Congress and specifically to the Senate Water and Wildlife subcommittee. Our statements on SB 1669 – the Water Infrastructure Resiliency and Sustainability Act - emphasize the importance of using design-build and CMAR models in the water and wastewater sector as a means of supporting economic stimulus with needed jobs. The design-build approach not only allows states and municipalities to initiate and complete their much needed water and wastewater projects more quickly than the traditional design-bid-build method, but also can provide greater cost savings, equitable risk sharing and higher quality projects.

The WDBC is the only industry organization providing a national role in thought leadership, best practices, and education on Design-Build and CMAR delivery methods for the water and wastewater sectors. As we look ahead to 2013, the WDBC’s Board of Directors will continue to maintain this leadership role and strong commitment in advancing the value of Design-Build and CMAR delivery methods on behalf of owners and water industry members. Our members and staff remain committed to assisting municipalities and utilities in achieving their objectives through Design-Build and CMAR delivery methods.

It has been an honor to serve as President of the Water Design-Build Council during 2012, and to mark this period of accomplishments. I look forward to working with the Council’s members to build on our successes in 2013.

Thomas McMonaglePresidentWater Design-Build Council


Since its inception in 2006, the Water Design-Build Council has been the predominant organization to promote best practices for Design-Build and CMAR delivery within the water and wastewater infrastructure industry. This leadership role throughout North American is the result of our unique organization of corporate members committed to facilitating a process of communications, outreach, and the formation of collaborative relationships with municipalities. These educational presentations address the challenges confronting the use of Design-Build and CMAR methods within the water infrastructure industry. As industry leaders, WDBC’s members fulfill this commitment by approving annual initiatives from which new projects and endeavors are determined. The Council’s 2012 initiatives resulted in the following accomplishments:

• A Market Data Analysis of industry trends (2010) • A Progressive Design-Build Procurement Guide• A municipal owners satisfaction survey (on the use of design-build and CMAR for water infrastructure projects) • A selected survey of state statues permitting the use of progressive design-build projects• Three educational videos, available at no cost through the website• A new interactive website and integration of social media for greater access to resources

In addition, WDBC members and staff produced articles and guest editorials in industry publications, participated in industry conferences and meetings, and engaged on a regular basis in talks with congressional leaders and staff, as well as other relevant policy officials.

Water Industry Market Data (2010)The WDBC began collecting data in 2006 on water design-build contracts entered into by members and their clients during the previous two years. The data collected includes the total value of design and construction contracts, project start and end dates, type and location of facility, and which delivery method was used. By aggregating the information provided by our members in a confidential database, WDBC produces this industry analysis for its members every two years containing information that is not available anywhere else. The total results are exclusively

for members’ use in their business planning efforts, with a summary version produced for use in articles and presentations. The 2010 Market Report shows increasing use of design-build as a prefered project delivery method since 2005, compared to the traditional design-bid-build format. A report on industry activities in 2011 and 2012 is expected to be available in mid-2013 to members.

A Progressive Design-Build Procurement Guide

Introduction

2012 Accomplishments

20100%

20%

40%

60%

80%

100%

120%

Percentage of Project Delivery Methodsby Type for 2005-2010

CMAR D-B Operate Design Build

2009 2008 2007 2006 2005

29%47%

68%

84%70%

11%18%17%

82%

1%

9%

7%

25%

7%

13%

41%

32%

39%

2010

$100$200

$-

$300$400$500$600$700$800$900

CMARDesign Build

2009 2008 2007 2006 2005

Market Size ($Millions)

Comparing the use and contract size of

Design-Build Project Delivery with CMAR

$602

$507

$329$366

$739

$327

$796

$307

$619

$146

$460

$78


Under the auspices and leadership of the WDBC’s Technical Practices Group, this set of documents concentrates on four forms of procurement used for progressive design-build projects. They include:

• Single-Step Process: Request for Qualifications• Single-Step Process: Request for Proposals• Two-Step Process – Step One: Request for Qualifications• Two-Step Process – Step Two: Request for Proposals

Together with model RFQ, RFP, and content documents, this Guide expands upon the information in the WDBC 2010 Handbook. The Guide is available for download on the WDBC website as well in our training sessions. WDBC will also offer these materials to the Design-Build Institute of America (DBIA) as a resource.

State Legislative Statutes on Progressive Design-BuildThe WDBC’s new “Progressive Design-Build Procurement Guide” includes a section about the statutes that enable the use of PDB as a delivery method for water/wastewater infrastructure projects. In developing this section, we discovered numerous ambiguities as to the types of legislation that exists within the various state statutes.

To more fully answer emerging questions about state statutes, a separate analysis was conducted by the WDBC. Thirteen states where Design-Build projects (as reported by WDBC members) have been successfully implemented under state enabling legislation were selected for further examination. The WDBC sought to understand the controlling principles within the legislation affecting the use of Design-Build project delivery. The final report, produced as a “White Paper,” is available on the WDBC website.

Municipal Owners Satisfaction Survey(using Design-Build and CMAR)

Under the leadership of the WDBC’s Research team, the goal of this survey (undertaken in 2012) was to gauge the level of satisfaction that owners and policy officials have experienced in using design-build and construction-management-at-risk for water and wastewater infrastructure projects. Contracting with the Engineering Department at the University of Nevada and Cannon Research Center, participants from U.S. local and regional government units (such as municipalities, water/wastewater districts, etc.) and investor-owned private water companies were surveyed through online and telephone inerviews.

$78

Mean Level of Satisfaction

Level of owner’s involvement in the design process

Quality of Completed Project

Company’s communication process with Owner

Overall Project Delivery Methods Experience

Transition to Operation

Risk Distribution between Owner and Company

4.4

4.3

4.3

4.3

4.2

4.04.0

WDBC has long realized the industry’s need for materials specifically designed to assist owners in effectively and efficiently procuring and selecting qualified contractors for progressive design-build projects. Thus, the goal of this initiative is to give public officials and decision-makers a user-friendly guide to the progressive design-build procurement process that they may use for their own projects.

The top reasons owners report using Design-Build and CMAR delivery for water/wastewater projects are the advantages of maintaining schedules,

achieving better quality and cost controls.

Schedule Advantage

Better Quality

Cost Advantage

Minimal Disputes

Other Reasons (Innovation, Risk Transfer, etc.)

01 02 03 04 05 0

45%

26%

13%

9%

7%


Education and Outreach

Understanding Design-Build and CMAR Project Delivery Methods introduces the fundamental framework associated with Design-Build and CMAR delivery for water and wastewater infrastructure projects. It is intended to provide knowledge and information about:

• The potential benefits and advantages, as well as the challenges and disadvantages of each delivery method,• Owner planning issues and criteria for use in selecting and implementing Design-Build and CMAR delivery methods, and• Critical factors for success in using Design-Build and Construction Management-at-Risk models

Conducting the Design-Build and CMAR Procurement Process for Water and Wastewater Infrastructure Projects outlines the major steps in a successful Design-Build or CMAR procurement process. The contents of this video and subsequent material are intended to provide knowledge and information about:

• A decision-making process on a Design-Build and CMAR delivery for Water or Wastewater Infrastructure Projects• The steps Owners must take in Planning for a Design-Build and CMAR project, including critical factors for success• How to conduct a successful procurement process for a design-build (DB) or construction management-at-risk (CMAR) project• Developing an RFQ and RFP for a DB/CMAR project• Employing effective, commonly-used evaluation criteria for your project, and• Conducting and participating in the scoring and selection process for a design-build firm

Managing Risk and Liability discusses risk allocation and liability in Design-Build and CMAR water infrastructure projects. It offers practical suggestions for applying, where

appropriate, key principles of risk allocation to the party best able to control or finance that risk. It defines:

• Risk issues for Owners and Design-Builders or those involved in CMAR water infrastructure projects• What undesirable events may occur• How likely is it that they will occur• If they do occur, how severe will the adverse impact be• How should the risks be managed and/or mitigated• What party is best able to mitigate or absorb each risk

All videos are available for downloading from the WDBC website. Through a cooperative agreement, WDBC will also make the video series available to DBIA for its online education program, through which Continuing Education Units are available.

WDBC WebsiteWDBC’s new website is the central pillar in a broad outreach effort launched in 2012. At its June mid-year meeting, WDBC’s leaders approved a major restructuring and expansion of the website and integration of a vital social media program. Website development commenced in July, and the social medial component was launched in October. The new, interactive website now includes a Google satellite map locating WDBC member Design-Build and CMAR projects, together with the ability to download materials to iPads and phones and live stream the new WDBC videos.

Social MediaAs part of our new outreach efforts, WDBC committed to the establishment of a robust social media presence with the goals of:

A core initiative of the WDBC’s 2012 Education Program was the production of a video series on Design Build and CMAR delivery for water and wastewater infrastructure projects. Using the popular WDBC Handbook as the basis for the material, each video (described below) is approximately 50 minutes in length, and provided at no cost to owners and industry members.


• Achieving an outreach platform that builds a stronger and higher industry profile• Positioning WDBC as the premier thought leader i n the water design-build industry, both nationally and globally• Gaining stronger acceptance of the use of design-build models within the water wastewater industry

In the last quarter of 2012, WDBC established a presence on Facebook, Twitter, and LinkedIn, including a new LinkedIn Group that is opened to anyone interested in alternative project delivery models for the water and wastewater infrastructure sector. The newly-launched website also includes a blog where WDBC features news and timely articles by our members. These outreach efforts are complemented by the regular, monthly publication of our eNewsletter, which reaches nearly 20,000 people of various professions and interests in the water/wastewater industry. Through this social media initiative, educational workshops are scheduled throughout the US in 2013. Check the website for their locations.

E-NewsletterThe Council continued its electronic newsletter in 2012 with a new format integrated with its social media initiative. This educational resource, reporting on industry issues and member activities, is distributed to nearly 20,000 individuals within the water infrastructure industry and contains educational materials such as fact sheets, case studies, and market data. It also highlights pertinent legislation and other industry news, and profiles successful member design-build and CMAR projects. Past issues can be found on the WDBC website.

WDBC Member Presentations “Pack the House” at DBIA Conference SessionThe “Best Practices for Practitioners” session at the April 2012 DBIA Water and Wastewater Conference kicked off the start of a two-day event in Glendale, AZ with a packed house of industry members eager to learn critical business points and strategies. WDBC’s presentations, designed to provide continuing education, engaged attendees by focusing on the experiences and lessons learned with respect to the design-build marketplace. Topics included:

• “Positioning and Preparing your firm in the Design-Build/Integrated Project Delivery Marketplace,” by Mark Alpert, P.E - Senior Vice President of Design Build for CH2M Hill Constructors• “Compete in order to Win a Specific Project (including teaming and responding to an RFP)” by Peter M. Kinsley, Haskell Company Water Vice-President• “Executing the Project for Success: Using Effective Management Tools,” by Chuck Williams, AECOM Senior Consultant

All WDBC presentations are available on the website, and offered as a half-day workshop for owners. In addition to the presentations listed above, WDBC members will also present three new topics for the 2013 Practitioners Session.

2012 saw the WDBC launch a new website that serves as an outreach platform enabling the Council to build a stronger and higher profile, and to position WDBC as the “major” thought leader in the water design-build industry, both nationally and globally.


WDBC Leaders - Contributing Authors to AWWA’s New Design-Build BookMore than half of the chapters in the American Water Works Association’s (AWWA) recently published book, Design-Build for Water and Wastewater Projects (January 2012) have been produced by WDBC members as a result of a partnership between the WDBC, AWWA, Water Environment Federation (WEF) and Design-Build Industry Association (DBIA). Chapters authored by WDBC members cover such topics as the benefits and challenges of Design-Build, the evolution of legislation throughout the US, preparing an owner organization, planning and defining the procurement process (what does contract risk allocation mean?), engaging a Design-Build consultant, and much more.

The WDBC is most appreciative of the unique collaborative environment in which this project was executed, and of the role that WDBC members had in producing the content found throughout most of the Book’s chapters. WDBC is especially indebted to one of its member companies, Black & Veatch, for Holly Shorney-Darby’s invaluable services to this project. Holly is to be commended for her outstanding proficiency and diligence, both in her editing role and shepherding the various authors to complete their assignments. The book is truly an outstanding contribution to the industry, and affords unique educational opportunities ahead. It is available through the AWWA website

WDBC Municipal Water and Wastewater Design-Build Handbook (2nd Edition)Since the Council first published its first comprehensive Handbook in early 2008 (2nd Edition in 2010), the demand continues with requests for an average of 50 copies a month, truly reinforcing its value to the industry. The second edition, which incorporates CMAR and 20 member case studies, provides essential guidance to municipal officials on all aspects of design-build and CMAR. These topics range from conducting the procurement process, sharing risk and liability, and managing the contract, to transitioning to owner operations. Based on interviews with more than 60 experts, including representatives of 50 communities that have employed the design-build

process, the WDBC Handbook consistently receives outstanding reviews, particularly from municipal officials. Copies are available for download from the WDBC website, and hard copies may be mailed upon request.

Fact Sheets In 2010, the Council produced a series of fact sheets addressing topics such as risk management and value engineering. Frequently distributed at conferences and speaking events, and used for educational purposes at meetings with public officials, these materials are also used to support the Council’s advocacy activities. They are available on the website or by contacting the WDBC office. Topics include:

• Optimizing Value Engineering• Optimizing Utilization of the Project Schedule • Health and Safety Advantages in Design-Build and CMAR Projects• Dispute Resolution Processes• Integrated Delivery: What Form is Right for You?• Warranties and Performance Guarantees in Design-Build Project Delivery• Risk Management• Risk Allocation

WDBC also continued to promote design-build methods through 2012 with paid advertisements in Engineering News-Record’s (ENR) spring issue featuring a special design-build section, and the summer issue dedicated to water and wastewater topics. ENR also published a half-page editorial about the WDBC’s Handbook in the June 20 issue. In addition, WDBC placed a guest editorial in the advertising section of the June 20th issue.

In 2012, the WDBC continued its educational advocacy with current U.S. and some local government officials and Congressional leaders. The message carried urges an increase in the funding for water infrastructure projects and encourages the use of design-build and CMAR as tools to quickly implement much-needed projects and to create new jobs to stimulate the economy. This advocacy initiative includes participation at water-industry and infrastructure-related conferences; supporting other industry groups; and education and communication with local, state, and national policy officials and other decision-makers responsible for water infrastructure development and rehabilitation.

Advocacy


WDBC continued to strengthening its governance process in 2012 with several actions: updating and restructuring its bylaws, enacting the work of the Finance and Budget committee, establishing standing committees for research and technical practices, and creating a liaison group focused on communications.

Technical Practices As industry thought leaders, the WDBC Technical Practices Committee ensures that all documents produced by WDBC (for education and information purposes) adhere to best practices of the design-build industry, that consistency exists, and that they are in alignment with the Council’s mission. Chaired by John Doller (Corollo Engineers), the 2012 product of this group is the new Procurement Guide for Progressive Design-Build Projects.

ResearchThis group is charged with recommending, developing and executing essential research projects that benefit the Design-Build and CMAR water industry. The group’s responsibilities include defining the annual research program and supporting WDBC’s staff in the production, review and formulation of all related documents. The 2012 product of this group is the WDBC Survey of Municipal Officials on Satisfaction Levels in Using Design-Build and CMAR as delivery.

Budget and Financial ManagementThe WDBC Budget and Finance Committee ensures that a sound financial management system is in place and operating efficiently for the Council. Consisting of three Board members, including the immediate past President,

this group is chaired by the current WDBC Treasurer and staffed by the Operations Manager. The group’s responsibilities include recommending management and investment policies; providing direction for a short- and long-term investment strategy; reviewing and recommending the annual budget; and maintaining oversight of the Council’s finances.

CommunicationsNewly formed in 2012, the WDBC Communications Group is comprised of member firm staff directly involved in marketing and communication activities. The group’s role is to provide essential input on all WDBC education and outreach products, such as the website expansion and social media initiative, and all articles and publications, as well as ongoing updates on design-build projects and the WDBC Handbook.

These thought leaders ensure that effective communication, consistent on-target messages, and promotion of both the Council’s and members’ projects occur on behalf of the Water Design-Build Council. Their responsibilities include developing and recommending an annual strategic communications program and participating in the development of educational products. In 2012, this group provided much-needed direction and oversight for the expansion and redesign of the WDBC website, and implementation of the social media and outreach program.

LeadershipIn 2012, the WDBC Board selected Peter Hughes to fill the position of Executive Director. Peter’s role is to represent the WDBC, conveying its vision and mission through presentations and meetings, and to advance the use of design-build and CMAR in the marketplace. He is also responsible for reaching out and engaging with firms that are potential WDBC members. The Executive Director works collaboratively with the Operations Manager promoting the interests and practices of the Council. Peter Hughes is an attorney, a mechanical engineer, and ‘Of Counsel’ to the Denver law firm Posinell & Shugardt. As WDBC’s Executive Director, he brings 40 years of extensive experience in large industrial and water infrastructure projects.

Governance refers to the roles and relationships within an organization’s structure that dictate how it is managed and its work carried out.

Governance


The WDBC ends 2012 in a stable financial position with reserves established in a preservation fund and funding provided for ongoing research in 2013. This accomplishment is the result of efficient financial management of ongoing projects (including prioritizing needed work and pacing the implementation process), and decreased operational costs as a virtual organization. WDBC will continue to use these effective financial management procedures in 2013.

WDBC directs its financial resources to four primary areas: research, education, special projects and general operations (administration and management of activities, including Board and committee meetings, together with professional services such as legal (anti-trust counsel at meetings and activities) and accounting (additional bookkeeping services, year-end financials and IRS forms). The graphic below illustrates the Council’s approved budget allocations and actual expenditures.

In 2012, the accounting firm Frobenius, Conaway & Company of Greenbelt, Maryland produced the Council’s year-end review and financial reports. The year-end financial review concluded that there were no irregularities, and that all transactions were conducted and performed within generally accepted accounting principles and practices.

2013: Moving to the Next Level With a significant investment in the production of education and outreach materials in 2012, the WDBC is well-positioned to advance its agenda of communicating with owners, public officials, legislators and other water infrastructure industry members. In 2013, this major outreach initiative will occur through meetings and presentations at conferences, educational workshops in states where legislative and regulatory statutes need to be addressed, and attendance at events where the voice of the water design-build industry is essential. WDBC’s 2013 initiatives, approved by the WDBC Board of Directors in December, include additional research, the development of two new information guides, and a second guide to the procurement process for lump-sum projects.

WDBC Membership is open to any private-sector company engaged in integrated design and construction services or in construction management at risk (CMAR) – either as

a prime contractor or under a risk-sharing arrangement with a partner. The company should have in-depth, in-house, comprehensive engineering capabilities to design and build public or investor-owned, rate-regulated utility water or wastewater treatment facilities in North America.

WDBC members benefit directly from opportunities to network with industry thought leaders and to become involved in strategic, industry-wide initiatives. There is no other organization currently pursuing the following initiatives for the Design-Build and CMAR water infrastructure industry:

1. Industry-focused research2. Industry-directed education 3. Industry-derived advocacy

As an independent and industry-focused organization, the WDBC’s leadership investigates current and future topics concerning the use of design-build and CMAR approaches for delivering water infrastructure projects. Specifically, the WDBC contracts with qualified institutions

Financial Management

Education(videos, website, publications, advertising)

25%Education

30%Operations

11%Special Projects

34%Research

Research (Annual initiative)

Special Project (Procurement Guide)

Membership

WDBC vision: “To become the nationally recognized ‘go-to’ water organization for advancing the use of alternative delivery for water projects.”


to conduct independent research aimed at answering critical questions about the practices of design-build and CMAR. WDBC’s commitment to industry-focused research provides members with reliable information about current technologies and future trends that helps their business development efforts.

Educational materials produced by WDBC, including the Handbook, fact sheets and member case studies, are made available for members’ use as a credible knowledge base with municipal leaders, utility owners and political decision makers. Member case studies detail actual projects, identifying how and why design-build and CMAR are successful, efficient and cost-effective alternative delivery methods. Members benefit from this industry-directed education approach, gaining increased credibility and influence that enables them to better advocate the value of alternative delivery models.

As a national advocate, the Council is well positioned with a united presence before federal and state legislators as well as local public officials. As an example, when Congress was debating the stimulus bill, the WDBC advocated the need to have design-build recognized in the legislation. In 2012, WDBC representatives attended hearings and presented position statements supporting the need for increased funding of water infrastructure projects. Members benefit from WDBC’s strong, credible voice as a national advocate for the value of the design-build and CMAR delivery models in the water/wastewater sector. Members also benefit from the national role that WDBC plays in the identification and promotion of best practices.

About the Water Design-Build CouncilThe Water Design-Build Council, a 501 C (6) non-profit corporation, was chartered in February 2006. Established as a vocal industry advocate for the value of alternative approaches to delivering water and wastewater infrastructure projects, WDBC promotes best practices in design-build and CMAR procurement and implementation

through education and outreach.

WDBC’s members are AECOM, Black & Veatch, Haskell, Parsons Brown & Caldwell, CH2M Hill, CDM Smith, Carollo Engineers, and HDR. These industry leaders share the belief that this type of an organization is the best vehicle for developing a much needed education and advocacy program. Through this approach, the ability to promote Design-Build and CMAR delivery is achieved. Prior to establishing the WDBC, the design-build segment of the water infrastructure industry did not have a dedicated voice that could be an effective advocate for integrated and collaborative project delivery approaches. In 2012, WDBC’s leadership is even stronger, with member companies identified on the last page of this report, and additional contact information available on the WDBC website.

The WDBC Board of Directors creates all committees, defines their powers and duties and dissolves them accordingly. Standing Committees are created by an official action of the Board of Directors and are subsequently defined within the Council’s By-Laws, Policies and Procedures, and Organization Manual documents.

WDBC Goals• Provide thought leadership and information on the evolving use of integrated and collaborative delivery methods for water projects, as well as best practices for those innovative alternatives.

• Promote fair risk allocation.• Guide a new generation of water industry practitioners to making integrated and collaborative delivery models the methods of choice for water infrastructure projects.

• Build the membership to include all eligible firms that engage in alternative delivery methods for water projects

Committees


The President appoints the chair of all committees unless stipulated differently according to terms defined within the governing documents. There are no term limits to those appointments. In a roll call of Committee votes, no more than one (1) member vote will be counted. Committee roles and responsibilities as defined in the Council’s Administrative Procedures include the following details.

Standing CommitteesExecutive Committee The Executive Committee of the Board of Directors, chaired by the current president, consists of the officers of the Council and the immediate Past President serving as an ex-officio member. During intervals between meetings of the Board of Directors, their role is authorized to exercise any powers of the Board except for those that are restricted by a resolution of the Board. The President serves as the Committee Chair and in his absence, either the 1st or 2nd Vice President will preside at all meetings.

Budget and Finance Chaired by the 1st vice president/treasurer, the role of the Budget and Finance Committee is to:

a. Recommend policies on behalf of the WDBC relative to the management and investment of the Council’s financesb. Provide direction to the “Independent Investment Advisor” (IIA) regarding the overall investment strategy and management of WDBC funds.c. Review and recommend action on the draft annual budget to be presented to the WDBC Board of Directors for approval at its Annual Member Meeting in December.d. Provide oversight of the internal controls put place for the WDBC’s finances by the operations manager.

The Committee is comprised of three Board members including a past-president, chaired by the current WDBC Treasurer, and staffed by the Operations Manager. Meetings are called at the direction of the WDBC Treasurer, or Operations Manager, acting on behalf of the Chair for the purposes of reviewing and acting upon such documents as provided by the Operations Manager: Reserve Fund and Financial Investment Strategy, Internal Management Controls, the draft Annual Budget and the Annual Year-

End Financial Reports

NominationsThe Executive Committee serves as the Council’s Nominating Committee, with the current President as Chair. Their responsibilities are to annually nominate for the next year, the Council’s officers and up At-Large Directors, to be presented to the members for election at the Annual Membership Meeting.

Technical Practices CommitteeApproved by the WDBC Board of Directors (April 25, 2012) as a Standing Committee, the role of the WDBC Technical Practices Committee is to assure that consistency exists in all technical documents produced by WDBC, that they are in alignment with the Council’s mission, adhere to best practices of the design-build industry, and to provide support for the development and production of those documents that may be used for educational and information purposes that adhere to industry’s best practices.

2012 Activities and Projects

• Procurement Guide for Progressive Design-Build Projects

Appointed CommitteesCommunications Purpose: Ensures that effective communication, consistent on-target messages, and integration and promotion of both the Council’s and member project’s occurs on behalf


of the Water Design-Build Council to achieves its mission and goals.

Responsibilities

• Defines communications strategies to facilitate WDBC achieving its mission and is in alignment with member company initiatives.• Participates in the development of an annual communications and publications plan• Provides input to the ongoing enhancements to the WDBC website and effective use of social media


• Enhancement and expansion of the WDBC website and development of the new social media program• Review and input to the WDBC Video’s• A 2013 Communications Plan

Education Purpose: The Education Committee supports the organization in the development of an education and outreach program with products and services activities that fulfill the mission of the Water Design-Build Council

Responsibilities

• Oversight in the development and production of the 2012-2013 educational video series• Development of identified education materials• Production and support to an educational outreach program through presentations, workshops, and forums


• Educational video series which also supports DBIA’s CEU Program• Participation in the AWWA Water/Wastewater Handbook• Presentations at the DBIA and other conferences

Research Purpose: To develop and recommend essential research endeavors that benefit the Design-Build and CMAR industry and fulfill the mission of the Water Design-build Council.

Responsibilities

• Defines and recommends the annual research program to facilitate WDBC achieving its mission.• Participate in the development, review and formulation of all related documents• Both develops and provides input and direction to documents produced• Supports the operations manager with timely review of products and technical direction required for the decision-making process.


• 2012 Customer Satisfaction Survey• Special state analysis research on progressive-design build statutes


2012 WDBC

MEMBERS & BOARD OF DIRECTORSOfficersPresidentTom McMonagle, P.E.Director of Alternative Delivery, NAAECOM WaterWakefield, MA

1st Vice President/TreasurerAndrew AlbrechtSenior Vice PresidentParsons Sumner, WA

2nd Vice President/SecretaryPatrick Gallagher, J.D.Vice PresidentCDM SmithCambridge, MA

Ex-Officio (Past President)Pete Kinsley, CGC, DBIAVice President - WaterThe Haskell CompanyJacksonville, FL

DirectorsEx-Officio (Past President)Mark Alpert, P.E . DBIA Senior Vice PresidentCH2M HILL EngineersEnglewood, CO

Douglas Herbst, P.E., DBIA Alternative Project DeliveryMWH Constructors, IncHouston, TX

David KinchenAssociate Vice PresidentBlack & Veatch, Water Division Atlanta, GA

Outside DirectorDon S. Evans, P.E.Evans Group International, LLCLas Vegas, NV

Associate MembersWalt Chaffee, P.E. Senior Vice PresidentBrown and Caldwell ConstructorsMiddleborough, MA

John D. Doller, P.E. Senior Vice PresidentCarollo EngineersPhoenix, AZ

Doug Lisak President/Chief Executive OfficerHDR Inc.Kansas City, MO

Member AlternatesChuck Williams, P.E., DBIA, PMPAECOM WaterOverland Park, KS

Stephen R. Gates, P.E., AAEESenior Vice PresidentBrown and Caldwell ConstructorsAndover, MA

Todd LarsonAssociate Vice President/Director, Alternative Delivery & Expanded Scope Black & VeatchCentennial, CO 80111 Gary Meyerhofer, P.E.Vice PresidentCarollo EngineersFountain Valley, CA

Peter Nichol, P. EngSenior Vice PresidentCH2M Hill EngineersToronto, ON

Ex-Officio (Past President)Peter Tunnicliffe, P.E., DEE, DBIAExecutive Vice PresidentCDM SmithCambridge, MA

Beyan R. Bedell, DBIADirector of Business DevelopmentHaskellJacksonville, FL

John AwezecDirector, Alternative DeliveryHDR, IncDenver, CO

Blair LavoiePresidentMWH Constructors, IncBroomfield, CO

Norman Gadzinski, P.E.Vice President/Business Dev.ParsonsPasadena, CA

WDBC ManagementLinda Hanifin Bonner, Ph.D, CAEOperations ManagerEdgewater, MD Peter HughesExecutive DirectorEnglewood, CO


The Water Design-Build Council offices are headquartered in Edgewater, Maryland.

Mailing Address: P.O. Box 1924, Edgewater, MarylandOffice Telephone: 410-798-0842Fax: 410-798-5741Website:www.waterdesignbuild.orgContact: [email protected]

Documents

Water Design Build Council 2012 Annual Report