Presented at: Vail Operator Training Seminar October 30, 2008 By:

1. Construction Management for Operators and Integrated Project Delivery (Design-Build) Presented at: Vail Operator Training Seminar October 30, 2008 By: Bob Frachetti, P.E. – Frachetti Engineering, Inc.

2. Presentation Overview Part 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

3. Overview of a “Traditional” Design-Bid-Build Wastewater Facility Project Part I

4. Phases of a Design-Bid-Build Project • Planning/ Concept • Engineering • Construction • Warranty Period

5. Project Elements

6. Project Elements

7. Project Elements

8. Project Players • CDPHDE • County • Subconsultants Successful Project • Subcontractor • Administration • Operators

9. Design-Bid-Build Relationships Contractual Relationship Duty Relationship

10. 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 components • Owner-GC Agreement w/ General Conditions • Project Manual • Contract Drawings

11. Contract Documents • Project 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

12. 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

13. Communication Critical 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

14. Construction Correspondence Notice of Award/Agreement/Notice to Proceed Submittals Progress Meetings / Meeting Minutes Request for Information (RFIs) Contractors Pay Request or Pay Application

15. Construction Correspondence Field Orders Work Change Directives Change Orders Notice of Defective Work

16. Construction Correspondence Start-up and Commissioning Reports Certificate of Substantial Completion Contract Close-out Documentation Certificate of Final Completion

17. An Alternate Project Delivery Method: Integrated Project Delivery (IPD) or Design-Build Part II

18. Introduction to Design-Build Source: DBIA 2005

19. Introduction to Design-Build What 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?

20. Design-Build Defined Source: AIA, Integrated Project Delivery: A Guide, 2007

21. Design-Build Defined 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. Source: Wikipedia, 10-29-2008

22. Design-Build Defined by CO. Law “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. Source: CRS, Title 24, Article 93 – Construction Contracts (HB 07-1342)

23. Design-Build Delivery Model • Owner 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 plan • Performance criteria and quality standards • Budget • Schedule • Other? • Design-Build Team works together to implement the project

24. Design-Build Relationships Scenario #2 – Engineer-Led Scenario #1 – Contractor-Led

25. Design-Build Compared to D-B-B Traditional Project Design-Build Project Concept / Planning Preliminary Engineering Criteria Design Design Bidding Construction Closeout

26. Design-Build Compared To D-B-B Source: AIA, Integrated Project Delivery: A Guide, 2007

27. 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

28. 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

29. 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 teams • Additional 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

30. Strategies for SuccessfulDesign-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

31. Design-Build Resources American 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)

32. Part III The Professional Wastewater Operator’s Role; and Strategies for a Successful Project

33. PWO Complaints After Project Completion? ? ? ? ? ? ? ? ? ?

34. 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

35. 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

36. 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

37. 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 Data • Request Facility Tours • Request Workshops and Preliminary Design Review at 30%, 50% and 90% Design Completion

38. 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.

39. 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

40. 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

41. 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 photos • It 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

42. 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

43. 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

44. Thank You! DISCUSSION: Questions, Answers, Experiences, Stories