2023 Design-Build for Water/Wastewater

CONTENT EXPIRES: December 31, 2025 DBIA was founded in 1993 during an era when design-build, as a delivery system, was infrequently used and largely unknown. Since that point, the acceptance and application of design-build processes and tools has grown exponentially due to the high value achieved. What might 2023 and beyond hold for the application of use of design-build…in a word opportunity! We stand on the precipice of the largest wave of utility and infrastructure construction activity over the next 3-7 years driven by The Infrastructure Investment and Jobs Act (IIJA), Inflation Reduction Act (IRA), state funding sources, along with underlying safety and customer demand. Students of history will recognize that opportunity is created out of disruption, not stability. This disruption originates from the pandemic aftermath with a concept of VUCA – Volatility, Uncertainty, Complexity, and Ambiguity. COVID19 and the subsequent lockdown, supply chain challenges, geopolitical conflicts, political instability, cascading inflation, potential recession, etc. define this VUCA period. The application of design-build processes and tools are perfectly constructed to mitigate or eliminate risks or challenges associated with uncertainty, volatility, and supply chain issues for our market sector. Attend this closing general session and obtain a peak into the future of design-build application and use!

CONTENT EXPIRES: December 31, 2025 This session will provide a preview of the soon to be released Universal Design-Build Best Practices and a discussion as to how the new content may influence the planned update to the Water/Wastewater Best Practices.

CONTENT EXPIRES: December 31, 2025 Join us as our panel of experts address how Teaming Agreements can help firms achieve success; what types of provisions are indispensable; what some of the risks are of failing to negotiate a robust agreement; and how a Teaming Agreement can facilitate efficient subsequent agreement negotiations.

CONTENT EXPIRES: December 31, 2025 Join us as we explore the award winning work of our 2022 Project/Team Excellence Award winner in Water/Wastewater.

CONTENT EXPIRES: December 31, 2025 The East County Advanced Water Purification (AWP) Project is a groundbreaking potable reuse project to recycle up to 16 MGD of wastewater into a new source of local, safe, reliable, and drought-proof water for East County San Diego. The project consists of five progressive design-build (PDB) projects, of which three were completing 60% design phase and negotiating guaranteed maximum price (GMP) for Phase 2 construction during the unprecedented inflation and price increases of late 2021 to mid-2022. The unfortunate timing for the East County AWP Joint Powers Authority (JPA) resulted in staggering increases from the target cost proposals (TCPs) of $396M to guaranteed maximum prices (GMPs) of $596M – over 50% in less than 18 months! This presentation discusses the hurdles the JPA faced in design decisions between 30 and 60%, the difficulties in negotiating and achieving consensus on Phase 2 contracts with 2 Design-Builders (DBs) on 3 different projects, and the challenges in obtaining acceptance from the JPA management, Boardmembers, and public of the value of the project. Ultimately, the JPA and DBs successfully achieved agreement on converting the PDB into lump sum Phase 2 construction contracts, and the East County AWP had a groundbreaking ceremony in June 2022.

CONTENT EXPIRES: December 31, 2025 From the first project planning meeting through acceptance, advanced environmental facilities rely for their success on the effective integration of people and processes. In an ever increasing regulatory environment with record federal and state funding, the Owner's design-build team will drive project success. This program panel brings together a multidisciplinary team of Owner's, and owner's consultants with several years and 100s of millions of dollars in design build project experience to walk participants through the planning, procurement and contracting process with eye toward the critical role that each team member plays. Critical technical, legal, proprietary and practical advice on conceptual design and project planning, engineering, procurement and contracting will be discussed with a focus on how to build consensus, allocate pre-proposal tasking, stake-holder engagement and how manage anticipated and unanticipated hurdles in advancing a public sector design build project. Integrating complex and emerging regulatory concepts and challenges as well as funding restrictions in new federal programs will be challenges project teams face, and effectively allocating resources, assigning tasks, and managing risk and stakeholder relations are not only pivotal, but outcome determinative. Three members of this panel were involved in delivering New York's first Advanced Wastewater Facility using the Design-build.

CONTENT EXPIRES: December 31, 2025 Prince William County Service Authority’s (PWCSA's) H. L. Mooney Advanced Water Reclamation Facility (Mooney AWRF) in Woodbridge, Virginia is home to several large-scale process systems designed to treat 24 million gallons per day of municipal wastewater. This presentation will focus on WHY and HOW the Owner selected progressive design-build to rehabilitate, upgrade and modernize key unit processes in 15 separate plant locations while maintaining service continuity and meeting current and future demand conditions. This presentation will discuss how an Acquisition Plan led the Owner to select progressive design-build delivery for schedule improvements, single source responsibility benefits, and cost reduction through efficiency. It will highlight how perceived obstacles were overcome including navigating the necessary local and state procurement regulations, funding challenges, and garnering administrative support. The presentation will discuss the benefits of utilizing an experienced, DBIA-certified Owner's Advisor to guide PWCSA in this process and how early engagement of the Design-Build community provided opportunities for project efficiency, identified potential risks, and developed trust through collaboration. The presentation will also highlight PWCSA's commitment to plant personnel involvement in the Project through training and allocation of both time and resources, as well as integration of the project into the plant staff's career goals.

CONTENT EXPIRES: December 31, 2025 The City of Lewiston is replacing its 100-year-old treatment facility. It is Idaho’s first PDB water project. They have a $27,500,000 budget. The project was awarded to IMCO in December 2020. We knew we would need to navigate supply chain issues and market uncertainty caused by the pandemic. At 30% design in April 2021, it was clear we were facing significant schedule uncertainty and cost escalation for steel and pipe materials. Steel prices were rising 5-10% per month and delivery of domestic pipe wasn’t guaranteed. We needed to act quickly to protect the City’s strict budget. The City, Stantec, and IMCO leveraged the flexibility of PDB to develop a early procurement packages for steel, pipe, and other key materials and equipment. We saved at least $600,000 in material costs and dramatically reduced schedule risk. We are on track to deliver the project on budget and on schedule by March 2023. As an industry, we have been creative in navigating the impacts of the pandemic. As things start to stabilize, early procurement should become the new norm. It provides benefits to all stakeholders: • Reduced schedule risk • Increased cost certainty • More confident design • Better information for quicker decision-making

CONTENT EXPIRES: December 31, 2025 Great Lakes Water Authority (GLWA) decided to replace the existing 1990s vintage pilot plant at the 400 mgd Lake Huron WTP with a state-of-the-art system designed for the next 20 years. GLWA needs the pilot plant operational to evaluate enhancements, like biofiltration and chemical application upgrades, associated with future improvements at the plant. GLWA used a fixed price design-build mechanism, a delivery tool they have used for over 20 years but built-in the flexibility to expand innovation capabilities that the plant staff might find beneficial. Two events happened during the project that tapped into GLWA’s flexibility: GLWA SCADA Standard implementation and supply chain challenges. GLWA anticipated incorporating their SCADA Standards into the project award price by using allowances. Brown and Caldwell (BC) worked with GLWA staff during the design period to incorporate the SCADA standards and develop a pilot system that addressed their requirements. Using the allowance, GLWA made more effective use of the available space and adjusted the original design to better meet their needs. Delivery chain issues have impacted the final construction schedule of the project; however, the project team continues to find creative ways to advance the delivery, which we will elaborate on in the presentation.

CONTENT EXPIRES: December 31, 2025 Senior Fellow at the Foreign Policy Institute at Johns Hopkins, Afshin Molavi is a respected expert on global geopolitical risk and geo-economics. On stage, Afshin provides insight on some of the most vital trends shaping the future of our world today: urbanization, the acceleration of technology and connectivity, demographics, and the emerging middle class. In addition, Afshin touches on a number of current key global issues impacting businesses around the globe and ways to navigate around the uncertainty of day-to-day political and economic developments.

CONTENT EXPIRES: December 31, 2025 The City of Nampa, ID is currently delivering a $178.9M WWTP upgrade project – the largest capital project in the City’s history and their first experience with Progressive Design Build (PDB). Working with Brown and Caldwell (Program Manager) and Jacobs (Design-Builder), Nampa created a collaborative environment that leverages the PDB benefits such as early price certainty, expedited schedule, and reduced project risk to achieve overall city objectives. This presentation will highlight specific activities and practices implemented, including: - Facilitated and structured delivery model analysis engaged city internal and external stakeholders early, creating understanding and support at community and elected level that carried through the project. - Accurate early cost opinion drove early value engineering to establish a realistic design-to-budget target - Real-time costing and flexible design packaging of components ‘on the bubble’ allowed the city to define the balance point between program objectives and cost, maximizing value for their investment - Integration of operations staff supported prioritization effort and streamlined construction approaches within operating facility. - Competitive bidding of all major packages demonstrated cost competitiveness of local market - Single, early GMP Proposal positioned the City to respond to unprecedented market conditions and created significant escalation savings.

CONTENT EXPIRES: December 31, 2025 As owners small and large grapple with generational infrastructure projects to respond to climate change impacts, deteriorated infrastructure and increasingly stringent regulations, more and more are looking to Progressive Design-Build (PDB) as the delivery model of choice. A well-planned, transparent, and organized procurement process rooted in the owner’s priorities and drivers is critical to setting the stage for successful PDB delivery. For those new to PDB, or those who use it infrequently, getting started is daunting; the need for immediate and practical guidance has never been more important. The Water Collaborative Delivery Association (WCDA, formerly the Water Design Build Council) has recently revamped its PDB Procurement Guide, which provides owners with user-friendly RFQ and RFP templates for use as well as advice on how to procure the right PDB delivery partner. This presentation will provide an overview of the WCDA PDB Procurement Guide and discuss specific activities and best practices to procure a PDB delivery partner, including: - Appropriate timing of procurement and market engagement activities - The importance of early development and disclosure of contract terms and risk allocation and providing opportunities for market feedback - How to tailor RFQ and RFP requirements to match owner goals and objectives

CONTENT EXPIRES: December 31, 2025 The Peace River Manasota Regional Water Supply Authority (Authority) is a regional drinking water wholesale provider across a four-county region of west-central Florida. A lean organizational structure includes 53 full-time Authority staff that operate and maintain a 51 million gallon per day (mgd) surface water treatment plant, 6.5 billion gallons (BG) of off-stream water storage, a 6.3 BG aquifer storage and recovery (ASR) system, and over 80 miles of large diameter finished water distribution pipelines. A rapidly growing residential population and commercial development require expanding all Authority facilities to continue providing a safe and reliable water supply. Given aggressive schedule commitments and contractual water delivery obligations, alternative delivery methods will be used to implement a 7-year, $800 million Capital Program through 2029. Recognizing that alternative delivery is new to the Authority, an Owner’s Agent (OA) was engaged to apply DBIA best practices to support and deliver all projects to meet an aggressive schedule and established budgets. The OA was selected in June of 2022 and several individual work assignments started immediately to set Program goals, advise on two progressive design-build contracts for large pipeline projects, and prepare bridging documents for a 24 MGD plant expansion, among others.

CONTENT EXPIRES: December 31, 2025 This session will review the delivery method for the Northeast Water Purification Plant Expansion in Houston, TX. The presentation will focus on the importance of the schedule and planning for Early Work Package delivery. We will review the decision making for the scope of work for these packages along with the funding process. The presenters will also present how these packages have been incorporated, closed out, and assisted with the schedule. The audience will also get a lessons learned from the Owner’s perspective.

CONTENT EXPIRES: December 31, 2025 The San Antonio River Authority (River Authority) used Progressive Design-Build (PDB) delivery for the Salitrillo Wastewater Treatment Plant (WWTP) Expansion project, which expanded the WWTP from a capacity of 5.83 million gallons per day (MGD) to 7.33 MGD. This delivery method was new for the River Authority, and it quickly became an effective but challenging way to manage schedule and cost in a new virtual environment. The RFQ was issued 01/08/22, after which the qualified design-build teams were shortlisted. An RFP was then issued on 03/16/20, the same day San Antonio’s mayor issued an emergency declaration urging the public to avoid gatherings of ten or more people. Along with the new challenge of collaborating in a virtual environment, there were issues during construction with cost escalation and material delays that tested the flexibility and benefits of PDB. This presentation will discuss the following from an owner’s and design-builder’s perspective: • The procurement process and associated challenges and solutions • Best contracting practices in a volatile construction market • Project management lessons learned • Managing constant fluctuations in raw material and equipment costs during pre-construction and construction phase • Pros and cons of using PDB, and recommendations for using this method

CONTENT EXPIRES: December 31, 2025 The Silicon Valley Clean Water Gravity Pipeline Tunnel Project is a 3.2 mile long, 11 ft. ID sewer pipeline project excavated by a 16 ft. diameter EPB TBM in Redwood City, California. A key technical challenge was low ground cover under shallow structures and roadways in a challenging geological formation that commonly generates surface settlements. The sensitive context of this project led the owner, SVCW, in 2017 to select a progressive design and build delivery method—a first for North America. As the project is now complete, the points of view of all parties involved in the project have been captured and reflected upon. This paper shares the perspectives from the Owner, Construction Manager, Engineer of Record, technical advisors and Contractor to discuss the merits of the PDB delivery method while retracing the evolution of the procurement, the design, the project approach, the value engineering exercises, the technical development alongside the risk assessments, the team building, and the construction from the beginning to final completion.

CONTENT EXPIRES: December 31, 2025 Early cost certainty is a key benefit achieved by owners utilizing design-build delivery. Accurately pricing early design concepts requires skill and diligence under normal conditions, but unprecedented market volatility experienced since March 2020 has upped the ante. With unpredictability in pricing, material and equipment availability, and increasing labor costs, traditional approaches to predicting costs have become practically obsolete. Jacobs is currently delivering four design-build projects in different regions of the United States – three progressive design-build delivery and one fixed-price design-build delivery. Two established pricing commitments in late 2020 and two established guaranteed maximum prices (GMPs) in 2021 and 2022, respectively. This presentation will compare approaches used for each project and highlight lessons learned that can be applied immediately, but also are worthy considerations for best practices in any market. These include: - Effective market engagement strategies to produce accurate cost estimates at various project stages - Cost escalation approaches to manage risk and attract market competition - Equipment and material procurement strategies to address supply chain shortages - Market input and validation of costs

CONTENT EXPIRES: December 31, 2025 This presentation will present the results of the Water Collaborative Delivery Association's current research into what makes collaborative delivery projects more successful than DBB. It extends the WCDA's 2021 research by examining specifically a series of the most important control points that govern how owners and practitioners start and finish projects to achieve success. It also examines the questions of readiness to undertake collaborative delivery and documents alternative approaches that owners and practitioners take (the most important control points across the project delivery life cycle to promote successful outcomes. This research is based on a series of focus groups of owners and separately, practitioners, as well as detailed project-specific interviews across owner organizations including executive management, procurement, finance, project management, and operations. A Beta version of the WCDA's new Readiness Self-Assessment Tool will be presented.

CONTENT EXPIRES: December 31, 2025 Louisville MSD envisions a comprehensive Biosolids Processing Solution (BPS) at its Morris Forman facility for 130 ton/day (average) of biosolids. To MSD a comprehensive solution reduces the amount of biosolids for disposal, improves quality and moves towards holistic environmental management including renewable energy production. MSD enjoy many significant advantages including highly experienced operations and maintenance staff, a knowledgeable Owner's Advisor, a strong disadvantaged business community, commitment from executive leadership and a $97M WIFIA grant. However the ever changing landscape offered challenges to MSD as well including the global pandemic, rapidly escalating costs, emergency conditions to overcome challenges with existing biosolids processing equipment, a very tight site with no room for expansion and a fixed timeline for project completion. MSD has used the progressive design build delivery mechanism to engage a team to plot a path to the optimized comprehensive sustainable outcome. This presentation showcases MSD harnessing its staff, its advisors, the DB team, disadvantaged businesses, vendors and trade partners into a cohesive effective team. It covers 3D collaboration tools, coordination with ongoing projects, high value DBE engagement, routine value engineering solutions saving $40M+ from the project budget, and how planning for operations and financial return from the project was planned.