CONTENT EXPIRES: December 31, 2027 With design-build increasingly becoming a project delivery method of choice, and with variations such as Progressive Design-Build and Two-Phase Best Value requiring unique knowledge and skills, Owners are relying more heavily on qualified Owner Advisors for guidance in Design-Build Done Right® Best Practices. Whether an Owner new to design-build or an experienced Owner, increased project complexities make engaging the right Owner Advisor paramount to success. This session will provide guidance to Owners considering the engagement of an Owner Advisor, helping Owners align their needs and interests with the selection and scope of the Owner Advisor.

CONTENT EXPIRES: December 31, 2027 This session builds upon the presentation “Partnering for Successful Integrated Project Delivery in a Risky Environment,” delivered by the City of Tampa Water Department and Jacobs at the 2022 DBIA Water/Wastewater Conference. Since that time, the DLTWTF and Miscellaneous Improvements project has been completed. The intent of this session is to highlight how integrated delivery paid benefits during the preconstruction and construction phases of this PDB 140 MGD expansion project within the footprint of a hundred-year-old operating facility. In order to expedite the schedule, save costs and mitigate risks, a multiple GMP approach was implemented at a later stage of design. The sequence of work during construction and execution of startup and commissioning activities to maintain operations were highly complex including over 27 shutdowns and tie ins and required detailed planning and close collaboration between and input from all project stakeholders. Fundamental to the success of the project was the implementation of several DBIA best practices which allowed all parties to work together to make best-for-project decisions. In particular, the City of Tampa and Jacobs worked together using exemplary communication and the right tools to make this challenging project a true success.

CONTENT EXPIRES: December 31, 2027 Structuring an effective Design-Build team starts very early in government solicitation. Prior to the government requesting proposals, establishing trusted relationships with designers and key subcontractors is essential. Understanding the project's risk profile and focusing the team on mitigating site, water treatment, and procurement issues also helps the Design-Builder successfully win the contract. Upon award, keeping the team focused on the identified risks and schedule for completion takes a purposeful and deliberate effort involving formal partnering and the use of an escalation ladder for dispute resolution. The design process for the $155 million 29 Palms Marine Corps Air Ground Combat Center Wastewater Treatment Plant went smoothly and completed on-time, which earned the Design-Build contractor of A&R Pacific-Garney Federal JV and designer-of-record, Dewberry an “exceptional” rating on the interim Contractor Performance Assessment Rating System (CPARS). This presentation will focus on: • The how/why of early engagement of the team (designer, specialty trades, owner, etc.) • Navigating limited owner and Design-Builder staffing resources • Integration tools and techniques • Intentional utilization and engagement of small, disadvantaged businesses • Early procurement to mitigate supply-chain risks • Achieving true contractual partnerships

CONTENT EXPIRES: December 31, 2027 Many large utilities are shifting towards heavier adoption of collaborative delivery procurement methods for a variety of reasons including the following: Accelerating CIP delivery Attracting best-in-class Design-Build (DB) Teams Adjusting to current market conditions   This Owners-only interactive panel session will explore the journey taken by three different large utilities towards implanting collaborative delivery projects into their overall CIP delivery strategy. Panelists will discuss the following: Overview of each organization and where they are along the journey Building a culture of trust Organizational structure changes needed to support implementation of collaborative project delivery (CPD) Use of internal and external resources Decision process for which procurement method is planned for different projects/programs Differing strategies for interacting with stakeholders and approach to Underutilized Business Enterprises (UBE) participation based on the delivery model Perspective on what makes a DB Team attractive

CONTENT EXPIRES: December 31, 2027 Managing cost on any large capital improvement project is challenging in the best of times. Due to the variability caused by market inflation and the limited human resources in the water industry, public sector Owners are challenged to initially estimate costs and manage these costs as a project is developed. Setting expectations, defining cost at each stage of project development and considering contingencies/risk are critical to project success. Accurate cost estimating and the need to course correct (modify project scope) as a project develops is often needed and is inherent in the Design-Build process. The Design-Build delivery model is best suited to help public-sector Owners weather the "cost uncertainty storm" and limit the potential corrosive effects of unattainable expectations when cost and scope are not in alignment. This presentation will highlight the techniques available to successfully manage cost and to keep the trust relationship in tact between Owner and Design-Builder.

CONTENT EXPIRES: December 31, 2027 Fulton County, Georgia, has achieved a historic milestone by successfully completing the largest capital project in the county's history and Georgia's largest Progressive Design-Build project. This $325 million advanced treatment plant, with a capacity of 32 million gallons per day, replaces an outdated facility, positioning Fulton County for future growth while positively protecting millions of downstream users by significantly reducing wasteload to the Chattahoochee River. The team navigated unprecedented challenges, including the COVID-19 pandemic, supply chain disruptions, and hyperinflation in construction costs, all while ensuring the existing plant remained operational during the construction and commissioning of the new facility. At the heart of this success was a robust culture of collaboration and teamwork established during the preconstruction phase and rigorously maintained throughout the six-year implementation period. This presentation highlights a remarkable journey, showcasing how a commitment to true collaboration and a focus on successful project completion guided every decision. All team members are thrilled with the project's success and eager to share with others our story of resilience and achievement.

2025 Design-Build for Water/Wastewater

CONTENT EXPIRES: December 31, 2027 The Treasure Island Water Resource Recovery Facility will be a new 1.3 MGD Envision Gold membrane bioreactor treatment facility, owned by the San Francisco Public Utilities Commission (SFPUC), marking SFPUC’s first new treatment plant in 40 years. Delivered via a Fixed-Price Design-Build (DB) approach by PCL Construction and Stantec Consulting, the project faces unique challenges in maintaining budget while managing change orders. The lump sum nature of the contract adds complexity, as any deviation must be meticulously priced to stay within financial constraints and achieve project goals. The project team addressed historical challenges through early coordination with key SFPUC stakeholders, ensuring all internal interests were represented and managed effectively. The collaborative approach focused on early identification of Envision Gold requirements, negotiation of aspirations to align with budgetary limits, and integration of shifting timelines. Partnership with the Treasure Island Development Authority (TIDA) and navigation of the San Francisco Civic Design Review further demonstrate the project's "best for project" mindset, allowing the team to jointly mitigate risks and overcome hurdles on an island under development. This collaborative effort sets a new standard for balancing budget, quality, and stakeholder engagement in fixed-price scenarios.

CONTENT EXPIRES: December 31, 2027 This presentation uses the Yadkin Regional Water Supply Project as a case study to address the vital role of effective teaming, collaboration, and integration in driving success in progressive design-build projects in the water sector. This $300 million initiative enhanced water infrastructure for over 180,000 customers in Union County and nearby communities by providing a sustainable water source through access to Lake Tillery. Recognizing the project's size, scope, and complexity, the team established a structured and proactive partnering process early on. In an initial meeting, key goals of safety, quality, budget, and schedule were collaboratively defined, fostering alignment and swift decision-making. To streamline this process, a Project Executive Committee was formed, including representatives from the Owner, the Owner's Advisor, and the Design-Build team, ensuring efficient project management. By leveraging the progressive design-build delivery method, the team fast-tracked implementation, resulting in significant cost savings of over $7.5 million. By exploring these strategies, attendees will gain insights into the importance of early engagement, strategic partner selection, and integrated decision-making. The Yadkin project exemplifies how collaborative approaches can overcome challenges and optimize project performance, offering actionable insights for design-build professionals to enhance their project delivery methodologies.

CONTENT EXPIRES: December 31, 2027 Being a DBIA Fellow is an elite status that recognizes the achievements of the most accomplished Designated Design-Build Professionals. By meeting rigorous requirements and making notable contributions to DBIA and design-build in general, these professionals have proven to be the best of the best in the design-build industry. So, what motivated these leaders to seek DBIA certification in the first place? How has certification served to enhance their careers and the industry? Engage in a robust discussion that will be both informative and inspiring that is sure to help you chart your future in an industry that will surely include design-build. Whether you are DBIA-certified, or thinking about seeking certification, this session will prove invaluable as you hear first-hand the impact that certification had in the careers of these icons and on the industry as a whole. Panelists: Representatives from the DBIA Certification Board and DBIA’s College of Fellows

CONTENT EXPIRES: December 31, 2027 Great Lakes Water Authority (GLWA) identified the need to upgrade the 400 mgd Lake Huron WTP (LHWTP) controls systems and some process mechanical systems to address aging equipment and comply with the GLWA guidance documents. Upgrading LHWTP's I&C system will not only enhance the plant's performance and reliability, but it'll also help advance GLWA’s work toward standardizing their 5 water treatment plants, improving utility performance through the latest industry tools and best practices. The purpose of this project is to enhance the reliability, maintainability, and operability of the facility for the long-term. The challenge for GLWA: How to effectively use progressive design build as a delivery method, keep the plant running and avoid service disruption, with a brand-new team of players! This is an advanced panel presentation on how to deliver plant wide I&C and SCADA upgrades while keeping a large WTP in operation.

CONTENT EXPIRES: December 31, 2027 Faced with a failing 9-mile raw wastewater conveyance system over 50 years old, Silicon Valley Clean Water (SVCW) selected Progressive Design Build (PDB) delivery for the $580M Regional Environmental Sewer Conveyance Upgrade (RESCU) program's three concurrent projects – $174M Front of Plant, $133M Pump Station Improvements, and the $269M Gravity Pipeline. PDB delivery presents unique challenges that demand a high functioning collaborative team to drive success, with the Owner and Design-Builder comanaging risk together. This presentation will take an intimate look at how the multi-award-winning Gravity Pipeline project team resolved the challenges common to PDB projects - Multi-stage design, early procurement packages, early work packages, and fluctuating material pricing complicated by the global COVID19 pandemic. This presentation dissects how the well-organized team addressed and proactively resolved pinch points before they negatively impacted the project. The discussion will be supported by examples of project success that led to the project being delivered 6 months ahead of schedule and ultimately ensuring the RESCU program's completion with zero claims. DBIA recognized SVCW with the inaugural I.N.S.P.I.R.E.D. Owner award in 2023. This presentation addresses highly effective design-build teams, potential tools/future of design-build, as well as early collaboration best value and PDB, and extended equipment procurement cycle.

CONTENT EXPIRES: December 31, 2027 How the City of San Jose' at the San Jose' Santa Clara Regional Wastewater Facility is working collaboratively with Designers, Contractors, Advisors, and City Operations and Maintenance staff to construct their new Digested Sludge Dewatering facility. The presentation will outline the methodology employed by the City for the development of their new Digested Sludge Dewatering Building. The City's approach included bringing on an Owner's Advisor for the identification of the overall process for the new facility, outlining those aspects that were absolutely important to the City to be utilized in the new facility. In addition, the Owners advisor set the performance requirements for the new facility, but provided flexibility for the methodology that the Design Build team incorporated them. The Design Build team evaluated equipment choices, process alternatives, and developed an optimized layout for the new facility that would achieve the City's performance requirements, while staying within a strict budgetary limit for the new facilities. The presentation will also explore the collaborative approach the DB team utilized to ensure that the City's Operations and Maintenance team's input was captured and incorporated into the design, and the methodologies that were incorporated to save.

CONTENT EXPIRES: December 31, 2027 In today's evolving design-build landscape, Owners have found themselves in the hot seat, facing new challenges and expectations to cultivate attractive projects. As design-builders adapt to this shift, the emphasis on identifying "Owners of Choice" has become paramount for successful project pursuit. Join us as we parody the classic Match Game, exploring how this shift is reshaping the dynamics of collaboration This engaging session will feature a panel of design-build Owners as they attempt to match their insights with our design-builder contestants and audience responses. Join us as we continue to explore what it means to be an Owner of Choice, including common areas of alignment, opportunities for growth, and the critical components of effective partnerships.

CONTENT EXPIRES: December 31, 2027 While effective risk management is a hallmark of design-build delivery, realizing that benefit requires a focused effort to continually identify risks and associated mitigation throughout the entire project timeline. Prior to bringing a PDB partner on board, Owner and Owner's Advisor develop an initial risk allocation and perform early, high-value risk mitigation activities. Once Phase 1 activities begin, the PDB adds their insight and the team collectively works to identify and perform mitigation to reduce overall project risk. During GMP Proposal review, risk allocation is revisited, to affirm that risks are held by the party best able to manage the risk. Phase 2 costs are tracked differently, depending on whether the contract is executed as a GMP or a Lump Sum, but risk management continues throughout Phase 2 including financial tracking with agreed-upon contingencies and allowances. This presentation will leverage the input of four diverse voices (Owner, Owner Advisor, and two DB Practitioners) to illustrate, with specific examples, how they have effectively managed risks on their DB projects. The discussion will step through the entire timeline of a PDB project, in order to highlight how effective risk management activities evolve in alignment with project progression.

CONTENT EXPIRES: December 31, 2027 Collaboration was key to achieving technical excellence and innovation in the Boat Harbor Treatment Plant Conversion projects, part of HRSD’s Sustainable Water Initiative for Tomorrow (SWIFT) program. The Force Main Section 1 Subaqueous Project, also known as the James River Crossing (JRX), exemplifies this principle through its fixed-price design-build delivery method. The project involves installing a new force main beneath the Newport News Shipping Channel, using over four miles of HDPE pipe ranging from 42 to 54 inches in diameter. The design-build team's collaborative efforts were crucial during procurement when they assessed the feasibility of extending the horizontal directional drilling (HDD) to the shoreline. This extension added over 2,300 LF to the original 3,200 LF, resulting in a new total length of over 5,500 LF and savings over $10 million. This project represents the longest single HDD installation of large-diameter HDPE pipe, positioned more than 100 feet below the channel at an elevation of -170 feet. This presentation will highlight how effective stakeholder collaboration facilitated planning, design, and construction, resulting in technical excellence and innovative solutions. Key topics will include risk mitigation strategies, challenges overcome through teamwork, technology used, lessons learned, and cost savings achieved through collaborative efforts.

CONTENT EXPIRES: December 31, 2027 This panel will explore the unique challenges faced by women in the construction industry, including the perspectives of owners/public agencies, contractors, and consultants, along with the pivotal role they play in transforming the sector. Despite significant progress, women remain underrepresented in construction and project management, often encountering barriers such as gender bias, workplace discrimination, limited career advancement opportunities, and safety concerns. The session will delve into these issues, highlighting real-world experiences, current data, advice for teammates and future female leaders in the industry, and practical solutions to create more inclusive work environments. Panelists, including industry leaders, advocates, and women professionals, will discuss strategies for fostering diversity, enhancing recruitment and retention, and providing leadership pathways to ensure continued growth in the sector. Attendees will gain insights into how empowering women in construction not only benefits the workforce but also drives innovation, collaboration, and long-term success for the entire industry.

CONTENT EXPIRES: December 31, 2027 As engineers on the Owners' side, we are trained to be risk averse and we long for certainty; so, a design-build project can be quite a challenge for us! But I would argue that beyond training there is a lot that Owners can do to help make a design-build project a success. On our side, we can identify a champion that is passionate, curious, comfortable living in the gray, and a natural team builder. We can anticipate project demands and rearrange our staff in advance. We can align support for this new design-build approach up and down the organization - from operations, to procurement, contracts, Executive Management, and the Owner's governing body. This presentation will provide real world examples of these points and more, drawing from Prince William Water's successful $200M design-build project that is in mid-construction. Yes, understanding the technical aspects of design-build are essential. But for the Owner, the first step is an honest assessment of your organization - your staff, your champion, your risk tolerance, and your organizational alignment. This presentation will also be co-presented with our design-build contracting partner who will provide examples of how Prince William Water's approach has been successful on the ground.

CONTENT EXPIRES: December 31, 2027 The progressive design-build (PDB) delivery model is well-positioned to support the construction industry's shift to digital delivery. By integrating design and construction teams under one contract, PDB fosters collaboration and real-time communication, essential for leveraging digital tools such as Building Information Modeling (BIM), laser scanning, photogrammetry, and virtual and augmented reality. This presentation explores how PDB enhances digital workflows, allowing for more accurate cost estimation, improved risk management, and faster project timelines. The integrated approach reduces silos, streamlines data sharing, and enables quick adaptation to design changes. Digital platforms within PDB also promote transparency, better decision-making, and higher-quality outcomes. The discussion will highlight key advantages, challenges, and case studies that demonstrate how digital delivery within the PDB framework leads to greater efficiency, sustainability, and innovation. Practical considerations, including the need for team upskilling and software integration, will also be addressed. Ultimately, PDB and digital delivery together offer a powerful solution for achieving more effective project execution.

CONTENT EXPIRES: December 31, 2027 With today's stretched and dynamic supply chain environment and the evolving regulatory landscape, lengthy procurement lead times for electrical gear and advanced water treatment process (AWTP) equipment pose significant hurdles to timely project delivery. San Francisco International Airport (SFIA) faced these challenges head-on in their mission to develop an Advanced Water Treatment and PFAS Removal Demonstration Facility. Remarkably, from initial sketches to activation, the project will be completed in just over three years. This presentation delves into how SFIA, leveraging a unique take on the incorporation of specialty electrical subcontractor in progressive Design-Build project delivery, successfully navigated the complex procurement environment. The collaborative team—comprising Walsh Construction Company (Design-Builder), Carollo Engineers (Designer), and Cupertino Electric (Core Design-Build Subcontractor)—implemented innovative strategies to mitigate long lead times and supply chain uncertainties. Attendees will gain valuable knowledge on applying progressive Design-Build methodologies to overcome procurement challenges in the water and wastewater sector. This case study not only showcases the team's success in early design and procurement but also sets a precedent for future projects facing similar market constraints. Join us to explore how SFIA's innovative delivery model can inform and inspire your next project, ensuring efficiency, collaboration, and excellence from conception to completion.