2021 Design-Build for Water/Wastewater Conference

  • Register
    • Non-member Practitioner - $625
    • Practitioner Member - $500
    • Owner Member - $150
    • Academia Member - $150
    • Industry Partner Academia Member - $150
    • Industry Partner Practitioner Member - $500
    • Industry Partner Owner Member - $150

CONTENT EXPIRES: December 31, 2023

2021 Design-Build for Water/Wastewater Conference (Full conference package)

  • Contains 3 Component(s), Includes Credits

    CONTENT EXPIRES: December 31, 2023 This interactive session will revolve around reports from the DBIA Owner and Practitioner Forums held earlier in the conference. Not only is the session an exceptional opportunity to learn and exchange ideas, but it puts you in the driver’s seat to help determine the future of project delivery in the water/wastewater industry. Input from attendees will be used by DBIA to affect positive change in the industry.

    CONTENT EXPIRES: December 31, 2023

    This interactive session will revolve around reports from the DBIA Owner and Practitioner Forums held earlier in the conference. Not only is the session an exceptional opportunity to learn and exchange ideas, but it puts you in the driver’s seat to help determine the future of project delivery in the water/wastewater industry. Input from attendees will be used by DBIA to affect positive change in the industry. 

    Richard Formella, DBIA, PMP, CPPO

    President

    Design-Build Strategic Solutions, LLC

    Rich is the President of Design-Build Strategic Solutions, LLC, a design & construction procurement process and contract administration consulting firm. He recently retired from federal service as Chief of the Bio-Containment Procurement Branch for the Department of Homeland Security (DHS), after serving as Chief of Procurement for the Federal Law Enforcement Training Centers (DHS) since 2006. Prior to joining DHS, Rich served the Department of Justice (DOJ), Federal Bureau of Prisons (BOP) for over 20 years and concluded his service at BOP as the Chief of Construction Contracting where he led and administered the $2.5 billion-dollar new federal prison construction contracting program. At the DHS he led the team providing design and construction contracting support for the DHS Science and Technology Directorate for major laboratory renovations and new construction an overall $1.5 billion program, including the $1.3 billion National Bio & Agro Defense Facility.  He has over 32 years of federal acquisition/contracting experience, beginning as a warranted contracting officer in 1986

    John Giachino, DBIA

    PC Construction (Retired)

    PC Construction (Retired)

    John A. Giachino was Director of Business Development (Retired) in the Water Group for PC Construction Company, a firm with a focus on design-build, construction management at risk and hard bid water and wastewater projects.  He has nearly 45 years of industry experience, including more than 40 years in municipal water and wastewater utility asset management, operations and maintenance, and capital program execution. He has been instrumental in the development and management of more than 20 water and wastewater projects utilizing alternative delivery methods in the U.S. and overseas. In past positions, he has served as owner advisor/representative for projects completed using alternative delivery including Design-Build, Design-Build-Operate, and O&M Outsourcing methods.

    Colin Groff, PE

    Retired Utility Executive

    An alumnus of University of South Florida with a degree in Civil Engineering, Colin has been working in the public services arena for various municipal agencies for the last 34 years.  In his last position as an Assistant City Manager in South Florida, he completed several large design-build projects including a Public-Private Partnership using Design-Build project delivery to deliver a large construction program for the City.  He has lead over 40 Design-Build utility projects throughout his career including several P3 projects.  He is currently working with several municipal utilities assisting staff to develop D-B delivery methods for new utility facilities. 

    Bruce Husselbee, PE, DBIA

    Director of Engineering

    Hampton Roads Sanitation District

    Bruce W. Husselbee is the Director of Engineering for the Hampton Roads Sanitation District (HRSD). His responsibilities include the management of the Asset Management, Design & Construction and Planning & Analysis Divisions and his department oversees HRSD’s $2.8B, 10-Year Capital Improvement Program. Mr. Husselbee has been active with numerous professional organizations including the Design-Build Institute of America and provides training on collaborative project delivery.

    Rod Pope, P.E, DBIA

    Vice President

    Brown and Caldwell

    Rod Pope is a Brown and Caldwell Vice President with more than 40 years’ experience in the water / wastewater field and more than 20 years delivering Design-Build projects. He is currently working on over $½ billion of Design-Build projects as a designer/practitioner, owner’s advisor or contractor. Rod is a current Co-Chair of DBIA’s Water/Wastewater Conference Planning Committee.

  • Contains 3 Component(s), Includes Credits

    CONTENT EXPIRES: December 31, 2023 The San Diego County Water Authority used a Public-Private Partnership (“PPP”) for the implementation of the Carlsbad Desalination Plant (“CDP”). PPP contracts are long-term agreements that must incorporate terms needed to deal with external changes that due to their nature are “uncontrollable events. The CDP project faced the need for a "Capital Modification" financing due to the planned closure of the Encina Power Station and the adoption of the California Ocean Plan requirements for additional environmentally friendly intake and discharge facilities. Presentation to discuss key considerations leading to the closing on a second PPP $45 million Capital Modification financing. Objectives: 1. Demonstrate contracting principles and the need to address inevitable uncontrollable circumstances during a PPP. 2. Define best practices for effective collaboration for managing secondary PPP financing 3. Applying consistent PPP risk allocation principles to a second Capital Modification PPP financing for a project 4. Describe the specific nature of, and considerations relevant to, a Capital Modification PPP financing.

    CONTENT EXPIRES: December 31, 2023

    The San Diego County Water Authority used a Public-Private Partnership (“PPP”) for the implementation of the Carlsbad Desalination Plant (“CDP”). PPP contracts are long-term agreements that must incorporate terms needed to deal with external changes that due to their nature are “uncontrollable events. The CDP project faced the need for a "Capital Modification" financing due to the planned closure of the Encina Power Station and the adoption of the California Ocean Plan requirements for additional environmentally friendly intake and discharge facilities. Presentation to discuss key considerations leading to the closing on a second PPP $45 million Capital Modification financing.

    Objectives:

    1. Demonstrate contracting principles and the need to address inevitable uncontrollable circumstances during a PPP. 

    2. Define best practices for effective collaboration for managing secondary PPP financing 

    3. Applying consistent PPP risk allocation principles to a second Capital Modification PPP financing for a project 

    4. Describe the specific nature of, and considerations relevant to, a Capital Modification PPP financing.

    Neil Callahan

    Director, Advisory Services

    WSP USA

    Neil Callahan is an Executive Consultant in the Advisory Services group at WSP. For over two decades, he has worked providing Owner Advisory Services, and Independent Engineering. Mr. Callahan has been a lead advisor to over 30 municipal agencies on collaborative project delivery methods on project development, procurement methods, risk, contract development and  negotiations, and construction contract administration and monitoring for projects with values that ranging up to a $1 billion

    Robert Yamada, P.E.

    Project Manager

    San Diego County Water Authority

    Mr. Yamada has been working with the San Diego County Water Authority since 1992. He has experience leading water supply planning, drought response, Integrated Regional Water Management planning, facility planning and environmental and regulatory compliance activities for the Water Authority. Mr. Yamada led the negotiation of the technical aspects of the Water Purchase Agreement for the Claude “Bud” Lewis Carlsbad Desalination Project and oversees Water Purchase Agreement compliance for the Water Authority.

    David Moore

    Managing Director

    Clean Energy Capital Investment Banking

    David Moore founded Clean Energy Capital and serves as Managing Director and Chief Executive Officer. David is a veteran deal-maker with deep knowledge of structured finance, project finance, and municipal finance. He has been involved in the energy and infrastructure sectors for over 30 years. He is known as an innovator and problem-solver with a commitment to integrity and client service.

  • Contains 3 Component(s), Includes Credits

    CONTENT EXPIRES: December 31, 2023 For over 13 years, the town of Port Deposit was in desperate need of a new wastewater treatment plant. There were multiple studies, estimates and at one point a project was designed, went out for bid and came back woefully over budget. Another study and design were completed, and the estimate was nearly double the Owner's budget. Finally, in 2019, Cecil County decided they really needed to get the project moving and decided to issue a solicitation for a lump sum design-build project. After 13 years of no action, an entire plant will be completed in 18 months. Objectives: 1. How Design Build can expedite Design and Project delivery 2. How collaboration between the Owner, Engineer and Contractor positively affects a project 3. How bringing in key technology providers and subcontractors during design can help a project 4. How trust in Design Build is of utmost importance

    CONTENT EXPIRES: December 31, 2023

    For over 13 years, the town of Port Deposit was in desperate need of a new wastewater treatment plant. There were multiple studies, estimates and at one point a project was designed, went out for bid and came back woefully over budget. Another study and design were completed, and the estimate was nearly double the Owner's budget. Finally, in 2019, Cecil County decided they really needed to get the project moving and decided to issue a solicitation for a lump sum design-build project. After 13 years of no action, an entire plant will be completed in 18 months.

    Objectives:

    1. How Design Build can expedite Design and Project delivery 

    2. How collaboration between the Owner, Engineer and Contractor positively affects a project 

    3. How bringing in key technology providers and subcontractors during design can help a project 

    4. How trust in Design Build is of utmost importance

    Mike Cecil, Assoc. DBIA

    Director, Business Development

    American Contracting and Environmental Services, Inc.

    Mike Cecil has been in the construction industry for nearly 40 years with the last 30 years concentrating on water and wastewater treatment projects.  His first Design Build project was 1995-1998 in Port Said, Egypt. Mike served for several years on the Water/Wastewater, Educational and Conference Committees with DBIA, and exclusively works on Design Build and CMAR projects.

    Dan String, P.E.

    Senior Project Manager

    KCI Technologies, Inc.

    Mr. String’s experience includes facility evaluation and planning, hydraulic analysis, water distribution and transmission, wastewater collection and conveyance, pump station design, water treatment and wastewater treatment design. Mr. String is also a Class C Designer in the State of Delaware and a Past President of the Delaware Onsite Wastewater Recycling Association. Mr. String currently serves as a Practice Leader and Office Manager for KCI’s Dover, Delaware office.

    Phil Muzik, P.E.

    Chief, Engineering & Construction Division

    Cecil County Department of Public Works

    Mr. Muzik manages the development, design and construction phases of capital projects to include Wastewater, Facilities, Solid Waste transportation and Parks and Recreation. Mr. Muzik has been with Cecil County for 17 years and has managed 22 bridge replacement projects. His previous career includes working as a consultant design manager of a variety of municipal projects to include wastewater, water, and Roads projects, and prior to that served his country as an Army Engineer.

  • Contains 3 Component(s), Includes Credits

    CONTENT EXPIRES: December 31, 2023 Design-build is gaining traction and becoming an increasingly popular delivery method for water infrastructure projects. Whereas the design-build advantages historically focused on greenfield projects, this delivery method can also be extremely beneficial for retrofits of existing facilities. This presentation will explore the merits of design-build for water treatment plants and will highlight two Indiana American Water treatment plant projects, one retrofit and one greenfield, that demonstrate the advantages of the delivery method and highlight customized approaches to meet the owner and project needs. Objectives: 1. Demonstrate the advantages of design-build for greenfield projects and less conventional retrofit projects. 2. Compare the design-build benefits for greenfield and retrofit projects. 3. Explore the challenges with retrofit projects and how a design build team can work through the challenges collaboratively. 4. Assess complications for project closeout amidst COIVD.

    CONTENT EXPIRES: December 31, 2023

    Design-build is gaining traction and becoming an increasingly popular delivery method for water infrastructure projects. Whereas the design-build advantages historically focused on greenfield projects, this delivery method can also be extremely beneficial for retrofits of existing facilities. This presentation will explore the merits of design-build for water treatment plants and will highlight two Indiana American Water treatment plant projects, one retrofit and one greenfield, that demonstrate the advantages of the delivery method and highlight customized approaches to meet the owner and project needs.

    Objectives:

    1. Demonstrate the advantages of design-build for greenfield projects and less conventional retrofit projects. 

    2. Compare the design-build benefits for greenfield and retrofit projects. 

    3. Explore the challenges with retrofit projects and how a design build team can work through the challenges collaboratively. 

    4. Assess complications for project closeout amidst COIVD.

    Timothy Glessner, P.E., DBIA

    Principal Project Engineer

    Gannett Fleming

    Mr. Glessner is a Principal Project Engineer and technical lead of the Water Design Group in Gannett Fleming's home office in Camp Hill, PA.  Tim has over 30 years experience in design and construction of water treatment plants using a wide variety of processes including high rate clarification, membrane filtration, and UV.  Mr. Glessner has worked on projects using both conventional and alternative delivery methods.

    Roy Francis

    Senior Project Engineer

    Indiana-American Water Company

    Roy is a Senior Project Engineer with Indiana American Water. He has been responsible for managing capital projects of differing variety, including wells, pump stations, water storage tanks, treatment facility improvements, and new treatment facility construction. He has completed five major projects using progressive design-build.

    Trisha Graves, P.E.

    Project Engineer

    Gannett Fleming

    Trisha Graves is a Project Engineer with Gannett Fleming. She has 11 years experience in the water/wastewater industry, principally focused on the design of water treatment plants. Over the past several years, she has served as Project Manager and/or Lead Civil/Process Designer on design-build water treatment plant projects. She has a Bachelor’s degree from Pennsylvania State University and a Master’s degree from Villanova University and is a professional engineer in the State of Pennsylvania.

  • Contains 3 Component(s), Includes Credits

    CONTENT EXPIRES: December 31, 2023 Throughout the process of applying for Water Infrastructure Financing and Innovation Act (WIFIA) funding, onboarding, and collaborating with your contractor-partner can play a key role in developing the LOI, applying for funding, and complying with the requirements of federally funded projects during construction. Project readiness, cost estimating, project scheduling, and risk evaluations reduce financing risk and improve WIFIA scoring – and a contractor-partner onboarded early in the design process may be the golden ticket. This presentation discusses the beneficial characteristics of collaborative delivery when applying for WIFIA funding. Objectives: 1. Understand the fundamentals of the WIFIA funding process. 2. Analyze project schedules against WIFIA application schedules to determine the best time to bring on team members. 3. Understand how preconstruction services can bring value to the WIFIA LOI and application process. 4. Determine the most applicable project delivery method to meet the WIFIA requirement of beginning the contracting process with a GC within 90 days of the application approval for your project.

    CONTENT EXPIRES: December 31, 2023

    Throughout the process of applying for Water Infrastructure Financing and Innovation Act (WIFIA) funding, onboarding, and collaborating with your contractor-partner can play a key role in developing the LOI, applying for funding, and complying with the requirements of federally funded projects during construction. Project readiness, cost estimating, project scheduling, and risk evaluations reduce financing risk and improve WIFIA scoring – and a contractor-partner onboarded early in the design process may be the golden ticket. This presentation discusses the beneficial characteristics of collaborative delivery when applying for WIFIA funding.

    Objectives:

    1. Understand the fundamentals of the WIFIA funding process. 

    2. Analyze project schedules against WIFIA application schedules to determine the best time to bring on team members. 

    3. Understand how preconstruction services can bring value to the WIFIA LOI and application process. 

    4. Determine the most applicable project delivery method to meet the WIFIA requirement of beginning the contracting process with a GC within 90 days of the application approval for your project.

    Michaela Rempkowski, DBIA

    Integrated Design Manager

    McCarthy Building Companies, Inc.

    Michaela is a licensed professional chemical engineer and an integrated design manager McCarthy Building Companies. She has served municipal water and wastewater clients for over seven years as a designer and has spent the last year helping build the infrastructure. Michaela built her design and construction career under alternative delivery methods and is a certified design-build professional.

    Steven Jarvis

    Preconstruction Director

    McCarthy Building Companies, Inc.

    Steven Jarvis is a Director of Preconstruction for McCarthy Building Companies. He has a Bachelors of Science in Construction Management and spent the first 9 years of his career in the field building some of McCarthy's most complex water projects. The last 4 years he has spent in the a preconstruction role where he leads collaborative delivery teams to success with his ability to find solutions to difficult budget and schedule issues.

    Dan-Tam Nguyen

    Environmental Engineer- Office of Wastewater Management

    U.S. Environmental Protection Agency- WIFIA Management Division

    Dan-Tam Nguyen joined WIFIA in 2018, where she concentrates on technical and federal requirements reviews of water/wastewater projects receiving federal funding through the program. Prior to joining the Agency, she supported EPA for over 12 years as a consultant conducting industry studies, chemical and technology reviews, regulations development and enforcement activities. Dan-Tam received a M.S. in Civil Engineering from Virginia Tech and a B.S. in Chemical Engineering from the University of Texas at Austin.

  • Contains 3 Component(s), Includes Credits

    CONTENT EXPIRES: December 31, 2023 The Colsman Tunnel is a 7600-foot long hard-rock sewage conveyance tunnel operated by the Southgate Sanitation District. The tunnel was constructed in 1977 using hand-tunneling and road header methods and conveys 100 percent of the District’s flows with no backup or bypass. Previous assessments and suggested rehabilitation approaches had done little to reduce the District’s concerns for this single-point-of-failure facility. Southgate turned to a Design-Build delivery approach in hopes of creating a collaborative environment capable of producing a cost-effective solution to mitigate the greatest risk in their system. Objectives: 1. Implementing Design-Build when the project scope is uncertain 2. Creating a collaborative environment that encourages innovation while maintaining project momentum 3. Engaging specialty trades appropriately during project development 4. Evaluating alternative approaches during critical construction difficulties

    CONTENT EXPIRES: December 31, 2023

    The Colsman Tunnel is a 7600-foot long hard-rock sewage conveyance tunnel operated by the Southgate Sanitation District. The tunnel was constructed in 1977 using hand-tunneling and road header methods and conveys 100 percent of the District’s flows with no backup or bypass. Previous assessments and suggested rehabilitation approaches had done little to reduce the District’s concerns for this single-point-of-failure facility. Southgate turned to a Design-Build delivery approach in hopes of creating a collaborative environment capable of producing a cost-effective solution to mitigate the greatest risk in their system.

    Objectives:

    1. Implementing Design-Build when the project scope is uncertain 

    2. Creating a collaborative environment that encourages innovation while maintaining project momentum 

    3. Engaging specialty trades appropriately during project development 

    4. Evaluating alternative approaches during critical construction difficulties

    Mike Hale

    Project Manager

    Garney Construction

    Mike started in the construction industry in 2002 gaining experience in renovating wastewater treatment plants. He has held several positions in the industry, including Mechanical Laborer, Estimator, Superintendent, and now Project Manager. Mike graduated from Colorado State University with a degree in Construction Management. In his four years at Garney, he has built several collaborative delivery projects, including progressive design-build and CMAR projects along the Front Range.

    Randy Parks, PE

    Project Manager

    Dewberry

    Randy has 40+ years of experience with technical expertise in civil and structural design for water and wastewater projects. He is a specialist in welded steel, prestressed and pretensioned concrete cylinder, and reinforced concrete pipelines. Randy graduated from Colorado State University with a Bachelor's degree in Civil Engineering and holds a Master's degree in Civil/Structural Engineering from Cal Poly. He has complete numerous water and wastewater projects along the Front Range and in Arizona.

  • Contains 3 Component(s), Includes Credits

    CONTENT EXPIRES: December 31, 2023 Stantec and Aecon Water Infrastructure are delivering the Comox Water Treatment Project using a Fixed Price Design Build contract. Major facilities include a new intake tunnel and marine pipeline, a raw water pump station, a 20 mgd (expandable to 32 mgd) direct filtration plant, clearwell reservoir, and raw water and treated water conveyance pipelines. The project is scheduled to complete by May 2021 within 22 months after project award and through a global pandemic. An integrated Stantec / Aecon team, with support from the owner Comox Valley Regional District, is the key driver to make this extreme schedule a reality. Objectives: 1. An experienced and dynamic design-build team, with proactive engagement of the owner team; 2. Fast track design to accommodate an aggressive schedule with a 6 month design period through 4 major milestones design submission reviews; 3. Use of virtual reality (VR) 3D design tools to facilitate owner and contractor input through various design phases; 4. Safety and communication during the COVID-19 Pandemic.

    CONTENT EXPIRES: December 31, 2023

    Stantec and Aecon Water Infrastructure are delivering the Comox Water Treatment Project using a Fixed Price Design Build contract. Major facilities include a new intake tunnel and marine pipeline, a raw water pump station, a 20 mgd (expandable to 32 mgd) direct filtration plant, clearwell reservoir, and raw water and treated water conveyance pipelines. The project is scheduled to complete by May 2021 within 22 months after project award and through a global pandemic. An integrated Stantec / Aecon team, with support from the owner Comox Valley Regional District, is the key driver to make this extreme schedule a reality.

    Objectives:

    1. An experienced and dynamic design-build team, with proactive engagement of the owner team; 

    2. Fast track design to accommodate an aggressive schedule with a 6 month design period through 4  major milestones design submission reviews; 

    3. Use of virtual reality (VR) 3D design tools to facilitate owner and contractor input through various design phases; 

    4. Safety and communication during the COVID-19 Pandemic.

    Michael Watson, PE, DBIA

    Senior Vice President

    Stantec Consulting

    Mike has 32 years of experience and is the director of alternative project delivery for Stantec. He draws on the global resources and talents of the company to create high-performing design teams who partner with contractors to successfully deliver design-build water, wastewater, and advanced treatment; and conveyance projects across North America.  Mike is a professional engineer and certified DBIA professional.  Mike is currently serving as the President of the Water Design Build Council.

    Reno Fiorante, PE

    Senior Vice President, Water

    Stantec Consulting

    Reno Fiorante is a Senior Vice President Stantec’s Water Business Unit. He drives the quality and efficient delivery of our services across North America. With over 35 years of experience, Reno specializes in the development and management of major infrastructure projects, including some of the largest facilities in the world. In recent years, he has specialized in alternative project delivery (P3, progressive design-build, fixed price design build, and CM@Risk).

    Miles Yi, Ph.D., P.E

    Principal

    Stantec Consulting

    Dr. Miles Yi is a Principal in Stantec’s Water Business Unit. He has over 20 years of experience in design, project management, and delivery including a number of high profile APD projects, such as the Capital Region District Core Area Wastewater Treatment Program in Victoria BC (DB, DBF, P3/DBFOM), Permanent Canal Closures and Pumps Project in New Orleans Louisiana (DB), Regina WWTP Upgrade in Saskatchewan (P3/DBFOM), and Comox WTP in Comox BC (DB).

  • Contains 3 Component(s), Includes Credits

    CONTENT EXPIRES: December 31, 2023 The technical complexity of water projects speaks directly to the value that Building Information Modeling (BIM) and technology brings to project teams. The success of design-build depends on the ability of the project team to effectively communicate and collaborate. BIM strengthens the links in the design-build chain, and new BIM technologies and ideas are being developed daily. This session will help place you on the leading edge of using BIM for optimal project success.

    CONTENT EXPIRES: December 31, 2023

    The technical complexity of water projects speaks directly to the value that Building Information Modeling (BIM) and technology brings to project teams. The success of design-build depends on the ability of the project team to effectively communicate and collaborate. BIM strengthens the links in the design-build chain, and new BIM technologies and ideas are being developed daily. This session will help place you on the leading edge of using BIM for optimal project success.

    Will Ikerd, PhD, P.E.

    Principal, Chair, Realty Capture Taskforce, BIMForum

    IKERD Consulting, LLC

    Mr. Will Ikerd, P.E. (TX) is principal at IKERD, a firm that specializes in consulting for attorneys, owners, architects, engineers, general contractors, and trade contractors. 

    The firm focuses in the areas of engineering, Virtual Design and Construction (VDC) and Building Information Modeling (BIM). He serves as an expert consultant in design and construction litigation cases involving BIM and VDC processes. 

    Mr. Ikerd is on the board of directors of the BIMForum and has served on Level Of Development (LOD) Specification since its inception. He is noted as the originally authored the LOD 350 definition in 2009 that as ratified in the 2013 specification. Additionally, he chairs the BIMForum BIM Execution Plans (BxP) taskforce and Reality Capture Taskforce.

  • Contains 3 Component(s), Includes Credits

    CONTENT EXPIRES: December 31, 2023 Many people are diving into a deeper understanding of diversity because there is a huge need facilitated by our ongoing workforce development issues and social pressures to implement some sort of strategy. That is the likely reason that most of these initiatives fail or come up short with tangible results. In fact, sometimes there is a backlash, and the initiative does more harm than good. This session explores best practices for advancing diversity, inclusion, and equity, not from anecdotal evidence, but from empirical research. We will cover the best practice results and practical ways to implement them. Objectives: 1. Explore common approaches to D&I training and why their efficacy is limited. 2. Examine research-based results of various D&I initiatives. 3. Compare and explore what works and what doesn't with regard to D&I training. 4. Explore and implement practical, next steps for your D&I Initiative.

    CONTENT EXPIRES: December 31, 2023

    Many people are diving into a deeper understanding of diversity because there is a huge need facilitated by our ongoing workforce development issues and social pressures to implement some sort of strategy. That is the likely reason that most of these initiatives fail or come up short with tangible results. In fact, sometimes there is a backlash, and the initiative does more harm than good. This session explores best practices for advancing diversity, inclusion, and equity, not from anecdotal evidence, but from empirical research. We will cover the best practice results and practical ways to implement them.

    Objectives:

    1. Explore common approaches to D&I training and why their efficacy is limited. 

    2. Examine research-based results of various D&I initiatives. 

    3. Compare and explore what works and what doesn't with regard to D&I training. 

    4. Explore and implement practical, next steps for your D&I Initiative.

    Brent Darnell

    Owner and President

    Brent Darnell International

    Brent graduated from college earning his Bachelor's in Mechanical Engineering from the Georgia Institute of Technology in 1981 and began his construction career. He was an MEP Coordinator and Senior Project Manager on complicated projects like the Brook Army Medical Center and housing for the 1996 Summer Olympic Village. His passion is to transform the industry into one that is more collaborative, more relationship-driven, and more fun.

    Catina Anderson

    Chief Estimator

    National Custom Corporate Services, Inc.

    Catina Anderson has experience in the construction industry which include: 12 years of commercial/healthcare/development, 2 years as an Assistant Project Manager in Construction Development, 5 years in the field as a Project/Field Engineer in Commercial/Healthcare, and 5 years of experience in mechanical/commercial/healthcare construction estimating. Her projects include: Higher Education/Elementary School/High Schools, Hospitality/Tenant Office Buildouts/Retail, Multifamily/Single Family/Condominiums Healthcare/ Senior Care, and Ground -Up Construction with experience working on multi-million-dollar projects.

  • Contains 3 Component(s), Includes Credits

    CONTENT EXPIRES: December 31, 2023 Progressive design-build represents a larger risk shift to the design-builder than other delivery methods. Owners should keep in mind that the goal is to build the project, not shift the maximum amount of risk. This presentation will discuss a framework for Owners to determine how much risk to shift to the design-builder, so design-builder does not feel the need to hide contingency in work items, resulting in a higher price. The presentation is based on my lessons learned as an attorney and project counsel. Risk shifting is not a one size fits all, even in the same project. Objectives: 1. Clarify the risk shift progressive design-build projects represents from the Design-Builder's perspective. 2. Analyze the appropriateness of risk-shifting contractual terms at the SOQ, RFP, Phase 1, and Phase 2 project stages. 3. Discuss how design-builders approach contingency in progressive design-build projects in the presence of risk shifting contract terms. 4. Develop a framework to determine how and when to shift risk in a progressive design-build contract to minimize needless cost increases.

    CONTENT EXPIRES: December 31, 2023

    Progressive design-build represents a larger risk shift to the design-builder than other delivery methods. Owners should keep in mind that the goal is to build the project, not shift the maximum amount of risk. This presentation will discuss a framework for Owners to determine how much risk to shift to the design-builder, so design-builder does not feel the need to hide contingency in work items, resulting in a higher price. The presentation is based on my lessons learned as an attorney and project counsel. Risk shifting is not a one size fits all, even in the same project.

    Objectives:

    1. Clarify the risk shift progressive design-build projects represents from the Design-Builder's perspective. 

    2. Analyze the appropriateness of risk-shifting contractual terms at the SOQ, RFP, Phase 1, and Phase 2 project stages. 

    3. Discuss how design-builders approach contingency in progressive design-build projects in the presence of risk shifting contract terms. 

    4. Develop a framework to determine how and when to shift risk in a progressive design-build contract to minimize needless cost increases.

    Sean Dowsing, J.D., DBIA

    Attorney

    Manning & Kass, Ellrod, Ramirez, Trester

    Sean Dowsing is an attorney and DBIA professional specializing in the legal aspects of design-build projects. His practice includes representing design-builders on public and private design-build projects.

    Michael Carson, JD

    Director Surety Claims

    Nationwide Mutual Insurance Company

    Michael is a licensed attorney who handles a wide array of contract and commercial surety matters and oversees construction projects, litigation and indemnity matters throughout America. Michael has extensive experience in drafting and reviewing construction contracts, and indemnity agreements. Michael’s experience includes working as counsel at insurance companies as well as serving as general counsel for a construction company. Michael earned his B.B.A. from Emory University and his J.D. from Dickinson School of Law.