Conference Agenda

Session 06A: Construction /Alternative Delivery
Monday, 09/Sep/2019:
9:45am - 12:00pm

Session Chair: Michael Humm, Kennedy Jenks;
Location: E145

9:45am - 10:30am

A Panel Discussion Overcoming Design & Construction Gaps through Various Delivery Methods

Michael James1, Angie Estey1, Les Rubstello2, Floyd Bayless3, Tom Giese4, Del Dominguez5

1Trane Company; 2City of Lynnwood; 3Kitsap County; 4BHC Consultants; 5General Mechanical; , , , , ,

Attendees will gain real-world insight into how alternative delivery works, when to consider alternative delivery for upcoming projects, keys to make alternative delivery successful, and what to look for when building a project team.

A panel that includes the City of Lynnwood, Kitsap County, Trane, BHC Consultants, and General Mechanical will discuss how gaps between design and construction were identified and overcome for several recent projects and delivery methods. Everyone on the panel has experience with traditional and alternative delivery projects and will compare and contrast the strengths and weaknesses with both approaches. The City of Lynnwood has recently completed projects via traditional design bid build, and design build at their wastewater treatment plant. Kitsap County has recently completed design bid build, GCCM, and Design Build projects. The discussion will start with panel members sharing their personal experiences with questions encouraged from the audience. A moderator will prompt the panel with questions as necessary.

Discussion topics may include:

  • How input from contractors and owners could improve design
  • How alternative design delivery process deliver projects faster
  • How design build general contractors encourage and facilitate collaboration amongst all team members
  • How contractors and owners can best communicate design input to design engineers
  • How do design review meetings help facilitate the different view between engineering on paper vs. constructability
  • Increasing effectiveness of design review meetings
    • How the design process help engineers incorporate multiple perspectives on constructability, safety and functionality
    • Joint development and design between contactors, owners and engineers
    • How alternative delivery help owners identify the best value solution
    • How a project team, through alternative delivery, identify and manage risk to control costs and reduce change orders

10:30am - 11:15am

Maximizing ROI in Public Contracts with Progressive Design Build

Shawn Spargo1, Wil Anderson2

1Kennedy Jenks Consultants, United States of America; 2Mortenson Construction, United States of America; ,

In 2015, the City of The Dalles (City) began a comprehensive upgrade to its wastewater treatment plant. Construction was completed in 2018 and included rehabilitation of the influent pump station with increased firm capacity of 13.2 MGD, new headworks, with multi-rake bar screens, and a new grit chamber and bypass channel. Solids improvements included a 254,000-gallon anaerobic digester with new flare and gas safety equipment. The project also included an innovative diversion of solids directly to the digester for gas production using Advanced Primary Treatment.

The City selected the Progressive Design-Build (PDB) delivery method for the project and chose the design-build team of Kennedy/Jenks and Mortenson Construction. The City collaborated closely with this team to achieve the project objectives and arrive at a guaranteed maximum price that fit the City’s budget. The PDB delivery approach facilitated a collaborative exploration and development of project enhancements, which resulted in changes to the City’s plans for upgrading the plant. As a result, the City was able to delay a costly secondary improvements project, and the team achieved the City’s goals in a reduced time frame and at a total cost less than the planning level estimate. The success of the PDB process allowed future phases of work to be added to the project by amendment. However, this process wasn’t without lessons learned for the owner, contractor and engineer. We will discuss the design process, contracting arrangements, procurement methods, interactions with regulatory agencies, construction administration, quality control, equipment startup and warranty implementation for the contract methodology that is PDB.

11:15am - 12:00pm

True Project Partners: Progressive Design Build Delivers on Highly Compressed Schedules

Niall Boggs1, Paul MacClanahan2, Eric Klann3

1Parametrix; 2TaylorNW; 3City of Prineville; ,

Over the past 8 years, several major new data centers have reshaped the economy of the small Central Oregon city of Prineville, adding high-paying jobs. However, they have also pushed existing water and sewer systems to near capacity. In late 2017, the City knew it had to provide 33,000 LF of additional water, sewer, brine, and reuse mains through steep rocky terrain, which included a 400-foot vertical drop – all before the next data center was completed in October 2018. A crucial portion of the project needed to cross an irrigation canal and adjacent ODOT highway prior to the start of the April 2018 irrigation season. A new potable water pump station also needed to be completed prior to the summer of 2019.

Realizing that delivering this project through a traditional design-bid-build method would prove impossible, the City selected a contractor-designer team for a progressive design-build delivery process. This decision created a true partnership between the owner, design, and construction teams.

To quickly develop the best solutions, the design and construction team began work immediately. To ensure on-time delivery, they:

  • Identified a constructible route over rocky terrain with a large vertical drop.
  • Selected the appropriately rated pipe for the steep grade to address potential vacuum or pipe collapse.
  • Developed an early design/construction package for the four parallel pipelines, ensuring water delivery in April 2018.

This first-ever public-agency-led progressive design-build process in Central Oregon proved that with the right team and delivery method, a near-impossible task becomes possible. The results speak for themselves:

  • The team completed 30% design in 2 months.
  • The expanded sewer service was operational in September 2018 – a month ahead of schedule and only months after the team began work.