Miller, Ben

Ben Miller is a graduate of the University of Colorado with an undergraduate degree in environmental engineering and a masters degree in civil...

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About Miller, Ben

Ben Miller is a graduate of the University of Colorado with an undergraduate degree in environmental engineering and a masters degree in civil engineering. However, hour-wise, he should have received enough credit to have a PhD in fly fishing. Ben has spent 11 years as a consulting engineer in water and wastewater having worked on a wide range of facilities ranging is capacities from 1 MGD to 540 MGD. He has held leadership roles on twelve construction manager at risk and progressive design-build projects in the last five years and is passionate about the advantages provided by collaborative delivery mechanisms. Ben holds certification as a design-build professional through the Design Build Institue of America (DBIA).

Miller, Ben

Titles from this speaker

Size Doesn't Matter - Successful Alternative Delivery for Small Utilities

Abstract

Introduction Alternative delivery methods in the water and wastewater market are proven to provide owners with value added and risk reducing approaches for executing capital projects. These delivery approaches are often associated with large utilities completing projects with hefty budgets. However, the same approaches can have equal, if not greater, advantages to small utilities providing resources for limited staff, minimizing design changes, and saving time and money. Objectives The primary objective of this case study is to investigate the benefits and challenges of alternative delivery implementation at two small wastewater utilities. The City of Fruita, Colorado (Fruita) conducted two construction manager at risk (CMAR) projects on their wastewater system in 2023 for a total construction budget of approximately $3.0M. The City of Laramie, Wyoming (Laramie) is currently conducting their first CMAR project for their wastewater utility. Both utilities struggle with similar issues complimentary of the CMAR approach: 1) Technically understaffed for wastewater capital project execution 2) Budgetary victims of ever climbing cost of work, 3) Location and project size limit contractor interest in open bid opportunities Status Fruita took a unique approach to alternative delivery. Located approximately four hours from any major metropolitan area, Fruita found it difficult to entice contractors to pursue projects delivered with a traditional design bid build (DBB) method. As such, Fruita selects an on-call CMAR firm every five years and issues work packages with negotiated guaranteed maximum prices (GMPs) to address their on-going capital improvements program. In 2023, Fruita conducted two CMAR work packages — replacement of their oxidation ditch aeration grids and collection system improvements to mitigate hydrogen sulfide (H2S) generation (H2S project). The on-call CMAR contractor commenced work with a pre-construction contract at, or around the 30% design level to provide value engineering, constructability review, cost estimating, and scheduling. Both projects included critical construction sequencing operations with significant cost ramifications. For example, the H2S project included significant bypass pumping associated with manhole replacement. The engineer, CMAR contractor, and Fruita collaborated early to determine exact manhole designs and construction sequence of operations to minimize bypass pumping time. The resulting construction was completed approximately 25% ahead of schedule and under the GMP. Cumulatively, Fruita was returned approximate $400k in deductive change orders from the CMAR contractor from the $3M GMPs. Laramie has traditionally delivered their capital projects in a DBB method — selecting the low price bidder without direct attention to qualifications. Like Fruita, Laramie is understaffed and has budgetary restrictions. Low bid DBB projects were found to be taxing the already overstretch engineering staff to their limits on ability to deliver projects on time and under budget. Laramie's first CMAR project is the West Laramie Main Lift Station Replacement with construction anticipated to begin in the summer of 2024. Originally budgeted for a mere $2.0M, Laramie realized the breadth of their project goals could not be accomplished with their budget. As such, the engineer, selected CMAR, and Laramie began the value engineering process early in the design phase to find options to meet Laramie's goals within an attainable budget. This started with a 'wants, needs, and must haves' workshop identifying scope elements to be included in the project. Considerations on phasing, alternate materials of construction, and facility location adjustments led the team to lock in on an overall design meeting Laramie's goals and budgetary restrictions. Findings and Significance Several key takeaways will be discussed for session attendees. 1) Partnerships between contractor, engineer, and owner are key. While alternative delivery is an excellent approach to delivering projects for small communities, effective working relationships are vital. A healthy balance of support and doubt between the engineer and contractor allow for best value approaches to emerge successfully. Similarly, owner trust in the design process allows for vetting of many options providing value. 2) Contractor and engineer experience in alternative delivery is vital to success of the project. Limited owner staff with limited alternative delivery experience requires more attention to the design and construction process from trusted engineering and contractor teammates. Ideally, engineer and contractor have past relationships (for CMAR delivery). 3) Begin GMP development early to mitigate late-stage design modifications. Regular cost model check-ins are helpful to make sure the project is keeping within budget. Laramie's pause and realignment happened following 30%, minimizing design changes and extra project cost.

Alternative delivery methods are proven to provide owners with value-added and risk-reducing approaches for executing capital projects. The same approaches that are successful for large utilities can have equal advantages to small utilities providing resources for limited staff, minimizing design changes, and saving time and money. This case study focuses on how several small utilities in the Rocky Mountains have successfully leveraged alternative delivery to achieve their project goals.

SpeakerMiller, Ben

Presentation time

14:00:00

14:30:00

Session time

13:30:00

15:00:00

SessionPartnerships and Collaboration: Cornerstones for Successful Collaborative Project Delivery

Session number612

Session locationRoom 350

TopicAsset Management, Intermediate Level, Small/Rural Communities and Decentralized Systems, Utility Management and Leadership, Water Reuse and Reclamation

Author(s)

Miller, Ben

Author(s)B. Miller1

Author affiliation(s)1Tetra Tech, CO

SourceProceedings of the Water Environment Federation

Document typeConference Paper

PublisherWater Environment Federation

Print publication date Oct 2024

DOI10.2175/193864718825159652

Volume / Issue

Content sourceWEFTEC

Word count11

Base text size -

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