1. Kurt Krause

2. Topics of Discussion 1.Project Delivery Method Definition 2.Brief History 3.Alternative Project Delivery Trends 4.Key Drivers of APDM 5.Risk 6.APDM Decision and Selection Criteria 7.Types of APDM 8.CMAR 9.JOC 10.Design-Build Alternative Project Delivery Methods

3. Project Delivery Method: Definition “The comprehensive process of assigning the contractual responsibilities for designing and constructing a project from concept to occupancy. A delivery method identifies the primary parties taking contractual responsibility for the performance of the work.”

4. Ancient History Set the Ground Work for APDM

5. Project Delivery Historical Perspective Code of Hammurabi Design-Build 1800 B.C. Classical Greece Design-Build Middle Ages Cathedrals Design-Build Renaissance Emergence of Design-Bid Build Private Sector Re-emergence of Design-Build Public Sector Re-emergence of Design-Build Emergence of CMAR & JOC Most States Have APDM Legislation 1200 A.D. 1450 1960s 1980s 1990s 2000+ 450 B.C. **APDM Becomes Law in Arizona – August 15, 2000**

6. Project Delivery Method Trends

7. Key Drivers of Alternative Project Delivery Methods Schedule/Speed Risk Assessment/Assignment Improved Communication & Collaboration Increased Efficiencies Improved Productivity Cost Control (Does not always mean lowest price) Improved Quality Design Input from Contractors

8. Spearin Doctrine and the Traditional Project Delivery System The Spearin Doctrine is premised on the concept that the owner impliedly warrants to the contractor that the construction would be adequate if the contractor follows the plans and specifications that are provided to the contractor by the owner. Does this cover Alternative Delivery Methods? Some courts have ruled that it does not, representing a complete shift in responsibility from the owner to the contractor. More Responsibility = More Risk.

9. Who is at Risk? Contractors Client/Owners DBBCMARJOC RISK *Key is to Balance Risk by assigning to those best suited to managing it. DB

10. Making the APDM Decision An owner faced with choosing a project delivery method should consider several factors in making the decision, including: Project size Type of project Legislative and regulatory requirements Tolerance for risk Schedule Local market knowledge Desired level of involvement Owner’s resources and capabilities (know your organization)

11. Why is Quality Based Selection Important? Use of sophisticated technology in construction is rapidly increasing Construction is becoming highly specialized Innovative solutions are needed Budget Control Find right team for the Project

12. Typical QBS Selection Criteria Contractor’s qualification and past performance (including references) Qualifications of key personnel Financial Status Safety Record Quality assurance program or quality management plan Project management methods Information technology systems

13. Types of Alternative Delivery Methods

14. Types of Alternative Project Delivery Methods Construction Management At Risk (CMAR) Job Order Contracting (IDIQ, MATOC, SATOC, JOC) Design-Build (DB) Design-Build-Finance Design-Build-Operate Public-Private Partnerships (P3) Integrated Project Delivery (IPD) CM Multi-Prime Design Assist

15. Most Commonly Used Alternative Project Delivery Methods in AZ Construction Management At Risk (CMAR) Job Order Contracting (JOC) Design-Build (DB)

16. Project Delivery Selection Processes

17. Construction Manager at Risk

18. Construction Management-at-Risk (Contractor) is hired before the design phase is completed (usually around 30% design), and works with the separately hired design firm to provide constructive solutions that may be more cost effective, provide a better delivery schedule, and provide for the best long-term maintenance and operability of the facility. The Construction Management-at-Risk also provides cost- estimating that matches the design and construction to the project budget

19. Construction Manager at Risk Flow Chart

20. CMAR Contract The CM @ Risk Contract Part 1: – Consulting agreement to perform the specified preconstruction services The CM @ Risk Contract Part 2: – General construction contract – Plans and specs

21. CMAR Pre-Con Services Estimates Preliminary Schedule Constructability Review Bid package strategy Bidding sub-trades General Requirements

22. Transition from Pre-Con Services to Construction If the sum of the general contractor’s GMP is within the budget and the project is scheduled to complete within the Contract Time, then….. The construction “option” in the agreement is exercised.

23. CMAR Considerations BenefitsSuccess Elements Team approach from the start Increased owner Control Value Engineering “Open Book” financial approach Fewer claims / Litigation Improved Collaboration Shorter project schedules Improved construction quality Phased construction option Improved service response to owner Unique to CMAR: Change management by owner advocate Strong Check & Balance Continuous budget control Quality/cost tradeoffs are within owner control Owners must be comfortable with "at risk“ contracts Owners must embrace a partnering relationship with the contractors Owners must have a strong basis of the project estimate Owners become involved with contractors during design phase The roles of the CMAR & A/E in pre- construction need to be clearly defined GMP factors that must be considered: - Timing of GMP - Contingency level - Avoid confusion of design vs. construction responsibility

24. Job Order Contracting

25. "(A) competitively bid, firm fixed price, indefinite quantity contract for the performance of minor construction,... (or) the renovation, alteration, painting, and repair of existing public facilities.. A JOC is generally a multi-year contract including a base year and multiple option years and is bid and awarded prior to the identification of any specific projects to be performed. Thus, a typical JOC involves a variety of tasks such as the remodeling, renovation, and repair, including roofing, electrical, plumbing, and painting, of all a public agency's buildings or facilities for a period of years.“ Job Order Contracting offers public owners an efficient way to outsource these types of projects that include work of a recurring nature, with indefinite delivery times, types and quantities of work

26. Job Order Contracting Flow Chart

27. Why Use Job Order Contracting? Saves Time - JOC enables Owners to initiate and complete routine construction projects quickly by eliminating the time to bid each project Decreases project duration and cost Potential to Increase Quality QBS Selection Process JOC Contractor/Owner relationship developed Better use of Owner resources in procuring services

28. JOC Procurement Process – One or Two Step 1 Step Selection Request for Qualifications (RFQ) Evaluate SOQ’s Score and Rank Recommend Award If you conduct interviews….. From SOQ’s compile Short List for Interviews Conduct Interviews Score and Rank Recommend Award 2 Step Selection Request for Qualifications (RFQ) Evaluate SOQ’s Score and Rank Step 2 – Request for Proposals (RFP) and Interviews Evaluate RFP’s – Best Value (Quality and Price) Conduct Interviews Score and Rank Recommend Award  In AZ, you can select at Step 1

29. Advantages Reduces Project Delivery Time Quality of work equal to or higher than traditional procurement methods Long-term relationship established between Owner and Contractor Job Orders can be issued quickly Saves time and money in procurement process Minimizes staff and resources required to procure construction services on a project by project basis Contractor can provide design services and other pre-construction services as prov ided in contract Job Order Contracting Disadvantages Not conducive to large, detailed projects Method does not accommodate work outside of original scope well Culture Shift

30. Design-Build

31. Design Build A design-build contract involves the award of a single contract for both the design and construction of a structure or public improvement. The primary advantage of awarding a project on a design-build basis is that the project will likely be completed sooner than if two separate contracts are awarded for design work and construction work, although it may not necessarily be cheaper. By combining the design and construction, the design-build contractor has greater control over the schedule, quality of the work and ultimately the efficiency of the project as conflicts between design and construction are significantly reduced

32. Design-Build Key Elements Criteria for use of DB Owner provides Preliminary Design (approx. 30%) Contractor provides final design and construction services Qualifications-based selection process Risk transferred from Owner to Contractor – Contractor is responsible for the design of the project as well as the construction.

33. Design-Build Flow Chart

34. Advantages Reduces Project Delivery Time Cost Control Any problem with design = $ Lost Profit Quick Resolution = Fewer $ Lost Design Build Disadvantages Loss of direct design control Need for early, comprehensive project definition Re-training of Staff

35. Alternative Project Delivery Methods Used Properly APDM can: Reduce Schedules Reduce Cost Overruns Reduce Design Errors & Omissions Reduce RFI’s Reduce Change orders Reduce Warranty Problems Reduce Claims & Litigation Can be a lot more Fun!!!!

36. Conclusion APDM’s are alternatives to traditional Design-Bid-Build. They add to the tool box to help improve the success of project implementation, but are not a guarantee. With the right pre-project planning, the right team, the right selection process, APDM should provide a better chance of project success!!

37. Questions?