DBIA 2016 Presentation on Progressive Design Build Aqua Marion WTP Project
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Aqua Ohio used a progressive design-build approach to design and construct new pretreatment facilities at its Marion Water Treatment Plant in just 8 months. The project addressed needs like improved redundancy and maintenance. Key factors in its success were schedule focus, owner involvement through a single point of contact, risk/cost management, and flexibility and collaboration between the owner and design-builder. The new facilities included pre-sedimentation basins, aerators, and equalization basins to provide separate treatment trains and future adaptability for the plant.
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DBIA 2016 Presentation on Progressive Design Build Aqua Marion WTP Project
- 1. © 2014 HDR, all rights reserved. Aqua Ohio’s Use of Progressive Design-Build at the Marion WTP Designing, Constructing, and Commissioning New Pretreatment Facilities in 8 Months Authors: Pete Kusky, PE, AQUA Jason Lemire, PE, Bowen Lee Tourek, PE, HDR
- 2. 01 Project Drivers & Plant Background 02 Delivery Approach & Design 03 Project Execution & Construction 04 Start Up 05 Moving the Marion WTP Forward & Conclusion Agenda
- 3. Project Drivers & Plant Background
- 4. Aquired American Water’s Ohio operations in 2012 Over 150,000 customers served in 19 counties AQUA Ohio
- 5. Dual source water types Conventional lime – soda softening plant 6.8 MGD average demand 10.2 MGD capacity Marion Water Treatment Plant
- 6. Improve redundancy Improve maintenance operations Age/condition Risk based comparison Project Drivers
- 7. Existing Water Treatment Plant Label Building A Raw Water Basins B Aerator C Little Scioto Intake D Low Service Pump Buildings E High Service Pump Station F Filter and Clearwell Building G Mixing Tanks H Clarifier Tank I Settling Tank J Recarbonation Tank
- 9. Schedule, schedule, schedule! Owner involvement Single path of communication Design-builder provides majority of trade resources Why Progressive Design-Build for AQUA? Equipment Suppliers Trade Subcontractors Owner Design-Builder Contract Communication
- 10. Delivery Approach & Design
- 11. Proven relationships Familiarity with AQUA Design-Build Experience
- 12. Source: Construction Industry Institute (CII)/Penn State Research comparison of 351 projects of varying sectors, ranging from 5K to 2.5M square feet in size Design-Build Versus the Rest Metric D-B vs D-B-B D-B vs. CMAR Unit Cost 6.1% lower 4.5% lower Construction Speed 12% faster 7% faster Delivery Speed 33.5% faster 23.5% faster Cost Growth 5.2% less 12.6% less Schedule Growth 11.4% less 2.2% less
- 13. Truly separate treatment trains Replace only what is necessary Future adaptability Planning Considerations
- 14. Conversion to conventional sedimentation Provisions for sludge handling Hydraulic profile for future plant Future Adaptability
- 15. Basis of Design Highlights Design Parameters Pre-sedimentation basins Quantity 2 Dimensions 24’ W x 80’ L x 16’ SWD Aerators Quantity 2 Loading Rate 5 gpm/sf Equalization basins Quantity 2 Dimensions 24’ W x 108’ L x 15’ SWD
- 16. Information exchange 3D design OEPA engagement Design Implementation
- 17. Project Challenge Bowen-HDR Solution Extended duration or repeated reviews impacts delivery schedule Facilitate review process through early and frequent communication and conducting a design brief with the OEPA The plan review process results in unforeseen changes to project Clearly communicate the design criteria and basis of design to obtain concurrence from the OEPA at an early stage ‘Over driving the headlights’-submitting detailed information before the base concept has been discussed with OEPA for general concurrence puts the project at risk for rework and schedule impact Conduct a facilitated review process – a series of discussions and meetings to present the design information Overcoming Permitting Challenges Associated with Integrated Delivery
- 18. Lock in on critical items Stage delivery of disciplines Early action on critical path Transition from Design to Procurement
- 19. Accelerated development of deliverables Design Milestones RFP 9/24/15 B.O.D. Finalized 11/20/15 30% Design & OEPA Submittal 12/18/15 60% Design & GMP 1/27/16 Building Department Submittal 2/3/16 IFC Set 1 (Civil & Structural) 2/12/16 Basin slab, rebar, mix design shop drawings approved 2/25/16 Start-Up 8/3/16 Groundbreaking, IFC Set 2 (Process & Electrical 2/26/16
- 20. Little Scioto Pump 11 - Before Little Scioto Pump 11 - After
- 21. Aerator - Before Aerator - After
- 22. Pre-Sedimentation - Before Pre-Sedimentation - After
- 25. Quick decisions are essential on design build delivery if the schedule is to be maintained Design-Build is a continuous process Project Pacing
- 26. Access o Site layout o Construction traffic o Communication Construction Challenges
- 27. Low Service Pump Station o Constrained work area o Existing valves o Planning approach Construction Challenges
- 28. Low Service Pump Station - Outcome Construction Challenges
- 29. Start Up
- 30. Define the Process Challenges o Piping Tie-Ins o Instrumentation o Chemical Feed Resolution o Collaboration o Active Management of Issues Start Up
- 31. Moving the Marion WTP Forward & Conclusion
- 32. Future WTP conceptual planning Capitalizing on D-B team experience with Marion WTP Moving Forward
- 33. Schedule, schedule, schedule! Owner involvement/single point of responsibility Risk/cost management Flexibility and collaboration Conclusion
- 34. Special thanks to contributing team members: Pete Kusky Tom Schwing Beth Darnell Scott Ballenger Jerry Hetterscheidt Mike Soller Jason Lemire Mike Wright Brad Green Gary Moon Rich Atoulikian Lee Tourek Jim Beninati Adam Dellinger Mike Paine Patrick Eiden Questions?
Notas del editor
- Aqua America purchased American Water Works Co. (Ohio American) regulated operations in Ohio to form Aqua Ohio. Aquired Ohio American Oper
- Quick History of Marion WTP 18 groundwater wells and 2 surface water intakes (Little and Big Scioto). Blending of SW and GW done to help reach NTU goal. GW treatment more costly. Adds supply redundancy. Raw water basins (1914), high service pumping (1900’s), softening train (1927). Facility Plan Report (by Others) identified pretreatment facilities as priority 1. Future planning. Replace aging infrastructure, improve redundancy, improve maintenance
- Improve redundancy. Improve ability to remove facilities from service from maintenance. Improve maintenance. Current method of cleaning the basins is labor intensive process. Age/condition. Aging infrastructure is deteriorating and is at risk of failure. Risk based comparison. Improvements selected based on risk of failure.
- Reduce number of circles. Don’t need to show Blower Bldg. Combine label for basins.
- Overview of Pre-Treatment Facilities Note concrete condition and sediment accumulation in existing basins. Aerator in bad condition. Slat and coke aerator without coke trays. Staff have found coke in low service pumps. Basins built in 1914. Aerator built in 1950’s.
- Schedule, schedule, schedule! Aggressive schedule governed by meeting PUCO rate case deadline of June 30, 2016. New facilities needed to be operational by June 30, 2016. If case is missed, AQUA must carry those “unreimbursed” costs. Confirm with AQUA if June 30 date was rate case hearing or when new facilities needed to be operational by. Owner involvement. Not all design-build projects are “progressive”. “Progressive” means that the design-builder is selected before substantial design work is completed. Owner and the selected design-builder work together to advance the design. Design-builder provides ongoing cost estimates as the design develops, including any alternatives the Owner is considering. This approach enables the Owner to make well-informed decisions regarding the overall quality and cost of the project. Ultimately ended with Aqua selecting PDB delivery method. Their first use of it in Ohio.
- So Pete stepped though some of the facility challenges, and to meet those deadlines, it was no small feat to hit the ground running; so we used the following tools to help attack the design process and put Aqua’s vision into reality…..
- Established relationship between D-B team is critical to successful project implementation. D-B team experience with Aqua owned facilities.
- Clear advantage over other project delivery types.
- Truly separate treatment trains. Tie back to earlier “Project Drivers” slide. Primarily an issue with SW supply. SW pumped to south basin overflows weir into north basin. North raw water basin is hydraulically linked to the aerator sump where the low service pumps withdraw from. Performing maintenance on any of the raw basins meant that SW sources could not be used and that GW had to be relied upon. GW is more expensive to treat. Cleaning of basins is a labor intensive process. Replace only what is necessary. Primarily pumping. Make what they had work and replace only what was absolutely necessary, primarily pumps (pump 11, LSP rehab). No new wells, intake structures, or pump stations. Penalty to well pumps was small. Replaced assets are still planned for eventual reuse (aerator sump for DRPS, raw basins for sludge lagoons). Saves ratepayer dollars! Future adaptability. Pretreatment facility could be outfitted with lamella plates or tube settlers for conversion to sedimentation basin. Future adaptability of new pre-treatment saves ratepayers dollars. More on this on the next slide… Future plant hydraulic profile. Elevation of new facilities chosen to allow gravity flow through future treatment facilities which is currently in conceptual phase by current deign-build team. Increased elevation also reduced costs (reduced excavation, elimination of intermediate pumping), saving ratepayers dollars. Redundancy, age, maintenance
- Future adaptability. Ability of constructed facilities to be converted and/or reconfigured to fit changing needs. Minimizes “throw away” costs. Conversion of pre-sedimentation to conventional sedimentation with (lamella plates, tube settlers). Ability to adapt assets to changing regulations ultimately benefits ratepayers by minimizing “throw away” costs. Provisions for sludge handling. Ability to easily construct attached sludge pumping house. Hydraulic profile of future plant. Position pre-sedimentation facility in existing hydraulic profile to allow for potential elimination of intermediate pumping for future treatment processes (currently in conceptual phase). Future concept planning currently underway as part of AQUA’s facility auditing efforts. Balanced construction cost, pump impact, and allow for future elimination of low service pumping.
- Information exchange. FTP, SharePoint, and HDRs ProjectTracker used by all team members successfully for centralized location for document transfer and access. ProjectTracker used for quick transfer and review of shop drawings. 3D design was selected to streamline design changes (tank geometry changes) and conflict identification and resolution. Efficiency here is very beneficial to tight schedule. OEPA engagement. With fast burn project, it was critical to engage OEPA early and often to ensure that costly design revisions were avoided.
- Early communication. Convey scope and milestones. Concept briefing. Discussion with reviewers to solicit feedback on OEPA requirements. General plan submission. Submitting plans early in review process serves to ensure that project complies with applicable water quality requirements at earliest stage thereby reducing the risk of rework and schedule delay. Detailed plan submission and final approval. Self-explanatory… OEPA was knowledgeable and respectful of delivery method. Clear communication throughout all stages of project. Check our OEPA review and approval letters for potential discussion points. Team made sure that docs were as reviewable as possible for OEPA at the early stages of development, conversely OEPA recognizes that there are certain elements of design in DB delivery that inherently lag due to the way design and construction are related (construction overlaps w/design). Accordingly there are things OEPA does not require to be illustrated on initial document set such as rebar, electrical service (confirm). Boils down to communication to avoid costly re-design! Sanjay Bansal (OEPA – Division of Drinking and Ground Waters)
- Lock in on critical items. Design was flexible throughout, so locking in on material and equipment as early as possible was critical. AQUA was very helpful here. Aerators type and material. Staged delivery of design disciplines. Civil and structural came first to advance piping, concrete, and rebar work. Electrical, Instrumentation disciplines followed. Facilitated the procurement of long lead items. Early action on critical path. Rebar in particular was critical path item. With rebar design completed, quick action of project team so design completion for issuance to fabricators was prioritized. Aqua supplied seed money to kick start.
- Basis of design workshop. Collaborative discussion of proposed innovative ideas, discussion of risks, sequence of construction constraints and other critical issues. 30% design. Develop design enough to begin coordination of regulatory permit submittals. 60% design. Incorporation of regulatory feedback (OEPA, building department), and value engineering comments, and detailed information most necessary for procurement decisions. Initiate procurement of long lead items. Final design and construction. Completion of final plans and specifications (IFC set). Pretreatment not required. OEPA checklist – minimum things they need to check, team made sure that docs were as reviewable as possible for OEPA at the early stages of development, conversely OEPA recognizes that there are certain elements of design in DB delivery that inherently lag due to the way design and construction are related (construction overlaps w/design). Accordingly there are things OEPA does not require to be illustrated on initial document set such as rebar, electrical service (confirm). Zoning, flood plain, building permits also needed to be completed Add rebar shop drawing date? Check dates…
- Plan the work to Develop EXTREME detailed schedule Detailed schedule allows for fluent adaptation of the unknown Contract knowledge – early and in depth involvement of those doing the work…in the planning phase Engaged with specialty suppliers, pump rehab guys, I&C contractor with knowledge of the plant early to identify risks and mitigate
- Communication and trust is vital Hard bid mentality, us vs. them, is guaranteed to lead to failure Nimble decision making. Submittal conference calls. Workshops to review specific issues.
- Single lane road into plant Construction intense traffic intermittently range from steady to heavy (think concrete pours) Owner also had maintenance division onsite in addition to plant operational needs Solutions Communication: Sounds cliché, but it really is the key to successful coordination. Plant manager and construction superintendent had weekly operation review meetings and talked daily to ensure access to plant was maintained. Access plans – Concrete – Had prepour meeting with vendor, owner’s rep, and contractors to review staging and traffic flow. When construction effects couldn’t be mitigated, a temporary road around the work area was constructed. Large and deep lines were installed across the road in parallel to minimize the effect and footprint of the permanent road.
- Pumps and pipe date to 1950s. Pumps required rehab to accommodate the new head conditions of the plant. Due to size and reliability constraints, decision to construct a new header system outside of the building was made during the design phase Construction phase was to solve the “how”. A couple of the isolation valves for this shutdown were old and reliability was suspect. Issue for timeliness of tie in Also pump station interior had hundreds of thousands of dollars worth of electrical and mechanical equipment. Operational and financial implications to flooding the pump room. Mitigated risk by having dewatering methods – both in excavation and trash pump through top of pipe to lessen leakage Had temporary caps staged to cap off existing valves once flow was contained enough by dewatering upstream
- Low Service Pump Station is the heart of this plant. It goes down and the plant goes down. Planning ensures success. Not a PM and Supt planning in a trailer, but bring all parties together. Most importantly the field leadership who will be tasked with execution. Constant communication thoughout process of plan generation. Had four sit down meetings as we walked through the sequence. Shutdown was completed ahead of schedule with no disruption to plant’s ability to meet it’s customers demands. Was possible because of Aqua, HDR, and Bowen collaboration.
- Once switch over tie in was made there was no going back. Proper preliminary testing to ensure tank watertightness and equipment check out is critical. Review potential pitfalls in start up plan with all parties.
- Once switch over tie in was made there was no going back. Proper preliminary testing to ensure tank watertightness and equipment check out is critical. Review potential pitfalls in start up plan with all parties.
- Schedule, schedule, schedule PUCO rate case Owner involvement/single point of responsibility Ability to quickly identify opportunities for cost savings. AQUA’s direct involvement in pricing (“Open book” approach) kept costs low to also keep customer rates low. “Open book” because absence of competitive bidding. With open book pricing, project schedule was open and transparent and always available to Aqua to ensure complete understanding of where their budget stood. Risk/cost management Spearin doctrine. Owner gives “performance specifications”. Implied warranty will not run from Owner to Contractor because detailed plans & specs authored by D-B team, not Owner’s A/E. Traditional delivery typically involves A/E, Contractor building contingencies into their costs which ultimately drive costs up. “Off ramp” to allow Aqua to competitively bid if needed. Flexibility and collaboration Open book approach Dynamic selection of options to save costs (pipe materials, basin sizing)