Project delivery method

The broadened scope means more stakeholders and more boards whose disparate interests don't always align, but the CMAR process has built consensus and fostered cooperation, partly through cost-plus-pricing transparency, communication, project innovation and added owner value, say project officials. The undertaking, for example, originally called for only redoing the impacted portions of the golf course rather than a total reconstruction.

Eliminating costs associated with offsite material storage-yard rental, trucking, drivers and fuel saved enough money for a full golf course makeover. Las Vegas Paving has utilized this approach in order to save time and resources by stockpiling dirt on golf holes while creating owner benefits with a newly redesigned course that replaces 87 acres of turf. Heckenkemper Golf Course Design, Tulsa, is the design subcontractor. Clark County's Parks and Recreation Dept., which owns the course, capitalized upon the contractor's presence by adding the clubhouse and cart building's renovation to the project. Pricey asbestos removal, handicap accessibility and necessary electrical-mechanical system upgrades made it cheaper to raze the aging structures and build anew.

Wellman says that Las Vegas Paving has added value in other ways, by using a tunnel boring machine for an under-the-roadway pipeline installation at the high volume Nellis Boulevard traffic crossing. The minimally invasive remedy used the existing pipeline as a sleeve, providing a speedy, cost-efficient repair with less impact to residents and businesses, he adds.

In another instance, Las Vegas Paving donated 200,000 cu yd of excess project material to the nearby 91-mgd-capacity, city-owned wastewater treatment facility at 6005 East Vegas Valley Dr., which is forming a building pad for future plant expansion. The contractor, in exchange, is permitted to stockpile soil on site for later use.

"We're pushing to get work done quickly in order to revise FEMA's high-risk flood zone map," Gilbreth says. "Once the work is approved and verified, the residents and businesses will no longer have to pay for flood insurance."

The Flamingo and Las Vegas washes will have 8,000-cu-ft-per-second and 15,000-cu-ft/s capacities, respectively, although the two channels converge for a portion of the project—about 1,700 linear ft—resulting in a combined 21,500-cu-ft/s capacity upon completion.

The CMAR project is scheduled to achieve two critical milestones on Aug. 31, including finished bridge and wash improvements, which is up to 12 months sooner than a design-bid-build approach, according to project officials. Golf course related work will stretch the anticipated final completion date of the project into early next year.