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PROJECT DELIVERY 6 airportbusiness April 2017 By Timothy Fish Civil Design + Alternative Delivery + Partnership Accelerating Delivery of a Modernized Terminal from the Center of the Design-Build Process Inside and out, contemporary architectur- al details will blend with robust new facilities for concessions, security and customs and border patrol. In addition, updated lighting, lavatories, new terrazzo and ticketing kiosks will contribute to a better passenger experi- ence. And the modernized terminal's great- er capacity and streamlined layout will help Southwest add flights and new destinations for customers while maintaining an on-time performance centered on quick turns on the ground between flights. T h i s i s B row a rd C ou nt y Av i at ion Department's Terminal 1 Modernization and Concourse A project. The terminal's final design and construction are on target for completion in two years, meeting an aggressive schedule delivered through Construction Manager at Risk (CMAR) contracts. Final design was completed in a little more than a third of that time. Through constant coordination, the design team delivered final design and construction phasing in nine months. And at the center of almost every coor- dinated step were civil engineering components. HOW ALTERNATIVE DELIVERY PRESCRIBES COLLABORATION HDR serves as the civil design lead for the Corgan and Gresham, Smith and Partners archi- tectural team. For this project, civil engineer- ing included traditional work such as airfield pavement design, structural components, land development and stormwater management. But it also governed utility relocation, building ser- vices, permitting and regulatory coordination, gate closures and work-area designations, and traffic redirection on the apron and in ground transportation areas. The CMAR delivery method involves all par- ties from the start, which worked well to facil- itate coordination between the designers, the constructors, and, most importantly, the airport operator and airlines such as Southwest, which are using Terminal 1 throughout construction. Alternative delivery has allowed HDR's team to advance an ambitious schedule while so far avoiding a pile up of change orders, which can decelerate forward progress when a project uses the design-bid-build (DBB) delivery method. At best, change orders slow down work flows; at worst, they create an adversarial rela- tionship between design and construction teams. They are not needed when coordination is streamlined through a team central to the pro- cess, such as the civil design team, and that process is built around rigorous collaboration, which is necessarily the case with alternative delivery. This kind of cooperation is vital to A t Fort Lauderdale-Hollywood International Airport (FLL) on Florida's southeast coast, a modernized terminal is taking shape to sup- port Southwest Airlines' growing interna- tional business. This fully updated terminal will include a new concourse and five inter- national gates, and is scheduled for completion in mid 2017. Project work-space parameters result from the civil design team's extensive coordination with architects, the construction manager, airlines and the airport operator. Image courtesy of HDR.