Insights

While diversity, equity, and inclusion (DEI) is now becoming a priority for many companies, it has been at the forefront of Edgemoor’s mission since day one. As we focus on meeting and exceeding our clients’ goals, we find that current and future clients not only encourage DEI programs on their projects, they expect them, and this commitment starts with our internal team.

As colleges and universities plan for future growth and success while facing challenges like Covid-19 and the higher education cliff, they need to consider alternative ways to differentiate their institution and continue to be a destination for the best and brightest faculty, researchers, students and staff.

This article discusses the “Progressive P3 model.” This model is already common in higher ed P3s, but is less common in other state, county, and municipal P3s. The article underscores the importance of leveraging this procurement model in these challenging times, both for universities and the broader public sector.

Starting the process to deliver a new building can feel daunting. There are many aspects to consider. How should the process be organized? What is the first step? And what is needed from me as the project Sponsor to ensure a successful outcome? Examining highly successful procurements can provide us answers to these questions and a ready-made path to follow.

While on the surface innovation development simply appears to be development adjacent to higher education, healthcare, and/or research anchors, there is an important recipe for partners to achieve ultimate success in creating a dynamic network of people, resources, and ideas. This development takes on different forms, including research parks, anchor-focused clusters, revitalized urban areas, and in some cases, entire innovation districts.

From airport terminals and civic centers to hospitals and academic facilities, the demand for public buildings and infrastructure that foster productivity, support operational needs, and improve user well-being has public entities searching for effective strategies to help them bring needed facilities to life faster than ever before. Enter public-private partnerships.

Turnkey delivery strategies can allow institutional buildings to be realized quickly when compared with traditional design-bid-build delivery. By selecting an integrated turnkey delivery team through an accelerated procurement the design and planning for the facility can advance with greater productivity and cost certainty. The five steps outlined here show how this process can be applied to important public and institutional facilities that are urgently required.

The new Howard County Circuit Courthouse, currently under construction, is being delivered on budget and on schedule as a result of extensive preparation between the County and its advisors, and a turnkey delivery team with the expertise to execute the project in coordination with the public sector.

A public-private partnership (P3) or turnkey project delivery approach allows for tailored financing solutions that meet the specific needs of infrastructure and building owners and occupants. Owners may seek off balance sheet treatment, short-term or bridge financing, and/or long-term third-party financing.

Clifford Ham is the Principal Architect at the Administrative Office of the Courts (AOC) of California, where he is responsible for overseeing the delivery of large scale building projects.

Delivering the Long Beach Court Building with a full turnkey solution (TDBFOM) allowed the transfer of significant project risks to the party best able to manage them; provided access to new, competitive sources of capital; and focused on lowest cost of occupancy over a 35-year period, rather than lowest first cost.

Turnkey delivery offers a more effective process for designing and constructing new facilities than a traditional Design-Bid-Build (DBB) procurement.

Turnkey delivery typically means the development and delivery of a facility ready-for-use by the occupants. Removing the worry or hassle from the building owner, a turnkey developer handles the responsibilities that would fall on the owner in traditional Design-Bid-Build (DBB) delivery. With turnkey delivery, all that is required by the owner/occupants is to show up and “turn the key” to use the facility once it has been delivered, hence the term “turnkey”.

Edgemoor's turnkey solution for UCSF's Sandler Neurosciences Center allowed for an integrated turnkey design-build team that was contractually aligned and accountable for delivering the facility on schedule and budget as well as meeting the building performance requirements necessary to support world-class neurological research studies.

Edgemoor worked with Falls Church to determine the most feasible site and proposed alternative financing structures to reduce project costs and the City’s debt burden and allowed the new Middle School to be brought on-line quickly.

South County Secondary School, a $64 million Turnkey-Design-Build-Finance project, was delivered through an innovative financial and development structure developed by principals of Edgemoor.

An availability payment is a means of compensating a private concessionaire for its responsibility to design, construct, operate, maintain, and make available a facility for a set period of time with certain performance standards and key performance criteria.

Exploring evolving trends in alternative delivery strategies for public and social infrastructure projects