The addition of a new gymnasium and community athletic facility at Eureka High School prompted Eureka County to improve access from the downtown area to the new facility via Robins Street. Lumos & Associates was selected to design and manage the project.
The key to the project’s success was in recommending to Eureka’s Public Works Department the Construction Manager at Risk (CMAR) process for the project rather than the traditional Design-Bid-Build process. The Robins Street Project was only the second horizontal public works project in the state to use CMAR. It was also the largest public works project in the history of Eureka County.
The goal was to improve Robins Street with new utilities, paving, sidewalks (to include ADA requirements) and beautification with minimal disruption to the residents during construction. Legacy Construction of Mesquite was selected out of seven applications for the project contractor, based on qualifications, and then the GMP contract amount was negotiated. This would prove to save money, in the long run. Working closely with Lumos and the Public Works Department, Legacy utilized creative and innovative methods to save time and cut costs.
The results were even better than expected. One of the key requirements was to maintain the functionality of the sewer system while the old system was being replaced. By having on-site personnel at the bypass pumping system 24/7, the cost of this portion of the project was reduced by $180,000. Another huge cost saving was achieved when pre-construction analysis found suitable soil at the local landfill station for use during construction. By setting up an aggregate plant onsite, the contractor achieved considerable savings over trucking concrete and asphalt from a distance. Material cost was the lowest in ten years, and as an additional benefit the lifespan of the landfill was extended by 20 years.
Construction was scheduled to minimize disruption to the residents and businesses in the area of the project, which included Robins Street and two blocks on either side. The project came in on time and $9,000 under budget. In addition, only $100,000 of the $400,000 contingency fund was used for “unknowns”.
Utilization of the CMAR process on this project allowed a more accurate bid that came in lower than estimated. The pre-construction process reduced risk to all parties and resulted in significant savings. These results would not have been possible under the Design-Bid-Build method.