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ISSUE 30

National September 11

Memorial & Museum Also in this issue: Solar towers, Arizona John Wayne Airport, CA Stavros Niarchos Foundation, Athens Saudi improves water services


CONTEnTS 4

Solar Tower Technology, Western Arizona  EnviroMission develops innovative renewable energy project

6 John Wayne Airport, Orange County, CA $512million, five-year capital expansion and improvement program

Portfolio Planning and Investment 8  Rationalizing U.S. property portfolios

Stavros Niarchos Foundation Cultural Center 10  Greece’s largest cultural/educational project

The National September 11 Memorial & Museum 12  Dedication ceremony and official opening held on September 11 2011

Asset Management Planning in Utilities 14  Addressing infrastructure deficit

Oman Invests in Aviation Sector 16 

Ambitious airport plans give major boost to tourism and trade

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Rail Industry Unlocking the potential

PHOTO BY: AMY DREHER, COURTESY 9/11 MEMORIAL

Saudi Arabia Improves Water Services 20 

National Water Co modernizes and expands in water-scarce Saudi

Building Information Modeling 22  A transformation in cost and asset management

FRONT COVER PHOTO BY: JOE WOOLHEAD, COURTESY 9/11 MEMORIAL

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Welcome to the second Solutions since I took over the role of CEO of Worldwide Operations for Faithful+Gould. International markets remain challenging as economic instability continues; however, I have great pleasure in being able to profile a number projects that are engaging us at Faithful+Gould.

now facing us. Our commentary on page 14 explains how PPP may be the way forward in a constrained U.S. economy. Our global experience certainly supports this and we have worked with clients in many countries whose projects have been funded via a number of different PPP models.

First, we are enormously proud to feature on our front cover the National September 11 Memorial, New York City’s newest landmark and the first permanent part of the new World Trade Center development to open. Our team feel privileged to be involved and you can read more about our role on page 12.

On page 22 we discuss some of the implications of Building Information Modeling (BIM) for the construction industry. This virtual approach to design and construction is changing the industry’s traditional processes and, as both public and private sectors begin to mandate BIM as part of their procurement requirements, we are actively leading and supporting many BIM-driven projects around the world.

For many years we have supported clients in the energy sector, building strong relationships with major oil corporations and electricity providers. Increasingly we are transferring many of our skills to new energy approaches and technologies, from photovoltaic panels in Singapore to carbon benchmarking expertise in New York City. We are especially excited to be working on EnviroMission’s cutting edge solar tower development in western Arizona and we profile this project on page 4. The aviation sector is proving relatively robust at the moment and is becoming one of our busier areas of business. On page 6 we feature the capital works program we’ve been working on at John Wayne Airport, Orange County CA. Page 16 takes a look at Salalah Airport in Oman, which, together with Jeddah Airport in Saudi Arabia, is helping to build our Middle East aviation expertise. Infrastructure continues to be a major concern for both federal and state authorities. Years of under-funding have led to the critical situation

I appreciate your interest in Faithful+Gould and I hope you’ll find Solutions engaging and relevant to some of your interests. Please get in touch with us if you’d like to know more about any of our services or initiatives. Additionally you can follow us on Twitter, join our LinkedIn discussion group or sign up for our bimonthly email communications. I’ve also taken the plunge into the world of Twitter so you can even follow me at @LawsonWorldwide if you’re interested!

Donald Lawson CEO Worldwide Operations

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TOWER Technology Western Arizona An ambitious solar energy project is coming to western Arizona. A 2,500 foot-tall tower will form the centerpiece of a non-polluting power plant capable of delivering large amounts of non-intermittent competitively priced green power that does not use any water in the power production and cooling cycles. Twice the height of the Empire State building, the iconic solar tower will instantly become one of the world’s tallest buildings. Once completed, it will produce clean, renewable power with virtually no maintenance until it’s more than 75 years old. The Solar Tower will offset one million tons of greenhouse gases per year and will save the use of up to one billion gallons of potable water annually – water that is typically associated with traditional power generation methods. This is the first of two solar tower developments in Arizona, where EnviroMission, developer of innovative large scale renewable energy projects, has a Power Purchase Agreement to sell 200MW of solar-powered electricity to the Southern California Public Power Authority (SCPPA). Each 200MW solar-powered power station will have the capacity to supply clean renewable energy to more than 100,000 typical U.S. households.

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EnviroMission has taken four years to assemble the right team to deliver the project and to assemble the most appropriate land for their initial projects. The scale of the land being acquired is comparable to the amount that would be required to produce a similar amount of energy through other solar technologies. A pilot facility using similar technology operated in Spain during the 1980s, but only produced around 50kW of power. Collectively, the towers will occupy approximately 10,000 acres of land. As part of an international project team led by Arup, Faithful+Gould is providing project management and cost management services, from the Solar Tower’s concept design stage through to construction and project operation. We bring local expertise and onthe-ground presence in Phoenix, where EnviroMission has established its U.S. headquarters. This is a project of considerable complexity, both technically and logistically. Local opinion is largely in favor, with the nearest cities, Parker and Quartzite, standing to benefit from the increased stimulus brought by the scheme. EnviroMission also plans to lead briefings and interactions with power authorities and councils in the southwest, as well as analysts in the finance sector within the U.S. to provide real time business advantage for development success in the region.


EnviroMission Chief Executive Roger Davey said, “Faithful+Gould will provide vital local expertise and services for Solar Tower development that will meet the terms of delivery of EnviroMission’s power purchase agreement with the Southern California Public Power Authority.” Faithful+Gould has many years’ experience of supporting clients in the fast moving energy sector and we have forged strong relationships with major oil corporations and electricity providers. We are now successfully transferring many of our skills into the renewables market, enhanced by our previous experience in Europe which includes the U.K. industry’s offshore developments. We offer project management and cost management services to financiers, utility companies and developers. As the U.S. government continues to fund initiatives

and seeks transparency on costs and value for investment, we can also provide timely and concise reporting for those projects subject to public scrutiny. Recently we have supported clients with onshore wind, hydro and wind renewable energy projects, solar thermal electric, photovoltaics, combined heat and power (CHP)/cogeneration, and other distributed generation projects. We have also provided input on biofuels pilot projects sponsored by several major oil companies, and feasibility study support for steam and power generation (cogeneration) using waste heat and steam from existing refineries. As new technologies emerge and become commercialized, our multi-disciplinary team continues to develop its cutting edge consultancy role.

For further information contact Adrian Smith on +1 602 445 3582 adrian.smith@fgould.com Issue thirty

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Implementing capital works programs at

The new Terminal C at John Wayne Airport opened on November 14, as the centerpiece of a $543 million, fiveyear capital expansion and improvement program. John Wayne Airport is owned and operated by the County of Orange, California. It is the only commercial airport and one of two general aviation airports in the county and is located 35 miles south of Los Angeles. The airport spans 500 acres, has two runways, and handles nearly ten million passengers and more than 15,000 tons of cargo each year. The existing Thomas F. Riley Terminal, opened in 1990 and designed to accommodate 8.4 million annual passengers, has struggled to keep up. The airport has implemented a five-year improvement program – one of Orange County’s largest-ever public works programs. The improvements include construction of a new multi-level terminal building with six new commercial passenger gates, a new TSA security checkpoint, greater baggage screening capability, over 2,000 parking spaces, new commuter facilities at the north and south ends of the extended terminal, and a central utility plant with co-generation capabilities. This is a highly visible project, funded by passenger facility fees, and transparency throughout the planning and construction process was paramount. The airport needed robust and auditable business systems that could withstand inspection and investigation. In general, public agencies have found that information delay could cause potential challenges, so real time reporting was needed to minimize program slippage. 6


PHOTO: Courtesy OF John Wayne Airport

Hired separately from the client’s program manager, Faithful+Gould provided an independent perspective as project controls consultants. At the outset we evaluated the airport’s business systems and processes, to identify how best to implement this capital works program. It had been a long time since any major construction program was embarked upon. There was a strong desire to have transparency of approval chains (budgets, architectural submittals, contracts, change orders, invoices) and the ability to aggregate data across multiple projects, generated by disparate project teams, based on consistent and verifiable processes. We explored a range of solutions before helping John Wayne Airport select the Skire Unifier™ software platform. Combined with the client’s standard procedures, this software enabled automated and agile business processes carrying information between project participants with no data duplication. This saved time and cost, eliminating error and ensuring multi-stakeholder compliance with agreed procedures. The client could take ownership of the data, identify any cost or schedule issues, make timely decisions and act swiftly to mitigate the risks. The basis for these systems was an especially rigorous cost management approach. The change order process was robust, supported informed negotiation with contractors and ensured that Orange County got the best value for their money.

We are now replicating this process on other projects. As well as aviation, we have also seen success in the energy, food and beverage, government, biopharma, higher education and healthcare arenas. Feedback has been extremely positive. At John Wayne Airport we were responsible for training the team in the use of the software and we learned that the best outcomes occur when clients are most involved in moulding the system to suit their corporate ethos. This encourages maximum collaboration with other members of the team, as all share the same data. Upfront attention and teamwork avoids later misunderstandings and potential conflict. The aviation sector is one of Faithful+Gould’s key market areas. We have gained significant project experience at major airports across the globe and have played a key role in supporting John Wayne Airport since 2002. The five-year capital expansion program has been one of our most recent appointments and it followed the master plan that we helped update in 2005. Our global experience covers airside/landside infrastructure, baggage handling, major terminals, terminal refurbishment, extensions and people movers, major infrastructure, runways and apron works, surface access, airport systems, aircraft maintenance facilities, fueling facilities and non-operational property. Other recent commissions include John F. Kennedy Airport, NY, Sacramento Airport, CA, Houston Airport, TX, Los Angeles International Airport, CA, San Diego Airport, CA, several projects for airlines and for the Transportation Security Administration (TSA).

For further information contact Carin Rautenbach on +1 562 314 4200 carin.rautenbach@fgould.com Issue thirty

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Portfolio Planning and Investment

Rationalizing U.S. Property

Portfolios

Continuing economic hesitancy is forcing corporate America to take a closer look at its property portfolios. Few organizations can afford to carry excess property weight at this time. Property represents the second highest expense after payroll for most organizations and each asset must therefore earn its place. Efficient management of corporately-owned property assets is just as important as the management of other in-house principal resources. However, some corporate real estate divisions are not fully aware of the total extent of their property holdings, and are ill-equipped to rationalize the property asset base to best advantage. Whether the property is owned or leased, a definitive asset register is the first step toward a rational property audit. Larger portfolios may already have suffered from a fragmented planning approach, and a mismatch of property may have resulted from legacy issues such as mergers and acquisitions. A footprint reduction program may make sense, together with maximizing the efficiency of buildings, improving workplace strategies, preparing buildings and sites for disposal or lease, and reducing operating costs. 8

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When considering the future of a facility, utilization and suitability criteria can be explored. Changing work patterns mean that space efficiency measures are even more applicable if a company’s space is deemed under-utilized or unsuited to the organization’s current operating solutions. A greater percentage of today’s employees are spending more time away from their office workplaces and the non-utilization of this valuable space can be accurately quantified, often with alarming results. Redesign, re-engineering or reconfiguration of space may produce significant savings in capital and operating costs. Ongoing, space which can be easily reconfigured to meet future needs will be more cost effective in the long run. Faithful+Gould’s global Portfolio Planning and Investment service has been developed for major corporate organizations with large property portfolios. Portfolio Planning and Investment addresses the challenges arising from changing business needs.


“Redesign, re-engineering or reconfiguration of space may produce significant savings in capital and operating costs.”

The focus is often redundant buildings and land. We adopt a holistic approach to these redundant assets, enabling clients to treat them as valuable opportunities and producing maximum business efficiency. For instance, several discrete land parcels may be amalgamated to create a more valuable and efficient business-focused land bank. This can free additional vacant land which can then be prepared for profitable disposal. The Portfolio Planning and Investment service supports both expansion and contraction of corporate activities and associated property holdings. Clearly the current economic situation favors rationalization from a cost-saving perspective, but recovery also brings the challenges of making the portfolio fit for purpose during potential expansion. Companies seeking capital investment approval need to demonstrate an active asset management strategy.

We have a global team of multi-disciplinary property and facilities management professionals, with comprehensive experience of asset maximization in a variety of countries. Here in the U.S., we can advise on how best to align the property portfolio to meet the organization’s needs, and how to reduce both capital and operating costs of the estate. The strength of this service lies in the holistic interpretation of the facilities assessment, allowing clients to efficiently manage the total cost of ownership. We help our clients to make sense of the changing shapes of their business, to deal with the current tensions and to plan for recovery in the future. Services are tailored to individual needs and to complement in-house property expertise. We take the lead if required, or, alternatively, we work alongside client’s estates and facilities departments where appropriate. The response has been very positive in a variety of sectors including pharmaceutical, chemical and financial.

For further information contact Steven Bernstein on +1 609 403 7872 steven.bernstein@fgould.com Issue thirty

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A FOCUS FOR NATIONAL PRIDE AND GLOBAL INSPIRATION

FOUNDATION CULTURAL CENTER

Twenty-first century culture, architecture and sustainable design are coming to the ancient city of Athens in 2015, with the creation of the iconic Stavros Niarchos Foundation Cultural Center. Designed by Pritzker Prize winning Renzo Piano, the Stavros Niarchos Foundation Cultural Center (SNFCC) will house the National Library of Greece, the Greek National Opera and an extensive new public park. One of the largest construction projects in recent Greek history, the Center’s construction will be funded exclusively by the Stavros Niarchos Foundation, an international philanthropic organization. The Foundation provides global support to education, social welfare, healthcare, the arts and cultural programs, many of which promote Greek heritage and culture. Security of funding has protected the SNFCC project during global recession and reinforced its importance to the local economy. Once completed, the project will be handed over to the people of Athens to be operated and controlled by the state. The SNFCC is the first privatepublic partnership of its kind in Greece, and the country’s largest cultural/educational project. Located 4.5 km south of central Athens on the edge of Faliro Bay, the Center transforms the neglected 10

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187,800 square meter site formerly used for the 2004 Olympics. The building is designed to blend into the slope of the park, combining the arts and green space experiences. The sea, which has played a vital role in Greece’s history and culture, has provided major inspiration for the design. Linking this, a canal will run parallel to the existing esplanade, providing further public space, while also fulfilling a need for flood-protection. A large ‘agora’ space provides open air performance opportunities, in addition to the planned open space within the park. The SNFCC is expected to have an immediate impact on the local economy, providing jobs and infusing capital into a challenging economic climate. Looking to the future, the Center should serve as a catalyst to revive the adjacent waterfront area and bring a new arts community to the neighborhood. Wider legacy investment benefits are also expected, with the project’s design and management excellence already inspiring interest in local built environment opportunities.


Faithful+Gould is providing project management, cost management and sustainability services. This is a visionary, multiple stakeholder project of considerable complexity, conducted in a visibly high profile arena. Aspirations and ideals are high and the Center must satisfy the individual needs of each facility. Challenges include coordination of a large worldwide programming team, with high levels of specialist consultant involvement, bringing cultural and geographical diversity.

Faithful+Gould has been working with the British Embassy to showcase U.K. engineering, construction and design excellence with a joint reception at the British Ambassador’s residence in Athens held on June 30. Celebrating the completion of the SNFCC’s architectural designs, the event was attended by leading construction figures including key stakeholders and local partners from the SNFCC project, Arup, Expedition, TPC, AMA, Betaplan, LDK, Omete, the British Embassy in Athens, the British Library and Atkins.

Environmental issues are high priority and SNFCC is the first project in Greece to register with the U.S. Green Building Council (USGBC). The project is aiming to achieve zero net operational carbon and a minimum of LEED Gold rating. Faithful+Gould’s LEED assessment will document and verify the project’s sustainability credentials, a new process in Greece. As with the project’s health and safety requirements, the sustainability accreditation process is setting new standards locally.

Sotiris Leontaris, Head of Commercial Section for the British Embassy, said “British building companies are exporting enormous amounts of expertise and technical assistance advising clients on some of Greece’s most important building projects such as the SNFCC and many PPP projects. There are excellent opportunities for U.K. firms to build their export portfolios in Greece and last night’s reception was all about showcasing the great work that British firms are doing and promoting these opportunities to new companies.”

For further informationcontact Martin Hirko (Athens) on +30 210 724 1311 martin.hirko@fgould.com or Neil Clemson (London) on +44 (0)20 7121 2121 neil.clemson@fgould.com Issue thirty

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the National September 11

The National September 11 Memorial became New York City’s newest landmark on the 10-year anniversary of the attacks, during a moving dedication ceremony for victims’ families on September 11, 2011. The Memorial welcomed the general public a day later as the first project of the World Trade Center redevelopment plan to open at the 16-acre site in lower Manhattan. Former U.S. President George W. Bush and President Barack Obama attended the commemoration ceremony on the 10th anniversary, which included moments of silence and musical performances by Paul Simon, the Brooklyn Youth Chorus and Yo-Yo Ma. The names of the victims of the three attack sites – the World Trade Center, the Pentagon and Shanksville, Pa. – were read aloud at the ceremony. On the day following the commemoration, the Memorial opened to the general public. An online reservation system allows visitors to reserve free visitors passes, necessary given the ongoing construction on other World Trade Center projects surrounding the Memorial.

PHOTOS BY: JOE WOOLHEAD, COURTESY 9/11 MEMORIAL

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The 9/11 Memorial is a tribute of remembrance and honor to the nearly 3,000 people killed in the terror attacks of September 11, 2001 and in February 1993. Each of the Memorial’s twin reflecting pools are nearly an acre in size and feature the largest man-made waterfalls in North America. The pools sit within the footprints where the Twin Towers once stood. Architect Michael Arad and landscape architect Peter Walker created the Memorial design called “Reflecting Absence.” It was selected from a global design competition that included more than 5,200 entries from 63 nations. Issue thirty

The names of every person who died in the 2001 and 1993 attacks are inscribed into bronze panels edging the Memorial pools, a powerful reminder of the largest loss of life resulting from a foreign attack on American soil and the greatest single loss of rescue personnel in American history. Unlike any other memorial in existence, the names of the victims are arranged not in a conventional order, but by “meaningful adjacencies.” These layers of meaning reflect where people were, who they were with on 9/11, and more than 1,200 requests made by victims’ next of kin for individual names to be next to one another were honored. The bronze name panels are fitted with a glycol system, to provide cooling during the summer months and heating in the winter months. The 9/11 Memorial Museum will be the country’s principal institution exploring the implications of the events of 9/11, documenting the impact of those events and exploring 9/11’s continuing significance. The Museum’s 110,000 square feet of exhibition space will be located within the archaeological heart of the World Trade Center site — telling the authentic story of the events of 9/11 through multi-media displays, artifacts and personal accounts. The Memorial plaza will serve as an 8-acre green roof to the Museum and has been created as one of the most sustainable, green plazas ever constructed. The Memorial project is pursuing Gold certification under the LEED for New Construction program of the U.S Green Building Council and is designed to satisfy the requirements of New York State Executive Order 111 and the WTC Sustainable Design Guidelines. The irrigation and storm water harvesting


“This is a special project for Faithful+Gould. We feel privileged to make a contribution at this hugely significant site.”

PHOTO BY: AMY DREHER, COURTESY 9/11 MEMORIAL

systems will ensure sustainable treatment of the site and conserve energy, water and material resources. Faithful+Gould has executed program management, project management, cost planning and estimating, cost management, scheduling and dispute resolution services for the 9/11 Memorial and the Lower Manhattan Development Corporation (LMDC) for eight years. With four on-site staff members dedicated to the project and numerous office-based staff members, we remain committed to this historic project. Our program management services contend with a physically constrained site, facilitating operation of an island of public space within a large and complex construction arena. The cost

management is carried out within a context of funding limitations running parallel with certain sensitivities and public expectations. The Faithful+Gould team was proud to attend the Memorial’s opening ceremony. Tom Jaske, Vice President, said: “This is a special project for Faithful+Gould. We feel privileged to make a contribution at this hugely significant site. The dedication ceremony was very moving and naturally the mood was sombre. Yet once everyone got inside the plaza and started to experience the pools and names parapets, there was an amazingly uplifting atmosphere and a real sense of looking forward and healing.”

For further information contact Tom Jaske on +1 212 252 7070 tom.jaske@fgould.com Issue thirty

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Asset Management

The U.S. continues to struggle as a consequence of decades of under investment in its infrastructure assets. Rapidly-aging water, wastewater and electricity networks have become an increasing priority with an estimated $2.2trillion of investment now required to return them to acceptable, operable standards.

The problem is that we face a very real infrastructure deficit with public agencies largely underfunded. U.S. stimulus funding peaked in 2010 and is forecast to decline in future years, requiring states and local governments to be much smarter about their budgeting. Public agencies are faced with the reality that they must either be inwardfacing and manage their existing asset portfolio in the most efficient manner possible, or look outward to the private sector for creative procurement and sources of funds. Asset Management To avoid large bills for unplanned emergency repairs, many public agencies are now moving toward realistic lifecycle budgeting to ensure lower costs and achieve much greater efficiencies over time. Risk-based asset management planning is consequently becoming an urgent priority for U.S. utility owners in terms of setting priorities for safety, economic cost and benefits, and, importantly, meeting stakeholder demands.

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A thorough review of the entire lifecycle of assets and associated investment will almost certainly reap dividends. Key benefits and success factors include:   Consistent approach to asset management planning, aligned to owner’s business objectives.   Improved quality of decision making, reducing risk of asset failure  Protection and enhancement of asset value  Improved reliability and performance  Financial, social and environmental sustainability  A basis for improved organizational performance The international benchmark for optimal management of assets is PAS 55 (Publicly Available Specification) which began in the U.K. through industry consultation with the Institute of Asset Management (IAM). Compliance with the PAS 55 standard is now required in many industrial U.K. sectors, including some utilities. The standard is rapidly gaining acceptance in Europe, Australia and New Zealand and provides a clear framework for excellence in asset management. In the U.S., there are some early signs of major utility owners moving towards PAS 55 compliant strategic asset management, particularly in the transit and energy arenas. This will be facilitated through the development of PAS 55 into an emerging international standard (ISO 55000), which, when it is published in 2014, will further promote its acceptance in the U.S. as the benchmark for asset owners. New York City Transit Authority (NYCT) has just embarked upon a five-year Enterprise


Asset Management implementation program with a view to moving towards ISO 55000 certification. Public Private Partnerships (PPP) A PPP is a commercial arrangement between a private developer and a public agency for the delivery of a public infrastructure asset or service. While there is no single model in the U.S., a PPP can include design, construction, finance, operations and maintenance. Private developers can provide all or some funding for a project. The key is to provide the developer with a source of revenue from which they may generate a return on their investment. This can be provided in the form of a concession (i.e. tolls, user fees) or through a pre-agreed flow of “service payments� from the public agency, which effectively mortgage capital and operating costs. PPPs not only have the effect of generating capital where it is lacking in the public coffers, but they also necessarily shift the paradigm of public procurement from short-term and budget-driven to one which is much more long-term and cost effective. Private ownership in public infrastructure creates a direct link between investment and performance of such assets. Infrastructure investment opportunities must provide optimal value for money through innovation and efficiency in order to attract capital, and high-quality performance to retain it. In traditional public procurement, government agencies select the most qualified or cheapest bidders to deliver projects

which have already been funded and given a green light. Private investors, on the other hand, require that any project prove its viability and potential for consistent high performance over an extended period. Some of the largest U.S. PPPs to reach Financial Close recently have been in the transportation sector, including the Indiana I-80/90 Toll Road ($38billion) and the I-635 LBJ Freeway in Texas ($26billion). However the demand is evidenced by the mix of project types in the market including the monetization of Chicago’s on-street parking meter system, the Long Beach Courthouse in California ($495million), and the Seagirt Marine Terminal in Baltimore ($334million). Prominent utilities-based PPPs include a 550MW thermal power plant in Astoria, NY ($1billion), and a 30-year concession agreement to design, build, finance, operate and maintain a new water reclamation facility in Santa Paula, California ($125million). Faithful+Gould brings experience from a broad range of industry sectors. We are able to support the prioritization of projects across a wide range of investment routes, including PPP based on a variety of global models. Together with our parent company Atkins, we have helped many organizations significantly improve their approach to asset management planning. Through our established asset management consultancy, we can now help our U.S. clients move toward PAS 55 certification compliance, an important and realistic way forward in this critical economy.

For further information on Asset Management contact Nick Harney on +1 562 314 4200 nick.harney@fgould.com For further information on PPP contact Ryan Brady on +1 602 445 3570 ryan.brady@fgould.com

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Oman

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invests in


“The improved airport will underpin social, economic and tourism development.”

Once the least developed aviation sector of the Gulf Cooperation Council (GCC) member states, Oman’s ambitious airport plans represent a major boost to tourism and trade. The government’s Vision 2020 plan focuses on the Sultanate’s diversification strategy away from energy. The plan highlights the tourism industry as an important source of employment for its young and fast-growing population of three million, and a significant contributor to future economic prosperity. The development of Oman as a transit airport hub will also play a critical role. The Ministry of Transport and Communications is overseeing the expansion and upgrade of Muscat and Salalah airports, alongside development of domestic airports in Sohar, Duqm, Ras al Hadd and Adam. The new terminal at Muscat International Airport is due for completion by 2014 and will have capacity for 12 million passengers annually. Further expansions planned in three subsequent phases will eventually boost the airport’s annual capacity to 24, 36 and 48 million passengers. Salalah Airport is situated in the city of Salalah on the coast of the Arabian Sea in the South West of Oman, approximately 1000km from Muscat. The improved airport is intended to become a gateway, underpinning social, economic and tourism development in Dhofar Governorate. Salalah is already a popular destination with regional and international tourists during the Khareef (south east monsoon) season. Some 455,000 passengers passed

through in 2010, with anticipated capacity expansion to one million passengers annually when the upgraded airport is operational by 2014. The airport design allows provision for straightforward future expansion. A new 71,000 square meter passenger terminal is at the heart of the modernized facility. A four kilometer runway will accommodate the largest civilian aircraft, alongside air traffic control tower, data center, baggage handling, maintenance, repair and overhaul facility, fuel farm, catering and ancillary buildings. A cargo terminal capable of handling up to 100,000 tons of air freight per year will also be constructed as part of the project. The facility will serve as a domestic hub for sea cargo in conjunction with the Port of Salalah and the Salalah Free Zone. Faithful+Gould is providing commercial services on the project. We have a global track record of project and cost management work in the aviation sector and our Middle East team is also working on the expansion of the King Abdulaziz International Airport at Jeddah in Saudi Arabia.

For further information contact Wilfred Asamoah on +968 2456 0478 wilfred.asamoah@fgould.com Issue thirty

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Rail Industry

Rail projects continue to be strong performers in the U.S., Europe and the U.K., although sector growth is still subject to financial challenges in the current economic uncertainty. A modal shift is driving significant plans in the Middle East and North Africa for $250billion of investment, with more than half of this coming from the six Gulf Cooperation Council (GCC) states alone. However proposals in several GCC states are now being reviewed due to their relatively high initial capital and life cycle cost estimates. Across the globe, railway owners and operators are looking at ways to maximize the effectiveness of the returns on their assets. Most operators have considerable unrealized potential in the form of land and building assets that can be released, redeveloped or re-purposed to create additional income. These strategic investment opportunities can reposition stations as a “gateway� to the destination or potentially act as a destination in their own right. Lessons learned from the airport model are increasingly put into practice at stations. 18

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Retail, leisure and other commercial facilities generate improved customer satisfaction as well as increasing station income, which in turn has a positive effect on overall passenger facilities. As a complete package, this improves the affordability of the railway to government, passengers and overall network operational efficiency. The immediate locality may also see station-led regeneration benefits. Notable examples of this approach include Antwerp Central (Belgium), Berlin Hauptbahnhof (Germany), London St Pancras International and the ongoing development at Birmingham Gateway (U.K.). The Anaheim Regional Transportation Intermodal Center


“Most operators have considerable unrealized potential in the form of land and building assets‌â€?

(CA) plans to take the same approach to maximize revenue with retail and other commercial activities. These opportunities are not restricted to the larger flagship schemes. In the right location, commuter stations can offer more than a quick coffee and a choice of magazine. Quality retail and dining experiences have proved to be robust and sustainable, with station retail sales currently outperforming other retail sectors. In the U.K., for instance, Network Rail released station retail sales results for January to March 2011 showing a 5.17 percent growth in likefor-like sales, compared to the same quarter the previous year. In the same quarter, the British Retail Consortium reported a decline of 0.8 percent. Here in the U.S., greater investment is needed for more railway and light rail lines, but lack of available funding, combined with high capital costs, means that the sector is not getting what it needs. The cost of repairs and maintenance at stations is also a huge stumbling block.

Operators are being urged to significantly reduce their combined operating costs and capital asset investment costs, by efficiently managing the total cost of ownership and maximizing the utilization and value of all their assets. The challenge of maintaining assets to the desired standard, within constrained budgets, underlines the imperative to achieve better value for money. Faithful+Gould is already helping clients find ways to optimize expenditure on maintaining their assets, and many of these principles can also benefit the rail industry. We are also supporting clients in formulating sustainable estate strategies to control the total costs of constructing, maintaining and life cycle asset replacement works. Our global transport hub experience includes clients and projects such as Penn Station, New York, NY, Anaheim Regional Transportation Intermodal Center, CA, High Speed 1 and St Pancras International Station, U.K., Heathrow Terminal 5, RTA (Dubai Metro), and Barajas Airport, Madrid.

For further information contact Carin Rautenbach on +1 562 314 4202 carin.rautenbach@fgould.com Issue thirty

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improves water services With its construction industry traditionally overshadowed by the much smaller UAE, Saudi Arabia’s pace of development has been cautious in recent years. As global recession has shifted the focus away from the Gulf’s real estate market however, Saudi’s growing infrastructure opportunities have moved into sharp focus. Economic reform underpins the Kingdom’s diversification into non-oil sectors. A more liberal business environment is designed to attract inward investors and position the Kingdom as one of the area’s most important financial centers. Although the state retains the dominant role in the economy, the government is encouraging the participation of the private sector, particularly in services and utilities. As one of the world’s most water-scarce locations, and with a growing population of 26 million, Saudi must invest heavily to meet demand for potable water and for sewage and wastewater services. To manage water resources efficiently, an extensive privatization program has been launched, creating the National Water Company 20

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(NWC) to take responsibility and to manage the delivery of water services to the public. Modernizing and expanding the sewage system is therefore vitally important. The percentage of the population served by an integrated sewage and wastewater system varies from city to city. Some city neighborhoods depend upon septic tanks drained by wastewater tankers. Priorities include connecting more homes to the wastewater collection system, ensuring a continuous supply of water, exploiting re-use of treated wastewater and minimizing water losses. Environmental, renewable energy and ecosystem analysis is also part of the planning. Work is underway in Jeddah and Riyadh and lessons learned will be transferred to other cities in the Kingdom.


The projects’ technical solutions bring significant design and engineering challenges, alongside a pioneering PPP model that demands a culture shift for the Kingdom’s construction industry. NWC aims to deliver strong performance through a commercially viable organization. The company is therefore keen to adopt global contracting methods, embracing international standards of program and project management and enhancing operational efficiency. With a focus on streamlining processes, slimming hierarchical structures and adopting FIDIC based contracts, NWC are exemplifying practices which other KSA government departments and PPP ventures may choose to follow in the future. Faithful+Gould was appointed to assist and structure NWC’s in-house project management unit. Our role includes assessment of ongoing projects, together with delivery of the project management governance systems for NWC’s corporate headquarters and the Riyadh and Jeddah business units. Our input provides a tailor-made project and commercial management framework that facilitates timely completion of current and future projects, appropriate utilization of financial resources and

delivery of NWC’s business aims. The scope of services includes capacity building and knowledge transfer as well as functional management responsibilities within the business units. Our training role will assist NWC to set up project management units within their organization. We currently have a team of 18 committed to the NWC project. The schemes are already making significant improvements to the comfort, health and safety of the population. Following serious floods in 2009, NWC succeeded in emptying the city’s infamous sewage lake nine months ahead of schedule, Faithful+Gould was part of the NWC project team which achieved this successful result. Faithful+Gould has been active in the Middle East since 2004. We have extended our regional capability by opening an office in Riyadh, following our commercial registration in January 2009, to focus on the rapidly expanding Saudi market. We anticipate growing demand from government ministries in the region, for support in their capital investments programs. In a similar capacity we have been awarded a contract to support neighboring Kuwait’s Ministry of Public Works.

For further information contact Mike Ninos on +966 1462 8770 mike.ninos@fgould.com Issue thirty

21


BIM

A transformation in cost and asset management But BIM is more than a technology, or even a suite of technologies. BIM is a philosophy based upon the principles of integration and collaboration, which advocates an integrated cradle-to-grave approach to asset management underpinned by information and technology. At its heart is the concept of a single model containing all the information required to design, build, operate and dispose of a building (or any aspect of the built environment). BIM accepts that the model might be “virtual” and promotes a loosely coupled approach where technology, information, people, processes and outcomes can be distributed across a number of collaborating parties. How does this differ from the way we presently work? The answer is that information is for the first time truly shared between all parties – everyone operates on one “single source of truth” and can do so simultaneously throughout the life of an asset. Objectives can be achieved earlier, faster, smarter and cheaper.

Most construction industry discussions eventually turn to Building Information Modeling (BIM) in the effort to improve the construction process and ultimately achieve a better building. The BIM revolution has taken time to reach the built environment. For decades, the aerospace, automotive and shipbuilding industries have used an integrated delivery approach combined with modelling software to simulate both assembly and performance. Costly and time-consuming physical prototyping is largely eliminated as the design is optimized in advance for cost, function and constructability. 22

Issue thirty

The implications are transformational. Not only can organizations avoid the obvious inefficiency of having to reproduce information between contractual or delivery boundaries, but skills and services can be delivered when and where they are needed. However, all stakeholders are involved in a cultural shift. Participating parties must embrace a new approach to managing their information and be prepared to share it with others, potentially exposing more data than previously and using “work in progress” as a basis for early decision making. Technology, information management and standards become imperative – albeit a challenge in the current economic environment and in the early stages of BIM adoption. An environment of trust is required, so organizations will seek new, close partnerships based upon the requirements of a new BIM paradigm.


BIM offers potential for greater cost accuracy, with cost management fully integrated into the building’s lifecycle. The cost consultant is able to advise on the most cost effective design, through true value engineering and improved estimating accuracy for both capital and ongoing FM costs. A close relationship between designer and cost consultant should also deliver valuable cost advice on early design, thus preventing time wasted on pursuing less viable solutions. Improving the flow of information will drive cost certainty and stimulate greater competition. BIM presents an ideal platform for sustainability, carbon and energy management. Too often, one of the primary difficulties in the assessment of carbon and energy is the lack of accurate specification data. Even if a snapshot of these items is taken, assets change over time and sustainability can get overlooked. Linking sustainability to the model and integrating it into the design, construction and operation of an asset is one of the many mechanisms that could help transition to a low carbon economy.

a BIM model. Faithful+Gould has been instrumental in the strategic exploitation of BIM in the U.S. market. We led the effort to integrate BIM technology on a variety of projects in multiple sectors and have collaborated with designers to maximize the potential to provide early advice. In partnership with seven organizations under the sponsorship of buildingSMART alliance, we evaluated the benefits of BIM for the U.S. built environment industry. The U.K. has been less enthusiastic regarding BIM adoption in the first decade of this century with few designers prepared to invest in the technology due, in part, to the fragmented nature of most project teams. However, in May this year the U.K. government’s chief construction adviser Paul Morrell has stated that BIM will become a key part of government procurement in the near-term with all public building projects required to adopt a BIM platform by 2016. This has led to a sudden increased interest and the number of projects being developed using BIM is increasing, albeit from a low base.

Of course BIM presents many more opportunities, from real-time progress tracking and automated scheduling, to a fully integrated facilities management which might incorporate space, move, investment and maintenance management for an entire property portfolio. It’s a quantum leap in asset management that’s waiting to be grasped.

Drawing on our earlier experience in the U.S., Faithful+Gould has been able to contribute to the research commissioned by the Department for Business, Innovation and Skills (BIS) exploring the opportunities for the widespread adoption of BIM. Additionally in the U.K., our longstanding relationship with the Royal Institution of Chartered Surveyors (RICS) is allowing us to explore further strategic and operational applications.

The U.S. has been at the forefront of the development of BIM encouraged by the GSA establishing a BIM program in 2003 and mandating that projects applying for Federal funding from 2007 onwards must provide

For further information contact George Aucamp on +1 602 333 3521 george.aucamp@fgould.com Issue thirty

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LawsonWorldwide – Donald Lawson A s BIM becomes mandated by public & private sector clients (UK and abroad) it’s good to see RICS driving understanding across our profession”

K udos to staff Jim Glover & Paul Roberts, worked 5 years on the WTC & are a major part of the success @ConstructiveExp

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Join the group Constructive Expertise Tom Jaske P ERFORMING ARTS CENTER AT THE WORLD TRADE CENTER SITE The new World Trade Center will provide downtown New York with a significant economic boost. As well as the Performing Arts Center, the World Trade Center plan includes five office towers; National September 11 Memorial & Museum; the World Trade Center Transportation Hub, and a retail complex.

Christy Murchison Ullo ● The 9/11 anniversary will be on the minds of many. We are proud and honored to be a part of the team rebuilding the WTC site that serves as a tribute to how far we have come in ten years. Gregory Dimech ● I am honored to be a part of this rebuilding… watching this year’s anniversary with my 8 year old son touched me in more ways now than ever before… I felt not only a little bit of closure this time around but some hope in that the younger generation will have something new before them to tell the story of what had happened on that day… 9/11 we will “never forget”

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Issue thirty

FSC Logo to be added by MBA


Solutions - Issue 30 (North America)  

Issue 30 of Solutions - sharing some of our latest projects, and introducing innovative services that are making a difference to our clients...

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