Staffing Up for a Major Program

by Edward H. McCormick, (M.ASCE), Manager; Wastewater Constr., East Bay Municipal Utility District (EBMUD), Oakland, CA,
David L. Pratt, (M.ASCE), Supervisor; Wet Weather Program, EBMUD, Oakland, CA,
Kurt B. Haunschild, (M.ASCE), Supervisor; Major Capital Program, EBMUD, Oakland, CA,
Jean S. Hegdal, Assoc. Engr.; EBMUD, Oakland, CA,


Serial Information: Civil Engineering—ASCE, 1992, Vol. 62, Issue 1, Pg. 60-62


Document Type: Feature article

Abstract: A nine-member construction management section must pilot a $335 million, multi-project capital improvement program over the next five years. Should construction management duties automatically be contracted out to consultants? Those in charge at California's East Bay Municipal Utility District (EBMUD), Oakland didn't think so. Instead, against conventional wisdom, the number of wastewater construction management staff was almost doubled to oversee the massive program directly. Several construction management options were considered, including all-district staffing and all-consultant staffing. From the start, EBMUD management wanted to maintain a strong presence on projects to protect district interests in scheduling, costs, construction quality and liability control. Additionally, close coordination with district operations-and-maintenance (O&M) personnel was required. Finally, the district was committed to providing staff opportunities for professional growth. In the past, the district managed and staffed the construction of all capital projects in-house. Had this policy continued past 1989, an additional 65 temporary engineers and inspectors would have been required to meet the demands of the growing program.

Subject Headings: Construction management | Consultants | Management methods | Managers | Employees

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