marketplace: the wastewater market
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MarketplaceThe Wastewater Market
Session 2-1
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Market Evaluation Basics
1. How many clients are in the market?2. Can these clients pay for our services?
3. Do these clients have a need to solve?
4. How many competitors are competing for your clients
business?
5. How does your business compare to your competitors?
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Our Nations Infrastructure
Over 19,739 sewer systems 800,000 miles of sewer mains
Most installed after World War II
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Our Nations Infrastructure
Aging pipes and inadequate capacity Symptoms:
Over 700 cities and towns in violation of the Clean Water Act
Over 900 Billion Gallons of untreated sewage illegally discharged each
year
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Our Nations Infrastructure
Washington D.C. 3 Billion gallons per year of raw
sewage illegally discharge
Miami, FL. 25 Million gallons per year of raw
sewage illegally discharge
Indianapolis, IN 7.8 Billion gallons per year of raw
sewage illegally discharge
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Our Nations Infrastructure
2011 EPA Congressional Report 20% of our nations streams unfit:
Fish and wildlife
Human recreation
Only 16% of streams assessed
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Our Nations Infrastructure
American Society of Civil Engineers Four year report card on Americas Infrastructure
D(+)
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Our Nations Infrastructure
The federal government share of wastewater infrastructure spending has shrunk from
78 percent in 1978 to just 3 percent today.
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Our Market
Water and Wastewater US market: $ 125 Billion per year Estimated market by 2020: $190 Billion per year
Wastewater Infrastructure and stormwater systems market: $39
Billion per year
AWWA estimates water and wastewater Infrastructurespending: 1 trillion over next 25 years
Sources:
ASCE 2013 Infrastructure Report 2012
EPA-Congressional Budget Report
ASCEFailure to Act Report
AWWA Sustainability Report
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RJN In the Market (2014)
RJN: $ 27M 0.02% of US market
0.07 % of WW & Stormwater
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RJN In the Market
Wastewater Inspections
and Studies Wastewater Design &
Construction
GIS & Software Services
Drinking Water
Stormwater & Misc.
Engineering
96% of work in sewers
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RJN In the Market
850 Clients1,600 projects
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Sales Coverage
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Sales CoverageDonna
Donna
Z
A
C
h
Clay
PaulJeff K
Stephen
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MarketplaceMarket Entrance Strategy
Session 2-2
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Evaluating Markets
1. How many clients are in the market?2. Can these clients pay for our services?
3. Do these clients have a need to solve?
4. How many competitors are competing for your clients
business?5. How does your business compare to your competitors?
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The Competition
Firm
Name(s)
Local/
Regional
National
Firm
Only Field
Service
Only
Engineering
Both Engineering
& Field Services
CDM X X
Brown
and
Caldwell
X X
MWH X X
B&V X X
H&S X X
ADS X XTREK X X
CES X X
Burgess
& Niple
X X
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The Competition
Boston, MA
Design Firms: 112
National Field Services Firms: 0
Regional Field Service Firms: 5
Indianapolis, IN
Design Firms: 84
National Field Service Firms: 1
Regional Field Service Firms: 6
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Develop and deliver exceptional Niche services by encouraginginnovation at all levels
Enter new geographic markets beyond Regional Offices
through Niche services
Sustain our presence by broadening client base anddiversifying capabilities through Core and Other Services
Organization-Wide Strategies
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Niche Services
Enhance our Portfolio of Niche Services
Incorporate Best-in-class Products and Services
Roll Out RPM
Integration of RPM / Telog Plan
RPM Implementation Plan for All Projects
Improve Mobile Data Acquisition Capability Improve Equipment Hardware
Improve Software Interface
Implement an Engineering Quality Control Program
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Sustain Our Presence
Niche servicesDifferentiation Flow
Monitoring, Modeling, SSES, Rehab
Design/RE in separate and combined sewer
systems
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Sustain Our Presence
EnhancementsGIS, Capital Planning, Asset
Management, etc.
Core servicesSupplemental SustainableServices - Program Management, Master Planning,
Design Build, New Sewer Design, Stormwater,
Water Distribution, Lift stations (new/rehab), WWTP,
Construction Phase Services.
Other ServicesDiversity Maintenance Management, Other
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Why Lead With Our Niche?
A niche establishes our credibility and industry expertise
Offer services that are not easily duplicated due to experience
and/or capital costs
Limited Competition
Develop client from niche to full service offering
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MarketplaceWilmette Story
Session 2-3
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WilmetteInitial Project
Initial Project (2012) - $133,385 Competitive Selection with Pricing
System Modeling and Recommendations
$20,000 Over Budget
Field Challenges Extra Report Effort
Poor Project?
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WilmetteKey Client Data
Affluent Client
Significant Basement Backups
Village Board Wants Action
Report Draft Report with Recommendations
Clients Requests Schedule Acceleration
Develop $25M Bond Program
Extra EffortProgram Development
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WilmetteProgram Initiation (2012-2013)
20123 Small Projects ($32,000 total)
2013Start Program $330,779Phase 1
Quick Hit Items
Flow Monitoring
Study for Core Project
$266,870Phase 2
Initial SSES
Preliminary DesignCore Project
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Wilmette Challenges
3 Follow Up Projects ($264,100 total)
Significant Construction Cost Increases
Challenges = Opportunity Need Park District Approval
Park District Requests Tight Window
Village Questions Feasibility
Design-Build Opportunity?
Key Hire NeededConstruction Manager
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WilmetteClosing the Deal
Multiple MeetingsStaff and Board
40% Design$226,134 Approved 7/8/2014 6 Week Push3 Sheets to 43 Sheets
Phase I Bidding
Phase II Pricing
JV and DB Agreements
$15,024,432 DB Contract Approved 9/9/2014
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Marketplace
Little Rock StoryMaturing aClient
Session 2-4
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Little Rock StoryMaturing a Client
First Project for LRW Flow Monitoring as a Dub to MWH
Used Project to Begin Developing a Relationship with Key Staff
Continued Building Relationship with Staff AfterCompletion of First Project
Used RJNs Reputation and Relationships to Obtain a
Sole Source 5-Year SSES Program
Completed 3 SSES Projects in First Years of Program
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Little Rock StoryMaturing a Client
At Beginning LRW Perceived RJN Only as a Field Service Provider
At End of 1stProject Continued Marketing Client by BD and PM
Client Asked RJN to Provide MH Rehab Design for First Study
Contracted with RJN to Provide Construction InspectionServices
Contracted to Train LRWs Staff to Perform ConstructionInspection
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Little Rock StoryMaturing a Client
For 2ndSSES Project LRW Requested that Hydraulic Modeling be Added to Scope
Also, Requested MH Rehab Design
Even Though LRW Now Perceived RJN as More Than aField Service Firm We were still Perceived as a Firm that Only Provided FM, SSES,
Modeling and Some Limited Design
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Little Rock StoryMaturing a Client
In 2009, LRW Decided to Update their SECAPDeveloped by MWH in 2002 SECAP was developed as a result of LRW being under a CO
due to suit by Sierra Club due to Sanitary Sewer Overflows
(SSOs) CO requires that all SSOs be eliminated by end of 2016
Purpose of SECAP
Update was to provide a review of where LRW was in meetingCO requirements and develop other alternatives in necessary
LRW originally thought that RJN was not qualified to provide theupdate and was looking at larger National Firms to do
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Little Rock StoryMaturing a Client
Based on RJNs past performance and our staff
relationships with LRW, we invited them to our Dallasoffice Dallas staff developed a presentation on our capabilities in flow
monitoring, hydraulic modeling and planning Based on this presentation, LRW decided to award the SECAP
update to RJN sol source
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Little Rock StoryMaturing a Client
SECAP update completed in 2010 and resulted inrecommendations for $180M of additional improvements,including: Flow Equalization Storage
Collection System Capacity Improvements Pump Station Upgrades
Changes to WWTP Operations
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Little Rock StoryMaturing a Client
RJN was selected for the First Design / RE Project fromthe SECAP recommendations based on: Deeper appreciation of RJN capabilities developed during the
workshops
SECAP update development Continued marketing efforts
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Little Rock StoryMaturing a Client
Cantrell Road Project Design of a 32 MGD pump station
Design of a 30 inch diameter force main
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Little Rock StoryConclusion
BD and PM must develop a strong relationship withclient staff
RJN must be seen as an extension of client staff
BD and PM must continuously convey to client full rangeof services that RJN can provide
Always be looking for the next opportunity with the client
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MarketplaceBaltimore County Story
Session 2-5
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Baltimore County Progression
2006Piggy Back on City Contract, and Local Firm
20062008 Establish Reputation 2009Differentiator in Selection
20102012 Selection as Prime
Project 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Rain Gauge$500K $500K $500K $500K $500K
JMT JV$5M
ACS Stemmers $820K
Force Mains $4.8M
South Area FM $5.5M
SRRR Plans $2.2M
On-Call FM $1.1M
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Rain Gauge ProgramContract 42903 (2006)
Piggy-back on BaltimoreCity Project Started in August 2006
45 Total County Network
Sites 11 Shared Rain Gauges
Two-Year Contract Extended 4 times (10 years
total)
Tried to extend for 10 yearterm
$2.5M contract budget todate
Established reputation Quality work
On-time deliverables Responsive to County
needs
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Baltimore County Progression
2006Piggy Back on City Contract, and Local Firm
20062008 Establish Reputation 2009Differentiator in Selection
20102012 Selection as Prime
Project 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Rain Gauge$500K $500K $500K $500K $500K
JMT JV$5M
ACS Stemmers $820K
Force Mains $4.8M
South Area FM $5.5M
SRRR Plans $2.2M
On-Call FM $1.1M
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Joint Venture with JMTContract # 2005-10
On-Call Contact Started in October 2006
RJN does SSES studies
RJN did HydraulicModeling
JMT does Design
$5M Contract Budget toDate
RJN + $3-3.5M
Two Sewersheds Flow Monitoring
Field Work
SRRR Plan Development
Design
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Joint Venture with JMTContract # 2005-10
Differentiated from Other Consultant Clearly outperformed JMT
Go-to Contact for County, even though JMT was managing JVPartner
Asked to represent County in City-County modelingboundary condition dispute
Instrumental in establishing County Guidelines forPreparing SRRR Plans
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Baltimore County Progression
2006Piggy Back on City Contract, and Local Firm
20062008 Establish Reputation 2009Differentiator in Selection
20102012 Selection as Prime
Project 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Rain Gauge$500K $500K $500K $500K $500K
JMT JV$5M
ACS Stemmers $820K
Force Mains $4.8M
South Area FM $5.5M
SRRR Plans $2.2M
On-Call FM $1.1M
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Subcontract to ACSCounty Contract # 2008-06
On-Call Contact Started in November 2009
One Sewershed
RJN subcontracted to ACS
Scope Provided flow meters
Limited manhole inspections
Hydraulic Modeling and Capacity Analysis
I/I Analysis
$622K initial contract $200K amendment to prepare SRRR plan
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Subcontract to ACSCounty Contract # 2008-06
Strategic Partnership (Balt Co / VA Beach)
ACS almost terminated by County RJN was asked if we could take over
County mandated that RJN become more involved in writingreport
Subcontract amendment
ACS assigned new Project Manager
County starts to ask When is RJN going to Prime one of
these?
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Baltimore County Progression
2006Piggy Back on City Contract, and Local Firm
20062008 Establish Reputation 2009Differentiator in Selection
20102012 Selection as Prime
Project 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Rain Gauge$500K $500K $500K $500K $500K
JMT JV$5M
ACS Stemmers $820K
Force Mains $4.8M
South Area FM $5.5M
SRRR Plans $2.2M
On-Call FM $1.1M
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Force Main AssessmentContract # 2010-01
On-Call Contact Started in January 2011
17 Task Orders
$4.75M Contract Budget to Date
Two contracts/assessments teams RJN clearly outperformed the other team
Captured 80% of remaining work in last task order
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Force Main AssessmentContract # 2010-01
Two Teams RJN
PHRA/Pure JV
Clearly outperformed the other team On-Time, Under Budget
Captured 85% of Remaining Work after Priority ForceMains completed
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Baltimore County Progression
2006Piggy Back on City Contract, and Local Firm
20062008 Establish Reputation 2009Differentiator in Selection
20102012 Selection as Prime
Project 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Rain Gauge$500K $500K $500K $500K $500K
JMT JV$5M
ACS Stemmers $820K
Force Mains $4.8M
South Area FM $5.5M
SRRR Plans $2.2M
On-Call FM $1.1M
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South Area Flow MonitoringContract # 2010-02
Flow Monitoring 8 Sewersheds Started in August 2011
One-Year Monitoring Period
December 2011-November 2012
130 Locations I/I Analysis
$5.5M Budget
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South Area Flow MonitoringContract # 2010-02
Two Teams (North Area / South Area)
Contract in Place 6 Months Earlier
More Difficult Area (low-lying, pump stations)
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Baltimore County Progression
2006Piggy Back on City Contract, and Local Firm
20062008 Establish Reputation 2009Differentiator in Selection
20102012 Selection as Prime
Project 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Rain Gauge$500K $500K $500K $500K $500K
JMT JV$5M
ACS Stemmers $820K
Force Mains $4.8M
South Area FM $5.5M
SRRR Plans $2.2M
On-Call FM $1.1M
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SRRR Plan DevelopmentContract # 2012-01
On-Call Contract
SRRR Plans for 4 Sewersheds Started in March 2013
4 years with four 1-year renewals
$6M Contract Budget
9 Task Orders to Date
$2.2M Under Contract
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SRRR Plan DevelopmentContract # 2012-01
4 SRRR Consultants
4 Design Consultants
1 Modeling Consultant
Highest Ranked SRRRand Modeling
First Under ContractSRRR Plans Ahead of all others in
Completion
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Baltimore County Progression
2006Piggy Back on City Contract, and Local Firm
20062008 Establish Reputation 2009Differentiator in Selection
20102012 Selection as Prime
Project 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Rain Gauge$500K $500K $500K $500K $500K
JMT JV$5M
ACS Stemmers $820K
Force Mains $4.8M
South Area FM $5.5M
SRRR Plans $2.2M
On-Call FM $1.1M
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On-Call Flow MonitoringContract # P-112 (2013)
On-Call Contract Two Year Initial Term (start 4/22/2014)
Three One-Year Renewals (thru 4/21/2019)
Flow Monitoring by Task Order
$5.7M Contract Budget Awaiting Approval of First Task Order
20 meters, 18 months
$1.1M
Two Consultants (RJN / ADS)
Need to Out-Perform
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Key Reasons for Success
Superior Quality Work
Sound Advice / Consultation
Established Working Relationship
On-Time / Early Deliverables
On or Under Budget
Responsiveness
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