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  • Robinson On "Full-Delivery" Mitigation For Wetlands and Streams.

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    Restoration Systems, LLC
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    Presentation of Dr. David Robinson to the National Mitigation Banking Conference, May 2012, Sacremento, California. Robinson makes the case that large government purchases of environmental mitigation should utilize a competative "Full-Delivery" procurement model that lowers costs, reduce risk for the buyer and stimulates green jobs for the economy. Dr. Robinson is known as the father of Full-Delivery wetland and stream mitigation.

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    Robinson on "Full-Delivery" mitigation for wetlands and streams.

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    Presentation of Dr. David Robinson to the National Mitigation Banking Conference, May 2012, Sacremento, California. Robinson makes the case that large government purchases of environmental mitigation should utilize a competative "Full-Delivery" procurement model that lowers costs, reduce risk for the buyer and stimulates green jobs for the economy. Dr. Robinson is known as the father of Full-Delivery wetland and stream mitigation.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
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    4K views14 pages

    Robinson On "Full-Delivery" Mitigation For Wetlands and Streams.

    Uploaded by

    Restoration Systems, LLC
    Presentation of Dr. David Robinson to the National Mitigation Banking Conference, May 2012, Sacremento, California. Robinson makes the case that large government purchases of environmental mitigation should utilize a competative "Full-Delivery" procurement model that lowers costs, reduce risk for the buyer and stimulates green jobs for the economy. Dr. Robinson is known as the father of Full-Delivery wetland and stream mitigation.

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    of 14

    RISKASSESSMENT RISK ASSESSMENT & RETURNONINVESTMENT RETURN ON INVESTMENT

    forMitigationCustomers g MINIMIZING ANG$ ANG$T

    DEFINITIONS

    Customer
    PrivateDeveloper p PrivateCompany Local,state,regionalor federaldevelopmentagency federal development agency InLieuFeeProgram (outsource)

    Producer
    InLieuFeeProgram g (inhouse) MitigationBank FullDeliveryContractor Full Delivery Contractor Design/Construction Contractor

    Investment
    Marketcosts StaffResources Partnerships Reputation Reputation

    Risk
    Fundsnotwellspent Permitsandother consequencesofnot producing

    TEMPUSFUGIT
    NC

    WETLANDS,STREAMS, BUFFERS&NUTRIENTS BUFFERS & NUTRIENTS

    RISKTOCUSTOMER RISK TO CUSTOMER Developer or InLieuFeeProgram


    ILF
    or

    MB
    or

    MB
    or

    DBB
    or

    DBB
    indicatespresenceofrisk tocustomer

    FD
    customersresponsibilityisover whenmoneypaidtoproducer h id d

    NCEEPsMitigationProcurementSystems

    DesignBid DesignBidBuild
    LandAcquisitionbyState; Design,Build,&Monitoring g , , g Servicescontractedout
    and

    FullDelivery
    RFP&CompetitiveSelection RFP & Competitive Selection amongFullDeliveryContractors

    EXAMPLE: NCEEPsSTAFFING NCEEPsSTAFFING


    (50=100%)

    Production*29(58%)
    incl.FullDeliveryAdministration2(4%)

    Executive Administrative Executive,Administrative,21(42%) 21 (42%) Science,andAssetManagement


    Yet,contractvalueawardedbetween2002and2010: DesignBidBuild$70M(<$3m/productionemployee)29% FullDelivery$174M($87m/productionemployee)71% y $ ($ /p p y )
    *Productioncompriseswatershedplanning,securingpermits, andprojectmanagementthroughallphasesandmethods

    260

    NCEEPAnnualMitigation FY08 Orders(FY04=100)


    FY09

    220

    180

    140

    100

    200102 0203 0304

    FY10 FY11
    0506 0607 0708 0809 0910 1011

    EEPbegins

    60 0405

    INVESTMENT(I) RISK (R),FLEXIBILITY INVESTMENT(I),RISK(R) FLEXIBILITY (F) INVESTMENT (I),RISK(R),FLEXIBILITY(F)


    Customer D l Developer ILFH Banker Designer Constr.Contractor
    Bad Good

    IRF
    H H M H H L

    H=HighM=MediumL=Low

    GREATER
    90 80 70

    100

    RISKASSUMPTION CURVES
    CUSTOMER (eg,ILF)

    Extent tof Ris sk

    60 50 40 30 20 10

    PRODUCER (eg,Banker)

    LOWER

    0 0 10 20 30 40 50 60 70 80 90 100

    OutSourced %

    ReturnonInvestmentinfluencedby Return on Investment influenced by

    QualityofMitigation Q lit f Miti ti Q QuantityofMitigation y g CreditAvailabilitySchedule OrganizationFlexibility O i i l ibili


    andsubjecttoriskstaken/assumed

    10

    HIGHER
    9 8 7 6 5 4 3 2 1 0 0 10 20 30 40 50 60 70 80 90 100

    R RelativeRateofRet turn

    RETURNON INVESTMENTCURVES

    LOWER

    OutSourced %

    CONCLUSIONS
    CUSTOMERBUSINESSMODELISKEYTOSUCCESS CUSTOMERBUSINESSMODELISKEYTOSUCCESS 1.HIGHINHOUSE PRODUCTION
    Needstaffthatincludesindividualswithnatural resourceseducation&training,andindividuals resources education & training, and individuals withprojectmanagementskills;largerstaff

    2.HIGHOUTSOURCED 2 HIGH OUT SOURCED PRODUCTION


    Needstaffofindividualswithnaturalresources education&training,plusprojectmanagement g, p p j g skills;fewerstaff

    CONCLUSIONS(continued)
    3.CUSTOMERSSHOULDDECIDEONPRIMARY PRODUCTIONMETHOD
    NotaQUALITYvs.QUANTITY QUALITYvs.QUANTITYissue,bothareachievable eithermethod andtransitionfrominhousetooutsource maybechallengingbutispossible may be challenging but is possible

    4.OUTSOURCINGOFFERSMOSTFLEXIBILITY
    Intemporaryeconomicdownturn,productionstaff haveskillstomanageandevaluatesmallerprogram

    THEEND THE END

    DavidRobinson dcr@full dcr@fulldelivery.com www.full www.fulldelivery.com/contact.html

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