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In this traditional delivery model, the project follows a straightforward sequence: design first, construction second. ÌÇÐÄÊÓƵ procures and manages a contract for professional services to develop the design and prepare the construction documents on behalf of its client-partner. Once the design is complete, ÌÇÐÄÊÓƵ issues a competitive solicitation for the construction work.

Since the project requirements and technical specifications are defined before tendering, the construction contract is generally awarded to the lowest compliant bidder. This model is best suited to projects with well-defined requirements, limited complexity, and a high degree of certainty regarding scope, cost, and technical expectations.

ÌÇÐÄÊÓƵ’s Modified Design-Build (MDB) model is a collaborative delivery approach that brings owners, designers, and builders together early in the project lifecycle. A single Design-Builder is responsible for both design and construction, helping streamline delivery and improve project outcomes.

Through an initial collaborative phase, project requirements are refined, design solutions are developed, risks are assessed, and construction costs are validated through an open-book process before construction begins. This early involvement supports better decision-making, greater cost certainty, and more effective risk management.

The MDB model promotes collaboration, innovation, and efficient management of scope, schedule, and budget. The MDB model can be used for a single project or, when appropriate, for a program comprising several similar or related projects, thereby ensuring greater continuity, standardization of approaches, and efficiency gains in planning and execution. In the context of a program-level MDB model, the contract generally establishes a long-term relationship with the design-builder.

This delivery model is generally preferred where early involvement by the design-builder can yield significant benefits.

Construction Management (CM) is a project delivery approach that engages a Construction Manager early in the project lifecycle to provide expertise in planning, scheduling, cost management, procurement, constructability, and risk mitigation. Working as an integrated team with ÌÇÐÄÊÓƵ, the client, designers, and trade contractors, the Construction Manager helps optimize project scope, budget, schedule, and overall project execution.

In this delivery model, ÌÇÐÄÊÓƵ establishes separate contracts for the design consultant(s) and the Construction Manager, enabling independent expertise while fostering close collaboration throughout the design and construction phases. The Construction Manager provides valuable input during design development, supporting constructability reviews, project phasing, cost planning, and schedule optimization.

A key advantage of CM is its flexibility. By allowing design and construction activities to overlap through a phased delivery approach, portions of the work can begin before the overall design is fully complete, helping accelerate project delivery while maintaining strong control over cost, quality, and risk.

Well suited for projects that require phasing or has evolving requirements, or schedule-sensitive programs, Construction Management promotes transparency, collaborative decision-making, proactive risk management, and continuous stakeholder involvement to help achieve successful project outcomes

Integrated Project Delivery (IPD) is a highly collaborative project delivery approach that brings together ÌÇÐÄÊÓƵ and DND, designers, and contractor under a shared contractual framework. By aligning the goals, responsibilities, and interests of all key participants, IPD promotes collaboration, innovation, transparency, and collective decision-making throughout the project lifecycle.

This approach encourages the joint management of project risks and opportunities, enabling teams to optimize project outcomes in terms of scope, cost, schedule, quality, and overall performance. IPD is typically used for large, complex, or highly technical projects where early collaboration and integrated problem-solving are critical to success. It is based on sharing of the risks, responsibilities, and objectives in order to foster innovation, optimize overall performance, and enhance outcome predictability. This approach encourages collective decision-making and increased transparency throughout the project. It is generally used for complex, innovative, and very large-scale projects.

Public-Private-Partnership (P3) is a Ìýlong-term collaborative delivery model that brings together Ìýthe public and private sectors to design, build, finance, and Ìýoperate and maintain infrastructure assets. Compensation is typically linked to asset availability, performance, or the achievement of defined outcomes. P3s are generally used for large, complex projects where lifecycle performance, risk transfer, long-term value, and private-sector financing can provide benefits over traditional delivery approaches.Ìý

An Energy Performance Contract (EPC) is a performance-based contractual and financing approach that enables an organization to leverage the technical expertise, innovative solutions, and financing capabilities of a specialized Energy Service Company (ESCO) to design, finance, implement, and manage energy efficiency improvements, energy management initiatives, and Greenhouse Gas (GHG) reductions, across one or more facilities.Ìý

The energy and utility savings generated through implemented measures can be used to offset, in whole or in part, the investments required to deliver the project, while capital contributions may be leveraged to support larger infrastructure modernization initiatives and accelerate greenhouse gas reductions. This performance-driven model aligns financial outcomes with operational results, ensuring that value is realized through verified improvements in energy performance.Ìý

EPC projects typically include a feasibility study, design, financing, construction, project management, commissioning, awareness and training, and ongoing measurement and verification of energy savings.

The Facility Maintenance (FM) approach provides a single, integrated solution for the maintenance of facilities. By bringing together services such as preventive and corrective maintenance, technical services, and emergency response under one contract, the FM model delivers efficient, coordinated, and performance-driven service delivery.

Built on measurable service standards and performance indicators, the ÌÇÐÄÊÓƵ FM approach promotes accountability, proactive risk management, and long-term asset performance. This approach is particularly well suited for large real property portfolios or environments requiring continuous and structured facility maintenance.