The City of Nashville’s Metro Water Services (MWS) is expanding its Omohundro Water Treatment Plant from a capacity of 90 mgd to 150 mgd. This significant upgrade includes the construction of new raw and finished water pumping stations, conventional pretreatment with plate settlers, granular media filters, conversion of existing filters to granular activated carbon (GAC) contactors as well as chemical storage and feed facilities. Additionally, extensive electrical infrastructure will be integrated to support enhanced plant capacity. . The project is to be completed within the confines of a limited site, requiring careful coordination to maintain the operation of the existing plant, minimize disruptions to plant capacity, and ensure the safety of MWS staff throughout the process. To facilitate effective collaboration and provide flexibility, MWS chose the Construction Manager at-Risk (CMAR) delivery method for the project. This model allows for the division of the work into multiple manageable packages, which can be adjusted based on project schedule, budget, and operational needs. Early in the design phase, detailed construction sequencing was developed with the CMAR to break down the work into distinct packages, taking into consideration factors such as: •Ensuring continuous access to operational facilities for MWS staff. •Minimizing the duration of critical shutdowns, including those needed for system tie-ins and electrical cutovers. •Implementing temporary systems to maintain plant operations and enable new facility start-ups and commissioning. The project has been divided into 20 design packages, prioritized by construction sequence and facility priority. The CMAR team has grouped these into 18 guaranteed maximum price (GMP) packages, offering the flexibility to adjust the scope as needed by either combining or separating design packages. Notable benefits of this approach have included: •Ability to issue change directives to add or transfer scope between packages, allowing early work and owner-requested modifications to be completed. •Collaborative design process that incorporates input from the CMAR and relevant subcontractors ensuring efficiency and cost-effectiveness •CMAR assistance with verification of field conditions, including utility location and site/building surveys. •Engagement with operations and maintenance staff to coordinate construction activities within an operating plant. •Collaborative phasing of work between Owner, Designer, and CMAR based on funding availability and schedule. While the project is in early stages of construction, the CMAR has been able to complete tree harvesting, relocation of chemical lines, addition of new office space for MWS staff, and make significant progress on relocation of an existing stream and 60-inch sewer main while the design continues to progress. All design activities will be complete in 2025, and construction is expected to continue until approximately 2031.