The City of Chattanooga is 12 years into its 17-year EPA mandated Consent Decree (CD). Only 5 years left to complete the last 2 required projects named in the CD: inspect (SSES) and perform prioritized rehabilitation of 1 million feet of sewers and build 40 million gallons of wet-weather storage. Surely, this is it - well, not quite. The CD, being performance-based, will not be considered terminated until the City can certify that the pipes, pump stations, and treatment plant in its wastewater system have enough capacity to accommodate the design peak flows from Chattanooga and its 9 communities during wet weather. To meet the criteria of its Capacity Assurance Program (CAP), the City has to figure out what the last pieces of the puzzle should be and implement them - quick. To determine how far the system is from meeting the CAP requirements, the City had to make sure its collection system hydraulic model is entirely reliable and trustworthy. The model was re-calibrated to account for growth and actual reduction in inflow and infiltration (I&I) from recent CIPP lining projects. Future growth, and ongoing and planned projects were added to simulate the 2030 horizon. A handful of pump stations that could not pass the design flow were added to the Capital Improvement Program (CIP) for the next few years, along with 3 selected interceptor upgrades. The hydraulic model is as important a tool as ever to allow the City to land the “boat” accurately and timely in 2030, or before! Implementing the revised CIP and spend half a billion dollars in the next 5 years required new approaches. Having experienced particularly challenging post-pandemic times, with cost escalation, shipping delay, low number of bidders, low-cost and quality contractors, and time being of the essence, the City radically switched to a more collaborative delivery strategy. The City elected to perform its 1 million linear feet SSES & Rehab Program by actively involving its field staff, pre-selecting a pool of contractors under a multi-year blanket construction contract, hiring a single consultant to manage the SSES and rehab, and having the CCTV data coded by its Program Manager’s Artificial Intelligence (AI) system. This new approach is proving to be highly effective and consistent. The City is also managing 2 Design-Build (DB) projects for an overall value of $350M. The City engaged its Program Manager as its Owner’s Agent for both contracts. Despite being very time-consuming for the Wastewater and Public Works Department staff, this delivery model is exceling for the synergies between the O&M staff, the Designer and the Contractor. The City has also started to perform a major pump station upgrade using the Construction Manager at Risk (CMAR) type delivery and is looking at using this model for future projects ranging between $5m-$50m. This presentation should provide first-hand experience insights on how to stay ahead of compliance with EPA while performing and nearing completion of a CD, navigate and meet the CAP requirements, and the benefits from Collaborative Delivery methods.