Alares Architects & Engineers
Project spotlight · Construction management

Five megawatts over the parking lot.

The Houston VA Medical Center generates 5 MW of its own power from panels built over the campus parking lots. Alares was the VA's construction manager and commissioning agent on the $21M project. We did not design it and we did not build it. Our job was to be on site every day making sure the work matched the contract, and to verify the system actually performed before the VA took it over.

Solar photovoltaic array at the Houston VA Medical Center campus
Client

Dept. of Veterans Affairs, VISN 16

Location

VAMC Houston, TX

Alares role

Prime, construction manager and Cx agent

Construction contract

$21M

Why parking lots

The cheapest renewable energy on a federal campus is the kind that uses real estate already on the books. Houston had acres of open parking, which is sun falling on asphalt all day. Building the array overhead turns that into generation and puts the cars in the shade, and it does not consume a single new acre or displace anything the hospital needs.

That is why carport PV keeps showing up on VA campuses. The land question, which usually kills solar projects before they start, is already answered.

What a construction manager actually does

The phrase sounds vague until you list it out. On this project our scope covered daily on site inspections, weekly progress reports, review of submittals and shop drawings, schedule evaluations, assistance with contract modifications, progress meetings, and the final inspection.

It also covered the unglamorous financial work: validating progress payments before the VA paid them, processing change orders, and keeping the project records straight. On a $21M build, that paperwork is where money is either protected or lost.

Reviewing the design before anyone breaks ground

One piece of the scope happened before construction started. We reviewed the completed design for defects, errors and omissions. Finding a problem in a drawing set costs a revision. Finding the same problem after the contractor has mobilized costs a change order, and on a schedule like this one it costs time too.

A project management plan built to VA requirements

We developed the project management plan to meet VA requirements, which is what gives everyone the same definition of progress. Without it, the contractor's version of on schedule and the owner's version drift apart until somebody has to litigate the difference.

Then we commissioned it

Being both construction manager and commissioning agent is the combination we like, because the same team that watched the work get installed is the team that verifies whether it performs. We monitored commissioning and provided post construction support through closeout.

A 5 MW array that is built correctly and controlled incorrectly still underproduces. Verification is how an owner learns the difference before the first utility bill arrives.

Why it matters

The VA ended up with 5 MW of on site generation, shaded parking, and a project that closed out with somebody on their side of the table the whole way through. The panels are the visible part. The daily inspections, the payment validations and the commissioning report are the reason the panels do what the contract said they would.

Building on-site generation?

Construction management and commissioning for federal energy projects, with someone on the owner's side of the table from groundbreaking through closeout.

Headquarters

1990 Main St Downtown,
Suite 750
Sarasota, FL 34236

941.444.0477
Boston Office

248 Copeland Street
Quincy, MA 02169

617.481.6390