In the summer of 1998 the village of Sussex, Wisconsin, performed a wellhouse rehabilitation project to upgrade a 28-year old facility. The scope of the project was too small to attract competitive bids from larger general contractors. The Village called on the private sector design/build experience of a local engineering firm that developed a scope of improvements that could be performed by local tradesmen, using locally purchased products. The team developed an approach that satisfied statutory requirements for competitive bidding of public construction, yet allowed the team to act as a kind of General Contractor. This arrangement allowed the Village to define and control the schedule, scope, and cost of the project. Objectives for the improvements project are listed.