Issue 25 Fall 2018
profiles in partnering Lessons Learned from Award- Winning Partnered Projects
INSIDE: page 6
page 16
Q&A: Learn to Embrace Partnering
Best Practices to Achieve Success
Replacement Airport Traffic Control Tower San Francisco International Airport
Learn more at henselphelps.com
Airports Hospitals Office Buildings Maintenance Facilities
TRUE PARTNERSHIPS BUILD LANDMARK PROJECTS Data Centers Courthouses Universities Hotels
CONTENTS INTERNATIONAL PARTNERING INSTITUTE IPI is a non-profit 501(c)(3) charitable organization that is funded by our members and supporters who wish to change the culture of construction from combative to collaborative. Phone: (925) 447-9100
BOARD OF DIRECTORS
Features Fall 2018 Year in Review Issue
Ivar Satero, President of the Board, San Francisco International Airport Jim Pappas, Vice President of the Board, Hensel Phelps Construction Company David Thorman, Secretary of the Board, CA Division of the State Architect (Ret.) Len Vetrone, Treasurer of the Board, Skanska USA Pierre Bigras, PG&E Roddy Boggus, RS&H, Inc. Pat Crosby, The Crosby Group Pete Davos, DeSilva Gates Construction Larry Eisenberg, Ovus Partners 360 Rachel Falsetti, Caltrans John Fisher, WSP Michael Ghilotti, Ghilotti Bros, Inc. Richard Grabinski, Flatiron West, Inc. Randall Iwasaki, Contra Costa Trans. Authority Jeanne Kuttel, CA Dept. of Water Resources Geoff Neumayr, San Francisco International Airport Stuart Seiden, Avila & Seiden Architects Thomas Taylor, Webcor Builders Sue Dyer, OrgMetrics LLC
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In the Trenches A Q&A with Lisa Watada, Aviation Client Relationship Manager for WSP, about Partnering and their construction projects.
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Partnering Profiles Lessons learned from three awardwinning projects.
Rick Mayfield
MEMBER SERVICES COORDINATOR Lisa Mayfield
Sue Dyer, MBA, MIPI, MDRF
EDITORIAL OFFICE: SUBSCRIPTIONS/ INFORMATION International Partnering Institute 291 McLeod Street Livermore, CA 94550 Phone: (925) 447-9100 Email: ed@partneringinstitute.org www.partneringinstitute.org
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Executive Director’s Message Reflecting back on a year of innovation and new beginnings.
16
Best Practices
EXECUTIVE DIRECTOR
FOUNDER
IN THIS ISSUE
12
Facilitator’s Corner
Key practices to help in the development of an integrated, comprehensive Partnering program; one that drives culture change.
A Case Study on how Collaborative Partnering helped in the high profile Oroville Spillways Recovery Project.
DESIGN/CREATIVE Michelle Vejby Email: mvejby@msn.com
COPYRIGHT Partnering Magazine is published by the International Partnering Institute, 291 McLeod Street, Livermore, CA 94550. Four quarterly issues are published annually. Contents copyright 2018 International Partnering Institute, all rights reserved. Postmaster please send address changes to IPI, 291 McLeod Street, Livermore, CA 94550.
www.partneringinstitute.org
Cover Image: USA Parkway (SR439) Design Build, Nevada Ruby Level IPI Partnering Award Winner, 2018 Owner: Nevada DOT Prime: Ames Construction Facilitator: RHA, LLC
Fall 2018 Partnering Magazine
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EXECUTIVE DIRECTOR’S MESSAGE dC ure uct St r e ativ bor olla g rin tne Par
Rick Mayfield, IPI Executive Director
The Year in Review
R
eflecting back on this year,
delivered by Randy Iwasaki, Executive
focused on addressing issues as project
we will look on 2018 as a
Director at Contra Costa Transportation
issues arise, and not getting into
year of innovation and new
Authority, that showcased how
finger-pointing or blaming. Soroush
beginnings. Being newly appointed as
technology is becoming more prominent
also expressed how important internal
Executive Director in late fall of 2017,
in construction and in helping teams
collaboration is for an organization
the focus was simple; develop new and
become more collaborative. New for the
and is looking forward to additional
innovative ways to bring more value
conference this year was the addition of
training from IPI on Internal Strategic
to our members, promote Structured
the Expo Hall, allowing a select number
Partnering.
Collaborative Partnering to all industry
of vendors to educate attendees on the
sectors through strategic partnerships
uses and benefits of how their technology
IPI is excited to be heading into our
and deliver an awards conference and
improves collaboration. This was well
tenth year with the mission to transform
expo that is engaging, relevant, and
received and will be a more prominent
the construction industry to achieve
continues to recognize a high level of
addition at future conferences.
exceptional results through a culture
excellence in the pursuit of our mission.
of collaboration. From this perspective, In our efforts to spread Partnering to a
we are also excited to focus on what
We’ve continued to develop strategic
broader audience, we were extremely
the next five to ten years will look like.
partnerships in various building
pleased with the results of our outreach
After extensive polling of our members,
sectors, including Water/Wastewater,
campaign which resulted in eleven out of
we developed a “Task Force” to focus
Healthcare & Education, Aviation and
twenty-five award applications coming
on our core mission and how we can
Transportation. These partnerships will
from states outside of California, as well
continue to grow and deliver value in a
allow us to reach a broader geographic
as a nearly forty percent increase in the
sustainable and responsible way. From
audience and promote Structured
number of applications this year. We also
that meeting, Partnering Education and
Collaborative Partnering as the accepted
saw a nearly twenty percent increase in
increased Partnering awareness and
norm for all construction project types
conference attendance over 2017.
adoption were highlighted as important
and for all delivery methods.
points of focus for 2019. Providing Member value was another focus for
members with more opportunities
Innovation was a central theme at
this year. One of our new members,
to participate will also be a focus as
Collaboration 2018. This was our second
NMI Industrial Holdings, Inc. expressed
we move into the next year. As we
year with a two-day format that allowed
their appreciation for the impact that
develop these strategies, we will be
us to recognize project teams that have
Structured Collaborative Partnering can
communicating with you through
demonstrated the significant positive
have on a project. Soroush Rahimian,
various channels to ensure that IPI
impact Partnering had on their projects,
Director of Business Development,
continues to support our IPI members
along with educational presentations,
stated that the attitudes of the project
in their journey towards a more
panel discussions and a Keynote
team members were noticeably more
collaborative culture.
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Partnering Magazine Fall 2018
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PARTNERING IN THE TRENCHES
Partnering: Working Hard to Achieve Project Success
I
PI Member, WSP, has won several
embraced the culture
John L. Martin Partnered Project
of Partnering on its
of the Year awards, including
projects immediately.
In 2014 Lisa Watada (Aviation Client Relationship Manager for WSP) was awarded IPI’s Chairman’s award for her outstanding contributions on behalf of IPI and its mission to develop high trust relationships and transform the construction industry to achieve exceptional results through a culture of collaboration.
three in 2018.We spoke with Lisa
I feel lucky that
Watada, Aviation Client Relationship
WSP leadership
Manager for WSP, to learn more about
is so supportive
her, and WSP’s, lessons learned about
of structured
Partnering on their construction
collaborative
projects.
Partnering.”
IPI: How was Partnering introduced
IPI: WSP has won several awards since
WSP learned from its involvement
to the organization/how did you learn
becoming an IPI member in 2011,
with IPI?
about Partnering?
including winning three awards in 2018.
IPI: WSP has been a strong supporter of Partnering and of IPI. What has
Tell us about your Partnering Program
Lisa: “In the past five years, WSP has
Lisa: “Working with WSP, I was
at WSP and how it’s evolved over the
learned to embrace Partnering. WSP now
introduced to partnering during San
past few years.
uses Partnering when interacting with
Francisco International Airport’s (SFO)
clients. Partnering has helped WSP have
Runway Safety project in 2012, for which
Lisa: “WSP started partnering on
a better understanding of how to work
we won a Diamond John L. Martin
SFO projects and the firm’s partnering
with clients and contractors. We know
Partnered Project of the Year Award. It
program has evolved to help improve the
what clients are expecting. Partnering
was a very fast-paced project with a lot of
outcomes of projects on a nationwide
helps to promote a collaborative culture.
stakeholders. Partnering was a necessity
scale. Working with Judy Ross
WSP also continues to learn about
and quickly became a part of our culture.”
(Assistant Director) at Mineta San Jose
Partnering practices from IPI. Using
International Airport and Paul Shank
tools provided on IPI’s website, receiving
IPI: When did WSP first implement
(Chief Engineer) at the Maryland Aviation
training from IPI and IPI-certified
Partnering on their projects?
Administration at the Baltimore-
facilitators, helps keep the Partnering
Washington International Airport (BWI)
culture alive.”
Lisa: “WSP is a global engineering firm
has been a valuable and rewarding
that works on public sector projects
experience. Both of those organizations
IPI: What are some of the barriers
with owners such as Caltrans, the City
had award-winning projects and pilot
you’ve experienced with project
of San Francisco, SFO, and BART. WSP
projects in the 2018 IPI Awards.”
teams (owners, stakeholders,
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Partnering Magazine Fall 2018
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Photo: SFO Fire House #3 and South Field Checkpoint Relocation Project, San Francisco, CA
WSP HAS BEEN ON THE FOLLOWING 2018 IPI AWARD-WINNING PROJECT TEAMS. THE TEAMS HAVE EXPERIENCED A MULTITUDE OF BENEFITS, INCLUDING NO CLAIMS AND OVER $6 MILLION IN SAVINGS DUE TO PARTNERING. •
MINETA SAN JOSE INTERNATIONAL AIRPORT SECURITY PERIMETER TECHNOLOGY PROJECT –
No claims, on time, on budget, $1.5 million savings due to Partnering
•
SFO FIREHOUSE #3 AND SOUTHFIELD CHECKPOINT RELOCATION PROJECT –
No claims, schedule & budget within GMP, $3 million savings due to Partnering (project photo shown at left in center spread)
subcontractors, etc.) to embrace Partnering and what has helped to break through those barriers?
•
MARYLAND AVIATION ADMINISTRATION D/E CONNECTOR & SECURITY CHECKPOINT PROJECT –
Lisa: When new people come into WSP’s collaborative
No claims, 43 days ahead of schedule, $571,383 under budget, $2 million savings due to Partnering
partnering culture, they question the process. Many people have the mistaken idea that partnering is easy; a little too “kumbaya.” (Lisa said she sits down and talks with them and explains that partnering is not a “fun and fluffy” thing.) “Partnering
the measurable results available on IPI’s website and to talk to
is hard work. It is intense. Often the team has to confront
others who have partnered projects.
unpleasantness.” (She explains that Partnering is a serious, solutions-oriented process where the effort can produce
IPI: What would you recommend as the best way to start a
project success).
Partnering program?
IPI: What has WSP done/plan to do to ensure that
Lisa: “Join IPI and take advantage of all of the resources on
Partnering and developing a collaborative culture is
IPI’s website when looking to start a Partnering program for
continued on its future projects?
your organization. IPI provides publications on starting a new Partnering program, a Partnering Best Practices Guide,
Lisa: “WSP brings its Partnering culture to every project. We
and connections to organizations who are already Partnering
explain to project teams how important partnering is to the
and would be happy to speak about their experiences. IPI can
success of their construction projects and use the tools that they
refer organizations to people who will train their company
have learned from IPI trainings to help spread a collaborative
on what Partnering is and how it works. IPI also provides
culture.” Lisa also adds, “I am a Partnering advocate. I talk
research with measurable results on the success of Partnering
with owners, stakeholders, and contractors about collaborative
on construction projects.”
Partnering. I recommend visiting IPI’s website, reading books about Partnering, attending Partnering trainings, and talking to
We thank Lisa for allowing us to peer inside of WSP’s
other people who have experienced Partnering on their projects.”
Partnering Program, and for sharing her thoughts and experiences on Partnering. We also thank Lisa and WSP for
IPI: What would you say to organizations who have not
their dedication and years of support of IPI.
embraced Partnering on their projects? For more information on the resources IPI offers and Lisa: “Organizations that don’t Partner their projects are
potential membership, please visit IPI’s website at http://www.
‘short-changing’ themselves.” Lisa encourages them to look at
partneringinstitute.org.
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Fall 2018 Partnering Magazine
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PROFILES IN PARTNERING
PROFILES Lessons Learned from Three Award-Winning Projects
IN PARTNERING
ODOT 13-3000 Cleveland Innerbelt Construction Group 2 – George V. Voinovich Bridge
consist of two independent structures. The second bridge is the new eastbound George
The Team:
V. Voinovich Bridge project, a 4,000 foot long
Owner: The Ohio Department of Transportation
main viaduct structure spanning the Cuyahoga
Prime Contractor: Trumbull-Great Lakes-
River Valley (including the river, multiple rail
Ruhlin, a Joint Venture
A WELL-PARTNERED
Designer: AECOM
PROJECT INCLUDES A
Partnering Facilitator: Larry Anderson
lines, and several city streets) at 115 feet tall. LESSONS LEARNED #1: Include All Stakeholders As Partners in the
PARTNERING SESSION, USUALLY SCHEDULED
Increased scrutiny of bridges with a similar
Project and Get Them Involved Early
AT CLOSE-OUT OR JUST
design occurred nation-wide as a result of a
The Project Team considered outside
PRIOR TO COMPLETION,
deadly bridge collapse in Minneapolis. Repairs
stakeholders as partners in the project. Very
TO GATHER LESSONS
were made to increase the strength of the
early in the planning process a concerted effort
LEARNED FOR
gusset plates on the Cleveland Innerbelt
was made to include any interested external
CARRYING OVER TO
Bridge, but a combination of age and the
stakeholder, including the traveling public;
NEW CONSTRUCTION
original design ultimately led the Ohio
Downtown Cleveland’s largest employers; the
PROJECTS. THIS
Department of Transportation (ODOT) to
Cleveland Chamber of Commerce (known as
ARTICLE PROFILES
replace the bridge to modernize travel through
Cleveland Alliance); high traffic generators such
THREE IPI JOHN L.
downtown Cleveland.
as the professional sporting teams and the venues in which they play; the two downtown
MARTIN PARTNERED
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The new bridge (project photo above) would
PROJECT OF THE YEAR
The design-build project included demolishing
college campuses; the City of Cleveland, its
AWARD-WINNING
the old bridge, various reconstruction of the
safety forces, and design review/planning
PROJECTS WITH
existing highway and local streets in and around
commissions; the Regional Transit Authority; the
LESSONS WE CAN
Cleveland’s central business district and the
Port Authority; local elected officials; the three
LEARN FROM THEM.
Tremont neighborhood, and various other
major hospital systems; trucking associations;
pedestrian and community friendly projects,
water oriented freight carriers; bicycle advocacy
including a fish habitat in the Cuyahoga River.
groups; and the various neighborhood
Partnering Magazine Fall 2018
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S
These award-winning project’s lessons learned show how effective partnering is in helping project teams work community development corporations
same organization. It also allowed for any
together to communicate
which brought in neighborhood block
questions or issues to be resolved quickly,
clubs. Many meetings were held over a
as each member of the project team
more effectively, resolve
series of years to incorporate ideas from
was already there. Rather than playing
the stakeholders as well as allay fears
telephone tag, team members could pop in
about disruptions the project could cause.
with questions, suggestions, and ideas.
Close coordination with all of the city
issues, and stay on goal.
above categories. In addition, the team
stakeholders kept the general public and
LESSONS LEARNED #3:
members were encouraged to make any
workers safe and allowed construction to
Use Partnering Surveys
comments they felt were appropriate.
continue to meet the schedule.
Using surveys to keep track of Project
These comments were often the basis
Goals and team satisfaction prior to each
for thoughtful discussion during the
LESSONS LEARNED #2:
partnering meeting was one of the tools
partnering meetings and even resulted
Co-Location is an Easy and Effective
used to gauge the project team’s level of
in action plans. For instance, early on
Way to Build Relationships and Trust
satisfaction with: quality, communication,
in the project, the team discussed the
Co-locating the team members in a singular
issue resolution, teamwork, schedule,
importance of Maintenance of Traffic
location was one of the best practices
public relations, maintenance of traffic,
(MOT) both for the traveling public and
from this project. This provided easy and
project commitments, team member
the crews. The result of the discussion
open communication between the team
satisfaction, and overall partnering. The
was a plan to have Trumbull-Great Lakes-
members. There was an actual physical
survey asked each team member to enter
Ruhlin and ODOT regularly ride through
feeling that all members worked for the
a score, from 1 (low) to 5 (high), on the
the job to ensure all MOT was in check.
Lake and transported it 200 miles to
tasked with developing several dust
LESSONS LEARNED #4:
Los Angeles. The diversion of water
control areas using gravel cover,
Have an Issue Resolution Policy and
led to a dry lakebed and, ultimately,
vegetation, and shallow flooding on a
Issue Resolution Ladder
to dust storms carrying away as much
3.6 square mile portion of a dry lake
The project’s Issue Resolution Policy
as four million tons of dust from the
bed—Phases 9 and 10 of the on-going
(see next page) allowed the team to
lakebed each year. OHL USA Inc. was
dust mitigation effort.
productively solve the majority of
Owens Lake Dust Mitigation Program – Phase 9/10 Project The Team: Owner: Los Angeles Department of Water and Power Prime Contractor: OHL USA, Inc. Designer: CDM Smith Inc. Construction manager: KDG Construction Consulting Partnering Facilitator: Charles Cowan & Associates, LTD The Owens Lake Dust Mitigation Project seemed simple enough. Owens Lake (located in Central California) once covered 110 square miles and in some places was 50 feet deep. The City of Los Angeles constructed an aqueduct in 1913 that diverted water from the Owens River north of Owens
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Fall 2018 Partnering Magazine
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PROFILES IN PARTNERING Owens Lake Dust Mitigation Project Resolution Policy • • • • • • •
• • • • •
All problems are job problems Inaction is not an option Time and cost impact dates will be identified immediately Issues are identified and resolved quickly at the lowest practical level Identify policy level issues and give notice to elevate as soon as possible Issues will be resolved or elevated before impact on cost or time Elevation is not a sign of failure—identify issue and elevate ASAP when resolution cannot be achieved. Either party can decide it’s time to elevate. Elevate and hear together Project Managers will reserve 20% of the available time to resolve issues for senior management Once made, a decision is owned and known by all No bad news letters without discussion first. Every letter has a preamble “This is to confirm our discussion” Never, never, bad mouth your partner in their absence Always act in good faith as a true partner
LESSONS LEARNED #5: Include Team Building and Community Involvement Team-building and community involvement help form the various pieces of a project team and its stakeholders into a single team working towards a common goal. Project team-building and motivational activities were incorporated into company picnics, as well as safety and cultural training. In addition, each craft worker was provided project specific safety, health, quality and environmental training. The project site and surrounding area is home to Native American, archaeological, paleontological, and other historical remnants. The team invited a resident archeologist and a member of the Owens Valley’s Paiute-Shoshone tribes to remain on the project site throughout the construction period. The Archeologist was notified daily about the scheduled activities and would inspect the area before commencement of work. OHL also helped financially support construction of a curation laboratory and cultural center in nearby Lone Pine that stores the remains and artifacts unearthed in the area. Employment concerns was another issue that was raised by the local trades in Lone Pine. Since OHL is signatory with the unions, they were unable to hire local non-union craft that had been employed with other contractors on previous project phases. During the monthly evaluation review, the community concern was brought to OHL’s management staff. In response, OHL worked with the local unions to help sign up several local craft employees and provided employment to deserving local residents. OHL also sponsored holiday meals for families in need, supported schools, and even paved the roadway for the local chapter of the Veterans of Foreign Wars. LESSONS LEARNED #6: Partnering Helps Communication Which
the project disputes at the project leadership level. Only a
Keeps Project Teams Safe
handful of the disputes were escalated and solved at the
Work in the Owens Lake area requires considerations for
project executive level. None of the issues were required to be
ambient air temperatures that can exceed 120˚ F on hot
resolved by an outside/third party. The team also emphasized
summer days, soil that turns to muddy brine, and noxious
transparent communication and field-level resolution. Nearly
alkali dust storms. During their partnering sessions, OHL and
600 Requests for Information (RFIs) were generated by
LADWP agreed on safety standards and work health training
the team requiring formal clarification by the Los Angeles
before work started, including PPE reporting, and other
Department of Water and Power (LADWP). The design team
protocols. The protective measures were implemented by
in collaboration with OHL and LADWP provided clarification
everyone on the project and reiterated at each partnering
that limited the increase in cost or time and resulted in only a
meeting, resulting in only one Lost Time incident during the
handful of RFI responses.
550,000 man-hour period.
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Partnering Magazine Fall 2018
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Photos (left and right) of the Midfield Cargo Apron Improvements Project
The Project Team beat the schedule, came in under budget, maintained a safe work space that produced a high-quality project, and the team created strong partnerships with all team members.
Midfield Cargo Apron Improvements The Team: Owner: Maryland Department of Transportation Maryland Aviation Administration Program Management: Airport Design Consultants, Inc. (ADCI)
together to create their “Big Hairy Audacious [Partnering] Goals”
Prime Contractor: P. Flanigan & Sons, Inc.
(BHAGs) addressing schedule, safety, etc. Setting project goals is
Designer: Michael Baker International
an essential partnering practice, and is especially effective when
Construction Manager: Parsons Infrastructure
monitored though team surveys. The team worked together and
Partnering Facilitator: Ventura Consulting Group
kept each other accountable for achieving the project goals at each weekly team meeting.
The Midfield Cargo Apron Improvements project was critical to Maryland Department of Transportation Maryland Aviation
The project schedule was the most important goal to the team
Administration’s (MDOT MAA) expansion of the Midfield Cargo
and they came up with several solutions to issues that may have
Complex. This added over 30,000 square yards of concrete
hampered their ability to meet their schedule goal. For instance,
apron for five mixed fleet aircraft positions with direct access
MAA utilized contract incentives and partnering to ensure that
to the airfield. The project was completed in 107 days (ahead of
all efforts were made to complete the project on time, or early.
schedule), just in time for the holiday season. The project team’s
The Designer committed to answering RFIs immediately in the
success was partially due to a relationship of trust and respect
field and then documenting the resolution later and to never
developed from previous projects, and partially due to their
reject a shop drawing or submission, but rather they worked
willingness to use creative and innovative solutions to issues
with the contractor to correct the deficiencies. For their part,
that they predicted might occur in the field.
the contractor coordinated and collaborated with the project stakeholders and scheduled two ten-hour work shifts per day to
LESSONS LEARNED #7:
help meet the schedule goal.
Partnering Sessions Are Adaptable and Can Work With Any Schedule
LESSONS LEARNED #9:
Following the Kick-Off Partnering session, the project team
Partnering Is Still Effective—Even If You Have Established
acknowledged that a normal partnering session pace would not
Relationships
address the needs of the project’s short schedule. The team
The constituent key roles were occupied by individuals with
needed to meet in a more compressed fashion. They decided
both a long working history at BWI Marshall and on the recently
to hold Executive Partnering sessions to discuss the team’s
completed $350 million Runway Safety Program.The MAA
progress and they added a Partnering element to the Core
cemented this relationship by requiring the continued involvement
Team’s Weekly Progress Meeting agenda, giving them a sense of
of this key staff and by instituting formal partnering.
ownership for the success of the Partnering. The project team was eager to successfully work together and provide positive
In early partnering sessions the close relationships the key
results at each weekly progress meeting.
leaders had developed set the tone for the rest of the team. The Owner even took the unusual step of scheduling a safety
While most of the project issues that came up were handled in
review talk with the entire construction force, complete with
the field, any issues that remained were discussed in depth at
an appreciation lunch served by the Owner, Designer, Project
the weekly meetings and resolved. The field coordination was so
Manager, Construction Manager, and key stakeholders to
effective that (in every case) the formal and Executive Partnering
convey to each worker the critical role they all played in the
sessions were recaps of activities in the field. This allowed the
project’s success.
team to focus on team-building and strategic project thinking during the Partnering sessions.
The project team’s close relationship and commitment to the project and each other allowed them to think “out of the box”
LESSONS LEARNED #8:
and work together to achieve project success. After winning a
Create Project Goals and Check In With Them
Ruby Level John L. Martin Partnered Project of the Year Award,
Throughout the Project
the team achieved 8 out of 8 of their “Big Hairy Audacious
During the Kick-Off Partnering session, the team worked
[Partnering] Goals.”
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Fall 2018 Partnering Magazine
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FACILITATOR’S CORNER
CASE STUDY
How Structured Collaborative Partnering Helped the Oroville Spillways Recovery Project By Jon Swartzentruber, CPBA, CMC, SSPF Paradyne Consulting Works
Partnering helps the parties ag ree up f ront to act as partners and not adversaries, identif y and resolve issues before the y become problems, and arrest problems before the y become disputes.
HISTORY Northern California’s Oroville Dam and Lake Oroville were
Oroville spillways (see above photo). This included concrete on
built in the 1960s. Located in the foothills on the western
the lower chute of the main flood control spillway and erosion
slope of the Sierra Nevada, the lake is the second largest in
in the areas on the hillside beneath the emergency spillway.
California and is the largest storage reservoir of the California State Water Project. The dam and lake provide flood protection
Over the next several months of winter storms, the
for flows of the Feather River, provide water to millions of
California Department of Water Resources (DWR) managed
Californians, and generate clean hydropower. At 770-feet, the
outflow and Lake Oroville levels while crews worked 24
dam is the tallest in the United States.
hours a day to repair erosion areas, remove debris from
WHAT HAPPENED
the downstream diversion pool, and construct access roads. DWR actively monitored the status of the Oroville Dam,
A steady barrage of storms in early 2017 and the resulting
the gated flood control and emergency spillways, Hyatt
release of water resulted in serious damage to the Lake
Powerplant, related structures, and geologic conditions, while making plans for the reconstruction of the main and emergency spillways.
THE WETTEST SEASON EVER January and February were the wettest in 110 years of Feather River hydrologic record. Lake Oroville received an entire year’s average runoff of 4.4 million acre-feet in about 50 days during those two months. More than 3.6 million acre-feet volume of reservoir inflow (equivalent to the entire storage capacity of Lake Oroville) was safely released from Lake Oroville through the significantly damaged gated flood control spillway. With public safety as DWR’s top priority, full state, federal, and local resources were marshaled to help manage Lake Oroville operations, assess the problems,
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Partnering Magazine Fall 2018
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rapidly fix them, and develop repair plans for the spillways.
Under the facilitator’s guidance they created initial task forces,
As the massive flows into the reservoir decreased, DWR put
agreed on how submittals and approvals would be managed, how
out a contract for the emergency restoration of the main and
design changes would be dealt with, and how the unknowable
emergency spillways.
commercial aspects of the whole effort would be handled.
HOW PARTNERING HELPED REPAIR OROVILLE
The Partnering Charter identified project goals such as safety,
Kiewit, an Engineering News Record (ENR) top 10 contractor,
budget, schedule, public relations, and environmental control;
was awarded the emergency contract, and Paradyne was
along with partnering goals like transparent communication,
selected as the project’s partnering facilitator. Partnering
win-win solutions, collaborative decision-making, no surprises,
helps the parties agree up front to act as partners and not
and no claims.
problems, and arrest problems before they become disputes. Both Kiewit and DWR have used collaborative partnering on their previous projects. Within days, a kick-off partnering meeting was organized in a small conference room in Sacramento. DWR and Kiewit’s best engineers and construction managers assembled in the hastily called meeting. In four hours, the team developed a Partnering Charter, Issue Resolution Ladder, and mobilization plan. They also developed a shared and elevated sense of purpose and determination.
District Leadership Development Program
Oroville Dam Emergency Spillway Recovery
What is the most important issue to address in the next 30 days? 10 1. WINTER IMPACTS– Weather, new people, dam safety
6
9
2. WINTER SCHEDULE – Cutoff wall, Secant wall & Pile, RCC exc.
4 8
3. ESW – Construction, foundation cleaning 4. 2018 PLANNING – RCC & Foundation expectations 5. EROSION CONTROL - and BMPs
Urgency
adversaries, identify and resolve issues before they become
6. COMMERCIAL ISSUES
2
5
DWR
3
7
6
7. DRY FINISH ACCEPTANCE
7
5 2
1
4
1
Kiewit Size = how many identified this issue as the most important one
3
4
5
6
7
8
Difficulty
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(Above) “Issues Matrix”
n o rth e r n cali f o r n ia’s p r e m i e r h e av y c i v i l e n g i n e e r i n g c o n t r a c t o r recipient of numerous pa r t n e r i n g a w a r d s
B u i l d i n g c a l i f o r n i a s i n c e 19 3 2 pav i n g • r o a d / h i g h w ay • g r a d i n g • d e m o l i t i o n / e X c avat i n g
IPI 2016 PARTNERING CHAMPION AWARD IPI’S “HIGHEST HONOR!” IPI AND CITY OF SAN FRANCISCO – 2018 RUBY LEVEL AND GOLD & “BEST IN CLASS” SFO RUNWAY 10R-28L OVERLAY AND RECONSTRUCTION IPI JOHN L. MARTIN 2017 PARTNERED PROJECT OF THE YEAR – SAPPHIRE LEVEL AND AGC 2017 EXCELLENCE IN PARTNERING CALTRANS – WILLITS BYPASS PROJECT IPI JOHN L. MARTIN 2018 PARTNERING PROJECT OF THE YEAR – SAPPHIRE LEVEL OAK RUNWAY 12-30 REHABILITATION IPI JOHN L. MARTIN 2015 PARTNERING PROJECT OF THE YEAR – RUBY LEVEL CALTRANS – HIGHWAY 65 LINCOLN BYPASS PROJECT 11555 Dublin Boulevard, Dublin, California 94568-2909
925-829-9220 w w w . d e s i lva g at e s . c o m Contractors License No. 704195A
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Fall 2018 Partnering Magazine
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FACILITATOR’S CORNER RACING THE CLOCK IN 2017 The team mobilized to the site with nearly 1,000 people preparing to go to work. Bi-weekly facilitated executive partnering meetings commenced to manage the fast-paced project, which included not only DWR and Kiewit, but senior officials from the federal and state safety regulatory agencies as well (the Oroville project’s Executive Partnering Team shown below). Most projects try to keep the regulators as far away as possible, but on this partnered project, the regulators became part of the team. All parties participated in crafting solutions to the hundreds of issues that needed everyone’s input. The state decided that the main spillway needed to be restored to service before Nov 1, 2017, when rains could again begin. Normally a 3-year effort, the team needed to design and reconstruct the main spillway in just 5 ½ months so it was ready to handle winter flows. Two thirds of the damaged main spillway was demolished, and in partnering meetings, Kiewit and DWR coordinated turning RFIs and submittals around within hours rather than weeks to restore it. Monthly surveys of the executive and project teams provided a thermometer
of how the partnering effort was
under enormous pressure from all
progressing, while innovative tools such
directions.
as Paradyne’s Difficulty/Urgency bubble matrix helped the team visualize the
2018’S NEXT BIG PUSH
issues that needed to be attacked.
After a brief winter respite, and using the lessons from 2017, the project team has
With temperatures as high as 136
embarked on an even greater effort in
degrees on the rock, and with over
2018 to demolish the remaining portion of
800,000 CF of concrete placed and a
the main spillway and completely replace
million man-hours of direct labor, the
the entire spillway, bringing it back to pre-
project met the Phase 1 November 1, 2017
disaster conditions; as well as construct
deadline with only hours to spare, and
a roller compacted concrete (RCC)
with a recordable incident rate of 0.00.
splashpad on the emergency spillway, again all before November 1, 2018.
This amazing effort was enabled by an innovative executive partnering
Reflecting on the partnering effort
process that allowed the owner,
at Oroville, DWR’s Chief Engineer
contractor, and regulators to resolve
Jeanne Kuttel says, “It has been
issues before they became problems,
an extraordinary project and an
focus on their common goals, and
extraordinary experience. The
continue to collaborate productively
commitment to partnering by DWR, Kiewit and the regulatory agencies has been an integral component to the success of the work.” Jon Swartzentruber, CPBA, CMC, SSPF Jon Swartzentruber is President & Managing Partner of Paradyne Consulting Works. Paradyne brings innovative partnering tools to the complex projects of the 21st century; and helps leaders, teams, and organizations produce sustainable, profitable results. Jon is an IPI Senior Partnering Facilitator.
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Partnering Magazine Fall 2018
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Willits Bypass
IPI Partnering Award Winner
From coast to coast, and year after year, we have partnered with some of the best in the business. Together, we are transforming infrastructure.
www.flatironcorp.com A HOCHTIEF Company
BEST PRACTICES
Lessons Learned for Creating a Culture of Partnership There is no doubt that the construction industry needs to be more collaborative. We lose billions of dollars each year due to loss of productivity, miscommunication, excess administration, and claims. Over the past 10 years, IPI has worked with over 250 construction owners who have developed a partnering program. We have identified what we believe to be the most important lessons learned from these different construction owners for the development of an integrated, comprehensive Partnering program; one that drives culture change. The following 14 lessons learned create a foundation that allows program level partnering to succeed.
2
1
Have a Joint Owner-Industry Advisory Board
The most successful partnering
Be Clear on Your Objective(s)
programs have an advisory board that
Before you start to build your
“steers” the program. The advisory
partnering program, it is critical to know
board is made up of senior level
why you are doing so. Do you want to
members from both owner and industry.
reduce the number of claims? Do you
Advisory teams range in size from
want to improve productivity? Maybe
15-35 people. They meet monthly or
you want to resolve issues more quickly.
bimonthly as they are developing the
Without a clear idea about what you
program and then as needed during the
When implementation and success
want to achieve, you won’t know what
implementation phase.
of your partnering program is made
you are working towards and you won’t know when you get there.
a top performance objective for each Owners need input and buy-in from
manager, amazing things happen.
contractors and designers for their
People follow through. They are
The most successful partnering
partnering program to succeed.
focused, and ensure that whatever is
programs take a concerted effort over
Together you can co-create a program
needed happens so that the program is
a number of years. They create a
that achieves the objectives you have
successful.
“stepped” approach with objectives for
established and meets the needs of the
a two or three year period. When those
stakeholders.
goals are achieved, the owner adds new objectives to take their partnering program to the next level.
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Partnering Magazine Fall 2018
3
Make Partnering a Top Performance Objective for Senior and Middle Management
4
Staff Your Partnering Effort by Making Leadership and Task Assignments If this is to be an effort that will change your company’s culture, you have to www.partneringinstitute.org
Collaborative Partnering Program Structure Empowers CPSC to create recommendations. Endorses those recommendations
the Partnering Program Manager. It is important to empower
PROGRAM LEVEL
staff it appropriately. The best programs have a person who is
Sets policies; overcomes barriers; Measures progress
Works to recommend policies and practices
Makes sure the program is fully Implemented
the Partnering Program Manager by making it a high level management position. They should be a true leader, someone who can help move the effort forward, working both internally
Ensures the project requirements are implemented successfully
Advisory Board. You will also hire staff to help in the implementation of the Partnering Program. Writing job descriptions for these positions (or adding the partnering tasks to a current position) allows for a clear identification for roles and responsibilities. Having permanent positions will help integrate a partnering culture into your organization.
5
Kick-off Workshop
Collaborative Partnering Steering Committee
CPSC Subcomittees
Collaborative Partnering Program Consultant and Facilitator(s)
Partnering Program Manager Partnering Department/District Champions/Coordinators
Follow-up Sessions
Close-out / Lessons Learned
Workshop
Monthly Evaluation
Facilitated Dispute Resolution Sessions
Integrate Partnering Into a Dispute Resolution System
into design and/or construction manuals (if you have them),
Many owners use and/or require several dispute
along with your organization charts and websites. Partnering
resolution processes, such as a Notice of Potential Change, Claim, Dispute Review Board, etc. Most often partnering is NOT seen as a part of the dispute resolution system. To be effective, it needs to be integrated into the dispute resolution as the first step. Partnering is dispute prevention, and when there is a dispute, it becomes the first line of dispute resolution.
6
PROJECT LEVEL (use matrix to determine intervals)
and externally. They will be the leader for the Joint Partnering
Executive Sponsor(s)
must fit into all aspects of your construction program.
9
Offer Training on How to Implement Your Program and Partnering Skills
It is important for owners to develop training on their partnering program for all stakeholders, including their own project teams. The training would cover how to implement
Ensure Follow-Through by Making Partnering Mandatory
the partnering program and it would be optimal if this training included your industry partners. Joint training develops
Many owners mandate partnering at a certain threshold (size,
a common model and vocabulary for the field team to
dollar value, complexity, etc.) and require that an offer to
implement on their project.
partner must be made for all projects. This approach permits project team members, if they see risk or have concerns, to use the partnering process to help them manage that risk.
7
10
Work to Align Internal Organizational Units Many owner organizations work against themselves.
We see environmental, design, project management, facilities,
Develop a Framework for Your Partnering Program
and other units work in direct opposition to the construction
Your people must know how your partnering program
team. Because of this “us versus them” culture, you may need
works, where they “fit in,” and what is expected of them. Below
to include aligning the sub-units within your organization as
is an example of the framework of a partnering program.
part of you partnering program. Partnering between these
Along with a graphic representation of your partnering
units sets goals, commitment, and accountability to ensure
program, some owners also have a Partnering Program Manual
everyone follows through on what is needed to support the
or Guide that describes the program’s objectives, structure,
project team and the partnering program.
roles and responsibilities, and how to implement the program.
8
Incorporate the Partnering Program into Contracts, specifications, Manuals, Website, etc.
11
Develop Strategic Partnerships with Key External Stakeholders that Affect Your Projects
No project is an island. Many outside forces can influence
For a partnering program to “stick” owners will have to
your projects and work against a successful project. Owners
change their contracts, specifications, manuals, websites, and
that develop Strategic Partnering as a part of the partnering
budgets to integrate the partnering program. You may need
program utilize this process to get agreement and alignment
to rewrite specifications to outline how partnering is going
between organizations. Most strategic partnerships last several
to be integrated and utilized. This, of course, includes a new
years, meeting quarterly to review progress on commitments
partnering specification. Partnering must also be integrated
and to identify new issues.
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Fall 2018 Partnering Magazine
17
BEST PRACTICES
12
Identify Policies and Practices that Don’t Support Your Partnering Effort
Culture change will fail if you have policies and practices that
14
Capture Lessons Learned and Use Them to Take Your Program to the Next Level
As owners implement their partnering program, they will
work against it. This often entails policies that require staff
learn what works and what does not work as well as expected.
to act in a way that is the opposite of “partnering.” Owners
These lessons can help “steer” the program toward its
that identify and alter policies that work against partnering
objectives.
objectives find that they gain momentum toward real change.
13
Your Advisory Board can take these lessons learned and
Use Your Facilitators to Help Implement Your Program
develop the objectives and implementation steps for the next two to three years. This will start the process of taking
Professional facilitators can help you monitor and implement
your partnering program to the next level – driving toward a
your partnering program. They can ensure consistency across
partnering culture.
all projects. They can help to implement project partnering components such as monthly partnering surveys, follow-up
For more information on starting your own partnering
sessions, development of partnering dispute resolution plans,
program, please visit IPI’s website, www.partneringinstitute.
along with other actions that need to occur across all projects.
org, or call (925) 447-9100.
The owner will need to spell out what is expected from a
Source: Sue Dyer (2011). Collaborative Construction: Lessons
partnering facilitator and what their role is to be in their
Learned for Creating a Culture of Partnership [White paper].
Partnering Program Manual or Guide. Some owners have
International Partnering Institute. https://partneringinstitute.
“certification” for Facilitators doing work on their projects.
org/product/collaborative-construction/
Collaboration 2019
Hilton San Francisco Airport Bayfront | May 17-18, 2018
Conference • Expo • Awards Ceremony
Hilton San Francisco Airport Bayfront May 16-17, 2019
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Partnering Magazine Fall 2018
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KEEP YOUR EYES ON THE SKIES. With Q&D on your team, you can focus on what’s important to you. Q&D’s experienced aviation team has the know-how, collaborative approach and proven preconstruction processes to integrate your project’s construction into your facility or operation without negatively impacting your day-to-day. Q&D’s capabilities include: Large Projects
Improvements
• • • • •
•
T Terminal Revisions Terminal Buildings T Airport Expansions Security Upgrades Baggage Handling Systems
Support Facilities • • • • • • •
Ground-up Construction Equipment Storage Buildings FBO’s Service Buildings Maintenance Buildings Hangars Runways / Barriers
•
Utilities
• • • • • • • •
Equipment Upgrades and Relocations Tenant Improvements T Gate Relocations Security Revisions Concession Build-Outs Finish Upgrades Support Spaces Full Program Support Branding Updates
Project Delivery • • • •
CM-at-Risk Design-Build Full Preconstruction Services Partnering
qdconstruction.com (775) 786-2677 Member, IPI Duane Boreham VP Aviation Group
When considering a PARTNERING FACILITATION ямБrm there truly is
STRENGTH IN NUMBERS
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