Partnering Magazine January/February 2016 by Partnering Magazine

Issue 1 January/February 2016

IPI Profiles in partnering Recipes for success from IPI Members across the country

INSIDE: page 4

page 6

The Spread of Global Partnering

Success Factors in Construction Projects

www.henselphelps.com

World-Class Innovators. Landmark Buildings. Inspiring Performance.

Built collaboratively through partnering. Hensel Phelps + SLAC

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 ADVISORS Larry Anderson, Anderson Partnering Pierre Bigras, PG&E Roddy Boggus, Parsons Brinckerhoff Pat Crosby, The Crosby Group Pete Davos, DeSilva Gates Construction Larry Eisenberg, Ovus Partners 360 Steve Francis, C.C. Myers, Inc. Rachel Falsetti, Caltrans Michael Ghilotti, Ghilotti Bros, Inc. Richard Grabinski, Flatiron West, Inc. Randy Iwasaki, Contra Costa Trans. Authority Jeanne Kuttel, CA Dept. of Water Resources John Martin, San Francisco International Airport Pete Matheson, Granite Construction Geoff Neumayr, San Francisco International Airport Jim Pappas, Hensel Phelps Construction Co. Zigmund Rubel, Aditazz Ivar Satero, San Francisco International Airport Stuart Seiden, County of Fresno Thomas Taylor, Webcor Builders David Thorman, CA Div. of the State Architect, Ret. John Thorsson, NCC Construction Sverige AB Len Vetrone, Skanska USA Building

Features

January/February 2016 IPI Profiles in Partnering

Research Roundup How project delivery strategies, team integration and group cohesion affect project performance.

The Global Spread of Partnering

Rob Reaugh, MDR

ASSISTANT DIRECTOR OF OPERATIONS

ASSISTANT DIRECTOR OF MEMBER DEVELOPMENT Joe Hu

FOUNDER & CEO Sue Dyer, MBA, MIPI, MDRF

EDITORIAL OFFICE: SUBSCRIPTIONS/ INFORMATION International Partnering Institute 291 McLeod Street Livermore, CA 94559 Phone: (925) 447-9100 Email: ed@partneringinstitute.org www.partneringinstitute.org

Executive Director’s Report

EXECUTIVE DIRECTOR

Dana Paz

IN THIS ISSUE

IPI Profiles in Partnering Learn from experience! Three organizations outline how

In the News IPI Calendar of Events– Get Involved!

Partnering and collaboration have helped them achieve better project outcomes and overall success.

DESIGN/CREATIVE Michelle Vejby Email: mvejby@msn.com

COPYRIGHT Partnering Magazine is published by the International Partnering Institute, 291 McLeod Street, Livermore, CA 94550. Six bi-monthly issues are published annually. Contents copyright 2016 International Partnering Institute, all rights reserved. Subscription rates for non-members, $75 for six electronic issues. Hard copy issues are available only to IPI members. Additional member subscriptions are $75 each for six issues. Postmaster please send address changes to IPI, 291 McLeod Street, Livermore, CA 94550.

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Cover photo: IPI 2015 Photo Contest Winner Don Ross, Principal Construction Manager at CH2M

January/February 2016 Partnering Magazine

EXECUTIVE DIRECTOR’S REPORT

The Global Spread of Partnering Rob Reaugh, MDR, IPI Executive Director

n our 2016 Profiles issue, we highlight outstanding

key stakeholders were satisfied with the project outcomes in

examples of Partnering and different ways that

terms of cost, schedule, claims, and personal relationships.

construction programs can take their results to the next

level through enhanced collaboration. We also highlight

The second study is An Assessment of Success Factors

how IPI Members work with each other to improve project

and Benefits of Project Partnering in Nigerian Construction

outcomes. As we look into 2016, what excites us is that the

Industry. This study consisted of a broad literature review

industry best practice has really begun to pick up steam across

and surveyed national owners, contractors, CM’s, designers

the world. IPI’s traditional method for measuring momentum

and other professionals in the field. The study found that

is to identify how many new owner organizations are

there is a “need for broad adoption of Partnering across all

implementing a Collaborative Partnering Program. A second

sectors of the construction industry,” and recognized the need

key indicator to determine what’s emerging in the field is

for a structured approach to be used. The researchers also

emerging academic research that focuses on piloted Partnering

found that teams need to empower “Partnering Champions”

projects overseas.

to help make the culture permeate the project team. Finally, the researchers identified education as a key success factor in

IPI recently came across two academic studies focused

future partnering endeavors in Nigeria.

on Partnering from countries not included in the 2015 IPI Meta-Analysis on Construction Partnering. The first

Both studies use Partnering as it has emerged in the United

focuses on a series of six Partnering pilot projects in Iran,

Kingdom, where “Partnering requirements” are embedded

entitled, Collaborative Procurement in Construction Projects

into the contract itself. This implementation of Partnering

Performances Measure, Case Study: Partnering in Iranian

represents an important shift for construction in both Iran

Construction Industry. This study found that Partnering

and Nigeria, where for the first time the benefits of structured

Performance is tied to “Project Performance” and “Partner’s

collaboration are being tied to improved project outcomes.

Performance” and identified the great value generated from broader adoption of Partnering in the Iranian construction

To give you some context, IPI’s Meta-Analysis collected more

industry. Despite mixed results stemming from a lack of

than 160 articles and publications on Construction Partnering

training and experience in Partnering projects, the client and

from over the past 30 years. The United States (53) and United

Partnering Magazine January/February 2016

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Interstate 880/State Route 92 Interchange Reconstruction Hayward, CA 2012 IPI Partnered Project of the Year, Diamond Level

Kingdom (46) contributed the greatest number of academic papers on Partnering, followed by Hong Kong (28) and Sweden (12). No studies emerged from either the Middle East or Africa. So these two studies not only represent Partnering pilot programs spreading to new public entities throughout the world, they also signal a global trend, where agencies are using Partnering as the vehicle for improving outcomes through enhanced trust and collaboration. We live in a unique time for the construction industry. The best practices and success stories for Partnering are emerging from literally every corner of the world. We hope that you will share your next Partnering pilot or potential profile feature with us. Thank you for your commitment to construction culture change and for your support of the International Partnering Institute, we are here to support you! ________________________________________________________________________ 1

2 3 4

A Meta-Analytic Synthesis of Partnering Literature in the Architecture, Engineering, and Construction Industry, Mollaoglu (Korkmaz), Sinem, Sparkling, Anthony, Michigan State University CM Program, February 2015. Hasanzadeh, Sogand Mohammad, Hosseinalipour, Mujtaba, Hafezi, Mohammad Reza, 27th IPMA World Congress Collaborative, Procedia - Social and Behavioral Sciences 119 ( 2014 ) 811 – 818 Awodele, O.A. & Ogunsemi, D.R, An Assessment of Success Factors and Benefits of Project Partnering in Nigerian Construction Industry, 2015 (downloaded academia.com November 2015, https://www.academia. edu/566998/An_Assessment_of_Success_Factors_and_Benefits_of_Project_Partnering_in_Nigerian_Construction_Industry)

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To learn more about Flatiron’s innovation in partnering visit

www.flatironcorp.com January/February 2016 Partnering Magazine

RESEARCH ROUNDUP

Success Factors In Construction Projects How project delivery strategies, team integration and group cohesion affect project performance.

A STUDY PUBLISHED IN 2014 BY THE CHARLES PANKOW FOUNDATION AND THE CONSTRUCTION INDUSTRY INSTITUTE IN COLLABORATION WITH DESIGN BUILD INSTITUTE OF AMERICA EXAMINES “THE ROLE OF INTEGRATION IN THE SUCCESS OF BUILDING CONSTRUCTION PROJECTS.”

cross the United States the construction industry has attempted to improve project outcomes by adopting more “integrated” types of contracts like DesignBuild or CM at Risk and by using qualifications-based selection. This study offers interesting findings on the links between team integration and actual project

performance, analyzing project teams from 204 building projects completed in the US between 2008 and 2013, and the complex relationships between their delivery strategies, selection, team integration, group cohesiveness and ultimately, project performance. The study found that: •

Bringing teams together more often results in greater group cohesion.

•

Team integration correlates with the ability to control schedule growth.

•

Group cohesion correlates with being able to control cost growth and with improved project quality.

Figure 1: Delivery Strategies and varying degrees of intergrated concepts

Less Integrated 6

Partnering Magazine January/February 2016

More Integrated www.partneringinstitute.org

Team Integration

The degree to which design and construction team members are brought together for a common purpose.

Group Cohesion

When groups evolve into an effective team.

Delivery Strategies The 2014 projects were sorted into 5 Classes—Class 1 being the least integrated and Class 5 the most integrated (see Figure 1). Class 1 projects are typically hard-bid, traditional contracts. Class 5 contracts include many features of Integrated Project Delivery (IPD) contract. The research revealed that most owners tended toward a moderated approach (Classes III and IV) and not toward either of the extremes of the spectrum, although vertical builders tend to use more integrated strategies on the whole.

Assessed Factors The study assessed 204 project teams, comparing performance (cost, schedule and quality), team integration and group

FACTOR

DEFINITION

Cost

Percent of growth, unit cost and intensity

Schedule

Percent of growth, delivery speed and construction speed

Quality

Turnover experience, satisfaction with building systems

Team Integration The team’s involvement in high-quality, collaborative interactions; measured by the number of BIM uses on the project, level of offsite prefabrication and proportion of the team participating in BIM planning, joint goal setting, design charrettes and construction phase co-location. Group Cohesiveness

Represents the level of development attained by the team while delivering the project. Measured by ratings of timeliness of communication, commitment to project goals, team chemistry, frequency of compromise and formality of communication.

cohesiveness; and correlating these elements amongst one another and with their delivery strategies.

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January/February 2016 Partnering Magazine

RESEARCH ROUNDUP The correlations shown in in the charts on the right, support that team integration and group cohesiveness positively impact project cost, schedule and quality outcomes. Not surprisingly, the best predictor of team

Predictors of Schedule Performance

Predictors of Cost Performance

the Table on page 7, and

Group cohesiveness was found to correlate to project cost growth, with cost growth reducing 2.3% per unit of increase in group cohesiveness

integration is the delivery strategy. Class III, IV and V projects had better team

Project schedule growth was reduced by 4.4% per unit of increase in team integration. The mean delivery speed was slowest in Class I projects, and fastest in Class IV projects (111% faster than in Class I projects).

Predictors of Quality Group cohesiveness proved a predictor of quality performance for both turnover experience and system quality, increasing by .55 units per unit of increase in group cohesiveness

integration than Class I or II. Team integration proved to be the best predictor of group

(available for download at bim.psu.edu/delivery). This guide

cohesiveness, which had the corresponding result that group

includes a structured approach that requires owners to:

cohesiveness was higher in projects with more integrated delivery strategies.

Define project goals and constraints;

Consider team organization options;

What this means is that owners will want to

Consider contract payment methods;

select a project delivery strategy that creates

Consider team procurement practices; and

the appropriate team environment for

Select a project delivery strategy

their project. Each project is unique and no delivery strategy is one-size-

Keeping in mind that the category of owner (public vs. private

fits-all. However, the evidence shows

or sub-sector specific) had no significant bearing on how unified

that greater team integration improves

a team can be, this research demonstrates that owners should

group cohesiveness, and both of these

establish a delivery strategy that fits with their needs and

yield better project outcomes. As evidenced

constraints, paying extra attention to the actions that can lead to

in this study, approaching team

team integration and group cohesiveness, the two elements

integration by degrees is not only

that were the greatest predictors of project success.

doable, it may work better because

_____________________________

it is tailored to each owner’s needs.

From “Examining the Role of Integration in the Success of Building Construction Projects.” A report for the Charles Pankow

This research produced an Owner’s

Foundation and Construction Industry Institute. Dr. Keith

Guide to Maximizing Success in Integrated Projects

Molenaar, Dr. John Messner, Dr. Robert Leicht, Dr. Bryan Franz and Dr. Behzad Esmaeili. January 2014.

IPI Takeaway: Over thousands of projects, IPI members have learned that Partnering can assist your team in developing a collaborative culture, regardless of the chosen delivery method. As this research reveals, Owners who use qualification-based selection and who can bring the team together prior to schematic design end up with more integrated teams, which results in greater group cohesion and better project outcomes. Layering the Collaborative Partnering structure on top of these integrative elements will lead to more cohesive teams in measurable ways, and can lend consistency to teams as Owners pilot emerging delivery models.

Partnering Magazine January/February 2016

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Collaboration. Innovation. Sustainability. Partnering to build what matters for our customers and communities.

George Bush Intercontinental Airport, Terminal B South Side Replacement, Houston TX

Tampa International Airport, Main Terminal and Airport Concession Redevelopment Program, Tampa, FL

Gold Line Bridge, Arcadia, CA

James B. Hunt Library, North Carolina State University, Raleigh, NC

usa.skanska.com

IPI PROFILES

in PARTNERING EXPERIENCE HAS TOLD US THAT COLLABORATION AND TRUST MAKE CONSTRUCTION PROGRAMS AND PROJECTS MORE SUCCESSFUL, AND

OHIO DEPARTMENT OF TRANSPORTATION IPI Member since 2012 IPI Partnering Champion 2013 Program Scope Size: 12 Districts 2015 Program Budget: USD $2.4 Billion

THAT COLLABORATIVE PARTNERING CAN HELP YOUR TEAMS ACHIEVE THIS CONSISTENTLY. BUT EACH ORGANIZATION SHOULD TAILOR THEIR PARTNERING INITIATIVES TO SUIT THEIR NEEDS AND THEIR SPECIFIC CONTEXT. THESE IPI PROFILES DEMONSTRATE HOW ORGANIZATIONS CAN DO THIS AND ACHIEVE BETTER PROJECT OUTCOMES IN THE PROCESS.

Partnering Magazine January/February 2016

A 24-Year Partnering Journey The Ohio Department of Transportation (ODOT) first launched

its Partnering Program under the leadership of Jerry Wray in the early 90s. When Jerry Wray returned in 2011, ODOT launched a reinvigoration of the Partnering program. Chase Wells, PE at ODOT’s Central Office shared that they’re now “actively working to prevent the life and death cycle of the past,” taking specific steps to make Partnering an ongoing and successful state-wide initiative. To do this, ODOT enlisted the support of longtime partnering leader Larry Bonine, (Pinnacle Leadership Group) and Chris Runyan, the President of the Ohio Contractors Association, (OCA) to set up the program. Having the OCA’s buy-in and input was a key step in ensuring that the Partnering would stick. In the spring of 2012, ODOT institutionalized Partnering by incorporating it into their construction specifications. They also www.partneringinstitute.org

The Nelsonville Bypass Project– Winner of the Don Conaway Partnering Award and the IPI Partnered Project of the Year Award.

hired Kurt Dettman, IPI, (KDR

teams in that forum: “It is

Partnering Associates), and

a real badge of honor to be

Dick Bayer to help them roll

given an award before 600 of

out a brand new Facilitator

your peers,” said Chase.

Standards and Expectation

To further motivate project

Guide (modeled on Caltrans’

staff, ODOT creates 3-5

Facilitator Standards and

minute films for the winning

Expectations Guide), and train

project teams and posts them

ODOT staff and facilitators

on the website. These are

on how to successfully run

particularly motivating, as

partnering meetings. ODOT

being featured in one of these

Central Office and OCA

shorts is a great marketing

conducted four regional

tool for the contractors

meetings and 16 trainings to

on the team, and for the

onboard staff and contractors

Partnering process itself.

across all of ODOT’s Districts,

Partnering program, ODOT

Conaway Partnering Awards

established a steering

program to reward projects

committee that meets

that have embraced Partnering

annually to select the annual

and improved their results

winners and to plan the

because of it.

conference. Partnering surveys are sent out to all

Conaway Partnering Awards,

projects, and the resulting

ODOT holds an annual

feedback is used to monitor

massive partnering session

progress and assess how the

with staff and contractors

Partnering effort is going.

from across the state. This

O Enlisting expert support in developing the statewide program

O Engaging the industry in setting up the program – no program exists in a vacuum

O Establishing a recognition program to reward those who are committing to the process

O Engaging stakeholders in Partnered Projects to make supporters out of the community and ease progress

O Training staff periodically to keep all districts in sync O Oversight of the overall program with a steering committee and statewide surveys, to track the Partnering climate

Year

Total # of Claims

# Heard by the Director’s Claims Board

2009

2010

2011

2012

2013

2014

For oversight of their

and established the Don

As part of the yearly

Best Partnering Practices

Four years into ODOT’s

# Heard by the # Alternative Dropped Dispute or Settled Resolution

the new employees are more

in litigation can instead be

receptive to committing to the

invested in more preventative

provides a forum to address

reinvigoration, leadership is

process. And it’s a lot easier

programs (see table above).

issues and communicate

continuing to explore ways

to partner the first session,”

Chase also shared other more

updates to the program. They

to ensure that all districts are

said Chase, “but once the dirt

qualitative benefits, “One of

also honor award-winning

aligned. “We’ve found that

starts flying and everyone

the more unexpected benefits

gets busy, it’s much harder

has been the community

to keep that commitment

relationships. Involving

up.” To address this, ODOT is

community stakeholders in our

enlisting the outside assistance

Partnering sessions has really

of Partnering experts (IPI

generated a lot of support for

Members Mark Leja and Dan

our projects. We get fewer

Himick); and exploring training

complaints, and that support

opportunities.

creates a whole different

Even with these challenges,

dynamic on the project.”

the ODOT Partnering program The Nelsonville Bypass Project Team. Left to Right: ODOT Director Wray, ODOT District 10 Deputy Director Steve Williams, ODOT Project Engineer Daniel McDonald, Beaver Excavating Project Manager Kyle Perry, ODOT District 10 Construction Administrator John Cary Betzing, Beaver Excavating Vice President Jack Ford, and Ohio Contractor Association President Chris Runyan.

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has yielded real results. Since

___________________________________

2009, construction claims

1 IPI is the designation for Professional Facilitators who have completed more than 25 professional Sessions and are Certified by the International Partnering Institute

have been cut in half, which means that resources wasted

January/February 2016 Partnering Magazine

IPI PROFILES

Small Agency—Big Collaboration: Partnering for Success in California’s Contra Costa County By Contra Costa Transportation Authority

CONTRA COSTA TRANSPORTATION AUTHORITY IPI Member since 2012 IPI Partnered Project of the Year Award, Winner Sapphire Level 2015 Multi-year Program Scope: 60 projects, $2.7 Billion

In Contra Costa County, California, State Routes 160 and 4 were built when the area was mostly rural. Now, with suburban

major construction projects to be directly managed by CCTA and

growth expanding throughout the San Francisco Bay Area,

Partnering has been a key element of the construction bid process,

the two highways see increasingly heavy traffic. The need for

contracting, and delivery on the project.

new transportation infrastructure resulted in an extensive

Since Executive Director Randell Iwasaki (a former Caltrans Director)

expansion of transportation capacity in the area: the Contra Costa

came to CCTA in 2010, the agency has been proactively Partnering

Transportation Authority (CCTA) is upgrading the 160/4 connection

to manage its own projects and provide better oversight of taxpayer

to make it a modern freeway interchange – and is using partnering

dollars. According to Ivan Ramirez, CCTA Construction Manager, CCTA

to ensure the success of the project. The 160/4 interchange, paid

builds the expectation for Partnering into bid documents, provides

for by regional bridge toll funds administered by the Metropolitan

information about Partnering at pre-bid meetings, and addresses

Transportation Commission, is one part of an ambitious $1.3 billion

Partnering immediately with the selected vendors, in order to ensure

initiative to widen Highway 4 and provide for new Bay Area Rapid

Partnering will be successful on each project.

Transit (BART) commuter rail service. The 160/4 Direct Connector Ramps is a $50 million grade

While CCTA is a small agency with twenty staff members, it has embraced Partnering in a big way. To keep up-to-date on the latest

separation project. The project broke ground in March of 2014 and

innovations, CCTA staff follow the work of Caltrans’ Partnering

the contractor, RGW Construction (Livermore, CA) is building two

working group, and are actively involved in the International

grade-separated connections to fill gaps in the existing interchange,

Partnering Institute. “Being involved with organizations like IPI is

adding a 12-foot auxiliary lane in each direction from E18th/

how you stay involved and current with the latest practices,” said

Main Street Interchange to SR-160/SR 4 Interchange, and building

Ramirez. He added that seminars and publications are particularly

retaining walls and a sound wall. This project is one of the first

helpful tools provided by IPI.

Photo courtesy of CCTA and RGW Construction

Partnering Magazine January/February 2016

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The 160/4 Direct Connector Ramps project has faced several

to avoid migratory bird habitats and rescheduled work around

unexpected challenges in the course of its construction, but

the migratory season. According to Ivan Ramirez, “We have [had]

none were more potentially disruptive than the discovery of

challenges with birds nesting in our work area, but the contractor

federally protected migratory birds nesting in and adjacent to

has worked with us, isolated the area, and worked in other areas

the construction area. Rather than begin blaming each other, the

where the migratory birds aren’t being impacted. Working within

contractor, construction manager, and CCTA took precautions

railroad property has been another challenge. We don’t have any potential claims from the contractor and the project is going

Best Partnering Practices O Leadership commitment regardless of program size,

to be completed in early 2016, under budget. Furthermore, the partnership remains strong as we move to project completion. David Kennedy, the operations manager for RGW, the contractor on the 160/4 project, agreed, “Our relationship with CCTA is

executive commitment to Partnering will improve

excellent. They do partnering so well…in terms of the partnering

outcomes

philosophy of solving problems right then and there. CCTA doesn’t

O Using external resources to keep abreast of Partnering breakthroughs and best practice

O Implementing the Partnering process from

just preach the philosophy of partnering, but they really do it. They are an incredibly pro-active owner.” With construction of the 160/4 Direct Access Ramps on track

planning through completion to demonstrate to

to be completed in early 2016 – on time and on budget – CCTA

contractors and designers that Partnering is how they

has demonstrated that a small agency can successfully bring

do business

large projects to completion. Partnering has enabled CCTA to reduce conflicts and avoid pitfalls, even in the face of the multiple unforeseen issues that can arise on a project.

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IPI PROFILES

High Stakes Partnering

U.S. DEPARTMENT OF VETERANS AFFAIRS

When the $104 Million Charlotte Veterans Affairs Health Care Center project was awarded to developer Childress KleinCambridge Healthcare Solutions, LLC (CKC) in 2013, the team anticipated a variety of challenges. Not only was there a great deal of media attention surrounding Veterans Affairs (VA) construction projects at the time, but the complexities involved with leaseleaseback delivery, high community expectations, and a large

Project: Charlotte Veterans Affairs Health Care Center, Charlotte, NC Owner: U.S. Department of Veterans Affairs Developer: Childress Klein-Cambridge Healthcare Solutions, LLC

number of stakeholders made Partnering on this project critical to

Contractor: JE Dunn Construction Company

its success.

Designer: RPA Design

In the Charlotte metropolitan area, there are an estimated

Facilitator: Ventura Consulting Group

140,000 veterans, but there is only one small outpatient clinic in the area that can serve 25,000 annually. The new 295,000 ft

hospital will provide crucial outpatient specialty services to about 35,000 veterans per year.

Delivery Method: Design-Build, Lease-Leaseback Scheduled Completion: January 2016

To help ensure a positive outcome on all fronts, CKC enlisted Ventura Consulting Group’s (VCG) Neal Flesner to guide the

kept the project moving forward. It also gave end-users a voice

Partnering effort on the project. Early in the process, Flesner

and a stake in construction, aligning them with project goals and

foresaw the need for greater engagement of senior leaders on

making them advocates for the project.

the project. According to Flesner, (a Master Level IPI Certified

Throughout the two-year project, the project team participated

Facilitator), “senior level engagement is what makes or breaks a

in quarterly Partnering sessions using VCG’s Good to World ClassTM

project.” Knowing this, Flesner took an active role and repeatedly

model, which is aligned with the tools and steps recommended

reached out to senior-level leadership at the VA and CKC,

by the International Partnering Institute (including establishing a

ensuring that each Partnering session included the participation

project charter, an issue resolution ladder, and regular scorecards

of the construction team, developer, design team, VA, major

administered by the facilitator. Additional sessions were scheduled

subcontractors and end-users. By the last Partnering session, 30 VA

whenever the need arose.

staff members were engaged. Gathering more participation, not only by senior level leadership,

One of the hallmarks of VCG’s Good to World ClassTM model is establishing clear and measurable Big, Hairy, Audacious Goals

but also on the part of stakeholder groups, (nurses, radiologists,

(BHAGs) to direct the project’s strategy and actions. This team’s

therapists, administrative staff, maintenance and others) meant

BHAGs included: early completion, acclaimed teamwork and

that decisions could be made quickly whenever issues arose, and

excellence, becoming the gold standard for VA construction,

Photo courtesy of Childress Klein-Cambridge Healthcare Solutions, LLC

Partnering Magazine January/February 2016

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The team’s commitment to Partnering has paid off—the project

Best Partnering Practices

will be wrapping up in a few months, and is on track to finish early

O Active facilitator intervention to allign and engage

tour was conducted by the project team to share how Partnering

and on budget. Months before construction concluded, a media

senior level leaders on the project.

has helped the team build a state-of-the-art medical facility that

O Stakeholder engagement to increase the number

provides the high-level healthcare services our nation’s heroes

of advocates on a project and incorporate end-user

deserve and of which the entire community can be proud.

knowledge into design and construction.

“This team has created a real culture, where everyone is working

O Regular Partnering sessions with additional sessions

towards the same goal,” said Steven Parris, project manager for the

as needed to ensure prompt and thorough ensure

Department of Veterans Affairs. “Though we have had challenges,

prompt and thorough issue resolution and to keep the

this is a very unique level of teamwork and we continue to be

project moving forward.

proactive and push ahead.”

O Establishing clear and measurable goals to direct

The venture has been so successful, that the VA will be

the project’s strategy and actions.

replicating the experience, working with CKC on construction of its new facility in Butler, Pennsylvania. Mark Hefferin, senior vice president for CKC, said that he’s been Partnering since the eighties, and over the years, the company has developed a strong

impeccable safety, improved public perception, exceeding budget

commitment to Partnering. “In all these years, because of how we

margins and achieving U.S. Green Building Council LEED-silver

Partner, I’ve never had a client not come back to me for their next

level certification for energy efficiency and environmental

project. That’s a true testament to the value of Partnering.”

standards.

BUILDING CALIFORNIA F O R S E V E N T Y- F I V E Y E A R S 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 INTERNATIONAL PARTNERING INSTITUTE JOHN L. MARTIN 2015 PARTNERED PROJECT OF THE YEAR - DIAMOND LEVEL SFO RUNWAYS 1-19S RSA IMPROVEMENTS WINNER OF THE 2014 CALTRANS EXCELLENCE IN PARTNERING AWARD “BEST IN CLASS” FOR PROJECTS GREATER THAN $50 MILLION 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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January/February 2016 Partnering Magazine

IN THE NEWS

IPI 2016 Schedule of Events: Save the Dates! All Committee Teleconferences are at this phone number and are listed in California Time: (712) 775-7035 • Access Code: 721605# AVIATION COMMITTEE:

HORIZONTAL COMMITTEE:

12:00noon - 1:00pm / Dates:

8:30am - 9:30am / Dates:

VERTICAL CONSTRUCTION COMMITTEE: 8:00am - 9:00am / Dates:

2/2/16

3/15/16

1/29/16

3/18/16

4/19/16

5/31/16

6/24/16

8/26/16

1/21/16

2/18/16

12/2/16

3/24/16

4/21/16

6/16/16

7/21/16

8/18/16

9/15/16

10/13/16

11/17/16

7/12/16

8/30/16

10/4/16

11/8/16

10/28/16

12/13/16

INTERNATIONAL COMMITTEE:

FACILITATOR PEG: Times Vary / Dates:

12/15/16

Times Vary / Dates: 1/28/16

3/10/16

2/22/16

3/21/16

4/14/16

6/2/16

4/18/16

6/26/16

7/14/16

8/25/16

7/11/16

8/18/16

10/6/16

11/10/16

9/26/16

11/14/16

When looking for members for your project teams, always choose IPI members first!

The IPI Awards Ceremony and Conference will be held on May 19, 2016 at the Hilton San Francisco Airport Bayfront, in Burlingame, CA. AWARD CEREMONY ACTIVITIES: May 18, 2016: - Technical Tour in San Francisco

4:00pm - 6:00pm

6:00pm - 8:00pm

IPI Member and Guest Dinner

May 19, 2016:

COLLABORATE Van Ness and Geary Campus, San Francisco, California

INTEGRATED PROJECT DELIVERY By creating opportunities for innovation and collaboration, we pursue continuous improvements to make each project our best one yet. For more information, visit southlandind.com/IPD

+1.800.613.6240

southlandind.com

Owner’s Round Table

Industry Forum

Networking and Lunch

12:30pm - 1:30pm

Exhibitor Displays

12:30pm - 5:30pm

Registration

1:30pm - 2:30pm

IPI Awards and Ceremony

2:30pm - 4:30pm

Networking and Cocktails

4:30pm - 6:30pm

Partnering Magazine January/February 2016

10:00am - 12:00pm

IPI UPCOMING EVENTS (AND DEADLINES): JANUARY 13 Board Dinner 6:30pm - 8:30pm 14 Board Meeting 9:00am - 1:00pm FEBRUARY 12 IPI Award Application Deadline MARCH 2 CSI Conference Training 3-6 Partnering Presentation at the AACE Western Winter Workshop 7 IPI Awards Ceremony - Registration Open 16-18 IPI Awards Applications Judged APRIL 1 IPI Award Winners Announced 14-16 IMAQ Symposium MAY 19 IPI Awards Ceremony 19 Board Dinner 6:30pm - 8:30pm

9:00am - 12:00pm

Board Meeting

9:00am - 1:00pm www.partneringinstitute.org

WITH Q&D ON YOUR TEAM, YOU CAN KEEP YOUR EYES ON THE SKIES.

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

• • • • •

•

Terminal Revisions Terminal Buildings 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 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 Division

www.partneringinstitute.org

January/February 2016 Partnering Magazine

IPI’S COLLABORATIVE PARTNERING

ORIENTATION TRAINING IS GETTING RAVE REVIEWS!

“Great information, Would recommend this training to all involved in project design, and implementation.” — Koa Pickering, Landscape Architect SF Public Works “The training/orientation provides a great roadmap with tangible steps to make a project succeed.” — Pete Bjostad, Vice President CAGE, Inc.

COLLABORATION

COMBAT

“We believe that it is essential that Airport staff, builders, designers and other consultants understand the IPI Structured Collaborative Partnering Model to ensure we deliver exceptional project outcomes on every project! This highly valuable training teaches the concepts of Structured Collaborative Partnering—the process & implementation, the return on investment, and how trust is the essential critical path to success on any project.” — Geoff Neumayr, Deputy Director SFO International Airport

SLOTS ARE LIMITED! DON’T MISS OUT—BOOK A TRAINING FOR YOU OR FOR YOUR TEAM TODAY! ED@PARTNERINGINSTITUTE.ORG, (925) 447-9100 18

Partnering Magazine January/February 2016

www.partneringinstitute.org

January/February 2016 Partnering Magazine

Making SFO’s Partnering Program Fly For almost two decades OrgMetrics has been providing Partnering Services for San Francisco International Airport’s renowned Partnering Program

Partnering Program Development/Facilitation • Project Partnering Facilitation • Strategic Partnering Facilitation • Facilitated Dispute Resolution • Project Scorecards