Issue 4 July/August 2016
IPI partnering awards Celebrating Collaboration in Construction: Using Partnering to Achieve Remarkable Results
INSIDE: page 18
page 20
Owners Roundtable
Industry Forum
Achieving success through partnering and collaboration.
Wor l d-Cl as s Inno v ator s. L andmark Buil dings. Inspiring Per formance .
www.henselphelps.com
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 Rachel Falsetti, Caltrans Michael Ghilotti, Ghilotti Bros, Inc. Mike Costa, Flatiron West, Inc. Randy Iwasaki, Contra Costa Trans. Authority Jeanne Kuttel, CA Dept. of Water Resources 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
EXECUTIVE DIRECTOR Dana Paz
DIRECTOR OF DEVELOPMENT
Features July/August 2016 IPI Partnering Awards
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IPI’s 2016 Partnering Awards Celebrating collaborative individuals and project teams who use partnering to achieve remarkable results.
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Bringing owners together to
MEMBER SERVICES COORDINATOR
learn best practices and to share
Lisa Mayfield
Partnering success stories.
Committee Spotlight
Candice Evenson
FOUNDER & CEO
EDITORIAL OFFICE: SUBSCRIPTIONS/ INFORMATION International Partnering Institute 291 McLeod Street Livermore, CA 94559 Phone: (925) 447-9100 Email: ed@partneringinstitute.org www.partneringinstitute.org
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Executive Director’s Report
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OPERATIONS COORDINATOR
Sue Dyer, MBA, MIPI, MDRF
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There is so much more to a project than the final numbers.
Owners Roundtable
Jessica Obee
IN THIS ISSUE
Industry Forum
The IPI Awards Committee—contributing to the Partnering movement.
Over 50 construction professionals participated in a team presentation on Full Stakeholder Risk Management,
DESIGN/CREATIVE
and a panel discussion on
Michelle Vejby Email: mvejby@msn.com
Partnering and the Next Gen.
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.
www.partneringinstitute.org
Cover photo: IPI’s Partnering Awards— see pages 6-17 for the winners!
July/August 2016 Partnering Magazine
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EXECUTIVE DIRECTOR’S REPORT
Dana Paz,
EVOLUTION
IPI Executive Director
T
his 2016 year marked the 7th Annual IPI Awards Ceremony. Over the past 7 years, our Awards Program has continually evolved—much like the industry that we serve. We’ve added new categories of recognition, made it easier for teams to know what to expect from
the application process, and broken down the judging worksheet to help applicants highlight their
There is so much more to a project than the final numbers. The story behind the team tells us a great deal more about how successful a project was...
project success factors. As we continue to evolve, here are four things that we’ll be keeping in mind that you may want to consider for your own recognition programs.
1. Reward the act—as well as the outcome—of Collaboration. While it is true that a perfectly collaborative project will achieve exceptional outcomes, it is not a perfect world. Many teams adopt Collaborative Partnering after the schedule or budget has been compromised (so-called “turn-around projects”), and it has been instrumental in their avoiding claims and litigation. Their achievements, which show that Partnering works, are absolutely worthy of recognition! This is one of the reasons for having various levels of awards, and why it is so important to highlight these types of circumstances within the narrative of the application.
2. Understand the differences between newcomers and veterans to Partnering. As Partnering evolves, we are starting to see very clear differences between those who’ve been at this for a while, and those who are coming to Collaborative Partnering for the first time. Organizations with an established partnering program will likely have Partnering specifications, trained teams, Partnering staff, greater executive commitment, an established relationship with partnering professionals, and, especially, the benefit of lessons learned over time. However, these Partnering veterans are competing for the same awards as teams who have implemented partnering for the first time. That’s why this year we’re rolling out the IPI Partnering Pilot
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Initiative—a program to support piloting teams. The Initiative will help set them up for success, leveling the playing field by giving them access to all of IPI’s tools and collective wisdom (including the best practices of our Partnering veterans). We’ll also be adding some questions to the Partnered Project of the Year Award application for piloting teams, so that the awards judges can fully understand the context of the project and award points accordingly.
3. Keep up momentum on long projects. IPI has traditionally given awards for completed projects; but
ENVISIONING THE FUTURE Airports face numerous challenges today, but those issues also represent opportunities. WSP | Parsons Brinckerhoff brings years of experience and a full range of services to enable airport owners to envision the future … and then create it. Partner with us to advance the future of aviation.
the reality in construction is that some projects take years to complete. Many teams have a hard time articulating all of their achievements, especially if they were accomplished years before the submission date of their award application. Therefore, it’s a good idea to give recognition to projects that are in progress. Not only would doing so help teams capture stories closer to when they occurred, it would also help them keep momentum going over the course of longer projects. That’s why in 2017, we’ll add a new category of awards to our program: Partnering in Progress.
4. Get the story. There’s so much more to a project than the final numbers. The story behind the team (and the team behind the story) tells us a great deal more about how successful a project was, and helps bring the success home to the audience in a way that the numbers can’t. At next year’s Awards Ceremony we’ll share a lot more of the teams’ stories, both at the podium and in the literature. Determining whether a project is a Diamond, Ruby or Sapphire is as complex as the project contracts, projects and delivery systems themselves. Determining whether a project came in on time and on budget is not always easy, given contract change orders, or some newer delivery methods such as progressive design-build. Nevertheless, it’s important to understand what these final outcomes are, because it helps us to understand the effects of Partnering on the industry. But the most important thing of all is to understand the stories. That’s really the bottom line behind our entire Awards program, both in the past and as we look ahead. This is the only way we have to understand how Collaborative Partnering
For the latest news visit: insights.wsp-pb.com
is meeting an evolving industry, and growing with it. To all of our Awards winners in 2016, thank you for your contributions to the evolution of Partnering! We hope to do
For career opportunities visit wsp-pb.com/usa
your teams justice by sharing your story in as many ways as possible. We look forward to more of your stories in 2017! www.partneringinstitute.org
July/August 2016 Partnering Magazine
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WINNE
IPI Award
PARTNERING AWARDS
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2016 IPI PARTNERING AWARDS ON MAY 19TH, 2016, OWNERS, CONTRACTORS, FACILITATORS, CM FIRMS, DESIGNERS, AND OTHER CONSTRUCTION PROFESSIONALS CAME TOGETHER AT THE HILTON SAN FRANCISCO AIRPORT BAYFRONT FOR THE 7TH ANNUAL IPI PARTNERING AWARDS CEREMONY AND CONFERENCE. THERE WE CELEBRATED COLLABORATIVE INDIVIDUALS AND PROJECT TEAMS WHO USE PARTNERING TO ACHIEVE REMARKABLE RESULTS. OF THE 21 APPLICATIONS SUBMITTED THIS YEAR, 15 RECEIVED PARTNERED PROJECT OF THE YEAR AWARDS, AND 2 RECEIVED HONORABLE MENTION. THANK YOU TO ALL APPLICANTS FOR YOUR COLLABORATIVE EFFORTS THIS YEAR. WE LOOK FORWARD TO SEEING YOUR FUTURE PARTNERED PROJECTS! •
$870 Million of contracted work
•
$43 Million saved
•
10/15 — ratio of award winning projects completed on or under budget
•
10/15 — award winning projects with no time-loss incidents
•
80% of projects came in on time or early
ACCOR DING TO THE AWAR D -WINNING PROJECT TEAMS IN 2015: $1 SPEN T ON PA RTNER ING R ESULTED IN $114 IN SAV INGS FOR THE PROJECT.
Partnering Magazine July/August 2016
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ERS 2016 IPI INDUSTRY AWARDS:
Industry Awards honor organizations and individuals who have worked to make the industry more collaborative.
IPI PARTNERING CHAMPION: DeSilva Gates Construction
The IPI Partnering Champion Award is IPI’s highest honor. This award recognizes the organization that embraces and models the IPI vision to develop high trust relationships and collaborative cultures over a long period of time. DeSilva Gates has shown a true commitment to this vision, championing Collaborative Partnering with owner organizations, and motivating more industry companies to support the Partnering movement. We greatly value this leadership, and recognize that without these efforts, Collaborative Partnering cannot thrive. We are grateful for their service and support!
IPI CHAIRMAN’S AWARD
2015 Partnering Pilots
Roddy Boggus,
IPI recognized owner agencies who piloted a partnered project for the first time.
Vice President, WSP l Parsons Brinckerhoff
•
SLAC National Accelerator Laboratory
The IPI Chairman’s
•
City of Petaluma
Award highlights an
•
Port of Oakland
individual who has provided exceptional leadership and service to IPI and its members and who models the collaborative behavior at the core of IPI’s Mission.
IPI Professional Facilitator Certifications Master Level Facilitator (251 Sessions) •
2015 Partnering Ambassadors We also honored the companies who brought partnering to new agencies, helping to grow the partnering movement! •
Hensel Phelps
•
Ghilotti Bros., Inc.
•
DeSilva Gates Construction
•
WSP | Parsons Brinckerhoff
Cinda Bond, MIPI – OrgMetrics
Senior Level Facilitator (100 Sessions) •
Clare Singleton, SIPI – OrgMetrics
Certified Professional Facilitator (54 Sessions) •
Rob Reaugh, IPI – OrgMetrics Partnering Ambassadors Photos: (upper right) Hensel Phelps, (above) DeSilva Gates Construction, (at right) WSP|Parsons Brinckerhoff, (far right) Ghilotti Bros., Inc.
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PARTNERING AWARDS CONGRATULATIONS TO THE 2016 JOHN L. MARTIN PARTNERED PROJECTS OF THE YEAR AWARD WINNERS! John L. Martin Partnered Project of the Year Awards honor project teams who have exhibited the highest level of collaboration on projects completed in 2015.
VERTICAL BUILDING PROJECTS: $25M - $250M DIAMOND LEVEL SLAC National Accelerator Laboratory— Science User and Support Building, Menlo Park, CA Owner:
Department of Energy/SLAC National Accelerator Laboratory
Prime:
Hensel Phelps Construction Co.
Designer:
KMD Architects
Facilitator:
OrgMetrics, LLC
In the words of the project team:
“Our team was most successful when field/project management level issues were discussed in person in the weekly OAC meetings, and when team members picked up the phone vs. sending an email. The strong relationships forged through partnering allowed the team to take the sustainable design to the next level, with trust from SLAC and the Department of Energy that the innovations would keep the project within budget.”
SAPPHIRE LEVEL San Francisco International Airport Replacement Airport Traffic Control Tower and Integrated Facilities, San Francisco, CA Owner:
City and County of San Francisco Airport Commission
Prime:
Hensel Phelps Construction Co.
Designer:
Fentress Architects
CM:
T2 Partners
Facilitator:
OrgMetrics LLC
In the words of the project team:
“The SFO ATCT was the first…where the FAA utilized the design-build delivery method. It was also the first project where the FAA let the airport take the lead on project management…Partnering helped to develop the innovative solution to the tower’s structural system to address the strict seismic requirements of the FAA. Many issues were mitigated before negatively impacting the schedule and saved the team an estimated $7,109,313 over the course of the project.”
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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
PARTNERING AWARDS VERTICAL BUILDING PROJECTS: UNDER $25M SAPPHIRE LEVEL East Washington Park—Phase 1, Petaluma, CA Owner:
City of Petaluma
Prime:
Ghilotti Bros., Inc.
Designer:
GHD, Inc.
Facilitator:
OrgMetrics, LLC
In the words of the project team:
“This project had numerous challenges that would have normally resulted in claims and delays. By Partnering and being committed to working as a team we were able to see this project through successful completion without claims. We were not always in agreement but the process of meeting onsite and hashing out the issues allowed for the best solutions to come to light…”
SAPPHIRE LEVEL Pier 49 (J-1) Sewer Upgrade, San Francisco, CA Owner:
Port of San Francisco
Prime:
Schembri Construction Inc.
Designer:
San Francisco Department of Public Works Design and Engineering
Facilitator:
JBRomm PhD Partnering Facilitation & Consulting Services
In the words of the project team:
“The early relationship building with the tenants by the Port ensured our success as a project ultimately benefits restaurant operations. This effort early on resulted in zero complaints about the field crews working below and around the restaurants.
“IT IS GREAT TO SEE IPI ENGAGING MORE AND MORE OF THE CONSTRUCTION INDUSTRY. THAT MEANS PARTNERING IS CATCHING ON!” — PIERRE BIGRAS, DIRECTOR FOR CONSTRUCTION MANAGEMENT OF GAS TRANSMISSION, PG&E; AND MEMBER OF THE IPI BOARD OF ADVISORS
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TRANSPORTATION MEGA PROJECTS: $250M+ RUBY LEVEL Exposition Phase 2 Light Rail Project, Santa Monica, CA Owner:
LA Metro
Prime:
Skanska - Rados Joint Venture
Designer:
WSP|Parsons Brinckerhoff
Facilitator:
Ventura Consulting Group
Interstate 880/State Route 92 Interchange Reconstruction Hayward, CA 2012 IPI Partnered Project of the Year, Diamond Level
In the words of the project team:
“Personal commitments were made with an emphasis on no e-mails or letters except to confirm or memorialize a verbal conversation…. The Derivative Partnering Sessions alone, saved 1 and ½ years on schedule and cost…By engaging directly with the utilities, cities, Expo and Metro during DD (Design Development), the team was able to, in effect, collapse the formal DR process significantly.”
As one of North America’s largest transportation and infrastructure contractors, our commitment to building the best is demonstrated in the projects we build and the partnerships we develop. Our success is dependent upon our relationships with owners, partners, designers, subcontractors and community members. Flatiron works closely with our partners to develop innovative solutions that benefit everyone, and we’re proud of what we’ve created together. The more than 20 partnering awards Flatiron has won in the past decade serve as recognition of these relationships and the resulting successful projects.
To learn more about Flatiron’s innovation in partnering visit
www.flatironcorp.com www.partneringinstitute.org
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PARTNERING AWARDS TRANSPORTATION PROJECTS: $25M - $250M RUBY LEVEL SR-154 Bangerter at Redwood Road Interchange Project, Salt Lake City, UT Owner:
Utah Department of Transportation Region 2
Prime:
Wadsworth Brothers Construction
Designer:
Wilson & Company
Facilitator:
Jacques & Associates
In the words of the project team:
“The team utilized not only the normal UDOT Monthly Partnering scorecard, but also a new, weekly, open-ended two-question survey. The Charter was enlarged, laminated, and displayed in the weekly room where it helped to remind team members of their project goals and served to solidify their commitment to these goals. One team member said that when he saw that issues were being resolved quickly, it motivated all team members to share concerns.”
Runway Safety Area Improvements—North Field, Oakland International Airport Project, Oakland, CA Owner:
Port of Oakland
Prime:
Gallagher & Burk, Inc.
Designer and CM: Kimley–Horn and Associates, Inc. Facilitator:
OrgMetrics LLC
Subcontractor:
Royal Electric
Stakeholders:
FAA – San Francisco Airports District Office, Air Traffic
Organizations NAVAIDS Engineering Center, Technical
Services Program Operations Group In the words of the project team:
“G&B recognized that the Phase 2 closure would require almost constant communication with the ATCT by construction crews and would likely impact communications between pilots and the ATCT. The team was able to come up with a flagging procedure and employee training program to facilitate construction crew crossing the active taxiways. You get what you put into partnering. We would never have gotten here without the full commitment. You need to have that push!” —Frank Lobedan, Principal Engineer, Port of Oakland.
SAPPHIRE LEVEL I-80 Silver Creek to Wanship Project, Summit County, UT Owner:
Utah Department of Transportation
Prime:
Geneva Rock Products
Facilitator:
Intrepid Company
Facilitator:
Penna Powers
In the words of the project team:
“…100 percent recycled asphalt from the existing roadway was used…The variables involved required UDOT and Geneva Rock to work together efficiently and seamlessly as a unified team. Members from each team were willing to take the time to travel to the project site and look at problems on the roadway with their own eyes and in a timely manner, rather than trying to problem-solve remotely from behind a desk.”
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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
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PARTNERING AWARDS TRANSPORTATION PROJECTS: UNDER $25M DIAMOND LEVEL PSHIA, Terminal 4 South Apron ASR Reconstruction, Phoenix, AZ Owner:
City of Phoenix Aviation Department
Prime:
J. Banicki Construction, Inc.
Designer: AECOM Facilitator:
Productivity Through People, Inc.
In the words of the project team:
“Key changes to the 6500 (Bid-Well) machine included the upgrade of grade and alignment controls to ensure tighter quality with less rework; the development of tire and track pivots which allowed for complete 360 degree rotation of the machine; and substantial motor upgrades that increased the travel and transit speed of the machine from 1 mph to nearly 20 mph….over 112,687 pounds of CO2 emissions were saved using more efficient paving equipment… The T4 South project stands as a testament to the commitment and resiliency of people, firms and stakeholders who leverage partnership to develop sustainable best practices and achieve true project success.”
RUBY LEVEL Avens Bridge Route 670 Project, Bristol District, VA Owner:
Virginia Department of Transportation
Prime:
Orders Construction Company, Inc.
Designer: AECOM Facilitator:
James D. Phillips, PhD
In the words of the project team:
“…an issue concerning the height dimension of a bearing seat in relation to the size of a pot bearing was resolved immediately when a discussion between the CM, ACE, the district bridge engineer designer, field engineer and project manager revealed that adjusting the grade would resolve the issue. This seemingly simple solution saved about $65,000, which represents the time involved to re-manufacture and reset the bearings. The partnered solution also saved 70 days’ time.”
Caltrans 08-OK2804, I-40 Rehabilitation Project, San Bernardino County, CA Owner:
California Department of Transportation
Prime:
Security Paving
Facilitator:
Ventura Consulting Group
In the words of the project team:
“Major issues encountered during construction were resolved without escalation; change orders were prepared based on mutual agreements to revise specifications without impact on construction costs for the benefit of the project. ...the contract lane closure charts were altered to allow to work in a single prolonged shift per day without having traffic over the asphalt rubber seal coat…This resulted in cost savings of nearly $70,000 without any major impact to public travel.”
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PARTNERING AWARDS THANK YOU TO OUR 2016 EVENT SPONSORS!
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PARTNERING AWARDS TRANSPORTATION PROJECTS: UNDER $25M RUBY LEVEL Meeks Bay, Lake Tahoe Project, South Lake Tahoe, CA Owner:
California Department of Transportation
Prime:
Diablo Contractors, Inc.
Facilitator:
Pinnacle Leadership Group
In the words of the project team:
“The seeds of partnering between DCI and Caltrans were well established from an earlier and “very difficult” project…New team members could see that trust and communication were well established and that this project was going to be a pleasure to work on for both sides. Partnering is all about trust and knowing that each side will treat the other fairly. It must be ingrained into the mind set of all, and not just done when it is convenient to either party.”
State Route 86 from Sells to Fresnal Improvement Project, Pima County, AZ Owner:
Arizona Department of Transportation
Prime:
Combs Construction Company, Inc.
Facilitator:
Kimley-Horn and Associates, Inc.
In the words of the project team:
“Beginning with the initial Partnering Workshop, Combs included and worked with the [Tohono O’odham] Nation…Combs hired Nation-approved subcontractors and as many Nation members as it could appropriately use, and relied on the expertise of those members in the field and in pre-activity, weekly construction, and daily safety and weekly project meetings… When a major shortage of material needed to complete the project became apparent, Combs, ADOT and the Nation worked together on a solution that benefitted all.”
SAPPHIRE LEVEL San Francisco International Airport, Taxiway Z1 Blast Deflector and Associated Improvements Project, San Francisco, CA Owner:
City and County of San Francisco Airport Commission
Prime:
Gallagher & Burk, Inc.
Facilitator:
OrgMetrics LLC
In the words of the project team:
“Due to the relatively small size and fast paced nature of this project, the airport elected to pilot a virtual partnering process which is performed via video conferencing in lieu of the traditional “in-person” partnering meeting. It worked because the Project was relatively small and limited in complexity, the team was committed to the process and held each other accountable to the goals developed, regardless of the process.”
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Kingsbury Grade Reconstruction CMAR, Douglas County, NV Owner:
Nevada Department of Transportation
Prime:
Q & D Construction, Inc.
Facilitator:
Ventura Consulting Group
Celebrating Years!
CELEBRATING
THE
BIG
ONE In the words of the project team:
“As a team, we drew upon the combined knowledge of our team and many outside stakeholders to create solutions that were more affordable and more achievable than ones we could create on our own. ...It is critical for partnering to not just be specific to office personnel…Foremen were included in every partnering meeting that was held. Problems were resolved efficiently and in a matter that was beneficial to both NDOT and Q&D.”
OH! TWO
1914 to 2016
HONORABLE MENTION I-40 Bridges Fast fix 8 Project, Nashville, TN Owner:
Tennessee Department of Transportation
Prime:
Kiewit Infrastructure South Co.
Designer:
Graham, Smith and Partners
Facilitator:
FMI Corporation
US 6 Bridges Design Build Project, Denver, CO Owner:
Colorado Department of Transportation
Prime:
Kraemer North America, LLC
Designer:
Felsburg Holt & Ullevig, Inc.
Facilitator:
Productivity Through People, Inc.
Improving Quality of Life in N. CA since 1914 Bike Paths / Walking Trails / Sidewalks / Parks
Potholes / Roads / Catastrophic Event Repairs, i.e. 1989 Quake
Supporting 200+ non-profits 102 years family support thru employment
Environmental: Material Recycling / protecting habitats & wetlands
Ghilotti Bros., Inc. 525 Jacoby St. San Rafael, CA CSLB 132128
(415) 454-7011 Ph. (415) 454-8376 Fax www.GhilottiBROS.com Info@ghilottiBROS.com
In the words of the project team:
“Each structure was demolished and reconstructed within a 58-hour weekend. The I-40 Fast Fix 8 team was connected so seamlessly and naturally that all team members associated themselves as being part of the Fast Fix 8 team, rather than being from the contractor’s side or the client’s side. The relationships developed on this project were rooted in the bonds of trust established between Kiewit and TDOT from day one of the project….”
In the words of the project team:
“Establishing, maintaining, and enhancing team commitment to the project and its goals was the base foundation for success in all phases of the project. The commitment and team approach was further enhanced by co-locating on the project site as co-location made communication and problem-solving timely and efficient. Immediately after award of the project, the CDOT project manager and the Kraemer design-build manager sat down to identify respective members and participants of the project’s project management team. ”
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PARTNERING AWARDS
Owners Roundtable The 7th Annual Awards Ceremony and Conference By Candice Evenson
L
earning best practices and sharing stories of
Each of the panelists then presented on their specific Partnering
Partnering Success—this is what IPI’s Owners
experience.
Roundtable is about. 2016 brought us the 3rd Annual Owners Roundtable, a three-hour event
held on the morning of the Awards Ceremony.
Randy Iwasaki spoke on CCTA’s Partnering Program, which includes a version of the California Department of Transportation’s Partnering Specification in their contracts. As
Panelists included Randy Iwasaki, Executive Director of Contra
part of their partnering program, CCTA trains all of its staff to be
Costa Transportation Authority (CCTA) and IPI Board of Advisors
more collaborative, and therefore more reliable and efficient.
member; Joan Zatopek, Aviation Planning and Development
These desirable qualities have led to long term benefits and given
Manager of Oakland International Airport; Jeff Sims, Project
CCTA a better competitive edge. Case in point: When they first
Management Chief of SLAC National Laboratory; and Sue Dyer;
started administering their own contracts they were receiving
President of OrgMetrics LLC, and Founder of IPI.
just a few bids per job, but on a recent I-80 project they received thirteen bids!
Moderator Judi Mosqueda, Director of Project Management of Design and Construction at San Francisco International
Iwasaki found a lot of takeaway value in the success stories
Airport, kicked off the panel by sharing the best Partnering
everyone shared. “Personally, I enjoy listening to other owners
practices at SFO.
talk about the progress that has been made and resolutions achieved. It gives me additional ideas for how to approach issues
SFO is a founding member of IPI and has included Partnering
our agency may encounter in the future so we can remain an
in their masterplan since 1992. Mosqueda laid out SFO’s three
owner of choice.”
guiding principles: 1.
2.
3.
Select the best firms for the projects by using
Panelist Joan Zatopek presented on a pilot Partnering project,
qualification based selection of a design/builder
that of the Runway Safety Area Improvements—North Field,
Integrate as one team to deliver projects through a
Oakland International Airport (OAK) Project, a recipient of an IPI
stakeholder engagement process
Partnered Project of the Year Award, Ruby level.
Work collaboratively together as a team through a Structured Collaborative Partnering program
This project was funded by the Federal Aviation Administration (FAA) Airport Improvement Program. The team needed to install
Mosqueda emphasized the importance of stakeholder
an engineered materials arrestor system (EMAS) and add safety
engagement in the collaborative partnering process. Developing
features to the airfield and complete all work prior to December
relationships with and tapping into the collective wisdom
31st 2015, in order to remain in compliance. However, the team’s
of internal stakeholders is crucial to preventing avoidable
early estimation was that they would miss that date by three
problems and making informed decisions.
months. Partnering gave them the forum to resolve numerous
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issues from the start, not only to meet the end
tap into the collective wisdom of contractors to help shape
of the year deadline, and therefore keep their
policies and procedures.
funding, but to finish a month early. Dyer shared that the culture of an organization is embedded One such issue was the discovery of an old
in its policies and procedures. When policies are highly
landfill where they had planned to work.
adversarial, a team will struggle with Partnering. A CPSC will
They found it early on and put together a
provide a forum to manage these types of programmatic issues.
FAST team (Focused Action Strategic Team), tasked with resolving issues at the lowest
Audience Perspectives
possible level to keep the project moving. Through collaboration they rephased the
The Owners Roundtable was the perfect opportunity to learn
work and found a solution to what would
from other agencies about what has worked well for them
have had a terrible impact on the project
and how Partnering has led to better results on their projects.
schedule.
Our event host, IPI Board of Directors member Rob Reaugh, shared that, “Every year we finish off with more sophisticated questions, a more educated audience, and everyone leaving wishing they had more time.” Dan St. John, Director of Public Works and Utilities Department at City of Petaluma, had this to say about the event and about the value of Partnering in general: “When the big dogs and sophisticated Project Owners like CalTrans, SFO, and Contra Costa Transportation Authority swear by Partnering as a modern method to control project
Runway Safety Area Improvements—North Field, Oakland International Airport Project Team
cost overruns and litigation, we smaller agencies have to stand up and take notice. Those of us who have been in a few rodeos know the importance of strong relationships,
Jeff Sims presented on another partnering pilot success story:
open communications, and teamwork between owners,
The SLAC Science User and Support Building— a recipient
constructors and designers to delivering projects on-time
of a Partnered Project of the Year Award, Diamond level.
and within budget. These are all outcomes of effective
The project was funded by the Department of Energy, which
partnering. We will be looking at incorporating the concepts
had strict guidelines for delivery method and quality control
of partnering into our future projects.”
assurance (QCA) on construction projects. Partnering was important because it meant the executive team knew about
Also in the audience, Judy Ross, Deputy Director of Planning and
the issues the project faced and could pull the pressure away
Development at San Jose International Airport (SJC), shared her
from the team when necessary. Partnering also empowered the
“Ah Ha!” moment, inspired by the stories and lessons learned:
team by providing a forum to push decision-making back to them. The SLAC team saved time and money by resolving the
“I came back and had a ‘moment’ with one of our internal
majority of project issues at the lowest possible level, and they
clients who was not pleased with the way a project was
appreciated the greater control over results that came from
progressing. This project had challenges from the start
their solutions.
with tight schedules, evolving scope, high risk activities... The project wasn’t even in construction yet. I realized
The final speaker was panelist Sue Dyer, who shared her
‘Partnering’ was required on this particular project. We are
experience guiding Collaborative Partnering Steering
now working on putting a partnering effort together with
Committees (CPSC). She discussed how different agencies can
agreement from our internal client. If I had not attended
use a CPSC to develop collaborative relationships sustainable,
the IPI Owners Roundtable and hearing the applications of
over time, and how small and large programs alike can benefit
Partnering from the speakers, I may not have considered the
by scaling their CPSC to suit their needs. It is a useful way to
value of partnering on this project.”
www.partneringinstitute.org
July/August 2016 Partnering Magazine
19
PARTNERING AWARDS
Industry Forum By Candice Evenson
T
Team, recipients of a 2016 Partnered Project of the Year Award, Ruby level. Presenting were Marty Halloway, Area Construction Manager for Virginia DOT; Nate Orders, President of Orders Construction; and Chad McMurray, PE of AMT Engineering. Collaboration was one of the team’s greatest values, responsible for their impressive results (the Avens Bridge Project was completed ahead of schedule, under budget, with zero claims and zero OSHA Recordables).
he first annual IPI Industry Forum brought
FSRM combines the elements of Partnering with those of
together over 50 industry leaders and innovators.
Risk Management, and has served as Virginia DOT’s formalized
The Forum included a team presentation on
partnering program since 2006. In many ways, Partnering
“Full Stakeholder Risk Management” and an
and risk management have the same goals: to reduce claims
expert panel of “Old Dogs and Young Pups” to address the
and safety incidents. FSRM naturally evolved from these two
question, “Why is Partnering so important for the new
concepts, with greater emphasis on anticipating potential
generation of Project Managers?”
problems on a regular basis. This allowed Virginia DOT to introduce the elements of Partnering in a way that appealed to
FULL STAKEHOLDER RISK MANAGEMENT PRESENTATION The team presentation on “Full Stakeholder Risk Management (FSRM)” involved representatives of the Avens Bridge Project
hesitant contractors unfamiliar with the full meaning behind “Partnering.” Here are a few words of advice from Halloway on how to be successful with FSRM: 1. Come
together and stay together no matter how the project
goes, and keep the common goals in mind. Don’t let outside influences get in the way of success and creativity. 2. FSRM
is a living document/program that requires
collaboration, partnering, and communication to be successful. Also you have to step outside the box and put things together that help you succeed and not always rely on the tried and true practices.
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3. While
many focus on the technical parts of the project/
program, you cannot overlook the soft skill sets, like emotional intelligence, that is needed as well. 4. Last
but not least, “no issues, just solutions.”
“OLD DOGS – YOUNG PUPS” EXPERT PANEL Roddy Boggus, Senior Vice President for WSP | Parsons Brinckerhoff— hailed as the panel’s great and entertaining moderator— guided the discussion and posed questions for the panelists including “Old Dogs” Len Vetrone, COO of Skanska USA Building, and Eric Taylor, Senior Vice President of Flatiron
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Construction; and “Young Pups” Kara Lentz, Aviation Project Manager for WSP | Parsons Brinckerhoff, and Juan Jurado,
southlandind.com
Manager of Strategic Relationship Development for Suffolk Panel Moderator, Roddy Boggus, WSP | Parsons Brinckerhoff
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Partnering Magazine July/August 2016
Construction. www.partneringinstitute.org
W I N N E R O F T H E 2 016 I N T E R N AT I O N A L PA RT N E R I N G I NSTITUTE PA RT N E R I N G C H A M P I O N AWA R D — I PI’S H IG H EST HONOR! Old Dogs, Young Pups Panel, from left to right: Juan Jurado, Suffolk Construction; Eric Taylor, Flatiron Construction; Len Vetrone, Skanska, USA; and Kara Lentz, WSP | Parsons Brinckerhoff
The panel was an interesting look along the timeline of partnering. After hearing the perspectives on partnering from both sides Louise McGinnis-Barber, Vice President of Strategic Development for HC Structural Engineering commented on just how amazing it is that so much has changed, “in terms of how project issues were once addressed and dealt with in a more reactive and confrontational approach and rectified versus the more collaborative and front loaded process we have in today’s marketplace.” It was equally interesting to hear what the “Old Dogs and Young Pups” share in common, such as the value they find in Partnering. Humzha Chowdhry, Principal of HC Structural Engineering pointed out that when it comes to Old Dogs, a lot of the value comes from “direct project experience,” while with “Young Pups” it is more “consistent with a more active communication style that younger people bring to their work today.” With 30-40 years of experience in their field, the “Old Dogs” were able to describe firsthand the “reactive and confrontational” approach that characterized the industry and the rise of a logical alternative: Structured Collaborative Partnering. Recounting the days when collaboration wasn’t so common, it couldn’t have been clearer why this movement is so important to the construction industry. Losing time and sleep to law suits
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
was once a routine nightmare. The Industry Forum had everyone brainstorming about the future of partnering and reflecting on how far we have come. ”We really do have the same issues around the globe when it comes to the need of changing the culture of construction,” says John Thorsson, Partnering Manager of NCC Construction in Sweden and IPI Board of Advisor member. For him and many others who had come far and wide, the event added the value of sharing best practices and learning more about Partnering before celebrating the excellence teams experience when they take the process to heart. www.partneringinstitute.org
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
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July/August 2016 Partnering Magazine
21
COMMITTEE SPOTLIGHT
The IPI Awards Committee
T
he IPI members who make up our Awards
Committee Achievements over the Past Year:
Committee contribute to the Partnering
The Partnering Awards Matrix
movement by using their extensive experience
This tool helps judges and applicants understand the differences
in Collaborative Partnering to help establish and
between each Award level. Judges have found the tool
measure the standards by which Partnered projects receive
highly useful because it clearly defines what to look for in
recognition. They contribute hours of their time developing
applications. Project teams find it helpful because it increases
content to support the application process, updating the
the transparency of the judging process.
application itself, and reviewing each of the awards applications that they’re assigned.
The 2016 Awards Application This year, the Awards Committee updated the specific
Each year, IPI reaches out to enlist new committee members
elements that make a project recognition worthy. In order for
and awards judges, honoring the following core tenets:
a project to win an award, the project must demonstrate all
• Diversity on the Committee—The Awards Committee
three of the following:
is comprised of Owners, Contractors, Designers, and
1.
Facilitators. This ensures that the judging process is
quality, safety and budget, and in terms of project specific
tempered by varying perspectives on successful partnering and project delivery. • Understanding of Collaborative Partnering Standards—
Achievement of exceptional outcomes in terms of schedule, goals
2.
Commitment to the IPI Collaborative Partnering model
3.
Use of the Collaborative Partnering process to excel, and to
We reach out to industry leaders with extensive hands-on
go beyond what’s expected of a project team.
Partnering experience, and with significant experience on other IPI committees. This means that Awards Committee
Next up for the Awards Committee:
members have a clear perspective of industry best practice, as well as how this is actually applied on construction projects.
•
• Commitment to Advancing Collaborative Partnering— Our Awards Committee members are truly committed to Partnering. Typically the hours they volunteer to the judging
•
Developing criteria for new awards categories: -
Partnering in Progress
-
Partnering Pilots and Ambassadors
Updating 2017 Partnered Project of the Year applications
process take up their evenings and weekends, but they do it
IPI is continuously seeking new members for the Awards
because they know that by recognizing project teams who
Committee. If you’d like to be instrumental in shaping the
have found success through Partnering they are motivating
Collaborative Partnering movement, contact IPI to get involved
countless teams to come.
(ed@partneringinstitute.org)!
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Partnering Magazine July/August 2016
www.partneringinstitute.org
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Celebrating
Building Extraordinary Project Outcomes
Years
We FACILITATE To Build Consensus
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