Issue 30 Winter 2020
next-level PARTNERING How you WILL benefit from a Collaborative Partnering Program
INSIDE: page 6
page 10
Facilitator’s Corner
Profiles in Partnering
Airports Hospitals Office Buildings Maintenance Facilities
TRUE PARTNERSHIPS BUILD LANDMARK PROJECTS Data Centers Courthouses Universities Hotels
Interim Facility Six Gates Mineta San Jose International Airport
Learn more at 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 DIRECTORS
Features Winter 2020 Next-Level Partnering
IN THIS ISSUE
Ivar Satero, President of the Board, San Francisco International Airport Jim Pappas, Vice President of the Board, Hensel Phelps Construction Company
6
Len Vetrone, Treasurer of the Board, GCC LLC Judy Ross, Mineta San Jose International Airport Pierre Bigras, PG&E
Facilitator’s Corner
4
Executive Director’s Message
Finding solutions through
Roddy Boggus, RS&H, Inc. Pat Crosby, The Crosby Group
vulnerability and tough
Pete Davos, DeSilva Gates Construction
conversations
Larry Eisenberg, Ovus Partners 360
Setting a clear vision of where you want your business to go is important to defining goals to achieve success
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
EXECUTIVE DIRECTOR
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Next-Level Partnering
12
In the News
How to start a Collaborative Partnering Program
The 2nd San Francisco Partnering Award Winning Projects
Rick Mayfield
MEMBER SERVICES COORDINATOR Lisa Mayfield
FOUNDER Sue Dyer, MBA, MIPI, MDRF
EDITORIAL OFFICE: SUBSCRIPTIONS/ INFORMATION International Partnering Institute 291 McLeod Street
10
Profiles in Partnering Executive, Greg Chauhan
Phone: (925) 447-9100
about the SFO Grand Hyatt
www.partneringinstitute.org
Partnering In the Trenches The ROI of Partnering your project
Q&A with Webcor’s Project
Livermore, CA 94550 Email: ed@partneringinstitute.org
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Hotel Project
DESIGN/CREATIVE Michelle Vejby Email: mvejby@msn.com
Cover Image: SH-82 Grand Ave. Bridge Replacement, Glenwood Springs, CO. IPI Diamond Award Winner
COPYRIGHT Partnering Magazine is published by the International Partnering Institute, 291 McLeod Street, Livermore, CA 94550. Four quarterly issues are published annually. Contents copyright 2020 International Partnering Institute, all rights reserved. Postmaster please send address changes to IPI, 291 McLeod Street, Livermore, CA 94550.
www.partneringinstitute.org
Winter 2020 Partnering Magazine
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EXECUTIVE DIRECTOR’S MESSAGE Rick Mayfield, IPI Executive Director
2020 VISION
Getting clarity on your purpose and your mission
E
very few years, organizations revisit why they
where you want to go, or in other words what the end result
exist, what their value proposition is, and how to
will look like when you’ve accomplished what you set out
deliver it to their customers and clients in a more
to do. The vision statement is forward thinking, setting a
meaningful way than they have in the past. Often, it’s
defined direction for the planning and execution of long-term
not a complete re-evaluation of the business, but more of a
company strategies set in the future.
rebranding of how they communicate that value and purpose to those who are most interested.
Once you’ve defined your purpose, and set a clear vision of where you want to go, next you’ll want to think about
There is a very popular phrase that says: you need to know
“how” you plan to fulfill your purpose; this will be your
where you’re going and why you’re going there before you can
mission. Your team can help you to brainstorm strategies and
figure out how you’re going to get there. Although there are
objectives. By engaging your team, they will take ownership
fundamental truths to this statement, many organizations find
of how your mission can be accomplished. What your special
themselves so busy working “in” their business that they don’t
services are, or even your competitive advantage can be part
have time to work “on” their business. These “fundamental
of your mission statement. It doesn’t have to be extensive,
truths” are what leaders of organizations ponder when they
and sometimes shorter is better; as long as it communicates
are looking to develop their vision and mission statements.
what you do in a concise, impactful manner.
To get at the heart of the matter, you must begin to define
As we head into a new decade, IPI will continue to reassess
your mission with “why” at the center of the equation. Ask
the value we bring to our members ensuring that we walk
yourself, ask your board, and ask your team; “why” your
through this very same process with the sincere objective
organization exists or what is its purpose? Going back to your
of pursuing our mission; to transform the construction
company values can be a key guide to help you in the pursuit
industry to achieve exceptional results through a culture of
of your purpose. After considering what values are most
collaboration.
aligned with your purpose, developing a “purpose statement” can help you to identify your mission, define your goals and ultimately find the success you’re after. Next, you will want to develop your vision statement. Your vision statement will contain the organization’s desires of 4
Partnering Magazine Winter 2020
A small body of determined spirits fired by an unquenchable faith in their mission can alter the course of history. — Mahatma Gandhi www.partneringinstitute.org
BUILDING GREAT PROJECTS BEGINS WITH TRUST. At Webcor, we believe in forming strong relationships with our partners, communities, and clients. Together, we can build anything.
Building Solutions. Bettering Lives. WEBCOR.COM
P I C T U R E D A B OV E: GR AND HYAT T AT S FO • C OMPLETED AUGUST 2 01 9
C L #1 03 72 17 A B C -8 C -9
FACILITATOR’S CORNER
Why Vulnerability and Challenging Conversations Are the Only Way
A
t the start of all partnering sessions, we lay
to quit. The contractor was upset that the owner had
out the rules of engagement. The second rule
been challenging their management, when the CM and
is always frank, open conversations. The only
the owner were experiencing issues, as well. “We have to
time that partnering sessions fail, is when we
bring up this challenge to the owner,” I said. However,
neglect to bring up the issues and avoid talking
the president of the firm disagreed. He did not want to
about certain topics, whatever they may be. Earlier this year I was engaged with a project team at a
“get into it” with the owner over this issue and said it was just a rumor that was going around the jobsite. Again, I challenged the decision, but he insisted.
major airport on the East Coast. The project had been experiencing some major challenges and the team was
As we wrapped up, what turned out to be a pretty positive
struggling. The first hour or so had started with the owner
meeting after all, the CM walked directly up to me and said,
challenging some of the decisions that the contractor had
“Neal, it has been great working with you. I am quitting
made. At a break, the president of the construction firm
this afternoon. Good luck.” The rumor was true, and now
pulled me aside and mentioned that there was a rumor
everyone was going their separate ways and we didn’t have
going around that the construction manager was going
a chance to discuss it as a team.
6
Partnering Magazine Fall 2019
www.partneringinstitute.org
Are they telling me the truth?
Why did they do I was totally thrown off guard. Why didn’t this person bring up
that?
Should
this change in the partnering session? Were they trying to play
I say
games with team members? I quickly grabbed the principals of
something?
the owner and contractor, facilitating a quick discussion that worked to mend the lack of communication. Both parties were thrown for a loop on the communication, and we recommitted to clear, transparent and honest communication. The owner did fess up to also hearing the same rumor, but had not had the
executives saw some challenges with their presence and
time to discuss it or come up with a plan for bringing it up.
engagement with the project. One team member even
Why is this experience important?
brought up a specific discussion with someone else on the team and asked for a do-over. It was one of the most dynamic
Gossip in the workplace is often viewed as negative and
and trust building conversations that I have experienced on a
potentially destructive, but from a leader’s standpoint it can be
construction project.
helpful and an area to build relationships and the team. When leaders hear or experience potential gossip, it is best to not
One way to help encourage vulnerability is to offer praise
perpetuate it, but to lean in and listen more. This is a chance to
for a job well done. Often on construction projects we are
understand the challenge and look for potential solutions that
fighting one fire after another. Small wins and milestones
might be a positive outcome for all parties.
pass by without recognition. Thoughtful praise can go a long way. What is meant by thoughtful praise, you ask? Often times
Tough conversations are just that, tough. We as humans
we hear generic praise like, “Great job Jimmy!” Or “Way to go
tend to want to avoid touchy or challenging subjects that
Barbara.” Which is positive, but doesn’t share the power of a
could cause some consternation or disagreement. Often
specific piece of praise such as, “Jimmy, your lead on getting
times, we don’t want to show our weakness...we feel it would
the team to collaborate and come up with a solution around
lead to being vulnerable. Time and time again, even on the
that RFI really helped get the team back on track and saved
highest performing teams, we find that truly expressing
time and money.” Sometimes, recognition should be left up
vulnerability is the key to building trust, strengthening
to the team. Let them plan the event, give them a budget and
relationships and producing extraordinary results on
have them come up with the ideas and own it. More often than
your project.
not, you will get something original, fun and something that truly engages the team.
Highlighting failures can be a great exercise to create vulnerability, seek transparency and develop trust. Why
Strong relationships are built of shared risk, experience and
on earth would anyone want to ever do this? Let’s just talk
working through adversity. The more that we are able to
about the wins and all of the good things that are happening.
freely share these experiences and vulnerabilities, the closer it
During a recent partnering meeting on a large, high profile
brings us together as more than colleagues, but actual friends.
mega project in Colorado, we sat down with the executives
Friendships are what everyone really wants at the end of large
to review performance. The project was firing on all
projects. These large projects are often long periods of time.
cylinders and it really was an extraordinary team. The first
Three, four, sometimes many years. They are often the time
question I asked to the executives was, name one thing that
equivalente of high school or college. Large chunks of time in
you personally failed at over the last 3 months. What was
our lives that we will remember. These experiences can be
the failure and how will you deal with it going forward? It
incredible, or not. Do we want to develop relationships and
created an amazing
friendships based on vulnerability on our construction project?
conversation. The
The choice is up to the team.
project manager, along with the
Neal Flesner, MBA, MA, MIPI
contractor, admitted
Neal Flesner, of Ventura Consulting Group, has been
that he was over
facilitating partnering on large, complex projects and
worked, stretched thin and needed assistance. Other www.partneringinstitute.org
programs since 2007. With an MBA from the University of Oregon and a Masters in Organizational Development, Neal works to enable his clients and teams to deliver extraordinary results, www.venturaconsulting.com.
Winter 2020 Partnering Magazine
7
NEXT LEVEL PARTNERING
How to Start a Collaborative Partnering Program
On-Time On Bu To assist owners in starting their Collaborative Partnering Program, IPI has just THERE IS NO DOUBT THAT THE
published a new Owners’ Guide entitled On-Time On-Budget: How to Start a
CONSTRUCTION INDUSTRY NEEDS TO
Collaborative Partnering Program. This easy to read guide walks owners through ten
BECOME MORE COLLABORATIVE. WE
steps to starting their Collaborative Partnering Program (CPP).
LOSE BILLIONS OF DOLLARS EACH YEAR DUE TO LOSS OF PRODUCTIVITY,
Step 1: Decide to start a collaborative partnering program
MISCOMMUNICATION, EXCESS
The first step is to decide to start a CP program and commit to making it happen. It is
ADMINISTRATION AND CLAIMS. ALL
also important to understand what it is you want to achieve—lower prices, no claims,
OF THESE DOLLARS COULD BE USED
improved productivity, keeping your good people, etc. What do you want to achieve
TO BUILD THINGS. WORSE YET, IS
with your CPP? Knowing this will help you “sell” everyone on following you to achieve
THAT THE NATURE OF CONSTRUCTION
tangible results.
IS HIGHLY INTERDEPENDENT. BECAUSE OF OUR INTERDEPENDENCE, NO
Step 2: Agree to utilize the IPI matrices and specifications
ONE WORKING ON A CONSTRUCTION
Following the CPP structure (embedded in the matrices and specifications) is essential
PROJECT CAN JUST WALK AWAY
to supporting the development of a culture of collaboration. Taking a long term view
FROM ISSUES AND SUCCEED. WE
is essential. Culture change will not happen overnight. It will take time. When change
MUST HAVE THE COOPERATION OF
happens on your projects, others will take note and wonder how they are able to
THE OTHER TEAM MEMBERS, WHO
accomplish such significant results. This will lead to others learning and following the
HOLD OUR SUCCESS IN THEIR HANDS,
CPP structure, looking for similar results.
AS MUCH AS WE HOLD IT IN OUR
8
OWN. THIS IS WHY IPI HAS CREATED
Step 3: Conduct orientation training
THE COLLABORATIVE PARTNERING
Your people must know what you are trying to accomplish, that you are serious, and
PROGRAM—A STRUCTURED
broadly what they are to do. The IPI CPP Orientation Training is essential to help
APPROACH TO DEVELOPING HIGHLY
support a good launch to your program. This training is best held jointly including
COLLABORATIVE CONSTRUCTION
the owner, contractor, users, designer and other key stakeholders. Together the
PROJECT TEAMS FOCUSED ON THE
counterparts learn about the CPP model, your objectives and what is expected. This
SUCCESS OF THEIR PROJECTS.
will help you get some momentum going.
Partnering Magazine Winter 2020
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Photo: New Interchange at PTH 59/101 & Intersection Upgrades at PTH 59/PR 202. Collaboration 2019 Collaborative Project award winner.
People don’t like to change. You will need a
Step 8: Provide joint collaborative partnering basics training (on the project manual) to all field personnel
strong (but kind) change agent that is on the
Once your partnering manual is completed,
outside!
you will want to provide training to
and culture change; and is someone you will allow to help guide you on this journey. Change will not occur if you don’t change.
Step 5: Appoint staff and create a structure to support your collaborative partnering program
udget Step 4: Hire a partnering program consultant to assist and guide your culture change process
You are embarking on a culture change effort that will play out on your projects and
everyone in the field on the guide. This is called Partnering Basics Training. This 4-8 hour training outlines, roles, responsibilities, requirements, elements along with answering the question why you are establishing a CP program.
need to have a CPP organizational structure,
Step 9: Develop performance measures (program and project)
up and down the organization, to help
What gets measured gets done. What gets
you achieve your results. This can include
measured improves. If you believe these
having a Partnering Program Manger to
tenants, then you will definitely want to
help make sure all of the program elements
develop performance measures for your
get implemented, to having representatives
program to get regular feedback on what
from the field level provide feedback, to
and how much is improving. For your
having a policy making body. You will need
projects you will want to measure that the
to put some structure around your culture
team is following through with what they
change process.
committed to doing. This accountability will
within all of your support functions. You will
keep their goals and commitments fresh in
Most organizations just “smell their own
Step 6: Develop a collaborative partnering steering committee
exhaust” and really don’t understand where
A very powerful step is to develop
they are dysfunctional. You will need a
a Collaborative Partnering Steering
“change agent.” Someone who is not a part
Committee to identify barriers to partnering
Step 10: Develop a participate in partnering recognition programs and awards
of your organization; is a subject matter
and then work to overcome each barrier.
Recognizing those who are making it
expert; has much experience with the CPP
This policy making body includes senior
happen is important. You can start your
level decision makers from the owner
own, or participate in IPI’s prestigious
organization and construction industry, as
partnering awards. By celebrating the
well as representatives from designers and
successes of your teams that accomplished
CMs. It will be the collective wisdom of this
their goals, and became a highly functioning
group that helps to steer you where you
collaborative team; you will be broadcasting
need to go.
your commitment to culture change. As
On-Time On-Budget How to Start a Collaborative Partnering Program Sue Dyer
Step 7: Develop a collaborative partnering manual At the project field level, you will want to
front of their faces each month.
people advance within your organization because they know how to create a culture of collaboration, you will be on your way to real, lasting culture change.
create a project partnering manual to guide the field teams on what they are to do to
IPI’s Owners’ Guide entitled On-Time
fully implement your partnering program.
On-Budget: How to start a collaborative
The guide can be updated as the steering
partnering program is available. Just
committee changes policies or learns better
email ED@ PartneringInstitute.org to get
ways of producing more significant results.
your copy.
OWNER’S GUIDE
OWNER’S GUIDE
www.partneringinstitute.org
Winter 2020 Partnering Magazine
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PROFILES IN PARTNERING
Resolving Issues Together Partnering at the SFO Grand Hyatt Hotel
O
n October 7th, 2019, IPI Member, San Francisco
included project management from each of the key firms as
International Airport (SFO) announced the
well as the key subcontractors, and each quarter, the team used
opening of the Grand Hyatt at SFO. SFO’s only on-
Stakeholder partnering to allow important project participants
airport hotel, the $237 million luxury hotel sits on 4.2 acres
including the Building Inspectors, the Fire Marshall, Business
and features 351 rooms offering views of the runway, the
and Finance, and the adjacent project teams give feedback to
International Terminal Building and South San Francisco
the Core team delivering the job.
Airport Director and IPI Board President, Ivar Satero stated;
IPI got to talk with Greg Chauhan, Project Executive at Webcor
“with the opening of Grand Hyatt at SFO, we offer travelers a
Builders, to discuss some of the ways partnering affected
new benchmark in airport hospitality. The new hotel reflects our
project outcomes.
commitment to deliver a world-class experience for our guests, with seamless access via our Air Train system, sustainable
IPI: How did Partnering impact the process in the way the
building design, thoughtful service and amenities, and inspiring
team approached issues that came up on the project, and
works of public art. My thanks go out to Hyatt, the San Francisco
what value did it bring to the team?
Arts Commission, and our entire design-build team for making this day a reality.”
GC: “The partnering sessions allowed the team to pause, catch its breath and take a step back to look at how our successes, issues
The Grand Hyatt at SFO was a progressive design-build project
and team dynamics were working. It gave us value with seeing
constructed by Webcor Builders, IPI Member since 2012.
what is really important to the larger group and the individual
The beautiful facility was designed by San Francisco-based
stakeholders, and provided the venue to listen.
architect Hornberger + Worstell and associate ED2 International. The interiors were designed by Brayton Hughes Design Studios and Rose Bernard Studio. Project Management Support Services were provided by PGH Wong and MCK Americas J.V. and OrgMetrics LLC facilitated the project partnering. The progressive design-build project used monthly partnering sessions that started in the programming phase and continued through design, construction and activation of the hotel. The Executive team was made up of senior leadership from SFO, Webcor, Hornberger + Worstell, Hyatt, and PGH Wong. The Core team 10
Partnering Magazine Winter 2020
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...the monthly partnering sessions provided a forum to give the design-builders design and operational feedback in real time and meant that the team could regularly walk the job and resolve challenging issues together. everyone to be overwhelmed with the magnitude of issues and there were sessions where these issues were left undiscussed —but—there were also some incredible times of complete openness and problem solving. Overall, the partnering was effective in guiding the team on the longer path to success.” IPI: What is the big takeaway that Webcor and the team experienced from this project in relation to the Partnering? GC: “The biggest take away is that with the right mindset and The greater value is from the “next steps” when team members
clear objectives, teams can work through anything, and healthy
connect to follow-up on solving an issue or reset a goal.
conflict creates stronger teams to achieve positive results.”
Partnering Facilitator Rob Reaugh noted that an added benefit of
For more information about the Grand Hyatt at SFO visit: https://
the partnering process was how it effectively integrated Hyatt’s
www.hyatt.com/en-US/hotel/california/grand-hyatt-at-sfo/sfogh.
staff into the team. Hyatt will be operating the hotel for years to come, so the monthly partnering sessions provided a forum to give the design-builders design and operational feedback in real time and meant that the team could regularly walk the job and resolve challenging issues together.” IPI: Many teams that struggle, tend to approach issues the same way over and over. What was the most notable change that Partnering brought to the project team? GC: “The most obvious change was aligning resources and motivating the group to tangible action items. Even though in some sessions the alignment may not have been perfect, we still ended each session with a method to continue forward. As mentioned above—the best value or change, was the smaller groups getting together after the larger session to solve problems and drive results.” IPI: The success of a Partnered project greatly depends on how the construction team is able to overcome the various barriers to Partnering. What were the most difficult barriers that this team experienced? GC: “The most difficult barrier was being honest and making sure that you do not hold back. It is always hard to balance between trying to have harmony, staying motivated and inspiring, and not letting the group down with progress. We were at a very difficult time with the project, and numerous issues, and struggles were upon us every day. It was easy for www.partneringinstitute.org
Winter 2020 Partnering Magazine
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IN THE NEWS
Award Winning The 2nd San Francisco Partnering Collaborative Partnering
T
he 2019 Collaborative Partnering Awards Program
SILVER LEVEL
Awards Ceremony
recognized 14 City of San Francisco building and
Pier 94 Backlands
infrastructure projects that best exemplify the
Improvement
principles and success of structured collaborative
Owner: Port of San Francisco
partnering. Each project went through a formal judging
Prime Contractor: Hoseley
process. A panel of nine City and industry professionals was
Corp.
assembled to support the Partnering Awards program as
A&E: San Francisco Public
judges.
Works Facilitator: Jessica B. Romm,
The applications were divided into three budget categories for
JBROMM PHD
both infrastructure and buildings: • Category 1: Under $10 million
Powdered Activated Carbon System
• Category 2: $10 to $30 million
Owner: San Francisco Public Utilities Commission
• Category 3: $30 million and above
Prime Contractor: Anvil Builders A&E: Stantec, Inc.
Congratulations to the SFCPSC Award Winners!!
Facilitator: Jessica B. Romm, JBROMM PHD
Category 1 – Public Infrastructure (Under $10 million)
Drumm and Jackson Streets Sewer Improvements
BRONZE LEVEL
Owner: San Francisco Public Utilities Commission
Fall Protection & Disconnect Switch
Prime Contractor: Anvil Builders
Owner: San Francisco Municipal Transportation Agency
A&E: San Francisco Public Works
Prime Contractor: Cal State Constructors, Inc.
Facilitator: Jessica B. Romm, JBROMM PHD
Facilitator: Jessica B. Romm, JBROMM PHD GOLD LEVEL SEP Cryogenic Oxygen Plant Demolition & Lox System
Golden Gate Park Oak Woodlands Trail Improvement
Upgrades
Owner: San Francisco Recreation & Parks
Owner: San Francisco Public Utilities Commission
Prime Contractor: Yerba Buena Engineering & Construction,
Prime Contractor: Cal State Constructors, Inc.
Inc.
A&E: San Francisco Public Works
A&E: San Francisco Public Works
Facilitator: Jessica B. Romm, JBROMM PHD
Facilitator: Rob Reaugh, OrgMetrics LLC Mountain Tunnel Interim Repairs Owner: San Francisco Public Utilities Commission Prime Contractor: Sierra Mountain Construction, Inc. A&E: SFPUC + McMillen Jacobs Associates, Inc. Facilitator: Jessica B. Romm, JBROMM PHD
Photos: award winning teams, and the ceremony from the San Francisco Collaborative Partnering Awards Ceremony 12
Partnering Magazine Winter 2020
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Category 3 – Buildings ($30 million+) Category 1 – Buildings (Under $10 million) BRONZE LEVEL
GOLD LEVEL San Francisco International Airport Long Term Parking
Balboa Pool Renovation
Garage 2
Owner: San Francisco Recreation & Parks
Owner: San Francisco International Airport
Prime Contractor: CLW Builders
Prime Contractor: Nibbi Brothers, Inc.
A&E: Kuth Ranieri Architects
A&E: DLR Group + FMG
Facilitator: Jessica B. Romm, JBROMM PHD
Structural: WBC PMSS: The Allen Group + CPM Associates
Category 2 – Public Infrastructure ($10 million-$30 million)
Facilitator: Rob Reaugh, OrgMetrics LLC
BRONZE LEVEL Masonic Avenue Streetscape Improvements
Best In Class
Owner: San Francisco Public Works
Public Infrastructure
Prime Contractor: Shaw Pipeline, Inc. Facilitator: Jessica B. Romm, JBROMM PHD
Calaveras Dam Replacement Buildings San Francisco International Airport Long Term Parking
SILVER LEVEL
Garage 2
Polk Streetscape Owner: San Francisco Public Works Prime Contractor: M Squared Construction Facilitator: Phil George, P.E.
The International Partnering Institute congratulates all 14 award winners in the 2nd Annual San Francisco
SEP Existing Digester Gas Handling Improvements
Collaborative Partnering Awards Program.
Owner: San Francisco Public Utilities Commission Prime Contractor: Monterey Mechanical Co.
For a culture of collaboration to grow, it is essential to
A&E: San Francisco Public Works
recognize the individuals and teams who are effectively
Facilitator: Jessica B. Romm, JBROMM PHD
demonstrating partnering in the field.
Category 2 – Buildings ($10 million-$30 million)
IPI MEMBERS
SILVER LEVEL
Owners
San Francisco Fire Station No. 5
Port of San Francisco
Owner: San Francisco Fire Department
San Francisco International Airport
Prime Contractor: Alten Construction
San Francisco Municipal Transportation Agency
Project Manager, A&E: San Francisco Public Works
San Francisco Public Utilities Commission
Facilitator: Jessica B. Romm, JBROMM PHD
San Francisco Public Works San Francisco Recreation and Parks
Category 3 – Public Infrastructure ($30 million+) GOLD LEVEL Calaveras Dam Replacement Owner: San Francisco Public Utilities Commission
Industry Flatiron West, Inc. Yerba Buena Engineering & Construction, Inc. Facilitators
Prime Contractor: Dragados USA/Flatiron West, Inc. + Sukut,
Jessica B. Romm, JBROMM PHD
Inc. JV
Paul Crotty, Ventura Consulting Group
A&E: AECOM + SFPUC
Rob Reaugh, OrgMetrics LLC
Facilitator: Paul Crotty, Ventura Consulting Group
www.partneringinstitute.org
Winter 2020 Partnering Magazine
13
IN THE NEWS
Partnering: San Francisco B
eginning January 2020, the San Francisco Collaborative Partnering Steering Committee (SFCPSC), will be launching its new Partnering
Fundamentals Training Initiative. The training, which is Free for attendees, is based on the City of San Francisco’s updated partnering specification and the new San Francisco Partnering Field Guide, available for download at www.sfpartnering.com. The new partnering specification appears in contract documents and requires at least one member of the contractor’s project team to complete partnering training and
and aligning with industry partners to deliver quality
receive certification within 90 days of NTP on City projects.
construction projects. We now have a successful partnering
San Francisco Public Works Director Mohammed Nuru, who
awards program, a comprehensive Partnering Field Guide and
serves as co-chair of the SFCPSC, notes, “This training provides
this training initiative. We are making great strides in making
essential and practical problem-solving tools for project
San Francisco the first major metropolitan city with a robust
teams and is part of our commitment to the City’s partnering
Partnering program.”
program and the collective goal to make the City and County of San Francisco the owner of choice. We already have seen
The four-hour training sessions will be held regularly in
huge savings and positive results on our projects, thanks to our
San Francisco with participants from the City and industry.
collaborative partnering efforts.”
Attendees will be given invaluable tools to effectively implement the partnering process, carry out project goals and
IPI Board Member, Mike Ghilotti, of Ghilotti Bros, Inc., who
resolve issues to improve project outcomes. In addition to
co-chairs the SFCPSC with Nuru, added: “This is a big deal!
providing an overview of the partnering specification and San
Since launching the Steering Committee in 2016, we have been
Francisco Partnering Field Guide, the training gives attendees
focused on building cohesion across the six City departments
the opportunity to prepare a sample charter and brainstorm ways to address key issues gathered from actual City projects. The SFCPSC is comprised of department heads from San Francisco Public Works, the San Francisco Public Utilities Commission, San Francisco Municipal Transportation Agency, San Francisco Recreation and Park Department, the Port of San Francisco and San Francisco International Airport, as well as representatives from industry membership organizations such as United Contractors, AGC of California and the Construction Employers’ Association. For more information on the program or to enroll in an upcoming class, please contact Jennifer Lei, San Francisco Municipal Transportation Agency at partneringtraining@ sfmta.com or visit www.sfpartnering.com.
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Partnering Magazine Winter 2020
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BUILDING CALIFORNIA S I N C E 19 3 2
north ern california ’ s p re m ier h eav y civil engineering contractor
PAV I N G • G R A D I N G • R OA D / H I G HWAY • D E M O L I T I O N / E XC AVAT I N G
SFO Runway 28L Reconstruction 2019
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reci p ien t of nu m erous
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i p i par t nering a w ards 11555 Dublin Boulevard, P.O. Box 2909 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
Winter 2020 Partnering Magazine
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PARTNERING IN THE TRENCHES
W
e often hear that project teams want to know what’s possible with Collaborative Partnering.
The ROI of Partnering Your Project
What can your teams hope to achieve if they really
focus on making partnering work on their projects? Over the years evidence has grown on the benefits of Collaborative Partnering. The 1996 CII Benchmarking Study (identified in red below) identified the following areas where partnering provides significant improvements. Over the years several other studies and programs have continued to validate what the 1999 Construction Industry Institute’s (CII) The Partnering Process – Its Benefits, Implementation and Measurement (CII Benchmarking) study found. We hope that this information will help you inspire your project teams to learn how to achieve similar or even better results. Savings on the overall project cost and schedule are evident in the results shown below. A cost savings of 10% was the original CII benchmark. Others have achieved similar savings and some have achieved a significant amount more. Geoff Neumayr, Deputy Director of Design and Construction at San Francisco International Airport said that: “SFO is able to realize a significant reduced cost per square foot in the range of 20%-30% as compared to other aviation projects around the country. This is possible because the dollars are utilized on scope rather than on expensive claims mitigation measures. In addition money is saved because projects are completed quickly realizing significant savings in overhead cost attributable to reduced time. This is the result of our Partnering!” Continued on page 18 16
Partnering Magazine Winter 2020
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According to the 2019 IPI Award Winning Projects, for each $1 spent on partnering, the project saved $123—If you spend $30K on your partnering, you would save $3,690,000!
and look out for one another. This is another hallmark of Collaborative Partnering as the evidence below shows. There is more to learn and more to study, but it does seem that Collaborative Partnering provides a great ROI!
Fewer claims and improved safety are also benchmarks of Collaborative Partnering. The evidence below shows that partnered projects have fewer claims than non-partnered projects and when there is a claim, the amount of the claim is significantly lower. It used to be unheard of that Mega Projects could come in with zero claims, yet the evidence below shows that this is being achieved on projects where Collaborative Partnering has been implemented. Safety is improved when people communicate well, work together
Partnering: Federal Nurturing relationships is our sole mission Design-Build New Office Annex to the U.S. Embassy in Kampala, Uganda includes 178,000 SF of new construction including a new annex, parking structure, medical facilities, and secure spaces. “Gregory and the GCC involvement in our project have been pivotal to our recent successes and have created a monumental change in our effectiveness and trajectory towards success.” — Lou Zecca, President, Pernix Federal
GCC
GCC LLC SDVOSB / DVBE / DBE / CBE / SBE
www.gcc-llc.com | 949.636.0461 Federal • Healthcare • Scientific • Correctional • Transportation
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Partnering Magazine Winter 2020
STUDIES/PROGRAM DATA used in this Article 1. CII: Partnering – Its Benefits, Implementation and Measurement, CII RR102-11, 1996 (CII Benchmarking/Partnering) 2. Gransberg, D. et al., Quantitative Analysis of Partnered Project Performance, JCEPM, 1999 (TxDOT Partnering Study) 3. Anderson, L. and Polkinghorn, B. Efficacy of Partnering on the Woodrow Wilson Bridge Project, ASCE, 2011 (Woodrow Wilson Partnering Study) 4. SFO Results ($800M built – Total Program $5B), 2014 (SFO: Terminal Program) 5. Caltrans Excellence in Partnering Award Winners stats (2012 – 2014) and Caltrans Partnering Program http://www.dot.ca.gov/hq/ construc/partnering/ (Caltrans Partnered Projects) 6. International Partnering Institute: Partnered Projects of the Year, 2013-2014 7. Utah Transit Authority: 2015 Frontlines Program Results (UTA Frontlines 2015) 8. Maryland State Highway Administration: Partnering Program, 2000-2010 9. Grajeck, k. et. al., Partnered Project Performance in Texas DOT, Journal on Infrastructure Systems: 2000 (Grajek TxDOT study) 10. Ohio DOT Partnering Program Status Report, 2010 (Ohio DOT)
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Building for Tomorrow As committed as we are to being the best in construction, we are just as committed to building stronger communities where we live and work. usa.skanska.com www.usa.skanska.com
