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Issue 20 July - September 2017

IPI partnering awards Recognizing Success in Partnering and Collaboration

INSIDE: page 6

page 20

Collaboration 2017 Conference

Award Winning Best Practices


TRUE PARTNERSHIPS BUILD LANDMARK PROJECTS Celebrating 80 years of great partnerships | Learn more at henselphelps.com

MULE CREEK INFILL COMPLEX IPI award winning project built in partnership with the California Department of Corrections and Rehabilitation


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 July - September 2017 The IPI Awards Issue

Pierre Bigras, PG&E Roddy Boggus, Suffolk Construction Company, Inc. Pat Crosby, The Crosby Group Pete Davos, DeSilva Gates Construction

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Larry Eisenberg, Ovus Partners 360 Rachel Falsetti, Caltrans John Fisher, WSP Michael Ghilotti, Ghilotti Bros, Inc. Richard Grabinski, Flatiron West, Inc.

Collaboration 2017 The two-day conference

Randy Iwasaki, Contra Costa Trans. Authority

celebrated innovations in

Jeanne Kuttel, CA Dept. of Water Resources

collaborative construction.

Geoff Neumayr, San Francisco International Airport Jim Pappas, Hensel Phelps Construction Co. Ivar Satero, San Francisco International Airport Stuart Seiden, County of Fresno (Ret.) Thomas Taylor, Webcor Builders David Thorman, CA Div. of the State Architect, Ret. Len Vetrone, Skanska USA Building

MEMBER SERVICES COORDINATOR Lisa Mayfield

10

Partnering Awards The 8th Annual Awards Ceremony brought together outstanding

OPERATIONS COORDINATOR

collaborative teams and individuals

Candice Evenson

from all across the U.S.!

FOUNDER Sue Dyer, MBA, MIPI, MDRF

EDITORIAL OFFICE: SUBSCRIPTIONS/ INFORMATION International Partnering Institute 291 McLeod Street Livermore, CA 94559

22

Best Practices

Phone: (925) 447-9100

Exclusive interviews with the

Email: ed@partneringinstitute.org

2017 Partnering Champion,

www.partneringinstitute.org

Contra Costa Transportation

DESIGN/CREATIVE

Authority, and the recipient of

Michelle Vejby

the 2017 Chairman’s Award,

Email: mvejby@msn.com

Michael Ghilotti!

COPYRIGHT Partnering Magazine is published by the International Partnering Institute, 291 McLeod Street, Livermore, CA 94550. Four quarterly issues are published annually. Contents copyright 2017 International Partnering

Cover photo: All Collaboration 2017 event photos by Jeff Rumans Photography www.jrumans.com

IN THIS ISSUE Collaboration 2017 and the IPI Partnering Awards Look inside for the highlights of the 8th Annual Awards Ceremony and first two-day conference! A full list of IPI Partnered Project of the Year Award winners for 2017 begins on page 14.

Erratum: In our AprilJune 2017 issue, The Executive Director’s Report mistakenly names “CA High Speed Rail” when intending to refer to Los Angeles County Metropolitan Transportation Authority (LA Metro) in the following sentence: “Another innovation to Partnering featured in this issue is one being rolled out by CA High Speed Rail in response to a unique construction environment.” This correction has been made in our online digital issue.

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

July–September 2017 Partnering Magazine

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PARTNERING AWARDS

Collaboration 12017 Day

The 8th Annual Awards Ceremony and Conference Photo: Award-Winning Team Panel, I-15 the Point (from left) Travis Farr, Wadsworth Brothers Construction; Nathan Huschka, Staker Parson Companies; Nicholas Thomas, Wilson & Company

By Candice Evenson

I

n years past, we’d seen how

(Projectionpoint.com).” The more Risk

successful it had been to

Intelligence one has, the better one is

have an Owners’ Roundtable

at gauging one’s certainty and making

and Industry Forum on the

more accurate predictions.

morning of our annual awards

It is a skill that takes practice, and

Presentation: e-Construction and Partnering E-Construction and Partnering (e-C&P) is one of 11 best practices that the FHWA

ceremony. This year, we decided to

sometimes our misconceptions or

is promoting as part of the fourth cycle

expand on the concept, and take it even

overconfidence in what we think

of the Every Day Counts initiative. Matt

further: We launched Collaboration

we know mislead us. The penny jar

DiGiovanni, Field Operations Engineer

2017—offering more opportunities

estimation exercise and the use of

in the FHWA Vermont Division office

to hear from guest speakers on a

illusion was one way that Clough

presented on how these two processes

demonstrated how sometimes what

work together to achieve greater

we think we know ain’t so. “We allow

outcomes, and how technology will play a

the people in the workshop to see what

vital role in the future of Partnering.

it looks like when they are sure they

Partnering has generally been a low-

know something but then find out they

tech team management strategy, but

were not as correct as they thought,”

now teams are seeing the advantages

said Clough. “These class exercises

of integrating technology into their

help us to learn more about ourselves

collaborative practices—filling out

and others in order to better partner.”

digital project surveys, using mobile

Attendees ended up making more

devices in the field, sharing files through

accurate predictions about how many

the cloud, etc. DiGiovanni explained

variety of subjects including Partnering

pennies were in the jar when they

that the synergy of e-C&P improves

research, strategies for project success,

worked in groups.

“efficiency in project management

and innovations in collaborative construction.

Peter Worhunsky, Project Sponsor with

and delivery, resulting in reduced

Disney Construction, Inc. commented

construction time, optimized costs, and

that the workshop “was a fascinating

higher quality projects.”

Workshop: What You Know that Ain’t So Affects Collaboration

eye-opener into our innate behaviors

DRB Specialist Russell Clough gave

The majority of DOTs across the

that unknowingly impede successful

United States have either piloted

partnering. Russell’s interactive and

or institutionalized the use of

experiential style was very effective. I

e-construction; the next step will be for

a personalized presentation that got

immediately starting applying lessons

them to adopt Partnering and experience

everyone thinking critically about how

from this seminar and have shared these

the advantages of the combination.

we approach the unknown. Whether

ideas throughout our company.”

you are a contractor, designer, or

The full slide presentation focuses on

owner,” says Clough, “estimating the

improving judgment, critical thinking,

time and cost for a project with the

and understanding self-deception. If

appropriate understanding of the

you are interested in inviting Clough to

uncertainties is an essential skill.” That

do a presentation on this topic for your

skill is “Risk Intelligence,” or “the ability

teams, contact him at russellgclough@

to estimate probabilities accurately

gmail.com.

Owner and Industry Panel: Drivers for Successful Partnering Moderator: Ron Peckham, Chairman of C&S Companies What practices drive successful Partnering programs? There to address Continued on page 6

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Partnering Magazine July–September 2017

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PARTNERING AWARDS

Photo: Jim Zack, Navigant Construction Forum, presents on the benefits of Partnering.

this question from the owner side were Ken Solak, HQ Partnering Program Manager at Caltrans, and Scott Jarvis, Chief Engineer at CA High Speed Rail Authority. Vice President of DeSilva Gates Construction Pete Davos, and Western Division

The presentation provided a wealth of information on

Manager at Flatiron Richard Grabinski, provided insights from

several aspects of Partnering, including the history, the

the industry on successful long-term partnering.

elements of success, obstacles, and benefits. Download a copy

One driver for success is to monitor project progress and project goals with quarterly surveys. Solak emphasized this

of the research, here: https://www.navigant.com/insights/ construction/2016/partnering-dispute-free-projects.

point with the tried and true advice that you can’t improve what you don’t measure.

Winning Team Panels

Another driver is knowing what level of Partnering to implement. Jarvis explained that High Speed Rail, which

A major goal this year was to share even more stories of

currently has $4.1 billion under construction, involves multiple

Partnering success. The firsthand accounts from the Winning

stakeholders early and often, which helps them meet pressing

Team Panels engaged the audience with details beyond the

deadlines and enhances communication.

statistics, vividly illustrating the challenges each project

Grabinski recommended another way for owners to improve

overcame, along with the team dynamics that drove their

communication: bring the CM into Partnering sessions and give

success. The panel was moderated by Cinda Bond, facilitator

them the authority to make decisions on behalf of the owner,

with OrgMetrics, LLC.

thus eliminating the problem of “CM in the Middle.” For the contractors in the audience, Davos emphasized the

FOLSOM DAM AUXILIARY SPILLWAY PHASE IV

importance of building a relationship with the client in order to

Eliminating Bureaucracy Through Trust and Collaboration

achieve the greatest level of collaboration. “Different companies

Panelists: David Thomas, Director, Mega Projects Center,

have different cultures,” he said. “Get to know it. What does

Sacramento District, US Army Corps of Engineers; Luis Paiz,

success to the client look like? You can’t be afraid to have the

Project Manager & Todd Orbus, Area Manager, Kiewit

difficult conversation.... You have to get to know someone well enough to be able to say what you need to say.” Developing trust

VETERANS ADMINISTRATION CHARLOTTE HEALTH CARE

drives program success, and it is something that teams must make

CENTER 360o Engagement

a deliberate effort to do from the very beginning of every project.

Panelists: Steven Parris, Project Manager, Department of

Seminar: Delivering Dispute-Free Projects

Veterans Affairs; John Boetjer, Executive Client Manager, Childress Klein-Cambridge Healthcare Solutions, LLC; Neal

Jim Zack, Executive Director of the Navigant Construction

Flesner, Facilitator, Ventura Consulting

Forum, and Dave Halligan, Associate Director of Global Construction Practice at Navigant, presented that afternoon on

I-15 THE POINT

the Navigant Construction Forum research report “Delivering

Innovations = Efficiency

Dispute-Free Projects—Does Partnering Help?” The report

Panelists: Travis Farr, Project Deputy Director- Construction

examines Partnering literature and case studies from across

Services, Wadsworth Brothers Construction; Nathan Huschka,

the U.S, and ultimately concludes that Partnering done right

Construction Manager, Staker Parson Companies; Nicholas

does in fact prevent project disputes.

Thomas, Civil Engineer, Wilson & Company

“The numbers prove it,” said Zack in an interview with IPI. “It’s not just a gut feeling; Partnering mitigates the impact of

WILLITS BYPASS, US HIGHWAY 101 IN MENDOCINO

claims and disputes.”

COUNTY, CA

The research report compiles case studies from the

Beyond Adversity

following: Arizona DOT, Caltrans, Federal Government,

Panelists: Geoff Wright, Construction Resident Engineer

Maryland SHA, Ohio DOT, Oregon DOT, TexDOT, and Woodrow

& Richard Melvin, North Region Construction Manager,

Wilson Bridge. Statistics from before and after Partnering in

Caltrans; Mike Costa, VP/ Project Director, Flatiron; Allen

these examples show a dramatic reduction in the number of

Carnesecca, Area Operations Manager, Flatiron; Ziad Nassoura,

claims, making a good argument for Partnering for improved

Construction Manager, DeSilva Gates; Sue Dyer, President,

working conditions and dispute resolution.

OrgMetrics, LLC

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Partnering Magazine July–September 2017

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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


PARTNERING AWARDS

Collaboration22017 Day

yields better results—as we saw with the penny jar,” he said, alluding to the lesson

The 8th Annual Awards Judy Ross, Deputy Director, Ceremony and Conference

from Clough’s session.

Planning and Development,

know the key elements

By Candice Evenson

Mineta San Jose International

and to not leave any of

Airport

them out. That means the

D

project, it is important to

ay two

must openly communicate,

continued the

build consensus, and benefit

President of the Airport

neutral facilitator, the

great lineup of

from its collective wisdom.

Consultants Council.

regular sessions, the monthly

guest speakers

That requires a team culture

and concluded with our 8th Annual Awards

with a high level of trust.” The importance of

Moderated by: T.J. Schulz,

When piloting a partnered

Our panelists discussed

charter, specification, the

surveys, the issue resolution

what it takes to roll out

ladder, and lessons learned

Partnering successfully

session. Of these, Kevin

Ceremony and a moving

trust was a major theme

and how the industry can

Bumen emphasized to

keynote speech by Board

throughout the presentation.

help. For those considering

power of surveys, or

of Directors member

They explained that a feared

Partnering for the first time,

“scorecards,” in shaping

Roddy Boggus with

leader leads to coercion,

hearing the stories and tips

the path of the project

Suffolk Construction.

and, ultimately, team failure,

for success from those who

and informing leadership

whereas a trusted leader

had “been there, done that”

decisions: “It is valuable to

leads to cohesion and

made for a helpful boost to

team management to look at

growth. And, no matter how

take the plunge.

trajectories and see how they

Partnering for Progressive Design-Build

collaborative the delivery

“Why Partner?” is the first

can contribute.”

The first session on

model a team may use,

question that a skeptical

May 19th was presented

establishing trust is the

owner might ask, and it is

surveys play a vital role,

by Sue Dyer, president of

key. “You have to actively

important to be prepared

referring to how it has

OrgMetrics, LLC; Geoff

do something to set the

with a response. Recalling

affected the course of the

Neumayr, CDO at San

cultural norms,” said Dyer,

the first time he’d Partnered

pilot project she is currently

Francisco International

“and that’s done through

a project, Roddy Boggus

part of. “You need the

Airport; and Rob Reaugh,

Partnering. Without it, you’re

had a simple answer for

scorecard to see how the

Vice President of OrgMetrics,

flying blind and just hoping

that situation: “I’d ask “Why

project is progressing, to

LLC. Attendees learned how

the team will work well

not? I’d much rather work

follow up—or it won’t go

uniting Progressive Design-

together.”

with people on a collective

anywhere,” said Ross. After

outcome.” Later he’d repeat

attending the Owners’

the importance of working

Roundtable last year Ross

together to achieve shared

had been inspired to bring

goals. “Collective wisdom

Partnering to a project

Build with Partnering, has led to saving as much as 30% per square foot on SFO projects. In my interview with Sue Dyer, she described how Partnering and Progressive

Owner and Industry Panel: Making Your Partnering Projects Fly Panelists: Roddy

Design-Build mesh, and why

Boggus, Executive Vice

the one is so important to the

President of Aviation,

success of the other:

Suffolk Construction; Duane

“The very nature of the

Boreham, Vice President,

Progressive Design-Build

Aviation Group, Q&D

delivery model requires

Construction; Kevin Bumen,

collaboration in order for

Director of Airports, San

it to be effective. The team

Luis Obispo County; and

8

Judy Ross agreed that

Partnering Magazine July–September 2017

Photo: (from left) Judy Ross, Mineta San Jose International Airport; Kevin Bumen, San Luis Obispo County Regional Airport; Duane Boreham, Q&D Construction; and Roddy Boggus, Suffolk Construction www.partneringinstitute.org


Photo: Eric Sanderson, Red Rocks Advisors, shares strategies to support and maintain a collaborative project culture.

that had been facing a number of challenges early on. Since then that team has aligned their goals and met together in several monthly facilitated sessions. “Now you can see the improvement of how much the team has grown,” Ross said

BUILDING CALIFORNIA F O R E I G H 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

proudly. Schulz asked if contract language interferes with Partnering, to which Duane Boreham responded with a piece of advice that perfectly reflects the change of mindset required for piloting a Partnered project: “The contract is for when things go horribly wrong. If you partner a project correctly the contract should be rolled up and put into your desk after you sign it, and not seen again until the end of the project.” Attendees left with a better understanding of how teams can Partner effectiveley their first time. Eric Sanderson, President of Red Rocks Advisors, LLC., commented that it was great to hear from a spectrum of experiences and how successful partnering can be for first-time implementers.”

Reinforcing a Partnering Culture Eric Sanderson, president of Red Rocks Advisors, LLC. is an IPI Certified Master Level Partnering Facilitator (MIPI). In his session, Sanderson addressed a question that many teams find themselves asking: “how can I maintain Partnering momentum on my teams?” First it is important to understand that the real question is “how do I reinforce a partnering culture?” Sanderson removed the mystery from the term “Partnering Culture” by defining it as “an attitude, a commitment, a disposition toward collaboration, a mindset.” Further he explained that culture is expressed in the behaviors, values, and habits of a particular group. “Partnering is about changing culture,” explains Sanderson. “That requires commitment and a purposeful effort. It’s not just the follow-up sessions that help to reinforce it. Creativity can go a long way to establishing and maintaining a Partnering culture.” Sanderson encouraged teams to onboard team members, celebrate success, hold Executive level meetings, have stand and deliver reporting, get involved in the community, document project accomplishments, co-locate,

WINNER OF THE 2016 INTERNATIONAL PARTNERING INSTITUTE PARTNERING CHAMPION AWARD — IPI’S HIGHEST HONOR! INTERNATIONAL PARTNERING INSTITUTE JOHN L. MARTIN 2015 PARTNERED PROJECT OF THE YEAR DIAMOND LEVEL SFO RUNWAYS 1-19S RSA IMPROVEMENTS

break bread, pursue awards, and contribute to the industry. For details on implementing each of these strategies, see this year’s second quarter issue of Partnering Magazine: “Maintaining a Culture of Partnering.” Find it online at https:// partneringinstitute.org/partnering-magazine-q2 or email ed@ partneringinstitute.org to request a printed copy. www.partneringinstitute.org

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

July–September 2017 Partnering Magazine

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Partnering

WINNERS

PARTNERING AWARDS

10

2017 IPI PARTNERING AWARDS EVERY YEAR THE INTERNATIONAL PARTNERING INSTITUTE RECOGNIZES PROJECTS AND INDIVIDUALS WHO BEST EXEMPLIFY THE PRINCIPLES OF PARTNERING AND PROMOTE OUR MISSION—TO TRANSFORM THE CONSTRUCTION INDUSTRY TO ACHIEVE EXCEPTIONAL RESULTS THROUGH A CULTURE OF COLLABORATION. OF THE 21 APPLICATIONS SUBMITTED THIS YEAR, 10 RECEIVED PARTNERED PROJECT OF THE YEAR AWARDS, AND 3 RECEIVED HONORABLE MENTION. THANK YOU TO ALL APPLICANTS FOR YOUR COLLABORATIVE EFFORTS THIS YEAR. WE LOOK FORWARD TO YOUR FUTURE SUCCESSES!

Partnering Magazine July–September 2017

$1.22 Billion of contracted work

$90,858,165 saved through collaborative innovations

4/10 projects on or under budget

8/10 projects on time or early

7/10 projects with no time lost injuries

10/10 projects with 0 unresolved claims

www.partneringinstitute.org


Awards

2017 IPI INDUSTRY AWARDS:

Industry Awards honor organizations and individuals who have worked to make the industry more collaborative.

IPI PARTNERING CHAMPION Contra Costa Transportation Authority

The IPI Partnering Champion is IPI’s highest honor, given to an organization that embraces and models the IPI vision. The collaborative culture that emphasizes fairness has led to lasting relationships in the industry. Steadfastly committed to Partnering, CCTA partners all of their projects and serves as an inspiration to others who would implement a Partnering program. Photo: Vice President of DeSilva Gates Construction, Pete Davos, passes the title of Partnering Champion to the Contra Costa Transportation Authority. Accepting the award is CCTA Commissioner and Vice Mayor of Danville, Newell Arnerich.

IPI CHAIRMAN’S AWARD Michael Ghilotti, President, Ghilotti Bros., Inc. The Chairman’s Award is awarded at the discretion of the Chairman of the IPI Board of Advisors—now the President of the Board of

ACCORDING TO THE AWARD-WINNING

Ghilotti models the collaborative behavior at the core of IPI’s

PROJECT TEAMS:

mission. A true leader in the

$1 SPENT ON

Partnering movement, Ghilotti

PARTNERING IN 2016 RESULTED IN $166 SAVED.

www.partneringinstitute.org

Directors—Ivar Satero. Mike

is responsible for bringing Partnering success to many owner agencies for whom Partnering was a new process.

July–September 2017 Partnering Magazine

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PARTNERING AWARDS 2017 IPI INDUSTRY AWARDS:

Industry Awards honor organizations and individuals who have worked to make the industry more collaborative.

EXCELLENCE IN PARTNERING FACILITATION AWARD Sue Dyer, President, OrgMetrics, LLC The Excellence in Partnering

Partnering Pilots IPI recognizes the industry ambassadors and owner agencies who piloted a partnered project for the first time:

The Veterans Administration Charlotte Healthcare Center •

Facilitation Award honors an outstanding facilitator who has

Partnering Ambassador: Childress Klein–Cambridge Healthcare Solutions, LLC

Partnering Pilot Agency: Veterans Administration

guided his or her team to achieve greater outcomes by cultivating a culture of trust and empowering

The Virginia Street Bridge

everyone to partner through issues. This year’s recipient is Sue

Partnering Ambassador: Q&D Construction

Dyer, nominated by the Willits Bypass team for her perseverance,

Partnering Pilot Agency: City of Reno

expertise and success in the face of seemingly insurmountable challenges.

Denver International Airport Gate Apron Rehabilitation and Drainage Improvements

Here is what her team had to say about why she deserves the

Partnering Ambassador: Flatiron West

Excellence in Partnering Facilitation Award: “Looking back on the seemingly endless and unprecedented challenges of the past four years of this project, from delays and disruptions to revised plans and cost, there is little question that if our facilitator’s expertise and wisdom had not been here to guide our team to understand and trust each other, and recognizing each incremental collaborative team success, the innovative problem solving and dispute resolution would not have occurred, the project would not be complete for another year, and would be mired in disputes. With our facilitator’s help we instead regained one year of delay, had successful delivery of an outstanding project and 100% resolution of all issues. Because of our success as a partnership and team, the public saved millions of dollars in direct construction costs and received use of its $170 million investment one year sooner.”

Partnering Pilot Agency: Denver International Airport

IPI Professional Facilitator Certifications Senior Level Facilitator (100 sessions) •

Rob Reaugh, SIPI, OrgMetrics, LLC

Senior Level Facilitator (100 sessions) •

Leonard Steinberg, SIPI, Creative Alliance Group, LLC

THE IPI AWARDS Partnered Project of the Year Gather your project team and apply! The best Collaborative Partnered project teams in the nation will be honored at our 9th Annual Awards Ceremony and Conference, Collaboration 2018. Apply today to be recognized as leaders in Partnering excellence!

IPI Honors Partnered Projects of All Sizes and Types: Categories Sectors 

One (<$25M)

Two ($25M - $250M)

Three (>$250M)

Buildings and Public Infrastructure Civil Construction

Collaboration 2018 *May 17th & 18th in Burlingame, CA We’ll see you for our annual Conference and Awards Ceremony, featuring great panels on Partnering, networking lunches and cocktail hours— all crowned by an energetic awards ceremony. Winning project teams may be asked to showcase their project in a break-out session or during the ceremony. *Dates and venue subject to change

IPI Awards: Excellence in Partnering Facilitation

Nominate your Facilitator to honor their achievements.

Strategic Partnering Achievement

Recognizes organizations who apply our best practices to an internal or external strategic partnering initiative.

Partnering Champion

IPI’s highest honor to an organization who best exemplifies our mission.

Chairman’s Award

Honoring an individual with outstanding dedication to the Partnering movement. International Partnering Institute

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Partnering Magazine July–September 2017

Apply Now: Download applications at www.partneringinstitute.org Project must be completed between Jan 1, 2017 and Dec 31, 2017 Applications are due: Monday, February 5th, 2018 Owners, Designers, Contractors, and Facilitators are encouraged to apply. Questions? Call 925-447-9100

291 McLeod St. Livermore, CA 94550

925-447-9100

www.partneringinstitute.org


LaGuardia Airport, Central Terminal B Redevelopment

Philadelphia International Airport, Terminal F Baggage Claim Addition and Ticketing Renovation

Greenville-Spartanburg International Airport, Terminal Improvement Program

The aviation industry is changing. So is the way we build it. Collaborative construction methods are delivering results for airport stakeholders, from airlines and operating authorities to vendors and passengers. On airport projects from coast to coast, Skanska is showing that construction doesnâ&#x20AC;&#x2122;t mean disruption.

Skanska Senior Vice President Dwight Pullen can discuss how we can align for your next project. Contact him at: dwight.pullen@skanska.com

usa.skanska.com


PARTNERING AWARDS

CONGRATULATIONS TO THE 2017 JOHN L. MARTIN PARTNERED PROJECTS OF THE YEAR AWARD WINNERS! This year’s Partnered Project of the Year Awards honor project teams who have exhibited the highest level of collaboration on projects completed in 2016.

BUILDINGS/PUBLIC INFRASTRUCTURE PROJECTS: $250M PLUS SAPPHIRE LEVEL MULE CREEK INFILL COMPLEX, Ione, CA Owner:

California Department of Corrections and Rehabilitation

Prime:

Hensel Phelps Construction Co.

Designer:

Hellmuth, Obata + Kassabaum (HOK)

CM:

Gilbane Construction Management

Facilitator:

Ventura Consulting Group

In the words of the project team:

“Partnering was extremely effective in accomplishing the team’s goals on both a formal and informal basis. The entire team embraced partnering meetings and established focus groups to ensure partnering goals were achieved. Leadership from all firms involved the warden, executive directors, regional manager, and vice presidents who took an active role in the partnering…”

BUILDINGS/PUBLIC INFRASTRUCTURE PROJECTS: $25M - $250M RUBY LEVEL VETERANS ADMINISTRATION CHARLOTTE HEALTH CARE CENTER, Charlotte, NC Developer:

Childress Klein-Cambridge Healthcare Solutions LLC

Owner/Lessee: Veterans Administration Prime:

JE Dunn

Designer:

RPA Architects

Facilitator:

Ventura Consulting Group

In the words of the project team:

“This team has created a real culture, where everyone is working towards the same goal. Though we have had challenges, this is a very unique level of teamwork and we continue to be proactive and push ahead.” — Steven Parris, project manager for the Department of Veterans Affairs.

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Partnering Magazine July–September 2017

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PARTNERING AWARDS CIVIL CONSTRUCTION PROJECTS: $250M PLUS SAPPHIRE LEVEL

With Special Recognition FOLSOM DAM AUXILIARY SPILLWAY PHASE IV, Folsom, CA Owner:

United States Army Corps of Engineers

Prime:

Kiewit Infrastructure West Co.

Facilitator:

Global Leadership Alliance, Inc.

In the words of the project team:

“…[Partnering] also helped forge even stronger, long-term relationships between Kiewit and the USACE. It reinforced valuable lessons for our Kiewit team members, especially younger personnel who saw firsthand how open, constructive communication and collaboration can have a profound impact on performance.”

CIVIL CONSTRUCTION PROJECTS: $25M - $250M RUBY LEVEL HILL FIELD ROAD (I-15: SR-232 INTERCHANGE), Layton, UT Owner:

Utah Department of Transportation

Prime:

Ames Construction

Designer:

WSP

CM:

Horrocks Engineers

Facilitator:

Jacques & Associates

In the words of the project team:

“[The survey] really helped us stay open and transparent with each other as we considered our goals each week. I think we wouldn’t have been able work together nearly as well as we did without that tool.” — Deryl Mayhew, Resident Engineer

www.partneringinstitute.org

July–September 2017 Partnering Magazine

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PARTNERING AWARDS CIVIL CONSTRUCTION PROJECTS: $25M - $250M RUBY LEVEL I-15 THE POINT, Draper, UT Owner:

Utah Department of Transportation

Prime:

Utah County Constructors, a Joint Venture between

Wadsworth Brothers Construction and Staker Parson Companies

Designer:

Wilson & Company

Facilitator:

Charles Cowan & Associates, LTD

In the words of the project team:

“The Joint Venture team [UCC] and UDOT had one common goal, to execute on the project and to come together as one to finish the project on time and within budget…This project exemplifies what true partnering means. All members of the team from senior leadership all the way down to field personnel team got together and got the job done.” —Travis Canfield, Staker Parson Companies General Manager”

SAPPHIRE LEVEL WILLITS BYPASS, Reno, NV Owner:

Caltrans

Prime:

DeSilva Gates - Flatiron West, A Joint Venture

Facilitator:

OrgMetrics, LLC

In the words of the project team:

“It is not what happens to us that determines our destiny, but rather how we respond to what happens, and this team is a spectacular symbol of how a high functioning team can work together to overcome anything. The Highway 101 Willits Bypass project would never have been completed if not for our commitment to Partnering.”

INTERSTATE 15 VIRGIN RIVER GORGE BRIDGE NO. 6 CMAR, Virgin River Gorge, AZ Owner:

Arizona Department of Transportation, Northcentral District

Prime:

Pulice-Wadsworth Brothers Joint Venture

Designer:

Jacobs Engineering Group

Facilitator:

Mackenzie Kirby, Arizona Department of Transportation

In the words of the project team:

“ The project, as is clearly viewed in both the individual project meeting and partnering workshop results, should be used as an example to future projects. Achieving project success begins and ends with partnering, and this project depicts the perfect lessons learned illustration.”

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PARTNERING AWARDS CIVIL CONSTRUCTION PROJECTS: UNDER $25M RUBY LEVEL US 60 OAK FLAT TO MIAMI, EAST OF SUPERIOR, US 60, AZ Owner:

Arizona Department of Transportation

Prime:

Fisher Industries

Facilitator:

Laura Webb, Arizona Department of Transportation

In the words of the project team:

“The cooperation between the contractor, ADOT, the TNF, and the USFWS in completing Section 7 consultation for federally-listed endangered Arizona hedgehog cactus was impressive. The team effectively managed a very fast turn-around of documents needed to authorize the project.”—Jill Himes, Consulting Biologist.

VIRGINIA STREET BRIDGE, Reno, NV Owner:

City of Reno

Prime:

Q&D Construction, Inc.

Designer:

Jacobs Engineering

CM:

Harris and Associates

Facilitator:

Ventura Consulting Group

In the words of the project team:

“Once the notice of award was issued, Q&D worked quickly with City of Reno and Jacobs Engineering to set the project up for facilitated partnering knowing the challenge the team would face to get approval for this [accelerated bridge] construction method that had never been used in the region before.”

SAPPHIRE LEVEL MCGUIREVILLE ROCKFALL CONTAINMENT PROJECT, I-17, AZ Owner:

Arizona Department of Transportation

Prime:

Fann Contracting, Inc.

Designer:

Gannett Fleming

Facilitator:

Laura Webb, Arizona Department of Transportation

In the words of the project team:

“The success of this project can be attributed to the commitment of all parties to bring new ideas and methodologies through partnering to the table. An enormous amount of attention to detail was exhibited by each and every member involved.”

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July–September 2017 Partnering Magazine

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PARTNERING AWARDS HONORABLE MENTION STATE HIGHWAY 9 COLORADO RIVER SOUTH – WILDLIFE & SAFETY, Near Kremmling, CO Owner:

Colorado Department of Transportation – Region 3

Prime:

Kirkland Construction

CM:

RockSol Consulting Group

Facilitator:

Kracum Resources, LLC

In the words of the project team:

“… the Team learned that no matter how daunting the technical task at hand was, when we approached it with open minds and open communications, we were able to surmount most challenges in short order, and still provide a top quality finished product for the traveling public.”

CONSTRUCTION SERVICES FOR HAZARDOUS ABATEMENT AND DEMOLITION OF STRUCTURES, SOUTHFIELD AREA, SFO, San Francisco, CA Owner:

San Francisco International Airport

Prime:

Schembri Construction Co., Inc.

Designer:

Haley & Aldrich, Inc.

CM:

Avila & Associates Consulting

Facilitator:

Gloria Louie, SFO EEO Programs Director and

Partnering Facilitator In the words of the project team:

“We decided as a team to revisit the entire overall schedule and the interfaces between each project in real time. Our review of the current schedules provided us with the opportunity to make our project as well as the other projects more cost and schedule effective.”

ROUTE 7 PAVEMENT REHABILITATION PROJECT (CONTRACT #11-238404), Imperial County (City of Calexico), CA Owner:

California Department of Transportation – District 11

Prime:

Flatiron West, Inc.

Facilitator:

Green Com, Inc.

In the words of the project team:

“The team held a jobsite partnering meeting and barbeque to show everyone’s appreciation to the partnering process after the second stage of construction was complete. Flatiron and Caltrans both presented the other party with a partnering award to one employee of each team that exemplified the partnering process.”

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PARTNERING AWARDS THANK YOU TO OUR COLLABORATION 2017 SPONSORS!

THANK YOU TO OUR COLLABORATION 2017 SPONSORS!

DIAMOND SPONSORS

RUBY SPONSORS

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19


BEST PRACTICES

The Partnering Champion Award: Contra Costa Transportation Authority

C

ontra Costa Transportation Authority (CCTA)

(AAA) the construction program of state highway projects, and

is this year’s Partnering Champion, nominated

supports it through Partnering the way Caltrans does. Iwasaki

by CPM Logistics, LLC. The Partnering Champion

recalls saying, “what we need to do is implement Partnering.

Award is IPI’s highest honor, given to an organization

And we have to hire the right person with the right skills and

that embraces and models Partnering. In recognition of the

the right attitude.” That person turned out to be Construction

achievement, we interviewed CCTA Executive Director Randell

Manager Ivan Ramirez.

Iwasaki for his take on Partnering as an agent of positive culture change.

Beyond having the right people, Iwasaki understood that changes to the organization’s documents would be needed for

For Iwasaki, the award is a gratifying

the culture shift to be successful. “I want the

representation of all that CCTA has

manuals—all the criteria,” Iwasaki had said,

achieved, and continues to aspire to, on

as he formed the plan for the program. “I

their Partnering journey. “We are striving

want the arbitration spec pulled.”

to be an owner of choice, and the path that

His commitment was vital to establishing

we chose was the partnering path,” says

the agency’s Partnering culture when it

Iwasaki. Like anything, he acknowledges

was still just forming. For instance, on

that projects cannot always go perfectly,

one of their early partnered projects, the

but that through Partnering, teams work

Construction Management consultant had

toward the best possible outcomes—

not transitioned from the old mindset.

always maintaining fairness regardless of

Iwasaki knew that had to change, and met

what challenges arise. That philosophy,

with the consultant to iron out what they

and continuous dedication to structured

would not have perceived as a problem. It

collaboration, leads to long lasting relationships for improved business and shared gain. Breaking down the benefits of

Photo: Vice Mayor of Danville, and CCTA Commissioner, Newell Arnerich, accepts the 2017 Partnering Champion Award

Partnering Iwasaki says, “At the end of the

makes for a good example of how the values and norms of one’s work environment inform interactions. Once Iwasaki had communicated the new expectations, the

day, the process saves us money in the short term, and it gets

consultant altered their behavior accordingly and would go on

us better bids in the future.”

to be hired a second time.

Iwasaki makes an effort to attend every Partnering session,

So what does Partnering look like when done by a Partnering

and it is his leadership that originally led to the culture shift

Champion? It’s the whole package—all of the Partnering

at CCTA to embrace Partnering. It began with a question: “It is

elements, every time. “We have formal Partnering sessions. We

such a great process at Caltrans. Why don’t we embrace and

hire the facilitator, lay down the ground rules. Ivan goes over

adopt it at CCTA?”

the manual.” They use a dispute resolution ladder and risk

Iwasaki worked for the California Department of

register to anticipate and prevent issues.

Transportation, in the director’s office, up until 2010. There,

Reinforcing each project’s charter goals is another key

he recognized the value of their Partnering Program, which

element they don’t leave out. “We all take a survey,” says

Mark Leja was heading at the time. In comparing the

Iwasaki, “and then the contractor takes the same survey. We

partnering process against the adversarial paradigm, he said

rate on a scale of one to five ‘How are we doing on schedule?’

the choice was clear. “It was much better, than getting calls

‘How are we doing on budget?’” The survey keeps the focus

from contractors who were still in negotiations for claims on

on the goals while also maintaining transparency and

projects that had ended two to three years ago.”

communication by following up. “All of that is aggregated into

When he began at CCTA seven years ago, Iwasaki saw the

information and displayed for everyone to see.” The trends or

potential and risk for CCTA to deliver projects through the

differences in responses can give important clues into where

construction phase. CCTA Advertises, Awards, and Administers

improvements can be made, and where some dissonance may

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Partnering Magazine July–September 2017

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exist. He uses the example of safety: “If the owner disagrees on safety, in the next meeting that will be a discussion point.” CCTA partners all of their projects, large and small. To do so is an IPI Best Practice, as the intensity to which a project is partnered can be scaled to match each project’s value and complexity. We asked Iwasaki about the value CCTA finds in Partnering small projects. As an example, he uses the I-80/ Central Avenue Interchange Improvements project: “It’s a smaller project with a slight modification to an onramp with installation of traffic signals. The risk is below the ground, and you don’t really know what is going on with those site conditions. Partnering makes the right atmosphere no matter

Photo: contractor’s executive team grouped with CCTA and Caltrans project managers to close out the Sand Creek project and celebrate accomplishments.

the size of the project.” That atmosphere encourages them to approach the unknown with a can-do mentality. As on their larger projects, says Iwasaki, “Everyone lays out the issues and talks about them.” After coming together at the table, each person leaves with a clear action plan. Partnering small projects is also a big win for the public. “It

priority to measure and work toward as efficiently as possible. Iwasaki has the following advice for other owner organizations looking to ramp up their Partnering Program: “Join IPI and start as soon as you can. Look for agencies

helps accelerate construction,” says Iwasaki, and that brings

that have experience doing structured partnering and ask

with it added convenience and quicker access to safer roads.

questions. Take the framework of Partnering and if you need to

On a project like Sand Creek Road Interchange, where safety

modify it slightly to the personality of your organization that’s

concerns prompted the construction, safety is the team’s top

okay. Just continue with it.”

The Chairman’s Award: Michael Ghilotti, Ghilotti Bros., Inc

A

founding member of IPI, Michael Ghilotti,

Sue Dyer, Founder of

President of Ghilotti Bros., Inc., has made

IPI, has said “Partnering

a personal commitment to the Partnering

can’t continue to be the

movement, acting as a Partnering ambassador

best kept secret in the

to many owner agencies and serving on the Caltrans and

industry. We need to

City and County of San Francisco Partnering Steering

share it with the rest of

Committees. His teams have demonstrated Partnering

the industry.” That is

excellence, receiving numerous Partnered Project of the

exactly what Ghilotti has

Year awards over the years, and his organization was named

done time and time again.

Partnering Champion in 2011.

Beyond ambassador,

In our interview for this issue of Partnering Magazine,

many think of him as a

Ghilotti begins by expressing the significance of the Chairman’s

mentor. He shares the

Award to the Partnering movement at large. “Let me start

structured construction

by saying how incredibly honored I am,” says Ghilotti. “It is

Partnering model with

such an incredible honor to receive the award because it’s not

owners who may have

really about me but about how far Partnering has come in the

never heard of it before, or who may initially object to giving

industry, the success of projects, and outcomes. It is refreshing

it a try. His passion to do so comes from knowing that it

to be a part of that, and see how far Partnering is spreading.” www.partneringinstitute.org

Continued on next page July–September 2017 Partnering Magazine

21


BEST PRACTICES Photo: Ghilotti Bros., Inc., Napa Valley Vine Trail, Yountville, CA

works, and wanting to share the life changing experience with others. Convincing owners to take the first step to implement a collaborative process for win-win outcomes is more difficult than one might think. On top of the tendency to resist change, there is the added complication that Partnering is a word steeped in preconception. “For me,” says Ghilotti, “it is always a challenge because Partnering, as we know, has a bit of a

says the project will be fine without it? Ghilotti says to think of

stigma on it.” It is a stigma that equates Partnering to the idea

Partnering as really good, cheap insurance. “If the project goes

of “getting along” rather than a structured model that builds

great with no issues then we just use it for goal setting—and

accountability and provides a mechanism for collaborating

that’s great. But Partnering and the escalation ladder is the best

toward solutions. Ghilotti effortlessly lists off the dynamics of

tool to get us through challenging times and confrontational

Partnering that make it more than just a concept: “Goal setting,

issues if they come up.” Even as relationships fluctuate,

open honest communication, stakeholder involvement, and

Partnering provides a steady structure for issue resolution and

resolution of issues through an escalation ladder.”

regular communication.

To overcome the original doubts that many owners harbor,

Having seen the benefits of Partnering year after year,

he addresses three points: cost, benefits, and issue resolution.

Ghilotti knows it is a choice that won’t be regretted. It is only a

“I tell them ‘I’ll cover the cost this first time’—that aspect

matter of getting people to think about what is possible with a

is so important to public agencies. I’m so confident that

greater degree of collaboration. “Partnering brings everyone to

Partnering will be worthwhile, that I’ll cover the costs for the

the table--that’s what I come in with. And I appeal to the sense

Partnering kickoff meeting,” says Ghilotti. After seeing the

of what can be better in their life, and the opportunity to build

value from the first meeting, they discuss sharing the cost

an award-winning project, what could be a real success.”

going forward. Next to offering to cover the cost of the first session,

If you are thinking about using Partnering for the first time, Ghilotti says that there couldn’t be a better time. “I think now

communicating the benefits is just as important. For instance,

more than ever is the greatest opportunity to reach out and

says Ghilotti, “the power of Partnering, the goal setting” and

embrace Partnering for agencies that haven’t done it before,

“how it reaches out to all the stakeholders, takes all ideas and

because the industry is extremely busy. Thanks to SB1 there

issues and puts them into a collaborative effort by putting the

is ample funding for our industry. Combined with a strong

project first.” He adds that a compelling way to demonstrate

private economy and ongoing regional measures, it makes for

those benefits is through anecdotes of past successes. Those

a lot of opportunities for contractors right now.”

personal stories will make a solid case for what can be

By having more opportunities available to them, contractors

achieved through the process, and be much more meaningful

can be more selective about where they go to bid. “Now you

than general information.

are starting to see contractors making a conscious decision

“Another great resource I direct them to is IPI. I tell them you

whom to bid to because they have options.” If you’re an

don’t have to take my word for it. Check out the Best of Class

owner, that change could mean fewer bidders and rising

owners and agencies that belong to IPI that are building World-

cost. Speaking from the contractor’s perspective, Ghilotti

Class projects. Decision makers new to Partnering value having

recommends that adopting Partnering is a good way to

an independent resource to go to.”

“position yourself as an owner of choice.” Why? “Contractors

Along with being a great benefit of Partnering, issue resolution warrants its own case (when it comes to promoting the concept). That’s because the need for issue resolution is

will gravitate to an owner that is reasonable and fair. It will be key to have a dispute resolution model.” He recalls when Caltrans rolled out their Partnering

often overlooked, even as risk is rooted in the unknown. As

Program, a move that resulted in fewer claims, more resources,

Ghilotti puts it, “most agencies believe that they aren’t going

and happier teams. “That’s really where other public agencies

to have an issue” and, therefore decide that they won’t need

will have to go to have success.”

Partnering. So what argument can be made when an Owner 22

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