Partnering Magazine Winter 2020

Page 1

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

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


Features Winter 2020 Next-Level Partnering


Ivar Satero, President of the Board, San Francisco International Airport Jim Pappas, Vice President of the Board, Hensel Phelps Construction Company


Len Vetrone, Treasurer of the Board, GCC LLC Judy Ross, Mineta San Jose International Airport Pierre Bigras, PG&E

Facilitator’s Corner


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


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



Next-Level Partnering


In the News

How to start a Collaborative Partnering Program

The 2nd San Francisco Partnering Award Winning Projects

Rick Mayfield



EDITORIAL OFFICE: SUBSCRIPTIONS/ INFORMATION International Partnering Institute 291 McLeod Street


Profiles in Partnering Executive, Greg Chauhan

Phone: (925) 447-9100

about the SFO Grand Hyatt

Partnering In the Trenches The ROI of Partnering your project

Q&A with Webcor’s Project

Livermore, CA 94550 Email:


Hotel Project

DESIGN/CREATIVE Michelle Vejby Email:

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.

Winter 2020 Partnering Magazine


EXECUTIVE DIRECTOR’S MESSAGE Rick Mayfield, IPI Executive Director


Getting clarity on your purpose and your mission


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


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

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


C L #1 03 72 17 A B C -8 C -9


Why Vulnerability and Challenging Conversations Are the Only Way


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.


Partnering Magazine Fall 2019

Are they telling me the truth?

Why did they do I was totally thrown off guard. Why didn’t this person bring up



this change in the partnering session? Were they trying to play

I say

games with team members? I quickly grabbed the principals of


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

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,

Winter 2020 Partnering Magazine



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


Collaborative Partnering Program. This easy to read guide walks owners through ten


steps to starting their Collaborative Partnering Program (CPP).


Step 1: Decide to start a collaborative partnering program


The first step is to decide to start a CP program and commit to making it happen. It is


also important to understand what it is you want to achieve—lower prices, no claims,


improved productivity, keeping your good people, etc. What do you want to achieve


with your CPP? Knowing this will help you “sell” everyone on following you to achieve


tangible results.


Step 2: Agree to utilize the IPI matrices and specifications


Following the CPP structure (embedded in the matrices and specifications) is essential


to supporting the development of a culture of collaboration. Taking a long term view


is essential. Culture change will not happen overnight. It will take time. When change


happens on your projects, others will take note and wonder how they are able to


accomplish such significant results. This will lead to others learning and following the


CPP structure, looking for similar results.




Step 3: Conduct orientation training


Your people must know what you are trying to accomplish, that you are serious, and


broadly what they are to do. The IPI CPP Orientation Training is essential to help


support a good launch to your program. This training is best held jointly including


the owner, contractor, users, designer and other key stakeholders. Together the


counterparts learn about the CPP model, your objectives and what is expected. This


will help you get some momentum going.

Partnering Magazine Winter 2020

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,


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@ to get

ways of producing more significant results.

your copy.



Winter 2020 Partnering Magazine



Resolving Issues Together Partnering at the SFO Grand Hyatt Hotel


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

...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

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

Winter 2020 Partnering Magazine



Award Winning The 2nd San Francisco Partnering Collaborative Partnering


he 2019 Collaborative Partnering Awards Program


Awards Ceremony

recognized 14 City of San Francisco building and

Pier 94 Backlands

infrastructure projects that best exemplify the


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


assembled to support the Partnering Awards program as

A&E: San Francisco Public


Works Facilitator: Jessica B. Romm,

The applications were divided into three budget categories for


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


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


Owner: San Francisco Recreation & Parks

Owner: San Francisco Public Utilities Commission

Prime Contractor: Yerba Buena Engineering & Construction,

Prime Contractor: Cal State Constructors, 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

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


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)




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


Rob Reaugh, OrgMetrics LLC

Facilitator: Paul Crotty, Ventura Consulting Group

Winter 2020 Partnering Magazine



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 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@ or visit


Partnering Magazine Winter 2020


north ern california ’ s p re m ier h eav y civil engineering contractor


SFO Runway 28L Reconstruction 2019

Hilton San Francisco Airport Bayfront May 14-15, 2020 Networking

Presentations by Industry Leaders

Oakland International Airport Runway 12-30

reci p ien t of nu m erous

Celebrating Partnering Excellence


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




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


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 LLC SDVOSB / DVBE / DBE / CBE / SBE | 949.636.0461 Federal • Healthcare • Scientific • Correctional • Transportation


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 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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