690PARTNERING

690.1DESCRIPTION—This work is to outline a structured process designed to develop a collaborative

environment for the project so that communication, coordination, and cooperation are the norm. This Collaborative Partnering approach will aid issue resolution and will lessen impacts on project budget, schedule and quality. Participation in the formal Partnering process defined here will not void any contract part. All rights and remedies defined by the final contract will be preserved. Definitions are as follows:

• Project Team. The group of people and organizations who are executing a construction project and who have influence on the outcome. The Project Team is comprised of the Department, the Department’s Consultants, the Contractor, the Designer, the subcontractor(s), and other stakeholders including Government agencies, property owners, utility owners, materials suppliers, concessionaires, and third parties affected by the construction project.

• Partnering. A n effort by the Project Team to develop joint goals and to establish a cooperative atmosphere regarding execution of the construction project, regardless of delivery method.

• Project Team Leaders. Project Managers from both the Department and Contractor who are accountable for the day-to-day operations of the project and are responsible for leading the Partnering effort. They will also oversee coordinating Partnering meeting times, selecting meeting locations, and other logistics.

Construction partnering facilitation is classified into three types as follows:

Manager. At the pre-construction meeting, these individuals will address the partnering practices and values that apply to all projects and are integral to the success of the project. If this facilitation type is selected as specified in Section 690.3(a), then Sections 690.3(b) through 690.3(g) are not required.

discuss and prepare for the partnering workshop. They will determine the dates, locations, required attendees, and a professional, third party facilitator (optional) for the partnering workshop. For the workshop, they will also be responsible for preparing presentations, giving an overview of the project, deciding which portions of the workshop they would like to facilitate, having a list of potential/actual project issues, and if desired, developing a mission statement for the project. Must have, at a minimum, half day for a facilitated partnering workshop.

and prepare for the partnering workshop. They will determine the dates, locations, required attendees, and a professional facilitator (required) for the partnering workshop. They will be responsible for preparing presentations, giving an overview of the project, deciding which portions of the workshop they would like to facilitate, having a list of potential/actual project issues, and developing a mission statement. This information must be reviewed with the third-party facilitator so that they can assist in developing an overall agenda for the workshop. Must have, at a minimum, one full day for a professional facilitated partnering workshop.

690.2MATERIAL

—When required, provide a Professional Partnering Facilitator or Consultant and partnering workshop location. Also, furnish adequate material for presentations, evaluations, and workshops.

690.3CONSTRUCTION—

conference, use Form CS -9, Project Facilitation Type Score Sheet, to determine what recommended facilitation type is best for the project. The recommended facilitation type may be moved up or down one facilitation level if agreed upon by both the Department and the Contractor.

to Proceed, but not later than 10 days after work has started. Before the Kick-off Partnering Workshop, the Project Team Leaders will meet to discuss and prepare for the partnering workshop. At a minimum, they will present an overview of the project, decide which portions of the workshop they would like to facilitate, have a list of potential/actual project issues, develop an agenda for the Kick-off Partnering Workshop, and develop a mission statement for the project. This meeting will also involve selecting potential dates and locations for the workshop and a facilitator, if required/desired. Once these are selected, a list of attendees will be developed, making sure that the Kick-off Partnering Workshop date(s) work for the key participants. The Project Team Leaders will also discuss their objectives for the partnering on the project . This information should be used for designing the workshop to meet the objectives. The Project Team Leaders will also prepare presentations. At a minimum, the Partnering Workshop agenda should be developed using the following points of interest:

• Discuss and define partnering values for the team

• Establish project specific goals and potential action items to accomplish the goals

• Exchange organizational charts representing the project personnel

• Develop a project specific organizational/communication plan

• Discuss roles and responsibilities as necessary

• Discuss the team’s commitment to resolve claims at the lowest possible level

• Develop the Escalation Plan for escalating unresolved issues for resolution (Form CS-8)

• Identify regular scheduled meetings to promote communications

• Overview of project phasing, including MPT and high level scope of work within each phase

• Identify potential Value Engineering Proposals

• Discuss and develop Potential Risk and Mitigation Strategies (“Rocks in the Road”)

• Develop action items

Encourage all subcontractors, material suppliers and other entities within contractual control to participate in the Partnering process as necessary. Make this a specific contractual condition for all subcontractors, material suppliers, and other entities working on this project. The designer for this project and any other consultants engaged in this project will participate in the Partnering process as defined here.

charter (agreement). This charter includes all the principles and commitments made during the partnering session, the project goals and the identified values for the team, the partnering follow -up plan, and the partnering dispute resolution plan. The minimum goals of the Partnering Charter are:

will fill out an evaluation form for the facilitator and partnering workshop. Use Form CS -10 (Partnering Workshop and Facilitator Evaluation) if another partnering workshop evaluation form is not provided by the facilitator or the Project Team Leaders . Evaluations will be submitted to the Assistant Construction Engineer/Manager or a designee appointed by the Assistant Construction Engineer/Manager.

partnering workshop. Consider holding joint partnering meetings with the Project Team at all milestones , when there is a significant change of personnel on the project, when lingering unresolved issues are present, when the project enters a new phase of work, and at the beginning of each season for multi -year projects. For internally facilitated projects, joint partnering meetings can be held on an as needed basis. These meetings should discuss the schedule and how the team is going to accomplish it, unresolved or outstanding issues, new issues which need resolution, and any action items and deadlines.

participate in partnering evaluation surveys to measure progress on mutual goals and short-term key issues as they arise. The frequency of the partnering evaluation surveys may be determined by the P roject Team Leaders. Use Form CS-11 (Project Partnering Survey) if another partnering evaluation survey form is not provided by the facilitator or the Project Team Leaders. The partnering evaluations will be collected by the Project Team Leaders and the results will be shared with the project team. The results will be presented in a graphical format so trends can be easily identified. Negative responses in any survey should be identified quickly so that they can be investigated and corrective action can occur.

Contractor, and major stakeholders at the end of the kick-off partnering workshop and at the project close- out partnering workshop. The Representative will provide the evaluation forms to the project team and collect the results. The evaluation results will be made available upon request.

project’s successes and challenges. Document the lessons learned as a condition of final project acceptance.

in Section 108.03(a). Use Form CS -8, Issue Escalation Matrix, to escalate and resolve issues at the appropriate hierarchy level. It is the Department’s expectation that issues not effectively settled at the field level will elevate in accordance with the Issue Escalation Matrix. The goal is to maintain project momentum while a decision is reached by the next tier of project management, who can rely on a broader project perspective.

690.4MEASUREMENT AND PAYMENT—DOLLAR

• Facilitator workshop and session costs.

• Monthly partnering evaluation survey service cost.

• Cost for partnering skills development trainer and training site cost.

Payment amount will be based on invoice prices without any markup costs .