University of Texas at San Antonio University Center Expansion Phase III Project #

Transcription

1 University of Texas at San Antonio University Center Expansion Phase III Project # Summary Report for Construction Phase Partnering April 10, 2007 Gary Kimble, M.A. Metta Zetty, M. Ed Monterey Oaks Blvd., #1618 Austin, Texas info@kimble-zetty.com

2 page 2 of 14 Partnering Principles Open, Honest Communication Full Stakeholder Participation Mutual Respect and Trust Teamwork and Collaboration Accountability and Responsibility Innovation and Creative Problem Solving Issue and Conflict Resolution Shared Goals Fairness, Equity and Win-Win Thinking Quality, Safety and Good Service Evaluation, Recognition and Celebration Full Commitment to the Partnering Process and to the Partnering Values Have Fun! The Spirit of Partnering To partner is to act on our awareness of our interdependence. To partner is to serve, support and inspire the unleashing of everyone s full potential. It is based upon the belief that others are inherently able and that we serve each other best when we view ourselves as partners in the discovery of both our abilities. In doing so, we foster our own and other s growth and development. To partner is to act on our awareness of mutuality, to learn from each other and to learn together. To partner is to work together to serve self and others in pursuit of something greater than ourselves. Jill Janov

3 page 3 of 14 University of Texas at San Antonio University Center Expansion Phase III Construction Phase Partnering April 10, :00am 2:00pm Agenda Welcome Opening Comments Review Agenda Introductions Partnering Values Getting Started Project Overview Schedule Overview Expectations for Success Getting the Job Done Communication Matrix Needs, Issues and Opportunities Issue Resolution Ladder Action Planning and Agreements Furthering the Partnering Relationship Subsequent Meetings and Follow-up Ongoing Partnering Follow-up and Evaluation Conclusion Plus / Delta Review Closing Comments Workshop Evaluation

4 University of Texas at San Antonio University Center Expansion Phase III Construction Phase Partnering April 10, :00am 2:00pm page 4 of 14 Organization and Role Name Work Fax Mobile Acting Dir., Operations & Maint. Carlos Alonso carlos.alonso@utsa.edu Assistant V.P., Facilities Polo Cervantes polo.cervantes@utsa.edu Director, Engineering & Project Paul Goodman paul.goodman@utsa.edu Management Associate Dean of Students John Kaulfus john.kaulfus@utsa.edu Director, EHS & RM Brian Moroney brian.moroney@utsa.edu Director, University Center Lowa Mwilambwe lowa.mwilambwe@usta.edu Project Coordinator Robert Peek robert.peek@utsa.edu Associate V.P., Facilities Dave Riker dave.riker@utsa.edu Project Coordinator Assistant Rick Zamora richard.zamora@utsa.edu UT System OFPC Construction Inspection George Boubel gboubel@utsystem.edu Project Manager, FF&E Debroah Carruth dcarruth@utsystem.edu Senior Project Mgr. - South Texas Richard De Leon rdeleon@utsystem.edu Resident Construction Manager John Gorencel john.gorencel@parsons.com Senior Project Manager Ken Krejci kkrejci@utsystem.edu Project Manager/RCM Patrick Rogers progers@utsystem.edu Perkins & Will Architects Construction Administration Daniel Day daniel.day@perkinswill.com Defining Space Furniture Contract Administration Pamela Krisan pamela@definingspace.org Furniture Contract Administration Karrie Wimble kwimble@definingspace.org Denotes individuals present at the Partnering session.

5 University of Texas at San Antonio University Center Expansion Phase III Construction Phase Partnering April 10, :00am 2:00pm page 5 of 14 Organization and Role Name Work Fax Mobile Superintendent Alan Brietzke abrietzke@spawglass.com Superintendent Roy Brietzke brietzke@spawglass.com Project Engineer/QC Mark Grauvogl markg@spawglass.com Project Executive Russell Jenkins russell@spawglass.com Project Manager Jason Smith jasons@spawglass.com Subcontractors Aerohead Mechanical Jim Williams agijim@gvtc.com Mutual Sprinklers Inc. Chuck Martin charles@safemutual.net Mutual Sprinklers Inc. Steven Martin steve@safemutual.net A.J. Kirkwood & Assoc. Jeff Bagley jeff.bagley@ajk-a.com A.J. Kirkwood & Assoc. Richard Rodriquez richard.rodriquez@ajk-a.com Denotes individuals present at the Partnering session.

6 page 6 of 14 Construction Phase Communication Matrix Chuck Calvin Vice President Richard Miller Principal Perkins & Will Ken Krejci Sr. Project Manager - OFPC Richard De Leon Sr. Project Manager - OFPC Russell Jenkins Project Executive Jason Smith Project Manager Roy Brietzke Superintendent Mark Grauvogl Project Ehgineer Alan Brietzke Superintendent Daniel Day Construction Admin. Perkins & Will Deborah Carruth Proj. Mgr., FF&E OFPC Patrick Rogers Project Manager/ RCM - OFPC John Gorencel Resident Constr. Manager - OFPC George Boubel Construction Inspector OFPC Engineering OFPC Dave Riker Associate V.P., Facilities - Paul Goodman Director, Engineering and Project Management - Robert Peek Project Coordinator Polo Cervantes Assistant V.P., Facilities John Kaulfus Associate Dean of Students Lowa Mwilambwe Director, University Center Kevin Price Assoc. V.P. for Student Life Brian Moroney Dir., EHS & RM Subcontractors Jeff Bagley Richard Rodriquez A.J. Kirkwood Jim Williams Aerohead Mech. Chuck Martin Steven Martin Mutual Sprinklers Consultants Food Services Rodney Worrell Worrell Design Group Constructability/Estimate Derwood Anderson Ed Labay Nathan Swinney AG CM Cost Estimating Bill McCauley Busby & Assocates Consultants Haz Mat Bill Bishop Raba Kistner Code/Fire Warren Bonisch Schirmer Engineering Furniture Contract Admin. Pamela Krisan Karrie Wimble Defining Space Consultants M/E/P Engineering Ajay Shah (PIC) Doug Garrison (PM) Wes Stidham (M) Jim Willcockson (E) Ricky Nietsche (P) Shah Smith & Assoc. Structural/Civil Eng. Larry Rickels (S) Trey Zuehl (C) Jeff Bryan (C) Jaster-Quintanilla Consultants Landscape Design Linda Tycher Tony Stewart Linda Tycher & Assoc. AV/IT/Acoustics/Security Jodi Bole (PIC) Richard Brink (AV/Acoustics) Andrew Schmucker (IT/Security) DataCom Design Group Carlos Alonzo Acting Dir., Ops & Maint. -

7 page 7 of 14 Project Overview This is a very busy construction time for. By June 6 th, we will have six projects under construction. The students voted for the UC III expansion and renovation project in 2003 and the design effort began in The project was bid into a saturated market in the spring of 2006 and the bids were all well over the budget. When we were unable to reach a pricing agreement, the project delivery method was switched to a construction manager at risk and re-bid. After we were unable to work out a contract with the first best value bidder, stepped in and did a great job of moving the project forward. Renovations to UC-I and UC-II include: life safety systems fire alarm systems ADA, restrooms, etc. Schedule Overview Milestones November 2006 Subcontractor bids December 2006 Guaranteed Maximum Price negotiated January 2007 Notice to proceed Mid-June 2008 Substantial completion update: The project is 100% staffed. 30% of the subcontracts have been let. The building pad and piers are 60% complete. 40% of the site utilities are complete. The 1 st floor slab pour is scheduled for the last week of April. In late August, steel erection will begin. May 15, 2007, renovations will begin. In December 2007 and January 2008 we will complete the systems testing.

8 Expectations, Goals and Key Indicators for Success (from 5 groups) Expectations Goals Key Indicators Zero injuries. No injuries On time and in budget High quality (no leaks) Meet design criteria of end user. On time and in budget Quality SAFETY Happy customer Good communication [with users] especially phase 1 & 2 Occupied space Notifications Access to locked areas Coordinated utility outages Minimize disruptions Productive environment for the subcontractors Minimize changes On schedule Quality Close coordination of work to minimize inconveniences to users Finish on schedule No lost-time accidents SAFETY Stay on budget Satisfied customers Establish benchmarks/milestones On time and profitable Functional and safe Useful meets user expectations Wow factor A quality building meeting all the needs & requirements of the users. A safe building that meets all local, state and federal codes and that is TAS/ADA compliant. An aesthetically pleasing building that conveys the envisioned image. Safety Delivering a code-compliant project Satisfied customers Good business efficiency Good look aheads and planning for disruptions, evening work, etc. Respect students/staff/pedestrians Clean and orderly job site Quality buildings Due notification for facilities/utility outages 5 days minimum safety Control of vehicular traffic to minimize inconvenience to university and Open, honest communication Quality project fundamentally sound Fair problem resolution Consistency with regard to process Honesty among teammates Access to the site Satisfied clients (everyone!) Quick responses page 8 of 14 Project progresses in orderly fashion according to the schedule Minimal changes Issue resolution on the first (field) level. Substantial completion in June 2008 Project close-out in July 2008 Meeting the schedule Maintaining good communication Keeping project paperwork flowing Safety Percent complete / meeting milestones Feedback from inspectors Feedback from users No changes to the project design Benchmarks milestones Quality relationships and functional communications Timely decision-making On schedule consistently

9 page 9 of 14 From OFPC: Needs, Issues and Opportunities Proper notification for inspections 48 hours and 5 days for utility outages Follow the issue resolution process for construction related issues and resolve within 48 hours Confirm inspections are ready for to inspect OFPC representation on site 5-days a week and 8 hours a day OFPC will accommodate as best they can and work will not proceed on inspections without OFPC present. Monthly dateline schedules Keep open lines of communication From A/E team: Make sure that the design and construction meets the TAS and building codes. Pay close attention to the details. Focus on water-proofing issues including good site drainage away from the building. Provide A/E representation during critical inspections. Keep an up to date RFI log and keep a construction issues log. From : Provide sufficient personnel and subcontractors on site to meet the schedule. Attention to quality and the coordination of the trades. Make the building user friendly. Proper notification of scheduled work Keep focused on project safety, site traffic control and access. UT-OFPC From s user group: confirm food service equipment and utilities by April 13, 2007 last chance From : timely (10 days?) execution of change orders to be reviewed with on April 24, 2007 From : a realistic and achievable baseline schedule 1 month after OFPC review From : complete submittals From, 80% buyout 2 months, agrees this is workable. Quick response on RFIs Quicker inspections flexibility on notice in special cases Follow up paperwork from inspections timely turn-around to Immediate notification of deficient work prior to cover-up Confirm owner equipment Direct communication with the consultants include John or George and Daniel D. on this informal communication (conference call) and copy everyone to document the results of the discussion. One punch list

10 page 10 of 14 Perkins & Will and Consultants From : notification, upon discovery (phone call followed with written documentation) of any thing hidden, latent or unforeseen From OFPC: meaningful input on RFIs and submittals, consistently within 2 days of receipt (please) From : immediate attention to hidden, latent and unforeseen discoveries. Defining Space From Perkins & Will: updated plans and specifications upon issue. From OFPC: establish a means of communication prior to furniture installation a furniture coordination meeting will address lines of communication From : cooperation with clearing the way for furniture during installation From : lines of communication and the punch list during or subsequent to installation

11 page 11 of 14 Issue Action Plans / Agreements Who When Bi-Monthly Meetings Project meetings are held on the 2 nd and 4 th Thursdays of the month at 10am. Communication Informal communication from to OFPC is ok, but be sure to copy Paul G. and keep Robert P. in the loop. All decision-making must go through Robert P. and Paul G. (SG) needs a single point of contact from OFPC. Direct communication with the consultants is o. Just be sure to include John P. or George B. and Daniel D. on this informal communication (perhaps via a conference call) and copy everyone to document the results of the discussion. Furniture issues go from through Deborah C. to Defining Space personnel. Issue Resolution Follow up on issues and resolve within 48 hours. However, with code concerns, contact Daniel D. and the related consultant to confer internally before giving direction to. Inspections Everyone needs to be ready when inspection begins. Notification for inspections is 48 hours. notifies George B., George notifies --> The team will focus on this issue. At hour 43, will confirm readiness. If is not ready, then a new 48-hour notice will be given. Short notice can occasionally be negotiated with weather issues and special considerations. will work with in responding to inspection requests, but the inspectors have to be available for multiple construction projects. Inspections include George B. or John P., Daniel D. and consultant(s). George B. records comments. George B. provides Mark G. the notes from the inspection. Inspection documentation with photos are logged in the trailer. Follow up/corrective action are also included in the trailer log. can review the inspection logs in the trailer at any time. The team OFPC Team Paul G. & Robert P. SG OFPC Team Consultants John P., George B. & Daniel D. Deborah C. Defining Space The team Team Daniel D. & consultant The team SG George B. SG George B. SG George B. & & SG George or John, Daniel & consultants George B. George Mark G. 2 nd & 4 th Thurs. at 10am As needed As needed As needed As needed As needed

12 page 12 of 14 Issue Action Plans / Agreements Who When Schedule /OFPC will review and comment on the baseline schedule in 1 week. Monthly schedule updates will be distributed at monthly meetings with the pay apps. RFIs Daniel D. requests that people flag hot RFI items in the cover message. Site Access Student drop-off near the site is a safety issue. Paul G. and Rick Z. will investigate this further. Punch List One punch list will be typed up during the walk-through and will include all sub-punch lists. & OFPC SG SG team Team Daniel D. Paul G. & Rick Z. By April 12 Monthly As needed Immediately As needed A consolidated list will come through George B. or John P. George B. or John P. As needed Utility As-Builts Sub-contractors should submit requests for utility as-builts to OFPC Subs As needed through. OFPC Food Service On the food service issue, we will stay with the current plan. The team Resolved

13 page 13 of 14 Issue Resolution Ladder Perkins & Will Construction UT-OFPC Richard Miller Chuck Calvin Richard De Leon Ken Krejci Dave Riker Third Level Daniel Day Russell Jenkins Jason Smith Patrick Rogers John Gorencel Paul Goodman Second Level Daniel Day Roy Brietzke George Boubel Robert Peek First Level Issue Resolution Ladder Guidelines 1. Resolve all issues at the field level, whenever possible. 2. Escalate issues up the ladder whenever: the partners cannot agree on a decision. the partners do not have the authority to make the decision. an issue is threatening to delay the project. an issue is threatening to damage the Partnering relationship. 3. Escalate unresolved issues as quickly as possible. Do not allow issues to fester. Deal with them immediately. 4. Escalate issues evenly up both sides of the ladder, and let go of the issue when it goes to the next level. 5. Agree to disagree, and disagree without being disagreeable. 6. Do not skip levels or leap-frog up the ladder. 7. Upper level partners should insist that the ladder (chain of command) be used. 8. Avoid swoop-downs by partners higher up in the chain of command. 9. Keep partners at lower levels informed of progress in the resolution process as it develops. 10. Return the agreed upon decision to field personnel as quickly as possible, once the issue is resolved.

14 page 14 of 14 Plus / Delta + What Worked Well? I liked that the meeting was held close to the job site. I liked the 9am-2pm format with lunch for Partnering. It was valuable to have the stakeholders at this meeting. What Would You Change or Do Differently Post a mixed seating request in the room before the session begins.