Enhancing Construction Project Delivery through Partnering: A Collaborative Approach
In today’s dynamic construction landscape, marked by challenges like supply chain disruptions, inflation, and labor shortages, the importance of efficient project delivery methods has never been more evident. Embracing collaborative approaches such as Construction Management at Risk (CMAR) and Design-Build (DB) methods has become crucial, with early stakeholder engagement proving essential for success.
Early Collaboration: The Foundation for Success
Early engagement, a cornerstone of both CMAR and DB delivery methods, allows stakeholders—owners, designers, and contractors—to synchronize efforts from project inception. This approach supports flexible scheduling, proactive cost management, and the ability to swiftly adapt to market uncertainties, as demonstrated during the COVID-19 pandemic. Effective implementation, however, requires more than contractual agreements—it necessitates a strategic alignment of project teams and their collective vision.
Construction Partnering: Aligning Teams for Success
Construction partnering enhances collaborative delivery methods by aligning project stakeholders at the outset. The process typically begins with a partnering kick-off session, bringing together key players to establish common goals, communication strategies, and mechanisms for issue resolution. These sessions lay the groundwork for ongoing collaboration throughout the project lifecycle, ensuring cohesive teams that are responsive to evolving project needs.
Explained further, partnering fundamentally addresses the human elements of project delivery—personality dynamics, individual motivations, and team interactions. It transcends the technicalities of construction methodologies and project delivery methods by fostering a culture of trust, open communication, and mutual respect among team members.
Addressing Crucial Project Nuances through Partnering
While CMAR and DB methods provide structural frameworks for project execution, partnering deals with the nuances that can make or break a project. It acknowledges that successful project outcomes hinge not only on technical proficiency but also on the alignment of personal values, team dynamics, and adaptive problem-solving abilities. By prioritizing these aspects, partnering synergizes with project delivery methods to proactively mitigate risks, manage costs effectively, and ensure seamless integration of design and construction efforts.
Exemplifying Success: Projects Facilitated by VELO Group
Abie Abraham Department of Veterans Affairs Clinic
The Abie Abraham VA Clinic in Butler, Pennsylvania, embodies effective collaboration in healthcare infrastructure development. This state-of-the-art facility was designed to enhance outpatient services for nearly 20,000 veterans across western Pennsylvania. The project involved a 251,000-square-foot, two-story building with more than 1,300 parking spaces and integrated a wide array of healthcare services.
In addition to challenges typical of large-scale healthcare construction, the project team faced stringent budget constraints, strict adherence to VA standards, extensive public outreach, and a demanding timeline. Additionally, effective coordination among diverse stakeholders—from governmental agencies to healthcare providers—was essential for seamless project execution. Overcoming these challenges required a robust partnership approach to navigate complexities and achieve efficient results.
Facilitated by a public-private partnership (P3) between Cambridge Healthcare Solutions, Stantec, and Mascaro Construction Company, the VA Clinic employed CMAR delivery as well as a structured partnering strategy that fostered a collaborative environment from the project’s inception.
Five partnering sessions over 15 months, along with regular meetings and calls, enabled proactive issue resolution, maintained communication, and upheld project momentum. The partnership’s focus on innovation led to the project’s completion approximately 8 months ahead of schedule and $123.8 million under budget, with high construction quality and zero safety incidents.
1021 O Street Office Building
Setting a new standard for sustainability and flexibility, the California Department of General Services’ (DGS) 1021 O Street Office Building in Sacramento, Calif., showcases the benefits of progressive design-build combined with facilitated partnering. Designed to temporarily house legislative and executive officials until the new Capitol Annex project was completed, this 10-story, 472,000-square-foot building emphasizes public accessibility and sustainable design.
The project achieved remarkable results, including zero net energy and carbon status, as well as LEED-NC Platinum certification. To support the project’s hard deadline for providing temporary facilities to elected official moving out of the existing Capitol Annex prior to the start of the 2022 legislative session, the DGS utilized the progressive design-build delivery method for the first time and employed collaborative partnering.
General Contractor Hensel Phelps and its design-build partners HOK and Dreyfuss + Blackford embraced the project’s fast-track challenge. Working closely with the State’s construction manager Gilbane and criteria architect HGA, the team commenced construction of the project just eight months after planning began.
Through 10 quarterly partnering sessions, focus groups, and regular surveys, the project team successfully navigated various complexities as well as construction schedule challenges associated with COVID-19, wildfires and supply chain shortages while achieving $22.6 million in cost savings, and meeting all project goals. This collaborative partnership fostered trust, transparency, and streamlined communication, culminating in an on-time move-in date for the elected officials.
Shaping the Future of Project Delivery
Evidenced in the projects above, early collaboration through construction partnering, when combined with CMAR or DB methods, significantly enhances project success for all stakeholders. Organizations adopting this integrated approach are better equipped to navigate complexities, optimize resources, and deliver projects on time and within budget. By fostering a culture of collaboration, trust, and shared responsibility, stakeholders can proactively address challenges, streamline processes, and achieve superior project outcomes. As the construction industry continues to evolve, integrating these collaborative practices will undoubtedly play a pivotal role in shaping the future of successful project delivery.
