This particular university has been using "partnering" to help build their project teams for some time. This collaboration program is a natural evolution of the partnering that has been practiced in our region for the past decade or more. It was mandated that the construction manager lead this effort and this CM has a psychologist on their staff who acts as moderator for these types of programs. Its been a different wrinkle to the usual "one-and-done" partnering events I've been involved with in the past.
The meeting opened with the usual review of our quarterly survey results. For an in depth discussion of the survey, read here.
During review of the three "free response" questions, the "What is Going Well" responses revolved around communication and cooperation improving and the notion that some field issues are being handled better by the construction manager. Kudos were given to the owner for providing additional personnel to process change orders. Its a large job and there have been a large number of change orders, some due to owner changes and some due to the fast-track bidding process. However, many change orders have languished for a long enough time where the trade contractors feel that they are financing the job. That was a welcomed comment that the owner is moving these things through so the builders can get paid for work already performed.
1. Review the RFI's that come in each day and give my "2-cents" to the rest of the A/E team. I am the lead CA professional on the project, but given my other responsibilities, the day-to-day processing of the RFI's falls to others. I need to review them, be up on the issues and help push them through the system.