Building Collaboration

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Team development creates a project environment that promotes transparency and produces accountability for the Project Mission. The result is a cost-effective project that embodies the Project Mission. Maintaining focus on goals while encouraging the opportunity to improve collaboration through Team Development sessions increases the chances of a successful project. Team Development has proven to maximize the project outcomes. Measurable benefits that Owners and Teams have experienced include but are not limited to the following:

• 8% reduction of schedule on a $12,000,000 Emergency Department Renovation.

• 73% reduction in RFI’s with approximate cost saving of $161,000 in processing time alone.

• 61 User Change Requests on a $45,000,000 Sugery Renovation & Expansion

• Schematic design estimates that hold through Construction.

• Renovation of a 1932 building with only .75% changes due to unforeseen conditions, all of which had approximate allowances identified in GMP.

• Positive post occupancy survey results.

• Unprecedented quality craftsmanship.

• Overall patient satisfaction and perception of cleanliness actually increased during construction.

• User total response ratings to a 22-question satisfaction survey increased from before renovation to after renovation by an average of 59.9%.

• No turnover in design, construction, or owner leadership team.

• Overall project team member satisfaction was an average of 4.54 out of 5; trade member satisfaction was 4.31 out of 5.

Created by Marianna Nardella from the Noun Project

b u i l d i n g c o l l a b o r at i o n _ ov e r v i e w

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VARIANCE

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A successful design and construction process requires a committed and well-coordinated Owner, Design and Construction team. This success should never be left to chance. The innovative and intuitive team building approach promotes real and effective collaboration by aligning each team member’s motivation for a successful outcome with a collectively defined common purpose. The primary objective is to create a project culture where all decisions are centered around the Owner’s Mission.

T EL EA O M P M EN

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B U I L D I N G C O L L A B O R AT I O N STEP 1 DEFINE SUCCESS

STEP 2 CREATE PURPOSE

MECHANICAL CONTRACTOR STEP 3 DEVELOP GOALS

MEP ENGINEER STEP 4 DEVELOP PLAN

Team Development Process Outcomes

STEP 6 REMAIN FOCUSED

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TABLE O F CO NT ENTS b u i l d i n g c o l l a b o r at i o n _ ta b l e o f c o n t e n t s

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b u i l d i n g c o l l a b o r at i o n _ ta b l e o f c o n t e n t s

A successful design and construction process requires a committed and well-coordinated Owner, Design, and Construction team. This success should never be left to chance.

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OVERVI EW

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OCT

NOV

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20

DEC

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JUL

Team development creates a project environment that promotes transparency and produces accountability for the Project Mission. The result is a cost-effective project that embodies the Project Mission. Maintaining focus on goals while encouraging the opportunity to improve collaboration through Team Development sessions increases the chances of a successful project. Team Development has proven to maximize the project outcomes. Measurable benefits that Owners and Teams have experienced include but are not limited to the following:

• 8% reduction of schedule on a $12,000,000 Emergency Department Renovation.

• 73% reduction in RFI’s with approximate cost saving of $161,000 in processing time alone.

• 61 User Change Requests on a $45,000,000 Sugery Renovation & Expansion

• Schematic design estimates that hold through Construction.

• Renovation of a 1932 building with only .75% changes due to unforeseen conditions, all of which had approximate allowances identified in GMP.

• Positive post occupancy survey results.

• Unprecedented quality craftsmanship.

• Overall patient satisfaction and perception of cleanliness actually increased during construction.

• User total response ratings to a 22-question satisfaction survey increased from before renovation to after renovation by an average of 59.9%.

• No turnover in design, construction, or owner leadership team.

• Overall project team member satisfaction was an average of 4.54 out of 5; trade member satisfaction was 4.31 out of 5.

Created by Marianna Nardella from the Noun Project

b u i l d i n g c o l l a b o r at i o n _ ov e r v i e w

IMAGING INSTITUTE PHASE 4 & 5

b u i l d i n g c o l l a b o r at i o n _ p r o c e s s

b u i l d i n g c o l l a b o r at i o n _ ov e r v i e w o l

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VARIANCE

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A successful design and construction process requires a committed and well-coordinated Owner, Design and Construction team. This success should never be left to chance. The innovative and intuitive team building approach promotes real and effective collaboration by aligning each team member’s motivation for a successful outcome with a collectively defined common purpose. The primary objective is to create a project culture where all decisions are centered around the Owner’s Mission.

T EL EA O M P M EN

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C te et en Ln W e rt Co a D w n 2 kl o i w U o qu en 5 3 n a a S j k l m n a y E ial E ns , P d Sp eria cy UG ee y y An hi ch al 3 DEC t r jch k l m n o C k a t e Sa35 s D u A in D tr st w ha o i SPn.6 ti 4 er ep 2 6 1 : 9 fe C e m edu ity l es% on or evi Re u : fe t E j k l m n .

U e a L e n yo pl N s y Do , l rt no cti l2t JAN ty ve T f D ab to g t D 01h u et ed m A or you ep /S v a on l is y 5a h Up ca io en ns g ag of ou e t t FEB ho w 3 a r to tio : re M 25 ive 5 m 4 n n th e hi da St A feC 8 tm ra 10 t wer: j k l m n w at j k l m n ns 1 st i ro XI % c is s j k l m n eOMl 2 to ch ng e n ge . D ar ssi ay M te p -T pr MAR % ly r t e U PhL on D e ap d tAs oj Ag :* o M o f is j k l m n ar E a oc to ag je ec re ns y t TtE o p g h e r o Sa w 5 ct ft ro ee is us o APR e t e er u S j k l m n t u fe 1 su : is ? tro he ac C e fe Co r 2 ty 4 n d di es co gl h CE el C p m y o Ho j k l m n j k l m n ffe MAY D u yo Ag m ro n pr is r a m j k l m n pl b ag r r ur re ur m je de re u p ou et e re e e il un ct St nrtia n c e e n s liv io w ath jC o n k l m n d 1s tr d ? t Puoclvtio n C o s t Va at o i 5 n t o in 2 y e t " ha us rk St y" ft r C Ap e h v g r i c j k l m n on D ng ha ot d i l n = he on ide is gl ril c 3 ag ot o: n o y 72 lle o re w Ag th o. l he j k l m n 20 j k l m n e ,3 Ina t s ng l j k l m n or re 1 is Do a 67 rp e 1C5 2 2 te ime k e b pr O UTCO MES o th ro ri el o 4 j k l m n ho oj you r or y u je at a 3 ur ec t ct yo - Pma t sw io j k l m n t? fee s n u n lt 4 yo ha ne or 2 _t ar hi j k l m n ke u se r s j k l m n o e s ha d o vi do 3 5 o l o v d t s

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25 K

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B U I L D I N G C O L L A B O R AT I O N STEP 1 DEFINE SUCCESS

STEP 2 CREATE PURPOSE

MECHANICAL CONTRACTOR STEP 3 DEVELOP GOALS

MEP ENGINEER STEP 4 DEVELOP PLAN

Team Development Process Outcomes

STEP 6 REMAIN FOCUSED

$9M 76%

INCREASE

$1.4M 16% INCREASE

close out CHANGE

0%

B U I L D I N G C O L L A B O R AT I O N Pamela J. Neckar mba Project Coach Pamela Neckar has been with Bostwick Design Partnership for over 15 years. As a Project Coach, I engage project teams in a defined Team Development process. I focus on creating a culture where goals are clear and everyone knows their role in the success of the project.

Together, throughout the duration of the project, we work together to align best abilities with key performance metrics.

In addition to facilitating the Team Development process, I create contractual terms and conditions for the Architectural and Construction Management Teams which bind the project goals to financial incentives. I work with Owners to understand the “true” cost of construction by developing project fee basis that is transparent for the entire A/E team. My role has included, advising the construction management team on the content and clarity of the project status budget and schedule reporting.

RELEVANT PROJECT EXPERIENCE Marymount Hospital, A Cleveland Clinic hospital, Surgery Expansion Cleveland, Ohio : 74,000 SF : $45,500,000 : 2013 • Created terms and conditions for the first Incentive Based Compensation Project at Cleveland Clinic.

• Lead the Owner to define the Project Mission by illustrating the project’s desired significance, achievements, and legacy.

Cleveland Clinic, Executive Administration Cleveland, Ohio : 25,000 SF : N/A : 2012 Cleveland, Ohio • Facilitated Team Development sessions to coach the Team to create and stay focused on a purpose statement and measurable goals.

•

Collaborated with the Team, specifically the Construction Manager, on how to drive the Purpose Statement understanding to all the trades.

•

Established the guidelines for the Architectural/Engineering fees to align the services rendered with the Project budget.

Lutheran Hospital, A Cleveland Clinic hospital, Emergency Department Expansion Cleveland, Ohio : 28,000 SF : $12,900,000 : 2014 • Facilitated monthly Team Development sessions to coach the Team to create and stay focused on a purpose statement and measurable goals.

•

Worked with the Construction Manager to ensure monthly budget report was clear, current, and complete, highlighting progress toward measurable goals.

Pennsylvania State University, HUB Student Center State College, Pennsylvania : 2013 • Facilitated monthly Team Development sessions to coach the Team to create and stay focused on a purpose statement and measurable goals.

•

Created a draft Collaboration Charter which contractually binds team to performance measures.

Cleveland Clinic/Ohio University, Heritage College of Osteopathic Medicine Cleveland, Ohio : 2014 • Facilitated Team Development sessions to coach the Team to create and stay focused on a purpose statement and measurable goals.

Cleveland Clinic, Imaging Institute Phase IV & V Cleveland, Ohio : 2014 • Facilitated Team Development sessions to coach the Team to create and stay focused on a purpose statement and measurable goals.

EDUCATION Cleveland State University Master of Business Administration, 2002 John Carroll University Bachelor of Science in Business Administration, Finance, 1997 PROFESSIONAL RECOGNITION Building Design + Construction’s 40 under 40, Class of 2011 PRESENTATIONS Building Integrated Project Teams: Selecting Partners, Developing Culture, Measuring Outcomes, SCUP-50,Chicago, Illinois July 2015 Defining Visions of Success & Employing Common Purpose, COAA Michigan, 2014 The Future Project Team: A Case Study, AIA Ohio Convention, 2014 The New Team Practice: Accountable, Transformational, Successful FOREFRONT: Architects as Collaborative Leaders, Salt Lake City, Utah, Fall 2013 The New Project Team: Accountable, Transformational, Successful AIA Ohio Valley Region Convention, Louisville, Kentucky, 2013 Building Collaboration to Innovate Project Delivery Partnership for Achieving Construction Excellence, State College, Pennsylvania, 2013 Agree to Succeed: True Teamwork Revolutionizes Project Delivery Construction Owners Association of America, National Conference, Orlando, Florida, 2012 Paying it Forward: Risking Profits Upfront Healthcare Design, Nashville, Tennessee, 2011 The Evolution to Revolution: An Innovative Approach to Collaboration Case Technologies, Pittsburgh, Pennsylvania, 2011 There’s No “I” in Team: Creating Balanced Goals to Maximize Team Success Construction Owners Association of America, National Conference, Austin, Texas, 2010 Leadership Branding, Project Management Techniques, Financial Performance Bostwick Design Partnership, Cleveland, Ohio, Continuous

Cleveland Clinic, Avon Inpatient Bed Tower Cleveland, Ohio : 2015 • Assist in the development of project purpose and goals 2729 Prospect Avenue Cleveland, OH 44115 P 216.621.7900 2631 West 8th Street Erie, PA 16505 P 814.838.7525 BOSTWICKDESIGN.com

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b u i l d i n g c o l l a b o r at i o n _ ov e r v i e w

B U I L D I N G C O L L A B O R AT I O N Robert L. Bostwick aia President and Director of Design Since 1985, Robert has participated in multiple major healthcare building initiatives, the experience with physician leadership has given him the opportunity to really understand what drives healthcare; to reach into the soul of each design problem and orchestrate design solutions which address the needs of the community, leadership, and the patient.

As President and Principal for Design of Bostwick Design Partnership, Robert Bostwick is responsible for establishing the firm’s design direction in addition to responsibilities for daily operations and long-range planning. A leader in the design of complex institutional projects, Robert Bostwick has become an advocate for the role of architecture in uplifting the user experience. His firm has made a specialty out of designing facilities with a fine sense of detail and a unique sense of identity.

Ultimate accountability for the design team rests with Robert. His primary role is to guide the design of the project while ensuring that the most appropriate and necessary resources are brought to the project. Robert will be especially active in design meetings with Cleveland Clinic in ensuring the design.

RELEVANT PROJECT EXPERIENCE Lutheran Hospital, A Cleveland Clinic hospital, Emergency Department Cleveland, Ohio : 28,000 SF : $2,400,000 Estimated : 2015 Using OCTPD to transform the department into one that meets the standards of today’s emergency care and patient expectations. The emergency room layout and flow reflect the set ups of the other regional ED’s.

Marymount Hospital, A Cleveland Clinic hospital, Surgery Expansion Cleveland, Ohio : 74,000 SF : $45,500,000 : 2013 • Completed with OCTPD, the Hospital has a new identity and modern entryway, dedicated to improving patient outcomes. The highly efficient plan include open,airy spaces that feature seven surgery suites and a minor procedure room.

Cleveland Clinic, Executive Administration Cleveland, Ohio : 25,000 SF : N/A : 2012 • Drawings were coordinated across disciplines in a Design Assist integration process under OCTPD. The construction trades were brought in during the design phase, and BIM drove collaboration.

Cleveland Clinic Florida - Weston, OR 12 Weston, Florida : 1,350 SF : $1,200,000 : 2014 • OR 12 allows the Cleveland Clinic to expand its high-quality patient care to the Florida community and its patients across Latin and South America. This required detailed coordination with AHCA requirements throughout design and construction.

Cleveland Clinic, E 93rd Street Administrative Offices & Garage Cleveland, Ohio : Office 240,000 SF Parking Spaces 2,400 : $60,000,000 : 2008 • Coordination between trades was enabled by early Design Assist input, allowed cladding attachments to structure; transitions between systems such as roofing and curtainwall; and cost-informed review of options worked out before problems arose in the field.

Fisher Titus Medical Center, Emergency Department, Radiology, & Surgery Norwalk, Ohio : 85,000 SF : $30,000,000 : 2015 • Carried out by using an intense, continuous Design Assist Model. Projects include an emergency department, radiology department, surgery, laboratory, and main entrance.

Camden Clark Memorial Hospital, Patient Care Expansion Parkersburg, West Virginia : 120,000 SF : $55,00,000 : 2007 • Clear flow and organization for surgical care and outpatient traffic increased efficiency and enhances patient care. “Right-sizing” patient rooms and stations provided a more effective environment.

EDUCATION Yale University Master of Architecture Bucknell University Bachelor of Arts PROFESSIONAL REGISTRATION Licensed Architect in Pennsylvania, Ohio, Florida, Indiana, Maryland, Minnesota, Missouri, Nevada, West Virginia AFFILIATIONS American Institute of Architects -AIA Ohio Foundation , Board of Trustees - Cleveland Chapter President 2009 Greater Cleveland Green Building Coalition Society of College & University Planners Leadership Cleveland, Class of 2002 PRESENTATIONS The Healing Environment: Designing for Improved Patient Experience 2nd International Patient Experience, 2013 Yanbu, Saudi Arabia The Physician-Architect Engagement: 5 Principles to Achieve Architectural Success Healthcare Facilities Symposium, 2012 Chicago, Illinois The New Team Practice: Accountable, Transformational, Successful FOREFRONT: Architects as Collaborative Leaders, Salt Lake City, Utah, Fall 2013 The Healing Environment: Designing for Improved Patient Experience 2nd International Patient Experience, 2013 Yanbu, Saudi Arabia The Physician-Architect Engagement: 5 Principles to Achieve Architectural Success Healthcare Facilities Symposium, 2012 Chicago, Illinois Agree to Succeed: Focusing on Team Collaboration Maximizes Building Project Outcomes Beyond the Patient Room: How Design Impacts Healing Along the Entire Patient Experience Continuum Design & Health 8th World Congress,Poster Presentations, 2012 Kuala Lumpur, Malaysia Architecture and Healing: From Public Spaces to Procedure Rooms Korean Health Congress, 2011 Seoul, Korea Economics, Efficiency, Energy & Environment: Making the 4Es Work Together in Healthcare Northern Ohio Society of Healthcare Engineers, 2011 Cleveland, Ohio

2729 Prospect Avenue Cleveland, OH 44115 P 216.621.7900 2631 West 8th Street Erie, PA 16505 P 814.838.7525 BOSTWICKDESIGN.com

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B U I L D I N G C O L L A B O R AT I O N Team Development Process A successful design and construction process requires a committed and well-coordinated Owner, Design and Construction team. This success should never be left to chance. Team Development creates a project environment that promotes transparency and produces accountability for the Project Mission. The result is a cost-effective project that embodies the Project Mission and adds value to the institution.

The innovative and intuitive team building approach outlined here promotes real and effective collaboration by aligning each team member’s motivation for a successful outcome with a collectively defined common purpose. This process establishes clear objectives at the beginning of the project, and guides team performance consistently through substantial completion.

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SCHEMATIC DESIGN

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CREATE PURPOSE

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DESIGN CONSTRUCTION DEVELOPMENT DOCUMENTS

DEVELOP GOALS

DEVELOP PLAN

TRANSPARENCY COMMITMENT COLLABORATION COOPERATION

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CONSTRUCTION ADMINISTRATION

GAIN COMMITMENT

REMAIN FOCUSED

CELEBRATE SUCCESS

EDUCATION

EXECUTION

RECOGNITION

CLOSE OUT

While the process is specifically structured, the path to creating a collaborative committed team is unique to each project. The Team is defined as key Owner stakeholders, the Architect, Engineer, Construction Manager, Trade Contractors, and Consultants. A Project Coach facilitates the Team Development sessions. Facilitated Team Development sessions are uniquely designed to keep defined success factors at the forefront. Starting at project initiation and continuing through construction, these sessions are designed to foster and strengthen the trust essential to successful teamwork. Trust is built when agreements about performance are made at the outset and discussed throughout the process. Sessions focus on elevating the cooperation necessary to solve inevitable challenges and maintain the desired level of performance. These are not technical problem solving job meetings, but strategic discussions for aligning the team resources towards the Project Mission.

Team Development encourages collaboration and establishes desired outcomes through activities and exercises relevant to each phase of the process. The Team will complete a SWOT (Strengths, Weakness, Opportunity and Threats) analysis – conducted by the team prior to establishing performance measures. All projects have the performance objective to be executed within a stated schedule and budget. This process expands on these objectives and breaks them down into measurable goals.

The role of a Project Coach is to guide the project team to work together by removing the traditional divisions between the architect and contractor. A project coach will keep the team motivated and focused on collaboration. The entire project team will work together from kickoff through occupancy. A Project Coach’s goal is to inspire each member of the project team to reach their greatest potential.

2729 Prospect Avenue Cleveland, OH 44115 P 216.621.7900 2631 West 8th Street Erie, PA 16505 P 814.838.7525 BOSTWICKDESIGN.com

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B U I L D I N G C O L L A B O R AT I O N Collaborative Team

STEP 1 DEFINE SUCCESS

A successful design and construction process requires a committed and well-coordinated Owner, Design and Construction team. This success should never be left to chance. The innovative and intuitive team building approach promotes real and effective collaboration by aligning each team member’s motivation for a successful outcome with a collectively defined common purpose. The primary objective is to create a project culture where all decisions are centered around the Owner’s Mission.

STEP 2 CREATE PURPOSE

ELECTRICAL CONTRACTOR ARCHITECT

CONSTRUCTION MANAGER

CIVIL ENGINEER

MECHANICAL CONTRACTOR

STEP 3 DEVELOP GOALS

OWNER

COMMISSIONING AGENT

STRUCTURAL ENGINEER

STEP 4 DEVELOP PLAN

MEP ENGINEER

Team Development Process Outcomes Team development creates a project environment that promotes transparency and produces accountability for the Project Mission. The result is a cost-effective project that embodies the Project Mission. Maintaining focus on goals while encouraging the opportunity to improve collaboration through Team Development sessions increases the chances of a successful project. Team Development has proven to maximize the project outcomes. Measurable benefits that Owners and Teams have experienced include but are not limited to the following: • 8% reduction of schedule on a $12,000,000 Emergency Department Renovation.

• 73% reduction in RFI’s with approximate cost saving of $161,000 in processing time alone.

STEP 5 GAIN COMMITMENT

STEP 6 REMAIN FOCUSED

• 61 User Change Requests on a $45,000,000 Sugery Renovation & Expansion • Schematic design estimates that hold through Construction.

• Renovation of a 1932 building with only .75% changes due to unforeseen conditions, all of which had approximate allowances identified in GMP. • Positive post occupancy survey results.

• Unprecedented quality craftsmanship.

• Overall patient satisfaction and perception of cleanliness actually increased during construction.

STEP 7 CELEBRATE SUCCESS

• User total response ratings to a 22-question satisfaction survey increased from before renovation to after renovation by an average of 59.9%.

• No turnover in design, construction, or owner leadership team.

• Overall project team member satisfaction was an average of 4.54 out of 5; trade member satisfaction was 4.31 out of 5.

2729 Prospect Avenue Cleveland, OH 44115 P 216.621.7900 2631 West 8th Street Erie, PA 16505 P 814.838.7525 BOSTWICKDESIGN.com

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IMAGING INSTITUTE PHASE 4 & 5 B12

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Team Development Cleveland Clinic Lutheran Hospital ED 2014

TEAM ANALYSIS SUCCESS FACTORS Fiscal Responsibility Safety Respect For Each Other Truthful Communication Constant Communication

Patient Satisfaction is #1 Employee Engagement Smart Responsible Pride PURPOSE STATEMENT

To challenge ourselves to proudly build upon history to give care to our community.

SWOT

Strengths Accountability Experience Consistancy Determination Dedication Communication Commitment/Intention Engagement

Opportunities Involvement of End Users Front Line - Early Engagement Balance our Expertise with User Wants/Needs BIM - Coordination and Schedule (Navisworks) Investment/Stake in the Community Supports Goals of Hospital/Health System

Weakness Comfort in Challenging Each Other Lack of Timely Decisions Keeping Promises Bringing up Uncomfortable News Communication (Timing, Tone, Clarity) Know When to Delegate/Step up (BIM) Use Each Other as Resource Budget Inflexible/Rigid Processes Respect Outside or Individual Roles

Threats Budget/Market Conditions Breakdown of Team Roles Patient/Staff Satisfaction Schedule Understanding Unknown Conditions - Owner Changes BIM to End User/Trades Emotional Intelligence

Š Bostwick Design Partnership 2014

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Construction Update No. 79 - January 30, 2015

Current Construction: Week of February 2, 2015 - February 6, 2015 Phase 5

Phase

Department

Location

Emergency Dept.

Ground Floor

Department

Location

This Week’s Activity

Scheduled Completion March 31, 2015

This Week’s Activity

Scheduled Completion

Interior Wall Framing, MEPT Overhead/In-Wall Rough-In

Construction Noise Level For This Week:  Ground Floor - Corridor LUG-261  Ground Floor - Emergency Department  Ground Floor - Cafeteria  Basement - Vacated Spine Lab/Storage  1st Flr - OR, ICU, PACU Departments

Current Photo: Interior - Phase 5

Upcoming Construction: •

Partial ED Renovations - Target Completion April 2015

Weekly Safety Update:

* Safety Hour Status = 72,367 hours worked on project site to date.

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CC Lutheran ED Trade Survey #2

1. Your role on the project: j Foreman k l m n

j Journeyman k l m n

j Apprentice k l m n

2. What trade do you represent?

3. Do you feel that you have a voice in the construction process?

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Disagree 1

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5 Strongly Agree

j k l m n

j k l m n

j k l m n

j k l m n

j k l m n

4. Do you feel that you personally have an impact on the quality level of this project?

Answer:

Disagree 1

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5 Strongly Agree

j k l m n

j k l m n

j k l m n

j k l m n

j k l m n

5. Does your company support you in such a way that you can stay focused on delivering a high quality project?

Answer:

Disagree 1

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j k l m n

j k l m n

j k l m n

j k l m n

j k l m n

6. Do you understand your role in achieving the mission of the project? "Challenge ourselves to proudly build upon history to give care to our community"

j Yes k l m n j No k l m n

7. During your orientation, you watched the CC Empathy video. Do you feel this video provided an awareness for how to approach your work on this project?

Answer:

Disagree 1

2

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5 Strongly Agree

j k l m n

j k l m n

j k l m n

j k l m n

j k l m n

8. Do you feel that this project is different than other projects you have completed?

Answer:

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5 Strongly Agree

j k l m n

j k l m n

j k l m n

j k l m n

j k l m n

9. Do you feel that issues are solved in a timely manner so that you can continue to work?

Answer:

Disagree 1

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5 Strongly Agree

j k l m n

j k l m n

j k l m n

j k l m n

j k l m n

10. Do you feel proud of the work that you are doing?

Answer:

Disagree 1

2

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5 Strongly Agree

j k l m n

j k l m n

j k l m n

j k l m n

j k l m n

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CC Lutheran ED Trade Survey #2 11. When you become frustrated do you feel comfortable voicing your frustrations?

Answer:

Disagree 1

2

3

4

5 Strongly Agree

j k l m n

j k l m n

j k l m n

j k l m n

j k l m n

12. Do you feel your contribution is respected?

Answer:

Disagree 1

2

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j k l m n

j k l m n

j k l m n

j k l m n

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13. Comments: 5 6

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O UTCO MES

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Hardware Contractor

Transition Planner

Masonry Contractor

Electrical Engineer

Painting Contractor

Glazing Contractor

Door Control

Demolition Contractor

Flooring Contractor Owner Planning Dept

ELECTRICAL CONTRACTOR CONSTRUCTION MANAGER

ARCHITECT

Owner Clinical Staff Contractor Structural Engineer Shelving

Cement Contractor

Planning & Facilities Casework Manufacturer

OWNER STRUCTURAL ENGINEER

Millwork Contractor

Scheduling Consultant MECHANICAL CONTRACTOR

Rolling Door Supplier Civil Engineer

Fire Protection

Metal Specialist

MEP ENGINEER

Roofing

Equipment Supplier

Interior Designer Site Concrete Contractor

Waterproofing Specialist Internal Engineer

Window Shades Steel Supplier Owner IT

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Signage Fabricator Drywall Specialist

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CLEV LUTHERAN HOS CONST $14M

GMP ESTIMATE

SCHEMATIC DESIGN DESIGN DEVELOPMENT

$12M

2012

DESIGN

INTERIM

GMP

DESIGN

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INTERIM DESIGN

2013

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VELAND CLINIC SPITAL E.D. EXPANSION TRUCTION COST

CURRENT 2014

FINAL

COMPLETION

CLOSE OUT

82%

COMPLETE b u i l d i n g c o l l a b o r at i o n _ o u t c o m e s

AY

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25%

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2015

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Cons truction C o st Varian ce

What would you invest to reduce

ADDITIONAL

$250K INVESTMENT

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76%

VA RIA NC E

$9M

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VARIANCE

$1.4M INCREASE 16% 0%

CHANGE

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The Owner’s Dilemma Barbara White Bryson with Canan Yetman The Owner’s Guide to Starting Integrated Building Projects Oscia Wilson, AIA An Introduction to Lean Construction Larry Robrich, PE Harvard Business Review Articles:

The Discipline of Teams

Katzenbach and Smith

Success that Lasts

Nash and Stevenson

Coming Through When it Matters Most

Gardner

Building Emotional Intelligence of Groups

Druskat and Wolff

How Management Teams Can Have a

Good Fight

Eisenhardt

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