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A Better Product Through
Cooperation and Communication
By WILLIAM T. SUNLEY, Engineer of Local Roads and Streets
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Have you ever had highway projects fall behind
schedule or exceed their budget? If the answer is yes,
you are not alone. This has been a problem for highway agencies at all levels. Many states, including
Illinois, have begun addressing this problem through
Partnering Programs. This is a program that has been
established that encourages frank and open discussion
by all parties during the various stages of project development. IDOT initiated a Partnering program in
1993 for state construction projects. The partnering
was between IDOT and the construction contractors.
Even though IDOT's program is only three years old,
it has already proven to be financially rewarding to the
State of Illinois.
It is the department's success on state highway projects that is spurring thoughts of using partnering to
facilitate the development of local highway projects in
a more timely and cost effective manner. Thus we are
considering partnering with the local agencies.
Participation in the program would be voluntary and
all parties would agree to work together.
Partnering is appropriate in a variety of situations
where a common goal brings individuals together.
Obviously local highway authorities and the department have a common goal, that being, "to develop and
maintain the local transportation system in an cost effective manner." With this common goal, partnering
could be utilized to nurture a cooperative, honest, and
trusting relationship between the department and local agencies.
In order to develop such a positive working relationship, partnering techniques emphasize the necessity of open communication. Open communication
begins by having all parties involved in the project become acquainted. This allows everyone involved to become familiar with one another's personality and basic job responsibilities. This simple exchange of information among the partners clarifies who should be
contacted when questions or problems arise.
In order to resolve problems in a professional
manner, negotiation and conflict resolution skills have
been incorporated into the partnering program.
Partnering requires that problems be resolved at the
lowest possible level. The program further provides
guidance on when it is appropriate to escalate problems to the next higher level of authority.
The partnering program emphasizes working as a
team to resolve problems. This allows all parties to
have input when problems arise. Since the partners
work together to develop solutions, all parties should
be reasonably satisfied that the final solution is the
most appropriate for that particular situation.
Individuals are encouraged to share ideas and
concerns with one another in a constructive manner:
Partners are encouraged to identify one another's
shortcomings, discuss the point of irritation, and suggest ways to minimize the problem. This is probably
the most difficult aspect of the partnering program,
but also the most beneficial. No one likes to be told of
their deficiencies, no matter how accurate. On the other hand, most people are not comfortable making suggestions with regard to others' shortcomings. Prior to
partnering, these sensitive issues were not commonly
discussed, thus they typically went unresolved.
The communication objectives are basically the
same for any partnering situation, but performance
objectives are unique to each partnering scenario.
Problems, issues and/or opportunities are identified
on a project-by-project basis. These items are identified as early in the project development as possible
along with potential solutions. If numerous issues are
to be resolved, the partners will prioritize the issues to
establish a hierarchy of urgency.
By using these tools, the department has successfully implemented a partnering program with the construction contractors. Early resolution of problems has
saved the state valuable time and money on highway
projects. These same fundamental tools could be used
to facilitate the development and review of local projects. Knowing whom to contact with questions and
how to offer and receive constructive criticism should
result in a more efficient and accurate project development process. Through the use of the partnering
concepts, we will be able to work together in a cooperative and professional manner, thus resulting in the
accomplishment of our common goal, which is to develop and maintain the local transportation system in
a cost effective manner.
July 1996 / Illinois Municipal Review / Page 7