April 26, 2006

Doing business with partnerships

PATRICIA WILLIAMS

staff writer

COLLINGWOOD, Ont.

When Maple Reinders Constructors Ltd. responded to a request for proposals to design, build and operate a centralized composting facility in Hamilton, it pitched partnering as well.

That caught the attention of the municipality.

“Personally, I had never heard of it before,” said Beth Goodger, the city’s director of waste management. “It was very intriguing to our project team. It also was unique amongst all the proponents.”

Partnering is a process of team-building and mutual goal-setting undertaken at the outset of a project. A facilitated partnering workshop is a key element, as are ongoing meetings during the project’s progress.

As part of the process, a charter is created, incorporating shared goals, procedures and action plans drafted to realize charter goals and a proactive dispute resolution protocol developed.

The idea is to create an atmosphere of trust amongst the project parties. Ongoing communication is essential.

Speaking at a session at the Ontario General Contractors Association’s third annual construction symposium, Goodger said the city decided to give the concept “a whirl” after awarding a contract to Maple Reinders in 2004 for the $30 million plant.

“Partnering certainly achieved our project objectives,” she said, noting that the project’s complexity and aggressive schedule required common understanding amongst all the parties.

“It is something that I would highly recommend.”

Partnering is said to be unusual on municipal projects in the province.

John Haanstra, senior vice-president of environmental development at Mississauga-headquartered Maple Reinders and a proponent of partnering, said the project was successful from his firm’s perspective as well.

“We all know when relationships sour on projects, profits drop or disappear altogether,” he said. His firm has been involved in some 20 projects across the country in which partnering has been incorporated.

The plant, which will have a 60,000-tonne-per-year capacity and is a critical component in the city’s plan to increase diversion of waste from landfill sites, was completed ahead of schedule and is ready for commissioning. Plant start-up is scheduled for May 1.

Haanstra said partnering improves co-operation on projects, increases flexibility, enhances productivity, develops trust and confidence, lessens tensions and reduces escalation of issues.

“We all know that even the smallest issue can become the largest issue on site,” he said.

Haanstra considers partnering to be essential for fast-tracking of projects. The concept also makes design-build work, he said.

“In a design-build scenario, not everything is fully ironed out (at the beginning),” he said.

“Things have to be discussed and negotiated during the project. And we all know what can happen.”

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