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2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
2009 Ciic Design Factors Jcj
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2009 Ciic Design Factors Jcj

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Lessons learned about working with soveriegn nations and key factors in selecting an architect or contractor in this environment

Lessons learned about working with soveriegn nations and key factors in selecting an architect or contractor in this environment

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  • 1. SUCCESS FACTORS IN PROJECT DEVELOPMENT POLITICAL AND CULTURAL ISSUES IN PROJECT DEVELOPMENT: LESSONS LEARNED -KRISTINA L. ENNIS, RA
  • 2. EDUCATION TELL ME AND I’LL FORGET, SHOW ME AND I MAY NOT REMEMBER INVOLVE ME AND I ‘LL UNDERSTAND
  • 3. Learning Styles
  • 4. Learning Styles
  • 5. Learning Styles Visual Verbal Sequential q Global
  • 6. Learning Environments
  • 7. Learning Environments
  • 8. Learning Environments
  • 9. Learning Environments
  • 10. Learning Environments
  • 11. LIFE’S LESSONS SO LIVE YOUR LIFE THAT THE FEAR OF DEATH CAN NEVER ENTER YOUR HEART. TROUBLE NO ONE ABOUT THEIR RELIGION; RESPECT OTHERS IN THEIR VIEW, AND DEMAND THAT THEY RESPECT YOURS. LOVE YOUR LIFE, PERFECT YOUR LIFE, BEATIFY ALL THINGS IN YOUR LIFE. S EEK TO MAKE YOUR LIFE LONG AND ITS PURPOSE IN THE SERVICE OF YOUR PEOPLE. -CHIEF TECUMSEH, SHAWNEE NATION C
  • 12. SADNESS SAD ARE ONLY THOSE WHO UNDERSTAND. - ARAB PROVERB
  • 13. SORROW HE WHO HAS NOT LOOKED ON SORROW WILL NEVER SEE JOY -KAHLIL GIBRAN
  • 14. JOY HE WHO HAS NOT LOOKED ON SORROW WILL NEVER SEE JOY -KAHLIL GIBRAN
  • 15. JOY THINGS WON ARE DONE: JOY’S SOUL LIES IN THE DOING. -WILLIAM SHAKESPEARE
  • 16. SADNESS & JOY SADNESS AND GLADNESS SUCCEED EACH OTHER. -PROVERB
  • 17. ASKING THE RIGHT QUESTIONS WHY DID THE CHICKEN CROSS THE ROAD?
  • 18. ASKING THE RIGHT QUESTIONS WHICH CAME FIRST: THE CHICKEN OR THE EGG?
  • 19. LEARNING THAT IS WHAT LEARNING IS. YOU SUDDENLY UNDERSTAND SOMETHING YOU’ VE UNDERSTOOD YOUR WHOLE LIFE, BUT IN A NEW WAY. -DORIS LESSING
  • 20. HUMANITY’S LESSONS HISTORY IS THE WITNESS THAT TESTIFIES TO THE PASSING OF TIME ; IT ILLUMINATES REALITY, VITALIZES MEMORY, PROVIDES GUIDANCE IN DAILY LIFE AND BRINGS US TIDINGS OF ANTIQUITY. -CICERO
  • 21. LESSONS FROM THE FIELD LEARNING FROM OUR PEERS
  • 22. LESSONS FROM THE FIELD: LEARNING FROM OUR PEERS From a Political and Cultural Perspective… What Does It Take To Make A Project Successful?
  • 23. LESSONS FROM THE FIELD: LEARNING FROM OUR PEERS From a Political and Cultural Perspective… What Does It Take To Make A Project Successful? 1. Top Issues in deciding to develop a property to  begin with? begin with? 2. Top Factors contributing to the successful  selection of a Design Team? 3. What makes the Design Team successful as  they negotiate the phases of a project? they negotiate the phases of a project? 4. Top factors contributing to the successful  selection of a Contractor? 5. Top factors contributing to contractor’s  success during preconstruction and  success during preconstruction and construction? 6. Top issues that contribute negatively to a  project? 7. Top factors contributing to the overall success Top factors contributing to the overall success  of a project’s development? 8. Top factors that contribute to the successful  operation of a property?
  • 24. LESSONS FROM THE FIELD: LEARNING FROM OUR PEERS From a Political and Cultural Perspective… What Does It Take To Make A Project Successful? Survey taken of our peers and colleagues: • Tribal L d T ib l Leaders • Casino and Hospitality Developers • Facility Operators and Management • Owner’s R O ’ Representatives i • Architects • Contractors
  • 25. Top Issues in deciding to develop a property to begin with? • Is a Gaming Compact in place or imminent? • What does Market Assessment / Performa support? Or, • The economic viability of the project and the consistency of that economic viability (what can the market afford) with the owner's vision. • I Fi Is Financing available and at what rate? i il bl d t h t t ? • Where is the proposed location for the property? Is Trust land available for development? • Gaming & Hospitality : is there sufficient population base to support the property? • Is there consensus on scope,, attributes and p budget of the initial project? • What is the Tribal attitude toward gaming? • Engage the Tribal Community regarding how the proposed development will effect the individuals and environment
  • 26. Top Issues in deciding to develop a property to begin with? • What is the surrounding community attitude toward the development? • Engage the community at large (governments, residents, businesses) regarding changes that may result in their environment • Proximity to first class transportation route : i.e. Interstate freeway • Availability o i ast uctu e / utilities vailability of infrastructure • Has a Master Development Plan been created for the Community and what effect will the property have on future development? Can the Owner s Owner’s long-term vision be achieved without disruption? • Project site accessibility for construction • Decide if the project will seek LEED certification • Cultural issues arise when the primary members are not represented appropriately. Work collaboratively with stakeholders,, community y y members, and prominent elders in preserving and embracing cultural values.
  • 27. Top Factors contributing to the successful selection of a Design Team? • Past Experience of the Firm with Project Type • Demonstrated experience of Firm working with Native Communities or communities where the design must reflect the culture and beliefs of d fl h l db l f f an organization or group • Demonstrated Experience of the Individuals on the Design Team • Location of the firm and current work load in comparison to the project duration • The ability to demonstrate imaginative solutions to construction and design challenges • Personalities and Commitment of Individuals on the Design Team to the Project • Design Team demonstrates stability • Internal Project Team has worked together to develop i iti l d l initial scope and budget for the project d b d t f th j t
  • 28. Top Factors contributing to the successful selection of a Design Team? • Creativity and ability to analyze problem solving as a cost/benefit approach • Ability to work with Tribal Nations to meet their goals and objectives – put aside personal h l d b d l agendas and egos • Team members with an understanding of current trends in casino operations • Ability to work within a given Schedule • The ability to communicate and to work within the structure of what the owner has imposed whether it be design/build or fast track or more conventional construction, the "team" has to function and communicate effectively • Quality of Documentation • Competitive Fees
  • 29. What makes the Design Team successful as they negotiate the phases of a project? • Meeting with Tribal Leadership who can make decisions • Interview Elders for appropriate and correct use of symbols and design motifs f b l dd f • Understanding the needs of the Client and their Culture • All stakeholders have been identified, engaged, t k h ld h b id tifi d d and understand the project limits, risks and constraints • Design around function and operations then incorporate cultural aspects • Flexibility of Design Solutions • Personalities of Staff • Services and Timing of Document Delivery • Utilization of Local Suppliers • Create Conceptual Designs that can be p p g priced early
  • 30. What makes the Design Team successful as they negotiate the phases of a project? • Identify the decisions that have to be made, when they have to be made, and by whom • Success is determined by the project coming in on b d budget, on time and l k l k it was d looking like approved in drawings. • “In order to accomplish these ends, there has to be communication within the chain of command; there cannot be infighting among team members and there cannot be appeals to the owner that are not sanctioned by the chain of command.....in other words, you must work within the system (but that does not mean that you do not assert yourself within that system....that's your job).” • Multiple design options are presented for review • Budgets are set and adhered to • Schedules are set and adhered to • Quality standard is set and adhered to
  • 31. Top factors contributing to the successful selection of a Contractor? • Owner and Project Team have determined best contract method to execute for contractor based on project scope, cost and time: • I choosing a contractor, there needs to b In h h d be some preliminary judgments made. How much involvement does the owner want to have? When is the contemplated time frame for completion? Is the approach design/build, fast track or conventional? • Location of the contractor and current work load in comparison to the Community’s project duration • Experience in projects of similar scope and magnitude • Experience of core team members • Project Manager’s experience on similar project types • Familiarity with the area and subcontractors
  • 32. Top factors contributing to the successful selection of a Contractor? • Flexibility / Experience working with TERO • Record for on-time, on-budget performance • Capability to Fast Track project delivery p y p j y • Price structure: Fees and General Conditions • Ability to obtain competitive pricing • Flexibility to work with the Design Team y g • Problem solving, team approach • Demonstrated good working relations with all members of Design and Owner’s team • Record of dispute resolution: conflict resolution involving third parties, arbitration, litigation • Attit d t Attitude toward all t d ll team members b • Honesty
  • 33. Top factors contributing to contractor’s success during preconstruction and construction? • Community Relations • Communication with Owner and Design Team • Understanding the role Tribal entities will play in the project • Ability to provide accurate conceptual estimates on early d i submittals i l design b i l • Ability to provide useful Constructability reviews to assist the Design Team • Work towards Guaranteed Maximum Price with Design Team and Tribal Representatives • Strategic Cost Control / Value Enhancement • Pre-planning of Long Lead Procurement Items Pre planning • Realistic schedule expectations are established with critical path outlined
  • 34. Top factors contributing to contractor’s success during preconstruction and construction? • Limit the number and scope of changes that may negatively impact the schedule, cost, and quality of the project lit f th j t • Site Utilization Planning • Time-Line and Schedule Adherence • K Personnel: Key P l Project Manager, Estimators, Project Engineers and Superintendents • Timely location of available subcontractors and tribal workforce • Continual communication with tribal work force agency to ensure maximum utilization and satisfaction
  • 35. Top issues that contribute negatively to a project? • Lack of concern for Tribal desires and issues • Overbuilding: exceeding Performa, poor ROI, creating monuments • Inefficient design; a poor understanding of facilities operations • Inability of the Team to make timely, wise decisions d i i • Cost Overruns • Inattentive / Indecisive Ownership • Att Attempting to recover the schedule too late ti t th h d l t l t • Poor communication • Lack of Trust: creates a negative environment, • W th conditions Weather diti • Design Team / Contractor / Owner Adversity • Lack of Senior Management • L k of Timely Financing Lack f Ti l Fi i • Politics
  • 36. Top factors contributing to the overall success of a project’s development? • All project stakeholders understand and agree with project scope, risks and limitations during the preconstruction phase • Pl Plans and specifications, although not perfect, d f lh h f are detailed, COORDINATED, and meet quality and budget requirements • Timely field responses by the design team that resolve problems encountered without negative impact on schedule, budget or product. • Schedules are developed to be reasonably accomplished • Each Project Team member is empowered to execute the t k assigned t hi /h t th tasks i d to him/her • Guaranteed maximum price has been met • Coordination between Design Team and Contractor / Construction
  • 37. Top factors contributing to the overall success of a project’s development? • Strict Schedule Adherence – No Lost Time • Field supervision by the contractor to ensure a constructive work environment among the contractors and tradesmen d d • Owner receives a product that meets scope, costs and schedule and meets or exceeds quality requirements • The Project Team makes a fair and reasonable profit • Positive relationships were formed and future teams are eminent
  • 38. Top factors that contribute to the successful operation of a property? • Location, location, location! • Owner’s Staff Operations • Amenities • Marketing • Tribal and guest experience of the physical plant is overwhelmingly positive • Delivery of a product that the market wants • All elements of the property function as planned • Project is finished on time and on or under budget • Strong Management Team providing accurate input and decisions • Well-trained E l W ll t i d Employees • Efficiency of operations...bad management can make a good design fail
  • 39. Top factors that contribute to the successful operation of a property? • Strategic placement of operational components to maximize service and enhance brand image • Bl d of technology and manpower to Blending f h l d maximize guest satisfaction • Controlling entry sequence to allow for greeting of guests • A “Team” that Designs and Builds to the Owner’s Expectations and a Property that has returns that justify the size and magnitude of j y g the investment • Owner receives all warranty information with guarantee contact information prior to opening • The design and construction of the building systems are maintainable • Contractor has provided all required training and O&M manuals prior to occupancy
  • 40. Top factors that contribute to the successful operation of a property? • Building turnover is planned with the Owner, Contractor and Designer in a detailed pre- occupancy plan • Th success of a project is based primarily on The f b d l results. • What is my operating income compared to my capital costs (return on investment); is performance better of worse than predicted by the market study; • Did the project get completed on time? • On budget? • Does it look like the drawings? • What is the public response? • The owner's response? p • Is revenue above projections • Has it created stable / increased cash flow
  • 41. LESSONS LEARNED: SUCCESS? Trust Integrity Respect Knowledge Honesty Balance Sincerity y Community Relationship COMMUNICATION Understanding
  • 42. EDUCATION TELL ME AND I’LL FORGET, SHOW ME AND I MAY NOT REMEMBER INVOLVE ME AND I ‘LL UNDERSTAND
  • 43. SUCCESS FACTORS IN PROJECT DEVELOPMENT POLITICAL AND CULTURAL ISSUES IN PROJECT DEVELOPMENT: LESSONS LEARNED -KRISTINA L. ENNIS, RA PRINCIPAL, DIRECTOR NATIVE AMERICAN PROJECTS

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