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

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

24. LESSONS FROM THE FIELD
LEARNING FROM OUR PEERS

25. LESSONS FROM THE FIELD:
LEARNING FROM OUR PEERS
From a Political and Cultural Perspective…
What Does It Take To Make A
Project Successful?

26. 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?

27. 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

28. 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

29. 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.

30. 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

31. 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

32. 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

33. 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

34. 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

35. 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

36. 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

37. 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

38. 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

39. 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

40. 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

41. 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

42. 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

43. 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

44. LESSONS LEARNED:
SUCCESS?
Trust
Integrity Respect
Knowledge
Honesty
Balance Sincerity
y
Community
Relationship
COMMUNICATION
Understanding

45. EDUCATION
TELL ME AND I’LL FORGET,
SHOW ME AND I MAY NOT REMEMBER
INVOLVE ME AND I ‘LL UNDERSTAND

46. SUCCESS FACTORS IN PROJECT
DEVELOPMENT
POLITICAL AND CULTURAL ISSUES IN
PROJECT DEVELOPMENT: LESSONS LEARNED
-KRISTINA L. ENNIS, RA
PRINCIPAL, DIRECTOR NATIVE AMERICAN PROJECTS