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