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AMFP Colorado Town Hall VP Panel on Integrated Project Delivery

Integrated Project Delivery (IPD) is a collaborative project delivery method that has been gaining popularity in many industries, including healthcare. IPD brings together all project stakeholders, including the Owner, design team, contractors, and subcontractors, to work as a single team towards a shared goal. The goal is to create a project completed on time, within budget, and meeting the Owner's and stakeholders' needs while cultivating a team culture.

During the recent AMFP Colorado Town Hall VP Panel hosted at Elements, several experts shared their insights and experiences with IPD in healthcare construction, moderated by Justin Franklin, Director, Cumming Corporation.

 white background whiteboard wall with inserted computer screens, four people sitting in office roller chairs in a panel row, to right is sign AMFP Colorado Advancing the future of the healthcare built environment,
From left: Justin Franklin, Meredith Wardell, Bruce Fong, Dan Coxall,

Meredith Wardwell, Enterprise Director of Construction and Operations at Centura Health, shared the importance of being transparent and proactive with project updates. She emphasized the phrase "Bad news early is good news," meaning addressing problems early on is better than letting them fester and grow. This approach helps address small issues before they become big ones, building trust among team members and ensuring everyone is working towards the same goal.

Bruce Fong, Senior Director of Strategic Projects at Intermountain Health, emphasized the importance of the Owner's role in IPD. He compared the Owner to a head coach and recommended hiring an IPD psychologist and facilitators to ensure the project's success. Intermountain hires Lean-IPD preconstruction and construction firms to facilitate the team. Additionally, he suggested the book "Speed of Trust" by Stephen Covey to help guide how to build trust among team members.

Dan Coxall, Vice President of Support Services at Children's Hospital Colorado, discussed how IPD allows the team to move from a transactional to a relationship-based approach. Although the front-loaded costs are an investment by the Owner, the cost savings realized by the end of the project are significant. He provided an example of a project he worked on in Washington that the team delivered 12 months early, the healthcare system and community benefitted through providing care earlier, and the project team realized not only the financial rewards but also the reward of a job well done.

All panelists emphasized the importance of culture in IPD and bringing everyone to the table so their voices can be heard and leveraged for better outcomes. The Big Room meetings allow all team members to contribute their expertise and perspectives to solve complex issues collaboratively and address project and culture targets or issues. These sessions foster open communication, trust, and collaboration among all project team members. By leveraging the strengths and expertise of each team member, healthcare organizations can improve project outcomes and ultimately enhance patient care. IPD allows the team to create a project that meets the Owner's and stakeholders' needs while delivering cost savings, realizing contractual rewards, and enhancing the overall project experience.

The event also allowed for some networking time between the attendees and panelists.

Group of people networking post-panel discussion


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