Current and potential designers, contractors, construction and project managers, and concessions operators

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2 INTENDED AUDIENCE SFO employees Current and potential designers, contractors, construction and project managers, and concessions operators All other stakeholders in the outcomes of SFO s design and construction activities Anyone interested in learning about SFO s process for Exceptional Project Delivery

3 THE PURPOSE OF THIS DOCUMENT Over the past several years, the San Fransisco International Airport (SFO) has developed a unique approach to design and construction projects the Exceptional Project Delivery paradigm. Airport management and staff have embraced this collaborative approach which emphasizes cooperation and focuses on establishing an atmosphere of trust and support among the Airport and its partners and stakeholders. This document does not establish a rigid set of guidelines nor a set of prescriptive instructions. It is intended to be informative and aspirational and aims to energize and inspire everyone who wishes to work with SFO as the Airport strives to achieve its goal of an Exceptional Project Outcome.

4 TABLE OF CONTENTS 5 Delivering Exceptional Project Outcomes 6 A Formula for Exceptional Results 8 SFO Guiding Principles 9 The Journey is Our Destination 10 On the Wings of Efficiency and Delight 12 SFO Partners, Stakeholders, Designers, and Builders 13 The Exceptional Project Delivery Paradigm 14 Flying on Two Wings and Plan 15 A Vehicle for a Successful Flight 15 SFO Project Delivery Paradigm 18 What is Structured Collaborative Partnering? 19 Proof in Practice 21 Structured Collaborative Partnering Team 23 Structured Collaborative Partnering Workshops 27 What is Stakeholder Engagement? 29 Stakeholder Roles and Responsibilities 31 Project Phase Meetings 37 Proof of Concept

5 39 The Principles of REACH 41 Travel Modes and Passenger Typologies 42 SFO Value System 43 Journey Moments 47 The Promise of Sustainability 49 Guiding Principles of Sustainability 50 Key Goals 51 Triple Bottom Line

6 OUTCOME - Exceptional Project Delivery PROCESS - Stakeholder Engagement Process - Structured Collaborative Partnering PRINCIPLES - Principles of REACH - Sustainability Planning, Design & Construction Guidelines VISION + GOALS - SFO Strategic Plan Reaching for #1 5

7 Delivering Exceptional Project Outcomes A Formula for Exceptional Results The Flight Plan Every great accomplishment starts with a great plan. The recent Airport publications the SFO Strategic Plan (Strategic Plan) and The Principles of REACH: Revenue Enhancement and Customer Hospitality, and the Sustainability Planning, Design and Construction Guidelines describe the steps SFO will take to become one of the world s top-ranked airports. This document, Delivering Exceptional Projects, summarizes the key principles articulated in the Strategic Plan, REACH, and Sustainability publications, but we urge interested parties to familiarize themselves with the original comprehensive publications since all Airport development will be guided by these ideas. The Flight How do we get there? SFO has developed a method for Exceptional Project Delivery that guides the way we and our partners approach planning, design, and execution for our projects. The working methodology of the Structured Collaborative Partnering and Stakeholder Engagement Process provides the vehicle for our journey. The Destination Already regarded as an exemplary airport, SFO intends to become the world s top customer-ranked airport and a model for airports around the world. Our plans and methods are designed to lead to a measurable result an Exceptional Project Outcome. THE FORMULA 6

8 SELECT THE BEST FIRMS FOR THE PROJECTS USING A QUALIFICATION BASED SELECTION OF A DESIGN/BUILDER INTEGRATE AS ONE TEAM TO DELIVER PROJECTS THROUGH A STAKEHOLDER ENGAGEMENT PROCESS WORK COLLABORATIVELY TOGETHER AS A TEAM THROUGH A STRUCTURED COLLABORATIVE PARTNERING PROGRAM 7

9 SFO Guiding Principles SFO has developed a long-term strategy to become the world s top-ranked airport. Recent Airport publications paint a detailed picture of what SFO plans to do to achieve this goal. STRATEGIC PLAN The SFO Strategic Plan publication defines the Airport s overall mission, vision, and objectives. The eight strategic focus areas, 29 key objectives, and the 128 strategic initiatives detailed in the Plan constitute the Airport s development agenda for the coming years. STRUCTURED COLLABORATIVE PARTNERING Structured Collaborative Partnering (SCP) occurs when two or more organizations work together to create an integrated, high performing Project Team that: Commits to teamwork, communication, trust, transparency, respect, and fairness. Creates a collaborative environment where specific goals and objectives, achieved through a spirit of cooperation and goodwill, result in Exceptional Project Outcomes. STAKEHOLDER ENGAGEMENT The Stakeholder Engagement concept is central to the Exceptional Project Delivery paradigm. Where Structured Collaborative Partnering is the mechanism for fostering cooperation among all project participants, Stakeholder Engagement integrates the participants into a collaborative unit that incorporates all stakeholders as essential parts of the project team. The Stakeholder Engagement Process provides a framework for increased stakeholder participation and integration within the project. Stakeholder Engagement creates a shared leadership structure to deliver Exceptional Project Outcomes. PRINCIPLES OF REACH The Principles of REACH Revenue Enhancement and Customer Hospitality define both the elements of the guest experience and the airport value system that inform every project at SFO. Every decision e.g., spatial design, choice of materials and lighting, placement of concessions and amenities, etc. must strive to balance the principles of REACH. This document provides a general summary of the REACH concept. For complete details, refer to The Principles of REACH located at www. flysfo.com/reach. SUSTAINABILITY One of the key values of the REACH guidelines and a central driver behind every decision made at SFO lies in developing an airport facility and operation that honors the principle of environmental, social, and financial sustainability. SFO s Sustainability Planning, Design, and Construction Guidelines: Delivering Healthy, High Performing, and Resilient Facilities publication explains the Airport s overall approach to this critical issue. Our aim is to achieve sustainability and resiliency by establishing industry-leading goals in the areas of social inclusion, environmental stewardship, and economic responsibility, while using the Exceptional Project Delivery paradigm to ensure that every project meets or exceeds these goals. For complete details, refer to 9THE FORMULA 8

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11 The Journey is our Destination On the Wings of Efficiency and Delight In years gone by, air travel was an adventure that mixed the thrilling novelty of soaring miles above the earth with an elegance in service that made every passenger feel special. But the budget constraints and cutbacks of recent years, coupled with the necessary and often frustrating increase in airport security, makes that essence of adventure difficult to recall. Within this environment, SFO stands ready to reclaim the joy of air travel by refreshing the sense of excitement, improving the airport journey, and increasing customer hospitality. Advances in technology and design, coupled with the art of hospitality, offer opportunities to reclaim the lost glamor in a context of greater efficiency and safety. SFO serves millions of people from around the world every year, providing the perfect opportunity to connect travelers to the rich heritage and cultural diversity of San Francisco and the Bay Area. We are committed to providing a delightful experience for every one of these travelers and are keenly aware of our responsibility to provide services and amenities that meet the diverse expectations of our global clientele. To help us meet these exceptional commitments, SFO has developed key project goals & values within a Project Delivery paradigm that emphasizes a collaborative effort among stakeholders and an integrated project team. By establishing a non-confrontational framework in which the success of every partner relies upon the equivalent success of the other partners, SFO has created a paradigm in which competing interests can negotiate successful solutions that improve the entire project. THE JOURNEY 10

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13 SFO Partners, Stakeholders, Designers, and Builders Project teams will consist of different types of participants. It is important to recognize this distinction to understand this document. PARTNER refers to the parties to a project who are external to the Airport, plus members of the Airport Design and Project Management Team. This includes builders and designers, contractors and subcontractors, Airport designers, and project managers. STAKEHOLDER refers to all personnel connected to a project who are not employed to specifically deliver the project. Stakeholders include but are not limited to: airline repre- sentatives, vendors and concession operators, regulatory agencies, airport system owners, and airport management staff. DESIGN/BUILDER refers to the integrated design and construction team used to deliver projects at SFO. Typical delivery methods used by SFO include Design-Bid-Build, Construction Manager/General Contractor (CM/GC), and Design/ Build, however other delivery methods may also apply. In this document, the terms Design/Build and Design/ Builder describe Designers and Contractors across all project delivery methods, regardless of the method selected. REACHING FOR #1 SFO s aim is Reaching For #1, a mission to create an exceptional airport in service to our communities. SFO is committed to providing world-class facilities and services which meet or exceed our expectations to become: The #1 customer-ranked airport in the world One of the best Bay Area employers One of the world s most sustainable airports THE JOURNEY 12

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15 The Exceptional Project Delivery Paradigm Flying On Two Wings and a Plan SFO s stated vision is Reaching for #1, with a mission to provide an exceptional airport in service to our communities. The Airport is committed to delivering world-class facilities with Exceptional Project Outcomes that meet and exceed expectations. The plan to reach the Exceptional Project Outcome destination aligns with the specific values, goals, and outcomes detailed in The Strategic Plan, The Principles of REACH, and the Sustainability Planning, Design and Construction Guidelines. With the destination established, the Airport zeroed in on a critical question: what process will provide the greatest probability of Exceptional Project Outcome? Our answer: Structured Collaborative Partnering (SCP) and the Stakeholder Engagement Process (SEP), which together form the foundation of SFO s Exceptional Project Delivery paradigm. The two wings on an airplane provide stability, balance, and lift. The two wings of the SFO project paradigm serve a similar aim to provide balance between parties with different agendas to achieve an Exceptional Project Outcome. THE JOURNEY PARADIGM 14

16 A Vehicle for a Successful Flight SFO has adopted an Exceptional Project Delivery paradigm that will govern the day-to-day organization and interaction of project teams working at SFO. All project participants are expected to understand and implement the elements of the paradigm wherever possible. WHAT MAKES AN EXCEPTIONAL PROJECT TEAM? SFO has adopted a qualification based selection process to ensure that our project teams include the talent and resources required to deliver exceptional outcomes. Likewise, personnel from within Airport operations will be assigned to project teams based on demonstrated expertise and ownership. Project Team members include Airport staff and Airport stakeholders, project management staff, and Airport partners such as the Design/Builder. The team may also include a wide array of sub-consultants, specialists, subcontractors, suppliers, and installers. Each of these members will demonstrate specific talents and skills but it is the way they work together that determines whether they produce exceptional results. That s where SCP and SEP come in. BASIC, SIMPLE, AND VERY CHALLENGING It takes discipline and perseverance to keep the principles of fairness and the best interest of the project in mind, especially in the middle of any conflict. The Project Delivery paradigm is not a magic, and participants can expect to work through difficult questions and differences of opinion that demand hard work to resolve. But excellence is the result of an exceptional group of people working hard in an atmosphere of good will and structured cooperation. The SFO Project Delivery Paradigm The Airport has a clear vision of where it wants to go and what it has to do to earn the world's top customer ranking. We also have a Project Delivery paradigm in place that will take us there. As we pursue our long term goals, SFO s work with planners, designers, contractors, and vendors all partners joining the Airport in the pursuit of excellence will be characterized by this collaborative and cooperative model. STRUCTURED COLLABORATIVE PARTNERING SCP is the core of the Airport s Project Delivery paradigm. Structured partnering provides a trusted leadership framework that supports an integrated, high-performing team. The Project Team, comprised of two or more organizations with specific project responsibilities, is guided by two core values: A promise to embrace teamwork, communication, trust, transparency, respect, and fairness. A promise to establish a collaborative environment that sets goals and objectives resulting in Exceptional Project Outcomes. The purpose of SCP is to cultivate solid working relationships before problems and issues arise. By redefining the expectations around how all parties are to work together, structured collaboration can minimize such negative consequences as financial losses, damaged relationships, and unresolved claims. A "zero sum" perspective undermines the spirit of collaboration. Therefore, participants are expected to engage challenges in the spirit of what is best for everyone involved, with the end result in mind an Exceptional Project Outcome. Every member of the Project Team is responsible for examining the relationship of issues to the overall project vision. Structured Collaborative Partnering has been at the core of project success here at the Airport. Any party wishing to work with the Airport will be expected to understand and honor the principle of structured collaboration. A more complete description of the concept appears on page 19 of this document. 15 SAN FRANCISCO INTERNATIONAL AIRPORT

17 STAKEHOLDER ENGAGEMENT PROCESS The Stakeholder Engagement Process (SEP) is the vehicle we use to integrate the relevant internal Airport parties to: develop the project program; review design documents; resolve issues during construction; develop and test the project program through activation; and ultimately closeout the project. Projects at SFO will consist of multiple SEP teams and groups. These teams will be arranged to address specific aspects of a project (e.g. design vision, code compliance, building systems, etc.) and will bring together each stakeholder affected by the project. Teams and groups may come together for a short period of time to address specific challenges or remain intact for the entire project. The idea is to provide a framework that is flexible enough to adapt to the issues present in various phases, while ensuring that the overall project vision is realized. A complete description of the SEP approach and its relationship to structured collaboration appears on page 32. Construction Outcomes * Safety Incidents * Operational Impacts * Profitable Outcome for All * Non-Conformance Work * Disputes/Claims Business Participation Outcomes * LBE Participation Goals * DBE Participation Goals * Local Hire Goals * New Hire Goals * Create Jobs Design Outcomes * Passenger Experience * End User Satisfaction * Creative Solutions * Innovative Solutions * Project Recognition Awards Economic Outcomes * Exceed Revenue * Reduce O&M Cost * Local Economy Improvement * Increased Competition * Minimize Impact on CPE MEASURABLE PROJECT OUTCOMES Sustainability Outcomes * Social Inclusion * Environmental Stewardship * Economic Responsibility * Maximize Performance * Optimize Operations Project Management Outcomes * Budget Performance * Schedule Performance * Activation Startup Goals * Partnering Goals * Have Fun THE JOURNEY THE PARADIGM 16

18 17 THE PROJECT PARADIGM HELPS PEOPLE SEE THE BIG PICTURE AND UNDERSTAND HOW DESIGN INTER- ACTS WITH EACH PARTNER S AREA OF CONCERN. IT HELPS BUILD EMPATHY AMONG THE TEAM AS THE COMPLEXITY OF THE PROJECT AND ITS IMPACTS ON EACH PARTNER BECOMES CLEAR. - Melissa Mizell, Design Director, Gensler

19 What is Structured Collaborative Partnering? Structured Collaborative Partnering occurs when two or more organizations work together to create an integrated, high performing Project Team that: Commits to teamwork, communication, trust, transparency, respect, and fairness. Creates a collaborative environment where specific goals and objectives, arrived at in a spirit of cooperation and goodwill, result in Exceptional Project Outcomes. PURPOSE AND BENEFIT OF PARTNERING Productivity in the design and construction industry has come under scrutiny and criticism over the past forty years. Construction projects across the nation incur extra costs in the tens of billions of dollars annually. These unnecessary expenses revolve around claims avoidance, claims documentation, legal costs for claims, potential claims that go unresolved, long project delays due to unresolved project issues, and other activities that contribute nothing to the success of the project itself. This represents squandered resources that could have been used to optimize project outcomes relative to scope, time, and schedule. Beyond the quantifiable monetary and time costs, the greater damage emerges in the bad attitudes and poor working interactions created by adversarial relationships among stakeholders, project/construction managers, designers, and builders. Adversarial relationships between parties lead to poor communication and a breakdown of trust and cooperation, and ultimately result in lost productivity. When these problems go unaddressed, project teams are unlikely to realize the exceptional outcome that everyone wants to achieve. The purpose of SCP is to minimize the negative consequences financial loss, damaged relationships, and unresolved claims by replacing antagonistic relationships with a cooperative, high performing team model. Structured Collaborative Partnering redefines the dynamics and expectations around how all parties are expected to work together. Under this model, we establish Project Teams before planning and design begin well in advance of potential problems and issue conflicts. By working together from the outset, SFO Project Teams develop solid working relationships and prepare for the challenge of resolving project issues through a productive and collaborative approach. In practice, selected members of the Project Team may be responsible for identifying and resolving a problem before it grows to encompass other project partners. Resolution occurs among those closest to a problem and prevents issues from metastasizing into a project-threatening crises. THE PARADIGM 18

20 Proof in Practice STRUCTURED COLLABORATIVE PARTNERING HAS PROVEN ITS VALUE THROUGH DOCU- MENTED PROJECT SUCCESSES AT THE AIRPORT AND WILL CONTINUE TO BE THE GOVERN- ING PARADIGM THAT GUIDES OUR PROJECT TEAMS AND DELIVERS EXCEPTIONAL PROJ- ECT OUTCOMES. SFO CORE VALUES SFO CORE VALUES IN ACTION Encourage Trust Safety and security is our first priority We are one team We treat everyone with respect We communicate fully and help each other We strive to be the best We are innovative We are open to new ideas We are committed to SFO being a great place to work for all employees We are all responsible for the Airport s success The Airport strives to have all employees conduct themselves in accordance with its Core Values, and encourages the same philosophy for our partner and stakeholder organizations. Each individual project team member has the responsibility to be fair and act in good faith while seeking resolution to project problems and issues. Because of the environment of trust and the willingness of individual project team members to solve other parties problems, innovative and effective solutions become more likely. Principles of fairness and transparency help maintain clear direction and open dialogue to increase the chance of resolving even the most complex problems. Meet Goals Common Goals We take pride in SFO and in our accomplishments 1Encourage Trust 3 4 Identify and Resolve Problems Establish Common Goals Team leaders and members will encourage and expect trust among themselves. 2 Communicate Openly All team members will engage in open and transparent communication. Team leaders and members will identify and resolve problems and issues at the lowest responsible level to reduce significant impacts on project budget, schedule, and quality. Invoking issue resolution at the lowest responsible level results in a more effective allocation of time and money resources and supports the overall team in achieving an Exceptional Project Outcome. All project members identify common goals for an integrated, high performing team while maintaining awareness of and respect for each other s individual goals and values. 19 SAN FRANCISCO INTERNATIONAL AIRPORT

21 THE PERSONALITY OF THE PARTNERING CULTURE Communicate Transparently The team structure creates a culture that fosters solid working relationships for the challenges ahead. The development of this culture permits Structured Collaborative Partnering to become the self-directed and naturally self-sustaining process that constitutes the typical culture of projects at SFO. Collaborate Resolve Problems Identify Risks Here are some of the key results of SFO s Structured Collaborative Partnering projects: Timely resolution of issues Projects delivered on time and within budget Satisfied end users and stakeholders Increased sustainability accomplishments Safer projects Reduced delays Overall lower project costs Higher reported levels of Project Team satisfaction Collaborate Identify Risks Develop Goals By actively seeking input from all interested stakeholders, the Project Team will develop collaborative solutions that respect the needs of everyone involved. This fosters cooperation and improves the productivity of the Project Team members who are encouraged to pursue creativity and innovation. Team leaders and members understand that it is everyone s responsibility to identify project risks early, share these concerns with all relevant team members, and develop mitigation measures that manage the risk to the satisfaction of all involved. Project goals are jointly developed and subsequently evaluated by all Project Team members to ensure goals are met. COLLABORATIVE PARTNERING EXCEPTIONAL OUTCOMES THE PARADIGM 20

22 Structured Collaborative Partnering Team THE AIRPORT IS RESPONSIBLE FOR THE VISION OF THE PROJECT AND FOR SETTING THE EXPECTATIONS FOR STRUCTURED COLLABORATIVE PARTNERING. THE STRUCTURED COLLABORATIVE PARTNERING PROCESS REQUIRES COMMITMENT AND SUPPORT FROM THE SENIOR LEVELS OF THE AIRPORT AND ALL PARTNERS. EACH PROJECT TEAM MEMBER ACTIVELY PARTICIPATES IN THE PROCESS. PARTNERSHIPS EXECUTIVE COMMITTEE EXECUTIVE COMMITTEE CORE TEAM AIRPORT The Executive Committee consists of the executive-level leaders and Senior Managers of the Airport, Construction Manager, Contractor, and Designer. This group sets program/project goals and objectives, provides direction, addresses high-level issues, and resolves conflicts, as required. Critically, this group is responsible for ensuring that all participants apply Structured Collaborative Partnering practices. CORE TEAM EXECUTIVE LEADERS AND SENIOR MANAGEMENT OF AIRPORT, CONSTRUCTION MANAGERS, DESIGN TEAM AND BUILDERS BUILDER TENANTS MAINTENANCE REGULATORY AGENCIES OPERATIONS STAKEHOLDERS ITT END USERS PROJECT MANAGERS I CONSTRUCTION MANAGERS I ALO SUBCONTRACTORS I SUPPLIERS I INSTALLERS EXCEPTIONAL PROJECT OUTCOME BUILDING DEPARTMENT SUBCONSULTANTS I TECHNICAL SPECIALISTS FINANCE DESIGNER The Core Team includes Airport, Designer, and Builder leaders responsible for the management, implementation, and execution of the project. Typically, this team will include all parties involved with project delivery, including but not limited to the Project/ Construction Managers and their subconsultant(s), the Designer and subconsultant(s), the Contractor and subcontractor(s), and other key stakeholders (e.g. Government agencies, airline representatives, tenants, concessionaires, third parties, etc.). The Core Team consists of managers and key personnel of the Project Management, Construction Management, and the Design/Build teams. The Executive Committee may be invited to Core Team meetings. Dependent upon the progress of certain scopes of work, key subcontractor/ subconsultant personnel will be included. Meets as frequently as required (no less than quarterly) to 21 SAN FRANCISCO INTERNATIONAL AIRPORT

23 ensure that the project team is honoring the SCP principles of transparency, teamwork, and accountability. Participates in discovery of issues and ensures timely decision making and issue resolution. STAKEHOLDERS A stakeholder is any person or entity that: i) has a stake in the outcome of the project; ii) is not employed to specifically deliver the project; and iii) is not part of the Airport s project management staff. Examples include end users, neighbors, vendors, special interest groups, facility maintenance personnel/vendors, project funders, and those who own one or more of the systems. This group could include Airport personnel (other than Project Management staff), airline representatives, retail and concession tenants, TSA, FAA, Fire, Police, etc. Stakeholders have the following responsibilities: COLLABORATION CREATES OPPORTUNITIES THAT COERCION AND CONFRONTATION WOULD NEVER REVEAL. PARTNERING DOES NOT MAKE DEMANDS IT ELICITS PROMIS- ES AND COMMITMENTS AMONG THE PARTNERS. - Geoff Neumayr, Deputy Airport Director, SFO Meeting frequently (no less than quarterly) the Core Team is required to ensure all stakeholders are properly engaged, requirements are being met, and that issues are being resolved. Contributing to the discovery of issues and ensuring timely decision-making and issue resolution. Participating in SEP efforts to deliver specific technical requirements, and participating in the Structured Collaborative Partnering workshops. THE PARADIGM 22

24 Structured Collaborative Partnering Workshops THERE ARE MANY ELEMENTS THAT MAKE UP STRUCTURED COLLABORATIVE PARTNERING WORKSHOPS. THE PLANNING, KICKO, AND CLOSEOUT MEETINGS ARE ONE-TIME EVENTS, WHILE THE REMAINDER OF THE MEET- INGS RECUR THROUGHOUT THE PROJECT. THE FREQUENCY OF THESE WORKSHOPS IS ESTABLISHED AND OUT- LINED IN THE PROJECT SPECIFICATION. PLANNING WORKSHOP The Planning Workshop occurs prior to all other meetings, and establishes the vision and goals for the programming phase. This Workshop should result in a complete Structured Collaborative Partnering plan. The Project team should involve in this workshop as many stakeholders as possible. Typically, the Design Builder/Contractor is not involved at this phase. The Airport leads this effort. The goals for this workshop are to: Develop goals for the initial visioning of the project. Develop goals for the pre-programming phase of the project. Develop a Structured Collaborative Partnering Plan. KICKO WORKSHOP The Kickoff Workshop is the official beginning of a project for many partners and stakeholders. (For example, the Designer/Builder will be on board at this point.) This workshop should define the Structured Collaborative Partnering commitments and begin to establish a cohesive Project Team. The Project Team will create its Structured Collaborative Partnering Charter at this meeting. This workshop will identify key project issues facing the Project Team, develop risk management strategies, and make commitments to manage the risk and solve problems as they arise. The SCP charter is in effect the promise and the commitment of all participants participants that the Project Team will solve problems collaboratively and seek optimal solutions that meet the needs of the entire project, rather than those of any single constituent entity. The Kickoff Workshop should: Develop a Structured Collaborative Partnering Charter jj jj jj jj Draft a Vision Statement Establish Core Project Goals Establish Project Specific Goals Identify and Document Exceptional Project Outcome (EPO) Goals Establish Issue Resolution Plan jj jj Identify Key Risks/Issues Develop Risk Mitigation Strategies Develop an SCP Maintenance Plan 23 SAN FRANCISCO INTERNATIONAL AIRPORT

25 ONGOING WORKSHOPS Ongoing Workshop sessions recur throughout the project to evaluate and realign team progress toward an Exceptional Project Outcome. Ongoing workshops include Executive Committee Workshops, Core Team Workshops, and Stakeholder Workshops. Review core project goals status. Review status of specific Project Goals status. Review Exceptional Project Outcome (EPO) goals. Review current Monthly Project Scorecard. THE WORKSHOP FACILITATOR All Structured Collaborative Partnering workshops will be facilitated by a EXECUTIVE COMMITTEE WORKSHOPS Highlight new key risk/issues that have been identified. trained SCP Facilitator. The purpose of the monthly Executive Committee Workshop is to ensure the project is on course. This group meets in advance of all Core and Stakeholder workshops. The Executive Committee will review the current Monthly Project Scorecard, identify and resolve high level project issues, and provide aligned direction to the Core team prior to the Core and Stakeholder workshops. CORE TEAM WORKSHOPS The purpose of the Core Team workshop is to review all project goals, check in on project status, and listen closely to other team members to identify any issues that may impair progress toward the timely achievement of the project goals. These workshops are held on a monthly basis. STAKEHOLDER WORKSHOPS The Stakeholder Workshop is similar in structure to the Core Team Workshop. However, in this case, the objective is to listen to the Stakeholders and any issues they identify that might hinder achievement of project goals. Stakeholder Workshops will be held once per quarter in place of one of that quarter's monthly Core Workshops, with all three Project Team levels in attendance. Stakeholder Workshops will: Develop risk mitigation measures to address the issues. CLOSEOUT WORKSHOP During the Closeout Workshop, the team will focus on ensuring that the project closeout process goes smoothly. This is an opportunity for reviewing lessons learned to help future projects run more smoothly. Before the Closeout Workshop, project leaders will prepare a Final Project Scorecard (similar to the Monthly Project Scorecard) to share with the Project Team. The Final Project Scorecard measures the Project Team s performance regarding the Core, Project, and EPO goals. The Executive Committee will receive a briefing on the results of the Final Project Scorecard before the Closeout Workshop and will present the results to the entire Project Team at the workshop. The Project Team will be encouraged to lead a deliberative, candid discussion on the results of the project delivery and project successes, challenges, and lessons learned. MONTHLY PROJECT SCORECARD Project leaders will use the Monthly Project Scorecard to identify and track the resolution of any project issues or relationship breakdowns. Resolution of all issues should be in the form of commitments and noted as key issues. This scorecard is central to the activity of these workshops. THE PARADIGM 24

26 STAKEHOLDERS ARE THE OWNERS AND OPERATORS OF THE FACILITIES AND SYSTEMS, THEREFORE THEIR INPUT IS VITAL IN DELIVERING EXCEPTIONAL PROJECTS. STAKEHOLDER ENGAGEMENT PROVIDES AN OPEN FORUM FOR STAKEHOLDERS TO HAVE THEIR VOICE OR OPINIONS HEARD IN A NONTHREATENING WAY. - Reuben Halili, Program Director, SFO 25

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28 What is Stakeholder Engagement? TThe Stakeholder Engagement concept is central to the Exceptional Project Delivery paradigm on all Airport capital projects. Where Structured Collaborative Partnering (SCP) is the mechanism for fostering cooperation among all project participants, Stakeholder Engagement integrates the participants into a collaborative unit, which includes stakeholders as an integral part of the project team. The Stakeholder Engagement Process provides a framework for increased stakeholder participation and integration into the project. Stakeholder Engagement creates the shared leadership structure of internal Airport resources that is critical to delivering an Exceptional Project Outcome (EPO). Because the primary focus is the best interest of the project relative to the Airport s long term goals, team members individual interests are also satisfied because their successes are integral to these goals. This focus on collaborative success builds upon itself to promote even greater creativity and innovation because parties that may have felt themselves in conflict with one another now find the common ground that supports group success. Stakeholder Engagement facilitates EPO by creating a team-based environment where a common understanding of project objectives and requirements combines with shared knowledge and ideas. The SEP may focus on a general subject area (e.g., plumbing or electrical) or on a more granular issue that requires resolution. An SEP Team may remain active throughout an entire project, or it may dissolve once its focus issue has been properly addressed. In either case, membership in the SEP Team will be based upon subject matter expertise and/or the relevance of an issue to specific partner organizations. CONSTRUCTION MANAGER OICE ENGINEER SCHEDULER SEP GROUP 1 Design Vision SEP GROUP 2 Code Compliance SEP GROUP 3 Construction Planning SEP GROUP 4 Building Systems GROUP 1 LEADER Design Vision GROUP 2 LEADER Code Compliance GROUP 3 LEADER Construction Planning GROUP 4 LEADER Building Systems GROUP 1 SUBGROUPS 1.1 Architecture (Sustainability) 1.2 Art Enrichment 1.3 Programming/Space Planning 1.4 Passenger Experience/Amenities 1.5 Innovative Technology GROUP 2 SUBGROUPS 2.1 Life Safety Systems 2.2 Structural Systems 2.3 Sustainability 2.5 ADA/Code Requirements GROUP 3 SUBGROUPS 3.1 Civil, Apron, & Underground Utilities 3.2 Site Logistics 3.3 Roadways & Parking 3.4 Demolition & Hazmat 3.5 Curbside, Landside Logistics, & Operations 3.6 Airside Logistics & Operation GROUP 4 SUBGROUPS 4.1 Elevator, Escalators, & Moving Walks 4.2 Doors, Hardware, & Keying 4.3 Mechanical Systems 4.4 Electrical & Lighting 27 SAN FRANCISCO INTERNATIONAL AIRPORT

29 DEPUTY DIRECTOR MEETING FACE TO FACE WITH THE OTHER PARTNERS AND STAKEHOLDERS GIVES THE PROJECT A HUMAN DIMENSION THAT HELPS BUILD EMPATHY AND REVEALS WAYS TO REACH COMMON GROUND. Judi Mosqueda, Program Director, SFO PROJECT MANAGER COST ENGINEER SEP MANAGER RESIDENT ENGINEER DOCUMENT CONTROLS FIELD ENGINEER SEP GROUP 5 Special Systems SEP GROUP 6 Airport Operations SEP GROUP 7 Airline Operations SEP GROUP 8 Tenant Coordination GROUP 5 LEADER Special Systems GROUP 6 LEADER Airport Operations GROUP 7 LEADER Airline Operations GROUP 8 LEADER Tenant Coordination GROUP 5 SUBGROUPS 5.1 Terminal Management Systems 5.2 ITT Systems 5.3 Security Systems GROUP 6 SUBGROUPS 6.1 Graphic & Signage 6.2 Furniture & Millwork 6.3 Restroom, Janitorial, & Window Washing 6.4 Marketing, Ceremonies, & Public Relations 6.5 Security Checkpoint GROUP 7 SUBGROUPS 7.1 Baggage Handling System 7.2 Aircraft Systems 7.3 Airline Operation GROUP 8 SUBGROUPS 8.1 Existing Tenants: Revenue & Agency 8.2 Tenant Relocations 8.3 Concessions THE PARADIGM 28

30 Stakeholder Roles and Responsibilities The roles and responsibilities of the Stakeholder Engagement Process appear below. Note that staffing for these roles is scalable based on the size of the project. Team members may assume multiple SEP roles (e.g., an SEP Group Leader may also be the SEP Manager) or lead multiple SEP Teams (e.g., the SEP Group Leader for Mechanical, Electrical, and Plumbing may be the same person). The SEP Manager may combine positions based upon the size and scope of the project. SEP TEAM The SEP Team is an integration of stakeholders and partners. The SEP Team provides the project owner with insight into the issues and resolution of the work of the SEP Group Leader and the SEP Manager. SEP MANAGER The SEP Manager is responsible for managing the overall SEP process through all phases of a project. The SEP Manager assists in implementation of SEP activities, including the assigning of SEP Group Leaders, monitoring the progress of Group Leaders and Groups, and most importantly, ensuring that stakeholder input is recognized by the partners. A design background is strongly encouraged when choosing an SEP Manager. SEP GROUP An SEP Group is an assembly of stakeholders with a common focus and mission to provide input through all phases of project development. The SEP Group enables more efficient information sharing and issue resolution. The Group also plays an important role in resolving budget, schedule, and technical issues. It is critical for each Group to understand and align their goals, communicate in an ongoing manner, and fully participate in the process from providing input, to reviewing designs, to making decisions. The SEP Group is led by a SEP Group Leader. SEP GROUP LEADER The SEP Group Leader is a partner responsible for managing a group of related, project-specific SEP Subgroups. The SEP Group Leader is responsible for: Assembling, reviewing, modifying, and validating SEP Design Narrative standards and criteria for the SEP Subgroup area of focus. Preparing, reviewing, approving and distributing meeting minutes for a SEP Subgroup. Facilitating resolution of issues submitted to the SEP Group. Ensuring documents are reviewed by the SEP Group and Subgroups. Reporting findings to the SEP Owner. Collecting and disseminating information to the SEP Group and Subgroups. SEP SUBGROUP An SEP Group is a collection of Subgroups assembled by the SEP Manager. The SEP Subgroup has the knowledge and experience to define airport standards so it can quickly and precisely address issues, questions, or tasks that arise during any phase of program/project development. Each Subgroup is overseen by an SEP Owner, who is the technical lead of each Group. The number of SEP Subgroups on a project depends upon the scope of work. SEP Group 29 SAN FRANCISCO INTERNATIONAL AIRPORT

31 SEP OWNER SEP GROUP MEMBER The SEP Owner is the Airport representative responsible for managing the area, system, or operation that constitutes the focus of an SEP Subgroup. The SEP Owner also ensures the completeness and accuracy of the SEP Design Narratives, including: Approving SEP Design Narrative standards and criteria for the area of focus. Providing final decisions on SEP issues submitted to the SEP Group. A SEP Group Member is an Airport representative working with the area, system, or operation that constitutes the focus of the particular SEP Subgroup. These members are part of the larger group of stakeholders whose input is important for the project success. SEP Manager SEP Owner SEP Group Leader SEP Group Member SEP Subgroup THE PARADIGM 30

32 Stakeholder Engagement Process: Project Phase Meetings EACH PROJECT CONSISTS OF DISTINCT PHASES, EACH CHARACTERIZED BY SPECIFIC PROCESSES, GOALS AND OBJECTIVES,DELIVERABLES, AND MEETING TYPES. THIS SECTION EXPLAINS THESE ELEMENTS FOR THE FOLLOWING FIVE PROJECT PHASES: PROGRAMMING, DESIGN, CONSTRUCTION, ACTIVATION, AND CLOSE OUT. STAKEHOLDER ENGAGEMENT MEETING A forum to obtain essential stakeholder input in the Project Delivery process and to serve as preparation for facility or system start-up and activation. Stakeholder Engagement Groups establish programming and design requirements, clarify stakeholder concerns for designers and builders, and explore solutions to stakeholder desires or requirements. PROGRAMMING PHASE The Airport defines the programmatic requirements in the Pre-Programming Phase. Once the Design/Builder has been selected, the Programming Phase aims to vet and confirm the Project Program. The Programming Phase SEP Groups are responsible for clarifying the program and confirming expectations, cost, and schedule. In this phase, the Project Team joins the SEP Team. The Design/Builder s Design Manager facilitates the Stakeholder Engagement Process by connecting with project stakeholders and by guiding programming decisions. Participants review and expand upon the Project Definition Report (the programmatic requirements defined during Pre- Programming) to develop the Basis of Design, Conceptual Drawings, a Cost Model, and Proposed Schedule. Upon completion of this phase, the Design/Build Team will transition into the Design Phase, with the SEP Team's role shifting to design review. PROGRAMMING PHASE PROCESS The Airport Project Manager, SEP Manager, and SEP Owners work together to establish a list of necessary SEP Subgroups and members. The SEP Manager will use this information to form the Groups that will develop the Project Program and SEP Project Narrative. Some activities during this phase include: Data gathering and confirmation of Pre-programming Phase data. Quantitative and qualitative information about the function and use of the space. Needs assessment via observation and/or interviews. 31 SAN FRANCISCO INTERNATIONAL AIRPORT

33 Current and future space inventory. The SEP Manager assists the Design/Build Team by providing guidance on access to the preliminary information. The SEP Manager is responsible for scheduling all SEP meetings and coordinating with the Design/Builder as necessary to complete the Programming Phase. There is no set limit to the number of Stakeholder Engagement meetings during the Programming Phase, though it is important to consider the impact on participants schedules. The Design Phase cannot begin until Programming is complete and there is full agreement on scope, schedule, and cost model. PROGRAMMING PHASE MEETINGS The SEP Manager convenes the Programming Phase Meeting upon the conclusion of the Preprogramming Phase and the selection of a Design/Builder. The SEP Manager conducts an initial meeting with the Group Leaders and the Design/Builder to review objectives, goals, and expected outcomes for the Programming Phase and to present a tentative meeting schedule and agenda topics. The SEP Manager is responsible for recording and distributing meeting minutes for each meeting, and for other resources necessary to support the meetings. Programming Phase meetings and related activities will cover the following: Identify Project Goals and Objectives: At this point, the Design/Builder team joins the collaborative team to facilitate the discussion, gather data, and identify with clarity the Project Goals and Objectives. The primary task of the stakeholders during the Stakeholder Engagement Programming phase is to validate the Project Goals and Objectives. SEP Groups should begin to acquire the information necessary to validate and refine the Project Program, including (but not limited to): jj jj jj jj jj jj Project-specific information. Quantitative and qualitative requirements. Strategies to address program needs. Validation of cost model. Schedule confirmation. Determination of how future space will be used. The SEP Manager, with the assistance of the SEP Group Leaders, guides the development of the SEP Project Narrative for each of the Teams. The SEP Manager will provide all pertinent information, standards, and criteria, including a topic-specific agenda, for each meeting. The SEP Manager will record the proceedings and distribute meeting minutes after each meeting. Prepare the SEP Project Narrative: The SEP Group Leader prepares the SEP Project Narrative for review and acceptance by the SEP Owner. The Project Narrative contains: jj jj jj Minimum performance criteria and standards. List of manufacturers. Sketches, diagrams, and outline specifications as required. The approved SEP Project Narrative is included in the Basis of Design document prepared by the SEP Manager. PROGRAMMING PHASE OUTCOMES Goals Objectives Deliverables Assessment of facility or system needs Identification and integration of interfaces to existing facilities/systems Development of a conceptual design that addresses the needs and interfaces for each facility/system Establish the Basis of Design based upon the Project Vision Consider functionality and ease of maintenance Optimize long term value Meet Airport business objectives Basis of Design to contain: SEP Project Narratives and/or Outline Specifications, including minimum performance criteria and standards Conceptual Drawings Cost Model Project Schedule THE PARADIGM 32

34 Stakeholder Engagement Process: Project Phase Meetings (cont) DESIGN PHASE The Programming Phase creates clarity and agreement on the scope, cost model, and schedule. The Design Phase is where the team with substantial input from the Design/Builder develops an integrated design plan that supports these project standards. This phase includes production of Schematic, Design Development, and Construction Drawings. The Project Management Support Team and the Design/Builder will verify that the drawings and specifications are in compliance with the Project Program requirements and note any exceptions prior to issuing the drawings to stakeholders. DESIGN PHASE PROCESS The Design Phase begins with the issuance of the Basis of Design and Notice to Proceed (NTP) for Design, which signals completion of the Programming Phase and participant agreement on the Project Definition, Program, Scope, Cost Model, and Schedule. The goal is to develop a set of drawings that meet previous agreements that were presented during the Programming Phase. SEP Groups assist in the efficient resolution of design issues. DESIGN REVIEW MEETINGS Design Review Meetings allow participants to refine the design in accordance with the Project Program and update the Cost Model as needed. Design review meetings are conducted as follows: 1) All SEP members will receive the Schematic Design and Design Development and Construction Drawings for review and comment. The SEP Group Leader must review these drawings closely to ensure that all aspects of the SEP Project Narrative are included in the design. 2) Stakeholder Engagement members will report any design review issues to the SEP Manager via a design review comment resolution form. 3) The SEP Manager will compile all issue reports and deliver these to the Designer or Design/ Builder, who will provide responses to reported issues via a comments and response matrix. 4) The SEP Manager will distribute the compiled design comments and response matrix to the SEP Group Leaders and the Design/Builder. These parties are responsible for reviewing the design comment and responses matrix to ensure that all comments are addressed. 5)As these issues are resolved, the team will record necessary changes to the design and the Cost Model. Goals DESIGN PHASE OUTCOMES Objectives Deliverables Review for alignment with the Project Program represented in the Design Drawings and Specifications Review additions to the Project Program represented in the Design Drawings and Specifications Recommend solutions for Design, Cost and Schedule Issues Completion of the Design Documents in order to secure bids for the project (D/B/B) or begin issuing Construction Bid Trade Packages (D/B) Resolution of issues to maintain the Cost Model Resolution of issues to maintain the Schedule objectives Review comments at each phase of the design. Recommend resolutions for design issues Final Design Final Cost Model Proposed Schedule 33 SAN FRANCISCO INTERNATIONAL AIRPORT

35 PAGE TURNER MEETING The SEP Manager can schedule a Page Turner meeting with the Design/Builder, subconsultants, and SEP Groups as a useful way to familiarize SEP Groups with the system design approach and current status of drawings and/or to address any issues through discussion. CONSTRUCTION PHASE The Construction Phase starts upon completion of the Design Phase in traditional Design-Bid-Build project delivery scenarios. However, there are variations to the progression of construction activities due to the collaborative and fast-track nature of the Design/Build project delivery process, where the Construction Phase begins with the completion of fully designed Issued for Bid Documents or fully designed Trade Bid Packages. CONSTRUCTION PHASE PROCESS The SEP Groups assist in the resolution of construction issues that arise as a result of field conditions, unforeseen events, and changes to the project scope. Additionally, SEP Groups may assist, as required, with the review of select product and material submittals and shop drawings. CONSTRUCTION MEETINGS The SEP Manager works closely with the Design/Builder to conduct Construction Stakeholder Engagement meetings as necessary to resolve construction issues as a team. The SEP Group Leader assembles Stakeholder Engagement members to recommend the resolution of field conditions and unforeseen circumstances, as well as management mandated scope changes identified by the Project Team. Most SEP Groups will meet at least once during the construction phase to ensure that the construction adheres to design specifications and to the SEP and the SEP Project Narrative. The SEP Group Leader should distribute an agenda that identifies the issues to be addressed during each meeting, making specific note, when possible, of which Stakeholder Engagement members are needed to resolve each issue. The SEP Group Leader will record and distribute meeting minutes that detail the issues addressed, the courses of action taken, or the resolution identified for each issue. GROUP LEADER STATUS UPDATE MEETING A forum for the SEP Manager and SEP Group Leaders to exchange information and monitor interdependent issues as they are addressed by specific Groups. Convened as necessary for resolution of issues and to share status updates, assign issues for resolution, and convey resolutions to Groups. CONSTRUCTION PHASE OUTCOMES Goals Objectives Deliverables Resolve design/construction issues as a team Assist with review of product and material submittals and shop drawings Recommend solutions for construction, cost, and schedule issues Ensure consistency with the approved Project Program Resolution of issues to maintain the forecasted project cost Resolution of issues to maintain the Schedule Recommendations for resolution of field conditions, unforeseen circumstances, and management mandated scope change issues Review of comments on select submittals and recommendations on substitution requests THE PARADIGM 34

36 Stakeholder Engagement Process: Project Phase Meetings (cont) ACTIVATION PHASE During Activation Phase, participants prepare the facility or system for occupancy and beneficial use by the user groups community, frequently through a simulation event that tests systems readiness. The Activation Phase focuses primarily on Airport Operational tasks to ensure smooth operation of the facility or system on opening day. Simulation Test Plans addressing all probable operational scenarios provide an opportunity to discover operational issues and develop corrective actions during simulation activities. The goal of this phase is to have a seamless activation and minimize unforeseen issues. ACTIVATION PHASE PROCESS The SEP Manager assembles the SEP Activation Groups to facilitate and coordinate the construction and Airport activation events before completion of construction. The Activation Phase process must begin early enough to provide adequate time to plan for and test all necessary operational scenarios. ACTIVATION AND START-UP MEETING The SEP Manager works together with the Design/Builder and SEP Members to develop an Activation Plan for the new facility. SEP Meetings will address the operational scenarios that affect activation and beneficial use of the facility. SEP Group Leaders are responsible for assembling the appropriate Stakeholder Engagement members to discuss operational issues. The SEP Manager will provide Group Leaders with a proposed schedule and operational issues list to guide their discussions with Stakeholder Engagement members. The SEP Group Leaders will record and distribute meeting minutes to provide all SEP participants with the information necessary to create a comprehensive Simulation Plan. COST MODEL During the Pre-Programming phase, the SEP and Project Managers develop the project s Cost Model, which is subject to revision through each project phase. The Cost Model provides the estimated project cost, broken down by specification section and cross-referenced with specific trade packages. In early phases, the Cost Model sets target budgets for scopes of work and helps ensure project delivery within budget. Goals ACTIVATION PHASE OUTCOMES Objectives Deliverables Develop Simulation Test Plans and Schedule and participate in activation Resolve operational, construction, and customer service issues discovered during activation, simulation, and testing Prepare facility for opening and beneficial use Support contractors efforts to obtain Temporary Certificate of Occupancy (TCO) Simulation Test Plan Simulation Schedule Activation 35 SAN FRANCISCO INTERNATIONAL AIRPORT

37 CLOSE-OUT PHASE The Close-out Phase completes the project cycle. Development and resolution of all punchlist items occur during this phase, as does completion of Testing and Commissioning in accordance with the contract requirements. This phase also includes completion of closeout submittals, including the preparation of Operations and Maintenance (O&M) Manuals, as-built drawings, and all required training. CLOSE-OUT PHASE PROCESS The SEP Manager works closely with the Builder Team to coordinate development of punchlist items, review O&M Manuals, review as-built drawings, and resolve outstanding construction or design issues. Stakeholder Engagement members may assist in the resolution of any punchlist, testing, or commissioning issues. CLOSE-OUT PHASE MEETINGS The SEP Manager ensures that SEP members receive system training and O&M manuals for the system that pertains to them. The SEP Manager obtains and compiles punchlist items from the SEP Groups with the assistance of the SEP Group Leader, with all comments recorded and tracked to final resolution on a punchlist tracking document. The SEP Manager is responsible for collecting, tracking, and communicating the Stakeholder Engagement punchlist items and their resolution. LESSONS LEARNED SUMMARY After the Closeout Workshop, the SEP Manager will prepare a Lessons Learned Summary. The aim of this report an overview of the challenges faced, the team s responses to issues, and the outcomes is to help future project teams learn from the experiences of every project team that has gone before them. Goals CLOSE-OUT PHASE OUTCOMES Objectives Deliverables Complete punchlist Approve closeout submittals Complete testing and commissioning Complete the project and turn over to user group/maintenance Final Acceptance Letter Operations & Maintenance Manuals As-Built Drawings Complete training Training THE PARADIGM 36

38 Proof of Concept T2 RENOVATION Every major construction effort can expect challenges that threaten the project s success. Whether it's balancing design, constructability, and regulatory requirements, or it's tensions that arise among different personality types, conflicts are inevitable. Coordinating a variety of design goals and needs of building occupants with schedule and budget is a challenge SFO met through the creation of the Exceptional Project Delivery paradigm. This paradigm enabled the Terminal 2 project team to develop a relationship of trust and ownership which made possible the delivery of the 640,000-square-foot renovation under tight scheduling and budget parameters. This Exceptional Project Delivery paradigm, which was new and unnamed at the time, was born of SFO's recognition that there must be a better way to deliver projects. Project teams often have adversarial relationships among themselves, causing untimely and costly resolution of issues. Stakeholders are not always well integrated into the project teams, so feedback often comes too late in the process, if at all, for issues to be addressed in a meaningful way. T2 was the first major terminal renovation at SFO since the International Terminal Building was constructed, and this hiatus posed a unique opportunity to rethink the traditional process of delivering projects. At the core of the Exceptional Project Delivery paradigm, Structured Collaborative Partnering (SCP) and the Stakeholder Engagement Process (SEP) foster a working relationship where trust and candor are the norm. On the T2 project, each partner was able to identify project challenges early and share concerns openly with other team members. The collaborative issue resolution process considered budget, schedule, and the needs of building occupants to resolve issues with the primary goal the success of the project and every participant. The conflicts common among traditional project relationships were easily overcome because all partners put trust in each other and the success of everyone at the table was of equal importance. The new T2 represents a major design achievement, raising the bar for sustainability, revenue generation, and guest experience. This $398m project completed on time and on budget, is also the signature project in demonstrating the power of the SFO Project Delivery paradigm. Utilizing both clear, forward thinking design standards and the Project Delivery paradigm, T2 set the standard for Exceptional Project Delivery. 37

39 T2 WAS THE TESTING GROUND FOR CREATING A COLLABORATIVE FRAMEWORK TO ACHIEVE EXCEPTIONAL PROJECT OUTCOMES. - Mark Costanzo, SFO, Project Manager

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41 The Principles of REACH SFO s Vision SFO KNOWS WHERE IT WANTS TO GO AND HOW TO GET THERE. THE PRINCIPLES OF REACH: REVENUE ENHANCEMENT AND CUSTOMER HOSPITALITY OERS CLEAR DIRECTION ON THE VISION AND PRINCIPLES THAT WILL GUIDE OUR JOURNEY. THE PRINCIPLES OF REACH The Principles of REACH is a road map for focusing SFO s staff, airline staff, tenants, and design consultants on the enhancement of the customer experience to drive revenue generation and to bring a cohesive character to the entire airport campus. The document articulates SFO s unique point of view, provides guidance for designing a premium guest experience, and encourages interaction with businesses that enrich the local flavor of SFO and increase social and sustainability practices. We hope this will lead to future innovation in the guest experience while elevating SFO s domestic and international appeal for both originating and transferring passengers. OVERALL GOALS SFO is an important hub for both international and domestic passengers. The Principles of REACH aligns with the Strategic Plan and guides SFO in becoming a world renowned facility and premium international gateway. Overall goals include: Achieving the highest customer satisfaction ratings. Creating socially and ecologically sustainable business models. Becoming a top revenue generator nationally. SFO developed The Principles of REACH to enable potential partners to understand and help SFO meet its goals. The following is a summary of The Principles of REACH, which is available at SFO'S VISION 40

42 Travel Modes and Passenger Typology SFO HAS ESTABLISHED A TAXONOMY OF PRIMARY TRAVEL TYPES AND A PASSENGER TYPOLOGY TO HELP US UNDERSTAND THE CUSTOMER EXPERIENCE. TRAVEL MODES Each passenger s journey consists of two to three distinct airport travel modes: departure, connection, and arrival. Not all passengers will connect, but everyone has to depart and arrive. Even then, some passengers will only experience one of these modes at SFO. Passengers in the departing and connecting modes spend the greatest amount of time in an airport and thus have greater and more varied needs than arriving passengers. PASSENGER TYPOLOGY Getting the fundamentals right is the first step in creating and designing an experience that will be memorable. To help us create the best experience possible, we must understand what is important to different passengers as they travel through the airport. The following generalized definitions which carry a significant possibility of category overlap provide a conceptual framework for Airport planning and development. We cannot expect a "one size fits all" approach to satisfy our visitors. The five main passenger types at SFO are: Leisure, Business, Family, Assisted, and Unique passengers. Primary concerns of our passengers include timeliness, long lines, the lack of amenities, inconsistent technology, and disorientation in a new place. 41 SAN FRANCISCO INTERNATIONAL AIRPORT

43 The SFO Value System THROUGH INTERVIEWS WITH CUSTOMERS AND WORKSHOPS WITH SFO EMPLOYEES AND EXECUTIVES, WE IDENTIFIED THE 10 SPECIFIC VALUE PROPOSITIONS THAT FORM THE SFO VALUE SYSTEM, A FRAMEWORK THAT WILL INFORM ALL FUTURE PLANNING, DESIGN, AND DEVELOPMENT AT THE AIRPORT. LOCALITY & SENSE OF PLACE We strive to create a unique sense of place. Delivering an authentic experience by capturing the local color and flavor of San Francisco and the Bay Area is an essential concept for design at SFO. REVENUE GENERATION We recognize that revenue generation at SFO is crucial to the health of the Airport as a whole. Because non-airline revenue is the life blood of a functioning Airport, we should always be alert to possible additions and improvements at SFO that will improve this bottom line consideration. HEALTH & WELLBEING We embrace a significant commitment to caring for the mental, emotional, and physical wellbeing of our customers and employees. Long known for healthy lifestyle choices, San Francisco and the greater Bay Area are the perfect inspiration for integrating health and wellbeing into the customer experience at the airport. SUSTAINABILITY We commit to making the smallest possible impact on our planet's natural resources and to serving as a model for eliciting positive customer and employee behavior. As a recognized leader in environmental sustainability, SFO strives to set an example for other airports and large public facilities around the world. CONVENIENCE & HOSPITALITY We understand that air travel can be stressful and recognize that the Airport can offer convenience and hospitality to reduce anxiety and stress. To provide our visitors with a sense of welcome and delight, we are committed to providing operational systems that allow people to meet their basic needs through a service model that borrows from the hospitality industry. Implicit in this understanding is the belief that these values apply to all customers and are not reserved for premium members only. For SFO to reach its goal of becoming the number one ranked Airport, we place this value at the forefront of all operational and design-related considerations. LOOK & FEEL We believe that the overall aesthetics of a space can provide a positive influence on the physical and emotional well-being of our customers and employees. SFO urges its partners to strive together to deliver a beautifully and thoughtfully rendered space with customer satisfaction and delight in mind. ARTS & CULTURE We embrace the role of the arts in creating a more vibrant lived experience. SFO distinguishes itself by offering the United State's only accredited art museum housed in an airport. The respected collection housed by SFO Museum provides a rich and exceptional arts experience. TECHNOLOGY We recognize the potential of technology as a tool that can help designers create an enhanced customer experience. From streamlining operations, to improving customer needs, to providing exciting and memorable moments of engagement, our designers should always consider the untapped possibilities of applying technology in exciting and effective new ways. TIME & EICIENCY We know that time and efficiency are top priorities for many customers at SFO. To waste time or feel as though someone else is wasting our time creates stress and anxiety. We should consider our customers' perceptions and expectations regarding wait time as our opportunity to make their experience much more pleasant. SFO'S VISION 42

44 Journey Moments SFO IDENTIFIED SIXTEEN DIERENT JOURNEY MOMENTS THAT CONSTITUTE THE OVERALL AIRPORT EXPERIENCE. THE FOLLOWING IS A SUMMARY OF THE KEY CONSIDERATIONS THAT SHOULD INFORM THE DESIGN, THE CONSTRAINTS, AND THE VALUES MOST RELEVANT TO EACH PARTICULAR JOURNEY MOMENT. APPROACH The Approach sets the departing passenger s first impression of SFO and thus represents a critical opportunity to set a standard for the rest of the customer experience. Frequent travelers are typically comfortable with this area, but customers new to SFO must rely on wayfinding to make their way to Ticketing or Security. TICKETING This experience can shape customer perceptions of an entire journey. Designers should strive to deliver an intuitive customer experience that is memorable for all the right reasons. Ticketing will include a generous circulation path, self-check kiosks, a defined queuing zone, and the ticket counters themselves. The transition from ticketing to security is critical to the overall experience, with design elements such as accessible views, a cohesive look and feel, and easy access to all serving to make the customer experience less stressful and more enjoyable. SECURITY CHECKPOINT In most passengers' journey, the most stressful point, by far, is the Security Checkpoint, and its design should work in concert with the design of the adjacent pre- and post-security zones. In addition to meeting all TSA requirements, designers should consider elements such as lighting, finishes, materials, and furniture to create a calming counterbalance for the stress and build an expectation of a welcoming post-security experience. RECOMPOSE AREA The recompose concept began with a practical need for customers to have a zone to collect personal items; it has since evolved to serving as a place where customers can psychologically regroup from the ticketing/ checkpoint experience and begin to take in the delightful aspects of the airport experience to come. Combining essentials such as a Flight Information Displays (FID) location and hydration stations with moments of surprise and delight help establish the intended experience of this zone. PLAZAS As major circulation intersections within the airport, Plazas can deliver meaningful and memorable experiences for customers. Designers should treat Plaza nodes as major wayfinding decision points that also offer access to amenities, services, retail concessions, etc. Like the terminals, each Plaza should be unique, with individual characteristics reflecting a thematic relationship with other Plazas. CONCOURSE Concourse design provides an opportunity to offer a hospitality-inspired experience by using lounge seating, artwork, and enhanced lighting that complement the concession zones and gates. Crucial elements include easy access to FID devices and generous entry areas to restrooms. Designers should organize architectural components, lighting, advertising, art, gate signage, etc. to create an an aesthetic with an information hierarchy that is easy to comprehend. CONCESSIONS Concessions rank among the most important elements in the overall customer experience. Concessions are divided into three categories: retail, food and beverage, and services. SFO s primary goal for its Concessions is to deliver an engaging, enjoyable, and informal experience that highlights local culture and sustainable cuisine. SFO aims to provide an enjoyable customer experience with a focus on authentic Bay Area food culture and retail interiors that project a high standard of design commensurate with the quality of interiors found in upscale lifestyle shopping centers. WAITING AND LOUNGE Comfortable and adequate seating and customer circulation are the most important functional considerations. Hold room design should increase customers' visual connections to FIDs, the gate, and the airfield beyond to help alleviate stress. As in all public areas of the airport, designers should innovate for moments of surprise and delight. 43 SAN FRANCISCO INTERNATIONAL AIRPORT

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46 PLAY AREAS Play Areas at SFO are dedicated areas that allow children to enjoy a safe environment for both active and quiet play while waiting to board their flights. Ideally, these areas will feature seating for adult supervision and easy access to food and beverage concessions. Active Play Areas must meet mandated fall zone and resilient flooring safety codes. RESTROOMS Restroom design at SFO must always adhere to ADA guidelines and code mandated requirements. Beyond that basic and essential framework, the design will incorporate experiential aspects influenced by the hospitality industry and should strive to delight the senses of sight, smell, sound, and touch through judicious application of elements such as lighting, materiality, and music. AMENITIES Amenities include conveniences such as ATMs, newspaper vending, shoe shine, telephones, charging stations, waste and recycling containers, meditation or yoga rooms, and hydration stations. These amenities typically cluster in heavy traffic areas where durable finishes are especially important, often in a highly visible zone adjacent to the main circulation path. Overall alcove design should compensate for the varying designs and functions of the amenities. For example, an integrated color scheme can provide a visual framework that brings harmony to disparate design elements. ARTS AND EXHIBITS SFO is the only airport in the USA that houses an accredited art museum. Along with the partnership of the San Francisco Arts Commission, this unique amenity provides a significant positive impact on the customer experience. Display locations should support the character of the artwork while achieving integration with the overall airport aesthetic. MEET AND GREET The Meet and Greet moment typically occurs outside the security checkpoint on the departure level. This area should feature a hospitality lounge concept that includes lounge seating, artwork, restrooms, prominent display of flight information, and where possible, food and beverage concessions. BAGGAGE CLAIM The Baggage Claim experience provides an opportunity to create a great first impression for visitors to the Bay Area as well as an opportunity to provide a positive, lasting impression of SFO. The most important functional aspect of this journey point is clear wayfinding, followed closely by providing for the comfort and convenience of arriving passengers. Intelligent use of impactful lighting, lounge seating, artwork, and bold graphics can create a perception of hospitality and ease. ARRIVALS CURBSIDE Arrivals Curbside present challenging wayfinding and driving issues. Our mission at this Journey Moment is to create a hierarchy of visual information that provides an efficient and stress-free experience in the context of a hospitality-like ambiance. CONNECTORS AND TUNNELS Connectors are passage areas that link one terminal to another to facilitate connecting passengers and aid in general circulation, while Tunnels are passage areas that connect parking structures to terminals. Clear and concise signage is critical to providing customers with effective directional cues around connectors. 45

47 PLAZAS THE VISION 46