A Partnering Success Story at the Woodrow Wilson Bridge

Abstract

The foundations contract for replacement of the Woodrow Wilson Bridge near Washington, D.C., presented an opportunity to profit from partnering. This article tells why partnering was necessary, the techniques used, and some payoffs. The contract had disincentive payments, potential for differing site conditions, community constraints, and untested relationships. Regular meetings and a monthly questionnaire facilitated partnering, trends and comments were analyzed monthly to keep on track, and both parties went beyond contract requirements to succeed. Partnering belongs in any major acquisition program’s toolkit.