Masonry Magazine June 1993 Page. 11
C.M.C.A. members at their President's Dinner and Dance Friday night. Eugene B. George, President. C.M.C.A. presented Miller with a generous cheque as well as an Honourary Life Membership in C.M.C.A. Miller was surprised by the honour and has since extended a sincere thank you to all members for their generosity.
Delegates started their Saturday morning with a buffet breakfast overlooking the many boats in the marina at the beautiful Marriott Hotel. The morning was filled with M.C.A.A. Technical Sessions followed by M.C.A.A.'s opening ceremonies which was immediately followed by C.M.C.A.'s Annual General meeting and luncheon. The ladies took advantage of the harbour by taking in a whale watching cruise in the afternoon.
A hospitality suite was provided for all delegates on Friday and Saturday and was well used by all.
This year's conference, being held in conjunction with the American programs, allowed delegates to attend the Masonry Expo Reception, Luncheon and Exhibits. Many delegates also used the beautiful conference location to take advantage of some of the wonderful Californian and Mexican sightseeing. The 1993 Canadian Masonry Conference was enjoyed by all in attendance and those who had to miss 1993 will most certainly want to attend the 1994 Conference in Toronto.
Contractor Planned Increases for 1993
| | New Work | Gross Profits | Net Profits | Costs | Capital Expenditures |
| ----------- | ----------- | ----------- | ----------- | ----------- | ----------- |
| 9.00% | | | | | |
| 8.00% | 8.15% | | | | |
| 7.00% | | 7.20% | 7.10% | | |
| 6.00% | | | | | |
| 5.00% | | | 5.80% | | |
| 4.00% | | | | 4.30% | 4.02% |
| 3.00% | | | 4.00% | 3.30% | |
| 2.00% | | | | 3.10% | |
| 1.00% | | | | | 1.32% |
| 0.00% | | | | | |
| | General & CM Contractors | All Contractor Type | | | |
SUMMARY OF PLANNED general and cm contractor increases for 1993, as detailed in a Personnel Administration Services Publications" "Contractor Strategies" report. Figures are percentage increases over actual 1992 amounts.
Partnering: A Better Way to Do Business
The partnering process focuses on developing a team of stakeholders" united by a common mission and objectives-people feel good about being involved and accountable.
By LOU BAINBRIDGE and BILL ABBERGER Consulting Group Directors FMI Corporation
MOST WORKING relationships on construction projects are a matter of luck. Through a partnering process, however, owners, design professionals, contractors and suppliers can increase the odds of achieving a fruitful and productive contract relationship. The bottom line of any successful project is people and there's a tremendous need to build skills and teamwork among project personnel.
The partnering process focuses on developing a project team of "stakeholders" united by a common mission and objectives. The first step in the partnering process involves evaluating the existing cultures of all the companies involved on the project. Usually there's a tremendous need for some form of leadership awareness. Gone are the days when the construction process can afford a little give and take. All parties must understand the thinness of job margins and the margin impact they have on each other. Through the focus on obstacle prevention, the team members will be less likely to be forced to choose between maintaining profit ability or cooperation.
The momentum for partnering is building among owners and contractors in the 1990s. Many national construction associations are also encouraging the use of the partnering process. For example, a previous president of the Associated General Contractors (AGC) of America, made partnering one of his major thrusts during his tenure. He viewed partnering as a vital tool to improve project quality and profitability. On the contracting side, Doug Pruitt, senior vice president with Dundt Corporation, has been active not only with ACG's efforts, but has also been involved in projects employing partnering at the onset, with good results.
The process allows individuals to develop respect for each role within the team. There is a high level of interaction and trust in the project team. Pruitt says, "We need to learn how to communicate within the construction industry. Partnering allows for proactive and purposeful issue identification and resolution. People Continued on Page 39
MASONRY-MAY/JUNE, 1993 11