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The California Prison Healthcare Receivership (CPHR) was established by Federal Court order in 2005 to restore minimum constitutional levels of healthcare within the California prison system.  A portion of the Receiver's charge was to bring California's correctional health care system in-line with existing laws, regulations, and court orders require the construction of health care facilities to serve the physically ill, the frail, and those suffering from a mental illness. The number of needed beds, approximately 10,000 in total, and their distribution between physical and mental illness and male and female patients, was determined only after careful analysis and coordination with the State and is documented in the Receiver's periodic reports to the Court.
In order to establish a cost-effective, integrated clinical delivery system, the Receiver assembled a team of experienced correctional and clinical professionals. He also retained, through a formal competitive bidding process, a major program management team—a joint venture between URS and Bovis Lend Lease (URS/BLL)—to ensure the necessary health care facilities are properly planned, designed, constructed, and occupied in as expeditiously and fiscally responsible manner as possible. URS/BLL, in turn, hired planners, architects, engineers, and support personnel necessary to move the project forward.

Since May 2008 Richard Bayer and Dan Fauchier have been lead facilitators on the CPHR Project. During this time their duties included:

1.    To deliver the project on an Integrated Project Delivery (IPD)/Lean Project Delivery (LPD) basis, the URS/BLL joint venture selected three construction/design teams to compete for the “first/fastest” project.  Each of the three teams was to be awarded one of the first three projects, but the team with the “best” design and process for delivering the facility would get the first project.  Each of these teams had to be educated in LPD Principles and had to determine how they would cooperate with and compete against each of the other teams.  This process was called a “Co-Opetition.”

2.    Working with LPD trainers in the delivery of LPD learning programs to nearly 200 IPD and Construction Manager personnel.  The lead Lean mentor, Greg Howell, founder of Lean Construction Institute, refers to TRG as "extraordinary managers of the political space".

3.    Dick and Dan were asked to develop a plan for and manage the Co-Opetition “soft start" beginning July 10, 2008 and the "hard start" with 200 participants beginning August 4, 2008.  This included facilitating dozens of "big room" and small group meetings, facilitating daily Core Team Leadership meetings and facilitating  multi-team "design crits" (including eight different design companies) on October 9, 11, 16, 21, 23, 29 and November 4.

4.    As the Co-Opetition started Dan facilitated the creation of a BIM strategy team pulling together the BIM practitioners from eight different architectural firms – over a series of meetings the BIM strategy team developed a unified strategy using a single database accessible through eight firewalls.

5.    Because the collaboration between the teams had worked so successfully, the “first/fastest” idea was scrapped in favor of a single team producing a prototype to be built on all sites by the three teams.  Dick and Dan facilitated that mid-November redesign of the Co-Opetition into a single design studio, which produced a Landmark Prototype by December 31, 2008.

6.    TRG spearheaded the Program History project to produce full and complete documentation of all aspects of the program sufficient for use in reporting to the three judge panel, plaintiffs, Governor, Legislative Analysts and the public.  This Program History included producing DVD's (using a three-camera process) of the Hard Start-Week 1, seven Design Crits, the 12/18/08 Retrospective, the 1/6/09 Innovation Kickoff, the 1/9/09 Michael Rona presentation on lean health care, and the all-day 2/27/09 Lean Learning Summit involving six outside Lean  practitioners.

7.    In January, 2009, TRG was designated the Project’s “Communication Czar.” Among other things, TRG:

a.    facilitated the redesign of program meetings from top to bottom, using the PDCA cycle (“Plan, Do, Check and Act”) as a guide.  This resulted in the reduction of 32 standing meetings to 5 standing meetings.  TRG monitored the implementation of the plan.

b.    Developed a multi-media library for use of project participants;

c.    Developed a collaborative “town square” using ClearSpace as a collaborative technology;

d.    Developed a common calendar that could be used where Outlook could not be synched through 83 different Company firewalls;

e.    Developed and implemented a commitment log system;

f.    Developed facilitation training for all project participants to create a "culture of facilitation";

g.    Developed A-3 guidelines and a mentorship program; and

h.    Developed a responsibility matrix to build an organization chart from the requirements of the Program rather than from the top down

8.    Dick and Dan participated actively in the redesign of the program moving from the Joint Venture (Construction Manager) supervising IPD teams into a "Single Lean Enterprise" organized by Efforts and Initiatives.  Dick and Dan served as Executive Officer and Administrative Officer of one initiative and members of two others, including Financial Management and Information Management.

9.    TRG served as, in the words of the Program Director Bill Proctor, "wise counsel" for the leadership of the program, often meeting into the night to assess progress and challenges and re-strategize implementation.

For more information contact Dan at This e-mail address is being protected from spambots. You need JavaScript enabled to view it .