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satisfaction of the customers—those who will be using the facility,” he says. That the new building was completed three months early and came in signifi cantly under budget—quite a remarkable “double”—is testament to successful mediation. “Everyone, from the physicians and staff through to our managers and contractors, is very motivated to achieve the goals of Aultman 2010. Using local people helps; they’re building a community resource. We play our part in building relationships by treating them fairly and with respect. We pay our bills on time, for example; that makes people want to work for us.” If bills are paid quickly, then suppliers don’t have to factor fi nancing into the equation; cost advantages then benefi t everyone. “If we just save one or two percent of costs on a project this size, it adds up to a lot of money. It’s a win-win situation for the hospital, our contractors, the community and our patients.” May 08 93 based hospital, so we hire from Canton as best we can. We have a competitive local market, so we know we get value for money, and the Stark County resources can handle pretty much everything. One exception was the 21,000 cubic yards of concrete needed for the new building; a Cleveland contractor was brought in for that particular operation.” The project management was undertaken by Hammond Construction, Friedl and his team, and one of its most challenging tasks was to ensure that everyone involved worked together—not easy when you’re dealing with more than 5,000 people and up to 39 departments, and many of whom are doctors under life-and-death pressure in their everyday work. “Demarcation issues are inevitable. Part of my job is to be the mediator, to ensure that everyone communicates effectively and the job is fully completed on time, to budget, and to the AultmanHealthFoundation

Routine droughts mean San Diego County is on a continuous hunt for enough water to serve its nearly three million residents and businesses, Gary Toushek discovers from deputy general manager Frank Belock 94 May 08 San Diego County Water Authority serves nearly three million residents in the county. Deputy general manager Frank Belock is responsible for three departments: engineering (accountable for executing a $3.6 billion capital improvement program); operations and maintenance (keeping facilities running and ensuring that the daily needs of member agencies are met); and right of way (ensuring that the Water Authority’s large underground aqueducts carry the water without anyone encroaching on the easements or interfering with the flow). There are more than 270 miles of largediameter pipeline, with more than 1,600 aqueduct-related structures, occupying about 1,400 acres of right of way in the county. Routine maintenance activities involve not only the water delivery systems, but include two hydroelectric plants, three pump stations, two flow regulatory structures, and extensive rights of way. San Diego County has always been plagued with bouts of water shortages, mainly due to periodic, sometimes long-term droughts in southern California. In 1942, after the United States had been drawn into World War II by the Japanese attack on Pearl Harbor, San Diego representatives went to Washington, DC, to pressure Congress into allocating funds gallon challenge The twenty