For its Waterford, Conn., Cancer Center, a comprehensive treatment facility affiliated with Dana-Farber Community Cancer Care, Lawrence + Memorial Hospital decided to try something new: true three-party Integrated Project Delivery.
The contractual agreement covered L+M, architecture/engineering firm TRO JB, and construction manager Suffolk Construction, with programming, design, and construction all informed by Lean principles.
To further extend the collaborative theme, this three-party project management team invited three trade partners to participate in an incentive compensation layer, involving a pool consisting of at-risk potential profits.
TRO JB, Suffolk, and three handpicked HVAC/plumbing, electrical, and site work subs would participate in the ICL. If the project came in over budget or exceeded the schedule, the ICL profit pool would be tapped to pay the penalties. If the facility came in under budget or ahead of schedule, the ICL group would get the profit pool plus 50% of the savings, with the hospital pocketing the remaining savings.
Bronze Award
Project SummaryLawrence + Memorial Hospital Cancer Center
Waterford, Conn.BUILDING TEAM
Submitting firm: Suffolk Construction (GC/CM)
Owner/developer: Lawrence + Memorial Hospital
Architect, MEP/FP: TRO JB
Structural: Simpson Gumpertz & Heger
Civil: DiCesare-Bentley EngineersGENERAL INFORMATION
Project size: 47,000 sf
Construction cost: $24 million (IPD contract value $34.5 million)
Construction period: May 2012 to September 2013
Delivery method: Tri-party integrated project delivery
Early collaboration on the design, schedule, budget, and quality goals was a must for making the plan work. Using 3P (Production Preparation Process) Lean design and pull planning tools, the Building Team was able to make key decisions efficiently. Input from about 70 Cancer Center stakeholders—including administration, medical staff, support staff, patient advocates, and partners from Dana-Farber—was solicited in an intense three-day 3P charrette, which resulted in schematic draft floor plans.
Only minor changes were needed after this point, testifying to the effectiveness of the event. (The most significant contract alteration, requested by L+M as a value-added item, was a geothermal well field system that will pay for itself in just a few years.)
A co-location center set up in two of L+M’s hospital conference rooms was made available to the Building Team for the duration of the project. This home base proved crucial to ensuring efficient communication and also provided a convenient setting for stakeholder evaluation of mockups.
As a result of the collaborative efforts, the overall project schedule was reduced by six months, and the facility came in $1.2 million under budget. Actual construction was completed in only 10 months, meeting a “stretch goal” previously set by the client. Streamlined front-end decisions played an important role, including an RFI process that was 80% shorter than the client had previously experienced.
Building Team Awards judges were impressed with the participants’ ability to weigh wants and needs and craft a facility that achieved ambitious goals. The client has engaged Suffolk and TRO JB for a second IPD contract, this time to renovate a three-story medical office building. As with healthcare itself, new ideas about delivery are proving indispensable to positive outcomes.
Related Stories
Architects | Dec 10, 2019
Calling all emerging architects: Enter to win the $20,000 Forge Prize
This annual steel design competition will recognize three Finalists ($10,000 each) and one Grand Prize Winner ($20,000 total) for their novel concepts in steel-based structures. Entries are due Jan. 15, 2020.
Architects | Dec 9, 2019
Jonathan Moody promoted to CEO of Moody Nolan
New four-member Executive Team also named.
Big Data | Dec 4, 2019
AEC data's coming out party
AEC firms are finally putting to use project information they’ve been storing in their computers for years.
Building Owners | Dec 2, 2019
What building owners and AEC teams need to know about New York’s Climate Mobilization Act
On April 18, 2019, the New York City Council passed the Climate Mobilization Act, a suite of laws aimed to meet the city’s commitment to achieving carbon neutrality by 2050.
| Nov 26, 2019
Steinberg Hart and Holzman Moss Bottino Architecture combine to elevate design, expand opportunities and strengthen client relationships
This union creates a national architecture firm with enhanced design capabilities and expertise.
| Nov 8, 2019
Philadelphia architecture firm EwingCole acquires Baltimore firm Gaudreau
Philadelphia architecture firm EwingCole acquires Baltimore firm Gaudreau.
Multifamily Housing | Nov 7, 2019
Multifamily construction market remains strong heading into 2020
Fewer than one in 10 AEC firms doing multifamily work reported a decrease in proposal activity in Q3 2019, according to a PSMJ report.
Architects | Oct 29, 2019
Top takeaways from the Lean Construction Institute Congress 2019
More than 1,600 Lean experts gathered in Texas this month for LCI Congress 2019. Here are key takeaways from the event.
Giants 400 | Oct 25, 2019
Top 50 Airport Sector Architecture Firms for 2019
AECOM, Gensler, HNTB, Corgan, and HOK top the rankings of the nation's largest airport terminal sector architecture and architecture engineering (AE) firms, as reported in Building Design+Construction's 2019 Giants 300 Report.
Giants 400 | Oct 24, 2019
Top 125 Retail Architecture Firms for 2019
CallisonRTKL, Gensler, MG2, NELSON, and Stantec top the rankings of the nation's largest retail sector architecture and architecture engineering (AE) firms, as reported in Building Design+Construction's 2019 Giants 300 Report.