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
Museums | Sep 8, 2017
CAF announces plans for 20,000-sf Chicago Architecture Center to be built on East Wacker Drive
The Adrian Smith + Gordon Gill-designed space will open in summer 2018.
Architects | Sep 6, 2017
Fake architect caught in ‘Operation Vandelay Industries’ sentenced to 2 1/3 to 7 years in prison
The fake architect must also pay a $115,000 restitution.
Architects | Sep 6, 2017
Top 110 university architecture firms
Perkins+Will, Gensler, and CannonDesign top BD+C’s ranking of the nation’s largest university sector architecture and AE firms, as reported in the 2017 Giants 300 Report.
Contractors | Sep 6, 2017
Following the money: G702 progress payment certifications
There is no single method of calculating progress payments, but the most common formula is the percentage of completion applied to the total contract price, less a retainage which is held by the owner until final acceptance of the project.
Multifamily Housing | Sep 5, 2017
Free WiFi, meeting rooms most popular business services amenities in multifamily developments
Complimentary, building-wide WiFi is more or less a given for marketing purposes in the multifamily arena.
Architects | Sep 1, 2017
5 reasons why AEC firms need to focus on employer branding
Not to be confused with the branding of your firm overall, your employer brand is defined by your reputation as a workplace.
Healthcare Facilities | Sep 1, 2017
Caring for caregivers
Many healthcare organizations are increasingly focused on designing amenities, policies, and workplaces to better support their clinicians, health providers, and administrators.
Architects | Aug 31, 2017
How Instagram is changing the design industry
The digital and physical worlds are colliding. How will social media platforms influence the way we design spaces?
Mixed-Use | Aug 30, 2017
A 50-acre waterfront redevelopment gets under way in Tampa
Nine architects, three interior designers, and nine contractors are involved in this $3 billion project.
AEC Tech | Aug 25, 2017
Software cornucopia: Jacksonville Jaguars’ new practice facility showcases the power of computational design
The project team employed Revit, Rhino, Grasshopper, Kangaroo, and a host of other software applications to design and build this uber-complex sports and entertainment facility.