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
| Jun 7, 2012
Waterline exhibition displays visions for re-thinking the Chicago River
The designs of Waterline showcase why the Chicago River should once again be considered the city’s most important asset and sets the stage for increased awareness, education and reinvention of the River.
| Jun 7, 2012
WDMA and FMA to affiliate and integrate operations
Over the coming months both organizations will begin the process of formalizing the details of the agreement for final approval by both organizations, with the formal change expected to take effect in January 2015.
| Jun 7, 2012
Craig joins Cannon Design as associate principal
Craig will work closely with the firm's Corporate/Commercial Interiors leadership to help facilitate initiatives that strengthen awareness around workplace innovation and offer counsel on strategic workplace decisions.
| Jun 7, 2012
Stantec publishes 2011 corporate Sustainability Report
Stantec's fifth annual Sustainability Report was prepared in accordance with the internationally recognized G3.1 Sustainability Reporting Guidelines, developed by the Global Reporting Initiative.
| Jun 6, 2012
KPF designs tower for Yongsan IBD
The master plan, created by Studio Daniel Libeskind, is a dynamic urban environment containing contributions from 19 different architects practicing in diverse locations around the globe.
| Jun 6, 2012
SOM urges Chicago tenants to partner with landlords to cut energy use
Tenants can exceed building energy challenge targets recently announced by Mayor Emanuel.
| Jun 6, 2012
KLMK Group awarded contract with Parkland Health & Hospital System in Texas
KLMK will also provide planning guidance in all aspects of the project related to facility activation.
| Jun 5, 2012
Cannon Design joins forces with Peter Ellis New Cities
Peter Ellis will now lead Cannon Design's urban planning and city design practice in collaboration with the firm's executive leadership.
| Jun 5, 2012
Walker Parking opens office in Abu Dhabi
Walker has been in Abu Dhabi since May 2011 but in a temporary office suite.
| Jun 5, 2012
Glumac hires Drit Shoemaker as new director of business development
Shoemaker will research, connect, and forge new client relationships with architects, developers, owners and brokers while strengthening relationships with current clients.
