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
| Sep 30, 2022
Lab-grown bricks offer potential low-carbon building material
A team of students at the University of Waterloo in Canada have developed a process to grow bricks using bacteria.
| Sep 29, 2022
FitzGerald establishes Denver office
The new location bolsters FitzGerald’s nationwide reach and capitalizes on local expertise and boots-on-the-ground to serve new and existing clients seeking to do business in Denver and the Front Range, as well as the Southwest United States, California, and Texas.
| Sep 28, 2022
New digital platform to foster construction supply chains free of forced labor
Design for Freedom by Grace Farms and the U.S. Coalition on Sustainability formed a partnership to advance shared goals regarding sustainable and ethical building material supply chains that are free of forced labor.
| Sep 27, 2022
New Buildings Institute released the Existing Building Decarbonization Code
New Buildings Institute (NBI) has released the Existing Building Decarbonization Code.
| Sep 23, 2022
High projected demand for new housing prompts debate on best climate-friendly materials
The number of people living in cities could increase to 80% of the total population by 2100. That could require more new construction between now and 2050 than all the construction done since the start of the industrial revolution.
| Sep 23, 2022
Central offices making a comeback after pandemic
In the early stages of the Covid pandemic, commercial real estate industry experts predicted that businesses would increasingly move toward a hub-and-spoke office model.
| Sep 22, 2022
Gainesville, Fla., ordinance requires Home Energy Score during rental inspections
The city of Gainesville, Florida was recently recognized by the U.S. Dept. of Energy for an adopted ordinance that requires rental housing to receive a Home Energy Score during rental inspections.
| Sep 21, 2022
New California law creates incentive for installing outdoor dining safety barriers
A new California law provides an incentive for commercial property owners to install barriers to protect outdoor diners.
| Sep 21, 2022
Demand for design services accelerates
Demand for design services from U.S. architecture firms grew at an accelerated pace in August, according to a new report today from The American Institute of Architects (AIA).
K-12 Schools | Sep 21, 2022
Architecture that invites everyone to dance
If “diversity” is being invited to the party in education facilities, “inclusivity” is being asked to dance, writes Emily Pierson-Brown, People Culture Manager with Perkins Eastman.