Tight schedules and near-impossible deadlines are nothing new in the AEC world. But the Building Team for the California Health Care Facility in Stockton, Calif., faced especially alarming consequences for failure.
In 2006, a federally appointed receivership ordered the state of California and the California Department of Corrections and Rehabilitation to provide a 1,722-bed housing and healthcare facility for inmate-patients with long-term medical, acute medical, and intermediate mental health needs. A court-imposed deadline of January 2014 was set, with no room for an extension.
Failure to meet this deadline could result in imprisonment for some responsible parties. Following legal and economic hurdles, the project’s second phase began in June 2011 with the selection of a joint venture of Clark Construction Group and McCarthy Building Cos., in design partnership with HDR. (Phase one, including utilities, roadwork, grading, a central plant, and an electric perimeter fence, was begun a few months earlier by HOK and a Hensel Phelps-Granite joint venture.)
SILVER AWARD
Project summary
Housing and Healthcare Facility Stockton (HHF Stockton) Bid Package 2
California Health Care Facility, StocktonBUILDING TEAM
Submitting firm: McCarthy Building Cos.
Owner/developer: California Department of Corrections and Rehabilitation
Architect, MEP: HDR
Structural: Crosby Group
CM: Vanir Construction Management
GC: Clark/McCarthy, a Joint VentureGENERAL INFORMATION
Project size: 1.2 million sf
Construction cost: $528 million
Construction period: October 2011 to July 2013
Delivery method: Design-build
With a 742-day delivery schedule, the phase two team spent five months designing a 31-building complex for the 100-acre site. At 1.2 million sf, the program included 23 inmate housing buildings, a central kitchen, an administration building, a plant maintenance operation and facility maintenance building, four apartment-style units for overnight family visitations, and a shared services facility.
During the design phase, drafting was performed within a 3D Revit model, which was linked to the team’s Primavera cost-loaded critical path method schedule, creating a 5D model that incorporated the added dimensions of time and cost. The design had to address more than 4,000 criteria documents, with approval required from more than 30 stakeholders. Building codes for both correctional and healthcare facilities had to be considered. Licensing and permitting took place alongside the design process to solve potential problems before they arose.
The team then had 19 months to build the complex. A task force was created to keep all parties—the owner, facilities personnel, design-builders, and outside consultants—organized. With more than 1,200 workers completing $2 million of work each day, the task force ensured that the project stayed on track. All construction documents were added to a digital plan room, accessible via kiosks as well as at an on-site field office.
Economic development for the depressed region was a high priority for the client. Both the design-build team and the Department of Corrections organized outreach events offering employment opportunities. Of the 4,118 workers employed through the outreach program, more than 2,000 lived within a 50-mile radius of the project.
Ultimately, the facility was completed on time. Judges commented on the way the Building Team worked together to meet deadlines, and praised the complex’s clear wayfinding elements and ample daylighting.
“The Stockton healthcare facility takes an approach that is unlike other prison healthcare facilities by enhancing the healing environment through the use of natural light,” says judge Susan Heinking, AIA, NCARB, LEED AP O+M, Director of Sustainabilty and VP at VOA Associates. “This design not only improves the quality of the environment to heal in, but also improves the quality of the environment for the healthcare provider.”
Related Stories
| Aug 5, 2014
Risk scanning: A new tool for managing healthcare facilities
Using well-known risk analytics applied to pre-existing facility data, risk scanning can provide a much richer view of facility condition more consistent with actual management decision making.
| Aug 5, 2014
Shigeru Ban-designed Aspen Art Museum will open doors to public this week
After 18 month of planning and construction, the museum will open its new Shigeru Ban-designed facility to the public on August 9.
| Aug 5, 2014
Will driverless cars kill the parking structure?
A report from Deloitte highlighted how driverless cars could dramatically alter car ownership in the future, pushing the pendulum from ownership to rentals and ride sharing.
| Aug 5, 2014
K-12 School Sector Giants: Pent-up demand finally produces movement in schools market [2014 Giants 300 Report]
After a long period of anemic performance, with growth mostly driven by renovations and additions, the K-12 sector is showing renewed interest in new construction, according to BD+C's 2014 Giants 300 Report.
| Aug 4, 2014
Jean Nouvel commissioned to design Islam Museum next to WTC
El-Gamal's plans has been dubbed controversial by many industry professionals.
| Aug 4, 2014
Facebook’s prefab data center concept aims to slash construction time in half
Less than a year after opening its ultra-green, hydropowered data center facility in Luleå, Sweden, Facebook is back at it in Mother Svea with yet another novel approach to data center design.
| Aug 4, 2014
Retail Giants: Grocery-anchored centers, trophy malls among hot retail developments [2014 Giants 300 Report]
Despite the rapid growth of online shopping, the 'bricks and mortar' retail sector is faring quite well, headed by power centers, grocery-anchored centers, and trophy malls, according BD+C's 2014 Giants 300 Report.
| Aug 4, 2014
BIM Giants: Firms enhance BIM/VDC with advanced collaboration tools [2014 Giants 300 Report]
Cloud-based data sharing, rapid iterative design, and cross-discipline collaboration are among the emerging trends in the BIM/VDC field, according to BD+C's 2014 Giants 300 Report.
| Aug 4, 2014
7 habits of highly effective digital enterprises
Transforming your firm into a “digital business” is particularly challenging because digital touches every function while also demanding the rapid development of new skills and investments. SPONSORED CONTENT
| Aug 4, 2014
What AEC executives can do to position their firms for success
Most AEC leadership teams are fastidious about tracking their hit rate–the number of proposals submitted minus the number of proposals won. Here are three alternatives for increasing that percentage. SPONSORED CONTENT