ACCOLADE<br />“We’re out here doing our inspections and observations as we always do. What’s different is the effort by the Owner, the Architect and the Contractor … all working together to make it happen.”<br />Tom Crowder<br />OSHPD Regional Compliance Officer<br />
BUDGET HISTORY<br />November 2000<br />January 2003<br />February 2004<br />June 2004<br />Sept/Oct 2004<br />December 2004<br />January 2005<br />September 2008<br />UC Regents set aside $235M Lease Revenue Bonds for a Replacement Hospital<br />UC Regents certify the EIR and approve a $243M Construction Budget<br />Lowest Bid exceeds Construction Budget by 25%<br />UC Regents establish a Maximum Acceptance Cost (MAC) of $250M<br />UC Regents establish a MAC for additional Scope of Work<br />(Even more scope of work is added to the project at a later date)<br />Second Bid $246M ($4Mbelow$250M MAC)<br />Project is awarded with added scope of work<br />(Ultimately the scope of work reaches $285M)<br />Notice to Proceed is issued to the Design-Build Contractor<br />OSHPD issues Certificate of Occupancy (4 months early)<br />Project is completed for $283M ($2M below cost ceiling)<br />Project savings extend beyond construction costs: Due to early construction completion, no claims, savings in equipment purchasing, and other project management efficiencies, UCI Project Team returns $26M to the University.<br />
WHY FIRST BID FAILED<br />Why was the first bid over budget?<br /><ul><li>Market conditions: market prices soared for steel, concrete, gypsum board, and dozens of related trades. During the preparation of the bids, several trades reported price increases of 10 to 20 percent per week.
Secondly, there are only a few mechanical, electrical and plumbing (MEP) subcontractors that can handle a mega-project of this scale, where MEP systems represent more than 50 percent of the total construction budget.
Contractors were fearful of the risks associated with the job: experiences on other UC campuses, OSHPD changes in the field, and the sudden, escalating market volatility.
Subcontractors added high contingencies to their bids which were not anticipated by UCI, the cost estimator, and even the general contractors.</li></li></ul><li>WHY FIRST BID FAILED<br />Was the bidding problem due to design-build?<br /><ul><li>No. Design-build has a proven track record of delivery with lower costs, shorter schedules, and less post-project litigation.
It has been used by the federal government to build all types of construction, including power plants and hospitals.
However, its application to replacement hospitals in California under SB 1953 is new. </li></ul>Is design-build a problem for OSHPD?<br /><ul><li>No. OSHPD is well aware of their responsibility to help deliver over $41 billion* in SB 1953 projects within a decade.
OSHPD has adopted a policy of support for design-build.</li></ul>* Ref. Rand Corporation, April 2004<br />
WHY SECOND BID SUCCEEDED<br />What changes have been made to the bid documents to reduce uncertainty and to enable better pricing?<br /><ul><li>The structural design has been simplified and the plans reviewed with OSHPD.
Architectural plans revised to reflect all floor plan and elevation changes.
Pre-qualification requirements relaxed for 10 subcontractor trades.
Bid documents streamlined from 58 alternates to 3.
Technical submittal requirements reduced by 70 percent.
Field information and decision making process with OSHPD streamlined to reduce risks.
“Best and Final Offer” (BAFO) process added to bid documents. </li></li></ul><li>WHY SECOND BID SUCCEEDED<br />What checks and balances have been introduced to ensure the public of reasonable and fair market value?<br /><ul><li>One independent cost estimator was hired to price bid documents and advise if changes are still needed in program scope.
Another independent cost estimator was hired to prepare sealed cost estimate to be opened at time of bid.
Third-party general contractor to review subcontractor bids and provide advice during BAFO negotiations.
This is an open bid process, with all subcontractor bids subject to review for fair market value and re-bid as necessary. </li></ul>How did the “Best and Final Offer” process work ?<br /><ul><li>The bid opening day was in September of 2004. Costs and alternatives were reviewed by the Technical Committee. A second and final bid was opened a month later. The second bid was the Best and Final Offer (BAFO). This offer had to be at or below the advertised MAC of $250 million in order to be acceptable. It was $246 million.</li></li></ul><li>VALUE ENGINEERING<br />Actions<br />Outcome<br /><ul><li>Diminish icon tower
UCI’S COMMITMENT TO IPD<br />For the last 11 years, UCI’s Design & Construction Services has hosted the DESIGN BUILD Symposium; most recently renamed ALIGN 2 REDEFINE.<br />Showcases the continuous refinement of the integrated interdisciplinary project delivery approach. Designed to encourage and inspire participants to discover new ways to enhance outcomes, process, production and timeline.<br />The Design & Construction Services team has earned 15 top industry awards since 2007, including:<br /><ul><li>AIA Honorary Fellowship Awards
DBIA Design Build Best Project Award, Merit Award, and Excellence Award
The US Green Building Council Gold LEED Award</li></li></ul><li>THE ONSET OF IPD TEAM DYNAMIC<br />January 2003<br />February 2003<br />August 2004<br />Sept/Oct 2004<br />December 2004<br />September 2008<br />UC Regents certify the EIR and approve a $243M Construction Budget<br />Lowest Bid exceeds Construction Budget by 25%<br />UCI hosts Sub-Contractors Briefing Conference<br />The Theme: THE POWER OF YOUR IDEAS<br />Presenters & Discussion Panel: UCI project managers and top OSHPD officials<br />Conference Topics: Project Goals<br /> The Project<br /> The Bid Documents<br /> Permits and working with OSHPD<br />Second Bid is a success<br />Project is awarded<br />Certificate of Occupancy (4 months early)<br />
IPD TEAM DYNAMICS DELIVERS WINDFALL<br />VE moved OR air handlers to the Basement<br />VE modified the structural design<br />TEAM reconfigured the foundation system and created a full building footprint basement<br />TEAM created 27,000SF Bonus Shell Space for a new Radiology Department in Phase 2<br />
IPD BETTERS THE PROJECT<br />Better drawings<br />Design enhancements<br />OSHPD accelerated review<br />BIM integration<br />Construction efficiencies<br />Punch List approach<br />Subcontractors, vendors and their engineers have direct access to OSHPD reviewers<br />Stone clad 2-story lobby – first time stone is used in an OSHPD project<br />Shoulder-to-shoulder quality assurance review by Owner’s professional staff warms up OSHPD to accelerated review time<br /><ul><li>11,000 conflicts are identified and resolved early
New design solutions that are feasible only in a 3D environment:
Pre-fabricated supports for OR booms and lights
Pre-fabricated universal structural support for all ceiling and ceiling mounted building systems at OR interstitial space</li></ul>Medical gas trees pre-assembled, tested and inspected at factory – another first for OSHPD<br />Enhanced and better coordinated effort with highly committed staff completes the effort in record time<br />
IPD VALUE TO THE DESIGN PROCESS<br />The Design-Build contractual framework enabled an integrated, interdisciplinary process that achieved LEAN characteristics:<br />Impeccable coordination: Each of the Engineers of Record came to the design table with their respective major subcontractors and all the vendors and vendors’ engineers. Vendors and contractors designed and resolvedthe constructability of all the designs and construction/installation details they had a vested interest in. Their designs and drawings were directly incorporated in the Permit Set – no deferred approvals.<br />Project as Production System:The incremental design and permit process, the just-in-time documents delivery schedule, the concerted effort to anticipate and mitigate risk through design coordination, by necessity, focused the team to design jointly to exacting tolerancesand embrace pre-fabricationto an unprecedented level under OSHPD.<br />Project as Collective Enterprise:The Mission Controlmetaphor provides a very accurate image of what took place daily in design, coordination, constructability, plan review, schedule, budget, and QC sessions that took place in the job-site trailer from day one until the Certificate of Occupancy was obtained.<br />
COLLABORATIVE DESIGN INNOVATION<br />Stone<br /><ul><li>Direct access to OSHPD reviewers enables subcontractors and their engineers to develop accurate structural details.
Close coordination between main frame structural designers, stone subcontractor, structural engineers for the for the steel stud systems, light gauge steel subcontractor, specialty steel and glass vendors, and the rest of the team at large.
All stone pieces (up to 4 inch thick) have soft joints to allow individual movement in case of a seismic event.
All the fabricator details are part of the permit.
Creative solution made possible by the collaborative effort.
Stone was cut off-site to precise tolerances.</li></li></ul><li>COLLABORATIVE DESIGN INNOVATION<br />Inverted Crane<br /><ul><li>“Inverted crane” solution clears otherwise congested pathways for building services
Creative solution made possible by collaborative effort with vision beyond first cost.
Project-wide, the crane concept cost $350k more than the typical install, BUT made the above ceiling coordination effort much more manageable, saving costs for those activities.
Mechanical systems manufactured off-site to precise tolerances
Pride investment by all participating team members creates an environment of excellence.
Each panel was hand-painted with grout during the assembly process.
Integral Repel-Plus instead of topical application.
Exacting work of subcontractors preserved the aesthetic intent of the original natural stone design at reduced cost.</li></li></ul><li>IPD BENEFITS PRE-FABRICATION<br />Precast Stone-like Facade<br /><ul><li>Reduced cost compared to natural stone by $2 million
Reduced construction time through panelization
Assembled in reduced time on-site</li></li></ul><li>ADAPTING TO VE TRADE-OFFS<br />Value Engineering Trade-offs<br /><ul><li>The VE changed the structure from moment connection to brace frame with gusset plates and exposed braces.
The Gusset Plates block 60% of the above ceiling space in the corridors.
3D coordination allowed the team to navigate around the obstructions and place various piping systems.</li></li></ul><li>3D PROCESS WORKED AS PLANNED<br />3D Process<br /><ul><li>It was started after each permit, to incorporate corrections prior to fabrication and installation.
More than 11,000 conflicts were identified and resolved.
The sizing of valves at Basement Mechanical Room
Centering the lights over patient beds</li></li></ul><li>IPD AFFECTS PUNCH LIST PROCESS<br />February 2008<br />March 2008<br />April 2008<br />May 2008 <br />September 2008<br />Design-Build Contractor creates a 6-superintendent Dedicated Punch Team<br />All 35 Subcontractors establish Dedicated Punch Crews<br />Architect established a 7-person Dedicated Punch Crew<br />Owner/Developer establishes a Dedicated Punch Crew consisting of construction managers, architects, engineers and IORs – 5 dedicated full time to Punch Effort and 5 part-time <br />OSHPD issues Certificate of Occupancy<br />The published Punch List has 29,000 items<br />Two weeks after CofO there are only 500 items left on the Punch List<br />
ACCOLADE<br />“On many projects, our role as a regulatory agency results in adversarial relationships. The UCI Hospital is a success in no small part due to the efforts put forth by Hensel Phelps and their sub-contractors, with the support and guidance of UCI.”<br />Gary Dunger<br />OSHPD Chief Fire Life Safety Officer<br />
THE OSHPD STORY<br />EARLY PLANNING<br /><ul><li>UCI began to meet regularly with OSHPD early in the planning stages.
UCI visited and consulted with other UC Campuses to learn from their hospital building experience, and of their working relationships with OSHPD.
The lessons learned determined the manner in which UCI went about to establish a solid and transparent relationship with OSHPD.</li></li></ul><li>THE OSHPD STORY<br />DESIGN-BUILD WITH LEAN INCREMENTAL APPRAOCH<br /><ul><li>No deferred approvals.
UCI and OSHPD committed to a design submittal schedule.
The project team never missed a deadline.</li></ul>OSHPD EXPEDITOR<br /><ul><li>Applied LESSONS LEARNED from other University of California hospital projects.
To manage and coordinate all OSHPD related activities: change orders, weekly site visits, etc.
Position assigned to the UCI Campus Chief Inspector.</li></li></ul><li>THE OSHPD STORY<br />OWNER’S COMMITMENT TO OSHPD<br /><ul><li>All design packages would be thoroughly reviewed by UCI prior to OSHPD review.
UCI staffed the review team with professional architects and engineers.
UCI’s in-house Quality Assurance teamprocessed all RFIs in a prompt manner.
UCI’s QA team enforced a high standard of quality and completeness to all packages sent to OSHPD.</li></ul>DESIGN-BUILD STAFFING<br /><ul><li>The Design-Builder staffed the field team with a full complement of field and engineering staff.
So did the Architect of Record and the Structural Engineer of Record.
The Design-Builder brought on a Quality Control Manger to ensure work completeness and readiness prior to inspection requests.</li></li></ul><li>THE OSHPD STORY<br />OWNER’S INSPECTION STAFF<br /><ul><li>UCI requires that all IORs become OSHPD certified class A inspectors within a year of employment.
UCI hired a Lead IOR with extensive experience to lead a team of five IORs approved by OSHPD.
A web based inspection request process was designed by the University for DB team to submit and track inspections.
The IOR’s responsibilities were designated by scope of work, not by areas of the building, to maintain a continuity and consistency with the inspections.</li></li></ul><li>THE OSHPD STORY<br />PROJECT CLOSEOUT<br /><ul><li>From the onset, UCI planned for an at-once Construction Final and Certificate of Occupancy for the entire hospital: neither Partial Occupancy, nor Staff & Stock approval would be requested.
Avoided the need for OSHPD to keep the project open and susceptible to additional scrutiny and delays for a Construction Final.
UCI’s IORs, the Design-Builder and OSHPD staff collaborated to staff appropriately and schedule the sequence for all the inspection activities to a very tight timetable. For example, fire alarm testing required 15 people for several days.
OSHPD allowed all other UCI Campus IORs with OSHPD certification to join the inspection team.
In the last three weeks, OSHPD Chief Fire Life Safety Officer dispatched six Fire Marshal Academy staff to conduct fire alarm, door contact hardware, stair pressurization and above ceiling fire stopping inspections.
Fire Marshal Academy held daily classes using the object lessons of this field experience opportunity.</li></li></ul><li>FLOOR PLANS<br />
ACCOLADE<br />“It has been a pleasure to be part of a project that truly epitomizes the concept of partnering.” <br />Gary Dunger<br />OSHPD Chief Fire Life Safety Officer<br />
WINNER OF THE 2010 PLATINUM AWARD<br />“Congratulations!<br /> <br />Judging has been completed for BD+C’s 13th Annual Building Team Awards, and our expert panel of judges—architects, engineers, contractors, and educators—have selected Douglas Hospital for a Platinum Award.<br /> <br />The winning projects will be featured in BD+C’s May 2010 issue.” <br />Jay W. Schneider<br />Senior Editor, Building Design+Construction<br />REED CONSTRUCTION MEDIA<br />“On April 16, 2010, we announced the closure of the remaining publishing brands and their associated products and services. Consequently, the April 2010 issue was the final issue of Building Design & Construction and our web sites will cease operating as of April 30, 2010.” <br />The Staff of Building Design & Construction<br />