Buidling Design + Construction magazine awarded its 13th (and final) Building Team PLATINUM AWARD to the UCI Douglas Hospital

1. WINNER PLATINUM AWARD

2. BUILDING TEAM OWNER / DEVELOPER ARCHITECT INTERIOR ARCHITECT (KITCHENS) STRUCTURAL ENGINEER MECHANICAL ENGINEER ELECTRICAL ENGINEER PLUMBING ENGINEER GENERAL CONTRACTOR University of California, Irvine Hellmuth, Obata + Kassabaum, Inc. Dave Keaggy & Associates Nabih Youseff & Associates TMAD-Taylor & Gaines TMAD-Taylor & Gaines TMAD-Taylor & Gaines Hensel Phelps Construction Co.

3. ACCOLADE “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.” Tom Crowder OSHPD Regional Compliance Officer

4. BUDGET HISTORY

5. BUDGET HISTORY November 2000 January 2003 February 2004 June 2004 Sept/Oct 2004 December 2004 January 2005 September 2008 UC Regents set aside $235M Lease Revenue Bonds for a Replacement Hospital UC Regents certify the EIR and approve a $243M Construction Budget Lowest Bid exceeds Construction Budget by 25% UC Regents establish a Maximum Acceptance Cost (MAC) of $250M UC Regents establish a MAC for additional Scope of Work (Even more scope of work is added to the project at a later date) Second Bid $246M ($4Mbelow$250M MAC) Project is awarded with added scope of work (Ultimately the scope of work reaches $285M) Notice to Proceed is issued to the Design-Build Contractor OSHPD issues Certificate of Occupancy (4 months early) Project is completed for $283M ($2M below cost ceiling) 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.

6. PROJECT DELIVERY METHOD COMPARED

8. 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.

9. 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.

11. It has been used by the federal government to build all types of construction, including power plants and hospitals.

13. OSHPD has adopted a policy of support for design-build.* Ref. Rand Corporation, April 2004

15. Architectural plans revised to reflect all floor plan and elevation changes.

16. Pre-qualification requirements relaxed for 10 subcontractor trades.

17. Problematic specifications revised.

18. Bid documents streamlined from 58 alternates to 3.

19. Technical submittal requirements reduced by 70 percent.

20. Field information and decision making process with OSHPD streamlined to reduce risks.

22. Another independent cost estimator was hired to prepare sealed cost estimate to be opened at time of bid.

23. Third-party general contractor to review subcontractor bids and provide advice during BAFO negotiations.

25. Reduce building height by 7 feet

26. Opt for precast building skin in lieu of stone

27. Save 1,600 tons of steel by introducing seismic bracing

28. Delete roof-mounted cooling towers in favor of air-cooled towers on the ground

29. Delete mechanical space on 3rd floor by placing OR air handlers in the basement

30. Delete a planned campus circulation arcade from scope

31. Defer roof-top gardens to a future project

32. Defer outdoor dining to Phase 2 Project

33. Defer future growth TIs to Phase 2 Project

34. $35M saved by the VE Process

35. $23M deferred to future projects

37. LEAN INCREMENTALPERMITS & CONSTRUCTION

38. DESIGN-BUILD TIMELINE

39. DESIGN-BUILD CONTRACT

40. DESIGN-BUILD CONTRACTUAL RELATIONSHIPS OF THIS PROJECT

41. ACCOLADE Design Build Institute of America awarded our project its most prestigious Western Pacific Region Award for a large public building

42. IPD TEAM DYNAMICS

43. COMPARE Traditional Project Delivery Integrated Project Delivery Our project’s Design-Build Integrated Project Delivery

45. DBIA Design Build Best Project Award, Merit Award, and Excellence Award

47. IPD TEAM DYNAMICS DELIVERS WINDFALL VE moved OR air handlers to the Basement VE modified the structural design TEAM reconfigured the foundation system and created a full building footprint basement TEAM created 27,000SF Bonus Shell Space for a new Radiology Department in Phase 2

49. New design solutions that are feasible only in a 3D environment:

50. Pre-fabricated supports for OR booms and lights

51. Pre-fabricated universal structural support for all ceiling and ceiling mounted building systems at OR interstitial spaceMedical gas trees pre-assembled, tested and inspected at factory – another first for OSHPD Enhanced and better coordinated effort with highly committed staff completes the effort in record time

52. IPD VALUE TO THE DESIGN PROCESS The Design-Build contractual framework enabled an integrated, interdisciplinary process that achieved LEAN characteristics: 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. 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. 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.

54. 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.

55. All stone pieces (up to 4 inch thick) have soft joints to allow individual movement in case of a seismic event.

56. All the fabricator details are part of the permit.

57. Creative solution made possible by the collaborative effort.

58. Designed in 3D.

60. Creative solution made possible by collaborative effort with vision beyond first cost.

61. 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.

62. Mechanical systems manufactured off-site to precise tolerances

63. Assembled entirely off-site

64. Installed in reduced time on-siteA TYPICAL HOSPITAL APPLICATION

66. Creative solution made possible by collaborative effort

67. Designed in 3D.

68. Manufactured off-site to precise tolerances.

69. Legs installed first. Then ductwork, electrical and medical gas systems.

70. Afterwards, the inverted table is assembled on the floor, lifted with 4 forklifts, positioned with lasers, and welded in place.

73. Collaborative development.

74. Extensive skin mock-up.

75. Include fabrication details in permit set

76. Pride investment by all participating team members creates an environment of excellence.

77. Each panel was hand-painted with grout during the assembly process.

78. Integral Repel-Plus instead of topical application.

80. Reduced construction time through panelization

81. Panels cast off-site to precise tolerances.

82. Precast panelization was approved early with NO deferred approvals.

83. Collaboration and review made possible three distinct panel assemblies.

85. Conflicts in the field were avoided

86. Material take offs reduce waste

87. Increased speed & coordination during installation

89. Manufactured off-site to precise tolerances

91. The VE reduced floor height from 18’ to 15’

92. The Gusset Plates block 60% of the above ceiling space in the corridors.

94. More than 11,000 conflicts were identified and resolved.

95. Each Field Conflict = minimum 2 week delay

96. Stop Work

97. Revised Design

98. Submit to OSHPD

99. Type of Conflicts caught and corrected:

100. ADA clearances in Med Surg bathrooms

101. Cable trays & ductwork

102. Wall and door conflicts

103. The valves at roof air handlers

104. The sizing of valves at Basement Mechanical Room

106. THE OSHPD STORY

107. ACCOLADE “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.” Gary Dunger OSHPD Chief Fire Life Safety Officer

109. UCI visited and consulted with other UC Campuses to learn from their hospital building experience, and of their working relationships with OSHPD.

111. UCI and OSHPD committed to a design submittal schedule.

113. To manage and coordinate all OSHPD related activities: change orders, weekly site visits, etc.

115. UCI staffed the review team with professional architects and engineers.

116. UCI’s in-house Quality Assurance teamprocessed all RFIs in a prompt manner.

118. So did the Architect of Record and the Structural Engineer of Record.

120. UCI hired a Lead IOR with extensive experience to lead a team of five IORs approved by OSHPD.

121. A web based inspection request process was designed by the University for DB team to submit and track inspections.

123. Avoided the need for OSHPD to keep the project open and susceptible to additional scrutiny and delays for a Construction Final.

124. 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.

125. OSHPD allowed all other UCI Campus IORs with OSHPD certification to join the inspection team.

126. 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.

128. BASEMENT

129. FIRST FLOOR

130. SECOND FLOOR

131. THIRD FLOOR

132. FOURTH FLOOR

133. FIFTH FLOOR

134. SIXTH FLOOR

135. SEVENTH FLOOR

136. EXTERIORS

137. EXTERIORS

138. EXTERIORS

139. EXTERIORS

140. EXTERIORS

141. EXTERIORS

142. INTERIORS GRAND LOBBY MEDITATION ROOM DONOR WALL ADMINISTRATION WAITING

143. INTERIORS TYPICAL NICU PATIENT ROOM NICU NURSE STATION TYPICAL MED-SURG PATIENT ROOM NURSE STATION

144. INTERIORS REGISTRATION WAITING WAITING FOOD SERVICE

145. MOVE-IN DAY

146. ACCOLADE “It has been a pleasure to be part of a project that truly epitomizes the concept of partnering.” Gary Dunger OSHPD Chief Fire Life Safety Officer

147. WINNER OF THE 2010 PLATINUM AWARD “Congratulations! 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. The winning projects will be featured in BD+C’s May 2010 issue.” Jay W. Schneider Senior Editor, Building Design+Construction REED CONSTRUCTION MEDIA “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.” The Staff of Building Design & Construction

148. THANK YOU.