Cleveland Clinic Lutheran Hospital Final Presentation Boards

CONFIDENCE

360

RESPECT

87

tradesmen watched weekly newsletters

the Cleveland Clinic empathy video

CLEANLINESS PATIENT SURVEYS

co n st ru ct io n M ay 201 3 - M arch 201 5

informed clinical daily huddle

87 th weekly newsletter

ACTION INCLUSION

Dat a So u rc e - Press Gan ey 6.15.15

OVERALL SATISFACTION PATIENT SURVEYS

27 work stops to ac comodate

TRANSPARENCY

Clinic needs

co n st ru ct io n M ay 201 3 - M arch 201 5 Dat a So u rc e - Press Gan ey 6.15.15

CONSISTENCY

owner controlled team project delivery

C H A L L E N G E O U R S E LV E S T O P R O U D LY B U I L D U P O N H I S T O R Y T O G I V E C A R E T O O U R C O M M U N I T Y T E A M G O A L : I N C R E A S E S AT I S F A C T I O N S C O R E S D U R I N G C O N S T R U C T I O N

S AT I S FA CT I O N

EMERGENCY DEPARTMENT EXPANSION AND RENOVATION

PATIENTS, STAFF, PHYSICIANS, AND TEAM

C L E V E L A N D

C L I N I C

|

B O S T W I C K

D E S I G N

PA R T N E R S H I P

|

K A R P I N S K I

E N G I N E E R I N G

|

T H E

K R I L L

C O .

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R E L M E C

M E C H A N I C A L

L L C

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G I O R G I

I N T E R I O R

SYS T E M S ,

I N C .

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L A K E

E R I E

E L E C T R I C

4

90

INCLUSION

case study presentations given by team members about the project and the OCTPD process

Lutheran’s Chief Operation Officer

TRANSPARENCY

executive site visits (‘rounding’)

attended over preconstruction design assist meeting

90 OAC meetings

14

CONSISTENCY

executive level project meetings

project image: nurse station

18 OCTPD teaming work sessions

8

weekly contractor meeting

4

63

articles published about the project and the OCTPD process

increased architect

Hospital

and engineer presence

representatives

resulted in only 63 RFIs

at OAC Meeting:

48

2 WKS

design meetings including construction manager and design assist contractors

every 2 weeks executives from OCTPD leadership site walks (rounding)

• C h ief Op e ra t in g Offic e r • Dire c t o r o f Nu rsin g • E D M a n a g e r • Dire c t o r o f F a c ilit ie s • Dire c t o r o f E n v iro n m e n t a l S e rv ic e s • Dire c t o r o f I n fe c t io n C o n t ro l • I T P ro je c t M a n a g e r • Dire c t o r o f S e c u rit y

owner controlled team project delivery

RESPECT CONFIDENCE

ACTION

C H A L L E N G E O U R S E LV E S T O P R O U D LY B U I L D U P O N H I S T O R Y T O G I V E C A R E T O O U R C O M M U N I T Y TEAM GOALS : ALL TRADES WORKERS ARE KNOWLEDGEABLE OF PROJECT GOALS KEEP LEADERSHIP ENGAGED THROUGHOUT PROJECT

ENGAGEMENT C L E V E L A N D

C L I N I C

|

B O S T W I C K

D E S I G N

PA R T N E R S H I P

|

K A R P I N S K I

E N G I N E E R I N G

|

T H E

K R I L L

C O .

|

R E L M E C

M E C H A N I C A L

EMERGENCY DEPARTMENT EXPANSION AND RENOVATION

L L C

|

G I O R G I

I N T E R I O R

SYS T E M S ,

I N C .

|

L A K E

E R I E

E L E C T R I C

CONFIDENCE RESPECT

8WKS 8% reduction in schedule after the user initiated resequence of phasing

TRANSPARENCY

$77K

ACTION

construction overhead savings

0

project image: prefabrication of headboard in behavioral health room

578 man hours saved in prefabrication and modular headwalls

user informed construction phasing planning

CONSISTENCY INCLUSION

after early project completion

1064

0 delays due to existing cond itions

estimated additional

0 delays due to rework

patient visits from early project completion

owner controlled team project delivery

C H A L L E N G E O U R S E LV E S T O P R O U D LY B U I L D U P O N H I S T O R Y T O G I V E C A R E T O O U R C O M M U N I T Y T E A M G O A L S : R E D U C E S C H E D U L E BY 3 %

SCHEDULE R E D U C E / E L I M I N AT E D E L AY S D U E T O R E W O R K

C L E V E L A N D

C L I N I C

|

B O S T W I C K

D E S I G N

PA R T N E R S H I P

|

K A R P I N S K I

E N G I N E E R I N G

|

T H E

EMERGENCY DEPARTMENT EXPANSION AND RENOVATION

K R I L L

C O .

|

R E L M E C

M E C H A N I C A L

L L C

|

G I O R G I

I N T E R I O R

SYS T E M S ,

I N C .

|

L A K E

E R I E

E L E C T R I C

18 design team and design assist contractor BIM coordination meetings during construction

BIM coordination

-2.7%

INCLUSION existing conditions study

CLEVELAND CLINIC LUTHERAN HOSPITAL E.D. EXPANSION CONSTRUCTION COST

CONFIDENCE

$14M INTERIM DESIGN

C ons t r uc t ion C os t

overall reduction of construction budget

RESPECT

CURRENT GMP ESTIMATE

SCHEMATIC DESIGN DESIGN DEVELOPMENT

$12M

model

½% DESIGN

INTERIM

GMP

DESIGN

DEVELOPMENT

DESIGN

ESTIMATE

CURRENT

2013

2014

M

AY

A R M

N O

JA N

V

PT SE

M

JU L

AY

A R M

N O

JA N

V

PT SE

M

SCHEMATIC 2012

JU L

AY

A R M

SE

N O

JA N

V

PT

$10M SUBSTANTIAL

FINAL

COMPLETION

CLOSE OUT

2015

of construction budget spent on rework

100%

P r o j e c t D u r a t io n

COMPLETE

CLEVELAND CLINIC LUTHERAN HOSPITAL E.D. EXPANSION CONTINGENCY USAGE

contingency used in construction

TRANSPARENCY

100%

Contingency Available

ACTION

C o n t in g e n c y

3.6%

$500K

actual

CONSISTENCY $125K

25%

Lutheran E.D. Team Goal

owner controlled team project delivery

3.6%

0 2013

2014

A

AY M

PR

R A M

FE B

N JA

D EC

V O N

T C O

PT SE

G A U

L JU

JU N

AY M

A

PR

A R M

FE B

JA N

EC D

V N O

C T O

SE PT

G A U

L JU

JU N

M

AY

SPENT

100% COMPLETE

2015

CA start

close out C o n s t r u c t i o n D u ra t io n

C H A L L E N G E O U R S E LV E S T O P R O U D LY B U I L D U P O N H I S T O R Y T O G I V E C A R E T O O U R C O M M U N I T Y T E A M G O A L S : R E D U C E C O N S T R U CT I O N B U D G ET BY 1 0 % G I V E 7 5 % O F G M P C O N T I N G E N CY B A C K

BUDGET C L E V E L A N D

C L I N I C

|

B O S T W I C K

D E S I G N

PA R T N E R S H I P

|

K A R P I N S K I

EMERGENCY DEPARTMENT EXPANSION AND RENOVATION

E N G I N E E R I N G

|

T H E

K R I L L

C O .

|

R E L M E C

M E C H A N I C A L

L L C

|

G I O R G I

I N T E R I O R

SYS T E M S ,

I N C .

|

L A K E

E R I E

E L E C T R I C

91

5

director of facilities present at 91 job meetings and contractor/trade coordination sessions

successful emergency department work flow changes during construction

CONSISTENCY ACTION

CONFIDENCE RESPECT

INCLUSION

2AM start time for 3 existing conditions exploratory surveys scheduled during preconstruction

executive summary report

mission statement on site

construction phasing

91 successful utility shutdowns during construction owner controlled team project delivery

T R A N S PA R E N CY nurse desk 360 o rendering panorama

C H A L L E N G E O U R S E LV E S T O P R O U D LY B U I L D U P O N H I S T O R Y T O G I V E C A R E T O O U R C O M M U N I T Y T E A M G O A L : ENHANCE COMMUNICATION WITH FACILITIES FOR COMPLETE UNDERSTANDING OF THE PROJECT AND THE CONSTRUCTION PROCESS

PA R T N E R S H I P C L E V E L A N D

C L I N I C

|

B O S T W I C K

D E S I G N

PA R T N E R S H I P

|

K A R P I N S K I

E N G I N E E R I N G

|

T H E

K R I L L

C O .

|

R E L M E C

EMERGENCY DEPARTMENT EXPANSION AND RENOVATION

M E C H A N I C A L

L L C

|

G I O R G I

I N T E R I O R

SYS T E M S ,

I N C .

|

L A K E

E R I E

E L E C T R I C

Secure commitments from Administrative and Clinical leadership to truly engage the project.

Select project team members who have a strong predisposition to collaboration.

Commit to team development and design assist by investing appropriate funding to pre-design.

Select your design assist trade contractors early, and get them involved.

CHALLENGE OURSELVES TO PROUDLY BUILD UPON HISTORY TO GIVE CARE TO OUR COMMUNITY

Complete a SWOT analysis of your team and by your team, and then apply what you learn.

Perform thorough field investigations during the design phase, and involve your design assist partners.

pocket with

Whe n applied t o y o u r p r o j ec t , t h e el ev en e s s e n ti a l pr actice s li st ed o n t h e r ev er se si d e o f t h i s ca r d will ac hie v e o u t st and i ng o u t c o m es.

shopping list/

But to be r e al l y ef f ec t i v e, b e su r e t o em p l o y a l l of the se pr ac t i c es t o g et h er t o b u i l d a c u l tu r e o f e n gage me nt w i t h y o u r p r o j ec t t eam .

recipe card

En gage me nt i s ev er y t h i ng , and w h en y o u r te a m i s comple te ly d ed i c at ed t o y o u r p r o j ec t , t h e y w i l l d o r e mar kable w o r k .

Support increased involvement by all team members during the entire project with fair compensation.

co ll ect e d st r at eg ies fo r su ccess

Involve the leaders from the Clinic and each team entity in site visits during construction.

Distribute a weekly project construction newsletter to the clinical users so they know what to expect.

Demand regular budget and schedule updates in a clear and consistent format.

Celebrate team achievements. Do it often, and do it as a team!

C H A L L E N G E O U R S E LV E S TO P R O U D LY B U I L D U P O N H I S TO RY TO G I V E C A R E TO O U R C O M M U N I T Y

essentials

emergency department expansion and renovation

c ollected strategies for success

CLEVELAND CLINIC | BOSTWICK DESIGN PARTNERSHIP | KARPINSKI ENGINEERING | THE KRILL CO. | RELMEC MECHANICAL LLC | GIORGI INTERIOR SYSTEMS, INC. | LAKE ERIE ELECTRIC