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 .
|
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
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