MEMORIAL HOSPITAL GULFPORT A PROJECT STUDY

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1 MEMORIAL HOSPITAL GULFPORT A PROJECT STUDY

2 Building a healthy community together 2005 u HURRICANE KATRINA REPAIRS 2012 u SURGERY MODERNIZATION 2001 u RADIOLOGY RENOVATION 2000 u CLINIC SUPPORT ADDITION 2002 u MEDICAL OFFICE BUILDING/ PARKING GARAGE ADDITION 2002 u PARKING GARAGE REPAIRS When Memorial Hospital in Gulfport, Miss., embarked on a three-year project to add two more floors to its five-story patient tower, the owners chose Roy Anderson Corp to perform construction management services. They needed a Contractor with a wealth of knowledge and technical expertise in modern healthcare construction as well as a trusted Agent that would protect the hospital s interests and reduce risks.

3 Roy Anderson Corp and Memorial Hospital at Gulfport have enjoyed a mutually successful relationship since u CENTRAL PLANT ADDITION 2006 u EAST TOWER RENOVATION/EXPANSION 1999 u PHYSICAL PLANT ADDITION 2015 u MAIN TOWER RENOVATION/EXPANSION 2015 u NICU RELOCATION/REMODEL $100 M in completed projects over YEARS 16 + Having Roy Anderson Corp as Construction Manager is almost like having a hybrid between being your own engineer and a contractor. The construction management team acts almost as if they are us when dealing with the prime contractors. They know how we want things done, what our sensitivities are, and they execute the project as if we were the ones talking to the multiple prime contractors. Roy Anderson Corp understands the owner s intent and pursues the project with the owner s intent in mind. Fred Gargiulo Vice President of Administrative Services, Memorial Hospital at Gulfport

4 PROJECT STUDY Patient Tower THE MISSION To upgrade aging infrastructure systems; create a water tight seal for the building s 1970s-constructed leaking exterior skin; and upgrade patient rooms to meet the latest regulatory standards and market place demands all while maintaining the hospital s functions as an acute care facility and the required 240 patient beds; to relocate and remodel the NICU while keeping an active suite of five Catherization Laboratories and a fully funtional pharmarcy. THE SOLUTION A CONSTRUCTION MANAGER Initially, we were apprehensive about it because we didn t know how it would work, but the size and complexity of the project made construction management attractive to us, said Fred Gargiulo, Vice President of Administrative Services at Memorial Hospital Gulfport. The way Roy Anderson Corp explained it to us is that we could expect significant savings on the project, and we would get to keep those savings, rather than if we d hired a general contractor. It seemed like a win/win for us because having Roy Anderson Corp as our Construction Manager meant we had these healthcare construction professionals acting as our advisors. Roy Anderson Corp s past performance for projects at the hospital inspired a certain amount of confidence and trust in the Contractor as Construction Manager. Roy Anderson Corp is very sensitive to our needs and very aggressive towards meeting our requirements, Gargiulo said. Working in an active, acute care hospital requires juggling existing operations concurrent with construction, which can be very delicate. We needed a Contractor that is very understanding, which Roy Anderson Corp is, if we require delays of work in certain areas because of our census population or high acuity situations. In the pre-construction phase, the Construction Manager and Architect worked very well together and helped us with refining and validating our estimates before we went to the Board of Trustees for approval, Gargiulo said. They also found a way for us to also include renovation of the fifth floor patient rooms in this project.

5 8 completed MONTHS ahead of schedule The complications of this room-by-room and wing-by-wing phasing can be likened to a four-dimensional chess game, but Roy Anderson Corp is making it work while giving the owner less disruption, turning over rooms faster and giving contractors access to the rooms faster. Ron Blitch, FAIA, FACHA President, Blitch Knevel Architects

6 THE CHALLENGES umaintaining CONTINUITY OF UTILITIES Once the new mechanical penthouse was constructed on the eighth floor, contractors began re-routing existing mechanical from each floor and preparing to tie into the new system. This freed up space on each floor for larger patient rooms to meet the latest codes, including enhanced clinical workstations and built-in hoists to help nursing staff lift heavier patients without suffering workplace injuries. Because the rooms are on a different footprint and the new bathrooms are in different locations from the bottom floors, there was significant utility transitioning. Contractors took advantage of times when the patient rooms weren t at 100 percent occupancy to transition plumbing on a room-by-room basis. u WORKING IN AN OPERATIONAL HOSPITAL In an effort to minimize construction exposure to the hospital staff and patients during construction of the exterior skin and upper floor additions, RAC coordinated contractors to work on the outside of the building, using tower cranes and an exterior material hoist to move men and materials to the patient tower roof. Temporary scaffolding stairs were used to keep workers out of the hospital. To attach the new structure to the top of the tower, contractors hammer drilled more than 100 columns, installed couplers and then poured a concrete base to form stub columns that would support the new structural steel. With patient rooms right beneath the work, Roy Anderson Corp worked with the hospital to develop a noise abatement plan as well as stopping or relocating work crews when necessary.

7 u INFECTION CONTROL Once the new floors were erected and construction crews moved to interior work, RAC ensured everyone on the project received mandatory infection control training and had a hardhat sticker to prove it. As a healthcare contractor, Roy Anderson Corp is well-versed in the use of infection control measures such as HEPA filter machines, sticky mats, temporary barriers, air quality monitoring equipment and other dust and debris management systems. These measures ensure rooms are safe to work in and keep dust from getting into the hospital. u THE CURTAIN WALL When construction commenced, the initial challenge was to create a watertight seal for existing patient tower floors while a new stick-built curtain wall was constructed. After an extensive value analysis, Roy Anderson Corp recommended a 100,000-squarefoot exterior glass curtain wall be installed using a unitized system, rather than stick-built. This saved an estimated eight months in construction and ensured the hospital could maintain the requisite number of patient beds. RAC chose a specialty contractor well-versed in the unitized method of installation, reducing duration of a tower crane by four months, minimizing disruption to hospital patients and staff, and delivering a better quality product at significant cost savings.

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