Rice Building Institute September 13, 2007

Transcription

1 Rice Building Institute September 13, 2007 TMHS Capital Construction Program Sid Sanders, Vice President Facilities Planning and Construction

2 Methodist System Overview Willowbrook San Jacinto Medical Center Sugar Land

3 Overview of Capital Design and Construction Program

4 Capital Construction Program Overview (Major Projects) Projects under Construction Outpatient Clinic Building $331 M 1,600,000 GSF Sugar Land Hospital Expansion $235 M 431,000 GSF Research Institute Laboratory Building $218 M 420,000 GSF Willowbrook Hospital Expansion $260 M 555,000 GSF Projects in Design Sugar Land MOB and Garage $61 M 158,000 GSF Projects in Programming West Houston Hospital and MOB $310 M North Campus Hospital Expansion Unbudgeted Projects in Conceptual Evaluation Radiation Oncology Center Unbudgeted Imaging Center Unbudgeted

5 Project Scope 24 Floor tower TPC $ 331 M 760,000 GSF occupied space 846,000 GSF parking 1370 spaces Outpatient Clinic Building

6 Project Scope 425,000 GSF TPC $218 M Surgical Training Vivarium BSL 3 labs Office Imaging center The Methodist Hospital Research Institute

7 TMHRI

8 Sugar Land Expansion Project Scope 432,000 GSF Hospital TPC $296 M 158,000 GSF MOB 188 Beds 950 Car Garage

9 Project Scope 555,000 GSF TPC $260 M 240 Beds Willowbrook Expansion

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11 Potential Project Scope 1.8 M GSF North Campus Expansion Massing Concept North Campus Expansion

12 Project Scope 200 Beds West Houston Hospital

13 Construction Procurement Strategy Goals Complete a state-of-the-art Hospital and Research Facility Optimize expenditures to maximize Clinical and Research capability of the Facility Meet or accelerate proposed construction schedule Maintain project cost transparency and accountability Challenges Aggressive schedule Aggressive program w/ little recent experience Highly complex project with thousands of design decisions, developing technologies and hundred of suppliers and subcontractors Price volatility Limited supply of key subcontractors & skilled labor

14 Project Organization

15 Roles and Responsibilities Project Director Methodist Employee Organizes the Methodist User Groups Insures that the Project Meets the Goals of the Institution Assists the Project Manager as Needed Project Manager Contract Employee Organizes all the of Consultant and Vendor Teams Develops Overall Project Schedule Develops Overall Project Budget Insures the Coordinated Execution and Delivery of the Project

16 Roles and Responsibilities Architect Consultant Develops the Project Program and Design Develops the Documents to Execute the Project Coordinates the Design of all Specialty Consultants Construction Manager Consultant/Vendor Responsible for Overall Construction of the Project Develops GMP(s) Responsible for Construction Buy-out

17 Construction Procurement Strategy Use Construction Manager at Risk Allows for aggressive scheduling and early project delivery Allows just-in-time decision making on program elements Allows for Guaranteed Maximum Price (GMP) Allows for high degree of collaboration and constructability Allows for best-value selection of major subcontractors during buy-out.

18 Construction Procurement Strategy Project Life Cycle Selection of Construction Manager Cost Curve CONCEPT LEVEL of INFLUENCE PROGRAM PRELIM. DESIGN FINAL DESIGN BUY-OUT PROJECT EXPENDITURES CONSTRUCTION FURN./ COMM. PROJECT LIFE CYCLE Influence Curve

19 Construction Procurement Strategy CM-R Part I Pre-Construction Service Collaboration in design as member of project team Evaluation of project constructability Maintenance and acceleration of schedule Forecasting costs using market information Continually optimize project budget with design alternatives Assess early selection of subcontractors Negotiation of a comprehensive Guaranteed Maximum Price (GMP)

20 Construction Procurement Strategy CM-R Part II Construction Service All costs of work are competitively procured using best-value selection Incorporate design-assist subcontractors previously selected Bid package strategy allows for optimal decision-making on technology procurement Accelerates schedule Allows early involvement of major subcontractors and manufacturers Allows best-value selection of subcontractors

21 Construction Procurement strategy CM-R Contract Elements Part I Services Pre-Construction Services Lump sum Part II Services Guaranteed Maximum Price Construction Phase Fee Lump sum General Conditions Open book, Not-to-Exceed Cost of Work Open book, competitively procured Buy-out Contingency Joint controlled, Not-to-Exceed Special Allowances Owner controlled, lump sum - specified All savings revert to owner

22 Construction Procurement Strategy Project Life Cycle Selection of Construction Manager Cost Curve CONCEPT LEVEL of INFLUENCE PROGRAM PRELIM. DESIGN FINAL DESIGN BUY-OUT PROJECT EXPENDITURES CONSTRUCTION FURN./ COMM. PROJECT LIFE CYCLE Influence Curve

23 Construction Procurement Strategy Limitation of CM-R Procurement Key Subcontractors (SC) and Manufacturers (MFG) are not Selected until Design & Documents are Completed during the Buy-Out Problems with this Process Critical innovation and creativity exist in the SC and MFG Firms Standard CM-R procurement leaves out the scoping and design documentation of project The procurement below the CM-R tends to become design-bid-build (slowest & least innovative procurement) Key parts of project are redrawn in shop drawing process by selected SC & MFG

24 Construction Procurement Strategy Conundrum Capital Projects take 3 to 5 years to complete Reimbursement environment changes Market changes Diagnostic/treatment technology changes Clinical therapies change More information is needed earlier in project conceptualization Once commitment is made time-to-market is critical Maximizing facility flexibility is essential

25 Construction Procurement Strategy Project Life Cycle Selection of Construction Manager Cost Curve LEVEL of INFLUENCE PROGRAM PRELIM. DESIGN FINAL DESIGN BUY-OUT PROJECT EXPENDITURES CONSTRUCTION FURN./ COMM. PROJECT LIFE CYCLE Influence Curve

26 Construction Procurement Strategy Construction Manager at Risk (CM-R) with Design-Assist Subcontractors Goal: Move up key subcontractors in process as Design-Assist agents Methodist Project Management Team Construction Manager A/E Subcontractor Subcontractor Subcontractor

27 Challenges to Early SC Selection How to keep early selection SC competitive in final pricing Design team and construction team naturally revert to traditional roles Reluctance to step out of traditional roles due to unknown risk issues Many SCs do not have design assist capability Many CMRs and SCs are reluctant to commit to GMPs until construction documents are well developed

28 Emerging Opportunities Integrating design of multiple-disciplines thru object-based 3D modeling Use of collision detection software in design Integrating shop drawings with CDs Use of building information modeling (BIM) Still more promise than reality Off site fabrication of subsystems