Project Description
Project Description Project Background The expansion is a seven story, 360,000 SF addition with a total project cost of $98 million. Construction began in February 2003 and the project is schedule to be complete in June 2005. The project is located outside of northern Philadelphia in. The building will house additional inpatient bed capacity, a loading dock, a kitchen and cafeteria, conference center, an emergency trauma center, and eight operating rooms. The new hospital contains a 5 story atrium which contains a large indoor fountain. Along with the new building construction, a $20 million parking garage has been constructed and connects to the new hospital building with a bridge. The new building has connections into the existing building on several floors, which requires $4 million of renovations within the existing hospital building. 11 of 97
Project Information Site Location 1200 Old York Rd. 19001 5 acre site Cost Information Total Project Cost $ 98,485,089 New Construction $ 94,637,534 Renovation Work $ 3,847,555 Structural Steel $ 3,991,700 Concrete $ 2,500,875 Mechanical $ 17,105,090 Electrical $ 13,204,855 Plumbing $ 5,933,395 Fire Protection $ 1,446,925 Architectural Features Exterior Insulation Finish System (E.I.F.S.) skin to match existing hospital building Connected to existing hospital on first, second, and third floors Connected to newly constructed parking garage via walkway on third and fourth floors Renovation of Triage and Emergency Rooms Insulated Concrete Roof System Dates of Construction Preconstruction: Feb 2002 Feb 2003 Construction: Feb 2003 June 2005 Postconstruction: June 2005 Mechanical 14 Air Handler Units 25-ton Chiller 2 Cooling Towers (3300 GPM) 8 Air Flow Measuring Stations Electrical / Lighting Electrical Contract broken into 5 divisions: o Power, Distribution o Low Voltage, Rough-in o Fit-Out o Site Lighting o Telecom / Data Newly constructed transformer yard to replace existing hospital electrical equipment 5 kv and 35kV Switchgear, 1200 A 208 / 120V Lighting system Structural Steel frame, slab on deck structure Column footings 4 ksf, 6 ksf 6 Foundation Slab on grade 12 of 97
Client Information The owner of the expansion project is the, a fully accredited, non profit, and educational hospital facility. The existing hospital has 508 beds and serves Montgomery, Bucks, and Philadelphia counties. Abington Memorial Hospital is constructing this 360,000 square foot addition to respond to both short and long term needs. The hospital expects to have all new patient rooms filled upon completion. Out of the eight operating rooms being constructed, four will immediately be fitted for operation. AMH expects all of the new amenities to be used in the future. There is a need for all the facilities being constructed, both immediate and long term. The construction of the hospital addition is being funded by Abington Memorial Hospital. The majority of the funding will come from equity and timed releases of bonds. With an approximately anticipated schedule, the hospital has adequately prepared for the cost of the addition. The existing campus was completed in three main phases. The first of these was the construction of a three story, 65,000 square foot medical office building along with a 1,500 car parking garage. The second phase of the hospital was the excavation and construction of a 272 foot long underground tunnel used to connect the medical office building to the main hospital facility. The latest construction was the addition of a building known as the Toll Pavilion. This was a 342,000 square foot addition which contains a state of the art operating suite, critical care units, same day procedures units, and a labor delivery recovery facility. The demolition required for the construction of the hospital addition took place while the hospital was still in use and needed to be carefully considered as to not disturb the ongoing hospital activities. The current addition to the is being managed by a joint venture between L.F. Driscoll construction and Intech Construction. Both of these companies have previously completed work for the hospital. L.F. Driscoll was the construction manager for previous projects on the hospital s campus, including a 342,000 SF addition. Intech has completed over $25 million dollars in renovations and additions to AMH. Having been both general contractor and construction manager, Intech has completed a cancer treatment center, a pediatric care unit, dental clinic, trauma center, and triage unit. 13 of 97
Selection As an owner, requested a joint venture between Intech Construction and L.F. Driscoll Construction due to their past experience with the firms. Intech Construction has completed over $25 million dollars in renovations and additions to the hospital. L.F. Driscoll completed the majority of the existing hospital facility in several phases, including a 342,000 square foot, seven level addition to the hospital. The bidding for the project took place in November 2000, before the building had been designed. Therefore, a complete bid was not assembled. Each contractor presented their company, proposed project team members, and a proposed fee for completing the work of the project. During this presentation period, Intech Construction and L.F. Driscoll Construction included separate bids for the job. Having previous experience with both companies, the hospital suggested a joint venture between Intech and Driscoll. Since each of the companies wanted to maintain a positive relationship with the owner, they willingly accepted the joint venture arrangement. The joint venture delivery method does not adversely affect the hospital in any way and the hospital has been pleased with the work performed by both companies. 14 of 97
Project Team The project management team is comprised of members of Intech and L.F. Driscoll. The assigned positions were determined by past experience with that particular scope of work or with the previous construction on the hospital. For this project, the majority of the field work is supervised by Intech, while the project management is primarily led by L.F. Driscoll (see Figure 1: Project Management Team Organizational Chart below). The primary construction management team operates on site full time throughout the construction of the building. Offices originally on the site had to be relocated, leaving small, vacant office buildings. The construction managers have an office adjacent to the site in an old two story office building. The cost for converting this building into a job site office was covered in the general conditions cost. Owner Architect / Engineer Robert D. Lynn Associates Construction Manager L.F. Driscoll Construction Intech Construction Structural Engineer A.W. Lookup Mechanical A.T. Chadwick Steel Samuel Grossi & Sons Electrical Gerngross Electric Concrete Madison Concrete J.R. Rainey Electric Civil Anthony Biddle s 15 of 97
Joint Venture Partner (Intech) Joint Venture Partner (Driscoll) Secretary (Driscoll) Senior Project Manager (Driscoll) Clerk (Driscoll) Project Manager Divisions 2-13 (Intech) Assistant Project Manager (Intech) General Superintendent (Intech) Area Superintendent (Intech) Project Manager Divisions 14-16 (Driscoll) Assistant Project Manager (Driscoll) Area Superintendent (Intech) Figure 1: Project Management Team Organizational Chart 16 of 97
Design Coordination The coordination of the project s construction was a major concern to the owner and the project managers. It is stated in the contracts of the subcontractors that they must coordinate with other trades prior to installation. The floors of the building have been broken down into segments, according to the scale and work required for that area. The floors contain anywhere from eight to sixteen coordination drawings, depending on the level of coordination necessary. Each of the subcontractors is required to submit a CAD file, quarter scale set of drawings to the project managers with the layout of their scope of work. The project managers combine and coordinate the drawings in order to identify potential obstructions in the design. These drawings are submitted according to an order of trades established by L.F. Driscoll (see Figure 2: Order of Trade Coordination below). The drainage and duct contractors have the most precedence over the design, as they are the trades which require the most space for their systems. These drawings are then submitted to the engineer of Robert D. Lynn Associates and inspected. The final set of coordinated drawings requires each of the subcontractors to sign off and agree that they will perform the work according to the drawings. A schedule has been created for the overall coordination process. Each of the coordination drawings is listed and the durations of coordination for each of the trades are listed. This way, each of the subcontractors knows what they are required to do and how long they have to complete it (see Appendix A: Subcontractor Coordination Schedule) One particular conflict that has occurred is that the design for the roof drains is conflicting with the air handling units. This problem has been identified prior to construction and will be coordinated by the time the work is to be completed. The contractor responsible for the roof drains will be relocating the pipe in order to accommodate for the air handler units. The completed work of select subcontractors is subject to inspections and testing, according to its function and desired level of quality. The installation of the systems is to be inspected regularly by the subcontractors. There are inspections required for the steel members, concrete used for the slabs, fire proofing, and interior systems, such as HVAC and the med gas system. The hospital has several specialty systems that require a specific level of production. These have to be conformed to and inspected regularly during construction. 17 of 97
Highest priority Sheet Metal Plumbing / Medical Gas Pneumatic Tube HVAC Sprinkler Electrical (Distribution) Electrical (Fit-Out) Electrical (Low-Voltage) Telecom / Data ATC / BAS Lowest priority Figure 2: Order of Trade Coordination 18 of 97
Project Schedule Summary The total duration of the project is twenty eight months, from February 2003 to June 2005. The preconstruction design phase was ten months and the postconstruction renovation work has a scheduled duration of 6 months. A bulk excavation was performed along with lagging and tie backs in order to support the ground beneath the existing hospital. The structural system of the building is composed of a steel frame with concrete slab on deck. Each framed floor is divided into derricks, each with around 100 120 pieces of steel. Dividing the steel frame into derricks successfully organized the steel delivery and erection. The entire structural frame of the building is composed of 28 derricks with a duration of 83 days. The finishes and fit out of the building had a total duration of 561 days. The studs and hollow metal walls were installed by floor, starting from the top of the building. Once the finishes for the hospital addition are completed, the renovations of the existing hospital s emergency room trauma center will be completed. This has a total duration of 125 days and is the last activity of the overall project. A Project Schedule Summary is available in Appendix B and a Detailed Project Schedule is available in Appendix C. 19 of 97
Site Plan The site used for this building was a five acre site, which housed several apartment buildings prior to their demolition. The former site had a road that ran through the site, which had to be removed for the construction of the hospital. There were also a number of doctor s offices along Highland Avenue, which were used as construction management offices during construction and will be demolished after the hospital is constructed. Also located on the site, is the newly constructed 900 car parking garage. Having such a large site made it easier on the construction managers to layout the site; there were no site congestion issues that had to be dealt with. For the majority of construction, there were two main entrances to the site: one along Old York Road (Route 611) and along Keith Road, on the east side of the site. Old York Road is a heavily trafficked street, which allowed easy access to the site. However, there were very few problems associated with the heavy traffic on the road. 20 of 97
OLD YORK RD (RT. 611) Brian Nussbaum KEITH ROAD PARKING PARKING PARKING GARAGE HOSPITAL PARKING UPPER LEVELS CONTRACTOR PARKING LOWEST LEVEL CLOSED SIDEW ALK CLOSED SIDEW ALK CLOSED SIDEW ALK EXISTING HELIPAD ON ROOF ELECTRIC MAIN HOSPITAL ADDITION BASEMENT LOADING DOCK HOIST TOWER CRANE HIGHLAND AVENUE TOOL SHED PARKING N E X S T N G H O S P T A L STEEL DELIVERY T R A N S F O R M E R Y A R D AB INGTON ME MORIAL HOS PITAL SI TE PLAN I I I WOODLAND ROAD Figure 3: Project Site Plan 21 of 97
Cash Flow Curve A cash flow curve was created for this project in order to illustrate the financial transactions between the owner and the construction managers. The cash flow illustrates the dollar amount of work completed by the contractor and the cash flow from the owner. For the complete cash flow, refer to Appendix ix: Project Cash Flow. The project was broken up into 25 items of varying durations and construction costs. Each of the items was compared to the budget and the schedule to determine a cost and duration. The costs of each activity were spread out over its duration and the costs of each month were summed. Since the hospital was billed monthly for the construction, the cash flow provides a monthly value of work completed. There is a 10% retainage held by the hospital on this job throughout the entire duration of construction. The cash flow illustrates the payment requested and the payment received every year (payment received is equal to the payment requested minus 10% retainage). This retainage causes the contractors to finance part of the project, as the hospital is not paying for the entire work completed. This amount of money withheld from the contractors prevents them from accumulating interest from it throughout the duration of the project. The total amount of retainage is returned to the contractor with the final payment. Below is a table illustrating the cost of work completed, retainage, and payments. Contract Value $ 98,485,089 Retainage $ 9,848,509 Financing $ 9,848,509 Interest Lost from Retainage ( @ 0.75% per month) $ 73,863.82 Table 1: Cash Flow Summary 22 of 97
The figure below illustrates the cash flow between the owner and the contractor. The amount of work completed is compared to the amount of payment the contractor has received. The difference in these amounts is the cumulative retainage that is being held by the owner. This amount must be financed by the contractor throughout the project. The final payment to the contractor includes the payment that has been held by the owner. Cumulative Payments 120,000,000 100,000,000 Cost ($) 80,000,000 60,000,000 40,000,000 Work Completed Payment Received Financed 20,000,000 0 0 5 10 15 20 25 30 35 40 Duration (Months) Figure 4: Cumulative Payments 23 of 97