master planning the entire building – an integrated ... · dgsf actual dgsf comments public /...
TRANSCRIPT
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MASTER PLANNING THE ENTIRE
BUILDING | AN INTEGRATED
ARCHITECTURAL AND
ENGINEERING APPROACH
Why is Engineering Important to Master Planning Design?
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Your Presenters
MASTER PLANNING THE ENTIRE BUILDING – AN INTEGRATED ARCHITECTURAL AND ENGINEERING APPROACH
▸ Jeff Harris, PE
Mechanical Engineer
HGA Architects and Engineers
▸ Dennis Vonasek, AIA
Architect | Healthcare Principal
HGA Architects and Engineers
▸ Krista McDonald Biason, PE
Electrical Engineer
HGA Architects and Engineers
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Agenda
Learning Objectives
Team Roles
Master Planning
Definition
Process
Tools
Financial Impact
Case Studies
Questions, Comments and Queries
MASTER PLANNING THE ENTIRE BUILDING – AN INTEGRATED ARCHITECTURAL AND ENGINEERING APPROACH
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Learning Objectives
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Understand objectives of master planning
Determine options for Engineering systems
to complement architectural programming
needs
Evaluate facility needs for new, modified or
upgraded engineering systems and planning
Identify opportunities to incorporate
engineering master planning efforts
LEARNING OBJECTIVES
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Team Roles
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Roles | Misconception
Owner
Has money to spend
Architect
Designs a showpiece building
Engineer
Designs complicated systems that aren’t understood
by anyone else.
TEAM ROLES
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Roles | Redefined
Master Plan
Engineer
Owner Architect
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Master Planning Definition
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Facility Master Plan
Improve Patient and Staff Safety
Reduce or Optimize Operational
Costs
Create Ideal Patient Experience
Long Term Flexibility
Careful Stewardship of Resources
MASTER PLANNING DEFINITION
Support Physician and Staff
Recruitment and retention
Maximize Return on Investment
Create a sustainable solution
Incorporate resiliency
CRITERIA
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Facility Master Plan
Continue hospital inpatient services as a key strategic distinction in the
community, but “right size” capacity to match the community need.
Address safety, accreditation, maintenance, and structural issues in
current facilities
Deliver exceptional services deployed in easy to access, impressively
branded facilities.
Assure safe, effective and efficient performance by developing an efficient,
universal inpatient care platform.
SPECIFIC PROJECT PRIORITIES – EXAMPLE MASTERPLAN PROJECT GOALS
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So, when do Engineers
enter the picture?
And… how can their efforts
complement the
architectural programming
needs?
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I do not like ducts. I do not like
pipes. I hate them really thoroughly.
But because I hate them thoroughly I
feel that they have to be given their
place. If I hated them and took no
care, I think they would invade the
building and completely destroy it. I
want to correct any notion you may
have that I am in love with that kind
of thing.”
– Louis Kahn, World Architecture 1964
“
Centre Georges Pompidou
Not a Louis Kahn Building
AN ARCHITECT’S VIEWPOINT
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A Century of Engineering Design
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Master Planning Process
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Process | Overview
Step
ONE
Send questionnaires to departments
Step
TWO
Current state meetings
Step
THREE
Future state meetings
Step
FOUR
Extreme schemes of master planning
Step
FIVE
Owner master plan final review
Step SIX
Board report out
MASTER PLANNING PROCESS
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Process | Engineering
When to include
Engineering
When not to Include
engineering
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Master Planning | Preliminary Questions Project Vision
Is program already planned
Is expansion realistic
Is it necessary
Type of Construction
Remodel / Expansion
Greenfield Site
Existing Campus
Who owns the building
Location of building
Urban – Rural – Strip mall
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Operational and Planning Considerations
Business Success
• Increase Market Share
• Increase Patient Volume
• Flexibility
• Ongoing Operations
• Meet Schedule and Budget
Patient Experience
• Wayfinding
• Convenience
• Healing Environment
• HCAPS
Staff
• Retention
• Recruitment
• Productive and Efficient
Functionality
• Maintenance & Operations
• Infrastructure
• Adaptability
• Resiliency
• Need for new, modified, or upgraded engineered systems
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Master Planning Tools
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Many Tools Available Program
Pull scheduling
Owner’s Project Requirements (OPR)
A3s
Basis of Design (BOD)
Forced Ranking
Set Logs
Component Design
Match tools to Project and Team
MASTER PLANNING TOOLS
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Program
Here is where we start…
Space program
Modalities
Expansion plans
Architectural design flexibility
Infrastructure
ARCHITECTURAL SPACES
Clinic Program Summary January 21, 2015
Space Needs Total
DGSF
Actual
DGSF COMMENTS
Public
/
Lobby
A. Public and Patient Support - Entry 2,171 1,743
B. Central Registration/ Appointment Center 910 636
Provid
er/
Clinic
Space
C. Clinic Module 30,083 30,818
C1. Urgent Care Module 3,423 4,109
D. Clincal Support 8,628 7,558
E. Staff Support 1,946 2,226
Ancilla
ry
Space
F. Pharmacy 2,445 2,116
G. Diagnostic Imaging 4,437 4,278
H. Therapy - PT/ OT/ Speech 7,765 6,976
J. Clinical Laboratory 2,113 2,125
Health
and
Wellne
ss
K. Conference/ Education Center 2,500 1,313
L. Retail 1,670 1,351
Admini
stratio
n
M. Administrative Offices 1,885 2,242
Suppor
t
N. Building Support Area 1,463 1,161
Total DGSF 71,438 68,652
DGSF to BGSF Multiplier 1.20 1.27
Total BGSF 85,725 87,015
500 Line item add for enclosed mechanical penthouse
87,515
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Program | Infrastructure Base Line
Mechanical Rooms and Penthouses
7 to 9% of Building Gross Square Feet (BGSF)
16 feet clear vertical height
Access to exterior walls
Shafts
0.27% of BGSF- 1 sf per 375 sf
One shaft per smoke compartment- Aligned vertically
Coordinated with structural system
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Program | Infrastructure Base Line
Main Electrical Rooms
1 to 2% of BGSF
Distribution “Closets”
8x10 is good for planning- stacked
Server Room
1 sf per 100 of total GSF
Tele/Data Rooms
Minimum 10’x15’ or Owner’s standards
Central Plant
2 to 3% of BGSF
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Program | Code Considerations
These are only some of the documents required for health care design
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Existing System Evaluation
Age of system
Condition of equipment
Code compliance
Applicability
Desire for future flexibility
ELECTRICAL CONSIDERATIONS
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High Level Pull Schedule
Program Needs
Staffing and Department
Considerations
Infrastructure to support program
Utility location
Phasing
Department of Health Approvals
AHJ Approvals
CONSIDERATIONS
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Tools | Owner’s Project Requirements
TOOLS
Design Goals
System
Descriptions
Equipment
Details
System
Details
Functional
Goals
Future
Provisions
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Tools | A3
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Tools | Basis of Design
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Forced Ranking
…
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Tools | Set Logs
MAIN GOALS Evaluation Criteria
ID Description
En
erg
y
Cap
ital
Co
st
En
erg
y C
ost
Healt
hcare
En
vir
on
men
tal
Qu
ali
ty
Su
sta
inab
ilit
y
Co
mp
lexit
y
Fle
xib
ilit
y
Red
un
dan
cy
Sp
ace N
eed
ed
Main
ten
an
ce
Alt 2 Water Cooled Magnetic Bearing Chiller w/Cooling Tower
++ - ++ 0 + 0 0 0 - 0
This option could
also use a non-
modular heat
recovery chiller.
Alt 2 Chilled Beams (Patient areas, admin & wellness/rehab areas). 100% OA
AHU.
+ - + 0 + 0 0 - + 0
The air handling
unit serving the
chilled beam
system(s) is a
standalone 100%
OA air handling
unit. In the
energy model this
is dealt with
separately.
Alt 2 Overhead Variable Air Volume (remainder of buidling). 25% Min OA AHU
0 0 0 + 0 + + 0 0 0
The air handling
unit serving the
variable air volume
system(s) is a
standalone 25%
min. OA air
handling unit.
Alt 2 Radiant Floor Heating (Perimeter of new building, match existing
building)
+ 0 + 0 + + 0 0 + 0
Radiant floor
heating is used
through out the
existing building
and will be
continued through
out the new
building.
Alt 2 Gas Fired Condensing Boilers
+ 0 + 0 + + 0 + 0 0
Alt 2 Supplement w/Exisitng Facility
- + - 0 0 - - + + -
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TOOLS | COMPONENT DESIGN
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Master Planning Financial Impact
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Financial Impact | Example New Project
Approximately $6.8 M Construction Cost
Approximately $3.5 M Soft Costs
COMPONENT TEAM PRICING PROJECT COST $10.3 M
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Cost Impact
Stakeholder input: Who will yell the loudest if their program doesn’t make
the final cut?
What can the project afford?
What is the “code required” minimum?
Where is the money best spent?
Rarely shifts towards
infrastructure budget
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Case Studies
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Case Study #1 Remodel / Expansion
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REMODEL / EXPANSION
Process | Current State
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REMODEL / EXPANSION
Process | Future State
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REMODEL / EXPANSION
Process | Owner’s Project Requirements
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REMODEL / EXPANSION
Process | Extreme Schemes
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REMODEL / EXPANSION
Process | Report Out
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Case Study #1 Remodel / Expansion
Required Infrastructure upgrades extend beyond program
requirements
“You can’t afford it. ”
Misleading budget when based on a square foot basis
Multiple phases complicate solution
Occupied throughout construction process
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Case Study #2 Greenfield Site
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GREENFIELD SITE
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Main Electrical Rooms;
Expansion in Room
and North
Utility Yard
Architectural Expansion
Mechanical Room
Expansion East
GREENFIELD SITE
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GREENFIELD SITE
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Case Study #2 Greenfield
First phase of a new campus with imminent expansion
Planned growth in multiple directions
Infrastructure scaled for future growth
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Case Study #3 Existing Campus
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Goals for Masterplan Provide enhanced patient care by
Improving patient convenience and satisfaction
Increasing operational efficiency of staff
Improving recruitment and retention of providers and staff, and increase staff
satisfaction
Build future capacity by
Replacing aging facilities and infrastructure which are at the end of their useful
life
Building spaces that will enhance the patient experience
Developing a strong brand identity
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Current Campus
Truyu
53
Parkwood
Family Medical Center
Rehab
Building #1
Cancer
Center
Clinic #1
Hospital
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Implementation – Future
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This Masterplan is
implemented in four
phases
Procedure Center
Imaging & Emergency
Departments
Bed Tower
Main Clinic
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Background
Phase 1 Scope • Procedure Center / SCCU (125,000 BGSF) • Interventional Suites
Cardiology/Minor Procedure SCCU Pre/Post/PACU Beds Extended Stay Beds Patient Access Entry / Public Area Central Sterile Supply Shared Staff Support Building Services
• Electrical Building
• Loading Dock
• Associated site work
Make Ready Requirements • New west parking lot (550 stalls) w/ retention
pond • New retention pond • Relocate displaced departments in the
Hospital. New Electrical Building • Demolish generators and portion of Hospital
building west of public corridor on lower and main levels
• Grow and renew the procedure
platform
• Move toward private beds
EXISTING
ED ENTRY
NEW PROCEDURE
CENTER ENTRY
EXISTING INPATIENT ENTRY
EXISTING REHAB ENTRY
Implementation Phase 1 - Procedure Center
Procedure Center / SCCU, (125,000 BGSF) Electrical Building and associated site work
• Interventional Suites
• Cardiology/Minor Procedure • SCCU • Pre/Post/PACU Beds • Extended Stay Beds • Patient Access • Entry / Public Area • Central Sterile Supply • Shared Staff Support • Building Services • Linen Services • Maintenance • Purchasing • Loading Dock • Electrical Building Loading Dock
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Infrastructure Masterplan - Phase 1 Electrical
New Electrical Building
• 2 new generators; 3 relocated generators
• Room for 2 future generators
• 3 peak shaving gear (1 new and 2 relocated)
• Room for 1 future peak shaving line up
• New infrastructure sized to accommodate future &
relocated mechanical equipment and future buildings
Existing Central Plant Building
• Serve existing mechanical equipment in Central Plant with
new infrastructure distributed from the new Electrical
Building, eliminate utility switches and generator
Existing Electrical Vault (LL of Hospital)
• Feed existing vault with new feeders from new Electrical
Building. Existing distribution to be revisited due to event
Distribution for Procedure Center(in Procedure Center)
• Unit substations, transfer switches, distribution panels
• Fed from switches in new Electrical Building
Mechanical
• Extent of mechanical system in Central Plant remains as
is – systems rebalanced
• Add new fuel oil tank for generators In new Procedure
Center
• New steam-to-water heat exchangers with pumps
• Air-handling units
Extend and modify chilled water and steam piping mains
EXISTING
ED ENTRY
NEW PROCEDURE
CENTER ENTRY
EXISTING INPATIENT ENTRY
EXISTING REHAB ENTRY
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Background Phase 2 Scope
• Imaging / Emergency Departments
(57,100 BGSF )
• Central Plant
• Associated site work
The Imaging and Emergency Departments are in the
existing Hospital And require crossing the main public
corridor to access the Procedure Center. Structural bays
and floor-to-floor heights make expanding in place
difficult.
Make Ready Requirements
• New Central Plant and cooling towers
• Relocate displaced departments in the
Hospital and Central Plant
• Demolish existing Central Plant and
cooling towers
• Rework loading dock at Rehab Building
Implementation Phase 2 – Imaging and Emergency Departments
EXISTING MAIN
CLINIC ENTRY
NEW PROCEDURE
CENTER ENTRY
EXISTING INPATIENT ENTRY
EXISTING REHAB ENTRY
NEW IMAGING / ED ENTRY
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Infrastructure Masterplan - Phase 2
Electrical • Add additional distribution equipment for new and
relocated mechanical loads in new Central Plant
• Add and modify distribution equipment in Imaging/ED
Mechanical New Central Plant
• Migrate existing 2 chillers
and associated pumps
• New cooling tower pumps
• New chilled water distribution pumps
• Add new steam boilers as back-up for
UND steam supply
• Relocate and upgrade building automation management
control center
Adjacent to new Central Plant
• Add new cooling towers and associated pumps
• Demo fuel tanks and add new fuel tanks
• Relocate O2
Existing Plant
• Demo building and equipment that is not to be relocated
• Maintain small distribution hub in location of existing plant
for incoming steam
• Rework existing steam piping to accommodate new
building layout
In Image/ED Building
• New steam-to-water heat exchangers with pumps
• Air-handling units
Extend and modify chilled water and steam piping mains
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EXISTING MAIN
CLINIC ENTRY
NEW PROCEDURE
CENTER ENTRY
EXISTING INPATIENT ENTRY
EXISTING REHAB ENTRY
NEW IMAGING / ED ENTRY
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Background Phase 3 Scope
Make Ready Requirements
Schedule
Current Cost Estimate
• Bed Tower – 220 beds (180,840 BGSF )
• Program relocation
• Demolition
• Associated site work
30 Months (Design and construction)
Bed Tower, program relocation, demo and associated site work:
$81,852,205 (Project Cost)
With a new diagnostic and treatment
platform complete and an aging
existing Bed Tower, a new Bed Tower
is able to begin construction.
None
Implementation Phase 3 – Bed Tower
NEW PROCEDURE
CENTER ENTRY
EXISTING REHAB ENTRY
NEW ED DROP-OFF NEW INPATIENT AND
OUTPATIENT ENTRY
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Infrastructure Masterplan Phase 3
Electrical • Add additional distribution equipment for new and
relocated mechanical loads in new Central Plant
• Add and modify electrical equipment for new tower
Mechanical Central Plant
• Add 4th chiller and associated pump
Adjacent to Central Plant
• Add 1 new cooling tower with associated pumps in the
Central Plant
In new Bed Tower
• New steam-to-water heat exchangers with pumps
• Air-handling units
Extend and modify chilled water and steam piping mains
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NEW PROCEDURE
CENTER ENTRY
EXISTING REHAB
ENTRY
NEW ED DROP-OFF NEW INPATIENT AND
OUTPATIENT ENTRY
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Phase 4 Scope
Make Ready Requirements
• Main Clinic (140,500 BGSF)
• Demolition
• Fleet vehicle building
• Associated site work
Utility Modifications
Background The Main Clinic is undersized by
current design standards with no
capacity for adding new physicians
Implementation Phase 4 – Main Clinic
NEW ED DROP-OFF
NEW INPATIENT AND
OUTPATIENT MAIN
ENTRIES
NEW PROCEDURE
CENTER ENTRY
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Infrastructure Masterplan Phase 4
Electrical • Provide exterior normal and emergency feeders from Electrical
Building to new Clinic
Mechanical In new Clinic Building
• New steam-to-water heat exchangers with pumps
• Air-handling units
Extend and modify chilled water and steam piping mains
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EXISTING REHAB
ENTRY
NEW ED DROP-OFF
NEW PROCEDURE
CENTER ENTRY
NEW INPATIENT AND
OUTPATIENT MAIN
ENTRIES
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Future Growth
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Case Study #3 Existing Campus
Phased replacement of 1970’s campus
Through 4 large phases and multiple make ready projects
Address sustainability and resiliency
Address electrical and mechanical code deficiencies
Provide measures to address natural disasters
Maintain occupancy for all phases until project completion in 2024
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THANK YOU!
Questions, Comments and Queries