Cleveland Clinic Roseann Park Family Tower

Extensive prefabrication leads to cost and schedule benefits

The Cleveland Clinic Roseann Park Family Tower project included an expansion of the existing Cleveland Clinic Avon Family Health Center and Emergency Department. The project consisted of an inpatient hospital, site enhancements, and various renovations. The nearly 12 acres of site improvements included new surface parking, grading, and utility improvements, all of which required procedures to address on-site wetlands.

The 212,000 SF addition included 126 inpatient beds; surgical department featuring six operating rooms, four procedure rooms, and 31 pre/post recovery bays; two negative pressure private isolation rooms; 20 private rapid observation units; 10 private step down patient rooms with private bathrooms; radiology department; inpatient pharmacy; laboratory; and bistro that offers grab-and-go items and made to order hot and cold entrées.

The addition also included a command center, which will serve as space for hospital teams to respond to various types of disasters.

Properties Magazine featured Cleveland Clinic Avon Hospital in the February 2017 issue.

Cal Maritime Academy Physical Education Replacement Building

A Unique CSU Campus that Provides Aquatic Education and Advanced Training to the San Francisco Bay Area Community

Project Summary

Gilbane performed comprehensive Construction Management at Risk (CMAR) services for the Cal Maritime Academy’s Physical Fitness Building that will serve as the “gateway” to the Academy’s campus in Vallejo, CA on the San Francisco Bay. The scope of work consists of providing preconstruction and construction management/administration services for the construction of the project, which includes the replacement building for Cal Maritime Academy’s Gymnasium and Natatorium.

The project features an Olympic-sized pool that will serve both recreational and training purposes and includes wave generation and other attributes to help train cadets in maritime survival techniques and sub-marine activities. The building meets the Standards of Training, Certification and Watch standing for Seafarers (STCW) and International Maritime Organization (IMO).

Gilbane is leading the CSU system’s exploration of Lean and Integrated Project Delivery (IPD) techniques within the CMAR model which was a first for the CSU system.

Genzyme Biologics Support Center

Through an IPD approach and BIM coordination, Gilbane exceeded expectations by delivering a state-of-the-art, LEED Gold biopharmaceutical facility.

Genzyme Wins with IPD Team Chemistry

By using Integrated Project Delivery (IDP), a method that is based on the recent emergence of Lean construction principals that maximize value through efficiency and collaboration of all involved, Gilbane created an integrated team entity composed of both key project stakeholders and trade contractors on this innovative seven-story office and laboratory facility that supports a multi-product biopharmaceutical manufacturing environment. In just two months, the team was able to identify a Space Program, Design Concepts, Master Project Schedule and Order of Magnitude Estimate several months faster than normal delivery methods. The team also identified risk scenarios, refined costs through value engineering and brought on design-assist resources to develop competitive pricing and define early bid packages. As a result, a definitive cost estimate was developed nearly four months ahead of traditional planning and design channels.

Henry J Carter Specialty Hospital and Skilled Nursing Facility

Integrated Project Delivery Approach Achieves Success for Accelerated Schedule Requirements

Gilbane provided construction management services for the New York City Economic Development Corporation (EDC) and New York City Health & Hospitals Corporation’s (HHC) “Road Ahead” program that delivered a renovated 201-bed Long Term Acute Care Hospital, a new 164-bed, six- story Skilled Nursing Facility and de-commissioning services of the existing Goldwater facility. Gilbane managed the removal, transportation, and delivery of all furniture, and fixed medical equipment, as well as patient and staff moves from Roosevelt Island to the new Harlem location.

After EDC /HHC expressed the need to accelerate the completion timeline by one year, the project shifted from a traditional approach to the Integrated Project Delivery (IPD) approach. Using IPD and the principles of Lean Construction, the integrated team focused on aligning project scope, budget, construction and move management schedules and expectations to maximize efficiency and minimize waste.

Project strategies included:

  • Collaboration and co-location of team for BIM and 3D modeling
  • 3D modeling for trade coordination
  • Use of models for procurement and fabrication
  • Pull planning strategies and weekly meetings
  • Transparent communications
  • Laser surveys to determine precise existing conditions
  • Web-based procurement through i.Bidpro
  • Project controls via Gilbane’s Smartapp system
  • BIM 360 systems and tablets used by field team for “real time” response to site conditions and RFIs.

Shifting the approach to IPD allowed the project team to successfully turn a 36 month construction schedule into 18 months and deliver a successful complex project over to our client.