HerreroBoldt – The Replacement Hospital at the St. Luke’s Campus

HerreroBoldt

The partnership of Herrero Builders Inc. and the Boldt Co. is set to exceed its local hiring requirements on the Replacement Hospital at the St. Luke’s Campus.

By Russ Gager

If cooperation and collaboration are what make a construction project successful, then success is assured by an arrangement among all members of the integrated project delivery (IPD) team during construction of The Replacement Hospital at the St. Luke’s Campus in San Francisco.

Led by a partnership between Herrero Builders Inc. and The Boldt Co., HerreroBoldt is the construction manager/general contractor overseeing 11 other IPD designers and subcontractors on the project working in the same project management office. “It’s an environment of collaboration and cooperation, which is important for the success of this project,” Project Director Paul Klemish emphasizes. “All the IPD team members have put their profits from the project in a common risk pool and have the shared responsibility for risk and reward. So the collective profit of the team depends on the success of the group and their ability to work collaboratively.”

The IPD team members were selected early in the project’s development on the basis of best value, not just lowest cost, to work with SmithGroupJJR architects, one of the team members. “The key design consultants and subcontractors have been actively involved during preconstruction to make sure the design of the building itself is actually buildable and we have a fully coordinated design and construction model for all the systems in the building before we even submit the design to the authorities for approval,” Klemish says.

California’s Office of Statewide Health Planning and Development (OSHPD) is the authority to which the plans must be submitted. “Before we even submit our design to OSHPD, we have a high degree of confidence that it is buildable, that we have a fully coordinated set of drawings and the drawings represent exactly what will be built in the field,” Klemish emphasizes.

Coordinated Savings

This coordination during preconstruction is expected to provide savings during the entire construction process. “Traditionally, the design and preconstruction period for a hospital would be much longer than what we’ve had because we had the team together,” Klemish says. “It’s a fully coordinated construction model, so we are expecting a large amount of production savings in the field. We will have very few instances where work is stopped in the field because the building systems don’t fit due to coordination issues.”Herrero box

The seven-story, 215,000-square-foot hospital’s BIM plans are modeled and coordinated in approximately 10 different software applications – including Revit, Tekla and 3D AutoCAD – and are accessible in the field using tablets or laptop computers via PlanGrid for two-dimensional drawings and BIManywhere for the coordinated construction model.

This level of planning and coordination has made possible prefabrication of plumbing assemblies in an 80,000-square-foot warehouse on Treasure Island between San Francisco and Oakland. The warehouse also is being used for assembly of additional building components and for storage of materials before they are shipped to the tight construction site.

One IPD team member, Southland Industries, is the design/builder of the plumbing and HVAC system, which is unique. Often, a consultant creates the design and the subcontractor installs it. But in this case, construction efficiencies can be built into the design.

No Elbow Room

The Replacement Hospital at the St. Luke’s Campus is being built on the site of a former parking lot next to St. Luke’s current hospital. The new hospital is being built up to the property lines of the current hospital on the east side and residences on the west side of the site. On the south side of the site is the emergency room entrance to the existing hospital. “We have access to our construction site on one side of the hospital itself, so that presents a lot of logistical challenges,” Klemish says.

Covered walkways have been built to protect pedestrians. “We communicate constantly with our neighbors and operations in the hospital so they’re aware of the type of activities we have scheduled,” Klemish adds. “We understand the impact our activities will have on them, so we are constantly adjusting logistically what we do.” Deliveries of the construction materials that will be installed on any given day are scheduled “very regimentally.” The warehouse five miles away on Treasure Island also helps receive materials that cannot be installed immediately.

The 120-bed hospital under construction has a concrete foundation system with caissons, spread footings and grade beams. Concrete shear walls are integrated into the lower level of the building, most of which is structural steel with a buckling-restrained brace frame to absorb lateral motion during an earthquake.

The hospital’s floors are metal decks with concrete fill. The exterior has glass-fiber-reinforced concrete panels preglazed with glass punched windows. The integrated precast and window assembly measures 30 feet wide by 15 feet tall and is prefabricated offsite. Curtain wall is used in certain areas such as the lobby and corners of the building. Some of the interior metal stud walls are also prefabricated in a post-and-panel methodology allowing workers and materials to be moved efficiently in the building during early stages of construction.

Relocating Utilities

Construction of the hospital – which is being built for Sutter Health – began in October 2014. Earlier in that year, utilities had to be relocated. A storm drain 54 inches in diameter had to be relocated along with power lines and the existing hospital’s outdoor bulk oxygen tank and loading dock. More than 100 subcontractors are expected to work on the project at its peak, which is exceeding its local hiring goals.

The city of San Francisco and Sutter Health have set a goal that 30 percent of all the hours worked on the project be performed by city residents. Currently, 33 percent of all the hours on the project are being worked by skilled tradespersons that live in San Francisco.

HerreroBoldt is also tracking towards another project goal of subcontracting approximately $42 million of the project to San-Francisco-based companies. “We’re forecasting that we will be several million dollars beyond our goal,” Klemish calculates. “The project is giving back to the city and county of San Francisco and its residents in many ways during construction.”

HerreroBoldt is aiming for LEED Silver certification for the hospital. One energy-efficient feature of the building is that it will harvest rainwater for distribution to planters on the hospital plaza containing drought-resistant landscaping.

Construction is scheduled for completion during the second quarter of 2018. The Replacement Hospital at the St. Luke’s Campus will be licensed, fully operational and ready to receive patients in early 2019. The existing hospital will be demolished after that to make way for more improvements on the campus.

Klemish attributes the success of the project to several factors. “Sutter Health is an owner that’s leading the industry in IPD,” Klemish emphasizes. “Their commitment to this delivery method really gives the team the environment to be successful. How well the team has embraced IPD is a huge reason for the success of the project. Everybody contributes at a pretty high level.”

That IPD delivery method was key to the selection of HerreroBoldt. “Both Herrero and Boldt have a lot of experience in IPD,” Klemish points out. He stresses the importance of the Replacement Hospital at the St. Luke’s Campus to its neighborhood. “It’s a community hospital that is being built on an existing campus in an area of San Francisco that really needs great healthcare in the future,” he concludes. “It’s a project that is important to the community to keep modern healthcare in this area of San Francisco.”

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