A massive scope, tough schedule, and technical complexity
fail to daunt the Building Team for a huge California correctional project.
Tight schedules and near-impossible deadlines are nothing
new in the AEC world. But the Building Team for the California Health Care
Facility in Stockton, Calif., faced especially alarming consequences for
failure.
In 2006, a federally
appointed receivership ordered the state of California and the California
Department of Corrections and Rehabilitation to provide a 1,722-bed housing and
healthcare facility for inmate-patients with long-term medical, acute medical,
and intermediate mental health needs. A court-imposed deadline of January 2014
was set, with no room for an extension.
Failure to meet this deadline could result in imprisonment
for some responsible parties. Following legal and economic hurdles, the
project’s second phase began in June 2011 with the selection of a joint venture
of Clark Construction Group and McCarthy Building Cos., in design partnership
with HDR. (Phase one, including utilities, roadwork, grading, a central plant,
and an electric perimeter fence, was begun a few months earlier by HOK and a
Hensel Phelps-Granite joint venture.)
With a 742-day delivery schedule, the phase two team spent
five months designing a 31-building complex for the 100-acre site. At 1.2
million sf, the program included 23 inmate housing buildings, a central
kitchen, an administration building, a plant maintenance operation and facility
maintenance building, four apartment-style units for overnight family
visitations, and a shared services facility.
During the design phase, drafting was performed within a 3D
Revit model, which was linked to the team’s Primavera cost-loaded critical path
method schedule, creating a 5D model that incorporated the added dimensions of
time and cost. The design had to address more than 4,000 criteria documents,
with approval required from more than 30 stakeholders. Building codes for both
correctional and healthcare facilities had to be considered. Licensing and
permitting took place alongside the design process to solve potential problems
before they arose.
The team then had 19 months to build the complex. A task
force was created to keep all parties—the owner, facilities personnel,
design-builders, and outside consultants—organized. With more than 1,200
workers completing $2 million of work each day, the task force ensured that the
project stayed on track. All construction documents were added to a digital
plan room, accessible via kiosks as well as at an on-site field office.
Economic development for the depressed region was a high
priority for the client. Both the design-build team and the Department of
Corrections organized outreach events offering employment opportunities. Of the
4,118 workers employed through the outreach program, more than 2,000 lived
within a 50-mile radius of the project.
Ultimately, the facility was completed on time. Judges
commented on the way the Building Team worked together to meet deadlines, and
praised the complex’s clear wayfinding elements and ample daylighting.
“The Stockton healthcare facility takes an approach that is
unlike other prison healthcare facilities by enhancing the healing environment
through the use of natural light,” says judge Susan Heinking, AIA, NCARB, LEED
AP O+M, Director of Sustainabilty and VP at VOA Associates. “This design not
only improves the quality of the environment to heal in, but also improves the
quality of the environment for the healthcare provider.”
Source: BDCNetwork.net
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