numerous hospital projects built in California in recent years. Over 200 base isolation pendulums located below the structure’s steel columns will enable the building to move back and forth, up to six lateral feet in an earth- quake, and remain functional after an 8.0 magnitude quake. “Tose isolators allowed us to
design some of the more exotic struc- tural maneuvers in the building, such as the large cantilevers on levels 4-7,” Hurlbut said. Similar base isolation systems have been used in other large scale public projects including both San Francisco and Oakland city halls.
Overcoming/Mitigating Challenges
Constructing the building’s
seismic system brought a fair share of challenges, but nothing the team couldn’t work through, according to Greg Schoonover, vice president and project executive for Clark/McCarthy. Additional key challenges he
pointed to have included: Managing the logistical issues
of working in a very tight site location;
Minimizing impacts to patients while working directly next to an existing, fully operational hospital;
Coordinating the information flow on such a mammoth project, which currently has roughly 800 trades workers in the field and another 250 in the project management office;
Accommodating Stanford’s critical technology needs by devising work-arounds that allow major medical equipment to be chosen as late in the project as possible; and
Securing the necessary skilled manpower to build this megaproject in the busy Bay Area construction market.
Quick Issue Resolution through Colocation
To counter these and other daily
project challenges, the design and construction team has colocated on site, setting up a 30,000-sq.-ft. “big room” trailer complex that houses the owner, design team, general contractor/ construction manager, subcontractors, OSHPD inspectors and various other stakeholders, all under one roof. Te project management complex is located directly across the street from the construction site. Colocation has been an essential
ingredient in the project’s success to date, creating a highly collaborative, solution-oriented team environment. “It’s been great, just fabulous,”
Hurlbut said of the project setup. “I label our team as the “can do” team. When problems come up, we get the interested parties together, work it out and usually within a couple of hours we typically have solutions and move on. Everyone is very excited to tackle the problems and get them solved.” Schoonover added, “On jobs of this
Workers placing exterior glass system on the new Stanford Hospital project.
www.AGC-CA.org
size and complexity, colocation really is a must. It has helped tremendously in trying to solve problems in a timely manner to have all the decision makers in the same location.”
At A Glance: New Stanford Hospital Project
Owner: Stanford Health Care
GC: Clark/McCarthy, a joint venture between Clark Construction Group and McCarthy Building Companies, Inc.
Architect: Rafael Viñoly Architects, in association with PerkinsEastman (formerly Lee, Burkhart, Liu, Inc.),
Price Tag: $2 Billion
Building Size: 824,000 square feet
Major features: 368 rooms, new Level-1 Trauma Center and ED, 20 operating rooms, 900-space parking structure, and more
Seismic system: 200+ base isolation system, designed to withstand 8.0 earthquake
Groundbreaking: May 1, 2013
Scheduled completion: late 2017, open for patient care early 2018
Total steel quantity: 18,000 tons
Excavation: 180,000 cubic yards of earth excavated - requiring about 500 truckloads
Patient-friendly features include: 100 percent private rooms, four acres of rooftop gardens
Colocation: Project team and stakeholders all colocated in 30,000-sq.-ft. “big room” trailer complex
Project Innovations and Solutions
In addition to colocating, the
project team has devised and employed numerous other innovative approaches and solutions to keep the job running at optimal efficiency. Among the innovations:
A high level of Building Continued on page 10
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