UHS Temecula Valley Hospital was recently recognized by the Design-Build Institute of America Western-Pacific Region with a Merit Design-Build award. The awards program acknowledges the most outstanding design-build projects in the Western Pacific region area by promoting and recognizing the use and efficiency of design-build as a project delivery method.
Temecula Valley Hospital (TVH) is a five-story, 140-bed hospital built on 35 acres in Temecula, California. The delivery method was a highly collaborative, Integrated Project Delivery (IPD) and promoted the facilitated strategic planning, design, construction, start-up and turnover of the project through the principles of collaboration and Lean construction. The project team worked hand-in-hand under an integrated contract.
The integrated form of agreement for Temecula Valley Hospital created a partnership between seven entities: UHS, Inc. (owner), DPR Construction/Turner Construction Company (a joint venture), HMC Architects, Bergelectric Corporation, Southland Industries, Southwest Fire Protection Co., and DPR Drywall. The agreement included an aggressive target cost in which the owner pays for all project costs plus overhead and the profit pool and individual shares for the partners were fixed—but at risk. The agreement created a partnership of shared risk and reward between designers and builders, as well as between the owner and partners. It created an environment of:
• Project-centric thinking to foster collaborative problem-solving and innovation
• Vulnerability between team members to build trust through transparency
• Accountability from the start of the project
• Distributed leadership
• Seamless project delivery
Goals
When presented with the project in 2010, the integrated team was challenged to design and build a patient-centered hospital while maintaining a target cost well under California’s average cost per bed. The goals of the project were developed in collaboration with the owner and key stakeholders as Conditions of Satisfaction (COS)—measurable statements that tell the delivery team what tests must be passed to create success. The COS were posted in the “big room” and were a constant reminder of how the team would be measured at the end of the project.
Meeting the Challenge
Through Lean thinking and acting, the team was able to translate the intent of the contract into a culture of behavior that supported it through every phase of the project. The final result is a hospital built 40 percent below the average price of hospital construction in California. The collaborative effort also resulted in a 25 percent decrease in design time from concept to permit and an early completion of work in the field.
Congrats to HMC’s Temecula Valley Hospital project team!
Steven Anton Wilson, George Vangelatos, Sahar Kazemirad, Earl (Tré) Arnold III, Jeremiah Sugarman, Carolina Ziebell, Yunnan Allen, Jennifer Timmons, Karl Hamilton, Jeff Pitts
