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For example, at the conclusion of the rescaled schematic and design development stages of the project, the team prepared detailed and thorough construction cost estimates. All members explored various strategies to reduce costs and prepared variance reports to compare those costs back to the original estimates. They identified particular trends relating to the cost of certain elements, and made sure to communicate to the project team issues that would require specific attention to avoid costly redesign and unexpected outcomes to the budget. One specific example involved a variance between the utility provider's gas service and the requirements of the central plant boilers. The team immediately reviewed the situation and identified all possible scenarios, ultimately arriving at a solution that would not delay the project or require costly rework of plant equipment and piping. In another situation, the project team along with Entergy, the local utility provider, worked together to design the service to the new facility, so that it was cost effective for all parties, while also being a robust service that the hospital could rely on. This work took weeks to accomplish, with all parties making changes to their normal processes and procedures. "Working closely as a team allowed us to balance our initial expectations and the updated market costs," said Shelton. "Without the collaborative efforts, the results would've been impossible to achieve." The new facility was designed as a "surge hospital," built with an infrastructure designed to withstand the forces of natural www.mcdmag.com disasters, such as a hurricane or flood. All essential operational services are fed by an emergency power distribution system. Generators and emergency power distribution panels are located on the second floor, as to limit potential flooding effects. The campus can be powered by mobile emergency generators should the permanent generators fail, and the campus electrical can be fed from two separate power substations. With these features, the facility could remain operational to support the region, becoming a critical access hub in the face of an emergency. "Woman's Hospital was completed June 1, 2012, and to the best of our knowledge, it is currently the largest freestanding women's and infants' hospital in the country," said Allan Dedman, south central regional healthcare manager for JE Dunn. The hospital features 168 adult inpatient rooms, including 24 labor and delivery rooms, a 12-room operating suite with centralized nurse stations and a 72-bed neonatal intensive care unit, complete with its own operating room. The wings were designed with family waiting and nourishment areas. Nurseries are located between two wings of mother and child patient rooms. A full-service dining facility includes outdoor seating, as well as a 1.2-mile walking trail around a lake for staff and visitors. Also featured are a support-services building, a two-story central plant and parking on an 85-acre campus. ADA Compliant Scrub Sinks Anti-Ligature Lavatories ADA Zero-Transition Shower Bases Bariatric Toilets Allan Dedman is vice president and south central regional healthcare manager for JE Dunn Construction. Stan Shelton is vice president of Woman's Hospital. 1.800.428.4065 TOLL FREE www.willoughby-ind.com January/February 2013 | Medical Construction & Design 33