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From left: Team members hold a meeting at the Stanford Hospital project site. Aerial view of the Stanford Hospital project site. Finding enough space at the jobsite to co-locate the entire team is often a challenge. Stanford's and Clark/ McCarthy's solution was to house all of the stakeholders (more than 200 team members) in one large workspace. Clark/McCarthy, the Stanford Hospital project team, architects, engineers, inspectors and subcontractors all share a 30,000-square-foot office. Available space was optimized by constructing a complex using 43 individual trailers; however, the trailers don't have walls so it feels like one space. The conference room and other communal areas are shared, so floorspace is not wasted duplicating rooms with the same function (such as kitchens and bathrooms) in multiple office sites. The most important benefit of co- location is its impact on the culture of the jobsite. The norm in construction is for each entity to have its own office. This "siloization" can inhibit communication and cause unnecessary conflict between different teams. At the Stanford Hospital jobsite, team members from each of the entities work side by side and have the ability to address and fix problems quickly. This approach benefits from everyday interaction to build relationships, improve communication and increase project productivity. It is not unusual to see team members from different entities — architects and contractors, for example — taking cof ee breaks or eating lunch together. These interactions build trust and rapport, which can be invaluable during the construction process. Yuma Regional Medical Center In Arizona, working under an Integrated Project Delivery method, McCarthy is leading the $90.5-million Yuma Regional Medical Center's emergency department expansion, which will increase capacity from 37 to 72 beds and accommodate more than 100,000 visits. The ED expansion was broken into 16 phases to deal with the challenge of YRMC's aging and sprawling campus, which required the dismantling and rebuilding of the third busiest ED in the state, while maintaining opera- tions and controlling a fi ve-year budget. Project leaders quickly recognized the challenges and potential issues a frag- mented team would bring and recom- mended that McCarthy join the architect's team as a design-assist partner. Ultimately, harnessing the talents and insights of all stakeholders through a co-location strategy was advised. Like many second- ary or rural market hospitals, YRMC was unfamiliar with the approach, but responded with "show us how to combine your ef orts, and do it economically." Stanford: Stanford Medicine MCDM AG.COM | M A RCH /A PR IL 2015 | Medical Construction & Design 39