CREJ

Page 16 — Health Care Properties Quarterly — April 2018 www.crej.com SERVICES Land Development Retail Single Family Multifamily Aviation Energy Services Office/Campus Stormwater Data Centers Traffic Roadway Infrastructure Industrial Build-to-Suit Landscape Design Planning Healthcare Specific Kimley-Horn excels in the overall project development process to make our Healthcare Clients successful. We offer expert services during all phases of healthcare projects. Planning Initial evaluations of existing and required infrastructure, access, stormwater, and parking with their associated costs are critical elements of the planning process. Our engineers provide solid input and collaborate with the project team to set projects up for success. Documentation Our engineers and planners develop comprehensive documentation of the design and construction improvements anticipated for a project and deliver on timelines that are often unmatched. We take deep pride in making our clients and their projects successful. As documents are completed, our engineers provide value engineering and bidding support services to assist in the transition from design into construction. Field Services We provide oversight of projects during construction to help clarify contractor questions and address any unforeseen conditions to keep pace with the progression of construction. We stay involved through all phases of the project to deliver a consistent, quality experience. Denver: 4582 S. Ulster St., Ste. 1500 • Denver, CO 80237 • 303.228.2300 Colorado Springs: 2 N. Nevada Ave., Ste. 300 • Colorado Springs, CO 80903 • 719.453.0180 FORTUNE M A G A Z I N E ’ S WE ARE ONE OF COMPANIES TO WORK FOR W ith the cost of both health care and construction in Colorado on the rise, the process of building/ designing new hospital facilities continues to evolve. The “hospital of the future” looks far different from that of the past, and the trend toward innovation will continue in all facets of the sec- tor – from the care administered by health care professionals to the way hospitals are built. It starts with a shared vision that is translated to the design and construction of the facility itself. By using new technol- ogy, engaging in early collabora- tion with contractors, and creating more flexible and adaptable spaces, hospitals are embarking on a new chapter. Early Engagement Manages Risk The process of designing and building a hospital is among the most complex and costly construc- tion projects out there. It is ever- changing and requires a tremen- dous amount of upfront capital as well as a deep understanding of local health care building require- ments. The key to creating a “smart” hospital of the future requires that, first and foremost, the contractor is involved in the design at the initial stages. When the contractor works closely with the caregivers, admin- istrators and designers early in the planning process, they can inform what assemblies and methods are best utilized to balance capital, sys- tem integration, speed-to-market as well as mitigating market pressures such as constrained labor resources. The contractor also can offer valu- able insights into how to create much-needed flexibility within the life span of a hospital facility while accounting for often complex code requirements specific to the patient care envi- ronment. Key to ensur- ing early cost and schedule certainty is integrating workforce strategies that help miti- gate labor shortage issues into the early design phase. The amount of skilled labor required to build and operate a hospital is one of the largest capital costs to consider for the hospital of the future. On the construction front, labor-intensive building assemblies such as brick or stone masonry can be evaluated against prefabricated assemblies such as composite or metal panels that require a fraction of the on- site labor resources. In the future, integrating technologies such as wearables and virtual 3-D planning also will allow builders to optimize workflow processes and crew pro- ductivity in real time on hospital construction sites. Implementing lean processes into the design of the project can iden- tify efficiencies through rapid pro- totyping processes where caregivers work alongside designers, engineers and builders to “mock up” work processes and an entire patient care unit together. One of the biggest benefits of increased collaboration is identifying a shared vision of what the hospi- tal of the future means to each facility owner. Through a shared vision, hospital operational effi- ciencies, capi- tal constraints, implementation of future technologies and built-in flexi- bility requirements can be identified and aligned. Implementing new Technologies Provides Concrete Benefits Optimized user, design and build teams are more likely to test and implement new technologies, and implement systemwide efficien- cies that save on cost and time and improve the overall quality of the build. This also lends itself to implementing alternative strategies such as prefabrication – a growing trend in health care construction. Prefabricated interior components, mechanical and electrical assem- blies and exterior facades are changing the world of health care construction with a technology- driven approach to building. Pre- fab methods can improve building performance while also reducing waste and up-front capital as com- plex assemblies are built in a con- ditioned environment that lever- ages manufacturing technologies robotics and automated fabrication. Prefabricated assemblies also con- tribute to improved indoor air qual- ity and can offer modular flexibility to accommodate changing needs such as converting a medical/surgi- cal patient room unit to a labor and delivery care unit. Many times pre- fabrication can help cut time off the traditional schedule when speed to market is a driving force for the project. Aligning the Built Environment to the Needs of the Patient The ever-increasing cost of provid- ing population care has created a new pressure to change and adapt. Much like the cost to a patient, the most expensive areas to construct in a medical facility are that of inpa- tient and emergency care facilities. In the past, hospitals were built to accommodate the admitted patient with close proximity to administra- tive, outpatient care and emergency care services. This paradigm has changed as campuses seek to provide well-patient and outpatient services and co-locate these services with administrative and support opera- tions in less expensive “B” occupancy constructed facilities. Contractors need to improve their overall health care IQ to truly help hospital owners create facilities that can address the numerous health care challenges – including providing high quality care at an affordable price. For example, more facilities are opting to put administrative and sup- port functions in attached, adjacent or, in some cases, off-site buildings with less expensive and less strin- gent code, system and construction Innovation, collaboration key to hospitals’ future Construction Justin Cooper Vice president of project development, Saunders Construction Bob Latas Vice president of health care, JE Dunn Construction Please see Cooper, Page 24