Planning and Design for the New Chinese Hospital May 7, 2008 - PowerPoint PPT Presentation

Loading...

PPT – Planning and Design for the New Chinese Hospital May 7, 2008 PowerPoint presentation | free to download - id: 4bde3-Yzk3N



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Planning and Design for the New Chinese Hospital May 7, 2008

Description:

... the state of atmosphere or poor sanitary conditions affecting local atmosphere. ... Chinamen' and 'their willful and diabolical disregard of our sanitary laws. ... – PowerPoint PPT presentation

Number of Views:110
Avg rating:3.0/5.0
Slides: 56
Provided by: DEL45
Learn more at: http://p2sl.berkeley.edu
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Planning and Design for the New Chinese Hospital May 7, 2008


1
Planning and Design for the New Chinese
HospitalMay 7, 2008
Chinese Hospital Progress Update
  • Jacobs Carter Burgess
  • with
  • ARUP
  • Mazzetti Associates
  • FW Engineers
  • SJ Engineers
  • Herman Miller for Healthcare
  • Davis Langdon Associates
  • Treadwell Rollo
  • WeAreSure
  • KCA
  • DPR

2
Chinese Hospital?
  • Born November 27,1940
  • at Chinese Hospital

3
  • Epidemic outbreaks caused by the state of
    atmosphere or poor sanitary conditions affecting
    local atmosphere. Chinatown with its foul and
    disgusting vapors was the primary cause for
    atmospheric pollution in San Francisco.

4
Chinese American History
  • Health in Chinatown
  • Board of Health demanded that the Chinese Six
    Companies clean up overcrowded boarding houses
    and residences, and take their sick countrymen
    outside the city limits. Chinese continued to
    be denied care at hospitals.
  • Chinese Six Companies leaders resolved to build a
    hospital on the outskirts of the city, but the
    City Council denied the plans, because they
    questioned the effectiveness of Chinese medical
    treatment and hospital care.
  • 1876 - Smallpox epidemic hit San Francisco.
    Public health officials traced the source of
    smallpox to unscrupulous, lying and treacherous
    Chinamen and their willful and diabolical
    disregard of our sanitary laws. Chinatown was
    more than a slum, it was a laboratory infection.

5
Health in Chinatown
  • 1900 City Officials were reluctant to finance
    any health services for the Chinese population
    even though viewed as a laboratory infection.
  • Chinese Consolidated Benevolent Association
    spearheaded efforts to provide health care
    services for the Chinese community. They were
    able to fundraise 26,000 to build the first
    health care dispensary.

6
  • Chinatown After San Franciscos 1906
    Earthquake
  • City Officials proposed to relocate Chinatown to
    a less desirable location away from the center of
    the city.

7
Chinese Hospital History
  • 1906 Tung Wah Dispensary was rebuilt after the
    Earthquake
  • 1918 Demand outgrew capacity of Tung Wah
    Dispensary. Fundraising committee formed to
    expand and remodel the building. The remodeling
    plan was suspended when the committee decided to
    build a completely new hospital at a different
    site.
  • 1922 Fifteen local Chinatown community
    organizations participated in a fundraising drive
    for the construction of the hospital. One
    representative of each organization later became
    the Board of Trustees of the hospital. Donations
    came from the Chinese throughout the U.S. as well
    as internationally from Hong Kong and Shanghai.
  • 1923 Approval of hospital project by the citys
    Board of Supervisors
  • 1925 The opening of Chinese Hospital

8
Chinese Hospital History
  • Chinese Hospital opened on April 18, 1925 at 835
    Jackson Street with sixty patient beds.

9
Chinese Hospital
10
Integrated Delivery System
CH
IDS
CCHCA
CCHP
Three partners form a fourth enterprise and
jointly share in its success independent of
individual operations
11
It's not the plan that is important, it's the
planning.   Graeme EdwardsPlans are
nothing planning is everything. Dwight D.
Eisenhower
12
The trouble with the future is that it
usually arrives before we're ready for it.
Arnold H Glasgow
13
Our Approach
  • An Integrated Design Approach
  • Process Mapping
  • Target Costing
  • Systems Integration and Optimization
  • Decision Management

14
Goals
  • To Provide Affordable New State Of The Art
  • Facilities From Which Chinese Hospital Can
  • Efficiently Meet Its Role And Mission In The
  • Community

15
Goals
  • To Recognize Site Limitations and Optimize
    Site Use

16
Goals
  • To Optimize Construction Value Through
    Optimization of Engineering Systems, and the
    Building Envelope

17
Goals
  • To Develop the Smallest Code Conforming
    Workable Spaces and Use Modular and Movable
    Systems Where Appropriate

18
Goals
  • To Use Proven and OSHPD Approved Materials,
    Assemblies and Systems Without Frills

19
Goals
  • To Minimize Cost Escalation by Using
    Integrated Project Delivery and Lean Practices to
    Reduce Time and Wasted Efforts

20
Goals
  • To Respect the Unique Nature of Chinese
    Hospital and Its Relationship to the Community
    and Between the Hospital, Health Plan and
    Physicians

21
The Planning and Design Process
  • Integrated Planning and Design
  • Inside Out and Upside Down
  • Over 280 Meetings and Work Sessions with hospital
    staff, nurses, and physicians

22
The Planning and Design Process
  • Integrated Planning and Design
  • A Mixture vs A Solution

23
To Choose Optimal Solutions and Maximize
Value Establish a Value for Each
Decision Choose the Sequence with the Highest
Maximum Value
The Planning and Design Process
24
The Planning and Design Process
25
An Integrated Delivery Process
26
An Integrated Delivery Process
Programs and Medical Systems
Architectural and Building Systems
Civil and Structural Systems
MEP Systems
Interiors / Modular Systems
Cost Model Reconciliation
Decision Point 1 Confirm decision process,
communications, protocols, meetings
Decision Point 2 Confirm all current
conditions, project budget elements, project
schedule, and quality expectations
Decision Point 3 Confirm process maps, room
diagrams, equipment lists, floor plates, building
exterior, and cost model
Decision Point 4 Reconcile and confirm space
program, architectural finish, massing and floor
plates, and parking scheme
Decision Point 5 Conduct and confirm
building level gaming, location of all major
building systems, all departments,
exiting, and reconfirm cost model
Decision Point 6 Conduct and confirm
departmental gaming, layouts for all
departments, and reconfirm cost model
Finalize Preliminary Design
Design Documentation
On Site Construction
27
The Planning and Design Process
  • Integrated Planning and Design
  • Inside Out and Upside Down
  • Process Mapping
  • Room Diagrams
  • Equipment Lists

28
The Planning and Design Process
ICU
Single Patient Room
29
The Planning and Design Process
Exam Room
Operating Room
R/F Room
Offices
Office Cubicles
30
The Planning and Design Process
  • Integrated Planning and Design
  • Systems Optimization
  • Structural Systems
  • Mechanical Systems
  • Electrical Systems
  • Plumbing Systems
  • Building Envelope

31
Mechanical Systems
  • Integrated Optimization Concepts
  • Use 100 outside air, two duct system to reduce
    the amount of ductwork.
  • Use multiple vertical drops on the perimeter of
    the building for the plumbing system to minimize
    above ceiling conflicts and allowing for
    prefabrication of risers.
  • Use a prefabricated mechanical plant on the
    roof. The plant will be fabricated off-site and
    lifted into place in three stages, substantially
    reducing the on-site construction work and
    speeding the construction process.
  • Alternate the Electrical Rooms on the floors with
    IT Rooms.  This allows the reduction of space
    consumed for these functions on each floor, and
    has allowed the connection at all levels.
  • Use a exhaust fans on each floor eliminates the
    need for a central exhaust system which consumes
    floor space for shafts and reduces the number of
    ducts.

32
Relatively Short Floor to Floor Heights
Careful Coordination with Structural
Systems 136 and one floor at 120
33
Area Cost
34
Desire Meeting Affordability
35
Building Cost Comparisons
36
The Planning and Design Process
  • Decision Management
  • Target, Scale and Value

37
Cost Comparisons
  • The Benefits of Cost Targeting and Control More
    Space
  • 775 per square foot compared to estimated costs
    of well over 900 per square foot for other
    hospitals in California and San Francisco
  • The cost per bed is approximately 2 million per
    bed compared to estimates of up to 3 million per
    bed on other projects in San Francisco and
    California

38
Current and Future Space
39
The Planning and Design Process
  • Integrated Planning and Design
  • Architectural Image
  • Context
  • Community
  • Sustainability

40
Development of Exterior Design
41
Development of Exterior Design
42
Development of Exterior Design
43
The Work Continues
Dependent Decision Logic Criteria Calculation
Component Anchorage DPR Added To Team



44
A Demonstration Project



45
The Increments and Packages



46
The Increments and Packages



47
The Increments and Packages



48
Status
  • Challenges
  • Eliminate all deferred approvals
  • Integrate detailing
  • Continuous Cost Targeting
  • Team growth
  • Intuitive and counter intuitive
  • Habit and culture
  • Sharing all information early and often

49
Activities
  • Acquire and Integrate
  • Sub-contractors
  • Vendors
  • BIM models
  • Decision management
  • C-VSM (continuous VSM)

50
LEED
  • 2 points to Gold!

51
Activities
  • Other Important Owner Decision Related
    Initiatives
  • Mock-up Rooms
  • Equipment Analysis and Selection
  • Transitional Space

52
Considerations
  • Scariest Statements (FEARS)
  • Regularly Scheduled Meetings
  • Tell me what to do.
  • When youre through, send me the drawings and I
    will review them right away.
  • Lets keep going, it should be OK.
  • Why are so many people involved?

53
The Planning Continues
My interest is in the future because I am going
to spend the rest of my life there. Charles F.
Kettering 1876-1958Before beginning, plan
carefully. Marcus T. Cicero c. 106-43 BCA
man who does not think and plan long ahead will
find trouble right at his door. Confucius
551-479 BC



54
Chinese Hospital?
  • Born November 27,1940
  • at Chinese Hospital

55
Thank You
Chinese Hospital Progress Update
  • Jacobs Carter Burgess
  • with
  • ARUP
  • Mazzetti Associates
  • FW Engineers
  • SJ Engineers
  • Herman Miller for Healthcare
  • Davis Langdon Associates
  • Treadwell Rollo
  • WeAreSure
  • KCA
  • DPR
About PowerShow.com