A few of the major project components included:

• 11 new Air Handling Units (AHUs) delivering 300,000 CFM Supply Air through a new SA distribution infrastructure
• New Steam System that delivers 60,000 pounds/hr steam through a new distribution system
• 10 new Lab Exhaust Fans that provide 370,000 CFM of exhaust, along with an Energy Recovery System
• New 2,000 KW Emergency Generator and new Emergency Electrical Distribution System
• New 430 GPM Reheat System including all pumps, heat exchanges, and distribution

All of the new equipment tied in to the University's campus-wide systems control infrastructure which allowed remote monitoring and control of all new systems. DPR worked with the team during preconstruction to devise temporary connections and bypasses in order to provide seamless environmental conditions to stakeholders.

The DPR team utilized 3D and 4D BIM to plan project phasing and perform conflict analysis. BIM enabled the identification and resolution of five major conflicts before construction began. The team also devised a plan for structural improvements that did not impact research operations by performing the work from the shaft side of the beams and columns. This work led to the discovery of unknown asbestos fireproofing in the columns and lead paint that had to be mitigated. By utilizing BIM, the project team was able to complete the project under budget and ahead of schedule.

The data center includes access flooring, starline busway, gaseous fire suppression and extensive power monitoring and a state of the art security system. Supporting the data center expansion will be the construction of a new utility yard, consisting of a concrete soil retention wall, two 1.2 mega-watt generators, a chilled water storage tank, and two 160 ton chillers.

The building consists of approximately 1/2 classrooms and 1/2 faculty and staff office space. The classrooms are being built with state of the art audio visual technology for distance learning classes. The building’s skin is comprised of two tone brick work, glass curtainwall and sunshades.  The building is designed to reflect the surrounding campus facilities as well as the landscape surrounding campus.  The final GMP, post-bid, came in under the original budgeted amount.  The Owner elected to add additional Audio-Visual scope into the project using the savings and supplemented the additional scope with additional Owner Contingency funds.

The scope included a total of (17) new fume hoods, oxygen and nitrogen piping at the lab benches and some of the labs are ISO 17025 certified. Much of the equipment, including a pilot beverage can production line, was relocated from existing remote facilities located out of state. This required many trips and careful coordination of highly specialized equipment and unique utility requirements that are duplicated in the new facility. The equipment required substantial MEP infrastructure. A majority of the equipment required substantial MEP infrastructure and significant base building modifications such as structural enhancement for overhead equipment, mechanical systems and roof top equipment.

DPR’s design-build partner on the project is PageSoutherlandPage. Together they have completed approximately $200 million in data centers in Texas.

Technical Details: The data center will be outfitted with 12 MW systems over 30,000 sq. ft. of white space with the following equipment set:

• 1 N Utility Feed At 161 KV (By Others)
• Single-Ended 161 KV Substation Rated At 20 MVA With Provisions For Double Ending (By Others)
• Tri-Bus 15 KV Switchgear With Auto Transfer Capability
• Underground Medium Voltage Distribution In Tri-Bus Configuration For Critical Power
• Overhead Low Voltage Distribution To White Space
• Underground Medium And Low Voltage Distribution In Traditional A/B Bus Configuration For House Power And Mechanical Loads.
• 3 Mode (Single Bus, Double Bus, And Tri-Bus) Medium Voltage N+1 Diesel Rotary UPS (DRUPS) Plant With 24 Hour Fuel Storage
• 120/ 208V Remote Distribution Panels (RDP’s) And Remote Power Panels (RPP’s) For White Space Legacy Equipment

The interior program contains open lab, support lab, office space and gathering areas, and includes a new 5,176-sq.-ft. CMU/steel framed mechanical mezzanine and exterior service yard. Additional scope encompassed an upgraded fire protection system and new mechanical systems, including a new central plant with a water-cooled chiller, counter flow cooling tower and all new electrical distribution. Completing the build-out, 20,000-sq.-ft. of Covered Parking was added to the existing area, including 100 spaces, 4 of which meet American Disabilities Act (ADA) compliancy.

Central Plant:
The newly installed Central Plant was built to accommodate a 41,150-sq.-ft. Lab/Corporate Office Build-Out for Caris Life Sciences. The HVAC mechanical systems design is based on a primary variable volume chilled water system for cooling, and dual gas-fired boilers for heating.  The chilled water side consist of (1) 293-ton chiller, (1) factory assembled 1-cell 927 GPM Cooling Tower with appropriate primary & condenser pumps.  Heating side consist of (2) 120 GPM Power-Fin Water Tube Boilers & associated primary and recirculation pumps. The boilers also feed two water-to-water heat exchangers, which provide domestic hot water and industrial hot water for the facility. Central Plant also houses domestic water booster pump & Triplex water softener system for the building.  In addition to the installed, appropriate planning for future expansion/future equipment was put in place.

Phase 1 facility features include:

• High-Availability, concurrent maintainability on all components
• Entire critical load fully Level 5 Commissioned
• 38,253 sq. ft. of data hall white space
• Supports average energy densities of 200 watts/sq. ft.
• Structurally Sound: FEMA 356 “Essential Facility” category
• Seismically Reinforced: Building and all improvements seismically reinforced to a 1.5 Structural Importance Factor
• Carrier-Neutral: Six Tier I carriers on-property: Level 3, AboveNet, CenturyLink (Qwest), AT &T, Verizon Business and Tata Communications.
• Low latency: 17 msRT to San Jose, 3.5 msRT to Seattle, 45 msRT to Chicago, and 87 msRT to Tokyo, Japan

The project was awarded in April 2009 to the joint-venture partnership of DPR Construction and The Weitz Company as construction manager to build the Max Planck Florida Institute at Florida Atlantic University’s (FAU) MacArthur Campus in Jupiter, the same team responsible for construction of Scripps Florida. The facility consists of approximately 101,000-sq.-ft. of wet and dry bench research, instrumentation labs, computational research, core imaging and microscopy facilities, information technology services, vivarium, researcher offices, and support shops.

"The Max Planck Florida Institute will be a world-class facility for bio-imaging research in Palm Beach County, and we feel this team had the specific experience and knowledge plus profound capabilities to deliver on this promise," said Claudia Hillinger, VP of Institute Development for Max Planck.

The 33-story, 1,266,202-sq.-ft. upscale conference center hotel will include 1,012 guest rooms, a 76,335-sq.-ft. Grand Ballroom, Jr. Ballroom and Exhibit Hall, 35,777 sq. ft. of meeting rooms, a 22,455-sq.-ft. kitchen, and a 3,243-sq.-ft. fitness area. The hotel sits on top of a three-level, 471-space parking garage.
 

The hardscape ties in with the downtown scheme, and the sky-line is improved by incorporating existing textures and materials with a more modern look, transitioning in the old with the new.

The project includes seven acres of earthwork, hardscape and landscape including a 900,000-gallon underground storm water detention vault. The project also includes an outdoor amphitheatre.

Terminus marked a new direction in development for this city, which has a rapidly growing business district but remains largely a commuter town. The dense development is rendered airy and accessible with predominantly clear glass cladding, multiple entryways, interior streets and courtyards and a pedestrian level that is devoted to store fronts and restaurants.

The building design incorporates a new twist on the growing popularity of mixed-use design by going vertical, rather than horizontal, with the 50-story structure.  The building exterior of all glass curtainwall was designed as a piece of art or sculpture to fit in with the site and skyline of the area.

The theatre is built in the style of traditional European theaters, yet features state-of-the-art comfort and technology. Sound acoustical joints keep all vibrations from the structure so no noise will disturb the shows.

The 36,000-sq.-ft. building is designed to bring construction and architecture professionals together to work and learn as a team. It also serves as a gathering place for members of the industry to meet and interact with each other and with students aspiring to join them in the industry.

The project is pursuing LEED Platinum certificaiton.

The project is a 6-story, cast-in-place concrete frame with PSI joist system; exterior skin consisting of architectural precast, curtainwall, punched openings, metal panels; and stucco/paint or other architectural finish system. The interior consists of classrooms, common areas and built-out wet and dry lab space. Other trades including miscellaneous metals, architectural woodwork and cabinetry, caulking and waterproofing, roofing, doors/frames/hardware, overhead doors, interior glazing assemblies and storefront, drywall assemblies and insulation, tile, carpet, resilient and sheet vinyl flooring, epoxy coatings, terrazzo flooring, acoustical ceilings, paint, acoustical wall panels, Division 10 Specialties, laboratory equipment and casework, elevators, and MEP/FP systems.

The project team installed 12 solar arrays at the school’s main campus and one at its satellite location in Chico, CA. The majority of the panels are mounted to canopies, carports and shade structures; additional panels are ground mounted.

Phase 3 allows Butte College to generate 6.381 million kWh per year, making it the country’s first grid-positive college.  Butte College is the largest solar producing college in the world with a system total of 4.5 megawatts of clean renewable energy generation capability.

The Health Sciences Education Building (HSEB) is part of the inter-institutional campus for health science education and research, and supports the colleges of medicine, pharmacy, nursing, allied health, and biomedical informatics. The new 268,000-square-foot, six-story facility consists of administration and faculty offices, lecture halls, learning studios, flexible classrooms, student and faculty services, clinical skills suite, simulation suite, gross anatomy facilities, class laboratories, learning resource center, cafeteria, student lockers, group study rooms, conference rooms and miscellaneous building support. HSEB and future research buildings are connected by a north-south structure that houses public functions and spaces for the occupants of these facilities as part of an effort to ensure that educators, researchers, students, and teachers meet and encourage an interdisciplinary approach to pedagogy and research.

A key characteristic of the program is a model of collective resources shared by the University of Arizona’s College of Pharmacy and the Mel and Enid Zuckerman College of Public Health, and by Northern Arizona University’s College of Health and Human Services programs. An interactive planning process, which involved educators from the cross-section of health sciences disciplines, has worked collaboratively to create an educational vision of a team-based continuity of care model.

Careful consideration of the site layout and grading allowed the team to conserve the proper adjacencies and site security while improving sustainability and significantly reducing site development cost. As a result of the initial planning process, the team was also able to reduce the construction schedule by two months.

The three-story, 66,000-sq.-ft., OSHPD Level 3 facility houses a diagnostic imaging center, non-invasive vascular lab, infusion center, endoscopy services and a pharmacy.

Despite significant changes to the electrical scope of work, DPR managed the schedule to achieve the original occupancy date for the customer’s move-in.

The complex entailed the addition of two stories to the south portion of the building, creating a three-story structure, totaling nearly 35,000-sq.-ft, as well as the addition of a 12,000-sq.-ft. underground parking garage. The existing north portion of the building retained its original single-story design, but the interior was completely revamped to accommodate the new use. DPR was able to recycle and salvage more than 93 percent of the materials form existing structure, just one of the green friendly elements of this project.

The building's new interior features a Kodo, or multipurpose hall complete with a chapel for Buddhist ministerial training. To accomplish the exacting work of creating and installing the altar components in the chapel, the owner brought over wood workers and installers from Kyoto, Japan, which added another layer of complexity to the construction process.

The stores are more than just a place to sell products; it encourages consumers to “come, touch and test drive the products." This is why the interior is introduced to create openness and visibility across the store--to the products on display and to the customer activity. Central to the two-story space are a series of structural glass elements (stair, bridge and skylight) uniquely designed for Apple's High Profile Stores.

DPR held a training session with the city and its architect, Calpo, Hom and Dong, that included a Charette and a review of the existing facility. During the session, the customer was able to see potential value of using green building elements, many of which either had no initial cost difference over non-green materials or would produce cost savings in the long run turning the city's vision into reality. It was also important to the city, which is experiencing significant growth in its undeveloped area, that it not only promote sustainable building in new development, but lead by example.

The city quickly adopted the goal of targeting LEED® certification for the 40,000-sq.-ft. buildout of its new city hall, and with DPR's help both the architect and the owner began to drive toward implementing as many green building aspects as were possible for the project.

The end result of that effort was the first LEED-CI (Commercial Interiors) Certified city hall in Northern California and possibly statewide.

A one-stop counter was installed that streamlines processes such as getting building permits or passports. Additional features include meeting and conference rooms, city council chambers and large community meeting rooms. All totaled, the project earned 24 LEED® credits covering everything from building systems to educational signage. Just a few of the highlights include the following:

• A new white, single-ply roof was installed directly over the top of the existing built-up roof, lessening the need for cooling in the summer.
• More than 43 percent water savings were achieved due to the selection of water conserving plumbing fixtures.
• More than 77 percent of the construction waste generated from this site was recycled. That included more than 30 tons of existing materials that were removed and donated to Habitat for Humanity, while the existing HVAC units were removed and 98 percent of them were recycled.
• More than 53 percent shading was achieved by keeping the existing trees.
• All of the materials used were low emitting.
• The city has permanently installed building signage to point out various green aspects of the building. In addition, a building tour script has been written that includes details on the green aspects of the building and materials used in its construction, and the city in partnership with the Sacramento Municipal Utility District set up an energy efficiency information display in the main lobby of the permit and business development area.

Serving as construction manager, with the subcontracts held directly by the city, DPR kept the project on track despite myriad challenges along the way. Recycling and donating materials from the demolition also proved challenging, as did management of the cumbersome LEED certification paperwork, which required multiple parties involved to maintain documentation of the products and processes used.

A key architectural focal point at the building’s entry is a stylized open book feature, accomplished through a glazing structure. DPR’s ability to innovate has been critical as it contends with construction challenges that include a tight downtown site with very little lay down area. The building is surrounded on all four sides: two sides adjacent to existing buildings, and a city street and a utility right of way on the other sides. The system, which utilizes large, 50-ft.-long, 12-inch-diameter pipes to stabilize the below-grade walls, was chosen in lieu of the more common tie-back system in deference to adjacent property owners who did not want tie backs underneath their structures.

The project also included shell spaces for a future Library and future Dialysis unit.  Through intricate coordination, DPR was able to incorporate the finish out of both future units during the construction of the main project. General conditions were shared between projects, saving the facility considerable expense. These savings contributed to making the build-outs affordable to complete during the main project.

The project had several challenges, both expected and unexpected. Availability of manpower was an issue due to the after-effects of hurricane Katrina. DPR’s strong relationships with national subcontracting firms helped the team staff the project. The national firms supplemented the local forces that were available, and were instrumental to the success of the project.

What was unexpected was that Louisiana had the wettest, coldest winter in seven years.  This resulted in more than 142 rain days during construction of the tower.  The owner allowed a 20-day schedule extension; the remaining 122 days were made up through overlapping trade schedules, and off-hours and weekend work.

To allow ample daylight to reach all workstations, 18 20' X 20' windows were cut into the sides of the building, creating light-filled work areas in a previously dreary space. A complex Building Management System (BMS) includes more control zones than a typical system, allowing the tenants greater control of energy use.

Clean construction methods were used during construction to help eliminate the potential for "sick building syndrome." Equipment and ductwork were wrapped during installation to keep them clean; when air systems were started, passageways were clean and no construction debris entered into circulation.

More than 75% off waste was recycled or diverted, and the site included separate bins for steel, concrete, unpainted drywall and waste. All office furniture was made of certified wood products, and drywall—which was self-performed by DPR—was made from recycled materials.

The $50 million renovation project will be accomplished with true Integrated Project Delivery methods, with full support of the Owner through a multi-party Integrated Form of Agreement. This will be the most significant IPD project to date on the East Coast.

• Basement - consists of offices, mechanical rooms and storage areas.
• First Floor - consists of a large “Rehearsal Hall Room”, office, storage and multipurpose room.
• Second Floor - consists of mechanical areas.

The Rehearsal Hall will include a large rehearsal room sized to accommodate 250 musicians, band offices, and support spaces. The exterior materials palette will be primarily brick and glass with a copper-clad standing-seam roof.  The rehearsal room will have an extensive glass window area facing the Arts Commons, which will flood the rehearsal space with natural light and allow visibility from the exterior.

DPR's Self-Perform Group is completing the concrete work.

The project is located in the middle of an occupied campus. Limited space on site has necessitated the use of just-in-time delivery for all construction materials. Surrounded by dorms and classrooms, noise, smell and dust protection measures are in full force to protect building occupants and neighbors from the effects of construction. As an environmentally sensitive campus, the use of windows rather than forced air is common, increasing the need for the construction team's sensitivity.

The building is located in the center of the high-traffic campus. DPR’s project management team utilized the The Last Planner scheduling system to plan and phase the construction process to minimize campus interruptions and ensure student and faculty safety.

The project is targeting LEED Gold certification.

Highlighting the success and innovation achieved on this project was:

• An adaptable, solution-oriented project team that adjusted to changing cost factors to ultimately deliver a project that exceeded owner’s expectations;
• The delivery of a renewable building that achieived LEED Gold certification despite strict budget constraints; and
• Implementation of a “paperless” project management system.

Because of its unique nature, this 77,000-sq.-ft., two-story building was challenging in design and construction. It houses a diverse array of fine and performing arts spaces, ranging from a “black-box” performing arts theatre to music rehearsal rooms, photography labs and much more. The building has over 42 specialized instructional spaces, each of which was unique with its own specific construction requirements.

During the design phase, the preconstruction team comprised of DPR, architect, LPAS, and the owner faced a major challenge when the construction market was hit with a period of rapid cost escalation. The price tag for the project, which was to be funded under public bond monies, suddenly spiraled up several million dollars. Facing a deadline to obligate the bond funds, the school district looked to DPR to find solutions that would shave the extra cost to make the project buildable within its original budget.

The team met the challenge. One solution included an “out-of-the-box” approach to construct a new structure approximately 400 feet from the existing arts building rather than within its original footprint as had been planned. This option reduced the need to relocate occupants during construction and ultimately shaved approximately $1.5 million off project costs. The use of Building Informaton Modeling also saved $400,000 in architectural / structural change orders.   

The project received the "Energy Efficiency Partnership Program Best Practice Award in HVAC Design & Retrofit” from the  California Community College Chancellor’s Office. 

The project, situated alongside critical patient care areas on the 14th floor of Lutheran Tower, required a disciplined approach to infection control. Constant communication with the facility’s staff, doctors and nurses was a necessity. DPR coordinated all activity with staff, working around the day-to-day needs of the patients, with their safety and comfort a driving focus.

Critically ill patients occupied adjacent floors. As part of a rigorous infection control plan, DPR sealed draft stops and ductwork to ensure debris from the construction area did not enter patient rooms. Negative pressure machines, tacky mats, HEPA filters and other barriers were used as well.

• The 183-bed UCSF Benioff Children's Hospital at Mission Bay with an urgent care/emergency department, pediatric primary care, and specialty outpatient care
• The UCSF Women's Specialty Hospital with 36 beds, cancer care, specialty surgery, and birth center
• UCSF Cancer Hospital at Mission Bay, Part of the Helen Diller Family Comprehensive Cancer Center which will house 70 beds and offer inpatient and outpatient surgery for cancer specialties
• A 207,400-sq.-ft. outpatient building
• 36,000-sq.-ft. energy center, helipad, parking and support services

DPR is working with UCSF, Anshen + Allen - part of Stantec Architecture, Cambridge CM, and 17 subcontractors at the Integrated Center for Design and Construction (ICDC) to deliver the ground-up, 878,000-sq.-ft. hospital complex. This project aims at LEED Gold certification and will feature 16 individual gardens, creating a total green space totaling 4.3 acres. Over an acre of these will be rooftop gardens which will help to reduce storm water runoff. The complex will deliver 100 percent outdoor air, rather than re-circulated, to every space.

The DPR team that recently completed this CCRC was well aware of the personal impact the entire design and construction process would have on its end users. That awareness set the tone from the beginning and increased the team's commitment to delivering a top-quality project, on schedule and budget, that met both the tenants' and the owner's needs.

Representative of DPR's increasing foray into the growing senior housing market, The Covington project for Episcopal Homes is a multi-building retirement community that provides a full continuum of care for seniors. The 460,000-sq.-ft. complex consists of the following, set within a campus-like atmosphere:

• A separate independent-living facility with 131 resident units, two guest suites and numerous amenities, such as pool, dining hall, full-service kitchen, arts room and fitness center;
• A 30-bed, two-story assisted-living facility;
• A one-story, 24-bed Office of Statewide Health Planning and Development (OSHPD)-regulated skilled-nursing facility;
• 24 private cottages; and
• A two-story, below-grade parking structure with 273 stalls.

When completed, the new Alta Bates Summit Medical Center Patient Care Pavilion will house 243 medical/surgical and acute rehabilitation beds. The Patient Care Pavilion building consists of two major components: a patient care tower and a basement and rooftop central utility plant. The new tower will be 13 stories tall, with 11 stories reaching approximately 184 feet above ground, and two levels below grade, wrapping around the existing Merritt Pavilion and providing approximately 230,000 sq. ft. of new space.

The footprint of the new patient tower was directly over the location of the original utilities' path to the hospital. Rather than shut the water off to the hospital while tying into the new line, the team used this new approach: temporary “saddles” were attached to the exterior of the 8-inch water main in two sections, and then connected to a nitrogen source. The water in the pipes in the work area froze, allowing workers to cut open the pipe and install the new line. Work had to be performed quickly, before the frozen water could melt, potentially sending hundreds of gallons of water through the open pipe.

To drill 20-foot piers inside the occupied pharmacy, DPR built temporary walls to encapsulate work activity within the partitions. A Bobcat was brought in to drill the piers and worked within the temporary walls. Exhaust from the Bobcat was released from the building via a 50-foot flexible steel tube attached to the muffler. The tube extended out of the work area, down the hall and out of a side door of the hospital.

To install the structural steel into the piers, a hole was cut in the roof for cranes to "fly" the steel in. To protect staff, DPR timed the incoming piers with the staff; each time a new piece came in, the staff would leave the area for 20 minutes (it is against OSHA regulation to allow major lifts over occupied spaces) then return when the coast was clear.

The project required the relocation of the employee parking lot. The owner's original schedule called for a new lot to be built prior to beginning construction of the new building. DPR recommended several approaches to “parking control” to allow work to begin on both phases at once. DPR built sidewalks, covered walkways, brought in a shuttle van and built a bus stop pavilion to make the employee's trek from an outer lot easier. By starting the new lot and building at the same time, six months were shaved from the schedule.

• 450-sq.-ft. C-Section addition
• 4,000-sq.-ft. Cardiac Catheterization addition
• 20 Med/Surg Patient rooms, 9,600-sq.-ft., buildout of shell space
• Relocation of existing utilities

The C-Section suite was tied into the building in an alcove space of the central courtyard of the hospital. Because of this “locked-in” location, cranes were used to excavate, dump in select fill and place structural steel – from the staging area in the parking lot, over the building, to the inside of the courtyard. To comply with OSHA and DPR safety requirements (which do not allow any load to be lifted over people), the team coordinated with the hospital to lift in and out when there were no scheduled C-Sections (the area under the lift path is the birthing center). DPR used spotters inside the hospital along the lift path to keep people from walking through during a lift, and to alert the team when an emergency C-Section needed to come through. In those instances, work was halted immediately and resumed only when the team could be sure there was no traffic.

One of the most critical challenges was removing exterior precast panels to expose the building substructure. Field measurements for steel tie-in points, exact dimensions of concrete edges, and structural openings all had to be verified. However, removing the panels left the building's exterior skin exposed to weather and environmental breaches to Infectious Disease Controls. This condition was more exaggerated in some cases because some of the panels were three stories tall, opening three floors at a time to the exposures referenced.

The DPR staff engaged in many creative methods to get this segment of work done and still keep the areas behind the precast in operation. It was necessary to constantly come up with new ways to install temporary weather protection and monitor the installations. Coordination with the facility and end user for shut downs of the space was continuous. The work was completed with no incidents to patients, staff, or the facility.

The team created an electronic model of the concrete structure using Building Information Modeling (BIM) tools. Because the details could be accurately modeled electronically, potential clashes were resolved before workers broke ground. DPR was also able to give the subcontractor a 3D view of what the underground work looked like, resulting in a higher level of quality.

The electrophysiology (EP) laboratory renovation project included the renovation of a PACU bay, isolation room, and two existing laboratories into new EP labs. One of the labs was particularly challenging as it required changing the function of the room and involved heavy major utility changes and coordination. The team also had to overcome space limitations in order to fit a state of the art imaging robot, lighting, HVAC, sprinklers, and other items, into the required 9-ft., 6-in. ceiling height with a concrete deck height of just 9-ft., 9-in.

Urban development on a zero lot line is not without its challenges. With the lack of a material storage area, DPR developed a "just in time" material delivery system. Materials were delivered and installed on the day needed and not a moment before. In addiiton, the project team developed a site specific safety plan that ensured the safety and minimal disruption to the residents of an apartment complex that was in close proximtiy of the site. 

The Mercy Midtown Medical Center, DPR's second project for the developer, is occupied by more than 91 doctors representing a full range of medical specialties. The six-story, 122,000-sq.-ft. building includes diagnostic imaging technology, an onsite medical laboratory, electronic medical records, administrative offices, and specially designed exam rooms.

DPR's collaborative spirit was evident from the onset and sustained itself through the duration of the project to ensure the owner's and tenant's interests were of utmost concern. One of the most important aspects of the preconstruction efforts on the Midtown Medical Center was the early selection of quality MEP design/build subcontractors. The preconstruction time period was sufficient for owner-driven changes to take place without affecting the project schedule. With the exception of a few owner-driven changes early in preconstruction, there were zero change orders on the project.

One challenge to the team was that the project was constructed on a “postage-stamp” site with a zero lot line making space extremely tight. DPR had to be creative when scheduling subcontractors. Just in time deliveries to the site were required as there was nowhere to stage or store the materials.

Another challenge to the project team was a four month delay due to permitting issues and owner/tenant contractual negotiations. With the delay, the building enclosure activities had to be performed during the rainy season. Schedule activities had to be re-sequenced so that the building would be water-tight to proceed with drywall and other interior finishes. Despite these challenges DPR delivered another successful project, again exceeding the customer's expectations.

The emergency department expansion added 25,000 sq. ft. and 16 additional ED beds to the facility. The two-story vertical expansion added 40,000 sq. ft. to be used for labs, offices, materials management on the first floor and four ORs, a 15-bed PACU and 27-bed ICU.

Both the vertical and horizontal expansions were built concurrently, increasing the already high level of importance on strict infection control procedures. The team constantly monitored particulate counts and enclosures around temporary walls. Throughout months of construction directly above occupied operating rooms and inside the active emergency department, no unplanned shutdowns occurred.

Project won Best of 2012 Healthcare Project by ENR Southwest Magazine.

• Medical office building
• New central plant and IT building
• Surgery center
• Onsite and offsite developments including street improvements

The campus includes a four-story medical office building including a basement level radiation therapy center which houses linear accelerators, a cat scan machine, and a Ximatron. The 131,000-sq.-ft. structural steel building was built to OSHPD 3 standards. The central plant and IT building, also built to OSHPD standards, consists of 11,000 sq. ft. of masonry construction. Also included in the complex is a single-story, 55,000-sq.-ft. steel and stud framing surgery center that will house outpatient care.

Kaiser's Palm Court I & II will provide training to their administrative support (1,195 employees) for members, as well as Fontana Medical Center. Member and administrative services include: Preventative Medicine, Health Education, Patient Business Services, Patient Support Services, Pharmacy Administration, Conference Centers, Extended Care/Geriatric Services, Recruitment Services, Education and Training, Riverside Call Center, Fontana Call Center, Surgical Services Call Center, Psych Call Center, Pharmacy Call Center, and OPAS/HealthConnect Training and Support.

Mechanical systems had to be upgraded to handle the increased number of beds for the department. This included adding dedicated exhaust fans, a return air fan for the existing labor and delivery department's air handler, fan coil motors, and replacing the medical air dryer for the entire North hospital. Medical gas shutdowns and tie-ins were successfully accomplished while the facility remained in operation. Kaiser Permanente's standards for using green products for their interior finishes went hand-in-hand with DPR's ever forward desire to utilize sustainable building practices.

Along with a commitment to green, the project team utilized some of the latest technology to improve the design and construction process. DPR utilized BIM for several purposes on this project including the coordination of the large amount of self-performed concrete work, totaling some 32,000-sq.-ft., as well as helped the team coordinate the extensive under slab plumbing work. DPR estimates a 375% return on investment, based on the savings realized through increased productivity and avoided rework when divided by the total BIM implementation costs.

The soil in Clear Lake is sandy, requiring massive footings. Rather than dig individual footings, DPR excavated the entire area, poured footings and plinths, then backfilled around them. Excavating a single large area meant there was no risk of the cave-ins associated with digging footings in sandy soil, and two weeks were shaved from the schedule.

With three of four floors in place, the owner added two floors to the scope of the project. Designs were not complete, and rebar—which had a lead time of six weeks—is typically not ordered until drawings are farther along. Rather than push the schedule out, DPR pre-ordered the rebar, estimating quantities based on the previous floors and allowing for changes in the field to accommodate the larger ductwork required for floors five and six. The anticipated field changes were made quickly, ultimately saving time on the scheduled compared to ordering rebar when designs were complete.

The addition of two floors of cast-in-place concrete would have exceeded the soil bearing capacity of the site, so the design of the roof was changed to steel, which is long lead. To keep the project moving forward, a temporary rubber roof was installed so finishouts could begin on the first four floors. Waterproof sheetrock was used on top-out walls in some areas where wall framing and ductwork installation could begin. The cost of the temporary roof—approximately $70,000—paid for itself in time saved four times over. It also allowed the team to essentially stay on the same schedule proposed before the addition of two floors. Installation of a connector bridge from the heart hospital to the main hospital also presented challenges. Created using more than 100 tons of steel, the 400-ft. bridge was installed over a busy county road. The team was required to coordinate with several entities to close the road while sections of the bridge were installed.

With patients on floors above and below, the team focused on infection control and minimizing disruption from noise and vibration.
Materials were moved in and out of the building in covered containers to minimize construction-related debris from entering clean hospital areas. Tacky mats were placed inside entry points to construction zones to capture dust. Workers were required to wear booties in the work area, and to remove them at designated exit points (to keep used booties from being scattered around the jobsite).

Workers were reminded daily of the level of professionalism required when working in an occupied hospital. A DPR representative was onsite at all times to monitor noise levels, ensure workers know to keep voice levels down and don't drop materials on the floor.

When noisy work was unavoidable, DPR coordinated with occupants of the floors above and below to plan around patient needs when work took place.

The centerpiece of the project is the Alex G. Spanos Heart and Vascular Center, a 121,130-sq.-ft., four-story (plus basement) building that will enhance Mercy General's cardiac and heart program. Also included is the complete remodel of the existing hospital's North Wing and additional work on the “Get Ready” projects.

The new building design features craftsman-style architecture with brick exterior skin and cultured stone accents. Additional elements include a unique “healing garden” and interior features designed to promote a healing atmosphere, including extensive use of natural lighting and features to reduce noise and enhance patient safety. Stained glass from an existing chapel will be removed and reused in a new chapel planned within the Heart Center.

Highlights of the project include: Cardiac Surgery and Cardiac Catheterization Center, Cardiopulmonary Conditioning Center, and Chapel and Healing Garden.

Sensitive to the concerns of neighbors and the existing operational facility, the team designed a foundation system that uses drilled auger cast-in-place piles rather than driven piles, for a less disruptive installation.

Due to the tight project site, the team faces logistical challenges ahead with tying the new heart center into the existing Medical Office Building via an underground tunnel, all while maintaining complete patient access and full operation of the existing facility.

Ultimately, the finished product will be well worth the wait and team effort: an architecturally stunning, state-of-the-art facility that will meet the growing healthcare needs of the Sacramento area.

The 91 bed, OSHPD approved facility is anticipated to be complete in 2013.

The two-story, Leed Certified office building includes a call center, data center, commercial kitchen and dining, fitness center, learning centers, high-tech audio/visual conference rooms, and disaster recovery operations.

Although this tower expansion was designed in 2D, DPR modeled all major components of the project's structural, mechanical and electrical systems in 3D to determine, review and prevent potential clash detection problems. Additionally, DPR modeled interior components of the building to allow the owner to virtually walk critical spaces and make adjustments to locations of medical equipment prior to construction in the field.

The corporate headquarters tenant improvement project was a result of the consolidation of several other Yard House offices in Southern California. The 23,300-sq.-ft. office space, formerly occupied by Chrysler, encompasses one floor of a nine-story, 209,095-sq.-ft. office building within walking distance of the Yard House's Irvine restaurant located at the Irvine Spectrum outdoor shopping center.

The tenant improvement build-out was a high-end remodel of the entire floor consisting of office suites, conference rooms, administration space and a fully-stocked kitchen/lunch room. Unique design elements from the Yard House restaurants were included in the new office space, including their famous overhead "beer lines."

The new Watson Land Corporate Headquarters building is a two-story corporate office building, approximately 24,800-sq.-ft., with one level of below grade parking, is located in Carson, California.

The exterior of the building is pre-cast concrete and curtain wall window systems. The structural frame is a Special Steel Moment Resisting System with cast-in-place concrete basement walls.

The interior build-out consists of a laboratory/analyzer room, offices, conference rooms, reference libraries, IT room, lunch rooms, locker/shower rooms, and shop area. The shop areas have two 40-inch long (10-ton) and one 40-inch long (5-ton) overhead cranes, plus eleven 1-ton floor-mounted jib cranes (18' high). Additionally, there are eight welding booths with central exhaust system in the shop area.

The electrical system is a 480V 3ph 200A service with a motor control center. The mechanical system consists of a 40-ton and 35-ton air handling unit, hot water boiler, closed system air-cooled cooling tower, Liebert DX coils with variable air volume and constant air volume.

With the developer's budget and LEED credits in mind, the preconstruction team conducted cost studies of multiple office buildings, as well as the effectiveness of different parking systems.
Life cycle cost analysis showed that spending more on some items, for example the mechanical systems and glazing (upgrading to the more efficient Aircool Chillers with VFD, and Solar Band XL windows), up front would pay off in utility cost savings in about six years. The developer's budget was reached after an extensive value engineering effort, including $2,900,000 in suggestions, none of which affected LEED certification points.

The team, which self-performed the concrete, utilized BIM software to accurately detail/build the cast-in place concrete structures virtually and minimize construction waste. A “Tenant Manual” was created for future tenants to help guide them through the LEED-CI Certification process. More than 92.03 percent of all construction waste was recycled, with 2,944,690 pounds of debris diverted from landfills.

The buildings are part of a 333-acre master planned project in northwest Austin. The property includes a 182-acre habitat preserve for the golden cheeked warbler. Construction was scheduled around the bird’s mating season, when noisy work is not allowed.

The project included a new ground-up, steel-framed office building for personnel and an expanded parking area for about 171 cars (78,000-sq.-ft.). The project took 130,000 hours of labor and 15 months to complete, with 52% of construction waste diverted from landfills.

Sitework included demolition and renovation of existing paving, light structures, terra-cotta tile, glass and aluminum composite panel exterior and landscaping. The terra cotta tiles and opposing angles of the new media center fit perfectly into the Downtown Riverside skyline.

All of the buildings 34 conference rooms are named after well-known landmarks and communities around Southern California's Inland Empire.

The two-story steel-frame building, designed by Bohlin Cywinkski & Jackson of Pittsburgh, PA, and built on the site of an old cannery, has the look and feel of warehouses of the 1920s and '30s. Its design and construction draw on techniques and materials reminiscent of those yesteryears, featuring an open ceiling with exposed structural steel that was bolted rather than welded, fully exposed mechanical and electrical systems, Italian marble counter tops, German hardware, Italian theater seats and exterior bricks custom-manufactured in an old-style “beehive” kiln.

Several unique industry-specific features include a photo science darkroom, production areas for regular, as well as animated films, and render farms. The facility also houses offices, a 150-seat theater, two 50-seat screening rooms, and a sound control room and booth.

DPR's project manager for the $30 million, 60,000-sq.-ft. new addition to the project. “One Kearny includes the demolition of an existing three-story building, ground-up seismic construction of an 11-story high rise on one of the most logistically challenging sites in the city, the historical and seismic renovation of an existing 12-story building constructed in 1902, and the modernization of a building designed by famous architect Charles W. Moore.” said Jim Lacy, When completed in January 2009, the three adjoining buildings—the new 60,000-sq.-ft. building, the historic 1902 64,000-sq.-ft. building and the Charles W. Moore “annex,” which was added to the 1902 Building in 1956—will become one, with a shared opening between the three different addresses, and offer boutique office space and retail space on the ground floor.

Demolition of the existing three-story building began in August 2007 and construction started on the new 11-story addition in November 2007. With zero lay down area and only 800 sq. ft. of parking lane to deliver materials, the project team has had to employ a tower crane, set 240 ft. above one of San Francisco's busiest intersections, to immediately pick up materials and place them into the building.

Along with the tight Market Street location, the construction team is challenged with maintaining the integrity of the two historic buildings, while constructing the attached contemporary steel-framed addition designed by San Francisco architect and structural engineer Charles Bloszies. The project also includes a complete state-of-the-art seismic renovation, ADA compliant upgrades throughout the development, and installation of the latest telecommunications and security systems. In addition, new elevators and a new, energy-efficient curtain wall, which must look exactly the same as the old curtain wall to maintain the structure's historical building status, will be installed for the annex project. “We're delighted to be able to prove the depth of our technical expertise on this project,” said Lacy, “and it's equally as exciting to preserve and protect a significant piece of San Francisco's history.”

Designed utilizing materials and equipment to qualify project for USGBC LEED Certification, careful consideration was taken throughout the procurement effort. Some of its “sustainable features” include occupancy sensors, high-efficiency HVAC units and a shuttle bus which ties the building to nearby railway transit. A touch-screen building management system in the lobby gives the viewer an indication of how energy is being used throughout the building, while 40 kW photovoltaic panels on the roof generate electricity from solar energy. Refurbished office furniture was chosen for desks, with 40% of the materials used being manufactured locally. In addition, indoor water use is reduced by waterless urinals and all of the site’s toilet and irrigation water is supplied by reclaimed water from the City of San Diego. More examples of energy-saving tactics are the installation of a “cool roof,” the addition of insulation to the interiors of concrete walls and the use of low VOC (volatile organic compounds) finish products.

Energy-efficiency related strategies are the running theme of this entire project. By achieving an energy-efficient design, the project qualified for cash incentives and help with offsetting fees for LEED registration and certification from the SDG&E Sustainable Communities Energy Efficiency Program.

Construction was not always on continuous floors - i.e., the second and fifth floors were under construction while others were fully occupied - so site cleanliness took on an elevated role. Subcontractor crews continuously moved from one floor to another, creating tracks of construction dirt and debris. Each subcontractor was required to have a dedicated cleaning crew that cleaned throughout the day, rather than just day's end.

Hurricane Gustav caused the schedule to be delayed early on. Everyone stepped in to get the project back on schedule, and to ensure end-users and Christus' leadership knew where the project stood schedule-wise throughout. The project was completed within the contractually agreed-to timeframe.

Performing a 45,000-sq.-ft. tenant improvement within a four-milion-sq.-ft. business complex with a daily population of 14,000 people in five months can be a tall order, especially with site logistics and stringent building regulations. In addition to the limited site and building regulations of Embarcadero Center, the team was faced with several immediate project hurdles, including the availability of only one freight elevator for all trades (even for traveling between the 10th and 11th floors), a compact schedule - coupled with incomplete plans for the stairway, the procurement of lighting and furniture, and working around the ongoing operations of neighboring companies.

Having access to only one elevator, particularly with a condensed schedule, posed a major productivity challenge. DPR's team quickly resolved the issue by cutting the slab for the communication stairway between the floors early and erecting a temporary set of stairs for use until the permanent stair was built. DPR worked closely with the architect to identify potential constructability issues with the design of the stairway itself. Knowing the architect had a short window to produce construction drawings, DPR proactively submitted a few sketches to help find a workable stairway solution and keep the schedule on track.

To solve the long lead times on the lighting package, the team collaborated on the proposed lighting package to shorten the standard submittal process, resulting in approval to release numerous fixtures early.

As with any project, minimizing disruptions caused by construction is a top priority. At Embarcadero Center, noise abatement efforts go into effect at 8 a.m., requiring contractors to perform the bulk of their work during off hours. However, an added element was upstairs neighbors, one of the nation's largest full-serviced securities firms, with business starting as early as 4 a.m. DPR took an extra step to minimize construction noise even during the early morning hours, sending a team member upstairs to literally monitor noise levels and act as an immediate conduit to the construction team if it got too loud.

Using 3D clash detection tools to identify and resolve conflicts before construction started has improved quality and efficiency enabling construction to finish on time, completing this highly complex project in 22-weeks. This technology, coupled with close collaboration, has helped the entire team be more efficient, making it another successful project for Autodesk.

Construction began on floors three and five with the demolition of the existing offices, kitchens and conference rooms to allow the new construction of metal stud partitions, glass walls for offices and conference rooms which included sliding glass doors, the installation of new carpet, wood floors in the ktichens, new custom light fixtures and the rework of mechanical systems throughout to satisfy the heating and cooling needs of the new layout.

Phase two followed with floors one, two and four. It incorporated a rejuvenated cafeteria with hardwood floors, custom light fixtures and updated seating, a new lobby and security desk and a fitness center with rubber floors, plasma televisions, and exercise equipment.

Features of the structure include:

• Floor plates measuring 16 feet floor-to-floor with low-vibration design
• Floor to ceiling glass for views and light
• Elevated garden and terraces
• Cogeneration system and multiple chillers
• On-site stormwater treatment via organic bioswales

This project, designed by Smithgroup, is a complicated shell structure. The two basement levels, required complex waterproofing and mat slab foundation systems. The moment frame/BBRF steel structure has “zones” designed for vibration sensitive laboratory equipment(2000 micro inches). The exterior skin is an intricate panelized curtainwall system. The central MEP systems are sized and designed to accommodate a full build-out of laboratory intensive program. The restricted urban site required tightly controlled traffic control, deliveries and staging. DPR provided all pre-construction- cost budgeting, value engineering constructability reviews, procurement/buy-out, and construction services for this project – start to finish.

Perched on the steeply rolling hillside of UCSF's Parnassus campus, the new green research facility supports 24 UCSF scientists and their teams in their goal to understand the basic biology of stem cells and to translate those discoveries into medical therapies for presently incurable diseases and debilitating injuries.

In addition to advancing the emerging field of stem cell research, the project utilized the latest design and construction tools and methodology, including building information modeling (BIM) and integrated project delivery (IPD). The core team took an integrated approach for this momentous project, drawing upon the principles of lean construction and used  BIM technologies to meet the schedule and budget and deliver a world-class green facility for breakthrough scientific research.

The UCSF RMB project, designed by renowned New York architect Rafael Viñoly, was one of 12 planned facilities in California awarded funds by CIRM's governing board, under a competitive two-stage application process that initially included 17 applications. The facility features wet laboratories, as well as laboratory support and office spaces, located on a series of split-level floors with terraced grass green roofs. The building is base isolated and seismically designed to move a maximum of 26 inches laterally during a significant earthquake with little or no damage.

In addition to the cGMP solid dose production areas, this unique facility includes research and development labs, a 360 degree auditorium, a football shaped, glass curtainwall lobby, with an 8-foot diameter, 26-foot high aquarium and coral reef, a cafeteria, administrative offices, three mechanical penthouses, two of them with solar power panels, packaging areas and a warehouse.

The project began in April 2007 with the clearing of 35-acres of wooded area. Now completed, the project was completed on time, under budget and most importantly logged more than 650,000 safe work hours with no lost time incident. The facility is used to produce a solid dose version of Remodulin which is a drug used to treat cardio pulmonary hypertension.

The 33,000-sq.-ft. GLP lab includes 13 double lab modules, four single lab modules, seven tissue culture rooms, three linear equipment rooms, a darkroom, microscopy, histology, office, conferences rooms and workrooms. This portion of the project was completed in a fast six months to accommodate the owner's need for research space.

The GMP lab was constructed in space adjacent to the occupied GLP lab, and will be validated by the FDA. The 7,700-sq.-ft. space includes four production rooms, a quality control room, cell freezing room and offices. The vivarium, located on the opposite side of the building, houses small animals and includes animal holding, cleaning and sterilizing areas.

A SketchUp model was used to coordinate shop drawing with the stainless steel wall vendor in Colorado, which saved time on the schedule and improved the quality of the final product.

The project was completed under budget and on schedule in January 2008. In order to meet Roche's schedule requirements, the steel had to be ordered prior to project award to make the mill manufacturing dates. To accommodate this, DPR released the steel early and coordinated with the steel vendors during the buy out to limit the owner's exposure. Each manufacturer submitted cost break-outs for the steel and for cancellation, allowing the Roche to assess prior to award the possible exposure they faced. Additionally, DPR self-performed over $5 million in concrete, drywall, doors/frames/hardware and rough carpentry.

The building was originally designed to meet LEED®-NC Certified rating. DPR Construction, Inc. acted as the LEED Project Team Administrator at no additional cost to the Owner. Using the DPR Project Status Report card, DPR submitted the final project and is in the review process for LEED-NC Silver Certification for an additional $15,000 premium to the Owner. DPR's LEED accredited project staff held regular meetings with the architect, engineer, and owner to facilitate the completion of all LEED online templates and supporting documents.

The institute's design took full advantage of the site and is highlighted with a 1,000-ft.-long garage that serpentines along an adjacent street. The garage abuts a similarly curved, trellis covered walkway that connects the six buildings located along its spine. Crews, using large drilled piers to support the structure, excavated a deep utility and maintenance tunnel under the walkway.

The design's two levels of walkways, one below grade and one at grade, give GNF employees the ability to circulate through, meet in and access any level of any building with ease. The tunnel is a serviceway for the telecommunication and utilities infrastructure.

Labs, being as systems-oriented as they are, see 40 to 50 percent of construction costs go into state-of-the-art electrical and mechanical systems. Operational costs are fairly high because of the nature of the systems, but if labs are not working, scientists can't do research in a safe environment.

Crews had to haul away 110,000 cubic yards of soil, while storing 20,000 cubic yards onsite.

DPR delivered this project on time and with zero defects.

Due to the size and complexity of the two-story facility, DPR broke down the building construction into six areas within the project schedule, thus streamlining all work sequencing. Building Information Modeling (BIM) was used 100 percent for the four-month structural steel erection, all Mechanical, Electrical and Plumbing (MEP) systems and all mock-up/first installs. 3D models were generated to detect/identify early-on clashes between systems and minimize issues in the field.

Sequencing and scheduling of major activities to support the construction schedule were key. The jobsite ran two shifts throughout the entire construction. The second shift work was carefully pre-planned and the major subcontractors for each shift were chosen by using DPR's Planning System (based on the Last Planner™ methodology) to truly identify what activities were the most logical actions to take place at each time of the day.

Working within a tight budget, this compact, 80,000-lb. (approximately 34,000 sq. ft.) copper-clad structure, provides a home to one of the largest nursing programs in the United States and serves as the campus' primary gateway on its marquee corner. The new ground-up, multi-use, 84,000-sq.-ft., 5-story facility contains classrooms, office and administrative spaces, a 200-seat conference center and a 60-seat computer classroom laboratory.

The first floor houses the Blood Bank and Stem Cell Laboratory (approx. 18,000 sq. ft.); the second floor houses the Donor and Therapeutic Aphaeresis, National Donor Program and support areas (approx. 18,000 sq. ft.). The project has achieved LEED®-NC Silver Certification, making this City of Hope's first LEED-Certified structure on their campus.

While the parties ultimately entered into a different form of agreement for the project, they did employ certain processes consistent with principles of IPD.

“DPR has worked on several IPD projects, and we are a huge supporter of lean, integrated project delivery systems, along with the use of BIM,” said Seastrom. “City of Hope, particularly Dick Thompson, wanted to implement processes consistent with IPD on the Gonda project.”

During the design phase, the team brought on design/build MEP subcontractors to participate in the Target Value Design (TVD) process, a lean construction tool that incorporates cost as a factor in design to minimize waste and create greater value. The idea is that once a target cost is set for a project it should never be exceeded.

The new four-story research laboratory facility, targeting LEED-NC Silver certification and connected to an existing structure, will double the space for investigations into diabetes and other serious metabolic diseases.

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In March of 2008, DPR completed a 10,000-sq.-ft. buildout of a research laboratory for emerging nanoscience technologies for the California Institute of Technology Kavli Research Institute. The 8-month project, which took place in a fully occupied, functioning facility, features three classes of cleanrooms: Class 100, Class 1,000 and Class 10,000 - similar to highly technical microelectronic manufacturing facilities. To offer some perspective, according to Wikipedia, the ambient air outside in a typical urban environment might contain as many as 35,000,000 particles per cubic meter. Cleanrooms, which DPR has constructed more than $3 billion worth over the last 18 years, are classified according to the number and size of particles permitted per volume of air (i.e., Class 100 means 100 is the maximum permitted number of particles per cubic foot).

Although well-experienced in cleanroom construction, with its large ductwork and stringent clean-construction protocols, DPR still had to overcome several challenges in the building of the Caltech Kavli research laboratory. The Kavli lab is located in the subbasement of a five-story building, two levels below grade, which means the space in which to locate the mechanical systems that support the laboratory's equipment was limited. Simply put, space was extremely tight. DPR quickly mitigated the problem, however, by working with the HVAC contractor to design/assist the mechanical needs of the project.

In addition, Irvine facility capacity increase plans necessitate a purified water system capable of supporting higher WFI demand. The stills have far outlasted their original life expectancy of 15-20 years and must be replaced by a robust, efficient generation system that complies with current GMP design standards and satisfies future production needs.

The ultimate goal of the Irvine WFI Storage & Generation System Upgrade Project is a robust, flexible, energy-efficient, GMP compliant, cost effective, automated purified water generation system that can quickly respond to changing production needs and future capacity expansion.

Specific scope components include:

• City feedwater booster pump replacement (3 total).
• Three (3) pretreatment trains consisting of carbon filtration, water softening, sanitization skid, and ancillary components.
• Three (3) 6000 gph vapor compression stills.
• Two (2) Storage Tanks (15k gallons each).
• Interconnecting piping, pumps, heat exchangers.
• All necessary instrumentation and controls for a fully automated system.
• Arch/infrastructure/support utility modifications.
• Relocation of existing maintenance support areas and Mens bathroom.
• All required installation, commissioning & qualification activities/costs/permits/fees.
• Upgrade of existing Reverse Osmosis system to ensure reliable sterilizer process supply.
• The new generation & storage system will be interfaced with the existing WFI distribution system – no modifications or enhancements to the current piping system are included in this scope.
• Existing brine pits will be reused.

The Department of Forensic Science provides technical assistance and training, evaluates and analyzes evidence, interprets results, and provides expert testimony related to the full spectrum of physical evidence recovered from crime scenes. Their wing includes a firearms laboratory with firing range and laboratories for vehicle inspection, biology/DNA, prints, toxicology and controlled substances.

The Office of Chief Medical Examiner conducts a medical legal death investigation, serving as the principal case investigator in their locality for deaths falling within their jurisdiction and statutory authority. The wing includes a main autopsy room, body storage coolers/freezers, and BSL-3 operating room.

This project involved the demolition and renovation of an existing cellular phone chip testing facility into a pain medication monitoring laboratory.  The transformation involved the retrofitting of the existing air handling and electrical systems to meet the new requirements of the project. The laboratory area consists of a GC/LC laboratory, GC/LC prep, data entry, aliquoting, cold room, accessioning and screening.  Support areas include office, chemical storage, gas storage, data center, maintenance, bio-hazard, shipping and receiving, training, break and file/material storage areas.

In the first phase of the project, DPR completely demolished the existing kitting space and part of the manufacturing space and reconstructed it as a manufacturing space to bring the operation up to 21st century standards. Part of this renovation involved a replacement of an existing rooftop air handling unit which served several areas and could only be out of service for a 24 hour period. In addition, the first phase included a new employee breakroom on the first floor in the former visitor seating area and a testing laboratory in the former location of the caged supply area.

The second phase commenced in mid-February 2009 and was completed in June 2009. This involved the complete demolition of the remaining manufacturing space and some of the existing distribution areas to make way for new cold rooms and a labeling room. Also, in this phase, a rooftop air handling unit was replaced similarly to the one replaced in the first phase.

The third and final phase commenced in June 2009 and was completed in late July 2009. This phase involved the renovation of existing office areas and the construction of new employee locker rooms in a space that was used as office space.

The two-phase remediation provided DPR with an opportunity to assist ALZA in enhancing various programs that better integrate construction with the company's validation plan. For example, during the project, 140 Building Management System instruments were pre-calibrated, tracked, retired or post-calibrated, and a model tracking process (which has become the calibration department's primary tool for coordinating calibration work) was developed and initiated.

DPR self-performed the foundation for the tableting suites, drywall and framing; other subcontractor crews were available throughout the project for increased flexibility, permitting our teams to make progress in areas while steering clear of active production.
Both phases of the project were finished on time and within budget without sacrificing quality. In fact, the German inspectors from the MHRA were extremely complimentary and made the general statement that this remediation project serves as a model of how they would like to see other pharmaceutical companies respond to similar types of upgrades.

The building features energy efficient mechanical equipment and extensive natural day lighting. The project was constructed using 17 percent recycled-content materials. Eighty-six percent of construction waste was diverted. By incorporating motion-detection lighting controls, high-efficiency boilers and chillers and glazing on windows to reduce heating loads on the building skin, it also surpassed Title 24 energy requirements by 25 percent.

DPR worked with Alexandria Real Estate Equities to evaluate the upfront costs of building green. The first cost for construction to meet LEED® requirements was less than one percent of the project's overall cost. Much of this cost will be recouped in long-term savings. This project demonstrates that the cost differential between energy efficient/high performance green construction can be minimal. The key is to make the right choices in building materials, systems and project team.

With the energy-efficient design, mechanical equipment and extensive natural daylighting, this project achieved Silver LEED certification under the U.S. Green Building Council (USGBC)'s pilot program for Core and Shell.

Despite a very fast schedule and highly complex scope, the project was completed under budget and with just 16 punchlist items at substantial completion.

Fast Computer, Fast Schedule
It almost goes without saying that one of the fastest computing facilities in the world would be built on an equally fast schedule. The 10-month schedule included minimum 56-hour workweeks for the field teams, sometimes with only DPR-mandated days off. In addition, there were 41 weather impact days—far more than usual in Austin—that were absorbed by the schedule.

All owner milestones were completed on time or early, and the owner was able to move into the space two months early to begin build-out of the super-computer. The project was also awarded the University of Texas Safety Through Exemplary Performance (STEP) Silver Award. The project was completed with zero accidents, zero recordables and zero lost time incidents.

Self Performed Work
DPR self-performed demolition, drywall, accessory installation and concrete to help drive the schedule and fill in difficult to contract scopes.

The project design includes the use of UPS flywheels in lieu of the more typical static batteries. The UPS flywheels have several advantages for this project: they use about 30% less space than static batteries, are not potential explosion hazards, don't require special room ventilation, and have a life span of approximately 20 years. In emergency situations they provide 14 seconds of load at 100%, which is more than enough time for emergency generators to reach full capacity.

In lieu of the split DX units that were planned for the roof, the team recommended using Water-Cooled Chillers and a Cooling Tower. DX units are less expensive to install, but much more expensive to run. Using life cycle energy analysis tools with the BIM, the team determined that although the Water-Cooled Chillers were more expensive to install, over a 15-year period the University would save upwards of $16 million in energy and maintenance costs.

The ceiling in the data center white space was lower than in a typical data center, and did not have the load capacity to support the data cable trays. The team designed the load from the cable trays to be supported from the raised access flooring below. Rather than hanging from the ceiling, the trays are supported from below via poles at the base of the server cabinet.

The cable tray support system was designed electronically in BIM, and run through clash detection software during design. The team was able to see exactly how much space was available for cabling, and make adjustments where needed. In some instances, the design left as little as ½” clearance. Having the entire design and construction team involved in the clash detection, accurate changes could be made in the drawings rather than the field when changes are more costly to implement.

To help expedite the schedule, an early release package for abatement was developed for the portion of the building that was unoccupied prior to the project starting. When the building was vacated, DPR was able to move quickly and could focus on the white space, demarcs and electrical room demo and build-back.

Technical Details

• Tier Level: Tier III
• Structure: Precast concrete
• Raised Floor: 9,000 sq. ft.
• Critical Load: 1.44 MW
• Watts/square foot: 150/sq. ft.
• Hot aisle/cold aisle containment
• Rotary Flywheel Uninterruptible Power System (UPS): 2N
• Chilled Water System: N+1 system for cooling of white space and UPS rooms

Phase 1 features include:

• Tier III design: N+1 to 2N Redundancy on all Systems
• EYP Commissioned, Supporting Energy Densities of 200 watts/sq. ft. throughout
• All improvements seismically reinforced to a 1.5 Structural Importance Factor
• PUE 1.37

Pre-set goals for the project included: 

• Completion of each phase ahead of schedule
• Zero defects at substantial completion of each phase
• Exceeding 75% local workforce participation

In order to beat the schedule, DPR incorporated Lean construction practices for an open and consistent dialog between trades resulting in higher predictability and smoother workflow. By using this collaborative approach, each phase of the project was not only delivered ahead of the contracted schedule but also with zero defects at substantial completion. This allowed Facebook to begin populating their data suites and trafficking live data sooner. To exceed the hiring goal, DPR collaborated with subcontractors, held career fairs, and posted hiring information to Facebook and other websites. This dedicated team effort allowed the project to attain 90% its manpower from the local workforce for both buildings.

More than doubling the size of the worldwide market leader's Los Angeles area cabinet capacity, the project required the team to devise solutions to a host of technical challenges posed by the need to convert, or "Equinize," and existing data center unto the very detailed specifications of Equinix's high-performance centers throughout the U.S. and Asia-Pacific.

DPR delivered this complex, fast-tracked renovation two days early, on budget and with zero defects.

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It's no surprise then that when Digital Realty Trust needed to build out a data center and telecommunications facility in Santa Clara, it called on DPR, the technical builder that specializes in projects for advanced technology clients.

Digital Realty Trust relied on DPR to design/build this 40,000-sq.-ft., raised-floor data center and 20,000-sq.-ft. support space with rooftop cooling system. This included complete program, basis of design, schematic design and permit documents.

Brought into the process early on, DPR provided procurement and estimating services to develop the project budget and led the competitive bidding process for all mechanical, electrical, plumbing, civil, structural and architectural trades. DPR also acted as the project liaison with the City of Santa Clara Planning, Building, Public Works, Fire and Electrical departments.

While there were multiple players on the design/build team, DPR provided Digital Realty Trust a single source of accountability for the project design, schedule and budget. From the beginning, DPR set about building a cohesive team and obtaining buy in from all its members. Pre-planning efforts on every aspect of the project, from initial design and estimate to scheduling tasks and phasing subcontractors, ensured that there was sufficient time to deal with any hiccups that might arise during startup. The result? Timely delivery of the project, zero safety incidents, and no disruptions to existing tenants.

The site was turned over to the client  with a PUE Measurement of 1.36 at 100% IT Load and was completed under budget.

The project consists of a build out of an existing two-story facility that was extensively upgraded for data center use. Scope includes 32,139-sq.-ft. of raised floor with 110 watts/sf on the first floor and 174 watts/sf on the second floor and 4,952dW of critical power. Cooling system is eight 55,000 cfm roof mounted Climate Craft air handlers and 44 Leibert CRAHs. The air handler cooling coils are provided chilled water by four 500 ton Trane centrifugal chillers. UPS system is comprised of eight 50kVA modules and eight 626kVA modules. Mechanical cooling is water cooled chilled water with CRAH units and Packaged Air Handlers which include outside air economization to provide for excellent energy efficiency.

Several value added services were performed for this client including:

• A site search covering 11 states, 30 communities and 50 specific sites
• Negotiation of an incentive package, including utility and infrastructure extensions and grants, enterprise zone tax credits and other incentives to assist this large client to locate in Nebraska
• Due diligence of the selected site and all associated infrastructure
• Coordination of all utility and infrastructure needs with the applicable state entities
• Iinterview, recommendation, selection and management of all specialty consultants covering air emissions, water emissions, water use, groundwater (well) and environmental permits

This unique building configuration provides the client with a ‘quicker to market' solution and lower day one capital costs.

• Developed economical mechanical and electrical systems that have the least amount of impact on the existing building structure avoiding costly reinforcement of the existing structure and a longer schedule.
• Constructing the exterior foundations and underground site utilities during the winter.
• Sequencing the delivery of major pieces of outside mechanical and electrical equipment with the exterior work due to tight sight constraints.
• Developing economical construction solutions to get the major pieces of outside mechanical and electrical equipment above the 500 year flood plain.
• Utilized the undeveloped warehouse space to pre-fabricate mechanical and electrical utilities for server racks for quick installation. Quality control and production was greatly improved due to “shop fabrication” in lieu of “field fabrication” techniques.
• Utilized very detailed field coordinated BIM technology cad drawings to maintain high level of quality control between all trades improving quality and production.

The building shell is structural steel with pre-cast concrete panels. The site was overexcavated six feet below the finished floor to make room for 46 miles of underground conduit and 45,000 cubic yards of lean concrete backfill which will support this critical facility. Inside DPR built-out the infrastructure down to the remote power panels. A static UPS system with diesel generators provide the back-up power source.

This Confidential Software Provider joins a growing list of technology companies drawn to Quincy, a small farming town near the Columbia River in Grant County with a population just over 5,300. The town is attractive for its abundant land, inexpensive cheap power from the Columbia River and network of fiber optic cable lines.

Phase II and III have 67,000 sq. ft. of raised floor at 150 watts/sq. ft. with a 14MW Critical Load. Modular chilled water plant cooling system with custom AHU’s and proprietary rack cooling system, N+1.

This Global Content Provider joins a growing list of technology companies drawn to Quincy, a small farming town near the Columbia River in Grant County with a population just over 5,300. The town is attractive for its abundant land, cheap hydroelectric power from the Columbia River and network of fiber optic cable lines.

Building Information Modeling (BIM) tools are being used to streamline coordination of equipment installation and to resolve clashes before designs are complete. At the construction mid-way point, the team has identified 400 major clashes that have led to re-sizing of ductwork, lowering ceilings and re-routing of mechanical and electrical systems. The mechanical team estimates that the electronic coordination has saved them approximately two months on the schedule and $50,000-$10,000 due to lack of conflicts.

DPR created the architectural, structural and miscellaneous support models. The mechanical and electrical subcontractors each created their scopes in the model, as did the telecommunication and fire protection contractors. The subcontractors have gained the most use of the models through multidiscipline coordination, shop drawing creation and visuals to attach to RFIs.

At the end of the project, the model will be handed over to the owner to use with their ‘as-built’ documentation and facility management.

The owner's initial plan called for two distinct phases: shell construction and data center finishout, with demobilization from the site between the two. This was to accommodate the company's fiscal year and funding availability. DPR recommended compressing the shell construction by two months and starting later, eliminating the need for additional demobilization/mobilization and saving on the overall budget.

The electrical underground design would not be ready in time to meet the new accelerated schedule. Completion of the building slab was a critical schedule milestone, as it was to serve as the casting bed for the tilt-up panels. However, the electrical underground design would not be ready in time for the new accelerated schedule. Under the original schedule, the massive amount of electrical conduit needed would have been installed below the slab prior to it being poured. To allow construction to proceed while electrical design was in progress, the project's structural engineers analyzed the foundation grade beam structure and made recommendations for proceeding with the slab. The approach was to utilize the four feet of flowable, lightweight concrete under the exterior grade beams for access. When the building construction was complete, a portion of the interior slab was removed and sections of the lightweight concrete excavated. Electricians were then able to run conduit from the interior of the building to the exterior yard while the interior build-out progressed.

The city utility also did not have sufficient infrastructure to support the facility by the accelerated completion date. They agreed to have power ready in time for the original completion date but could not guarantee service for the compressed construction schedule. The team enlisted a temporary services design and implementation company to design and provide temporary cooling and dehumidification of the interior to allow sensitive activities to continue without hindering the schedule.

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The R&D consolidation project brought many separate work groups together into a single open work area. Each of these groups has different equipment with different MEP requirements, different schedules, and different overall project needs. To help each user group visualize the layout of the new space and get their feedback on changes prior to installing work, DPR walked each through a mock-up of the space. Before laying out floors and installing equipment as it was shown on the plans, DPR ran everything through the end-users first. Each was shown – through mockups, sketches, blueprints – what their space would ‘look' like to help them visualize what they needed. Most of the silicon chip scientists moving in to the facility had never built a lab before and found this exercise helpful to pinpoint exactly what they would need.

The fast schedule left no time for shop drawing approvals or prefabrication. On mechanical and electrical-heavy projects like this, time is typically spent early on to review submittals with subcontractor teams, receive their approvals, and prefabricate much of the work. Because of the fast pace of this project, there was no time to review shop drawings or prefabricate MEP systems. Everything had to be approved, built, and installed on site and on the fly.

DPR supervised and coordinated the work on site as it was installed. Field engineers from the mechanical and electrical teams worked on site with DPR to hand sketch single sections of work. The sketches were emailed to engineers for approval, then fabricated and installed. DPR's superintendent coordinated the work of the teams to ensure the work – performed under raised floor and in the same space – continued efficiently without workers getting in each other's way.

Part of DPR's scope of work was to oversee the decommissioning, moving, and reinstallation of more than 150 different kinds of microchip research and testing tools. Each tool move involved the tool operator, riggers, movers, mechanical subs, electrical subs, and DPR. Each tool also had different requirements for downtime, MEP systems, and start-up, and a constantly changing schedule for when it could be moved, based on current production schedules.

DPR took a hands-on, tool-by-tool approach to supervising the tool moves. A mechanical/electrical coordinator was stationed at each end of the move to monitor the shutdown and startup. The superintendent at the project site coordinated installation subcontractors, making sure each parties was there when needed and that work was performed in the right order. For example, electrical connections must be made before compressed air, followed by process water. This process was repeated as tools were ready to be moved over the course of four months.

After project was finished, DPR had to take it all offline to install 120 zone valves in less than 48 hours at the request of the owner. These new process cold water zone valves were added to allow the owner to isolate smaller sections of the system for maintenance work, so all tools don't have to be shut down for one repair.

The project completed in March of 2007.

The restoration was completed in time for Opening Day 2008.

Key elements of the gallery include a glass loggia that sweeps along the front that communicates with the gardens outside by providing for the viewing of sculpture with the Brown Garden and the San Gabriel Mountains as a backdrop. The building's interior space features four square and three rectangular galleries with an octagonal room at its center. The elegantly outlined, cleanly detailed, and contemplative spaces are lighted with a combination of natural and incandescent light.

While unexpected challenges put the project team to the test, the ability to work through and overcome them made for a highly satisfied client in the end. "This was my first experience with a Zero Defects program, and I found it to be a big contributor to the success of the project," the operations director commented. "We're very pleased with the smooth turn over and the minimal number of issues demanding follow-up."

DPR helped compress the schedule by working closely with the plumbing subcontractor, KDS Plumbing, and structural engineer, DES, to redirect the underground kitchen drainage/wastelines from the original design to mitigate the need for running the lines through the building's floating structural slab directly under one of the screening rooms.

The team, including UCSD, DPR, RTKL, and the engineering and subcontracting firms embraced a collaborative, high performance team approach and achieved unprecedented success in healthcare, sustainability and collaboration. “At the onset of the project, we determined that the only way to succeed was to do this as a team,” according to Randy Leopold, the university’s principal architect for the project.

Recognizing the need for a roadmap to drive the team towards the same goals, the stakeholders developed a mission statement, “As a team, inspire,” and core values; integrity, openness, enjoyment, progressive, and determination, which provided a clear focus for the entire team. Delineation between companies was blurred and the team was able to function as a collective unit and perform effectively in the office and in the field. When ever-changing activies ensued, individulas joining the project observed the level of cohesion and followed suit.

“As unexpected and highly complex issues arose while building the Sulpizio Family Cardiovascular Center, our foundation of trust allowed our team to find timely and non-traditional solutions to problems that could have led to delays of many months,” said DPR Project Manager Carlos Crabtree overseeing the Sulpizio Family Cardiovascular Center. “Because of our creative strategies, this project is ahead of schedule and under budget.”

Also contributing to the success and taking collaboration even further was the use of full-scale Building Information Modeling (BIM); leadership from all disciplines pooled resources to accomplish pipe routing, conduit and ductwork, systems, assemblies, and sequencing for use by all trades, including interior drywall partitions and equipment supports.

The construction was completed in December 2010—four weeks ahead of schedule, with a public opening spring 2011.

The project is comprised of three buildings totaling 351,803 sq. ft. of biomedical research facilities and associated sitework, conference, administrative and ancillary components. All three buildings have an abundance of laboratory casework, fume hoods, cold rooms, and glassware washing equipment for basic biomedical science, drug discovery and technology development.

The research buildings are three-story concrete structures with a cladding of stucco, metal panels, and window systems. The administrative building has a four-story office element and a single story auditorium. The campus includes both BSL-2 and BSL-3 lab spaces, along with a small animal vivarium. As Construction Manager, Weitz-DPR worked closely with other team members during the preconstruction planning phases, which spanned two years, prior to commencing work in the field in October 2006.

The team turned over the first building 45 days early, and the second two buildings in November, also ahead of the December completion date.

The new facilities at 400 Howard Street are to provide office accommodation for Barclays Global Investors:

1. For approximately 1,600 staff performing financial trading, back-office, marketing and head office management functions;
2. Trading floor functions on two floors;
3. Support facilities and amenities for staff commensurate with those of world class financial institutions;
4. IT and audio visual systems to support current and future information and communication technologies; and
5. Mission critical business infrastructure that has a resilience level of N+I.

Phase one of an extensive master plan for the campus, the facility is anchored by a 133,000-sq.-ft. cancer outpatient center and supported by 76 patient beds on two floors inside of Banner Gateway Medical Center. Utilizing the multi-disciplinary care approach pioneered at MD Anderson, services include medical, radiation and surgical oncology, pathology, laboratory, diagnostic imaging, as well as other supportive clinical services. The new, state-of-the-art design merges the “high tech” world of medicine with the “high touch” needs of cancer patients and their families to provide an unmatched environment for cancer care in the valley.

The building also features a “Lantern of Hope,” a symbolic beacon for patients and their families, lighting the path of hope along the cancer journey– hope for healing, acceptance and personal wishes. The four-story metal structure is constructed of water-jet cut metal and steel, and is patterned to reflect the leaves and branches of the palo verde tree, known for its healing properties. The lantern is illuminated by the sun during the day, and from within at night with beautiful colors of light.