Consistently ranked one of the nation’s top healthcare builders, DPR’s proven industry experts understand the unique needs and applications of the intricate systems that are the lifeline of healthcare facilities.



February 28, 2019

Renovating a Hospital and Strengthening a Community

In Gloucester, Virginia, situated on the western shore of the Chesapeake Bay, Riverside Walter Reed Hospital (RWRH) celebrated the completed phases of its $55 million renovation and expansion with a ribbon cutting ceremony in January. Nearly 150 dignitaries, local officials and Riverside team members were in attendance to view the hospital’s new Surgical and Inpatient Services Building, which aims to better serve its patients and their loved ones.

Nearly 150 dignitaries, local officials and Riverside team members were in attendance to view the hospital’s new Surgical and Inpatient Services Building, which aims to better serve its patients and their loved ones. Photo courtesy of Sara Nicholas

The hospital’s Renovation and Expansion is the result of years of planning and is the most significant construction project in its more than 40-year history. It delivers a new two-story, 54,000-sq.-ft. surgical center with three new operating rooms, a more centrally located pharmacy, pre- and post-operative care, 36 new private patient rooms, and a new hospital entrance and lobby. The new emergency department will more than triple in size, expanding from 6,000 to 16,000 sq. ft. This creates room for seven more beds, three major treatment rooms, a trauma room, dedicated Family Care Room and a new waiting/lobby area to better service the more than 22,000 patients it sees each year.

The new Surgical Services Suite includes features such as camera-equipped, advanced LED lighting for surgical video integration. Photo courtesy of Sara Nicholas

The new Surgical Services Suite boasts features such as camera-equipped, advanced LED lighting for surgical video integration, as well as the ability to use any operating room for any surgical case, translating into greater scheduling flexibility. Each new pre-op room is fully private and is equipped with available music therapy. Thirteen post-surgery patient bays/rooms allow for increased patient privacy while supporting state-of-the-art infection prevention and monitoring. The new inpatient unit includes 36 next-generation, private inpatient rooms equipped with computer systems that can be monitored by nearby staff 24/7. With convertible sleeper sofas and additional seating for visitors and families, the renovation aims to improve the overall experience not only for patients, but for their loved ones as well.

The hospital’s Renovation and Expansion is the result of years of planning and the most significant construction project in its more than 40-year history. Photo courtesy of Sara Nicholas

According to Riverside, its services on the Middle Peninsula reflect the organizational mission of “caring for others as we would care for those we love.” That is a mission echoed by DPR Construction, general contractor on the Riverside Walter Reed Hospital campus project, as well as on two other campuses in the area—Riverside Regional Medical Center and Riverside Doctor’s Hospital Williamsburg. “For us, it’s not just about the project, it’s about the community,” said Greg Haldeman, a member of DPR’s Management Committee. DPR operated with decisions centered around concern for patient safety and with the goal of doing everything “to make sure the construction of the expansion and renovation of this active campus creates the least amount of impact possible for the patients of RWRH.”

The renovation delivers a new surgical center with three new operating rooms, a more centrally located pharmacy, pre- and post-operative care, 36 new private patient rooms, and a new hospital entrance and lobby. Photo courtesy of Sara Nicholas

The expansion and renovation of this vital medical facility is not just about adding more rooms and updating technology; it is about better serving the community. Riverside President and CEO Bill Downey summed up his view of the project by saying, “This is a great community and a great group of people, and we look forward to the next 40 years, as we continue to expand and grow further.”

February 8, 2019

Challenges Deliver Innovative Success in Baltimore

The University of Maryland Medical Center’s (UMMC) new labor and delivery unit is a place where mothers, babies, and loved ones can feel calm, safe, and ready for the road of delivery ahead. By renovating the 30,000-sq.-ft. delivery floor and updating mechanical/electrical/plumbing (MEP) systems, DPR Construction revitalized the 25-year-old center, enabling UMMC to provide better treatment for the 80 percent of pregnancies in Baltimore, Maryland which are high risk.

Hospital room
DPR Construction revitalized the 25-year-old center, enabling UMMC to provide better treatment for the 80 percent of pregnancies in Baltimore, Maryland which are high risk. Photo courtesy of Jeffrey Sauers

The renovation includes new areas for triage, obstetric observation, high risk obstetric special care, elective obstetric surgeries/procedures and fetal procedures, and enhanced Neonatal Intensive Care Unit services, and presents a significant upgrade for the surrounding community.

Leveraging Communications for Success

Working within a functioning hospital always poses challenges. Safety, infection control and continuity of care are paramount. Often, these types of renovations require multiple phases and continual communication with all stakeholders throughout the project. The team on the UMMC project took a nimble approach, which allowed them to listen to the customer needs and requirements and put work in place seamlessly—without disruption.

“DPR established themselves as a partner by integrating with the clinical and design teams just after a concept schematic was solidified,” said Jarret Horst, Project Manager for UMMC. “Their early involvement and enthusiastic participation positioned them to be able to respond to the ever-shifting needs of the project while understanding of the objectives of the UMMC team. They were able to navigate the renovation process while remaining dedicated to the ‘true north’ vision of the clinical customers.”

Operating room
Often, these projects require multiple phases because hospitals cannot shut down multiple operations at one time and require continual communication with all stakeholders throughout the project. Photo courtesy of Jeffrey Sauers

For example, initial planning called for the project to be completed in five phases. However, when certain tenants could not vacate the space, the plan morphed into 12 phases, increasing the complexity of the renovation with respect to noise, wall and ceiling access, and infection control. With existing operating rooms above and the pediatric cardiac suite below, work on the 6th floor required careful planning, resulting in the team scheduling noisy work around the OR schedule and implementing a process whereby the OR staff was able to contact DPR should work need to be shut down immediately. DPR continuously checked in with hospital staff to ensure work was not adversely affecting patients.

Bringing the Past into the Present

Like many healthcare renovations, the project involved creating access points to install new plumbing and electrical services. DPR developed comprehensive phasing plans and an Infection Control Risk Assessment solution to allow for safe updating of the MEP systems, which dated back to the 1960s.

The MEP work was approached methodically, beginning with thorough investigation and followed up with detailed planning meetings inclusive of subcontractors and the UMMC facilities group. Multiple temporary services were put in place as systems were changed out, allowing for continual service to existing areas of the hospital.

Hospital Hallway
The MEP work was approached methodically, beginning with thorough investigation and followed up with detailed planning meetings inclusive of subcontractors and the UMMC facilities group. Photo courtesy of Jeffrey Sauers

However, upgrades were not limited to elements behind the walls. “The aesthetics also needed an upgrade. Now patients see walls awash in bright blues and yellows. In the architecture and finishing, there are a lot of wings and curving, both in the walls and floors, all meant to soothe and relax patients,” said Sarah Crimmins, medical director of the obstetric care unit and an assistant professor of obstetrics, gynecology and reproductive services of the University of Maryland School of Medicine.

Producing Great Results

Through collaborative efforts, DPR and UMMC have created a space that Baltimore residents can rely on to help them navigate the delivery process.

“The end result is a space the team is very proud of, in part because so many details have been well planned. Everybody is very proud and passionate about this place,” Crimmins says. “Everyone wants to make sure this is the best it can be for the people in Maryland and the people in Baltimore.”

Hospital room
The University of Maryland Medical Center’s (UMMC) new labor and delivery unit is a place where mothers, babies, and loved ones can feel calm, safe, and ready for the road of delivery ahead. Photo courtesy of Jeffrey Sauers

December 27, 2018

Collaborative Spirit and Technical Expertise Combine to Deliver a New Cancer Center in Jacksonville, Florida

When three years of dreaming, planning and building concluded, a new standard for patient-centered cancer care began as the Baptist MD Anderson Cancer Center welcomed its first patients in Jacksonville, Florida. DPR Construction teamed with customer, Baptist Health, and a strong team of design and contracting partners to deliver the new, 330,000-sq.-ft., nine-story cancer treatment center, creating new possibilities for care providers and patients near Florida’s First Coast.

Rallying–and collaborating–for a cause

Baptist MD Anderson Cancer center creates welcomed its first patients in Jacksonville, Florida during September of 2018
The new, 330,000-sq.-ft., nine-story Baptist MD Anderson Cancer center welcomed its first patients in Jacksonville, Florida in September of 2018. Photo courtesy of Tom Harris

Knowing the customer saw this as a once-in-a-lifetime project, DPR turned to Integrated Project Delivery (IPD) to comprehensively understand the needs of the owner, to draw upon the expertise of local trade partners and to build trust and rapport with project stakeholders. The team included local contractor Perry McCall Construction and design partners HKS, FreemanWhite and Kimley-Horn and Associates, Inc.; all partners collectively utilized a co-located “Big Room” as a hub for operations. The team was so focused on collaboration that after Hurricane Irma destroyed the co-location site in August 2017, they created a new and improved Big Room with a renewed synergy and sense of purpose within weeks.

DPR turned to Integrated Project Delivery (IPD) to comprehensively understand the needs of the owner and others.
DPR turned to Integrated Project Delivery (IPD) to comprehensively understand the needs of the owner, to draw upon the expertise of local trade partners and to build trust and rapport with project stakeholders. Photo courtesy of Tom Harris

DPR also drew on the knowledge and skills from its network of projects nationwide. Self-performing trades—such as concrete, doorframes, hardware and acoustical ceilings—on a facility of this size meant sourcing help from DPR craftspeople across multiple states, including California, Texas and North Carolina. This strategy not only contributed to the on-time delivery of the center, but resulted in considerable cost savings and unparalleled quality discoverable in even the smallest design details, as well.

Technical expertise bridges the old with new

A key aspect to successful delivery—and a significant technical challenge—was connecting the existing patient tower to the new cancer center by way of a 150-ton glass and steel enclosed pedestrian skybridge. Erection of the prefabricated bridge required meticulous planning for nearly a year prior to installation. Spanning across 124 feet of one of Jacksonville’s most traveled local thoroughfares, San Marco Boulevard, the bridge required installation with no disruption to patients, visitors and the public—in addition to Baptist Health’s existing emergency department.

A key technical challenge was connecting the existing patient tower to the new cancer treatment center.
A key technical challenge was connecting the existing patient tower to the new cancer treatment center by way of a 150-ton glass and steel enclosed pedestrian skybridge. Photo courtesy of Tom Harris

The team explored options for the bridge’s frame system, exterior detailing, interior design features and MEP layouts while working with the hospital to understand how the bridge could be installed to maximize the facility’s ability to serve its patients.

Bridge erection involved two, 450-ton cranes that placed the structure on top of two, 36,000-pound trusses. The team planned MEP tie-ins between the two towers and the bridge with provisions for any contingency, and work at the outpatient facility was scheduled at night to avoid disruption of care and life safety systems. Additionally, 4D building information modeling kept the project moving on a fast-track, enabling prefabrication of significant electrical, plumbing and mechanical components, saving time during the construction process.

Work at the outpatient facility was scheduled at night to avoid disruption of care and life safety systems.
Work at the outpatient facility was scheduled at night to avoid disruption of care and life safety systems. Photo courtesy of Tom Harris

Remarkable partnerships, remarkable care

Nearly 1,200 construction workers from 45 different contractors and partners contributed to the new Baptist MD Anderson Cancer Center. Together, they have delivered an advanced cancer treatment center that will provide remarkable care in the Southeast region of the United States for years to come.

DPR's SPW crews self-performed concrete, doorframes, hardware and acoustical ceilings.
DPR's SPW crews self-performed concrete, doorframes, hardware and acoustical ceilings. Photo courtesy of Tom Harris

November 27, 2018

Elevating Patient Care at Piedmont Athens Regional Medical Center

Employees of Piedmont Athens Regional Medical Center left their mark on a multi-year master expansion project currently underway at the Athens, Georgia healthcare facility earlier this month. Piedmont Athens Regional staff members signed two steel beams days before they were hoisted into place signifying the first phase of the expansion—a fourth-floor addition of the Prince Tower Two—one of several towers on Piedmont Athens Regional’s campus.

Piedmont Athens Regional staff members signed two steel beams days before they were hoisted into place.
Piedmont Athens Regional staff members signed two steel beams days before they were hoisted into place signifying the first phase of the expansion—a fourth-floor addition of the Prince Tower Two. Photo courtesy of Andi King Wieczynski

In 2016, Atlanta-based Piedmont Healthcare acquired the 359-bed acute care hospital and has announced a phased master plan to expand services and amenities for the growing local community and the 17-county regional area surrounding Athens. Piedmont Athens Regional is home of Piedmont Healthcare’s east hub of services, which includes three other hospitals. Scheduled for completion in 2022, the master plan project includes:

  • 230,000 sq. ft. of new construction and 150,000 sq. ft of renovated space
  • Demolition of a four-story tower and replacement with a six-story, 64-bed patient tower
  • Multiple interior renovations to accommodate current capacity for the Prince Tower One, which is set to be demolished
  • Addition of a fourth floor to the three-story Prince Tower Two

With a main objective of improving delivery of patient care and operational efficiency, the project will also improve both vehicular and pedestrian circulation around the campus and simplify patient arrival, wayfinding and access.

Piedmont Athens Rendering
Scheduled for completion in 2022, the phased master plan project will expand services and amenities for the growing local community and the 17-county regional area surrounding Athens. Photo courtesy of SmithGroup

Before the beams were elevated atop the existing Prince Tower Two, construction partners and Piedmont Athens Regional employees, including Executive Director of Operations, Diane Todd, and Piedmont Athens Regional President and Chief Executive Officer (CEO), Dr. Charles Peck, came together to celebrate the monumental occasion. “Our mission, ‘to improve the lives and health of those we touch remains the same,” said Dr. Peck. “The opportunity to reach and care for more members of the Athens community is why today is such a significant first step for our future.”

The Athens Piedmont beam setting ceremony
“Our mission, ‘to improve the lives and health of those we touch remains the same,” said Dr. Peck. “The opportunity to reach and care for more members of the Athens community is why today is such a significant first step for our future.” Photo courtesy of Andi King Wieczynski

This is the fifth project DPR has executed for Piedmont Healthcare in the Atlanta area and the organization's first project for Piedmont Athens Regional. DPR is no stranger to the Athens community, however, as the team recently completed enhancements to the University of Georgia’s Sanford Stadium—the 10th largest football facility in the country. Integral to the success of Piedmont Athens Regional’s expansion include DPR’s project partners: program consultant, BDR, and architect of record, SmithGroupJJR and Trinity Health Group Architects.

June 15, 2018

Celebrating DPR Dads: Building Futures, Building Families

Joel Bass
When DPR’s Joel Bass and his wife Wei-Bing Chen arrived at UCSF Medical Center at Mission Bay because Chen was in labor, the staff told them that it might be helpful to go for a walk around campus. It was a familiar walk for Joel Bass, who was a superintendent on the award-winning 878,000-sq.ft. ground-up hospital complex renowned for its integrated project delivery (IPD) approach and state-of-the-art patient care. After walking the very same halls where he did countless job walks during the years he worked on the hospital, the parents-to-be sat on a bench and reflected on what was to come.

On March 12, 2015, the world welcomed Tyler Bass, the first DPR baby to be born at UCSF Medical Center at Mission Bay. It was serendipitous, as the hospital had only moved deliveries into the new hospital a few days prior.

Joel and Tyler Bass
Tyler Bass was the first DPR baby to be born at UCSF Medical Center at Mission Bay. Photo courtesy of Matt Pranzo

“It brought together so many things. At DPR, we try to be integral and indispensable to our communities, and having your baby in the building you built is a way to truly become a part of the building, and use it in the way it was intended,” said Joel Bass. “It’s important to see value and meaning in the work that you do, and know that you’re contributing to something larger than yourself. It was a special experience to share what we built with my family.”

Today, Tyler Bass is three years old–old enough to recognize UCSF’s helipad from nearby Highway 280 as “the place where dad works.” With his own hard hat, vest and boots, the toddler gravitates toward anything related to construction. He’s fascinated by cars, trucks and equipment, and is always lobbying his dad to take him to the jobsite.

Wei-Bing Chen, Tyler Bass and Joel Bass visit UCSF Medical Center at Mission Bay, where Tyler Bass was born. Photo courtesy of Matt Pranzo

Joel Bass now works a few blocks away from the hospital where Tyler Bass was born, as he and the DPR team build UCSF’s new 270,000-sq.-ft. Joan and Sanford I. Weill Neurosciences Building, which will bring together lab research programs and clinical care in what will become one of the largest neuroscience complexes in the world.

On his last visit, Tyler Bass proudly told his dad that he wants to work with him some day, a dream that makes Joel Bass smile–and a dream that might come true.

Joel and Tyler Bass
Tyler Bass is fascinated by construction, and dreams of working with his dad one day. Photo courtesy of Matt Pranzo

Dan Crutchfield
When DPR’s Dan Crutchfield met his wife Lauren Crutchfield at McDaniel College in Westminster, Maryland, he had no idea what big moments life would have in store for him at the hospital a mile away.

As a superintendent at DPR, Dan Crutchfield has worked on five straight projects for Carroll Hospital Center, ranging from outpatient suites to the expansion of the labor and delivery suites, often coordinating construction work within live hospital units. On Nov. 25, 2017, after enduring a long labor and delivery process, Lauren Crutchfield gave birth to Josephine (Josie) Crutchfield in one of the very same suites built by her father.

Dan and Josie Crutchfield
On Nov. 25, 2017, after enduring a long labor and delivery process, Lauren Crutchfield gave birth to Josephine (Josie) Crutchfield in one of the very same suites built by her father. Photo courtesy of Matt Pranzo

Dan Crutchfield still works within the same building, as the DPR team builds an expansion of the hospital’s couplet care program, which enables mothers and newborns to stay together for their entire hospital stay. Nurses, doctors and hospital staff run into him almost every day and check in for updates about his wife and daughter.

“Now that I am renovating and expanding the facility where Josie was born, I gained an appreciation for what the doctors, nurses and medical staff do every day,” said Dan Crutchfield. “I’m able to see it from two different perspectives, both professional and personal.”

Crutchfield family
Dan Crutchfield, Josie Crutchfield and Lauren Crutchfield visit Carroll Hospital, where Josie was born. Photo courtesy of Matt Pranzo

A native of Carroll County, Maryland, Dan Crutchfield grew up his whole life in the community that Carroll Hospital Center serves and finds great meaning in building a facility that will positively impact so many people that he knows–including his own family. Josie Crutchfield is now six months old, and when she’s old enough, Dan Crutchfield plans to explain to her how she was born in the hospital that he built.

“I wasn’t just a contractor at a hospital. All the work I put into the expansion and renovations, I was making it better for her, and for families like ours. It was special, and a project that I will always remember.”

Dan and Josie Crutchfield
Josie Crutchfield is now six months old, and when she’s old enough, Dan Crutchfield plans to explain to her how she was born in the hospital that he built. Photo courtesy of Matt Pranzo

June 14, 2018

The Role of a Compassionate Team Culture while Building Spaces for Healing

On two simultaneous large-scale hospital expansion projects in the hearts of Phoenix and Tucson communities, the teams at Banner—University Medical Center (UMC) Phoenix and Banner—UMC Tucson maintain an environment that encourages connection, empathy and an investment in the well-being of others.

During a long project, it can be easy to lose sight of the importance of seemingly small tasks day-in and day-out. With shared team values of integrity, community and purpose, these two hospital expansions increase access to community-based, patient-centric healthcare within a culture of compassion. Every room, every wall, and every brush of paint could make the biggest difference on a patient’s day.

Operating room at BUMCP
Project teams at Banner—UMC Phoenix (pictured above) and Banner–UMC Tucson share core values of integrity, community and purpose, which results in a culture of compassion. Photo courtesy of Gregg Mastorakos.

“In our Monday morning safety meetings and daily huddles, we actively discuss the importance of what we are doing and emphasize that we are guests on campus,” said DPR’s Brian Thomason. “We established a culture that publicly praises kindness and doing the right thing.”

On healthcare projects, a compassionate environment inspires, motivates and connects the team to the spaces they are building. As discussed in "Manage Your Emotional Culture" in the Harvard Business Review, smaller acts of kindness and support create a caring culture, which improves teamwork and performance while decreasing burnout.

Exterior of BUMCT
Teams at Banner–UMC Phoenix and Banner–UMC Tucson (pictured above) are intentional about sharing moments of compassion. Photo courtesy of Taylor Granat

This specific environment is crucial to patient-centered design and construction. Health Environments Research & Design Journal reports that “by becoming more conscious of empathy, those who create healthcare environments can better connect holistically to the user to take an experiential approach to design.”

Here are the keys to creating a culture of compassion:

Connect the Team to the Purpose
How people feel about the project they are completing directly affects their performance. During a four-year hospital project, it’s important to keep the bigger picture in mind, and integrated teams at Banner—UMC Phoenix and Banner—UMC Tucson discovered unique opportunities to connect and empathize with patients in adjacent buildings.

At Banner—UMC Tucson, children recovering at the adjacent Banner Children’s at Diamond Children’s Medical Center have a direct view of the jobsite under construction. The Sundt | DPR team moved cardboard cut-outs of Pokémon™ characters including Pikachu, Squirtle and Charmander to a new spot on the steel frame structure every day. This energized and connected the team to the project, which includes the construction of a bridge to connect the new nine-story hospital through Banner Children’s at Diamond Children’s Medical Center. Floors five through nine will provide 204 in-patient private bed units, and floors one through four will include bridge connections to the existing hospital.


Patients at the Phoenix project also had a unique view of progress of the new 13-story patient tower expansion, which will house 256 patient beds. The team noticed a sign from a patient window on the eighth floor of the existing patient tower, requesting the “YMCA” dance for her birthday. Working collaboratively on their moves, the team happily delivered the dance.

“With our team’s culture, there was a real sense of duty. You could see it through the extra hours, the extra work, and the drive to live up to our commitments,” said Thomason.

The Community is Considered Part of the Team
Normally, construction aims to stay out of sight, minimizing any disruption to the surrounding community. However, the community welcomed the positivity, investment and teaching opportunities provided by the teams.

At Banner—UMC Phoenix, the team encouraged kids from nearby Emerson Elementary to paint the plywood safety wall surrounding the jobsite. The resulting mural provided a colorful addition to the project, and it was also an opportunity to teach students about safety and construction. After the wall was no longer needed onsite, DPR delivered and installed the mural at Emerson Elementary for the students to remember their contribution to Banner—UMC Phoenix.

Emerson Elementary
At Banner—UMC Phoenix, the team encouraged kids from nearby Emerson Elementary to paint the plywood safety wall surrounding the jobsite. Photo courtesy of Brian Thomason

“The team, both Banner employees and DPR, have all stated how they are so proud to be a part of such a caring group of people inside and outside of the office,” said Thomason.

By engaging and educating the community, hospital end users feel like a part of the team and share that culture of compassion.

Thank you note
The team received thank you notes from students at Emerson Elementary School. Photo courtesy of Brian Thomason

The Team Looks for Opportunities to Create Joy
When the team establishes a culture of compassion, the opportunities to engage and give back seem to be everywhere.

The iron workers at Banner—UMC Phoenix spontaneously communicated their best wishes by painting “GET WELL FROM THE IRON WORKERS” in direct view of patient rooms in the current tower.

“This was completely unscripted and was a huge hit. We received a bunch of phone calls from the hospital staff saying how awesome it was for the construction workers to take a moment and place this message to the patients,” said Thomason.

The community, staff, patients and project teams may not remember every single day they spent building this project, but they will look back and remember how they felt.

May 2, 2018

Construction Underway at Inova Loudoun Hospital’s Patient Tower

Construction is underway at Inova Loudoun Hospital’s (ILH) new patient tower in Leesburg, Virginia. Scheduled for completion in 2020, the tower is one phase of ILH’s $300 million master plan for expansion of facilities and services.

The 7-story 385,000-sq.-ft. patient tower was designed by HDR in collaboration with RSG Architects to create a patient-focused experience that elevates the human spirit. The tower will include:

  • Private, patient-centered rooms
  • New obstetrics unit and expanded Neonatal Intensive Care Unit (NICU)
  • Expanded Progressive Care Unit (PCU) and Intensive Care Unit (ICU)
  • Expanded Inova Heart and Vascular Institute Schaufeld Family Heart Center
  • More tertiary services, including Level III Trauma at the Inova Virts Miller Family Emergency and Trauma Center and throughout the hospital
  • Outpatient services, diagnostic imaging, a café and hospital support
  • Shell space for future expansion
Groundbreaking photo
The team broke ground on Inova Loudoun Hospital’s new patient tower in September 2017. Photo courtesy of Kimberly Shumaker
Aerial photo
Construction on the 7-story, 385,000-sq.ft. patient tower is underway. Photo courtesy of Louay Ghaziri
Rendering
Scheduled for completion in 2020, the patient tower is a part of Inova Loudoun Hospital’s $300 million master plan for expansion of facilities and services. Photo courtesy of HDR

March 28, 2018

VCU Health C.A.R.E. Building Opens to Provide Accessible Healthcare

VCU Health Community Memorial Hospital’s new C.A.R.E. Building opened in February 2018, creating a comprehensive medical center housing clinics, administration, rehabilitation and education services for the residents of southern Virginia and northern North Carolina.

Adjacent to the Community Memorial Hospital in South Hill, Virginia, the $14.4 million, 67,000-sq.-ft. C.A.R.E. Building represents VCU’s commitment to make comprehensive healthcare as accessible as possible for its patients. It is home to physician practices and hospital services including cardiology, pulmonology, family care and orthopedics. The new facility will also house a family dental clinic that is set to open later this year.

VCU Health C.A.R.E. building exterior.
Photo courtesy of Judy Davis
Photo courtesy of Judy Davis
Photo courtesy of Judy Davis
Photo courtesy of Judy Davis

February 12, 2018

Celebrating the Start of Foundation Work for UCSF’s Weill Neurosciences Building

DPR recently celebrated full mobilization and the start of foundation work for the new 270,000-sq.-ft. Joan and Sanford I. Weill Neurosciences Building for the University of California, San Francisco.

To honor the milestone, which occurred by drilling the first production auger cast pile, the team celebrated with all project partners in the Big Room, a collaborative space that physically brings together designers, builders, trade partners and facility operators. 

When complete, the Joan and Sanford I. Weill Neurosciences Building will make the neuroscience complex at UCSF Mission Bay one of the largest in the world. Photo courtesy of Barry Fleisher

“After a year and four months in preconstruction, we are extremely excited to celebrate the start of construction. We wouldn’t be here today without all our tremendous design and trade partners. Everyone in this room should be very proud to have played a part in this project so far, and I can’t wait to see the project built,” said DPR’s Tim Kueht, during a cake toast to kick off the celebration.

Prior to the ceremony, the entire Big Room team attended a presentation given by UCSF Medical Center’s nurses, doctors and researchers. These monthly presentations inspire and help the project team better understand the greater impact the facility will have on advancing the full spectrum of brain health through research, education and patient care.

The 12 companies co-located in the Big Room celebrated the start of foundation work. Photo courtesy of Barry Fleisher

October 12, 2017

First OSHPD-Approved Light-Gauge, Steel-Frame Structure Leverages Digital Fabrication for Rapid Growth

In an industry where it is status quo for skilled nursing to be part of continuing care retirement communities, a new kind of skilled nursing and rehabilitation facility is “growing” in Chino, California—Trellis. The first project of a collaborative statewide development program, the 59-bed, 40,000-sq.-ft. Trellis facility in Chino is also the first light-gauge, cold-form steel-frame structure to ever be approved by the California Office of Statewide Health Planning and Development (OSHPD), serving as a template to streamline lengthy aspects of the state agency’s approval process.

“Granite Development approached DPR to be a part of a collaborative team and provide strategic counsel through the entire life cycle of its vision for the Trellis skilled nursing facilities that are planned throughout the state,” said Brian Gracz, who leads DPR’s San Diego business unit. “We are helping them in the earliest stages of development with site assessment and rapid budget feedback for property comparisons, as they focus on creating a new kind of skilled nursing and rehabilitation experience in California.”

The 59-bed, 40,000-sq.-ft. Trellis facility in Chino is the first light-gauge, cold-form steel-frame structure to ever be approved by the California Office of Statewide Health Planning and Development (OSHPD). Photo courtesy of Matt Pranzo

The team, which includes Granite, DPR, Darden Architects, Kitchell and others, wanted to avoid the inherent issues of wood structures (e.g., pest control, water intrusion, fire protection), and improve speed of construction, reliability, and scalability of the program. They incorporated a load-bearing digitally fabricated light-gauge steel framed structure through Digital Building Components, which uses digital fabrication to transform computer models directly into precise-to-spec building assemblies.

Benefits of Light-Gauge Steel Framing and Digital Fabrication

  • Efficiency and Scalability: Off-site digital fabrication enables key components of the light-gauge framing to be produced together in a safe and controlled environment, reducing costs while enhancing safety and construction efficiency. Compared to a traditional wood-frame structure, the team shaved about four weeks off the schedule, and about $100,000 in general conditions cost on the first Trellis project. When multiplied by several facilities across the state, the savings grow exponentially, allowing Trellis to move into the nursing facilities sooner and begin positively impacting the lives of its patients. 
The team incorporated a load-bearing digitally fabricated light-gauge steel framed structure through Digital Building Components. Photo courtesy of Matt Pranzo
  • Seismic safety: Lighter than concrete, or hot-rolled structural steel buildings of the same height, cold-form, light-gauge panelized structures have proven to be strong and flexible enough to move with seismic activity instead of against it. Last summer, DPR helped assemble the tallest cold-formed, steel-frame structure ever to be tested on a shake table. The six-story building withstood a simulation of 150 percent of 1994’s 6.7-magnitude Northridge, California earthquake, shaking and rocking, but remaining structurally intact and safe. The structure performed so well, the team ended up dismantling it themselves, since it never failed through testing.

Challenges and Design Strategy

  • OSHPD approvals:  Due to the prevalence of wood-frame construction for these types of facilities, the Trellis facility was a first for OSHPD. The regulatory agency’s preference is that structures be built on-site for easy inspector access. To help with the process, the team worked closely with OSHPD to coordinate having an inspector on-site to check and sign off on the first 100 digitally fabricated panels. After that, only 30 percent of the panels needed to be inspected on-site and the first project is expected to be completed in early 2018. 
Off-site digital fabrication enables key components of the light-gauge framing to be produced together in a safe and controlled environment, reducing costs while enhancing safety and construction efficiency. Photo courtesy of Matt Pranzo
  • Strategic structural design: California has different seismic zones that affect structural design. To account for that, the team is constructing the Chino facility to meet the seismic requirements of one zone higher than necessary so the exact same structure can be replicated in different locations. Because the designs of the facilities are the same, OSHPD approval time is being drastically improved. In addition, different regions have varying pollution requirements. Designs of the facility were created with and without a diesel particulate filter, so both options could be approved by OSHPD simultaneously.

What’s next?

  • Since starting the Chino project, the team has gotten two projects approved through OSHPD, and is now working on the third.  By the end of 2017, the team looks forward to having three facilities across the state approved–with more to come. 
The team has gotten two projects approved through OSHPD, and is now working on the third. Photo courtesy of Matt Pranzo