Promising and Delivering a Premiere Health Care Facility
Louis and Phyllis Friedman Building | Towson, MD
Greater Baltimore Medical Center (GBMC) embarked on The Promise Project to meet the changing needs of patients, attract the best medical staff, and strengthen their position as a premier space for patient care in Baltimore. The two-phase project was GBMC’s largest project in 25 years. Phase I entailed the Louis and Phyllis Friedman Building, a $73M, three-story extension to the existing hospital. Phase II, construction of the Sandra R. Berman Pavilion, a 78,000-sq.-ft. comprehensive oncology facility atop a four-story parking garage, began halfway through the construction of the Friedman Building.
Modernizing Baltimore Health Care The Promise Project
The hospital expansion significantly enhanced its facilities, providing a modern and welcoming environment for patients, staff and visitors. This comprehensive project included a 120,000-sq.-ft., three-story extension and a 117,000-sq.-ft. addition. Both state-of-the-art facilities prioritize patient care, staff efficiency, visitor comfort and the overall hospital experience. The facility features:
- 60 patient rooms overlooking the three-story, light-filled center atrium
- Upgraded medical facilities, including team stations and two clinical floors, each comprised of 30-bed medical units, as well as spaces adaptable to pandemic needs with air exhaust for infection protection
- A new modern front entrance lobby and reception area
- Caregiver spaces, including family lounges, a healing garden, a meditation room and a chapel
- Ground floor amenities, including wellness spaces, a pharmacy, a medical library, a gift shop and food spaces
Phase two of the Promise Project, the Berman Pavilion, a $72M two-story cancer center and four-story below grade parking garage, begun halfway through the Friedman project, required the project plan to be adjusted. Managing both projects, DPR’s team seamlessly coordinated the demolition of the existing building on the Berman site and reworked the utilities. Key trades were shared, which helped control onsite manpower, quality and consistency.
What we are most grateful for was your compassion for our staff and our patients... Your team showed empathy and grace, meeting with our teams to understand their needs, how their operations run, and how you could optimize the construction plan to provide a calm environment. Breaking down scopes of work into smaller subphases enabled your work to be completed and allowed our patients to heal
Russ Sadler, Senior Director of Facility Planning, Design & Energy
Greater Baltimore Medical Center
ABC Greater Baltimore Excellence in Construction Diamond
Award
The Louis and Phyllis Friedman Building was named an ABC Greater Baltimore Excellence in Construction Diamond Award winner in 2024.
Comprehensive Safety and Logistics Management
Ensuring Safety and Minimizing Impact on Patient Care
As the number one labor and delivery hospital within greater Baltimore, avoiding impact to the existing facility and patient care was critical to the project's success. The DPR team developed detailed phasing and logistics plans during design so GBMC departments and staff knew what was going to take place and when.
DPR worked closely with GBMC’s facilities team, department heads, floor managers and more to facilitate utility shutdowns, roofing installation, rooftop MEP structures and the extensive scope connecting the new and existing building.
The team collaborated with GBMC’s Infection Control Team to develop ICRA standards, ensuring the highest level of safety and care throughout the project. For over a year, the DPR team designed and programmed the construction with stakeholders, staff and trade partners to support GBMC’s commitment to delivering the highest quality patient care and best experience to the medical teams, families and caregivers.
Photo: Jeff Sauers, CPI Productions
Managing Construction with Precision
To execute the expansion and tie it into the busy city medical center safety, infection control, phasing, logistics and people care was at the forefront of planning. The three-story expansion began at the existing hospital front entrance and connected on three sides. The main entrance was temporarily moved further south while the labor and delivery and emergency department entrance, and ambulance route all remained operational.
A full-time traffic coordinator managed hospital and construction traffic flow at the main entrance, ensuring minimal disruption. Work was sequenced for off-hours to minimize the impact of construction operations.
The team pivoted quickly to seamlessly coordinate Berman Pavilion logistics when construction began, as well as sharing key trades with the Friedman project helping control onsite manpower, quality, safety and consistency between both projects. Given the complexity of the project, the team relied heavily on Building Information Modeling (BIM) to integrate mechanical, electrical, and plumbing systems.
Photo: Jeff Sauers, CPI Productions
Effective Safety Solutions
Within the building, 244 large format, natural-colored, man-made Dekton stone panels form the three-story atrium. The team had to find a safe and cost-efficient solution for installation inside the atrium, which is flanked by occupied patient rooms. A racetrack scaffolding system, with a completely decked top level dubbed "the dancefloor," was erected. It provided temporary access for easy installation of atrium skin and ceiling elements without tying off workers in a traditional safety harness, while protecting ground workers from hazards above.
The eight-ft. structural roof overhang tied into the building above occupied hospice rooms. Rooms were to be vacated prior to demolition, but changes in the operational needs only allowed two vacant rooms at a time. The modified plan absorbed all schedule float with the first task but avoided interruption to the unit.
Temporary protection was put in place to control water intrusion and noise, with ear protection provided to patients, families and staff.
Photo: Jeff Sauers, CPI Productions
Comprehensive
Safety and Logistics Management
Ensuring Safety and Minimizing Impact on Patient Care
As the number one labor and delivery hospital within greater Baltimore, avoiding impact to the existing facility and patient care was critical to the project's success. The DPR team developed detailed phasing and logistics plans during design so GBMC departments and staff knew what was going to take place and when.
DPR worked closely with GBMC’s facilities team, department heads, floor managers and more to facilitate utility shutdowns, roofing installation, rooftop MEP structures and the extensive scope connecting the new and existing building.
The team collaborated with GBMC’s Infection Control Team to develop ICRA standards, ensuring the highest level of safety and care throughout the project. For over a year, the DPR team designed and programmed the construction with stakeholders, staff and trade partners to support GBMC’s commitment to delivering the highest quality patient care and best experience to the medical teams, families and caregivers.
Photo: Jeff Sauers, CPI Productions
Managing Construction with Precision
To execute the expansion and tie it into the busy city medical center safety, infection control, phasing, logistics and people care was at the forefront of planning. The three-story expansion began at the existing hospital front entrance and connected on three sides. The main entrance was temporarily moved further south while the labor and delivery and emergency department entrance, and ambulance route all remained operational.
A full-time traffic coordinator managed hospital and construction traffic flow at the main entrance, ensuring minimal disruption. Work was sequenced for off-hours to minimize the impact of construction operations.
The team pivoted quickly to seamlessly coordinate Berman Pavilion logistics when construction began, as well as sharing key trades with the Friedman project helping control onsite manpower, quality, safety and consistency between both projects. Given the complexity of the project, the team relied heavily on Building Information Modeling (BIM) to integrate mechanical, electrical, and plumbing systems.
Photo: Jeff Sauers, CPI Productions
Effective Safety Solutions
Within the building, 244 large format, natural-colored, man-made Dekton stone panels form the three-story atrium. The team had to find a safe and cost-efficient solution for installation inside the atrium, which is flanked by occupied patient rooms. A racetrack scaffolding system, with a completely decked top level dubbed "the dancefloor," was erected. It provided temporary access for easy installation of atrium skin and ceiling elements without tying off workers in a traditional safety harness, while protecting ground workers from hazards above.
The eight-ft. structural roof overhang tied into the building above occupied hospice rooms. Rooms were to be vacated prior to demolition, but changes in the operational needs only allowed two vacant rooms at a time. The modified plan absorbed all schedule float with the first task but avoided interruption to the unit.
Temporary protection was put in place to control water intrusion and noise, with ear protection provided to patients, families and staff.
Photo: Jeff Sauers, CPI Productions
Construction Planning Starts During Design
Hands-On Design and Review Process
The chapel and medical library were temporarily relocated while the new chapel was under construction. To protect the existing stained-glass windows, DPR worked with GBMC’s chaplain and glass trade partner to meticulously document the layout and deconstruct the stained glass. At the appropriate time during construction, the stained glass was placed into custom-built frames and installed within the new chapel.
The hands-on design and review process also allowed for the incorporation of reclaimed glass from other churches and chapels. With the cost savings realized on the project, GBMC’s chaplain sourced this reclaimed glass, which was protected and stored until it was incorporated into the new chapel's design and installed. This collaborative and detailed approach ensured that the new chapel retained its historical and aesthetic value while integrating new elements seamlessly.
Photo: Jeff Sauers, CPI Productions
Exterior Skin System Mock-Up and Testing
A mock-up of the exterior skin system was developed to address constructability and testing. DPR collaborated with the design team, third-party façade consultant and curtainwall trade partner on the three panel systems. Value engineering decisions made after the mock-ups resulted in a total cost savings of $125,000 and a more predictable installation schedule.
Overcoming Supply Chain Challenges
The Friedman building faced significant supply chain issues, with lead times for mechanical equipment, headwalls, and switchgear varying from 10-15 months and continually changing. Curtainwall challenges also impacted the project. Finding solutions to accommodate these lead times while maintaining progress on an operational hospital was a continuous challenge. Contingency plans were implemented to adjust the design, re-sequence work and ensure progress, even if it required added protections to complete scopes in occupied rooms.
Photo: Jeff Sauers, CPI Productions
Construction Planning
Starts During Design
Hands-On Design and Review Process
The chapel and medical library were temporarily relocated while the new chapel was under construction. To protect the existing stained-glass windows, DPR worked with GBMC’s chaplain and glass trade partner to meticulously document the layout and deconstruct the stained glass. At the appropriate time during construction, the stained glass was placed into custom-built frames and installed within the new chapel.
The hands-on design and review process also allowed for the incorporation of reclaimed glass from other churches and chapels. With the cost savings realized on the project, GBMC’s chaplain sourced this reclaimed glass, which was protected and stored until it was incorporated into the new chapel's design and installed. This collaborative and detailed approach ensured that the new chapel retained its historical and aesthetic value while integrating new elements seamlessly.
Photo: Jeff Sauers, CPI Productions
Exterior Skin System Mock-Up and Testing
A mock-up of the exterior skin system was developed to address constructability and testing. DPR collaborated with the design team, third-party façade consultant and curtainwall trade partner on the three panel systems. Value engineering decisions made after the mock-ups resulted in a total cost savings of $125,000 and a more predictable installation schedule.
Overcoming Supply Chain Challenges
The Friedman building faced significant supply chain issues, with lead times for mechanical equipment, headwalls, and switchgear varying from 10-15 months and continually changing. Curtainwall challenges also impacted the project. Finding solutions to accommodate these lead times while maintaining progress on an operational hospital was a continuous challenge. Contingency plans were implemented to adjust the design, re-sequence work and ensure progress, even if it required added protections to complete scopes in occupied rooms.
Photo: Jeff Sauers, CPI Productions
Innovative Solutions Project Efficiency
Prefabrication Benefits
Prefabricated elements, such as the patient room headwall system and nurse server casework, significantly minimized labor, materials and disruptions to the existing hospital. Sixty prefabricated headwalls were built off-site while construction progressed on campus, then installed by DPR’s self-perform team. By building the walls off-site, the team reduced the construction time and the number of workers on-site, alleviating congestion and creating a safer environment for the active hospital.
A decorative element on the headwalls posed a challenge due to the volume of MEP lines running through them. To meet quality expectations while maintaining construction progress, headwalls were shipped in lots, allowing the fabricator to deliver high-quality headwalls without compromising the construction timeline.
Photo: Jeff Sauers, CPI Productions
Cost Savings Through Alternative Materials
To achieve significant cost savings and maintain the project schedule, the team proposed alternative materials. By modifying the ceiling design, utilizing stone dust as backfill in the atrium, and sourcing alternative elevator manufacturers, over $850,000 was saved.
Glass systems matching the curtainwall would have caused an eight-month shutdown due to malfunctioning machinery, so frames were changed and fabricated manually, utilizing the available glass. The curtainwall was shipped as it became available. These design and material modifications not only reduced project costs but also maintained the schedule.
Photo: Jeff Sauers, CPI Productions
Leveraging 4D Modeling for Enhanced Project Coordination
The 1960s building lacked adequate as-builts, leading to unforeseen conditions such as shallow footings, resequencing, changes to the hospice unit's operation, and complex skin installation. These impacts were detailed in a coordinated 3D model, which identified over 1,000 clashes resolved through eight months of trade coordination.
The project schedule was integrated into the model, providing a visual for the owner and designer to understand the impact of their decisions on the schedule and for the trades to comprehend the sequencing and delivery of work. This resulted in a true 4D deliverable that tracked progress versus time, keeping the team focused on shared project goals.
Underpinning sections were required to support the load, causing a one-month delay in the schedule. Work was re-sequenced to accommodate the structural challenges.
Innovative Solutions
Project Efficiency
Prefabrication Benefits
Prefabricated elements, such as the patient room headwall system and nurse server casework, significantly minimized labor, materials and disruptions to the existing hospital. Sixty prefabricated headwalls were built off-site while construction progressed on campus, then installed by DPR’s self-perform team. By building the walls off-site, the team reduced the construction time and the number of workers on-site, alleviating congestion and creating a safer environment for the active hospital.
A decorative element on the headwalls posed a challenge due to the volume of MEP lines running through them. To meet quality expectations while maintaining construction progress, headwalls were shipped in lots, allowing the fabricator to deliver high-quality headwalls without compromising the construction timeline.
Photo: Jeff Sauers, CPI Productions
Cost Savings Through Alternative Materials
To achieve significant cost savings and maintain the project schedule, the team proposed alternative materials. By modifying the ceiling design, utilizing stone dust as backfill in the atrium, and sourcing alternative elevator manufacturers, over $850,000 was saved.
Glass systems matching the curtainwall would have caused an eight-month shutdown due to malfunctioning machinery, so frames were changed and fabricated manually, utilizing the available glass. The curtainwall was shipped as it became available. These design and material modifications not only reduced project costs but also maintained the schedule.
Photo: Jeff Sauers, CPI Productions
Leveraging 4D Modeling for Enhanced Project Coordination
The 1960s building lacked adequate as-builts, leading to unforeseen conditions such as shallow footings, resequencing, changes to the hospice unit's operation, and complex skin installation. These impacts were detailed in a coordinated 3D model, which identified over 1,000 clashes resolved through eight months of trade coordination.
The project schedule was integrated into the model, providing a visual for the owner and designer to understand the impact of their decisions on the schedule and for the trades to comprehend the sequencing and delivery of work. This resulted in a true 4D deliverable that tracked progress versus time, keeping the team focused on shared project goals.
Underpinning sections were required to support the load, causing a one-month delay in the schedule. Work was re-sequenced to accommodate the structural challenges.
ENR Mid-Atlantic Best of Regional Project Award of Merit: Health
Care
The Louis and Phyllis Friedman Building project received an ENR Mid-Atlantic 2024 Award of Merit in Health Care.
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