Haselden Construction RFQ Response-1

REPLACEMENT FACILITY
PROPOSAL
construction management and general contracting services
March 26, 2013
Mr. Steven Rutland, NCARB, AIA, LEED AP
Vice President Project Management
American Health Facilities Development (AHFD)
105 Continental Place
Brentwood, TN 37027
Dear Mr. Rutland:
Haselden is excited to submit its qualifications to you for the upcoming Pioneers Medical Center Replacement
Facility project. We are confident that you will find that these qualifications highlight Haselden’s depth of
experience, qualified personnel and strong connection to the Meeker community and that Haselden is the right
team to ensure complete project success.
Several of our team members have deep connections to the Western Slope, and Eric Blanke, Director of
Healthcare Planning and Construction, was born and raised in Meeker and his commitment to the success of
this project has deeper roots than just doing his job. Pioneers was where Eric was born and where his parents
still receive care. Eric, like Freeman Fairfield, believes it is a top priority to provide the residents of Meeker
with the highest level of care.
Haselden has been building in the mountains of Colorado for four decades. We understand the unique
weather conditions and the impacts of these conditions on the schedule, quality and project budget. Haselden’s
extensive experience will ensure that all necessary pre-planning and provisions are made so that regardless of
the severity of the winter conditions the potential project impacts are mitigated.
Haselden strives to maximize its local involvement, working with the Western Slope subcontractors that we
have long-standing relationships with to keep projects costs as low as possible while contributing to the local
economy – a local economy that is of the utmost importance to Haselden because the mountains of Colorado
are not only a place where we work, many of our employees, including members of the healthcare group live
there as well.
In addition to our extensive mountain experience, Haselden understands the complexities of healthcare
construction. We have built close to one billion dollars worth of healthcare facilities in the past 10 years with
the majority of that working being some of the region’s premier critical access and acute care facilities.
Haselden has developed an entire healthcare construction process and dedicated staff to address the
complexities of healthcare construction.
Mr. Steven Rutland, NCARB, AIA, LEED AP
Vice President Project Management
March 26, 2013
Page 2
One of the primary factors that sets Haselden apart is our staff. Each of the individuals in our healthcare group
has been with Haselden for an average of 15 years. These individuals have completed several hospital projects
together and work closely throughout preplanning, preconstruction and construction to ensure that every aspect
of the project is taken into consideration. These individuals have the latest in healthcare construction
certifications including ASHE certification and the Certified Healthcare Constructor designation. These
individuals also have extensive experience building in the mountains during some of the area’s most severe
winters and know exactly what it takes to keep a project on track in those conditions.
In addition, we are confident that you will that Haselden shares AHFD’s partnering philosophy. We are proud
to say that after reading the partnering information in the RFQ, we found that we have a very similar process to
yours and we look forward to becoming a true collaborative partner to you and the rest of the project team.
We look forward to the opportunity to continue on in the selection process for the Pioneers Medical Center
project. Please do not hesitate to contact me should you have any questions or require additional information.
Sincerely,
JJ Rams
Healthcare Division Manager
table of contents
1. Company Profile
2. Relevant Experience
3. Project Team
Haselden Construction
6950 South Potomac Street
Centennial, Colorado 80012
4. Subcontractor Approach
5. Schedule Approach
6. Quality Control Approach
7. AIA A305
Eric Blanke
720-341-7913
ericblanke@haselden.com
Financial Statement
(under separate cover)
four
table of
contents
five
Company Profile
o n e
section highlights
Extensive Healthcare
Construction Experience
Colorado Expertise
Recognized Industry
Leadership
Patient First Focus to
Ensure the Best Care
for Future Patients
one
Company profile and
ownership; hospital experience;
annual hospital $ volume
for the period 2007-2012; %
of total business that is acute
healthcare, number of
completed acute care hospital
projects within last five years.
New or replacement
acute-care critical-access
hospitals in the Rocky
Mountain region are of primary
interest to the selection
committee.
Haselden Construction was founded in Aurora, Colorado in 1973 by Jim Haselden to serve
clients in his beloved Colorado. Now four decades later, Jim’s three sons, Ed, Mike, and
Byron have worked together to grow Haselden Construction into one of the leading general
contracting and construction management firms in the Rocky Mountain region.
Today, the firm is recognized by ENR in the Top 400 General Contractors nationally, as well as
the Top 10 Regional Contractors. Additionally, Haselden is ranked by Modern Healthcare as
one of the leading healthcare builders in the nation. Haselden celebrates a strong reputation,
impeccable safety record that is nationally recognized by its peers and a steadfast commitment
to construction excellence.
Currently one of the largest Colorado-based healthcare contractors, Haselden Construction
averages $250,000,000 of revenue per year with an average healthcare volume of $70,000,000.
90% of our healthcare work coming from acute care hospital clients in the Rocky Mountain
region. with projects ranging from $100,000 to $260,000,000.
Company Volume
2013 (projected)
Acute Care Hospital # of Acute Care $260M
Volume
$57M
Projects
3
2012$291M$191M 5
2011$252M$96M 4
2010$165M$23M 3
2009$232M$63M 3
2008$256M$53M 4
2007$278M$27M 2
HEALTHCARE CONSTRUCTION EXPERTISE
In the four decades that Haselden has been constructing healthcare facilities
we have come to believe that project success - whether on an operating
campus or for a brand new facility - begins with a “Patient First” focus. For
a new facility, such as the Pioneers Medical Center replacement Facility, our
“Patient First Philosophy” is the center of collaboration with you, AHFD and
rocky mountain
region acute
healthcare
experience
Davis Partnership and takes the patient experience into consideration long
Heart of the Rockies Regional
Medical Center
before the first patient arrives.
Aspen Valley Hospital Phase II
We have learned that when our values and strengths align with our
customers that more positive project outcomes prevail:
•
Trust is increased
•
Cost is decreased
•
Relationships are strengthened
•
Quality is improved
•
Team engagement is enhanced
•
Efficiency is maximized
Vail Valley Medical Center
University of Colorado Hospital
Expansion
Heart of the Rockies Regional
Medical Center Expansion
University of Colorado Hospital
Cancer Center Expansion
Platte County Hospital
We believe that project success is about more than just budget and schedule.
Haselden’s mission is to satisfy each customer by defining how they measure
success — whether it be about becoming a top ten teaching hospital, being
the most technologically advanced care facility in the region or ensuring
that each care facility meets the brand identity of the organization. The
Wyoming Medical Center
Patient Bed Tower
Cheyenne Regional Medical
Center OR Expansion
University of Colorado Hospital
Anschutz Inpatient Pavilion
Phase II
first step in every Haselden project is to institute our Collaborative Project
Banner Health - Sterling
Delivery system and kick-off our Owner Expectation process so that from
Banner Health - McKee
the beginning we can ensure that every facet of your project is successful.
Wyoming Medical Center
Emergency Department
Expansion
Haselden has consistently been an outstanding contractor to
work with on both large and small projects. They consistently
provide a level of service and leadership that enables us to
meet or beat our aggressive schedules and project budgets.
They do not back down from challenges and understand the
need to look at new ways of doing things.
- Tony Ruiz, VP of Operations
University of Colorado Hospital
University of Colorado Hospital
Radiology Room
University of Colorado Hospital
Patient Floors 6, 8 and 10
University of Colorado Hospital
7 East Build-Out
University of Colorado
Hospital Cancer Center Linear
Accelerator
t w o
Similar Project Experience
section highlights
Experience Building Out
a New Campus from
Site Infrastructure to
Major Expansion
Experience with
Banner Health
Experience in the
Local Marketplace
two
A list of similar new or
replacement acute-care
critical-access hospitals
projectscompleted over the last
five years that involved a CM/
GC, CM at Risk, or GC
approach. Identify references
within this group of projects
and provide contact
information.
Haselden has completed over three million square feet of
healthcare facilities throughout the Rocky Mountain Region
including several acute care and critical access hospitals.
In the past five years, Haselden has had the privilege to work for
a wide variety of healthcare clients including:
•
Aspen Valley Hospital
•
Wyoming Medical Center
•
Vail Valley Medical Center
•
Heart of the Rockies Regional Medical Center
•
Ivinson Memorial Hospital
•
Cheyenne Regional Medical Center
•
Banner Health
•
University of Colorado Health
•
Kaiser Permanente
•
Platte County Memorial Hospital
These projects have included new construction as well
as renovations and additions of medical office buildings,
emergency departments, bed towers, central plants, diagnostic
departments and overall campus and site development.
Additionally, our relationship with Davis Partnership which
begain in the early 1980s has created 17 successful
projects including our recent and current
work with them on Kaiser Permanente
Rock Creek, Banner Health East Morgan
County Expansion and Vail Valley
Medical Center.
We have highlighted the five of our
most relevant projects on the following
pages and have included owner and
architect references for each.
HEART OF THE ROCKIES REGIONAL MEDICAL CENTER
hrrmc
Heart of the Rockies Regional Medical Center
Salida, Colorado
Delivery Method
Phase 1: CM/GC
Phase 2: Competitive Bid
Project Size
Phase 1: 85,000 SF
Phase 2: 16,000 SF
Construction Cost
Phase 1: $19,000,000
Phase 2: $4,040,000
Schedule
Phase 1: July 2006 - August 2008
Phase 2: August 2011 - May 2012
Owner Reference
Ken Leisher
Heart of the Rockies
Regional Medical Center
1000 Rush Drive PO Box 429 Salida,
Colorado 81201
719-530-2230
Architect Reference
Hugh Brown
Davis Partnership
2301 Blake Street, Suite 100
Denver, Colorado 80205
303-861-8555
Haselden constructed the new Heart of the Rockies Regional Medical Center
(HRRMC). The two-story, 85,000 square foot replacement hospital is located
just outside of Salida.
Designed by Davis Partnership, the new efficient facility attracts more
physicians, medical staff and technicians to the area, maximizing the hospital’s
capabilities while maintaining the staffing levels and minimizing operational
costs. The new medical facility also provides for energy savings by incorporating
green building systems such as PVC free wall protection and lumber from
certified forests .
The first winter had historic precipitation for the area, at time which we were in
the middle of the construction of the concrete structure. To keep the project on
track, Haselden enclosed the entire structure and utilized temporary heating to
allow us to continue to pour concrete in the winter.
The hospital was not prepared at the time documents were issued to finalize the
MRI equipment. Haselden worked with the Hospital throughout construction,
keeping the MRI suite unfinished until those choices were made towards the
end of construction. This allowed the hospital to get the most up-to-date, state
of the art equipment available, while allowing them to preserve capital until the
end of the project.
Not soon after, the growing need of the new hospital would require a massive
expansion to the existing facility. The expansion would incorporate a kitchen/
cafeteria, I.T. services offices, material management and offices, patient surgery
prep and recovery area, billing area, sterilization and decontamination rooms
for surgery, PACU area and an addition of a new infusion clinic and treatment
room.
In order to accommodate this new expansion, new mechanical equipment was
required. The existing mechanical equipment would need to be relocated to allow
for the additions. By incorporating daily MOP’s as described before, Haselden
worked directly with the staff to minimize disruptions to the ongoing activities
within the operating hospital.
ASPEN VALLEY HOSPITAL PHASE II
avh
Aspen Valley Hospital Phase II
Aspen, Colorado
Delivery Method
CM/GC
Project Size
185,000 SF
Construction Cost
$61,000,000
Schedule
October 2010- August 2012
Owner Reference
John Schied
Aspen Valley Hospital
401 Castle Creek Road
Aspen, CO 81611
970-544-1149
Architect Reference
Russ Sedmak
Heery International
820 16th Street, #200
Denver, CO 80202
720-946-0276
Phase II of the Aspen Valley Hospital project includes the expansion and
renovation of the existing Patient Care Unit (PCU) and ICU, relocation of Same
Day Surgery and Cardiopulmonary Departments, a second-story addition to
accommodate outpatient clinical and administrative services, relocation of
the hospital’s kitchen and cafeteria on the first level, a new loading dock at the
basement level infrastructure and a three-tiered 234-space parking structure.
New construction totals 65,000 square feet and renovations/additions total 25,000
square feet.
Major components include a 15,000 square foot surgery department, 7,000
square feet of outpatient clinics, 7,000 square feet of physical therapy, The Aspen
Birthplace, a new patient care unit, cardiac rehab/cardiopulmonary suites, an
orthopedic sports medicine center of excellence and up to 30,000 square feet
of medical offices. Other design features include increased parking capacity,
improved circulation paths, a rooftop heliport, physical plant improvements and
expansions, and 7,000 square feet of shelled space for future growth.
Once complete, the new Aspen Valley Hospital project will achieve LEED Silver
certification or better.
The Aspen Valley Hospital Phase 2 Expansion and Renovation project provided a
unique coordination challenge to the construction and design teams. As our team
began modeling and coordinating the mechanical systems for the basement of
the hospital, it became clear that the current configuration of the systems running
down the main corridor would have piping below 7’-6”.
VAIL VALLEY MEDICAL CENTER
vvmc
Vail Valley Medical Center
Edwards, Colorado
Delivery Method
CM/GC
Project Size
26,000 SF
Construction Cost
$12,000,000
Schedule
March 2011-March 2012
Owner Reference
Dan Feeney
Vail Valley Medical Center
181 Meadows Drive
Vail, CO 88658
970-477-5252
Architect Reference
Scott Nevin
Davis Partnership
2301 Blake Street, Suite 100
Denver, Colorado 80205
303-861-8555
Haselden recently completed a new Ambulatory Surgery Center (ASC) on
the Edwards Campus for Vail Valley Medical Center. The ASC includes
four operating rooms and one procedure room. The project also includes the
addition of approximately 21,000 square feet of new space on the East side of
the existing pavilion and the remodel of approximately 5,000 square feet on
the North side of the first floor of the existing building.
This complex project will be completed in multiple phases to allow for the
continued operations of the existing clinic. Haselden proposed a phasing
plan that would keep construction separate from the general public in order
to create a safe environment for those using the clinic as well as for the
construction crews. The phasing plan also ensures that there will be ample
parking on-site for patients and staff throughout construction.
In order to not disrupt ongoing operations of the facility, certain scopes of
work were performed during off hours. In addition, Haselden worked closely
with the local fire department and the Authorities Having Jurisdiction to make
sure that all occupants have egress from all levels at all times.
Haselden performed a constructability review for Vail Valley Medical Center
and proposed modifications to the foundation that would expedite phasing
and reduce the overall construction schedule by a month. By being creative
and working with the Owner and Architect, we were able to make a huge
difference in ensuring delivery of a successful, cost-effective project before
construction even began.
ANSCHUTZ INPATIENT PAVILION EXPANSION
uch
Anschutz Inpatient Pavilion Expansion
Aurora, Colorado
Delivery Method
CM/GC
Project Size
720,000 SF
Construction Cost
$209,500,000
Schedule
April 2011 - March 2013
Owner Reference
Tony Ruiz
University of Colorado Hospital
1635 Aurora Court
Aurora, CO 80045
720.848.7831
Architect Reference
Tom Sanders
HDR Architects
303 E 17th Ave # 700
Denver, CO 80203
303.764.1520
The expansion includes a new inpatient tower dedicated to inpatient and
emergency care, increased patient care facilities to the Anschutz Cancer Pavilion
and new parking structures for patients, visitors and employees.
Haselden and HDR are completing the expansion on a fast-track schedule by
using Building Information Modeling to create 3D images of the mechanical,
electrical, main run, headwall, and bathroom (framing, drywall, and MEP roughin) components, which are then prefabricated outside of the building. Once the
components are complete, the pieces are brought into the appropriate floor levels
and placed permanently in the building. By creating these pieces outside of the
site, the building time is significantly reduced
New Inpatient Tower
The new 12-story inpatient tower provides more than 720,000 square feet of space;
660,000 square feet of new construction and the renovation of 60,000 square
feet of existing space. The new tower will add 144 staffed inpatient beds and
includes space to add another 132 beds at a later date, a much larger emergency
department (double the size), more operating rooms, additional diagnostic and
treatment facilities (i.e., expanded cardiac and vascular services), and will feature
a rooftop helipad for transporting emergency patients.
The design includes the latest developments for patient care, medical equipment,
clinical layouts, and a family focus.
ANSCHUTZ INPATIENT PAVILION PHASE 1
uch
Anschutz Inpatient Pavilion Phase 1
Aurora, Colorado
Delivery Method
CM/GC
Project Size
483,000 SF
Construction Cost
$98,700,000
Schedule
October 2001 - October 2003
Haselden Construction provided construction services for this new 483,000 sf.
replacement hospital for University of Colorado Hospital. Within its 12 floors
and basement, the Anschutz Inpatient Pavilion (AIP) houses ICU, ER, endoscopy
suites, medical/surgical unit, pharmacy, labs, labor/delivery/postpartum, 72
private patient rooms and 4 Pavilion Suites, with more health care amenities and
high tech features than most hospitals. Patients can opt for the Pavilion Suites
which are like no other in the country. Located on the 12th floor, each of the 540
sf. suites are distinct in their decoration. The entire 12th floor is restricted for
added privacy and security, a major issue for hospitals. Nanotechnology chips
track everything from drugs to newborn infants.
1635 Aurora Court
Haselden’s collaborative, integrated design-assist approach allowed the entire
group of project stakeholders to succeed on multiple levels and meet all the goals
of the project. In a concerted effort, Haselden and the architect designed and
constructed this highly technical facility in only 32 months and with less than 1%
in change orders, a radically low number for a project of this magnitude. Creative
solutions to accomplish this included:
Aurora, CO 80045
•
Partnering Sessions
•
Multiple bid packages to accelerate construction start;
•
Built mock ups of 5 different-use rooms to gain valuable user information;
•
Pre-function checklist for MEP systems
•
Haselden-facilitated installation of owner-furnished equipment, vendor
installation and training, building start up, and owner move-in in a phased
approach to reduce overall project duration.
•
Extensive site infrastructure was also included and totaled $11 Million of the
contract value.
Owner Reference
Tony Ruiz
University of Colorado Hospital
720.848.7831
Architect Reference
Tom Sanders
HDR Architects
303 E 17th Ave # 700
Denver, CO 80203
303.764.1559
Proven Experience
as a Team
Today’s Leaders in
Healthcare Construction
Lean Processes
Prefabrication
MEP
Logistics
BIMQuality Control
Collaborative Partners to
all Project Stakeholders
Project Management Team
Extensive Healthcare
Expertise
three
section highlights
three
Proposed management team
and organization chart for the
project along with
personnel resumes and role
descriptions. Has this team
worked together on
previous projects? Discuss
the depth of experience of this
team and its
interpersonal skills and
approach in working with
clients, architects and
engineers.
Haselden believes that success is not a goal to be achieved but
the result of the hard work of its employees and the teamwork
they create. We focus on each individual bringing unique value
to their project team to ensure that we realize our purpose of
fulfilling our customer’s needs completely.
The team for the Pioneers Medical Center Replacement Facility
project - J.J. Rams, Eric Blanke, Mike Cunningham, Shawn
Morrison, Gary Manchester, Katie Page and Paul Sweeney is
truly successful. Both individually, and as a proven team, their
focus is on being of value to each other and bringing value to
the projects on which they work.
We have included detailed resumes with their assignments,
project roles and responsibilities, the traits that make them
right for your project as well as their experience on healthcare
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projects and experience building on the western slope.
Aspen Valley Hospital Phase II
n
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Heart of the Rockies Medical Center
n
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Wyoming Medical Center West Patient
Tower
n
UCH Anschutz Inpatient Pavilion Phase I
n
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Health One/The Medical Center of Aurora
n
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University of Colorado Hospital, Anschutz
Inpatient Pavilion Expansion
n
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Vail Valley Medical Center Ambulatory
Surgery Center
n
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project team
organization chart
AHFD
Davis
Partnership
Davis
Partnership
Haselden
Construction
Haselden
Construction
Principal-In-Charge
J.J. Rams
Director of Healthcare
Planning and Construction
Eric Blanke
Director of Safety
Rick Reubelt
Senior Project Manager
Mike Cunningham LEED AP
Superintendent
Preconstruction Manager
Shawn Morrison
Gary Manchester, LEED AP
Assistant Superintendent
Project Estimator
Josh Cutler
Matt Middleton
Project Engineer
Derek Smuin
Lean/BIM Advisor
MEP Systems Manager
Katie DePenning, LEED GA
Paul Sweeney, LEED AP
Healthcare
Division Manager
years of experience
23
current assignment
Banner Health East Morgan
County: Nursing Unit & OB
Expansion $12M, 31,981 SF,
Brush, Colorado
healthcare experience
Aspen Valley Hospital Phase 2:
$67M, 190,000 SF, Aspen, CO
UCH Anschutz Inpatient Pavilion
Expansion: $260M, 829,000 SF,
Aurora, Colorado
UCH Anschutz Inpatient Pavilion
Phase II: $151.1M, 547,000 SF,
Aurora, CO
UCH Anschutz Inpatient Pavilion
Phase I: $96.8M, 483,000 SF,
Aurora, CO
Wyoming Medical Center West
Patient Tower: $35M, 91,500
SF, Casper, WY
UCH Anschutz Cancer Pavilion:
$19M, 108,575 SF, Aurora, CO
Wyoming Medical Center
Emergency Department
Expansion/Remodel: $5.9M,
24,000 SF,
Casper, WY
J.J. Rams
what i do
ensure complete
customer satisfaction
J.J. Rams assures success of projects by monitoring that all systems necessary for the efficient
and superior management of the project are being fully utilized. He oversees all healthcare
projects for Haselden Construction. J.J. will coordinate the activities and goals of Banner
Hospital and the design team to complete the project in accordance with your objectives. J.J.
will assure that all Haselden systems, procedures and policies are properly implemented in
accordance with the requirements of the project. He will devote as much time as necessary
to the project in order to provide the level of service our clients have come to expect. J.J.
currently oversees our healthcare division projects.
who i am
Leadership style that promotes teamwork J.J. is a natural
leader with a patient, friendly, no-nonsense approach to
managing his teams. He is well respected by his peers internally
and externally and has built a reputation of being honest,
committed and a man of his word. This respect allows J.J. to
draw on relationships with architects, subcontractors, vendors
and project teams to get things done quicker, less expensively
and more efficiently. J.J. creates a fun work environment that
promotes teamwork while still conveying the importance of the
work to be carried out.
where i learned it
Bachelor of Science
Colorado State University
Healthcare Construction
Certificate, American Society
for Healthcare Engineering
(ASHE)
Solution-oriented approach that creates winning outcomes
for the project and all of its stakeholders J.J. knows that a
project’s success is centered on great decision making. From
the onset of a project J.J. takes project planning and execution
to a new level ensuring that everyone is heard and that sound
decisions are made. He retains control of the project objectives
that are developed in our kick-off meeting, evaluates the progress
regularly, works to develop decisions in an easy, collaborative
manner and focuses on not only tangible project outcomes
but intangible project stakeholder goals.
Focuses on both the short-term and long-term needs
of his healthcare clients J.J. grew up with a physician for
a father and understands the healthcare industry differently
than most construction professionals. He completely
Cheyenne Regional Medical understands that healthcare never takes a break! He uses
Center: $460,000, 2,000 SF, this insider’s knowledge of the healthcare industry to work
Cheyenne, WY with his clients and their design teams to ensure that careful
though is given not just to immediate needs and technology
but to the long-term goals of the facility.
select mountain
projects
Aspen Valley Hospital
Vail Valley Medical Center
One Steamboat Place
Zephyr Mountain Lodge
Father to two daughters
Competed in the Boston Marathon
Makes complicated situations look simple
Passionate about collaboration
what i’m about
Director, Healthcare
Planning & Design
years of experience
20
current assignment
Banner Health East Morgan
County: Nursing Unit & OB
Expansion $12M, 31,981 SF,
Brush, Colorado
healthcare
experience
Aspen Valley Hospital Phase 2:
$67M, 190,000 SF, Aspen, CO
UCH Anschutz Inpatient Pavilion
Expansion: $260M, 829,000
SF, Aurora, Colorado
UCH Anschutz Inpatient Pavilion
Phase II: $151.1M, 547,000
SF, Aurora, CO
UCH Anschutz Inpatient Pavilion
Phase I: $96.8M, 483,000 SF,
Aurora, CO
Wyoming Medical Center West
Patient Tower: $35M, 91,500
SF, Casper, WY
UCH Anschutz Cancer Pavilion:
$19M, 108,575 SF, Aurora, CO
Vail Valley Medical Center:
$12M, 26,000 SF, Edwards,
Colorado
HealthONE/The Medical Center
of Aurora South Campus:
$25M, 208,000 SF,
Aurora, Colorado
select mountain
projects
Aspen Valley Hospital Phase II
Vail Valley Medical Center
One Steamboat Place
Roaring Fork School District
Crested Butte K-12 School
Sopris Elementary School
ERIC BLANKE
what i do
provide healthcare
construction support
As Director of Healthcare Planning and Construction, Eric will utilize his extensive
knowledge of hospital construction, montain construction experience and extensive
knowledge of the town of Meeker to provide logistics, safety, scheduling, planning,
preconstruction and field support to the entire team. Eric will be a consistent presence from
the start of the project, during Haselden’s Owner Expectation Program kick-off meeting
and throughout project completion. He will use his strong relationships in the Meeker
community to ensure project success.
who i am
Experience in the field allows him to solve problems from all
directions Eric’s background as a carpenter and superintendent
in addition to his extensive healthcare training will aid the project
team throughout the entire project. This experience allows him to
look at a project from more than just a top-down perspective. Eric
plans his healthcare projects by taking developing solutions early
before site conditions, logistical challenges and other potential
issues become a costly problem for his client. He also plans with
the future in mind to ensure that his healthcare receive the most
value for their construction dollars.
where i learned it
Bachelor of Science
Western State Colorado
University
Healthcare Construction
Certificate, American Society
for Healthcare Engineering
(ASHE)
Focus on providing innovative project solutions while
ensuring it is not innovation for innovation’s sake Eric
combines an innate sense of creativity and innovation with a gift of
being able to listen to all parties. This combination brings unique
solutions to the table for the project team to consider however it
also tempers the ultimate decision to ensure that the best decision
is made for the project. In today’s high tech world this ability
is invaluable as oftentimes the desire to be the most innovative
overshadows the needs of the project, the facility and its patients.
Thinks about what is best for the project first and what is
right for construction second. Eric truly embodies Haselden’s
purpose of “fulfilling its customers’ needs completely” and basis
his decisions about construction logistics, phasing, sequencing
and scheduling on what is best for the project to maximize value
to the client. He then filters those decisions through his strong
knowledge of healthcare construction processes and procedures
to ensure that all project goals are met while meeting the high
standards of construction he demands.
Born at Pioneers Medical Center and raised in Meeker
Married 18 years, Father to three children
Receipent of the Freeman E. Fairfield Scholarship
Loves outdoor activties
what i’m about
SHAWN MORRISON
what i do
Project
Superintendent
years of experience
15
current assignment
Banner Health East Morgan
County: Nursing Unit & OB
Expansion $12M, 31,981 SF,
Brush, Colorado
healthcare experience
direct overall field
operations
Shawn Morrison will be responsible for the overall field direction of construction
activities including the development and the updating of schedules, cost control and
quality control.Shawn will also work with trade contractors and monitor performance to
ensure adherence to project rules, procedures, and safety requirements, as well as solve
problems in the field. He will conduct jobsite trade coordination meetings. Shawn will
also work with trade contractors and monitor performance to ensure adherence to project
rules, procedures, and safety requirements, as well as solve problems in the field.
who i am
Strong work ethic Shawn is most likely the first person
you will see on site in the morning often arriving before
6 a.m. to ensure that everything is ready and organized
for the day ahead. He may also be the last person you
see on site in the evening. Reviewing the days events,
HealthONE/The Medical Center of
creating mitigation plans for any potential challenges and
Aurora South Campus:
$25M, 208,000 SF, supporting his team.
UCH Anschutz Inpatient Pavilion
Phase I: $96.8M, 483,000 SF,
Aurora, CO
Aurora, Colorado
UCH Anschutz Outpatient
Pavilion, Anschutz Medical
Campus: CT/MRI Buildout,
$752K, 1,631 SF, Aurora, CO
UCH Anschutz Cancer Pavilion,
Anschutz Medical Campus: New
research and clinical center,
$19M, 108,575 SF, Aurora, CO
select mountain
projects
Aspen Valley Hospital Phase II
Rifle High School
Lodge at Mountaineer Square
Crested Butte K-12 School
where i learned it
Bachelor of Science
Western State College
Healthcare Construction
Certificate, American Society
for Healthcare Engineering
(ASHE)
Focus on Complete Customer Satisfaction While the
epitome of a team player, Shawn is singularly focused on
his projects. That focus is to uphold Haselden’s mission
of understanding its customers needs and fulfilling them
completely. His reputation as the “go to guy” on his projects
for his peers and the subcontractors who work for him
create a team focus on complete customer satisfaction as
he engages and inspires his fellow coworkers to uphold that
mission.
Innovative Approach to Ensure Efficiencies and
Maximize Quality Shawn is a leader in using today’s most
current technologies and processes both company and
industry wide. He utilizes tools such as BIM, Autodesk
BIM 360 Field (formerly Vela), and the Last Planner
scheduling system to ensure that his projects operate at their
highest efficiences to save time and money for his clients
while achieving the highest standards of quality.
Lives in Eagle Valley
Grew up on the Western Slope
Married to college sweetheart
Father of three boys
what i’m about
Senior Project
Manager
years of experience
28
current assignment
Aspen Valley Hospital Phase 2:
Multi-phased project with new
construction, remodel of existing
facility, parking garage addition
and site infrastructure expansion,
$67M, 190,000 SF, Aspen, CO
MIKE CUNNINGHAM
what i do
orchestrate project
collaboratively
As Project Manager, Mike will establish team relationships and initiate services for
the project. He will establish the project schedule with the owner and the design team,
administer project progress throughout the program duration and monitor schedule
and project cost status. In addition to providing overview support for the entire on-site
team, he will maintain accountability of the team and orchestrate their actions to the
benefit of the project. Mike has authority over all field issues, including architectural,
structural and scheduling.
who i am
healthcare experience Applies collaborative attitude, skills and experience to
create integrated Owner/Designer/ Contractor teams to
execute successful projects. Mike has been integral in
developing the teamwork and relationships between all the
project stakeholders at the University of Colorado Hospital.
His personable style and desire to ensure everyone wins
has earned him the respect of the owner, design team and
UCH Anschutz Inpatient Pavilion
subcontractors alike.
Heart of the Rockies Regional
Medical Center: Replacement
acute care, critical access
medical center, $19M, 85,000
SF, Salida, CO
Phase I: $96.8M, 483,000 SF,
Aurora, CO
HealthONE/The Medical Center of
Aurora South Campus: Phased
additions/renovations, $25M,
208,000 SF, Aurora, CO
Healthwest Regional Medical
Center: Hospital expansion and
renovation, $18M, 325,000 SF,
Phoenix, AZ
Aurora Medical Center II: New
medical office building, 67,000
SF, $2.5M, Aurora, CO
select mountain
projects
Aspen Valley Hospital
Heart of the Rockies Regional
Medical Center
Gunnison Schools RE 1J
Glenwood Springs Elementary
School
where i learned it
On over one million square
feet of healthcare and
mountain construction.
Healthcare Construction
Certificate, American Society
for Healthcare Engineering
(ASHE)
Combines collaboration with superior analytical skills
to quickly and efficiently solve problems. In addition to
being highly collaborative, Mike has an analytical mind that
allows him to ascertain the root of a challenge quickly. These
two traits combined provide leadership for the team while
ensuring that all stakeholders ideas are heard and considered
resulting in effective and efficient problem solving to keep
the project’s budget and schedule on track and ensuring that
project challenges do not impact the patient.
A true Project Manager through and through who is
completely involved in every detail of his projects. Mike is
not today’s typical project manager. While he does an excellent
job of ensuring that all processes and procedures are followed,
it is the humanistic side of project management where Mike
truly shines. He works hand-in-hand with his superintendent
to not only know what is going on in the field but providing
valuable input to field activities to ensure all client goals are
met. He truly is involved in every detail from subcontractor
scopes of work to schedule impact mitigation.
Haselden’s Longest Standing Employee with over 28 years with Haselden
Grew up in Alaska
Married with two daughters in college
Enjoys outdoor activities in the Colorado mountains
what i’m about
Preconstruction
Manager
years of experience
12
current assignment
Banner Health Harmony Fort
Collins Medical Center: New 28
acre acute care medical campus
totalling over 160,000 SF of
construction. $55M,
Fort Collins. CO
healthcare experience
Aspen Valley Hospital Phase 2:
$67M, 190,000 SF,
Aspen, CO
UCH Anschutz Inpatient Pavilion
Expansion: $260M, 829,000 SF,
Aurora, Colorado
UCH Anschutz Inpatient Pavilion
Phase I: $96.8M, 483,000 SF,
Aurora, CO
Wyoming Medical Center West
Patient Tower: $35M, 91,500
SF, Casper, WY
Vail Valley Medical Center: $12M,
26,000 SF, Edwards, Colorado
Wyoming Medical Center
Emergency Department
Expansion/Remodel: $5.9M,
24,000 SF,
Casper, WY
select mountain
projects
Aspen Valley Hospital Phase II
Vail Valley Medical Center
Holy Cross Energy
Mineral Spa and Hot Springs
Moffatt County High School
Tozzetto
GARY MANCHESTER
what i do
effectively manage
preconstruction process
Gary will provide direction and support for project phasing, budget validation, value
engineering, preconstruction estimates and construction planning. He will provide early,
accurate estimates; review design concepts as well as suggest alternative concepts; provide
ongoing analysis of all building components in terms of quality, durability and value; and
provide continual cost input and recommendations on material and system selection. Gary’s
extensive knowledge and expertise in the development of bid packages will effectively manage
subcontractors during the bid and award process. Gary will also provide direction and review
of all subcontractor design-build activities such as MEP and structural engineering.
who i am
Organized process to keep all parties focused on the
same goal Gary is organized not just in his physical space
but also in his thinking. These organization skills not only
help to keep Gary moving effectively and efficiently through
the preconstruction process, they allow him to keep the entire
team moving from Point A to Point Z in a logical, well defined
manner to ensure that all parties are on the same page and that
no stone is unturned.
where i learned it
Bachelor of Science
University of Wyoming
Healthcare Construction
Certificate, American Society
for Healthcare Engineering
(ASHE)
Analytical yet creative approach to preconstruction that
ensures the best project Gary, like most preconstruction
personnel in the industry, is analytical by nature. This
analytical ability allows him to weigh all data available and
price a project accurately. Its Gary’s creative side that brings
additional value. This creative approach means that the Owner
doesn’t just get accurate, detailed estimates -- it means that they
get the opportunity to increase scope, improve equipment and
materials, and gain the maximum value for their dollar.
Fun, friendly demeanor that brings all stakeholders
together While Gary takes his work very seriously, he knows
that a fun and friendly atmosphere improves the work product
of the entire team. He is the glue that holds all the project
stakeholders together during preconstruction and makes the
often long hours enjoyable for all parties. This ultimately builds
team consensus and makes decision making effective and
efficient.
Son is a 2nd year surgical resident in Pennsylvania
Passionate about find solutions that save clients money
Went to college on ski scholarship
Married to college sweetheart for 35 years
what i’m about
Lean/BIM
Advisor
years of experience
8
current assignment
healthcare experience
Ivinson Memorial Hospital:
new construction and renovation
totaling 56,000 SF. $22 M
Laramine, WY
Aspen Valley Hospital Phase 2:
$67M, 190,000 SF,
Aspen, CO
Vail Valley Medical Center:
$12M, 26,000 SF,
Edwards, Colorado
Fitzsimons Village Office Building
for Children’s Hospital:
$40M, 436,000 SF,
Aurora, Colorado
Wyoming Medical Center West
Patient Tower: $35M, 91,500
SF, Casper, WY
Colorado State University
Engineering II:
$46M, 122,000 SF,
Fort Collins, CO
NREL Research Support Facility:
$90M, 220,000 SF, Golden, CO
select mountain
projects
Aspen Valley Hospital Phase II
Vail Valley Medical Center
KATIE PAGE
what i do
create efficiencies
through process and
collaboration
During the preconstruction phase of the project, Katie Page will assist in creating
discrepancy reports and initiating RFIs related to the 3D models and record documents in
an effort to reduce potential change orders. During construction, Katie will conduct weekly
meetings to virtually coordinate the MEP systems with other trades in order to produce
coordinated shop drawings. By coordinating MEP virtually, the trades will be able to prefabricate substantial amounts of piping, duct, etc. which will improve the quality, as well
as, reduce field rework. She will assist in ensuring the installation of the work is placed in
accordance with the final coordinated shop drawings. Katie will help to coordinate with the
subcontractors to produce updated final as-built drawings.
who i am
Constantly striving for open and clear communication
Katie understands that the key to success is open, honest
communication between all project stakeholders. She uses a
variety of Lean techniques to create consensus-driven decisions
that meet all project objectives. Having been a part of the
highly integrated and collaborative, National Renewable Energy
Laboratory Research Support Facility project, she has seen first
hand the value that clear communication between parties can
have on achieving maximum value for an Owner.
where i learned it
Bachelor of Science
Duke University
Architectural Engineering
Certificate
Duke University
Detail Oriented Katie is, by nature, very detail oriented -which is important given the complexity of the models that she
creates on the projects on which she works. She is well versed
in all of today’s modeling softwares and the tools that support
them. She uses these tools to ensure that every detail of a
project is coordinated through the model before any challenges
become costly field issues.
Focus on Process and Continuous Improvement Katie’s
focus on detail has led her to another focus -- one on
continuous improving Haselden’s processes through the
utilization of the latest in Lean techniques, modeling choices
and more. She helps teams make sound decisions using these
techniques ultimately increasing the quality, schedule, value
and production on our projects.
Energetic, Fast-Talking Southern Girl
Passionate about creating effeciencies
Wife and Stepmother to two boys
Do-it-yourself crafting whiz
what i’m about
PAUL SWEENEY
what i do
MEP
Systems Manager
years of experience
10
current assignment
UCH Anschutz Inpatient Pavilion
Expansion: New bed tower,
cancer center expansion/remodel,
critical care wing expansion/
remodel, two new parking
structures, and associated site
infrastructure, $260M, 829,000
SF, Aurora, Colorado
creates best value
for MEP systems
Paul will provide continual cost input on mechanical and electrical material selection and
will evaluate engineering options based on cost, function and quality. He will provide
preconstruction estimates and value engineering alternatives for all mechanical and
electrical trade work and will review all mechanical and electrical subcontractor pricing.
Additionally, Paul will coordinate the on-site subcontractors and assure cost effectiveness of
system designs, performance of systems, and quality of system installation and training.
who i am
healthcare experience Knowledge of systems that enhance patient comfort Paul does
not take his job related to the comfort of the patients, their family
and the Hospital staff lightly. With existing systems he is diligent
about ensuring that all mechanical/electrical components are
operating at their maximum capacity to ensure comfort, air
quality, and safety during construction. With the new
systems that are being installed, he works closely with the
UCH Anschutz Inpatient Pavilion design team, engineers and the Hospital staff to understand
Phase I: $96.8M, 483,000 SF, the desired end result and utilizes his knowledge to recommend
Aurora, CO the best systems to reach that goal.
UCH Anschutz Inpatient Pavilion
Phase II: $151.1M, 547,000 SF,
Aurora, CO
Consensus building between all parties to maximize value
Paul knows that the best way for a project to succeed is to ensure
UCH Anschutz Cancer Pavilion: that all project stakeholders have common goals and that their
$19M, 108,575 SF, Aurora, CO individual goals are also being achieved. He works hard to ensure
that the Engineer, Facilities and Subcontractors are acting as a
cohesive team toward the common project objectives to ensure that
Wyoming Medical Center the Owner receives the utmost in quality and value.
Emergency Department
Expansion/Remodel: $5.9M,
24,000 SF,
Casper, WY
select mountain
projects
One Steamboat Place
Applies collaborative attitude, skills and experience to
create a systems plan that is easily maintained. Paul has been
integral in developing the teamwork and relationships between all
the project partners at the University of Colorado Hospital. His
personable style and desire to ensure everyone wins has earned
him the respect of the owner, design team and subcontractors
alike. An example of how Paul will utilize this on your project is
being involved from day one in working closely with your Facility
Director, Donnie Kahlig and his staff to ensure ease of maintenance
of all MEP Systems in the future.
Grew up on the Western Slope
Father of a one-year old son, Lucas
Avid fly fisherman and golfer
Loves snowboarding in the Colorado Rockies
what i’m about
where i learned it
Bachelor of Science
Construction Management
Colorado State University
AHA American Hospital
Association - Certified Health
care Constructors (CHC)
ASHE - Healthcare
Construction Certification
section highlights
Commitment to
Maximizing Local
Participation
Subcontrator Approach
Proven Management
Tools
four
Strong Rocky Mountain
Region Relationships
Prequalification Process
four
A description of firm’s
subcontractor pre-qualification
process and management
policies to monitor performance
expectations and procedures
for addressing deficiencies in
manpower, progress, quality,
schedule, etc.
We know that a project is only as good as its weakest subcontractor. To ensure only the highest
quality subcontractors for the Pioneers Medical Center Replacement Facility project Haselden
will prepare a prequalified, select list of subcontractors for the project. This list will be developed
based on each subcontractors:
•
financial capacity
•
personnel capability for the project scope
•
previous experience
•
ability to provide competitive bids
•
past performance
•
previous work history with our firm
•
the location of the firm and location of its workforce
•
ability to meet insurance and bond requirements
To obtain a superior group of experienced subcontractors and suppliers we require each
subcontractor to prequalify for opportunities to work with Haselden on an annual basis and
again on each individual project to verify if the previous prequalification process conditions
have changed. The subcontractor and supplier prequalification process is more important now
than ever as many suppliers and subcontractors continue to change financial status as a result of
current market conditions.
Subcontractors and suppliers must provide the following information for the prequalification
process:
•
Current Audited Financial Statement:
•
Current Signed W9 Form
•
Sample insurance certificate with all applicable endorsements
•
Three (3) Trade Supplier References
•
Three (3) General Contractor References in the past 2 years
•
Letter of Bondability
We have found Haselden Construction to be an outstanding partner. The project is on time and
within budget. The quality of their work — and the work of the subcontractors they’ve selected
— is outstanding. They are meticulous about safety. They have hired local residents as directed
and have made a significant contribution to the economy of the Aspen area.
Dave Ressler, CEO
Aspen Valley Hospital
Subcontractor Management
The Haselden team believes the foundation for quality control in the
construction phase is an in-depth examination and keen understanding
of the drawings and specifications and begins and ends with proper
management of the subcontractors. During the bidding process, we
work with each subcontractor to ensure a complete understanding of what
is to be built not just bid. Once selected quality control requirements are
written into subcontracts and during the daily subcontractor meetings quality
expectations are discussed.
As part of our early subcontractor management process, we will provide the prequalified
subcontractors a detailed narrative which outlines all of the equipment required for the project
that may not be available on the drawings at this early stage of design. Haselden will use its tried
and true procedures of filling in scope gaps through these narratives to hold all subcontractors
to a higher standard because they will know that they are responsible for building and budgeting
to the design intent not the drawings. This process minimizes the need for the standard
contingencies when sufficient detail is not available on the drawings. These detailed narratives
take away their ability to ask for change orders.
Haselden utilizes pull scheduling to resolve schedule issues upfront. Haselden’s emphasis is on
making a team-oriented schedule with a focus on meeting your needs completely. Everyone on
the project team will be made aware of the impact their specific activities have on the overall
critical path for the expansion through our pull-scheduling approach. We coordinate with all
subcontractors to ensure that our master schedule has completely addressed their concerns
and potential conflicts between trades. Therefore, we use the Lean Construction Institute’s
Last Planner System to manage the schedule throughout the project. The Lean Construction
Institute’s Last Planner System is a very collaborative process - a social structure for pull
scheduling. The process asks for commitments from team members on tasks required to meet
the overall target schedules. Working backwards in a collaborative session, the team members
break down all the steps and better understand the exact resources necessary to execute the plan.
Recently we have all seen subcontractors and vendors struggle with finances and performance.
Haselden keeps very close tabs on our subcontractors’ payments to their vendors to ensure their
viability. We will not allow a failing vendor to affect the completion of this project for Pioneers,
but will quickly take steps to support, supplement or replace any vendors who cannot meet the
requirements of the project.
Haselden’s ability to self perform work will also allow us to address deficiencies in manpower,
progress, quality and schedule quickly through our ability to partner with subcontractors to
supplement their workforces with our staff of full-time tradespeople.
Plan of the Day - Haselden Construction has developed a process that helps provide structure
to all daily activities and increases efficiency on the Project. This Plan of the Day (POD) process
Everyone
at Haselden
focused on
the end goal:
Construction
of a first class
facility, finished
onschedule and
on budget.
Kenneth Leisher, CEO
Heart of the Rockies Regional
Medical Center
requires all Trade Foreman to complete a form defining specific work activity scheduled for the
following day and submit it to the Project Superintendent. This form requires that information
be specific enough to identify the work area, the activity planned, the expected progress for that
day and any job hazards for each activity and creates thoughtful discussion for safe work-arounds if needed and for specific hold points discussed and identified.
To avoid the costly discovery of subcontractor sequencing conflicts in the field, each morning,
a meeting is held prior to the start of the day’s work for all subcontractors on site that day.
This meeting provides the entire team with an outline of approved, planned work. If there are
conflicts in subcontractor sequencing for the day it is discussed and coordinated among the
subcontractors prior to the start of the day. This POD process creates advanced planning and
better communication among the work force as well as aids in the accurate development of the
3 week look ahead schedule. Because of the specific nature of the planning required this process
also holds subcontractors accountable for doing what they say they are going to do!
Maximizing local participation
Haselden has worked in the Rocky Mountain Region for the past four decades and has
developed extensive knowledge of the region’s subcontractor market. We work diligently to
maximize local subcontractor/supplier involvement. This is one of our primary strategies
in keeping the costs of a project as low as possible while contributing to the local economy.
Haselden is known for its commitment and contributions to the Western slope and,
subsequently, we have developed unparalleled relationships with the area’s subcontractors.
These strong relationships and the trust that has been developed leads to Haselden receiving the
best of what each subcontractor has to offer.
Pioneers Medical Center is a vital and integral part of the Meeker community; furthermore, we
know how critical it is to have the residents and business owners embrace the project. Knowing
there are opportunities to reach out to the local community, we will utilize our proven processes
to maximize the participation of local subcontractors while ensuring the highest level of quality. In addition to our prequalification process we will work with Pioneers Medical Center, AHFD
and Davis Partnership to find opportunities, if necessary, to break bid packages up into smaller
segments to allow for a larger number of Western Slope and local subcontractors to participate.
This approach will minimize the need for subsitence. In cases where subsistence will be
necessary we will do our best to ensure that these dollars are invested back into the Meekeer
economy.
Additionally, we have identified a “priority” subcontractor market for the project which includes
the I70 corridor between Edwards and Grand Junction and north to Craig. While these
subcontractors will be given priority, Haselden will open the project to all Rocky Mountain
region subcontractors to ensure the utmost in quality and competition.
There is no normal here! I have worked with
construction firms across the country and the
collaboration and solutions implemented by this team
is truly impressive.
- Merle Bachman, President (Ret.)
HDR Architecture
section highlights
Lean Processes to Ensure
Schedule Adherence
Schedule Approach
Unique Ideas to
Minimize Cost while
Meeting Schedule Goals
five
Significant
Understanding of
Meeker’s Weather
Conditions to Mitigate
Delays
five
A description of firm’s
approach proposed for this
project in developing and
maintaining the construction
schedule and minimizing
disruption to hospital
functions. How aggressively
does the firm manage the
schedule in making up
loss time for weather and
unanticipated delays.
Haselden firmly believes that you can’t manage what you don’t measure. The ability to
ensure schedule success is determined by how often it is measured to the project baseline and
expectations. Our project teams are measured by their ability to not only meet but exceed these
expectations and manage them to our clients’ standards.
Our track record of schedule management success speaks for itself. We have never failed to
complete a project on time and have often provided our client’s with early project deliveries
because we begin the scheduling process at project conception.
Haselden’s commitment to schedule is a collaborative endeavor between all the project partners.
We are driven to find creative and efficient ways to plan projects and to eliminate obstacles. We
continually take on schedule challenges from which our competitors shy away. For example, we
just completed the $260M UCH Hospital Expansion at the Anschutz Campus three months
ahead of the RFP schedule. Haselden has developed a reputation of speed to market and quality
for our project delivery. We are leading the region in cutting edge innovation to achieve high
production performance.
Haselden’s success is a result of more than just our Can Do attitude. We have developed a
series of tools and processes to support the development of aggressive schedules and to ensure
compliance. Haselden’s primary process is our closely controlled Last Planner System, which will
be utilized on your project.
The master project schedule will be developed in Primavera P6. This schedule will be used
to provide overall direction and guidance to the project team for critical decision dates,
project sequence and durations. The detailed schedule information will be developed with
the subcontractors performing the scopes of work utilizing the pull scheduling method, Last
Planner.
I have had the pleasure of working with Haselden Construction on the Anschutz Medical
Campus for over the past 14 years. I am continually impressed with their professionalism,
knowledge and ability to just get it done. They have been great partners!”
- Tony Ruiz, VP of Operations
University of Colorado Hospital
Lean Construction’s - Last Planner System
Haselden’s Last Planner System is a very collaborative process developed
by the Lean Construction Institute (LCI) that asks for commitments
from team members to meet the overall target schedules, opposed to
the traditional method of dictating requirements. Haselden has been a
pioneer in Colorado with the use of this system.
Haselden develops a clear understanding of the major interdependencies between
tasks and maintains that understanding as the project progresses and changes. The
goal of the Last Planner System (LPS) on a project is to manage and improve construction
production planning by:
• Stabilizing the work flow through reliable planning
• Reducing waste by improving work flow reliability
• Developing a better understanding of the impact on variability on downstream
Building Information Modeling (BIM)
We will also utilize Building Information Modeling to mitigate schedule risks due to clash and
coordination issues prior to construction commencement. See section 7 for more information.
Bid Packages
If it is in the best interest of the project we will work with the team to develop bid packages to
allow certain aspects of the project to move forward while other areas are still being designed.
These early bid packages allow for further development of interior and finish design and
equipment choices while the project team secures the early release contracts for items such
as foundations, site utilities, etc. We will also identify all long lead procurement items such
as mechnical equipment electrical equipment along with the level of design documents to
determine what bid packages can be developed for early release. This bid package approach
allows the project team to work in unison to maximize the procurement process and allows
design to progress in a seamless effort.
Schedule Impact Mitigation
Based on our knowledge of the working in operating healthcare facilities we have developed
several plans to mitigate potential schedule impacts due to weather, material procurement,
deliveries, inspections and other potential construction shutdowns. These plans include:
Modified Start Date After our initial review of the preliminary schedule provided in the
RFP, we believe that we given Meeker’s winter weather conditions the team should consider
modifying the project start date from January to March. Haselden will be able to still deliver the
project to Pioneers by their desired completion date while saving significant costs due to the cost
of the equipment needed to heat the ground to allow for digging. Additionally, this change will
also save the project two months of general conditions.
Prefabriation Due to winter weather conditions, the critical path for building on the Western
Slope is always through the structure and skin. Haselden’s prefabrication process will allow
us to minimize the rough-in period completing rough-ins before building dry in. Items that
we typically prefabricated on healthcare projects includes headwalls, corridors and bathroom
groups.
Planning for anticipated shutdowns We believe that having the flexibility to modify start
start date as discussed previously allow to sequence weather dependant activities through the
true Meeker building months of April through November in manner that mitigates the impacts
that winter conditions can have productivity rates. In other words, “make hay while the sun is
shining” as the locals say.
Continuous Overlapping 40’s Method Should weather conditions be significantly different
from historic conditions we will utilize Haselden’s Continuous Overlapping 40s method
which Haselden developed to address unexpected delays while eliminating the overtime and
productivity costs usually expected with these delays. Haselden’s system involves two crews,
each working 40 hours. One crew works four, 10-hour days Monday through Thursday with
the second crew working Thursday through Sunday. The overlap in the schedule on Thursdays
allows everyone to communicate and maintain continuity.
Haselden Construction not only reduced the 18 month construction schedule to 13 months, they
were diligent in ensuring the hospital experienced no down time, no interruption of service, and
no loss of revenue, all while meeting the original project budget.”
- Tom Hanenburg, Associate Executive Director
Aurora Regional Medical Center
Other items that we will take into consideration when building the master schedule will be:
•
CDOT
•
Coordination with potential new justice center
•
Timeliness of utility tie-ins
•
Bringing MEP subs on early to coordinate BIM process
•
Design schedule
•
Procurement times
•
Key milestone dates
•
CDPHE rquirements
•
Roofing sequences
•
Pioneers’ preference to caissons and will take that into consideration when scheduling
section highlights
Project Team
Commitment to
Complete Quality
Control
Innovative Quality
Assurance Tools and
Techniques
six
Quality Approach
Quality Philosophy
that Begins in
Preconstruction
Haselden’s Project Superintendent, Shawn Morrison, and the entire Haselden team takes a
“common sense” approach to quality. We custom tailor every job specific quality plan to meet
the individual requirements of each project and the special needs of our clients. We utilize a QC
Program that will ensure customer satisfaction, contractual obligation and conformance to all
relevant regulatory requirements.
six
A statement relative to firm’s
commitment to quality and
address any specific processes
or tools the firm utilizes to
assure quality is continuously
monitored and is maintained
as a priority
Our QC Program is perpetually updated using a quality-based management system, continuous
process improvements, and a culture of progressive development within the company. A QC
Responsibility Matrix is created for each project that details who is responsible for the project
tasks to ensure proper planning and project execution.
Our Quality control will ensure the design requirements are incorporated into a functional
building. This is achieved by working closely with the entire team through the design phases,
and then implemented in construction phase. Haselden will prepare a project specific Quality
Control Plan (QCP) during preconstruction for your project. The QCP is an organized system
to manage the performance to produce the best quality construction. The purpose of our QCP
is to provide the entire project team a measurable means by which to gauge the quality of the
product throughout the entire construction process. Good plans and specifications have long
been acknowledged as the cornerstone of good construction; but an effective QCP augments
that cornerstone by defining the means and methods that will ensure that the construction
incorporates those provisions into the final product.
Shawn will conduct pre-installation meetings with each subcontractor prior to work
commencing. In these meetings, he will clearly set the expectations on all aspects of the project
from quality, to schedule, to safety. Additionally, Shawn’s belief that if you wait until punchlist
to inspect quality it is too late has led him to develop a process of undertaking quality walks
throughout the course of each day to inspect the work that is being installed to ensure it meets
the quality standards outlined in the QCP and to avoid costly rework.
“I would prefer to work with Haselden, their collaboration of people, documents and
understanding is far greater than other contractors.”
- Tom Sanders, Vice President
HDR Architects
We implement our QCP through a 4 Point Quality Control Program
which will be led by Shawn Cunningham and Mike Cunningham. Our
quality control process focuses on Planning, communication, defining
expectations and accountability. The 4 Point Quality Control Program
serves to enhance the subjective quality control exercised by our project
team and includes 1) Pre-phase Planning, 2) Initial Inspection, 3) Followup Inspections and 4) Final Phase Close Out.
The Four Point QC Plan is used as a guide to inspect each critical activity on
the project. The reports generated from these inspections are then sent the appropriate
subcontractor, the architect and the owner’s representative.
To ensure quality and schedule requirements are being met by subcontractors, our project
superintendent does daily walks with each subcontractor’s foreman to inspect quality and ensure
schedule adherence. Should a subcontractor be found to be out of compliance, they are issued
an initial warning and required to create a Corrective Action Plan (CAP) for rectifying the
deficiencies. Should a subcontractor fall further than one-week behind schedule part of their
plan must include working any necessary overtime and bringing in their own additional forces
to advance the schedule at their cost. On the third warning, Haselden will supplement the
subcontractor’s forces with their own self-perform crews until the schedule is back on track.
ASSURING QUALITY IN MOUNTAIN BUILDING
In addition to making sure the materials and installation are in compliance with the
specifications and drawings, we will also use our vast knowledge of building and working in
the mountains to help guide the designers on which products and applications have been used
successfully in the past. For instance, EIFS (Exterior Insulated Finish System) may be used
successfully in other parts of the country, however we know that the freeze thaw cycles of
mountain climates this system is not an appropriate material for this climate. In addition to
EIFS, we must look at roofing systems when working in locations that receive above average
snowfall. We will analyze a variety of roof systems including sloped roof and sloped to drain
(EPDM or built up) roof systems. Another area of concern with mountain construction is
the interface from the window systems to the exterior finish systems. We will coordinate with
both the design team and the manufacturer to ensure that the chosen systems also meet the
manufacturer specifications to avoid warranty issues.
INNOVATIVE QUALITY TOOLS AND TECHNIQUES
Once the slowest changing industry related to technology, today the tools of the trade for the
The Haselden
construction industry are changing at an unheard of pace. To meet the demands of this change,
Team has been
Haselden has created a Virtual Design and Construction department, staffed with experts, such
outstanding.
as Katie Page, in the latest tools, techniques and innovations.
I truly believe
performance is
Cutting-Edge Onsite Electronic Management Tools. Haselden knows that having access
based on how
to the latest updated information allows the team to make the right decisions onsite. This
people react to
equates to eliminating additional costs for subcontractors/consultants and ensures quality for
the issues that
every aspect of the project. It also boosts team confidence and allows more time to be spent
arise. The team
on proactive problem solving vs. re-work in the field. Tools such as Vela, described later in
has performed
this section, enable our project superintendents to document and communicate up-to-date
above and
beyond. I would
welcome them on
any future job.
- Chris Colby, Project Manager
Kaiser Permanente Hidden Lake
and accurate information from the field. Additionally, we manage an electronic set of as-built
drawings which include embedded hyperlinks to all major mechanical and electrical equipment/
product data for hospital facilities staff to benefit from long after construction is complete.
This form of documentation also gives our field staff access to the most up-to-date information
accessible wirelessly in the field and gives remote project stakeholders access to the same, realtime information. Saving time at the project level translates into dollars saved and a higher
quality end product. In addition, we often utilize web-based project management tools such
as SharePoint which is customizable in terms of document sharing while keeping vital project
information secure. The 24/7 availability of information to all team members, including hospital
administration is paramount for best decision making practices. Many of our projects have
vital team members spread across the nation. For this reason, we foster the advantage of visual
communication by providing on-site communication tools such as video-conferencing and
document sharing platforms which can be points of collaboration from multiple remote offices.
Lean Construction’s – A3 Report We recognize our responsibility to help create an
environment in which all team members do their best work to ensure the utmost quality of the
new Pioneers Medical Center facility. The seamless integration of all key team members from
Pioneers Medical Center, AHFD, Davis Partnership, their subconsultants, as well as Haselden
and its subcontractors into a cohesive partnership early on creates a team mindset that alleviates
the traditional “us against them” mentality that causes conflicts on a project.
While some decisions, where the factors are simply defined, can be made informally
during weekly meetings, other decisions, where the factors are more complex and have
significantly different cost impacts, require a more formalized procedure. As part of
our collaborative partnership philosophy, Haselden employs several Lean construction
techniques and methodologies to promote a team atmosphere and ensure decisions are
in the best interest of that team and the project. One of those tools is the A3 report. An
A3 is a simple yet innovative tool that can be used to promote effective, construction
decision-making and problem solving.
Prefabrication Capabilities Imagine an atmosphere where components of a project can be
constructed in a controlled environment maximizing quality and efficiency and minimizing
cost. That is precisely the environment that is produced with the prefabrication system used
at Haselden. Ultimately key subcontractors such as mechanical, electrical, plumbing and
framing all coordinate closer than they are able to on the jobsite. Production for units such
as patient headwalls will provide the project team with a mockup of what the patient
rooms will look and feel like but also provide a more controlled budget. We typically
run 1/3 of the workforce and spend 15% less hours on prefabricated units (depending
on the application under construction). For the Pioneers project, we specifically see
this application being used on the headwalls in the patient and nursing home rooms,
bathroom groups, and anywhere that costs can be reduced by moving labor offsite and
reducing subsistence.
Vela, BIM, and Trimble Haselden utilizes Vela field management software to develop quality
assurance and control processes that are used by all subcontractor trades. This system utilizes an
iPad to quickly communicate issues to the entire team. Our team can photograph the deficiency,
quickly document the issue and sync this information to all project partners instantly and
remotely.
Haselden also uses Building Information Modeling (BIM) as a quality and
constructability assurance tool as well as for identifying best value. Our Virtual Design
and Constructability Department (VDC) enables building owners to understand the
spatial volumes and building masses during the decision-making process. The ability to
review the model for clash detection and coordination of disciplines, organization of time
and space, and the management of building information at any point in the process provides
best value and assurance of quality and cost.
Haselden provides leadership and guidance for the successful implementation of the
model across the whole project with multi-dimensional accuracy. This level of accuracy
and coordination allows us to produce design documents of superior quality, and can be
instrumental in producing accurate project cost estimates. The ability to keep information
coordinated, up-to-date, and accessible in an integrated digital environment provides the team
the ability to make better decisions faster.
Haselden will engage the entire team in a collaborative 3-D coordination process utilizing
Navisworks Manage software to detect clashes and visually inspect all the models combined
together for discrepancies. The Last Planner System will be utilized to track the weekly progress
of the coordination and provide weekly task lists for each member of the coordination team. In
the end, the model will be accurate and detailed for the subcontractors to use for pre-fabrication
of systems off-site in a controlled environment and prevent costly field rework or changes. The
modeled information will be complete and coordinated prior to fabrication, construction or
installation of the systems. Haselden continues to utilize the model throughout construction by
importing model data into Trimble LM80 Handheld Layout Devices that control our Robotic
Total Stations. Our experience utilizing these machines have proven to increase our productivity
and quality of installation and ensures the precise and well-coordinated information in the
models is transferred to the final product in the field.
Aspen Valley Hospital How we used BIM
The Aspen Valley Hospital Phase 2 Expansion and Renovation project provided a unique coordination challenge
to the construction and design teams. As our team began modeling and coordinating the mechanical systems for
the basement of the hospital, it became clear that the current configuration of the systems running down the main
corridor would have piping below 7’-6”. The subcontractors, architect, engineers and Haselden team collaborated
through weekly web conferences to revise the configuration, change multiple beam sizes and carefully coordinated
45 beam penetrations in order to ensure all systems would fit and function above the minimum height required. By
coordinating all of the beam penetrations well in advance of steel fabrication and allowing the penetrations to be
done in the shop, it 1) improved quality, 2) saved time in the field, and 3) reduced the material and labor costs by
approximately $27,000.
On the first floor, maintaining 9’-0” ceiling heights in the patient rooms was a top priority for the hospital, as well
as including patient lifts in every room. Additionally, the construction was an expansion to the existing hospital
wing that dictated a floor-to-floor ratio of 13’-0”. Virtually coordinating these areas well in advance of construction
and fabrication, our construction team worked with the designers to change sizes of multiple beams, change
configurations and sizes of ducts, and planned prefabricated openings in the steel in order maintain the 9’-0” ceiling
height in all but two patient rooms where the ceilings were lowered to 8’-10”. The unistrut systems for the Liko track
were modeled and coordinated as well which saved numerous hours in the field that would have been required to
design the special configurations needed to support the track under the wide duct runs above the curved sections of
the Liko track.
section highlights
Strong Company History
Committed
Management Team
Financial Strength
Bonding Capacity
AIA A305
se ve n
6950 South Potomac Street | Centennial, Colorado 80112