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ASHE 2012 International Conference and Exhibition on Health Facility Planning Design and Construction

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Innovative, Collaborative Project Delivery at Walter Reed National Military Medical Center

Track : Innovation & Collaboration in the Field

Program Code: 267528

Date: Wednesday, March 7, 2012

Time: 9:50 AM to 10:50 AM EST

Location: Rm 104: PCC West Bldg

PRIMARY SPEAKER :

Tim Stroud, Project Executive, Clark Construction

CO-SPEAKER (S):

Andrew Gutberlet, P.E., LEED AP, Acting Deputy Public Works Officer, Public Works Deptartment of Washington

Andrew Gutberlet was raised in central Pennsylvania and attained his bachelor�s degree in engineering from Penn State University in 1998. He started working for NAVFAC Washington in 1999 and was a project manager on the Bethesda BRAC project from October 2006 to October 2011. He attained a masters degree in engineering from Johns Hopkins University in 2003, and a second masters degree in National Security and Strategic Studies from the U.S. Naval War College in 2007. After seven years of achievement in the environmental branch of NAVFAC Washington, Andrew took on the challenge of project manager for the Environmental Impact Statement for the BRAC Bethesda project in October 2006. By effectively coordinating with multiple Navy agencies, he was successful in completing the Record of Decision on the EIS in just 18 months, which was 12 months ahead of schedule. After completing the EIS in 2008, he became the design and construction manager for 750,000 square feet of new state of the art medical facilities supporting the BRAC Bethesda project worth approximately $400 million. Through effective management and partnering, his team successfully attained the beneficial occupancy date a month and a half ahead of schedule while remaining on budget. Following the completion of the new construction projects in October 2010, he provided key leadership as a supervisory project manager to the renovations team managing over 150,000 square feet of active hospital space worth approximately $50 million to successfully meet the critical BRAC deadline. Starting in October of 2011, he became the senior civilian of a workforce of over 200 employees managing operations, maintenance and construction at 7 Navy facilities in the Washington DC area with an operating budget of over $50 million and a yearly construction budget of over $150 million. Andrew is a registered professional engineer, a LEED accredited professional, and has received numerous awards including NAVFAC Washington Engineer of the Year, NAVFAC Washington Employee of the Year, and the Navy Meritorious Civilian Service Medal.

David "Ollie" Oliveria, Deputy Chief of Staff for Facilities (M4), Navy Medicine National Capital Area (NAVMED NCA)

David Oliveria is Naval Academy graduate and holds a Masters in National Security and International Affairs from the Naval War College. A former Naval Aviator, he logged over 4,000 hours in the Navy�s P-3 Orion aircraft. In the course of his naval career, he commanded a large aviation patrol squadron in Jacksonville Florida and complete operational deployments to Misawa, Japan; Keflavik, Iceland; Cubi Point, Republic of the Philippines; and Adak, Alaska. During staff assignments, he served as a legislative liaison officer and legislative analyst on the personal staff of the Secretary of the Navy. He also served as a political-military affairs advisor to the Director of the Arms Control and Disarmament Agency (ACDA). Before retiring from active duty at the rank of Captain in 2001, David served as the executive assistant and naval aide to the Assistant Secretary of the Navy (Installations & Environment) and to the Under Secretary of the Navy. After retiring from active duty, David was appointed as Clerk of Court, U.S. Bankruptcy Court, Middle District of Florida, then the third largest bankruptcy court in the Nation. He left that position in 2006 and joined CACI International where he served as a program manager and business systems analyst at Commander Navy Installations Command (CNIC) in support of the Navy�s Base Realignment and Closure (BRAC) program. His portfolio included the BRAC actions related to the closure and realignment of the Navy�s medical facilities. In 2007, he joined the staff of Navy Medicine National Capital Area (NAVMED NCA) as the BRAC program manager for the realignment of the National Naval Medical Center and the Walter Reed Army Medical Center. He currently serves as the Deputy Chief of Staff for Facilities (M4) and the BRAC Program Manager for NAVMED NCA.

Description

This session will examine the use of the design-build approach for delivery of the new facilities for the Walter Reed Medical Center, a LEED Gold-certified project. The discussion will cover the project�s focus on mission success, improvements in overall project delivery, streamlined decision-making methods, use of evidence-based design decisions to support patient and staff well-being, and planning to facilitate future changes required by advances in the delivery of health care services. This session will enable you to:

● Summarize how the project team accounted for developments in health care technologies to facilitate adoption of future advances in medical practice.
● Explain how evidence-based design was used to improve patient and staff well-being and safety, support the patient healing process, and reduce stress.
● Describe how the �one-team� approach improved overall project delivery and streamlined decision-making.
● Explain how to factor sustainability objectives into a project in ways that meet or exceed the owner�s goals and expectations.

LEARNER OUTCOMES:

Building with the Future in Mind Learn about how the design and construction accounted for future technologies in healthcare and how the medical center will be able to easily accommodate for imminent advances in the industry. The hospital is now a full-fledged medical campus and adapted its equipment and staff not only to medical advancements, but also to accommodate diverse injuries that result from shifting war strategies and locales.
Evidence Based Design The design-build team utilized credible data to influence the design process in an effort to improve patient and staff well-being, patient healing process, stress reduction and safety. Hear about how the team utilized positive experiences that patients have had as well as the outcomes theyve had from their treatment and incorporated those principles into the design.
Innovative Healthcare Learn how Clark/Balfour Beattys design-build, one-team approach focused on project and mission success, while working alongside the U.S. Navy's healthcare team, improving the overall project delivery and streamlined the decision making process. This project is the truest example of how intense collaboration between designers and builders, coupled with an unwavering focus on the end users, can yield exceptional results, even on a demanding healthcare project.
Sustainability Learn how to influence the design with sustainability in mind and exceed owner goals and expectations for sustainability. The new construction, originally designed to earn LEED Silver certification, earned LEED Gold Certification, an impressive feat for a state-of-the-art medical facility that operates around the clock and uses high-energy medical equipment. On July 20, the project was named Project of the Year - New Construction by the U.S. Green Building Council National Capital Region Chapter.

Audio Synchronized to PowerPoint

(Code: 267528)

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This session is a part of:

ASHE 2012 International Conference and Exhibition on Health Facility Planning Design and Construction

Track by day - March 7, 2012

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