BUILDING INNOVATIVE SOLUTIONS

The Master Facility Plan included a new replacement Emergency/Trauma Center with heliport, and new Intensive Care and Medical Intensive Coronary Care units, as well as significantly increasing the number of general medical beds and critical care beds (currently 360-bed facility). Total program involved 211,000-square-feet of new construction and 53,000-square-feet of renovation.

The expansion program consisted of additions and renovations to the existing facility. A new 410-space parking structure was constructed as the first phase of this program. Major utility relocations were necessary to accommodate the new construction.

Components of the project also included a new atrium for the main entrance of the hospital, with a dedicated entrance for the Heart Center. The emergency department and critical care unit are housed in a new two-story tower, which accommodate two additional floors of shell space. Upon completion of the new critical care unit and relocation of the existing ICU, the entire south wing was renovated into a 36 private bed stepdown unit. A new Outpatient entrance and a 5,100-square-foot addition for the cancer center was also constructed.

The existing Emergency/Trauma Center was designed for 45,000 patient visits per year and is handling nearly 65,000. The new tower more than doubles the size of the existing Center and allows Peninsula Regional Medical Center to remain the regional trauma center and leader of emergency care on the Delmarva Peninsula. This tower is the centerpiece of the Medical Center’s expansion and renovation project.

Unique Accomplishments: Initially, the GMP was to be established based on 100% Construction Documents. In order to allow PRMC to take advantage of a favorable bond rate, Barton Malow/SPN agreed to provide the GMP at 100% Design Development Documents. We provided leadership to the Owner/Architect/CM team in evaluating the design documents and identifying key components where missing details were critical and/or where escalation would be a factor based on market conditions at the time. Together, we established contingencies to cover these areas, and worked closely with the design team to minimize non-essential square footage and to simplify the design details on the document to maintain the GMP. Alternates were identified in the bid documents for additional components that PRMC desired, but which were not included in the GMP. Once the project was completely bought out, we incorporated additional components from the alternates that could be handled within the GMP due to savings.

Sandy Douglass

“I am proud to be part of a firm with principles based on honesty and integrity - evident from our CEO and throughout the company.”