70,000 SF

Services Provided

Mechanical, Electrical, Structural, Fire Protection/Detection, Telecommunications, Security

Client Comments

I give great accolades to KJWW for their role in developing a brand new delivery process at BJC Saint Peters Hospital. KJWW's innovation and willingness to partner with the owner and team members resulted a process that delivered significant savings to schedule and cost while providing a much more valuable solution than the client expected. Their collaboration in Integrated Project Delivery demonstrated not only great engineering, but a broader understanding of their role in better delivery processes.

Clay Goser, (Former Project Manager BJC Healthcare), President, Symphony LLC

Bed Tower Vertical Expansion

A three-story 70,000 square foot patient tower, pharmacy and central utility plant boiler room addition provided 18 new patient rooms, doubled the size of the inpatient pharmacy, and provided shell space for future patient rooms, support spaces and medical office space. The existing central plant was also expanded with two 150 BHP boilers, a 300-ton chiller and a 750 kW emergency generator.

An Integrated Project Delivery (IPD) process was utilized for the design and construction. The IPD process started with the formation of a Core Team, comprising the owner, architect, construction manager, lead mechanical and electrical contractors, and KJWW. A single contract, called an Integrated Form of Agreement (IFOA), was signed by all members of the Core Team, and defined roles, responsibilities, interaction, pricing, fees, and shared rewards and risks.

Through the IPD process, the Core Team realized enhanced collaboration and communication and improved efficiencies in processes, design, and construction – such as prefabrication of equipment and systems off-site for lower labor costs, faster installation, and higher safety conditions. The efficiencies gained using IPD resulted in a 4 percent cost savings, completion of the project 35 days ahead of schedule during one of the wettest seasons on record, and with 72% of the construction contingency budget remaining. For its achievements, the project received the Construction Industry Best Practice Award, from the St. Louis Council of Construction Consumers.

Mechanical challenges included running 250 feet of utilities from the central plant to the new addition, through the existing utility rooms, administration, main lobby, kitchen and corridors. This included more than 20 pipes/conduits, most over 4 inches in diameter. Early planning and practice with user groups made a scheduled 8-hour power shutdown of the entire hospital run smoothly without any complications for the hospital. During that time, while the hospital ran on backup generators, the transformer and switchgear were successfully replaced. Structural and MEP BIM provided 3D structural design, steel detailing, MEP coordination drawings, and a patient room model. Structural challenges included an existing roof becoming a new floor, masonry stairwell demolition, the demolition of an exterior wall for steel, and helical pier reinforced footings. Other challenges were the vertical expansion over an existing structure, as well as expansion over an area not originally designed for vertical expansion, creating unique challenges.