The Challenge

The Draper Approach

Results Realized

The Challenge

In 1996, Draper & Associates joined the program management team hired to oversee the renovation and new construction of public health care facilities throughout the State of Alabama. This three-year, $55 million program involved 30 separate facilities (400,000 SF) in 30 counties within the State. Draper & Associates' role was to provide project control services for each of these projects.

The Draper Approach

Early in the engagement, Draper senior staff worked with other members of the program management team, as well as members of the Health Care Authority, to develop design and construction delivery strategies aimed at achieving the greatest impact based upon identified needs and availability of funds. Program goals were very aggressive and required that funds acquired through the sale of bonds be expended within a two-year time frame.

In order to ensure program goals could be achieved, Draper & Associates developed a master program schedule involving 33 individual projects. Simultaneously with this effort, Draper staff were working with team members and an A/E services firm to develop conceptual designs for small, medium and large prototype facilities. Subsequent cost estimates and shifting priorities modified the initial program, resulting in the current plan to renovate/construct 28 facilities.

As each facility project was approved, Draper & Associates met with the project architect to develop the design phase plan and schedule. We conducted regular progress meetings throughout the design phase to keep each project on track. Upon award of the construction contracts for each project, Draper staff would meet with the General Contractor and key trades to develop the construction phase schedule. During the construction phase of each project, Draper staff would facilitate bi-weekly progress updates with key project participants to ensure successful completion and timely occupancy of each facility.

Results Realized

Throughout the program, Draper & Associates worked with team members to build efficiencies into the project delivery process. These efficiencies allowed savings to accrue which permitted enhancements to approved projects as well as funding for additional projects. Some of these efficiencies include: (1) bundling of projects geographically to take advantage of available and capable design and construction firms doing business in each county, (2) developing prototype designs and schedules during the earlier projects, thereby saving time and costs for the projects which followed, (3) conducting "lessons learned" workshops for design and construction firms as the program progressed, and (4) conducting simultaneous project reviews via conference call for those projects with the same design and construction firms.

In addition to program control services, Draper & Associates developed a standardized plan and checklist to be used by each county staff in preparing to move in and occupy the newly renovated or constructed facilities. The overall building program was an enormous success, and was completed on schedule and within budget.