brian nussbaum - pennsylvania state university · abington memorial hospital abington, pa brian...

The Pennsylvania State University Architectural Engineering

Senior Thesis

Spring 2004

Abington Memorial Hospital Abington, PA

Brian Nussbaum

ABINGTON MEMORIALHOSPITAL

Abington, PA

Brian NussbaumConstruction Management

Project Team• Owner - Abington Memorial Hospital• Architect – Robert D. Lynn Associates• Construction Manager – Joint Venture between

L.F. Driscoll and Intech Construction• Engineer – A W Lookup• Steel Sub – Samuel Grossi & Sons• Concrete Sub – Madison Concrete• Mechanical Sub – A.T. Chadwick

Architectural Features• Exterior Insulation Finish System (E.I.F.S.) skin

to match existing hospital building• Connected to existing hospital on first,

second, and third floors• Connected to newly constructed parking garage

via walkway on third and fourth floors• Renovation of Triage and Emergency Rooms• Insulated Concrete Roof System

Structural• Steel frame, slab on deck structure• Column footings 4 ksf, 6 ksf• 6” Foundation Slab on grade

Project Overview• $98 Million GMP, Joint Venture Contract

• Construction Manager at Risk

• 360,000 sq ft. Addition and 29,000 sq ft Renovation

• Seven-story Hospital building

• Connected to $20 Million Parking Garage

•Mechanical• 14 Air Handler Units

• 25-ton Chiller

• 2 Cooling Towers (3300 GPM)

• 8 Air Flow Measuring Stations

•Electrical• Electrical Contract broken into 5 divisions:

•Power, Distribution•Low Voltage, Rough-in•Fit-Out•Site Lighting•Telecom / Data

• Newly constructed transformer yard to replaceexisting hospital electrical equipment

• 5 kV and 35kV Switchgear, 1200 A

•208 / 120V Lighting system

Thesis CPEP Web Address: http://www.arche.psu.edu/thesis/2004/bjn137/

Brian Nussbaum Abington Memorial Hospital Construction Management

Abington, PA

Table of Contents

A. Executive Summary 6

B. Proposal Letter 7

C. Acknowledgements 8

D. Thesis Proposal 9

E. Project Description

1. Project Background 11

2. Project Information 12

3. Client Information 13

4. Contractor Selection 14

5. Project Team 15

6. Design Coordination 17

7. Project Schedule Summary 19

8. Site Plan 20

9. Cash Flow Curve 22

F. Structural Breadth Study – Connection Redesign

1. Existing EIFS Connection 25

2. Proposed EIFS Connection 26

3. Analysis Results 27

4. Conclusion 28

G. Architectural Breadth Study – Exterior Insulation Finish System: Resistance to Mold

1. Exterior Insulation Finish System(EIFS) 30

2. Mold 34

3. EIFS Resistance to Mold 36

4. Abington Memorial Hospital: EIFS Moisture Protection

37

5. Conclusion 38


Abington, PA

H. Green Healthcare Facilities

1. The Healthcare Industry 40

2. Green Building Design 44

3. Benefits of Green Healthcare Facilities 46

4. Abington Memorial Hospital: Sustainability

49

5. Greening of Healthcare Facilities Survey Results

49

6. ASHE Green Guidelines for Healthcare Construction

51

7. Conclusion 52

I. Summary 54

J. Conclusions 55

K. References

1. Connection Redesign 57

2. EIFS: Resistance to Mold 58

3. Green Healthcare Facilities 59

L. Consultations – Meeting Minutes 61

M. Appendices

A. Contractor Coordination Schedule 63

B. Project Schedule Summary 67

C. Detailed Project Schedule 69

D. Connection Details 73

E. Existing Connection Analysis 77

F. Proposed Connection Analysis 79

G. EIFS Manufacturer Detail – Typical System

81

H. EIFS Manufacturer Detail – Drainable System

83

I. USGBC LEEDtm Checklist 85

J. Abington Memorial Hospital Patient Survey

88

K. Greening of Healthcare Facilities Survey

93


Abington, PA

Executive Summary

This thesis is an investigation on the construction of the Abington Memorial Hospital addition. The following analyses and research topics were performed to meet the requirements for the Pennsylvania State University Architectural Engineering Senior Thesis. The main goal of this thesis is to provide an alternative to the owner, Abington Memorial Hospital, as well as the construction management team and subcontractors.

Analysis One: Connection Redesign

This investigation was performed with the goal of reducing the duration of the steel erection. There are many miscellaneous connections on the structure of the building which are associated with the Exterior Insulation Finish System (EIFS). One particular connect was investigated and an alternative was proposed. The differences in cost and schedule between the two methods were analyzed and evaluated.

Analysis Two: Exterior Insulation Finish System: Resistance to Mold

The second investigation involved the EIFS system and its resistance to moisture intrusion. As EIFS is the primary cladding system on the Abington Memorial Hospital, information on EIFS and mold are presented. This investigation focuses on the system’s resistance to moisture intrusion and mold growth.

Analysis Three: Green Healthcare Facilities

The research portion of this thesis focuses on the benefits of sustainability on healthcare facilities. Information about the hospital industry is presented, along with a brief introduction to sustainable, or “Green,” construction. The potential benefits of Green buildings are identified and applied to healthcare facilities. In particular, this investigation focuses on the impact of sustainability on physician productivity and the enhanced well‐being of the patients.

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April 2, 2004

Mrs. Judith Kratka Director of Facilities and Construction Abington Memorial Hospital 1200 Old York Road Abington, PA 19001 Dear Mrs. Kratka, Throughout this year, I have completed an investigation on the Abington Memorial Hospital expansion. I would like to thank you for giving me permission to use this project for my senior thesis. I have evaluated various methods and practices intended to increase the value of the project, in terms of cost, schedule, and quality. The first investigation focuses on the steel erection of the building. An alternative to a structural connection is proposed and analyzed. This was intended to decrease the schedule and cost of the steel erection. The results and benefits of both systems are evaluated. The second evaluation is on the Exterior Insulation Finish System and the system’s resistance to moisture intrusion. There have been many cases in which EIFS has been prone to moisture intrusion. Moisture can potentially lead to mold growth and the health affects of mold are presented in this investigation. The system’s resistance to moisture is examined and the results of this study are included within. Lastly, the research portion of this investigation focuses on the benefits of sustainable construction and how they are applicable to healthcare facilities. A general introduction to sustainable construction is presented, along with the potential benefits that are associated with sustainable projects. In particular, this investigation focuses on the impact of sustainability on physician productivity and the enhanced well‐being of the patients. The results of these studies are included within and are for you to review at your convenience. Thank you again for the opportunity to complete this project investigation. Sincerely,

Brian Nussbaum Brian Nussbaum

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Acknowledgments

I would like to thank both Intech Construction and L.F. Driscoll Construction for their help with this project and Abington Memorial Hospital for allowing me to use their project for my senior thesis. I would also like to thank Dr. Riley, Dr. Messner, and Dr. Horman for their help with this report.

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Thesis Proposal

This thesis has been prepared in three sections, which have been researched in order to benefit the hospital’s construction, in terms of cost, quality, and schedule.

The first topic of breadth work is the redesign of a structural detail. This detail occurs in over 200 locations throughout the building and connects the EIFS system to the structure of the building. The cost requirements will be compared and evaluated with the schedule reduction. The impacts on the site and steel procurement will also be assessed.

Research will be performed on the moisture / mold growth in an EIFS system. The exterior cladding of the hospital is an EIFS system, which is prone to moisture problems. The constructability of the system and prevention of moisture intrusion will be evaluated.

The final research portion of my thesis will look at the benefits of Green Healthcare facilities. The effects of sustainable buildings on the well‐being of the patients and the increase in productivity in the staff will be evaluated. The benefits of sustainable construction will be applied to healthcare facilities.

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Abington Memorial HospitalAbington, PA

Project Description


Abington, PA

Project Description

Project Background

The Abington Memorial Hospital expansion is a seven‐story, 360,000 SF addition with a total project cost of $98 million. Construction began in February 2003 and the project is schedule to be complete in June 2005. The project is located outside of northern Philadelphia in Abington, PA.

The building will house additional inpatient bed capacity, a loading dock, a kitchen and cafeteria, conference center, an emergency trauma center, and eight operating rooms. The new hospital contains a 5‐story atrium which contains a large indoor fountain.

Along with the new building construction, a $20 million parking garage has been constructed and connects to the new hospital building with a bridge. The new building has connections into the existing building on several floors, which requires $4 million of renovations within the existing hospital building.

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Project Information

Site Location

Abington Memorial Hospital 1200 Old York Rd. Abington, PA 19001 5 acre site

Cost Information

Total Project Cost $ 98,485,089 New Construction $ 94,637,534 Renovation Work $ 3,847,555

Structural Steel $ 3,991,700 Concrete $ 2,500,875 Mechanical $ 17,105,090 Electrical $ 13,204,855 Plumbing $ 5,933,395 Fire Protection $ 1,446,925

Architectural Features • Exterior Insulation Finish System

(E.I.F.S.) skin to match existing hospital building

• Connected to existing hospital on first, second, and third floors

• Connected to newly constructed parking garage via walkway on third and fourth floors

• Renovation of Triage and Emergency Rooms

• Insulated Concrete Roof System

Dates of Construction • Preconstruction: Feb 2002 – Feb

2003 • Construction: Feb 2003 – June

2005 • Postconstruction: June 2005

Mechanical

• 14 Air Handler Units • 25-ton Chiller • 2 Cooling Towers (3300 GPM) • 8 Air Flow Measuring Stations

Electrical / Lighting

• Electrical Contract broken into 5 divisions:

o Power, Distribution o Low Voltage, Rough-in o Fit-Out o Site Lighting o Telecom / Data

• Newly constructed transformer yard to replace existing hospital electrical equipment

• 5 kV and 35kV Switchgear, 1200 A 208 / 120V Lighting system

Structural

• Steel frame, slab on deck structure • Column footings 4 ksf, 6 ksf • 6” Foundation Slab on grade

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Client Information

The owner of the expansion project is the Abington Memorial Hospital, a fully‐accredited, non‐profit, and educational hospital facility. The existing hospital has 508 beds and serves Montgomery, Bucks, and Philadelphia counties. Abington Memorial Hospital is constructing this 360,000 square foot addition to respond to both short and long‐term needs. The hospital expects to have all new patient rooms filled upon completion. Out of the eight operating rooms being constructed, four will immediately be fitted for operation. AMH expects all of the new amenities to be used in the future. There is a need for all the facilities being constructed, both immediate and long term.

The construction of the hospital addition is being funded by Abington Memorial Hospital. The majority of the funding will come from equity and timed releases of bonds. With an approximately anticipated schedule, the hospital has adequately prepared for the cost of the addition.

The existing Abington Memorial Hospital campus was completed in three main phases. The first of these was the construction of a three‐story, 65,000 square foot medical office building along with a 1,500‐car parking garage. The second phase of the hospital was the excavation and construction of a 272‐foot long underground tunnel used to connect the medical office building to the main hospital facility. The latest construction was the addition of a building known as the “Toll Pavilion.” This was a 342,000 square foot addition which contains a state‐of‐the‐art operating suite, critical care units, same‐day procedures units, and a labor‐delivery‐recovery facility. The demolition required for the construction of the hospital addition took place while the hospital was still in use and needed to be carefully considered as to not disturb the ongoing hospital activities.

The current addition to the Abington Memorial Hospital is being managed by a joint venture between L.F. Driscoll construction and Intech Construction. Both of these companies have previously completed work for the hospital. L.F. Driscoll was the construction manager for previous projects on the hospital’s campus, including a 342,000 SF addition. Intech has completed over $25 million dollars in renovations and additions to AMH. Having been both general contractor and construction manager, Intech has completed a cancer treatment center, a pediatric care unit, dental clinic, trauma center, and triage unit.

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Contractor Selection

As an owner, Abington Memorial Hospital requested a joint venture between Intech Construction and L.F. Driscoll Construction due to their past experience with the firms. Intech Construction has completed over $25 million dollars in renovations and additions to the hospital. L.F. Driscoll completed the majority of the existing hospital facility in several phases, including a 342,000 square foot, seven‐level addition to the hospital.

The bidding for the project took place in November 2000, before the building had been designed. Therefore, a complete bid was not assembled. Each contractor presented their company, proposed project team members, and a proposed fee for completing the work of the project. During this presentation period, Intech Construction and L.F. Driscoll Construction included separate bids for the job. Having previous experience with both companies, the hospital suggested a joint venture between Intech and Driscoll. Since each of the companies wanted to maintain a positive relationship with the owner, they willingly accepted the joint venture arrangement. The joint venture delivery method does not adversely affect the hospital in any way and the hospital has been pleased with the work performed by both companies.

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Project Team

The project management team is comprised of members of Intech and L.F. Driscoll. The assigned positions were determined by past experience with that particular scope of work or with the previous construction on the hospital. For this project, the majority of the field work is supervised by Intech, while the project management is primarily led by L.F. Driscoll (see Figure 1: Project Management Team Organizational Chart below).

The primary construction management team operates on‐site full time throughout the construction of the building. Offices originally on the site had to be relocated, leaving small, vacant office buildings. The construction managers have an office adjacent to the site in an old two‐story office building. The cost for converting this building into a job site office was covered in the general conditions cost.

Owner Abington Memorial Hospital Architect / Engineer Robert D. Lynn Associates Construction Manager L.F. Driscoll Construction

Intech Construction Structural Engineer A.W. Lookup

Mechanical Contractor A.T. Chadwick Steel Contractor Samuel Grossi & Sons

Electrical Contractor Concrete Contractor Madison Concrete

Gerngross Electric J.R. Rainey Electric Civil Contractor Anthony Biddle Contractors

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Senior Project Manager (Driscoll)

Project Manager Divisions 2-13

(Intech)

General Superintendent

(Intech)

Assistant Project Manager (Intech)

Secretary (Driscoll)

Clerk (Driscoll)

Area Superintendent

(Intech)

Area Superintendent

(Intech)

Joint Venture Partner (Intech)

Joint Venture Partner (Driscoll)

Project ManagerDivisions 14-16

(Driscoll)

Assistant Project Manager (Driscoll)

Figure 1: Project Management Team Organizational Chart

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Design Coordination

The coordination of the project’s construction was a major concern to the owner and the project managers. It is stated in the contracts of the subcontractors that they must coordinate with other trades prior to installation. The floors of the building have been broken down into segments, according to the scale and work required for that area. The floors contain anywhere from eight to sixteen coordination drawings, depending on the level of coordination necessary. Each of the subcontractors is required to submit a CAD‐file, quarter‐scale set of drawings to the project managers with the layout of their scope of work. The project managers combine and coordinate the drawings in order to identify potential obstructions in the design. These drawings are submitted according to an order of trades established by L.F. Driscoll (see Figure 2: Order of Trade Coordination below). The drainage and duct contractors have the most precedence over the design, as they are the trades which require the most space for their systems. These drawings are then submitted to the engineer of Robert D. Lynn Associates and inspected. The final set of coordinated drawings requires each of the subcontractors to sign off and agree that they will perform the work according to the drawings.

A schedule has been created for the overall coordination process. Each of the coordination drawings is listed and the durations of coordination for each of the trades are listed. This way, each of the subcontractors knows what they are required to do and how long they have to complete it (see Appendix A: Subcontractor Coordination Schedule)

One particular conflict that has occurred is that the design for the roof drains is conflicting with the air‐handling units. This problem has been identified prior to construction and will be coordinated by the time the work is to be completed. The contractor responsible for the roof drains will be relocating the pipe in order to accommodate for the air‐handler units.

The completed work of select subcontractors is subject to inspections and testing, according to its function and desired level of quality. The installation of the systems is to be inspected regularly by the subcontractors. There are inspections required for the steel members, concrete used for the slabs, fire‐proofing, and interior systems, such as HVAC and the med‐gas system. The hospital has several specialty systems that require a specific level of production. These have to be conformed to and inspected regularly during construction.

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Highest priority

Sheet Metal Contractor

Plumbing / Medical Gas Contractor

Pneumatic Tube Contractor

HVAC Contractor

Sprinkler Contractor

Electrical (Distribution) Contractor

Electrical (Fit-Out)Contractor

Electrical (Low-Voltage) Contractor

Telecom / DataContractor

ATC / BAS Contractor

Lowest priority

Figure 2: Order of Trade Coordination

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Project Schedule Summary

The total duration of the project is twenty‐eight months, from February 2003 to June 2005. The preconstruction design phase was ten months and the postconstruction renovation work has a scheduled duration of 6 months.

A bulk excavation was performed along with lagging and tie‐backs in order to support the ground beneath the existing hospital. The structural system of the building is composed of a steel frame with concrete slab on deck. Each framed floor is divided into derricks, each with around 100‐120 pieces of steel. Dividing the steel frame into derricks successfully organized the steel delivery and erection. The entire structural frame of the building is composed of 28 derricks with a duration of 83 days. The finishes and fit‐out of the building had a total duration of 561 days. The studs and hollow metal walls were installed by floor, starting from the top of the building.

Once the finishes for the hospital addition are completed, the renovations of the existing hospital’s emergency room trauma center will be completed. This has a total duration of 125 days and is the last activity of the overall project.

A Project Schedule Summary is available in Appendix B and a Detailed Project Schedule is available in Appendix C.

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Site Plan

The site used for this building was a five acre site, which housed several apartment buildings prior to their demolition. The former site had a road that ran through the site, which had to be removed for the construction of the hospital. There were also a number of doctor’s offices along Highland Avenue, which were used as construction management offices during construction and will be demolished after the hospital is constructed. Also located on the site, is the newly constructed 900‐car parking garage.

Having such a large site made it easier on the construction managers to layout the site; there were no site congestion issues that had to be dealt with. For the majority of construction, there were two main entrances to the site: one along Old York Road (Route 611) and along Keith Road, on the east side of the site. Old York Road is a heavily trafficked street, which allowed easy access to the site. However, there were very few problems associated with the heavy traffic on the road.

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Figure 3: Project Site Plan

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Cash Flow Curve

A cash flow curve was created for this project in order to illustrate the financial transactions between the owner and the construction managers. The cash flow illustrates the dollar amount of work completed by the contractor and the cash flow from the owner. For the complete cash flow, refer to Appendix ix: Project Cash Flow.

The project was broken up into 25 items of varying durations and construction costs. Each of the items was compared to the budget and the schedule to determine a cost and duration. The costs of each activity were spread out over its duration and the costs of each month were summed. Since the hospital was billed monthly for the construction, the cash flow provides a monthly value of work completed. There is a 10% retainage held by the hospital on this job throughout the entire duration of construction. The cash flow illustrates the payment requested and the payment received every year (payment received is equal to the payment requested minus 10% retainage). This retainage causes the contractors to finance part of the project, as the hospital is not paying for the entire work completed. This amount of money withheld from the contractors prevents them from accumulating interest from it throughout the duration of the project. The total amount of retainage is returned to the contractor with the final payment. Below is a table illustrating the cost of work completed, retainage, and payments.

Contract Value $ 98,485,089 Retainage $ 9,848,509

Contractor Financing $ 9,848,509 Interest Lost from Retainage

( @ 0.75% per month) $ 73,863.82

Table 1: Cash Flow Summary

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The figure below illustrates the cash flow between the owner and the contractor. The amount of work completed is compared to the amount of payment the contractor has received. The difference in these amounts is the cumulative retainage that is being held by the owner. This amount must be financed by the contractor throughout the project. The final payment to the contractor includes the payment that has been held by the owner.

Abington Memorial Hospital Cumulative Payments

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

0 5 10 15 20 25 30 35 40

Duration (Months)

Cos

t ($)

WorkCompleted

PaymentReceived

ContractorFinanced

Figure 4: Cumulative Payments

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Structural Breadth Study

Connection Redesign


Abington, PA

Structural Breadth Study

Connection Redesign

Existing EIFS Connection

The Abington Memorial Hospital expansion project is a steel‐frame structure with concrete slab‐on‐deck. There is a total of 2200 tons of steel to be erected on the building over a scheduled duration of 22 weeks. A tower crane was placed in the center of the building, inside the main atrium. This was the most logical location for the crane, as it is mostly open space. The budgeted amount for the steel contract is $6.03 million.

One important aspect that had to be considered by the designer was how the Exterior Insulation Finish System (EIFS) was going to be attached to the structure of the building. EIFS is used for most of the exterior finish of the hospital. The majority of the EIFS panels are being installed in 27’ or 28’ sections. The panels are attached to 6” steel studs with mechanical fasteners. Figure 5 below shows a detail of the attachment of the EIFS panels to the structure of the building.

The existing detail contains two sets of double channels connected to two 5/16” plates. These plates are bolted to the double channels with a total of six bolts and welded to the W14 beam and the tube steel. The entire assembly was created on‐site by the steel erectors.

Figure 5: Existing Connection Design

There are several disadvantages to constructing this detail. The two sets of double channels are excessive and more difficult to install; two pieces take longer to erect than one. The two 5/16” plates must be welded on the top and the bottom of the channels, which takes a lot of time. The connection is located below the

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concrete floor and must be accessed from the floor underneath. This would require ladders or lifts, which are inconvenient for the erectors and welders. This connection is inefficient in terms of erection time and labor costs.

The connection typically occurs every 27’ around the perimeter of the building on several floors. There are 200 occurrences of this detail. The steel erection of the building took 22 weeks to complete, per contract. However, an additional 16 weeks of work was required to complete miscellaneous steel bolt‐up, welding, and bracing.

Proposed EIFS Connection

In order to improve the efficiency of the steel erection process, an alternative to this detail will be examined. The proposed design aims to reduce erection time by reducing the number of pieces and the amount of welding. A detail of the proposed connection design is shown in figure 6.

The main difference between the existing detail and the proposed detail is the number of pieces in the connection. While the existing included 6 pieces to be installed between the W‐shape and the tube steel, the proposed design only requires 4. This makes a significant difference in terms of erection time, given that there are 200 of these connections.

Figure 6: Proposed Connection Design

Another significant difference between the designs is the connections of the pieces. The proposed detail requires less welding than the original and fewer field‐installed bolts. Normally, fastening bolts takes less time than welding these pieces together.

In addition to reducing the number of members, the proposed design will have Angle A, Angle B, and the 5/16” plate prefabricated in the shop prior to delivery. Prefabricating these pieces will significantly reduce the erection time of this process. It will also save money in labor costs for welders and steel erectors. There will be an additional cost for prefabrication and delivery, as they will be more difficult to deliver prefabricated pieces than the individual pieces.

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The alternative design allows for the same amount of adjustment available in the original. In fact, the connection would be easier to adjust, as there are fewer pieces and fewer connections. The dimensions of the pieces do not change from one design to the other; the only aspect that has changed is the shapes of the pieces. There is no reduction in the structural integrity of the connection.

The design calls for ASTM A‐325 bolts. The bolts are to be used to hold the pieces in place and to allow for any adjustments to be made. Once the prefabricated pieces are in place, the pieces would be welded in their final position.

Below is a comparison of the connections. Full images of the connection can be found in Appendix D.

Figure 7: Existing and Proposed Steel Connection

Analysis Results

A cost analysis was performed to determine the advantages of the proposed design. The majority of the cost savings are in labor, as the proposed design takes much less time to erect. A total of $566 was saved off the budget, along with 6 days on the duration of this activity. The results of the analysis are in figure 8, below. A more detailed analysis can be found in Appendices E and F.

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Labor + Material + Delivery + PrefabExisting: $5,130 + $8,558 + $389 + N/A = $14,077

Proposed: $1,710 + $7,591 + $1,035 + $3,174 = $13,511

Cost Savings: $566

Existing: 9 days

Proposed: 3 daysSchedule Savings: 6 days

Cost

Schedule

Figure 8: Summary of Proposed Design Savings

The proposed change does not yield significant cost savings. While the erection labor cost was reduced, the added prefabrication costs negate any cost savings. The cost for material was cheaper in the proposed design because fewer pieces of steel were used. The delivery cost of the alternative design was greater than the existing condition, as the pieces would have to be shipped prefabricated, reducing the amount of steel each truck could hold. A value of $75/ton was used to calculate the delivery cost, as opposed to the existing $25/ton.

The main benefit of this change is the reduction in the schedule by 6 days. The prefabrication of the pieces reduced the required labor time in the original design. The prefabrication time should not affect the erection time, as they are performed independently. Another example of saved time occurs during the physical installation. The original design would require a considerable amount of layout and coordination, as there are more pieces to be installed. The prefabricated unit would be easier to install and requires less preparatory work.

Connection Redesign Conclusion

The analysis of the alternative design shows a slight cost savings and a reduction of 6 days from the steel erection schedule. Given the design’s restraints, it would be beneficial for the contractor to install this design as opposed to the original design. Assuming the prefabricator can deliver the pieces when needed, it would be beneficial for both the management team and the steel erector.

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Architectural Breadth Study

Exterior Insulation Finish System: Resistance to Mold


Abington, PA

Architectural Breadth Study


Exterior Insulation Finish System (EIFS)

Exterior Insulation Finish System (EIFS) is a common façade system in the building industry today. It is a synthetic stucco cladding which is typically used on commercial and residential buildings. EIFS is used in 17% of commercial construction and 3.5% of the residential market. It is a non‐load bearing composite system which provides an exterior surface for the building, as well as insulation.

There are several types of EIFS. The two most common systems are type PB (polymer‐based) and PM (polymer‐modified). Type PB contains plastic resins, or polymers and are sometimes referred to as “soft systems.” This is because the coat contains more resin, which makes the system softer and more flexible. Type PM contains a base coat which is cement‐based and is modified with polymers. This system is referred to as the “hard system” because of the cement, which makes it harder and more brittle. Both PB and PM systems use glass mesh reinforcement and textured coatings for the exterior surface.

Exterior Insulation Finish Systems is typically composed of four layers: a decorative exterior finish, a reinforcing mesh, insulation (typically expanded polystyrene), and an adhesive that binds the insulation to the building. Figure 9 shows a typical EIFS configuration. In larger buildings, the EIFS can be attached to steel studs by use of hangers or angles. EIFS is a barrier system which covers the building’s exterior, essentially creating an envelope around the building to protect it from the environment. A detail of a typical EIFS in available in Appendix G.

Source: http://www.marshharbour.org

Figure 9: Typical EIFS

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http://www.marshharbour.org/


Abington, PA

The barrier created by the EIFS is designed to be entirely impermeable by water. By creating a closed façade system, there is no way for the water to drain out. There is no flashing in the system or any method of drainage. Barrier EIFS are designed to divert water from the exterior surface. They have no way of expelling water once it has penetrated the surface of the system.

There are several advantages to using EIFS as an exterior façade. EIFS is very economical to install. On larger projects, the EIFS is typically assembled off‐site and delivered in panels. These panels can be lifted into place and fastened using shelf angles or mechanical fasteners. This can be extremely beneficial during winter months, when inclement weather slows down construction. Preassembled panels also help to reduce labor costs on site if the project requires a significant amount of EIFS.

Source: http://www.useifs.com

The insulation in EIFS is beneficial because it is closer to the outside of the building. This is where the temperature is going to fluctuate the most. Having the insulation here creates a more constant indoor air temperature. This is valuable for the use of the mechanical system. Since the interior side of the wall is at room temperature, this helps prevent the pipes from freezing in extremely cold outside temperatures.

Exterior Insulation Finish Systems are ideal for renovations because the entire system is on the outside of the building. This allows the system to be installed while the building is still occupied, without having to perform work on the interior side of the wall. Repairs to the system can also be made with hand tools. Small damaged areas can be patched by hand, without having to remove large sections of the system. Cracks in the surface of the system can be easily mended using a knife to apply a sealant. Larger damaged areas can be repaired by patching the system where the damage occurs; the finish and base coat are removed and the damaged portion of the expanded polystyrene (EPS) insulation is cut out and replaced. After the EPS is replaced, a new layer of base coat adhesive, reinforcing mesh, and finish coat is reapplied and matched to the existing finish.

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Structurally, EIFS is one of the lightest forms of building cladding. EIFS is significantly lighter than a masonry or glass façade. A typical EIFS is around 4 psf., compared to a brick veneer, which is about 40 psf. Having such a lightweight system reduces the need for structural support. This can reduce the size of beams and columns in the building. This can also reduce the size of the foundation. EIFS is beneficial for renovations because it can usually be added to existing façades without adding additional bracing or reinforcement.

Source: http://www.useifs.com

One of the main advantages of EIFS over other cladding systems is that it has low maintenance requirements. Unless the exterior surface of the finish coat is damaged, the only routine maintenance required is to occasionally wash dirt from the system.

There are also disadvantages to using the EIFS as a façade system. Since EIFS is assembled by hand, the likelihood of faulty construction is greater. The quality of the construction depends on the skills of the applicator. There are several steps that go into the assembly of an EIFS and significant problems can arise if it is installed incorrectly.

Sealant joints are used to protect the connection between EIFS and an adjacent system. These joints are not permanent and may have to be replaced over the lifetime of the building. Sealant joints typically fail in two ways: the sealant does not retain its adhesiveness or the material in the joint fails. These failures are called adhesive failures and cohesive failures, respectively. There are multiple reasons for these failures: the joint moved too far to retain strength, the sealant was constructed with poor quality, sealant is incompatible with EIFS, or the bond strength was reduced by water, for example. The repair of these sealants is difficult and can be more involved than their initial construction.

Exterior Insulation Finish Systems are easier to damage than traditional façade systems. The thickness of the system, the finish coat in particular, determines the system’s resistance to impact damage. The systems are more likely to dent, rather than shatter and cracks to not spread so that the system can be repaired more easily than some façade systems.

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Below are pictures of the mock‐up of the EIFS used on the Abington Memorial Hospital.

The Abington Memorial hospital is using EIFS for a majority of the exterior façade of the building. The contractors are installing the system in panels. EIFS panels are typically more expensive than installing it by hand. Panels contain more material than hand‐made systems to give them strength during handling. Since they contain more material, they are heavier and, therefore, may require additional structural support. They also contain more joints because the panel size has to be reduced in order to be able to lift it into place.

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Mold

Source: http://www.dominionenv.net

One of the biggest concerns in the construction industry today is mold. The mold issue is very applicable to the healthcare industry, due to the adverse health problems mold can cause.

Mold is a type of fungus which decomposes dead organic material and can only grow under specific conditions. Molds reproduce through spores, which are extremely small and invisible to the naked eye. These spores move and float through the air, both indoor and outdoor. Mold can grow indoors when mold spores land on interior surfaces that are wet. As new building construction typically takes place outdoors, this is a real threat to the industry.

Since molds are organic, they require water, food, oxygen, and a temperature typically between 40 degrees and 100 degrees F. The most likely place to find mold growth is where there is any water or moisture. Since mold lives off dead organic material, it can also grow on wood, the paper on the face of gypsum wall board, and other materials made of wood. Molds secrete digestive fluids which decompose the material it is growing on. This creates

Source: http://www.oshkoshinsulators.comFigure 10: Mold Growth in Insulation

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nutrients in which it can live off of and allows it to grow on synthetic materials, such as adhesives, pastes, and paint. Figure 10 shows mold growing in insulation above a ceiling. Mold cannot grow on inorganic surfaces, such as concrete, glass, or metal. However, it can grow on dirt or the remains of insects and rodents which can be present on inorganic surfaces. Mold can also feed off the humidity in the air if there is a relative humidity over 80%.

There are many health problems associated with mold growth. Mold produces allergens and mycotoxins, which are potentially toxic substances. Allergens are substances that can cause allergic reactions. Thus, inhaling or touching mold can create allergic reactions in people who are sensitive to respiratory diseases. Allergic symptoms to mold can include coughing, sneezing, stuffy nose, red eyes, and skin rashes. Studies have shown that office workers in an area with higher concentrations

of mold allergens and a higher relative humidity are more susceptible to respiratory problems. Another potential health concern with mold is that it creates problems for people with asthma. The number of asthmatic people has climbed nearly 50 percent in the last 10 years. It is estimated that approximately 20% of the U.S. population have allergies to environmental antigens (toxins and bacteria). One theory behind the rising number of allergy cases is poor indoor air quality, specifically due to mold in buildings and allergens in the air. Source: http://www.aqmservices.com

One particular issue that is emerging in the industry today is Sick Building Syndrome (SBS). This is a series of symptoms experienced by the building occupants which is caused by poor indoor air quality. These symptoms include irritation of the eyes, nose, and skin, nausea, headaches, fatigue, and difficulty breathing. There are many factors which contribute to SBS symptoms: type of ventilation system, quantity of outside air, concentration of pollutants in the air, humidity, and temperature. Sick building syndrome can lead to an increase in absenteeism, a reduction in work efficiency, and a decrease in moral within the workplace. Sick Building Syndrome typically affects office workers and teachers, who make up 50% of the workforce with 64 million people.

In an attempt to alleviate SBS symptoms, some owners have replaced wall‐coverings, removed carpeting, altered ventilation systems, and increased cleaning practices. While these have shown to be effective, they come at a high cost to the

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owner in terms of labor and materials. However, a more substantial problem could be the relocation of occupants while the space is being worked on. If the problem persists, it is recommended that the building owner have the building inspected by a specialist or local public health officials.

Sick Building Syndrome refers to a set of symptoms experienced by building occupants, but cannot be traced to specific pollutants or sources within the building. On the other hand, Building‐Related Illness (BRI) is a term which refers to a diagnosable illness with symptoms caused directly by pollutants or environmental agents in the air. Similar to sick building syndrome, BRI symptoms include a cough, eye irritation, influenza, fever, chills, coughing, and other respiratory conditions. Building‐related illness can include legionnaire’s disease, hypersensitivity pneumonitis, and humidifier fever. Over the last 15 years, building‐related illnesses accounted for a 69% increase in requests for investigation by the National Institute for Occupational Safety and Health.


One of the predominant problems with exterior insulation finish systems is moisture intrusion. The majority of EIFS is constructed without water drainage, which could lead to moisture build‐up. The collection of moisture within the system can potentially lead to mold growth.

There are several ways in which water can enter EIFS. Typically, water enters EIFS where windows, doors, or roof lines are improperly flashed and sealed. Penetration can also occur in building attachments such as mailboxes, shutters, decorative moldings, railings, decks, vents, chimneys, and utility piping. EIFS is highly dependant on proper caulking to prevent moisture from entering these areas. Water can also enter the system if the exterior is cracked or damaged. Factors such as architectural design, amount of rainfall, and rain exposure can play a large part in the likelihood of moisture intrusion.

The materials in EIFS are no more susceptible to mold growth than any other exterior façade system. However, the lack of drainage in EIFS promotes mold growth once moisture has penetrated the skin of the system. Ideally, the façade is meant to be water‐tight and completely prevent water from entering the system. However, due to improper installation or techniques, there have been many cases where the system appears to be flawed.

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A telephone call center in Corpus Christi, Texas was inspected for moisture damage within its EIFS façade. The building has a total of 1200 linear feet of wall and approximately 900 feet contained molds. Water had been penetrating the building joints and window jambs and had no means of escape. The mold remediation and EIFS repairs cost the owner almost $800,000, which was 70% of the construction cost of the building. A study was performed at Clemson University on homes in the southeast United States. The study found that 18% of the homes contained damage to the superstructure where the doors and windows were improperly sealed. A study was also performed on 100 homes in Wilmington, North Carolina. Out of the 2,751 windows that were tested in these homes, 18% required an average of 16 square feet of substrate replacement.

Often times, the owner/occupant is unaware of the moisture intrusion in EIFS. There can be extensive damage to the wall system with little or no exterior signs. These problems can occur regardless of the age or construction quality of the building. Early detection and remediation of moisture can save a considerable amount of money in repairs.

Newer EIFS have been created with water‐drainage features. These are known as water‐managed systems because they contain features such as flashing, weeping, a drainage plane, and water‐durable substrates. There is a layer of material (polymer‐based and cement modified coating) which is included within the system. A detail of a drainable EIFS is available in Appendix H. Drainable EIFS can cost between $4.50 and $7.50/SF, around $1.00/SF than typical barrier systems. This has proven to be an effective design in terms of water and moisture management. Unfortunately, the majority of EIFS construction uses the barrier system, which has no method of water drainage and is prone to moisture penetration.

Abington Memorial Hospital: EIFS Moisture Protection

The Exterior Insulation Finish System manufacturer for the Abington Memorial Hospital takes an active stance on the prevention of moisture. The manufacturer has several steps to help alleviate moisture problems within the system.

On of these services available to the contractor is a “Plan Review.” This service is available at no additional cost to the owner or contractor. The drawings are sent to the manufacturer’s engineering department and they are examined to determine if the details and specifications have any potential design problems. A

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report is created based on the quality of the design and sent to the contractor. The contractor is not obligated to use this report; however it can be used to correct their design documents.

The EIFS manufacturer also offers a written document called the “Quality Management Program” (QMP). The document was developed to ensure that the project’s details and specifications are correct and that the applicators are pre‐qualified. Instruction and information are provided to educate the owner, architect, and contractors about proper EIFS installation. Included in the program is a pre‐construction meeting to review documents, details, color textures, interface details, and the sequence of installation. A third‐party inspector is used on the project and is responsible for the proper installation of the entire wall envelope. This program is available at an additional cost to the owner.

EIFS: Resistance to Mold Conclusion

Exterior Insulation Finish Systems are an extremely efficient and cost‐effective building façade system. They are accessible, customizable, light‐weight, and energy efficient. It is no wonder why this system is popular in commercial and residential construction.

However, the design of EIFS is prone to moisture intrusion and mold growth if constructed improperly. EIFS creates an air‐tight envelope around the building and has no method of moisture drainage. There have been many cases of mold growth in EIFS systems, which can result in significant remediation costs to the owner. EIFS must be installed very carefully, as not to allow any moisture into the system.

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Construction Management Research


The Healthcare Industry

The healthcare industry has been one of the most prominent markets today with over 120,000 buildings in the United States. Healthcare facilities average between 70 and 75 million square feet of construction every year with over $20 billion in healthcare construction costs.

The design of a healthcare facility is influenced by the many services offered in a hospital, from the productivity hospital staff to patient care. Due to these features, hospitals are one of the most complex building types. There are several functions of a hospital that need to be incorporated into its design:

Bed‐related inpatient functions Out‐patient‐related functions Diagnostic and treatment functions Administrative functions Service functions (e.g. food, supply) Research and teaching functions

Source: WBDG ‐ Hospital

In addition to the necessary hospital services, there are several other aspects that must be considered during the design phase of a hospital. Ninety‐nine percent of inpatient healthcare facilities are owner‐occupied. A designer must maximize the available space, resources, and access to the building. Future options must also be considered, as many healthcare facilities perform renovation in order to accommodate changes in technology and patient flow. As with any building type, the owner wants the most for their money. The design of the building must be optimized in terms of layout, performance, and image. Human scale, physician/staff accessibility, and patient safety also need to be incorporated into the design. These factors can intertwine and conflict with each other, often causing one or more of them to be sacrificed. Another important aspect of the design is that it must facilitate its occupants. There must be adequate methods of communication and information transfer within the hospital. One of the most important requirements of a designer is

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to “humanize” the facility in terms of the patient’s experience, finances, physical needs, and emotional needs. In addition to the design factors that must be incorporated into a healthcare facility, the structure needs to meet building codes and industry regulations. Successfully incorporating these factors into the design of a hospital can be an extremely difficult, and expensive, task.

Once constructed, the hospital still has many requirements, from an operational standpoint and as a functional healthcare institution:

Increase general and technical performance Increase flexibility and ease of operation Reduce redundancies and energy demand Reduce waste and obsolescence Recruit and retain top‐level staff (physician to service personnel) Reduce administrative/ regulatory pressure Meet and exceed consumer demand Attract new patients Stay current (economic, social, cultural, political, technological) Fulfill purpose and mission

Source: Guenther 5 Architects, Picture Perfect: The Healthcare Model, Greenbuild 2003 The healthcare industry is different from other industries, given the level of complexity in its construction and the various functions it must incorporate. The healthcare industry employs over 6.2 million workers, which is a total of 6% of the workforce. Inpatient healthcare facilities occupy far more square feet than any other building type, as seen in the figure to the right.

Figure 11: Square Feet per Building

Due to the nature of the healthcare industry, hospitals are highly inefficient in terms of resources. The healthcare industry creates 5 million tons of solid waste annually. Healthcare facilities are the fourth highest consumer of energy for all building types with 515 trillion BTU’s per year, 11% of all commercial consumption. The amount of energy consumed in a single inpatient healthcare facility is 4.5 million kWh, 22 times the average for commercial buildings. The average energy use per square foot for all healthcare buildings is still two and a half times that of an average commercial building. This is partly due to the fact that a hospital must be operational 24 hours a day, seven days a wee and require full emergency back‐up systems.

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Figure 12: Energy Consumption in Health Care Buildings by Energy Source

Figure 12 shows the various methods of energy consumption in healthcare facilities. The majority of energy is consumed by site electricity and natural gas. The healthcare industry, inpatient facilities in particular, are significant consumers of electricity and natural gas. Figure 13 shows the use of electricity and natural gas in healthcare facilities versus an average commercial building.

Energy Consumption per Building in Healthcare Facilities

0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000

Avg. Commerical

Healthcare (all)

Inpatient Health

Natural Gas (thousands cubic feet)

Electricity (thousands kWh)

Source: Energy Information Administration, 1999 Commercial Buildings Energy Consumption Survey Figure 13: Energy Consumption in Health Care Buildings by Energy Source

The healthcare industry is a large consumer of energy and a significant producer of waste. Financially, there is a need for improvement. While a majority of energy and waste is unavoidable, there are ways to design for a more efficient facility. A life‐cycle analysis can be an effective way to reduce nonessential costs to the hospital owner. Efficient design is critical to the building’s overall cost and performance. The average age of a healthcare facility is 23.5 years, compared to a commercial building’s 30.5 years. A study by the National Bureau of Standards concludes that the cost of a typical building’s design and construction accounts for only 2% of a building’s life‐cycle cost over a 30‐year period. The salaries of the hospital employees account for 92% of the building’s cost, which is thirteen times the cost of the facility’s construction, furnishing, maintenance, and interest. Even a

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marginal improvement in the design can yield significant benefits to the owner in terms of a life‐cycle cost.

Consumer demand is based on cost, accessibility, quality of service, and quality of medical care, which all come at a high cost to the hospital owner. Figure 14, below, shows the healthcare construction spending versus the number of hospital inpatient days. In the past several years, more money has been spent on construction in the healthcare industry, while fewer patients are being treated. Healthcare facility spending is becoming ineffective in terms of patient care and shows room for improvement.

Source: (1) Forecast of Total Health Facility Spending by U. S. Dept. of Commerce, 1996.

(2) Forecast of Hospital Inpatient Days by Moser Associates, 1995. Figure 14: Forecast of Hospital Inpatients vs. Health Facility Spending

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Green Building Design

“The buildings that we live in, work from, and enjoy during our leisure activities represent the largest contributions to anthropogenic environmental impacts and resource depletion and threaten our environmental, economic and social sustainability either directly or indirectly.”

‐U.S. Green Building Council

One of the most important issues to building owners is quality. The level of quality can be measured in many ways: initial cost, level of design, operation, maintenance, and overall functionality. As the market is constantly evolving, building owners are also becoming smarter. Sustainability is becoming more and more prevalent in the construction industry today. A sustainable building can be described as having a minimal effect on the environment; in terms of the construction materials, construction methods, energy use, and operating and maintenance methods. Issues such as life‐cycle analysis, recycling, energy efficiency, and waste reduction are proving to be a viable part of the building industry.

The U.S. Green Building Council is an organization that promotes healthy, productive, and environmentally‐friendly buildings. The USGBC has developed the LEED (Leadership in Energy and Environmental Design) Green Building Rating System™. It is a nationwide standard developed to promote sustainable buildings. There are six categories in which sustainability is measured: sustainable sites, water efficiency, energy & atmosphere, materials & resources, indoor environmental quality, and innovation & design processes. There are a total of 69 points that can be achieved, with various levels of achievement: platinum, gold, silver, and certified. (See Appendix I)

According to the USGBC, there are many steps that can be taken to attain a sustainable building, such as construction material recycling, storm water management, alternative transportation, and water‐efficient fixtures. Energy efficiency can be achieved by having renewable energy sources, building systems commissioning, chlorofluorocarbon‐reduction, and a minimum energy performance, which is designated by ASHRAE.

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Sustainable buildings provide significant benefits, for both the owner and the occupants. A more efficient building yield financial savings for the owner and a healthier environment can lead to higher productivity and well‐being. Below is a list of ways a building can benefit from sustainable construction.

• Reduce operating costs • Reduce risk and potential

environmental liability • Meet potential future

regulatory requirements • Improve market performance • Enhance recruiting and

retention of staff

• Enhance public image and community relations

• Demonstrate corporate responsibility

• Reduce health burdens associated with environmental factors

Source: Guenther 5 Architects, Picture Perfect: The Healthcare Model, Greenbuild 2003.

For most owners, the primary objective to almost any building facility is to make a profit. As previously mentioned, a life‐cycle analysis can be extremely beneficial to an owner in regards to the long‐term cost of a building. A life‐cycle analysis forces the owner to use materials which will last longer, are more durable, and require less maintenance. The possible economic benefits of sustainable construction include an increase in property rental value income and initial sales price. Costs for financing, operating, and maintaining the facility can also be reduced. A more sustainable building is likely to result in more long‐term savings, as seen in the figure below. The level of savings is dependent on the sustainable characteristics of the building.

Source: The City and County of San Francisco, Dept. of the Environment, April 2003.

Figure 15: Net Present Value – Cost of Building Ownership

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The attainment of a sustainable building does not come without a cost premium. It is estimated that owners can expect a 5% premium to attain “Green” building functions. Costs for the building construction, design, and development are likely to increase because Green building design is not a standard in the industry. In addition, less experienced designers are likely to have a higher fee. However, there is great potential for a sustainable project to generate substantial cost savings to the owner.

Along with long term life‐cycle cost savings, the government offers tax credits for Green construction, through the Green Building Tax Credit Program. The tax credits are awarded differently for each state. New York, Maryland and Massachusetts are the only states which have enacted the policy. Each state must develop its own version of the LEED™ rating system, as the LEED™ guidelines were not developed as a national standard. Therefore, the tax credit policy differs in each state. For example, Maryland offers up to 8% of the building’s construction cost and must be at least 20,000 square feet with a LEED™ rating of silver or higher. New York is offering a total of $25 million in tax credit over a period of 4 years. An apartment building and an office building in New York City received a $5 million and a $6.6 million tax credit, respectively.

Benefits of Green Healthcare Facilities

The healthcare industry has the greatest potential to benefit from Green building practices. The purpose of a hospital is to administer patient care in a healthy, efficient manner with minimal cost. One of the primary benefits of a sustainable building is that it is a healthier environment for the occupants. What better facility to have a healthy environment than a hospital?

Of the many benefits of a sustainable building, there are two in particular which directly apply to the functions of healthcare facilities: improved productivity and an enhanced well‐being of the occupants.

There are several ways in which sustainable buildings can have an effect on its occupants, both patients and staff. One effect is the improvement of physician productivity. This could potentially result in the treatment of more patients, more effective procedures, and higher quality treatment. The American Institute or Architect’s Academy of Architecture and Health reports that natural lighting, outdoor

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landscaping, rooftop gardens, solariums, and small atria have positive impacts on the patients, as well as the staff.

Sustainable buildings have been shown to increase productivity in several building types. Reports show that sustainable buildings affect occupant’s product defect rate, product quality, and absenteeism. Below is a list of projects which have benefited from Green building construction:

Renovations

New Buildings

Reno, NV Post Office Lockheed Building 157 Cost: $300,000 Cost: $2 million Energy Savings/yr: $22,400 Energy Savings/yr: $500,000 Productivity: 6% increase in processing rate Productivity: 15% rise in production One year payback Boeing West Bend Mutual Insurance Energy Savings/yr: 90% lighting improvement Energy Savings/yr: 40% electricity Productivity: 20% improvement in defect rate Productivity: 16% rise in claims processed Hyde Tools Wal‐mart Cost: $98,000 Productivity: Increased sales in daylit Energy Savings/yr: $48,000 portion of the store Productivity: Improved product quality

$25,000/yr

Pennsylvania Power & Light ING Bank Cost: $8,362 Cost: $700,000 Energy Savings/yr: $2,035 Energy Savings/yr: $2.6 million Productivity: Increased drafting rate 13.2% Productivity: Absenteeism down 15% Absenteeism down 25%

Source: “Greening the Building and the Bottom Line: Increasing Productivity through Energy‐Efficient Design, RMI 1998.

Studies have also been performed on students in classrooms in California. Students were analyzed in classrooms with varying levels of natural sunlight. Results show that students scored 20%‐26% higher in classrooms with the most amount of natural sunlight. A school in North Carolina found that students exposed to full‐spectrum light are absent 3‐4 days less than students in artificially‐lit classrooms. The U.S. Green Building Council plans to create national LEED certification guidelines for schools in the near future.

There are over 40 million inpatient surgeries and 32 million outpatient surgeries performed in the United States every year. The healthcare industry employs millions of people for tasks ranging from highly specialized surgeons to support staff. Given the various functions of a hospital, there are many potential ways to

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improve productivity. The U.S. Green Building Council suggests that a 6‐16% increase in the building’s productivity can be achieved from sustainable construction. Even a slight improvement in productivity could result in more efficient patient care.

Most importantly, a hospital is a place where injured or unhealthy people go to be treated. A hospital should nurture the recovery of its patient in every way possible. Green construction would be beneficial to a hospital because it enhances the well‐being of its occupants, in this case, the patients.

Sustainable buildings have been proven to have a significant effect on the health of its occupants. Research shows that a higher quality hospital space can lead to a shorter length of stay for the patient. Dr. Roger Ulrich, an environmental psychologist at Texas A&M University, has performed a study on a group of patients in a hospital in Pennsylvania. Specific patient rooms were used in the study: those that had a natural scenic view and those that faced an adjacent brick wall. The postoperative recovery time of the patients in each of the rooms was compared. The results showed that patients in the room with a natural view had a shorter length of stay, fewer medical complications, and required less pain medication. This study shows that Green building conditions, such as natural sunlight, have a positive impact on the health and recovery of the patients in a hospital.

According to the U.S. Environmental Protection Agency, poor indoor air quality is one of the top five environmental risks to public health. Americans spend about 90% of their time indoors. Respiratory illnesses cause over 176 million days of lost work, with annual health care costs of around $30 billion. One of the six requirements for achieving LEED™ certification is healthy indoor environmental quality (IEQ). Having a clean, efficient mechanical system is an extremely important attribution to a hospital, since there are patients with suppressed immune systems. The characteristics of a building, including indoor environmental quality, affect the seriousness of health problems, such as common colds, influenza, allergies, asthma, and sick building syndrome. These health problems are influenced by the mechanical system’s ventilation, amount of outside air, microbiological pollution, and air temperature. A healthy IEQ contributes to the overall well‐being of its occupants, including reduced absenteeism, increased staff retention, recruitment, and increased productivity. It is crucial to have a healthy building, especially in the case of a hospital. A healthy indoor environmental quality would greatly benefit a hospital, for both its staff and its patients.

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Abington Memorial Hospital: Sustainability

The Abington Memorial Hospital is not a sustainable building according to the standards set forth by the USGBC. However, the hospital is interested in the benefits of Green buildings and believes that it is a beneficial quality of a building, especially a hospital.

The owners of the hospital participate in sustainable practices when it is practical. Recycled materials are used for select interior finishes, such as carpeting. Light sensors are located in rooms which do not have to be operational for long periods of time. The hospital actively opts for environmentally‐friendly practices as long as it is cost‐effective. The hospital owners believe in the benefits of a sustainable environment.

Abington Memorial Hospital had 31,004 inpatient admissions in 2003. The hospital takes the opinions of its patients very seriously. The hospital administers a satisfaction survey to each of its patients after their stay in the hospital. Several of the questions in the survey relate to Green building practices, such as a clean environment and design of the patient rooms. The survey asks the patient to rate the pleasantness of room décor, room cleanliness, and room temperature. The full survey is available in Appendix J.

“Greening of Healthcare Facilities” Survey Results

In order to obtain additional information about sustainable healthcare facilities, a survey was sent out to industry professionals who have had experience in this area. Recipients of this survey included contractors, engineers, building owners, architects, and sustainable building consultants. The survey contained questions pertaining to the building’s level of sustainability, sustainable design factors, and the effect of sustainable design on physician productivity and patient well‐being. The survey is available in Appendix K.

The survey yielded only five responses; only four of which could be used in its entirety. The results below show the distribution of answers to the question asking the participant to rank the benefits of Green buildings according to their importance in the design of a hospital/healthcare facility.

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1 2 6 7Life Cycle Cost Savings 25% 25% 50%Lower Operating Costs 25% 25% 50%Higher Physician Productivity

100%

Higher Staff Productivity 100%Enhanced Well-being of Occupants

25% 75%

Enhanced Patient Care 25% 25% 50%Increased Property Value 50% 25% 25%Financial Incentives 25% 50% 25%Environmentally Friendly 25% 25% 25% 25%Marketing Device 25% 25% 50%

3 4 5Least Important Most Important

Table 2: Greening of Healthcare Facilities Survey Results

The results from this distribution show a high regard for the well‐being of the patients and the increased physician/staff productivity. The following question asked the participant to identify how the benefits of a Green healthcare facility would affect physician/staff productivity. The participants expressed belief that performance can be affected by the enhanced well‐being of the personnel and marketing used to attract outside physicians. In every survey response, the participant stated that a more pleasant working atmosphere will positively affect the productivity of the working occupants.

Likewise, a more pleasant atmosphere was also believed to positively affect patient recovery. The improved health of the patients and reduced recovery times were also believed to affect patient recovery.

The participants of the survey were asked to rate the appropriateness of having a hospital be Green. All of the responses were of the highest level. An architect responded to this question with a quote: “As design professionals, we should carefully examine those products we routinely specify in the creation of ‘healing environments’ for our healthcare clients.”

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ASHE Green Guidelines for Healthcare Construction

There are over 450 buildings registered with U.S. Green Building Council’s LEED™ sustainable rating system and only 7 of them are hospitals. The LEED™ rating system was primarily developed for typical office buildings, which are usually operational for less than 10 hours a day and have no outstanding requirements. Hospitals must be fully operational for 24 hours a day, 7 days a week. Consequently, this will result in a higher energy use than a typical office building. Hospitals also must have full back‐up emergency power systems. These systems can be very expensive and must be operational at all times. Hospitals use extensive amounts of water, due to the activities that take place in the hospital, such as cleaning, food preparation, laundry, and surgical procedures. Hospitals also have thorough infection controls requirements and building codes which they must meet. These requirements are far more intensive than a typical office building.

The government’s policy on tax credit for sustainable construction is an effective incentive. However, hospitals and social service groups which provide medical care are non‐profit organization. This means that they are already tax‐exempt. The tax credit incentive does not encourage sustainable hospital construction.

The LEED™ rating system is highly effective for generic building construction, such as office buildings. However, it is not highly applicable to healthcare facilities. The Center for Maximum Potential Building Systems, along with the American Society for Healthcare Engineering (ASHE) is developing Green Guidelines for Healthcare Construction™ (GGHC). It is a self‐certifying tool that can be used to achieve Green building practices in healthcare facilities. The GGHC closely follows the LEED™ rating system, but focuses on issues specific to healthcare facilities. There are a total of 106 achievable points, as opposed to the 69 in the LEED™ rating system.

The Green Guidelines for Healthcare Construction statement was first published by ASHE in January 2002. Development of the guidelines began in February 2003 and a draft version was posted in December 2003 for public comment. February 29, 2004 was the close of the public comment period and the pilot version of the Green Guidelines for Healthcare Construction will be released in the spring of 2004.

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Green Healthcare Facilities Conclusion

The design and construction of healthcare facilities must incorporate various aspects of the building’s use. The quality of the design drastically affects the employees, patients, and the building’s efficiency. There are many ways in which these design factors influence critical aspects of the hospital. Two of the important qualities of a healthcare facility are physician/staff productivity and the well‐being of its patients.

One way in which these qualities can be affected is through sustainable design. Sustainable buildings have been shown to increase the productivity of its occupants and promote the occupant’s well‐being through healthy and environmentally‐friendly design. Green building construction has benefits which are highly applicable to healthcare facilities.

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Summary &

Conclusion


Abington, PA

Summary

The Abington Memorial Hospital expansion is a seven‐story, 360,000 SF addition with a total project cost of $98 million. Construction began in February 2003 and the project is schedule to be complete in June 2005.

In order to improve the structural erection schedule, the reoccurring detail for the EIFS panel connection was changed and the results were analyzed. The proposed design included fewer pieces which were to be delivered to the site prefabricated. The results of the analysis showed negligible cost savings with 6 days saved on the overall duration of the erection. The cost savings of the proposed design were negated by the fabrication costs in the shop prior to delivery. However, fewer erection requirements resulted in a shorter erection schedule.

The cladding system of the Abington Memorial Hospital is an Exterior Insulation Finish System. EIFS is one of the most popular finish systems in the construction market. It includes insulation, reinforcing mesh, a base coat, and a finish coat. Many incidents of moisture problems have been identified in buildings with EIFS. The presence of moisture within a wall system can be one of the causes of mold growth, which can be very detrimental to the health of the occupants. Typically, moisture problems do not exist in EIFS unless the system has not been installed properly. Occurrences such as unsealed joints or improper caulking can be causes of moisture intrusion into the EIFS system.

The Abington Memorial Hospital has many functions as a healthcare facility related to its patients, physicians, and support staff. The primary objective of a hospital is to provide health care to its customers. There are many factors that must be considered during the design of a hospital, such as physician productivity and the well‐being of the patients.

Sustainable construction is a building technique that promotes healthy, productive buildings. Green buildings often have increased levels of performance and enhanced occupant health. These characteristics can be extremely beneficial to healthcare facilities, in terms of physician performance and the well‐being of its patients.

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Abington, PA

Conclusions

The Abington Memorial Hospital expansion is a unique project with many areas of interest. The aspects of the project that were studied in this thesis result in some very interesting conclusions.

The steel redesign of the EIFS panel connections did not yield significant results. The detail occurred in 200 locations throughout the structure of the building, yet it was so small that any change did not lead to major cost savings. The prefabrication of the pieces was not extremely beneficial, as its cost was comparable to the field erection. However, if the detail had been a larger size or was more common in the building, the savings could have been substantial.

Exterior Insulation Finish Systems are extremely beneficial as a cladding system in terms of cost and schedule. EIFS is typically cheaper than conventional systems, such as brick or block, and can be erected must faster. It was found that the materials in EIFS do not support mold growth more any other building systems. However, a considerable amount of moisture can build up in the façade system if constructed improperly. EIFS is a beneficial cladding system, as long as it is constructed properly.

There are many ways in which the healthcare industry could benefit from sustainable construction. The foremost being the increase in physician and staff productivity and the enhanced well‐being of the patients. Studies have shown that sustainability improves the performance of its occupants and has significant effects on the health of its occupants. Aspects such as increased daylight and a healthy indoor environmental quality can have significant impacts on the performance and well‐being of the hospital and its physicians, support staff, and patients.

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References


Abington, PA

Connection Redesign

Argentieri, Dominic of Davis Construction. Contacted March 25, 2004. Carter, Charlie of AISC. Contacted March 4, 2004. Fattaleh, Alexander. ʺEstimating Erection.ʺ AISC Liddy, Bill of AISC. Contacted March 4, 2004, March 29, 2004. Manual of Steel Construction, Third Edition. AISC. 2001. Trexler, Jon of Intech Construction. Contacted February 25, 2004, March, 24, 2004, and March 26,2004.

Faculty Consultations

Dr. Parfitt, February 24, 2004 and March 1, 2004.

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Abington, PA

EIFS: Resistance to Mold Crawford, Keith of Eagle Industrial Hygiene Association. Contacted March 1, 2004. “Current Topics: Exterior Insulation Finish Systems.” GlobeSpec. http://www.globespec.com/topics/eifs.html Dryvit Systems, Inc. website. http://www.dryvit.com “EIFS Facts: Commonly Called Synthetic Stucco.” National Association of Home Builders. http://www.nahb.org Environmental Protection Agency (EPA) website: http://www.epa.gov Fisk, William. “Health and Productivity Gains from Better Indoor Environments and Their Implications for the U.S. Department of Energy.” Indoor Environment Department, Lawrence Berkeley National Laboratory, Berkeley, CA. October 2000. Newton, James. “Infection Control in a Hospital During a Construction Project.” The Ritchie Organization. 2003. Pradinuk, Ray and Paul Marion. “Greening the acute care inpatient unit.” Stantec Architecture Ltd. 2003. Thomas, Robert J. “Exterior Insulation Finish System Design Handbook.” CMD Associates, Inc. Seattle, Washington. 1998. Waltersdorf, Bob of Dryvit Systems. Contacted February 24, 2004, March 30, 2004. Williams, Mark and Barbara Williams. “Exterior Insulation Finish Systems: Current Practices and Future Considerations.” American Society for Testing and Materials. Philadelphia, PA 1994. Yeskolski, Stanley. “The how and why of EIFS moisture inspections.” Building Specs, Inc. Virginia Beach, Virginia. http://www.buildingspecs.com/articles_eifs.cfm Yost, Nathan, Joseph Lstiburek, and Terry Brennan. “Mold: Causes, Health Effects and Clean‐up.” Building Science Corporation. 2002. Yost, Nathan, Joseph Lstiburek, and Terry Brennan. “What You Need to Know About Mold.” Building Science Corporation. 2002.


Dr. Bahnfleth, February 16, 2004.

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http://www.globespec.com/topics/eifs.html

http://www.dryvit.com/

http://www.nahb.org/

http://www.epa.gov/

http://www.buildingspecs.com/articles_eifs.cfm


Abington, PA


“Building Momentum.” National Trends for High Performance Green Buildings. U.S. Green Building Council. February 2003. http://www.usgbc.org/Docs/Resources/043003_hpgb_whitepaper.pdf Carr, Robert. “Heath Care.” Whole Building Design Guide. October 2003 http://www.wbdg.org/design/index.php?cn=1.4&cx=0. Carr, Robert. “Hospital.” Whole Building Design Guide. October 2003. http://www.wbdg.org/design/index.php?cn=1.4.1&cx=0. “Health Care.” Energy Information Administration. July 2002. http://www.eia.doe.gov/emeu/cbecs/pba99/healthcare/healthcare.html Fisk, William. “Health and Productivity Gains from Better Indoor Environments and Their Implications for the U.S. Department of Energy.” Lawrence Berkeley National Laboratory. October 1, 2000. Fisk, William. “Improved Productivity and Health from Better Indoor Environments.” CBS Newsletter. 1997. “Governor Announces Recipients of Green Building Tax Credits.” New York State Homepage. http://www.state.ny.us/governor/press/year03/feb11_03.htm. “Green Birthdays.” Healthcare Without Harm. American College of Nurse Mid‐wives. October 2001. “Green Building Tax Credit.” Maryland Energy Administration. http://www.energy.state.md.us/programs/commercial/greenbuilding. Green Guidelines for Healthcare Construction website. http://www.gghc.org. McKahan, Donald. “Healthcare Facilities: Current Trends and Future Forecasts.” The Academy Journal, version 1, October 1998. National Center for Health Statistics. http://www.cdc.gov/nchs/ “Opportunities for State Action: Green Buildings Tax Credit.” American Council for an Energy‐Efficient Economy. http://www.aeee.org/energy/buildfs.pdf. “Picture Perfect: The Healthcare Model.” Guenther 5 Architects. Greenbuild Conference 2003.

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http://www.usgbc.org/Docs/Resources/043003_hpgb_whitepaper.pdf

http://www.wbdg.org/design/index.php?cn=1.4&cx=0

http://www.wbdg.org/design/index.php?cn=1.4.1&cx=0

http://www.eia.doe.gov/emeu/cbecs/pba99/healthcare/healthcare.html

http://www.state.ny.us/governor/press/year03/feb11_03.htm

http://www.energy.state.md.us/programs/commercial/greenbuilding

http://www.gghc.org/

http://www.cdc.gov/nchs/

http://www.aeee.org/energy/buildfs.pdf


Abington, PA

Pradinuk, Ray and Paul Marion. “Greening the acute care inpatient unit.” Stantec Architecture Ltd. 2003. “Resource Guide for Sustainable Development.” Urban Environmental Institute. Seattle, Washington. October 2002. Roberts, Greg. “Turning Healthcare Green: A Case for Sustainable Healthcare.” AIA Academy of Architecture for Health. http://www.aia.org/aah/journal/ARTICLES/v5_02/article01a.asp. Rocky Mountain Institute website. http://www.rmi.org/ Romm, Joseph and William Browning. “Greening the Building and the Bottom Line: Increasing Productivity through Energy‐Efficient Design.” Rocky Mountain Institute. 1998. “San Francisco Green Building.” The City and County of San Francisco, Department of the Environment, April 2003. http://www.usgbc.org/Chapters/LosAngeles/Docs/MGBCE_PalmerMark.pdf Sandrick, Karen. “Building a Green Future.” Health Forum 2003. http://www.hospitalconnect.com/hfmmagazine/jsp/articledisplay.jsp?dcrpath=AHA/NewsStory_Article/data/0302HFM_CoverStory&domain=HFMMAGAZINE. Ulrich, Roger. “View Through a Window May Influence Recovery from Surgery.” University of Delaware. 1984. U.S. Department of Labor, Bureau of Labor Statistics website. http://www.bls.gov U.S. Green Building Council website. http://www.usgbc.org. Vittori, Gail. “Green and Healthy Buildings for the Healthcare Industry.” Center for Maximum Potential Building Systems, Austin Texas. October 2002. Vittori, Gail. “Greening Health Care: A Work in Progress.” Harvard School of Public Health. Center for Maximum Potential Building Systems, Austin Texas. December 2002. http://www.greencampus.harvard.edu/recommend_resource/presentations/bpe_20021219_gail_vittori.pdf


Dr. Horman, February 19, 2004 and March 1, 2004. Dr. Riley, February – March, 2004.

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http://www.aia.org/aah/journal/ARTICLES/v5_02/article01g.asp

http://www.rmi.org/

http://www.usgbc.org/Chapters/LosAngeles/Docs/MGBCE_PalmerMark.pdf

http://www.hospitalconnect.com/hfmmagazine/jsp/articledisplay.jsp?dcrpath=AHA/NewsStory_Article/data/0302HFM_CoverStory&domain=HFMMAGAZINE

http://www.hospitalconnect.com/hfmmagazine/jsp/articledisplay.jsp?dcrpath=AHA/NewsStory_Article/data/0302HFM_CoverStory&domain=HFMMAGAZINE

http://www.bls.gov/

http://www.usgbc.org/

http://www.greencampus.harvard.edu/recommend_resource/presentations/bpe_20021219_gail_vittori.pdf

http://www.greencampus.harvard.edu/recommend_resource/presentations/bpe_20021219_gail_vittori.pdf

2003-2004 AE Senior Thesis Program Construction Management Option

Bi-Weekly CM Advisor Conference

21 January 2004 3:35PM—AE Thesis Library

Attendees: Dr. Horman [email protected] 814.863.2080 Battison, Ethan [email protected] 724.396.6096 Cardamone, Joe [email protected] 814.278.6437 Cecere, Andy [email protected] 814.876.0050 Fisher, Rob [email protected] 301.514.2796 Kessinger, A.J. [email protected] 570.233.6330 Masters, Will [email protected] 724.316.0083 Nussbaum, Brian [email protected] 215.380.4549 Peglowski, Brian [email protected] 724.544.6812 Minutes:

We will be having ½ hour bi-weekly meetings with Dr. Horman in the Thesis Library. Cardamone, Cecere, Kessinger, & Peglowski will meet Dr. Horman @ 3:35-4:05 PM. Battison, Fisher, Masters, & Nussbaum will meet Dr. Horman @ 4:05-4:35 PM.

We will meet each week to discuss problems, ask questions, etc. amongst ourselves. These start at 3:35 in the Thesis Library.

Dr. Horman reviewed the CM Senior Thesis Packet that was distributed the previous week.

Collect the meeting minutes…they go into our Final Thesis Books. They are not included in the Thesis Summary Books.

Updates #1 & #2 should reflect all work completed. Include a summary sheet similar to the Executive Summaries.

Dr. Horman reviewed individual schedules, evaluated progress, & made suggestions to accomplish tasks.

Bring an updated schedule to the Bi-Weekly Advisor Conferences. They are not needed for the Inter-CM Student Meetings.

Prepared By: Andrew F. Cecere

Email [email protected] with any corrections/additions

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mailto:[email protected]










2003-2004 AE Senior Thesis Program Construction Management Option

Bi-Weekly CM Inter-Student Conference

28 January 2004 3:35PM—AE Thesis Library

Attendees: Dr. Horman [email protected] 814.863.2080 Battiston, Ethan [email protected] 724.396.6096 Cardamone, Joe [email protected] 814.278.6437 Cecere, Andy [email protected] 814.876.0050 Fisher, Rob [email protected] 301.514.2796 Kessinger, A.J. [email protected] 570.233.6330 Masters, Will [email protected] 724.316.0083 Nussbaum, Brian [email protected] 215.380.4549 Peglowski, Brian [email protected] 724.544.6812 Minutes:

Decided that we should collect everyone’s thesis buildings and topics to create a Resource List for each other to reference for questions, teamwork, etc. This information will be collected @ next week’s meeting with Dr. Horman.

PACE Meeting—Feb 2nd @ 6PM (107 Engr B). We determined that we are all behind and it’s impossible to have 33%

done in 2 weeks of actual work. However, everyone is confident that they’ll meet the 66% update in March.

Next meeting is Wed. February 11 @ 3:35 in the Thesis Library.

Prepared By: Andrew F. Cecere

Email [email protected] with any corrections/additions

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Appendix A

Contractor Coordination Schedule

ABINGTON MEMORIAL HOSPITALHOSPITAL EXPANSION PROJECT: ABING - 000INTECH / Driscoll - a joint venture

M/E/P Coordination Program - EXHIBIT 'R' Coordination Drawing Schedule (Dates are Calculated In Work Days - 5 day work week)Print date: 10/17/2003

rev date: 10/17/2003 DRAWING SCHEDULE DATES# of weeks for Coord. 33 weeks

SORT NO. SPEC SECTION DWG NO. DRAWING DESCRIPTION / LOCATION REV

REQD DURTN START DATE CMPL DATE










077 15A-010.121 C-B-5A COORDINATION DRAWING: BASEMENT B-5 / COL. LINES E-H / 4-6 0 5 1-Oct-03 7-Oct-03 2 8-Oct-03 9-Oct-03 0 10-Oct-03 9-Oct-03 2 10-Oct-03 13-Oct-03 2 14-Oct-03 15-Oct-03 2 16-Oct-03 17-Oct-03 2 20-Oct-03 21-Oct-03 1 22-Oct-03 22-Oct-03 1 23-Oct-03 23-Oct-03 1 24-Oct-03 24-Oct-03 18

078 15A-010.121 C-B-5B COORDINATION DRAWING: BASEMENT B-5 / COL. LINES E-H / 2-4 0 4 2-Oct-03 7-Oct-03 2 8-Oct-03 9-Oct-03 0 10-Oct-03 9-Oct-03 2 10-Oct-03 13-Oct-03 1 14-Oct-03 14-Oct-03 1 15-Oct-03 15-Oct-03 2 16-Oct-03 17-Oct-03 1 20-Oct-03 20-Oct-03 1 21-Oct-03 21-Oct-03 1 22-Oct-03 22-Oct-03 15

079 15A-010.121 C-B-8A COORDINATION DRAWING: BASEMENT B-8 / COL. LINES A-E / 4-6 0 5 6-Oct-03 10-Oct-03 3 13-Oct-03 15-Oct-03 0 16-Oct-03 15-Oct-03 4 16-Oct-03 21-Oct-03 2 22-Oct-03 23-Oct-03 2 24-Oct-03 27-Oct-03 1 28-Oct-03 28-Oct-03 1 29-Oct-03 29-Oct-03 1 30-Oct-03 30-Oct-03 1 31-Oct-03 31-Oct-03 20

080 15A-010.121 C-B-8B COORDINATION DRAWING: BASEMENT B-8 / COL. LINES A-E / 2-4 0 5 7-Oct-03 13-Oct-03 3 14-Oct-03 16-Oct-03 0 17-Oct-03 16-Oct-03 3 17-Oct-03 21-Oct-03 1 22-Oct-03 22-Oct-03 2 23-Oct-03 24-Oct-03 1 27-Oct-03 27-Oct-03 1 28-Oct-03 28-Oct-03 1 29-Oct-03 29-Oct-03 1 30-Oct-03 30-Oct-03 18

081 15A-010.121 C-B-10A COORDINATION DRAWING: BASEMENT B-9 / COL. LINES EA-EE / E3-E5 0 4 9-Oct-03 14-Oct-03 2 15-Oct-03 16-Oct-03 0 17-Oct-03 16-Oct-03 3 17-Oct-03 21-Oct-03 2 22-Oct-03 23-Oct-03 1 24-Oct-03 24-Oct-03 1 27-Oct-03 27-Oct-03 1 28-Oct-03 28-Oct-03 1 29-Oct-03 29-Oct-03 1 30-Oct-03 30-Oct-03 16

082 15A-010.121 C-B-10B COORDINATION DRAWING: BASEMENT B-9 / COL. LINES EA-EE / E1-E3 0 3 10-Oct-03 14-Oct-03 2 15-Oct-03 16-Oct-03 0 17-Oct-03 16-Oct-03 3 17-Oct-03 21-Oct-03 1 22-Oct-03 22-Oct-03 1 23-Oct-03 23-Oct-03 1 24-Oct-03 24-Oct-03 1 27-Oct-03 27-Oct-03 1 28-Oct-03 28-Oct-03 1 29-Oct-03 29-Oct-03 14

083 15A-010.121 C-B-9A COORDINATION DRAWING: BASEMENT B-9 / COL. LINES EA-EE / E8-E10 0 3 13-Oct-03 15-Oct-03 3 16-Oct-03 20-Oct-03 0 21-Oct-03 20-Oct-03 2 21-Oct-03 22-Oct-03 2 23-Oct-03 24-Oct-03 2 27-Oct-03 28-Oct-03 1 29-Oct-03 29-Oct-03 1 30-Oct-03 30-Oct-03 1 31-Oct-03 31-Oct-03 1 3-Nov-03 3-Nov-03 16

084 15A-010.121 C-B-9B COORDINATION DRAWING: BASEMENT B-9 / COL. LINES EA-EE / E5-E8 0 3 14-Oct-03 16-Oct-03 3 17-Oct-03 21-Oct-03 0 22-Oct-03 21-Oct-03 3 22-Oct-03 24-Oct-03 2 27-Oct-03 28-Oct-03 2 29-Oct-03 30-Oct-03 1 31-Oct-03 31-Oct-03 1 3-Nov-03 3-Nov-03 1 4-Nov-03 4-Nov-03 1 5-Nov-03 5-Nov-03 17

085 15A-010.121 C-B-2 COORDINATION DRAWING: BASEMENT B-2 / COL. LINES H-K / 5-8 0 5 16-Oct-03 22-Oct-03 3 23-Oct-03 27-Oct-03 0 28-Oct-03 27-Oct-03 3 28-Oct-03 30-Oct-03 2 31-Oct-03 3-Nov-03 2 4-Nov-03 5-Nov-03 2 6-Nov-03 7-Nov-03 1 10-Nov-03 10-Nov-03 2 11-Nov-03 12-Nov-03 2 13-Nov-03 14-Nov-03 22

086 15A-010.121 C-B-4 COORDINATION DRAWING: BASEMENT B-4 / COL. LINES E-H / 6-8 0 4 17-Oct-03 22-Oct-03 3 23-Oct-03 27-Oct-03 0 28-Oct-03 27-Oct-03 3 28-Oct-03 30-Oct-03 2 31-Oct-03 3-Nov-03 2 4-Nov-03 5-Nov-03 2 6-Nov-03 7-Nov-03 1 10-Nov-03 10-Nov-03 1 11-Nov-03 11-Nov-03 1 12-Nov-03 12-Nov-03 19

087 15A-010.121 C-B-7 COORDINATION DRAWING: BASEMENT B-7 / COL. LINES A-E / 6-8 0 5 21-Oct-03 27-Oct-03 4 28-Oct-03 31-Oct-03 0 3-Nov-03 31-Oct-03 4 3-Nov-03 6-Nov-03 2 7-Nov-03 10-Nov-03 3 11-Nov-03 13-Nov-03 2 14-Nov-03 17-Nov-03 2 18-Nov-03 19-Nov-03 2 20-Nov-03 21-Nov-03 2 24-Nov-03 25-Nov-03 26

088 15A-010.121 C-B-1 COORDINATION DRAWING: BASEMENT B-1 / COL. LINES H-K / 8-10 0 4 22-Oct-03 27-Oct-03 3 28-Oct-03 30-Oct-03 0 31-Oct-03 30-Oct-03 3 31-Oct-03 4-Nov-03 2 5-Nov-03 6-Nov-03 2 7-Nov-03 10-Nov-03 2 11-Nov-03 12-Nov-03 1 13-Nov-03 13-Nov-03 1 14-Nov-03 14-Nov-03 1 17-Nov-03 17-Nov-03 19

089 15A-010.121 C-B-3A COORDINATION DRAWING: BASEMENT B-3 / COL. LINES E-H / 10-12 0 2 24-Oct-03 27-Oct-03 3 28-Oct-03 30-Oct-03 0 31-Oct-03 30-Oct-03 2 31-Oct-03 3-Nov-03 2 4-Nov-03 5-Nov-03 2 6-Nov-03 7-Nov-03 1 10-Nov-03 10-Nov-03 1 11-Nov-03 11-Nov-03 1 12-Nov-03 12-Nov-03 1 13-Nov-03 13-Nov-03 15

090 15A-010.121 C-B-3B COORDINATION DRAWING: BASEMENT B-3 / COL. LINES E-H / 8-10 0 3 27-Oct-03 29-Oct-03 3 30-Oct-03 3-Nov-03 0 4-Nov-03 3-Nov-03 2 4-Nov-03 5-Nov-03 2 6-Nov-03 7-Nov-03 2 10-Nov-03 11-Nov-03 1 12-Nov-03 12-Nov-03 1 13-Nov-03 13-Nov-03 1 14-Nov-03 14-Nov-03 1 17-Nov-03 17-Nov-03 16

091 15A-010.121 C-B-6A COORDINATION DRAWING: BASEMENT B-6 / COL. LINES A-E / 10-12 0 2 29-Oct-03 30-Oct-03 2 31-Oct-03 3-Nov-03 0 4-Nov-03 3-Nov-03 2 4-Nov-03 5-Nov-03 2 6-Nov-03 7-Nov-03 1 10-Nov-03 10-Nov-03 1 11-Nov-03 11-Nov-03 1 12-Nov-03 12-Nov-03 1 13-Nov-03 13-Nov-03 1 14-Nov-03 14-Nov-03 13

092 15A-010.121 C-B-6B COORDINATION DRAWING: BASEMENT B-6 / COL. LINES A-E / 8-10 0 3 30-Oct-03 3-Nov-03 2 4-Nov-03 5-Nov-03 0 6-Nov-03 5-Nov-03 2 6-Nov-03 7-Nov-03 2 10-Nov-03 11-Nov-03 1 12-Nov-03 12-Nov-03 1 13-Nov-03 13-Nov-03 1 14-Nov-03 14-Nov-03 1 17-Nov-03 17-Nov-03 1 18-Nov-03 18-Nov-03 14

001 15A-010.121 C-5-5A COORDINATION DRAWING: FIFTH FLOOR 5-5 / COL. LINES E-H / 4-6 0 4 3-Nov-03 6-Nov-03 2 7-Nov-03 10-Nov-03 1 11-Nov-03 11-Nov-03 2 12-Nov-03 13-Nov-03 2 14-Nov-03 17-Nov-03 2 18-Nov-03 19-Nov-03 2 20-Nov-03 21-Nov-03 1 24-Nov-03 24-Nov-03 1 25-Nov-03 25-Nov-03 1 26-Nov-03 26-Nov-03 18

002 15A-010.121 C-5-5B COORDINATION DRAWING: FIFTH FLOOR 5-5 / COL. LINES E-H / 1-4 0 5 4-Nov-03 10-Nov-03 2 11-Nov-03 12-Nov-03 1 13-Nov-03 13-Nov-03 2 14-Nov-03 17-Nov-03 2 18-Nov-03 19-Nov-03 2 20-Nov-03 21-Nov-03 2 24-Nov-03 25-Nov-03 1 26-Nov-03 26-Nov-03 1 1-Dec-03 1-Dec-03 1 2-Dec-03 2-Dec-03 19

003 15A-010.121 C-5-8A COORDINATION DRAWING: FIFTH FLOOR 5-8 / COL. LINES A-E / 4-6 0 4 6-Nov-03 11-Nov-03 2 12-Nov-03 13-Nov-03 1 14-Nov-03 14-Nov-03 2 17-Nov-03 18-Nov-03 2 19-Nov-03 20-Nov-03 2 21-Nov-03 24-Nov-03 2 25-Nov-03 26-Nov-03 1 1-Dec-03 1-Dec-03 1 2-Dec-03 2-Dec-03 1 3-Dec-03 3-Dec-03 18

004 15A-010.121 C-5-8B COORDINATION DRAWING: FIFTH FLOOR 5-8 / COL. LINES A-E / 2-4 0 5 7-Nov-03 13-Nov-03 2 14-Nov-03 17-Nov-03 1 18-Nov-03 18-Nov-03 2 19-Nov-03 20-Nov-03 2 21-Nov-03 24-Nov-03 2 25-Nov-03 26-Nov-03 2 1-Dec-03 2-Dec-03 1 3-Dec-03 3-Dec-03 1 4-Dec-03 4-Dec-03 1 5-Dec-03 5-Dec-03 19

005 15A-010.121 C-5-9B COORDINATION DRAWING: FIFTH FLOOR 5-9 / COL. LINES K-E.6 / 6-8 0 4 11-Nov-03 14-Nov-03 2 17-Nov-03 18-Nov-03 0 19-Nov-03 18-Nov-03 2 19-Nov-03 20-Nov-03 2 21-Nov-03 24-Nov-03 1 25-Nov-03 25-Nov-03 1 26-Nov-03 26-Nov-03 1 1-Dec-03 1-Dec-03 1 2-Dec-03 2-Dec-03 1 3-Dec-03 3-Dec-03 15

006 15A-010.121 C-5-2 COORDINATION DRAWING: FIFTH FLOOR 5-2 / COL. LINES H-K / 6-8 0 3 13-Nov-03 17-Nov-03 1 18-Nov-03 18-Nov-03 0 19-Nov-03 18-Nov-03 1 19-Nov-03 19-Nov-03 0 20-Nov-03 19-Nov-03 2 20-Nov-03 21-Nov-03 1 24-Nov-03 24-Nov-03 1 25-Nov-03 25-Nov-03 1 26-Nov-03 26-Nov-03 1 1-Dec-03 1-Dec-03 11

007 15A-010.121 C-5-4 COORDINATION DRAWING: FIFTH FLOOR 5-4 / COL. LINES E-H / 6-8 0 4 17-Nov-03 20-Nov-03 2 21-Nov-03 24-Nov-03 0 25-Nov-03 24-Nov-03 1 25-Nov-03 25-Nov-03 2 26-Nov-03 1-Dec-03 1 2-Dec-03 2-Dec-03 1 3-Dec-03 3-Dec-03 2 4-Dec-03 5-Dec-03 2 8-Dec-03 9-Dec-03 2 10-Dec-03 11-Dec-03 17

008 15A-010.121 C-5-7 COORDINATION DRAWING: FIFTH FLOOR 5-7 / COL. LINES A-E / 6-8 0 5 19-Nov-03 25-Nov-03 2 26-Nov-03 1-Dec-03 0 2-Dec-03 1-Dec-03 1 2-Dec-03 2-Dec-03 2 3-Dec-03 4-Dec-03 1 5-Dec-03 5-Dec-03 1 8-Dec-03 8-Dec-03 2 9-Dec-03 10-Dec-03 2 11-Dec-03 12-Dec-03 2 15-Dec-03 16-Dec-03 18

009 15A-010.121 C-5-3A COORDINATION DRAWING: FIFTH FLOOR 5-3 / COL. LINES E-H / 10-12 0 4 21-Nov-03 26-Nov-03 2 1-Dec-03 2-Dec-03 1 3-Dec-03 3-Dec-03 2 4-Dec-03 5-Dec-03 2 8-Dec-03 9-Dec-03 2 10-Dec-03 11-Dec-03 2 12-Dec-03 15-Dec-03 1 16-Dec-03 16-Dec-03 1 17-Dec-03 17-Dec-03 1 18-Dec-03 18-Dec-03 18

010 15A-010.121 C-5-3B COORDINATION DRAWING: FIFTH FLOOR 5-3 / COL. LINES E-H / 8-10 0 5 24-Nov-03 2-Dec-03 2 3-Dec-03 4-Dec-03 1 5-Dec-03 5-Dec-03 2 8-Dec-03 9-Dec-03 2 10-Dec-03 11-Dec-03 2 12-Dec-03 15-Dec-03 2 16-Dec-03 17-Dec-03 1 18-Dec-03 18-Dec-03 1 19-Dec-03 19-Dec-03 1 22-Dec-03 22-Dec-03 19

011 15A-010.121 C-5-6A COORDINATION DRAWING: FIFTH FLOOR 5-6 / COL. LINES A-E / 10-12 0 4 26-Nov-03 3-Dec-03 2 4-Dec-03 5-Dec-03 1 8-Dec-03 8-Dec-03 2 9-Dec-03 10-Dec-03 2 11-Dec-03 12-Dec-03 2 15-Dec-03 16-Dec-03 2 17-Dec-03 18-Dec-03 1 19-Dec-03 19-Dec-03 1 22-Dec-03 22-Dec-03 1 23-Dec-03 23-Dec-03 18

012 15A-010.121 C-5-6B COORDINATION DRAWING: FIFTH FLOOR 5-6 / COL. LINES A-E / 8-10 0 5 1-Dec-03 5-Dec-03 2 8-Dec-03 9-Dec-03 1 10-Dec-03 10-Dec-03 2 11-Dec-03 12-Dec-03 2 15-Dec-03 16-Dec-03 2 17-Dec-03 18-Dec-03 2 19-Dec-03 22-Dec-03 1 23-Dec-03 23-Dec-03 1 24-Dec-03 24-Dec-03 1 26-Dec-03 26-Dec-03 19

013 15A-010.121 C-4-5A COORDINATION DRAWING: FOURTH FLOOR 4-5 / COL. LINES E-H / 4-6 0 4 3-Dec-03 8-Dec-03 2 9-Dec-03 10-Dec-03 1 11-Dec-03 11-Dec-03 2 12-Dec-03 15-Dec-03 2 16-Dec-03 17-Dec-03 2 18-Dec-03 19-Dec-03 2 22-Dec-03 23-Dec-03 1 24-Dec-03 24-Dec-03 1 26-Dec-03 26-Dec-03 1 29-Dec-03 29-Dec-03 18

014 15A-010.121 C-4-5B COORDINATION DRAWING: FOURTH FLOOR 4-5 / COL. LINES E-H / 1-4 0 5 4-Dec-03 10-Dec-03 2 11-Dec-03 12-Dec-03 1 15-Dec-03 15-Dec-03 2 16-Dec-03 17-Dec-03 2 18-Dec-03 19-Dec-03 2 22-Dec-03 23-Dec-03 2 24-Dec-03 26-Dec-03 1 29-Dec-03 29-Dec-03 1 30-Dec-03 30-Dec-03 1 2-Jan-04 2-Jan-04 19

015 15A-010.121 C-4-8A COORDINATION DRAWING: FOURTH FLOOR 4-8 / COL. LINES A-E / 4-6 0 4 8-Dec-03 11-Dec-03 2 12-Dec-03 15-Dec-03 1 16-Dec-03 16-Dec-03 2 17-Dec-03 18-Dec-03 2 19-Dec-03 22-Dec-03 2 23-Dec-03 24-Dec-03 2 26-Dec-03 29-Dec-03 1 30-Dec-03 30-Dec-03 1 2-Jan-04 2-Jan-04 1 5-Jan-04 5-Jan-04 18

016 15A-010.121 C-4-8B COORDINATION DRAWING: FOURTH FLOOR 4-8 / COL. LINES A-E / 2-4 0 5 9-Dec-03 15-Dec-03 2 16-Dec-03 17-Dec-03 1 18-Dec-03 18-Dec-03 2 19-Dec-03 22-Dec-03 2 23-Dec-03 24-Dec-03 2 26-Dec-03 29-Dec-03 2 30-Dec-03 2-Jan-04 1 5-Jan-04 5-Jan-04 1 6-Jan-04 6-Jan-04 1 7-Jan-04 7-Jan-04 19

017 15A-010.121 C-4-2 COORDINATION DRAWING: FOURTH FLOOR 4-2 / COL. LINES H-E.6 / 6-8 0 5 11-Dec-03 17-Dec-03 1 18-Dec-03 18-Dec-03 0 19-Dec-03 18-Dec-03 1 19-Dec-03 19-Dec-03 1 22-Dec-03 22-Dec-03 2 23-Dec-03 24-Dec-03 1 26-Dec-03 26-Dec-03 1 29-Dec-03 29-Dec-03 1 30-Dec-03 30-Dec-03 1 2-Jan-04 2-Jan-04 14

018 15A-010.121 C-4-4 COORDINATION DRAWING: FOURTH FLOOR 4-4 / COL. LINES E-H / 6-8 0 4 15-Dec-03 18-Dec-03 2 19-Dec-03 22-Dec-03 0 23-Dec-03 22-Dec-03 1 23-Dec-03 23-Dec-03 2 24-Dec-03 26-Dec-03 1 29-Dec-03 29-Dec-03 1 30-Dec-03 30-Dec-03 1 2-Jan-04 2-Jan-04 1 5-Jan-04 5-Jan-04 1 6-Jan-04 6-Jan-04 14

019 15A-010.121 C-4-7 COORDINATION DRAWING: FOURTH FLOOR 4-7 / COL. LINES A-E / 6-8 0 5 17-Dec-03 23-Dec-03 2 24-Dec-03 26-Dec-03 0 29-Dec-03 26-Dec-03 1 29-Dec-03 29-Dec-03 2 30-Dec-03 2-Jan-04 1 5-Jan-04 5-Jan-04 1 6-Jan-04 6-Jan-04 1 7-Jan-04 7-Jan-04 1 8-Jan-04 8-Jan-04 1 9-Jan-04 9-Jan-04 15

TELE / DATA ATC / BASSHEET METAL ELECT LOW VOLTAGETOTAL

DRAWING DURATION

PLUMBING / MED GAS PNEUMATIC TUBE SPRINKLER ELEC DISTRIBUTIONHVAC ELECTRIC FIT-OUT

Part of Exhibit "R"
















DRAWING DURATION


020 15A-010.121 C-4-3A COORDINATION DRAWING: FOURTH FLOOR 4-3 / COL. LINES E-H / 10-12 0 3 19-Dec-03 23-Dec-03 2 24-Dec-03 26-Dec-03 1 29-Dec-03 29-Dec-03 2 30-Dec-03 2-Jan-04 2 5-Jan-04 6-Jan-04 2 7-Jan-04 8-Jan-04 2 9-Jan-04 12-Jan-04 1 13-Jan-04 13-Jan-04 1 14-Jan-04 14-Jan-04 1 15-Jan-04 15-Jan-04 17

021 15A-010.121 C-4-3B COORDINATION DRAWING: FOURTH FLOOR 4-3 / COL. LINES E-H / 8-10 0 4 22-Dec-03 26-Dec-03 2 29-Dec-03 30-Dec-03 1 2-Jan-04 2-Jan-04 2 5-Jan-04 6-Jan-04 2 7-Jan-04 8-Jan-04 2 9-Jan-04 12-Jan-04 2 13-Jan-04 14-Jan-04 1 15-Jan-04 15-Jan-04 1 16-Jan-04 16-Jan-04 1 19-Jan-04 19-Jan-04 18

022 15A-010.121 C-4-6A COORDINATION DRAWING: FOURTH FLOOR 4-6 / COL. LINES A-E / 10-12 0 3 24-Dec-03 29-Dec-03 2 30-Dec-03 2-Jan-04 1 5-Jan-04 5-Jan-04 2 6-Jan-04 7-Jan-04 2 8-Jan-04 9-Jan-04 2 12-Jan-04 13-Jan-04 2 14-Jan-04 15-Jan-04 1 16-Jan-04 16-Jan-04 1 19-Jan-04 19-Jan-04 1 20-Jan-04 20-Jan-04 17

023 15A-010.121 C-4-6B COORDINATION DRAWING: FOURTH FLOOR 4-6 / COL. LINES A-E / 8-10 0 4 26-Dec-03 2-Jan-04 2 5-Jan-04 6-Jan-04 1 7-Jan-04 7-Jan-04 2 8-Jan-04 9-Jan-04 2 12-Jan-04 13-Jan-04 2 14-Jan-04 15-Jan-04 2 16-Jan-04 19-Jan-04 1 20-Jan-04 20-Jan-04 1 21-Jan-04 21-Jan-04 1 22-Jan-04 22-Jan-04 18

024 15A-010.121 C-3-5A COORDINATION DRAWING: THIRD FLOOR 3-5 / COL. LINES E-H / 4-6 0 4 30-Dec-03 6-Jan-04 2 7-Jan-04 8-Jan-04 1 9-Jan-04 9-Jan-04 2 12-Jan-04 13-Jan-04 2 14-Jan-04 15-Jan-04 2 16-Jan-04 19-Jan-04 2 20-Jan-04 21-Jan-04 1 22-Jan-04 22-Jan-04 2 23-Jan-04 26-Jan-04 1 27-Jan-04 27-Jan-04 19

025 15A-010.121 C-3-5B COORDINATION DRAWING: THIRD FLOOR 3-5 / COL. LINES E-H / 1-4 0 5 2-Jan-04 8-Jan-04 2 9-Jan-04 12-Jan-04 1 13-Jan-04 13-Jan-04 2 14-Jan-04 15-Jan-04 2 16-Jan-04 19-Jan-04 2 20-Jan-04 21-Jan-04 2 22-Jan-04 23-Jan-04 1 26-Jan-04 26-Jan-04 2 27-Jan-04 28-Jan-04 1 29-Jan-04 29-Jan-04 20

026 15A-010.121 C-3-8A COORDINATION DRAWING: THIRD FLOOR 3-8 / COL. LINES A-E / 4-6 0 4 6-Jan-04 9-Jan-04 2 12-Jan-04 13-Jan-04 1 14-Jan-04 14-Jan-04 2 15-Jan-04 16-Jan-04 2 19-Jan-04 20-Jan-04 1 21-Jan-04 21-Jan-04 2 22-Jan-04 23-Jan-04 1 26-Jan-04 26-Jan-04 1 27-Jan-04 27-Jan-04 1 28-Jan-04 28-Jan-04 17

027 15A-010.121 C-3-8B COORDINATION DRAWING: THIRD FLOOR 3-8 / COL. LINES A-E / 2-4 0 5 7-Jan-04 13-Jan-04 2 14-Jan-04 15-Jan-04 1 16-Jan-04 16-Jan-04 2 19-Jan-04 20-Jan-04 2 21-Jan-04 22-Jan-04 1 23-Jan-04 23-Jan-04 2 26-Jan-04 27-Jan-04 1 28-Jan-04 28-Jan-04 1 29-Jan-04 29-Jan-04 1 30-Jan-04 30-Jan-04 18

028 15A-010.121 C-3-2 COORDINATION DRAWING: THIRD FLOOR 3-2 / COL. LINES H-K / 6-8 0 2 9-Jan-04 12-Jan-04 1 13-Jan-04 13-Jan-04 0 14-Jan-04 13-Jan-04 1 14-Jan-04 14-Jan-04 1 15-Jan-04 15-Jan-04 1 16-Jan-04 16-Jan-04 1 19-Jan-04 19-Jan-04 1 20-Jan-04 20-Jan-04 1 21-Jan-04 21-Jan-04 1 22-Jan-04 22-Jan-04 10

029 15A-010.121 C-3-4 COORDINATION DRAWING: THIRD FLOOR 3-4 / COL. LINES E-H / 6-8 0 4 13-Jan-04 16-Jan-04 1 19-Jan-04 19-Jan-04 0 20-Jan-04 19-Jan-04 1 20-Jan-04 20-Jan-04 2 21-Jan-04 22-Jan-04 1 23-Jan-04 23-Jan-04 1 26-Jan-04 26-Jan-04 1 27-Jan-04 27-Jan-04 1 28-Jan-04 28-Jan-04 1 29-Jan-04 29-Jan-04 13

030 15A-010.121 C-3-7 COORDINATION DRAWING: THIRD FLOOR 3-7 / COL. LINES A-E / 6-8 0 5 15-Jan-04 21-Jan-04 1 22-Jan-04 22-Jan-04 0 23-Jan-04 22-Jan-04 1 23-Jan-04 23-Jan-04 1 26-Jan-04 26-Jan-04 1 27-Jan-04 27-Jan-04 1 28-Jan-04 28-Jan-04 1 29-Jan-04 29-Jan-04 1 30-Jan-04 30-Jan-04 1 2-Feb-04 2-Feb-04 13

031 15A-010.121 C-3-1 COORDINATION DRAWING: THIRD FLOOR 3-1 / COL. LINES H-K / 8-10 0 2 19-Jan-04 20-Jan-04 1 21-Jan-04 21-Jan-04 0 22-Jan-04 21-Jan-04 0 22-Jan-04 21-Jan-04 0 22-Jan-04 21-Jan-04 0 22-Jan-04 21-Jan-04 0 22-Jan-04 21-Jan-04 0 22-Jan-04 21-Jan-04 0 22-Jan-04 21-Jan-04 0 22-Jan-04 21-Jan-04 3

032 15A-010.121 C-3-3A COORDINATION DRAWING: THIRD FLOOR 3-3 / COL. LINES E-H / 10-12 0 3 21-Jan-04 23-Jan-04 2 26-Jan-04 27-Jan-04 1 28-Jan-04 28-Jan-04 2 29-Jan-04 30-Jan-04 2 2-Feb-04 3-Feb-04 2 4-Feb-04 5-Feb-04 2 6-Feb-04 9-Feb-04 1 10-Feb-04 10-Feb-04 2 11-Feb-04 12-Feb-04 1 13-Feb-04 13-Feb-04 18

033 15A-010.121 C-3-3B COORDINATION DRAWING: THIRD FLOOR 3-3 / COL. LINES E-H / 8-10 0 4 22-Jan-04 27-Jan-04 2 28-Jan-04 29-Jan-04 1 30-Jan-04 30-Jan-04 2 2-Feb-04 3-Feb-04 2 4-Feb-04 5-Feb-04 2 6-Feb-04 9-Feb-04 2 10-Feb-04 11-Feb-04 1 12-Feb-04 12-Feb-04 2 13-Feb-04 16-Feb-04 1 17-Feb-04 17-Feb-04 19

034 15A-010.121 C-3-6A COORDINATION DRAWING: THIRD FLOOR 3-6 / COL. LINES A-E / 10-12 0 3 26-Jan-04 28-Jan-04 1 29-Jan-04 29-Jan-04 0 30-Jan-04 29-Jan-04 1 30-Jan-04 30-Jan-04 1 2-Feb-04 2-Feb-04 1 3-Feb-04 3-Feb-04 1 4-Feb-04 4-Feb-04 1 5-Feb-04 5-Feb-04 1 6-Feb-04 6-Feb-04 1 9-Feb-04 9-Feb-04 11

035 15A-010.121 C-3-6B COORDINATION DRAWING: THIRD FLOOR 3-6 / COL. LINES A-E / 8-10 0 3 27-Jan-04 29-Jan-04 1 30-Jan-04 30-Jan-04 0 2-Feb-04 30-Jan-04 1 2-Feb-04 2-Feb-04 1 3-Feb-04 3-Feb-04 1 4-Feb-04 4-Feb-04 1 5-Feb-04 5-Feb-04 1 6-Feb-04 6-Feb-04 1 9-Feb-04 9-Feb-04 1 10-Feb-04 10-Feb-04 11

036 15A-010.121 C-2-5A COORDINATION DRAWING: SECOND FLOOR 2-5 / COL. LINES E-H / 4-6 0 4 29-Jan-04 3-Feb-04 2 4-Feb-04 5-Feb-04 2 6-Feb-04 9-Feb-04 2 10-Feb-04 11-Feb-04 2 12-Feb-04 13-Feb-04 2 16-Feb-04 17-Feb-04 2 18-Feb-04 19-Feb-04 1 20-Feb-04 20-Feb-04 1 23-Feb-04 23-Feb-04 1 24-Feb-04 24-Feb-04 19

037 15A-010.121 C-2-5B COORDINATION DRAWING: SECOND FLOOR 2-5 / COL. LINES E-H / 1-4 0 5 30-Jan-04 5-Feb-04 2 6-Feb-04 9-Feb-04 2 10-Feb-04 11-Feb-04 2 12-Feb-04 13-Feb-04 2 16-Feb-04 17-Feb-04 2 18-Feb-04 19-Feb-04 2 20-Feb-04 23-Feb-04 1 24-Feb-04 24-Feb-04 1 25-Feb-04 25-Feb-04 1 26-Feb-04 26-Feb-04 20

038 15A-010.121 C-2-8A COORDINATION DRAWING: SECOND FLOOR 2-8 / COL. LINES A-E / 4-6 0 4 3-Feb-04 6-Feb-04 2 9-Feb-04 10-Feb-04 0 11-Feb-04 10-Feb-04 2 11-Feb-04 12-Feb-04 2 13-Feb-04 16-Feb-04 2 17-Feb-04 18-Feb-04 2 19-Feb-04 20-Feb-04 1 23-Feb-04 23-Feb-04 1 24-Feb-04 24-Feb-04 1 25-Feb-04 25-Feb-04 17

039 15A-010.121 C-2-8B COORDINATION DRAWING: SECOND FLOOR 2-8 / COL. LINES A-E / 2-4 0 5 4-Feb-04 10-Feb-04 2 11-Feb-04 12-Feb-04 0 13-Feb-04 12-Feb-04 2 13-Feb-04 16-Feb-04 2 17-Feb-04 18-Feb-04 2 19-Feb-04 20-Feb-04 2 23-Feb-04 24-Feb-04 1 25-Feb-04 25-Feb-04 1 26-Feb-04 26-Feb-04 1 27-Feb-04 27-Feb-04 18

040 15A-010.121 C-2-2 COORDINATION DRAWING: SECOND FLOOR 2-2 / COL. LINES H-K / 5-8 0 4 6-Feb-04 11-Feb-04 4 12-Feb-04 17-Feb-04 3 18-Feb-04 20-Feb-04 3 23-Feb-04 25-Feb-04 3 26-Feb-04 1-Mar-04 3 2-Mar-04 4-Mar-04 1 5-Mar-04 5-Mar-04 1 8-Mar-04 8-Mar-04 1 9-Mar-04 9-Mar-04 1 10-Mar-04 10-Mar-04 24

041 15A-010.121 C-2-4 COORDINATION DRAWING: SECOND FLOOR 2-4 / COL. LINES E-H / 6-8 0 4 10-Feb-04 13-Feb-04 2 16-Feb-04 17-Feb-04 1 18-Feb-04 18-Feb-04 1 19-Feb-04 19-Feb-04 2 20-Feb-04 23-Feb-04 1 24-Feb-04 24-Feb-04 1 25-Feb-04 25-Feb-04 1 26-Feb-04 26-Feb-04 1 27-Feb-04 27-Feb-04 1 1-Mar-04 1-Mar-04 15

042 15A-010.121 C-2-7 COORDINATION DRAWING: SECOND FLOOR 2-7 / COL. LINES A-E / 6-8 0 5 12-Feb-04 18-Feb-04 2 19-Feb-04 20-Feb-04 0 23-Feb-04 20-Feb-04 1 23-Feb-04 23-Feb-04 2 24-Feb-04 25-Feb-04 1 26-Feb-04 26-Feb-04 1 27-Feb-04 27-Feb-04 1 1-Mar-04 1-Mar-04 1 2-Mar-04 2-Mar-04 1 3-Mar-04 3-Mar-04 15

043 15A-010.121 C-2-1 COORDINATION DRAWING: SECOND FLOOR 2-1 / COL. LINES H-K / 8-10 0 3 16-Feb-04 18-Feb-04 4 19-Feb-04 24-Feb-04 0 25-Feb-04 24-Feb-04 3 25-Feb-04 27-Feb-04 3 1-Mar-04 3-Mar-04 3 4-Mar-04 8-Mar-04 1 9-Mar-04 9-Mar-04 1 10-Mar-04 10-Mar-04 1 11-Mar-04 11-Mar-04 1 12-Mar-04 12-Mar-04 20

044 15A-010.121 C-2-3A COORDINATION DRAWING: SECOND FLOOR 2-3 / COL. LINES E-H / 10-12 0 3 18-Feb-04 20-Feb-04 2 23-Feb-04 24-Feb-04 1 25-Feb-04 25-Feb-04 2 26-Feb-04 27-Feb-04 2 1-Mar-04 2-Mar-04 2 3-Mar-04 4-Mar-04 2 5-Mar-04 8-Mar-04 1 9-Mar-04 9-Mar-04 2 10-Mar-04 11-Mar-04 1 12-Mar-04 12-Mar-04 18

045 15A-010.121 C-2-3B COORDINATION DRAWING: SECOND FLOOR 2-3 / COL. LINES E-H / 8-10 0 4 19-Feb-04 24-Feb-04 2 25-Feb-04 26-Feb-04 1 27-Feb-04 27-Feb-04 2 1-Mar-04 2-Mar-04 2 3-Mar-04 4-Mar-04 2 5-Mar-04 8-Mar-04 2 9-Mar-04 10-Mar-04 1 11-Mar-04 11-Mar-04 2 12-Mar-04 15-Mar-04 1 16-Mar-04 16-Mar-04 19

046 15A-010.121 C-2-6A COORDINATION DRAWING: SECOND FLOOR 2-6 / COL. LINES A-E / 10-12 0 4 23-Feb-04 26-Feb-04 2 27-Feb-04 1-Mar-04 0 2-Mar-04 1-Mar-04 2 2-Mar-04 3-Mar-04 2 4-Mar-04 5-Mar-04 2 8-Mar-04 9-Mar-04 2 10-Mar-04 11-Mar-04 1 12-Mar-04 12-Mar-04 1 15-Mar-04 15-Mar-04 1 16-Mar-04 16-Mar-04 17

047 15A-010.121 C-2-6B COORDINATION DRAWING: SECOND FLOOR 2-6 / COL. LINES A-E / 8-10 0 4 24-Feb-04 27-Feb-04 2 1-Mar-04 2-Mar-04 0 3-Mar-04 2-Mar-04 2 3-Mar-04 4-Mar-04 2 5-Mar-04 8-Mar-04 2 9-Mar-04 10-Mar-04 2 11-Mar-04 12-Mar-04 1 15-Mar-04 15-Mar-04 1 16-Mar-04 16-Mar-04 1 17-Mar-04 17-Mar-04 17

048 15A-010.121 C-1-5A COORDINATION DRAWING: FIRST FLOOR 1-5 / COL. LINES E-H / 4-6 0 4 26-Feb-04 2-Mar-04 2 3-Mar-04 4-Mar-04 0 5-Mar-04 4-Mar-04 2 5-Mar-04 8-Mar-04 2 9-Mar-04 10-Mar-04 2 11-Mar-04 12-Mar-04 2 15-Mar-04 16-Mar-04 1 17-Mar-04 17-Mar-04 1 18-Mar-04 18-Mar-04 1 19-Mar-04 19-Mar-04 17

049 15A-010.121 C-1-5B COORDINATION DRAWING: FIRST FLOOR 1-5 / COL. LINES E-H / 1-4 0 5 27-Feb-04 4-Mar-04 2 5-Mar-04 8-Mar-04 0 9-Mar-04 8-Mar-04 2 9-Mar-04 10-Mar-04 2 11-Mar-04 12-Mar-04 2 15-Mar-04 16-Mar-04 2 17-Mar-04 18-Mar-04 1 19-Mar-04 19-Mar-04 1 22-Mar-04 22-Mar-04 1 23-Mar-04 23-Mar-04 18

050 15A-010.121 C-1-8A COORDINATION DRAWING: FIRST FLOOR 1-8 / COL. LINES A-E / 2-6 0 4 2-Mar-04 5-Mar-04 2 8-Mar-04 9-Mar-04 0 10-Mar-04 9-Mar-04 2 10-Mar-04 11-Mar-04 2 12-Mar-04 15-Mar-04 2 16-Mar-04 17-Mar-04 2 18-Mar-04 19-Mar-04 1 22-Mar-04 22-Mar-04 1 23-Mar-04 23-Mar-04 1 24-Mar-04 24-Mar-04 17

051 15A-010.121 C-1-8B COORDINATION DRAWING: FIRST FLOOR 1-8 / COL. LINES A-E / 2-6 0 5 3-Mar-04 9-Mar-04 2 10-Mar-04 11-Mar-04 0 12-Mar-04 11-Mar-04 2 12-Mar-04 15-Mar-04 2 16-Mar-04 17-Mar-04 2 18-Mar-04 19-Mar-04 2 22-Mar-04 23-Mar-04 1 24-Mar-04 24-Mar-04 1 25-Mar-04 25-Mar-04 1 26-Mar-04 26-Mar-04 18

052 15A-010.121 C-1-2A COORDINATION DRAWING: FIRST FLOOR 1-2 / COL. LINES H-K / 6-8 0 5 5-Mar-04 11-Mar-04 3 12-Mar-04 16-Mar-04 0 17-Mar-04 16-Mar-04 2 17-Mar-04 18-Mar-04 3 19-Mar-04 23-Mar-04 3 24-Mar-04 26-Mar-04 3 29-Mar-04 31-Mar-04 2 1-Apr-04 2-Apr-04 1 5-Apr-04 5-Apr-04 1 6-Apr-04 6-Apr-04 23

053 15A-010.121 C-1-2B COORDINATION DRAWING: FIRST FLOOR 1-2 / COL. LINES H-K / 4-6 0 3 8-Mar-04 10-Mar-04 2 11-Mar-04 12-Mar-04 0 15-Mar-04 12-Mar-04 2 15-Mar-04 16-Mar-04 2 17-Mar-04 18-Mar-04 2 19-Mar-04 22-Mar-04 2 23-Mar-04 24-Mar-04 1 25-Mar-04 25-Mar-04 1 26-Mar-04 26-Mar-04 1 29-Mar-04 29-Mar-04 16

Part of Exhibit "R"
















DRAWING DURATION


054 15A-010.121 C-1-4 COORDINATION DRAWING: FIRST FLOOR 1-4 / COL. LINES E-H / 6-8 0 4 10-Mar-04 15-Mar-04 2 16-Mar-04 17-Mar-04 0 18-Mar-04 17-Mar-04 2 18-Mar-04 19-Mar-04 1 22-Mar-04 22-Mar-04 1 23-Mar-04 23-Mar-04 1 24-Mar-04 24-Mar-04 1 25-Mar-04 25-Mar-04 1 26-Mar-04 26-Mar-04 1 29-Mar-04 29-Mar-04 14

055 15A-010.121 C-1-7 COORDINATION DRAWING: FIRST FLOOR 1-7 / COL. LINES A-E / 6-8 0 5 12-Mar-04 18-Mar-04 2 19-Mar-04 22-Mar-04 0 23-Mar-04 22-Mar-04 2 23-Mar-04 24-Mar-04 1 25-Mar-04 25-Mar-04 1 26-Mar-04 26-Mar-04 1 29-Mar-04 29-Mar-04 1 30-Mar-04 30-Mar-04 1 31-Mar-04 31-Mar-04 1 1-Apr-04 1-Apr-04 15

056 15A-010.121 C-1-1 COORDINATION DRAWING: FIRST FLOOR 1-1 / COL. LINES H-K / 8-10 0 5 16-Mar-04 22-Mar-04 4 23-Mar-04 26-Mar-04 0 29-Mar-04 26-Mar-04 4 29-Mar-04 1-Apr-04 3 2-Apr-04 6-Apr-04 3 7-Apr-04 9-Apr-04 3 12-Apr-04 14-Apr-04 3 15-Apr-04 19-Apr-04 3 20-Apr-04 22-Apr-04 2 23-Apr-04 26-Apr-04 30

057 15A-010.121 C-1-3A COORDINATION DRAWING: FIRST FLOOR 1-3 / COL. LINES E-H / 10-12 0 3 18-Mar-04 22-Mar-04 2 23-Mar-04 24-Mar-04 0 25-Mar-04 24-Mar-04 2 25-Mar-04 26-Mar-04 2 29-Mar-04 30-Mar-04 2 31-Mar-04 1-Apr-04 2 2-Apr-04 5-Apr-04 2 6-Apr-04 7-Apr-04 1 8-Apr-04 8-Apr-04 1 9-Apr-04 9-Apr-04 17

058 15A-010.121 C-1-3B COORDINATION DRAWING: FIRST FLOOR 1-3 / COL. LINES E-H / 8-10 0 4 19-Mar-04 24-Mar-04 2 25-Mar-04 26-Mar-04 0 29-Mar-04 26-Mar-04 2 29-Mar-04 30-Mar-04 2 31-Mar-04 1-Apr-04 2 2-Apr-04 5-Apr-04 2 6-Apr-04 7-Apr-04 2 8-Apr-04 9-Apr-04 1 12-Apr-04 12-Apr-04 1 13-Apr-04 13-Apr-04 18

059 15A-010.121 C-1-6A COORDINATION DRAWING: FIRST FLOOR 1-6 / COL. LINES A-E / 10-12 0 3 23-Mar-04 25-Mar-04 2 26-Mar-04 29-Mar-04 0 30-Mar-04 29-Mar-04 2 30-Mar-04 31-Mar-04 2 1-Apr-04 2-Apr-04 1 5-Apr-04 5-Apr-04 1 6-Apr-04 6-Apr-04 1 7-Apr-04 7-Apr-04 1 8-Apr-04 8-Apr-04 1 9-Apr-04 9-Apr-04 14

060 15A-010.121 C-1-6B COORDINATION DRAWING: FIRST FLOOR 1-6 / COL. LINES A-E / 8-10 0 3 24-Mar-04 26-Mar-04 1 29-Mar-04 29-Mar-04 0 30-Mar-04 29-Mar-04 2 30-Mar-04 31-Mar-04 1 1-Apr-04 1-Apr-04 1 2-Apr-04 2-Apr-04 1 5-Apr-04 5-Apr-04 1 6-Apr-04 6-Apr-04 1 7-Apr-04 7-Apr-04 1 8-Apr-04 8-Apr-04 12

061 15A-010.121 C-G-5A COORDINATION DRAWING: GROUND FLOOR G-5 / COL. LINES E-H / 4-6 0 3 26-Mar-04 30-Mar-04 2 31-Mar-04 1-Apr-04 0 2-Apr-04 1-Apr-04 2 2-Apr-04 5-Apr-04 2 6-Apr-04 7-Apr-04 1 8-Apr-04 8-Apr-04 2 9-Apr-04 12-Apr-04 2 13-Apr-04 14-Apr-04 1 15-Apr-04 15-Apr-04 1 16-Apr-04 16-Apr-04 16

062 15A-010.121 C-G-5B COORDINATION DRAWING: GROUND FLOOR G-5 / COL. LINES E-H / 1-4 0 4 29-Mar-04 1-Apr-04 2 2-Apr-04 5-Apr-04 0 6-Apr-04 5-Apr-04 2 6-Apr-04 7-Apr-04 2 8-Apr-04 9-Apr-04 1 12-Apr-04 12-Apr-04 2 13-Apr-04 14-Apr-04 2 15-Apr-04 16-Apr-04 1 19-Apr-04 19-Apr-04 1 20-Apr-04 20-Apr-04 17

063 15A-010.121 C-G-8A COORDINATION DRAWING: GROUND FLOOR G-8 / COL. LINES A-E / 4-6 0 4 31-Mar-04 5-Apr-04 2 6-Apr-04 7-Apr-04 0 8-Apr-04 7-Apr-04 2 8-Apr-04 9-Apr-04 2 12-Apr-04 13-Apr-04 1 14-Apr-04 14-Apr-04 2 15-Apr-04 16-Apr-04 2 19-Apr-04 20-Apr-04 1 21-Apr-04 21-Apr-04 1 22-Apr-04 22-Apr-04 17

064 15A-010.121 C-G-8B COORDINATION DRAWING: GROUND FLOOR G-8 / COL. LINES A-E / 2-4 0 4 1-Apr-04 6-Apr-04 2 7-Apr-04 8-Apr-04 0 9-Apr-04 8-Apr-04 2 9-Apr-04 12-Apr-04 2 13-Apr-04 14-Apr-04 1 15-Apr-04 15-Apr-04 2 16-Apr-04 19-Apr-04 2 20-Apr-04 21-Apr-04 1 22-Apr-04 22-Apr-04 1 23-Apr-04 23-Apr-04 17

065 15A-010.121 C-G-10A COORDINATION DRAWING: GROUND FLOOR G-10 / COL. LINES EA-EE / E3-E5 0 3 5-Apr-04 7-Apr-04 2 8-Apr-04 9-Apr-04 0 12-Apr-04 9-Apr-04 1 12-Apr-04 12-Apr-04 1 13-Apr-04 13-Apr-04 1 14-Apr-04 14-Apr-04 0 15-Apr-04 14-Apr-04 1 15-Apr-04 15-Apr-04 0 16-Apr-04 15-Apr-04 1 16-Apr-04 16-Apr-04 10

066 15A-010.121 C-G-10B COORDINATION DRAWING: GROUND FLOOR G-10 / COL. LINES EA-EE / E1-E3 0 2 6-Apr-04 7-Apr-04 2 8-Apr-04 9-Apr-04 0 12-Apr-04 9-Apr-04 1 12-Apr-04 12-Apr-04 1 13-Apr-04 13-Apr-04 1 14-Apr-04 14-Apr-04 0 15-Apr-04 14-Apr-04 1 15-Apr-04 15-Apr-04 0 16-Apr-04 15-Apr-04 1 16-Apr-04 16-Apr-04 9

067 15A-010.121 C-G-9A COORDINATION DRAWING: GROUND FLOOR G-9 / COL. LINES EA-EE / E8-E10 0 2 8-Apr-04 9-Apr-04 2 12-Apr-04 13-Apr-04 0 14-Apr-04 13-Apr-04 1 14-Apr-04 14-Apr-04 1 15-Apr-04 15-Apr-04 1 16-Apr-04 16-Apr-04 0 19-Apr-04 16-Apr-04 1 19-Apr-04 19-Apr-04 0 20-Apr-04 19-Apr-04 1 20-Apr-04 20-Apr-04 9

068 15A-010.121 C-G-9B COORDINATION DRAWING: GROUND FLOOR G-9 / COL. LINES EA-EE / E5-E8 0 2 9-Apr-04 12-Apr-04 2 13-Apr-04 14-Apr-04 0 15-Apr-04 14-Apr-04 1 15-Apr-04 15-Apr-04 1 16-Apr-04 16-Apr-04 1 19-Apr-04 19-Apr-04 0 20-Apr-04 19-Apr-04 1 20-Apr-04 20-Apr-04 0 21-Apr-04 20-Apr-04 1 21-Apr-04 21-Apr-04 9

069 15A-010.121 C-G-2 COORDINATION DRAWING: GROUND FLOOR G-2 / COL. LINES H-K / 5-8 0 4 13-Apr-04 16-Apr-04 4 19-Apr-04 22-Apr-04 0 23-Apr-04 22-Apr-04 4 23-Apr-04 28-Apr-04 3 29-Apr-04 3-May-04 2 4-May-04 5-May-04 3 6-May-04 10-May-04 1 11-May-04 11-May-04 1 12-May-04 12-May-04 1 13-May-04 13-May-04 23

070 15A-010.121 C-G-4 COORDINATION DRAWING: GROUND FLOOR G-4 / COL. LINES E-H / 6-8 0 4 15-Apr-04 20-Apr-04 4 21-Apr-04 26-Apr-04 0 27-Apr-04 26-Apr-04 4 27-Apr-04 30-Apr-04 3 3-May-04 5-May-04 2 6-May-04 7-May-04 3 10-May-04 12-May-04 2 13-May-04 14-May-04 1 17-May-04 17-May-04 1 18-May-04 18-May-04 24

071 15A-010.121 C-G-7 COORDINATION DRAWING: GROUND FLOOR G-7 / COL. LINES A-E / 6-8 0 5 19-Apr-04 23-Apr-04 3 26-Apr-04 28-Apr-04 0 29-Apr-04 28-Apr-04 3 29-Apr-04 3-May-04 3 4-May-04 6-May-04 2 7-May-04 10-May-04 3 11-May-04 13-May-04 2 14-May-04 17-May-04 1 18-May-04 18-May-04 1 19-May-04 19-May-04 23

072 15A-010.121 C-G-1 COORDINATION DRAWING: GROUND FLOOR G-1 / COL. LINES H-K / 8-10 0 3 21-Apr-04 23-Apr-04 3 26-Apr-04 28-Apr-04 0 29-Apr-04 28-Apr-04 3 29-Apr-04 3-May-04 2 4-May-04 5-May-04 2 6-May-04 7-May-04 3 10-May-04 12-May-04 1 13-May-04 13-May-04 1 14-May-04 14-May-04 1 17-May-04 17-May-04 19

073 15A-010.121 C-G-3A COORDINATION DRAWING: GROUND FLOOR G-3 / COL. LINES E-H / 10-12 0 2 23-Apr-04 26-Apr-04 2 27-Apr-04 28-Apr-04 0 29-Apr-04 28-Apr-04 2 29-Apr-04 30-Apr-04 2 3-May-04 4-May-04 1 5-May-04 5-May-04 2 6-May-04 7-May-04 1 10-May-04 10-May-04 1 11-May-04 11-May-04 1 12-May-04 12-May-04 14

074 15A-010.121 C-G-3B COORDINATION DRAWING: GROUND FLOOR G-3 / COL. LINES E-H / 8-10 0 3 26-Apr-04 28-Apr-04 3 29-Apr-04 3-May-04 0 4-May-04 3-May-04 2 4-May-04 5-May-04 2 6-May-04 7-May-04 2 10-May-04 11-May-04 2 12-May-04 13-May-04 1 14-May-04 14-May-04 1 17-May-04 17-May-04 1 18-May-04 18-May-04 17

075 15A-010.121 C-G-6A COORDINATION DRAWING: GROUND FLOOR G-6 / COL. LINES A-E / 10-12 0 3 28-Apr-04 30-Apr-04 2 3-May-04 4-May-04 0 5-May-04 4-May-04 2 5-May-04 6-May-04 2 7-May-04 10-May-04 2 11-May-04 12-May-04 2 13-May-04 14-May-04 1 17-May-04 17-May-04 1 18-May-04 18-May-04 1 19-May-04 19-May-04 16

076 15A-010.121 C-G-6B COORDINATION DRAWING: GROUND FLOOR G-6 / COL. LINES A-E / 8-10 0 4 29-Apr-04 4-May-04 3 5-May-04 7-May-04 0 10-May-04 7-May-04 2 10-May-04 11-May-04 2 12-May-04 13-May-04 2 14-May-04 17-May-04 2 18-May-04 19-May-04 1 20-May-04 20-May-04 1 21-May-04 21-May-04 1 24-May-04 24-May-04 18

Part of Exhibit "R"


Appendix B

Project Schedule Summary

Abington Memorial Hospital AMH Classic Schedule Layout 24-Mar-04 18:30Activity ID Activity Name Original

DurationStart Finish

A1010 Design Documents (GMP) 175 04-Feb-02 04-Oct-02A1000 Procurement 1 02-Sep-02 02-Sep-02A1020 Garage Construction 225 07-Oct-02 15-Aug-03A1030 Foundations 79 12-Feb-03 02-Jun-03A1040 Site Work - Remediate Soil 43 24-Feb-03 23-Apr-03A1050 Transformer Yard 67 03-Mar-03 03-Jun-03A1060 Steel Erection/ Bolt-up 83 02-Jun-03 24-Sep-03A1070 Slab on Metal Deck 67 12-Aug-03 12-Nov-03A1080 Site Work - Backfill & Grade 20 19-Aug-03 15-Sep-03A1090 Slab on Grade 14 28-Aug-03 16-Sep-03A1100 Site Utilities 22 16-Oct-03 14-Nov-03A1110 Basement CMU 26 31-Oct-03 05-Dec-03A1120 MEP Rough-in 103 14-Nov-03 06-Apr-04A1130 Install EIFS Panels 68 17-Nov-03 18-Feb-04A1140 Brick 77 10-Dec-03 25-Mar-04A1150 Perimeter Rough-in 30 11-Dec-03 21-Jan-04A1160 Windows & Curtain Wall 75 09-Jan-04 22-Apr-04A1170 Roofing 40 29-Jan-04 24-Mar-04A1180 Fit-Out 299 05-Mar-04 27-Apr-05A1190 Elevators 178 11-Mar-04 15-Nov-04A1200 Punchlist 167 05-Oct-04 25-May-05A1210 Site Concrete & Landscaping 33 03-May-05 16-Jun-05A1220 E.R. Trauma Renovations 128 16-Jun-05 12-Dec-05

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q22002 2003 2004 2005 2006 2007

Design Documents (GMP)Procurement

Garage ConstructionFoundations

Site Work - Remediate SoilTransformer Yard

Steel Erection/ Bolt-upSlab on Metal Deck

Site Work - Backfill & GradeSlab on Grade

Site UtilitiesBasement CMU

MEP Rough-inInstall EIFS Panels

BrickPerimeter Rough-in

Windows & Curtain WallRoofing

Fit-OutElevators

PunchlistSite Concrete & Landscaping

E.R. Trauma Renovations

Actual WorkRemaining WorkCritical Remaining WorkMilestone

Summary TASK filter: All Activities

© Primavera Systems, Inc. Page 1 of 1


Appendix C

Detailed Project Schedule

Abington Memorial Hospital Classic Schedule Layout 09-Nov-03 23:58Activity Name Original


Design Phase - GMP Docs Comp... 175 04-Feb-02 04-Oct-02Parking Garage Construction 225 07-Oct-02 15-Aug-03Foundations 79 12-Feb-03 02-Jun-03Site Work - Remediate Soil 43 24-Feb-03 23-Apr-03Transformer Yard 67 03-Mar-03 03-Jun-03Steel Fabrication & Delivery 84 18-Mar-03 11-Jul-03Erect Tower Crane 9 19-May-03 29-May-03Steel Erection / Bolt-up 83 02-Jun-03 24-Sep-03Underslab M.E.P. 30 07-Aug-03 17-Sep-03Slab on Metal Deck 68 12-Aug-03 13-Nov-03Site Work - Backfill & Grade 20 19-Aug-03 15-Sep-03Slab on Grade 14 28-Aug-03 16-Sep-03Install E.I.F.S. Panel Slab Angles 20 10-Sep-03 07-Oct-03Spray Fireproofing 75 17-Sep-03 30-Dec-03Install Metal Pan Stairs 60 08-Oct-03 30-Dec-03Frame Exterior Back-up Walls 40 15-Oct-03 09-Dec-03Site Utilities 22 16-Oct-03 14-Nov-03MEP Risers - Basement to Penth... 20 27-Oct-03 21-Nov-03Basement CMU 26 31-Oct-03 05-Dec-03MEP Rough-in Basement 100 14-Nov-03 01-Apr-04Install E.I.F.S. Panels 65 17-Nov-03 13-Feb-04Brick 77 10-Dec-03 25-Mar-04MEP Studs & Piping Bathrooms 2... 14 11-Dec-03 30-Dec-03MEP Studs & Piping Bathrooms 3rd 15 18-Dec-03 07-Jan-04MEP Studs & Piping Bathrooms 4th 14 26-Dec-03 14-Jan-04MEP Studs & Piping Bathrooms 5th 13 05-Jan-04 21-Jan-04Windows & Curtain Wall 75 09-Jan-04 22-Apr-04MEP Overhead Rough-in 5th 60 23-Jan-04 15-Apr-04Roofing 40 29-Jan-04 24-Mar-04MEP Overhead Rough-in 4th 60 03-Mar-04 25-May-04

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 42002 2003 2004 2005 2006 2007

Design Phase - GMP Docs CompleteParking Garage Construction

FoundationsSite Work - Remediate Soil

Transformer YardSteel Fabrication & Delivery

Erect Tower CraneSteel Erection / Bolt-upUnderslab M.E.P.

Slab on Metal DeckSite Work - Backfill & GradeSlab on GradeInstall E.I.F.S. Panel Slab Angles

Spray FireproofingInstall Metal Pan Stairs

Frame Exterior Back-up WallsSite UtilitiesMEP Risers - Basement to PenthouseBasement CMU

MEP Rough-in BasementInstall E.I.F.S. Panels

BrickMEP Studs & Piping Bathrooms 2ndMEP Studs & Piping Bathrooms 3rdMEP Studs & Piping Bathrooms 4thMEP Studs & Piping Bathrooms 5th

Windows & Curtain WallMEP Overhead Rough-in 5th

RoofingMEP Overhead Rough-in 4th

Actual WorkRemaining WorkCritical Remaining WorkMilestone

Summary TASK filter: All Activities




Studs & Hollow Metal - 5th 40 05-Mar-04 29-Apr-04Elevators 178 11-Mar-04 15-Nov-04Mobilize Truck Crane - Bridge 1 30-Mar-04 30-Mar-04Erect Bridge 7 31-Mar-04 08-Apr-04MEP In-wall Rough-in 5th 50 02-Apr-04 10-Jun-04MEP Overhead Rough-in 3rd 60 12-Apr-04 02-Jul-04Remove Tower Crane 10 13-Apr-04 26-Apr-04Studs & Hollow Metal - 4th 40 14-Apr-04 08-Jun-04Demobilize Truck Crane - Bridge 1 21-Apr-04 21-Apr-04Pour Stairs and Landings 20 03-May-04 28-May-04Drywall & Ceilings - 5th 60 06-May-04 28-Jul-04MEP In-wall Rough-in 4th 50 12-May-04 20-Jul-04MEP Overhead Rough-in 2nd 100 20-May-04 06-Oct-04Studs & Hollow Metal - 3rd 40 24-May-04 16-Jul-04Drywall & Ceilings - 4th 60 16-Jun-04 07-Sep-04Finishes - 5th 75 18-Jun-04 30-Sep-04MEP In-wall Rough-in 3rd 50 22-Jun-04 30-Aug-04MEP Overhead Rough-in 1st 75 30-Jun-04 12-Oct-04Studs & Hollow Metal - 2nd 40 02-Jul-04 26-Aug-04Drywall & Ceilings - 3rd 60 27-Jul-04 18-Oct-04Finishes - 4th 75 29-Jul-04 10-Nov-04MEP In-wall Rough-in 2nd 50 02-Aug-04 08-Oct-04MEP Overhead Rough-in Ground 75 10-Aug-04 22-Nov-04Studs & Hollow Metal - 1st 50 12-Aug-04 20-Oct-04Drywall & Ceilings - 2nd 60 03-Sep-04 25-Nov-04Finishes - 3rd 75 08-Sep-04 21-Dec-04MEP In-wall Rough-in 1st 60 10-Sep-04 02-Dec-04Layout & Top Track 55 10-Sep-04 25-Nov-04Studs & Hollow Metal - Ground 50 21-Sep-04 29-Nov-04Drywall & Ceilings - 1st 75 14-Oct-04 26-Jan-05Finishes - 2nd 75 18-Oct-04 28-Jan-05MEP In-wall Rough-in Ground 60 19-Oct-04 10-Jan-05Studs & Hollow Metal - Basement 30 02-Nov-04 13-Dec-04Drywall & Ceilings - Ground 75 22-Nov-04 04-Mar-05Finishes - 1st 80 26-Nov-04 17-Mar-05


Studs & Hollow Metal - 5thElevators

Mobilize Truck Crane - BridgeErect Bridge

MEP In-wall Rough-in 5thMEP Overhead Rough-in 3rd

Remove Tower CraneStuds & Hollow Metal - 4th

Demobilize Truck Crane - BridgePour Stairs and Landings

Drywall & Ceilings - 5thMEP In-wall Rough-in 4th

MEP Overhead Rough-in 2ndStuds & Hollow Metal - 3rd

Drywall & Ceilings - 4thFinishes - 5th

MEP In-wall Rough-in 3rdMEP Overhead Rough-in 1st

Studs & Hollow Metal - 2ndDrywall & Ceilings - 3rdFinishes - 4th

MEP In-wall Rough-in 2ndMEP Overhead Rough-in Ground

Studs & Hollow Metal - 1stDrywall & Ceilings - 2nd

Finishes - 3rdMEP In-wall Rough-in 1stLayout & Top TrackStuds & Hollow Metal - Ground

Drywall & Ceilings - 1stFinishes - 2nd

MEP In-wall Rough-in GroundStuds & Hollow Metal - Basement

Drywall & Ceilings - GroundFinishes - 1st




Finishes - Basement 40 15-Dec-04 08-Feb-05Finishes - Ground 80 06-Jan-05 27-Apr-05Commissioning 40 14-Jan-05 10-Mar-05Punchlist 50 06-Apr-05 14-Jun-05Site Concrete & Landscaping 33 02-May-05 15-Jun-05E.R. Trauma Renovations 128 16-Jun-05 12-Dec-05


Finishes - BasementFinishes - Ground

CommissioningPunchlistSite Concrete & Landscaping

E.R. Trauma Renovations



Appendix D

Connection Details


Appendix E

Existing Connection Analysis

Existing

Productivity:6 Bolts / 6 Bolts/hr * = 1 hr

0.6 lb welding / 1 lb weld/hr ** = 0.6 hr20 = 0.33 hr

1.93 hr

1.93 hr * 200 connections = 386 hr total

Labor:(Crew of 6)

386 hr / 6 erectors = 65 hr

65 hr / 8 hr/day = 9 days

Material:6 Bolts * 2.E-04 ton/bolt = 0.0012 ton***

0.6 lb welding / 2000 lb/ton = 0.0003 ton= 0.0016 ton***= 0.0032 ton***= 0.0715 ton***

0.0778 ton

0.078 ton * 200 connections = 15.6 ton

Costs:Labor:

9 days * 6 erectors * $95 /day **** = $5,130

Material:15.6 ton * $550 /ton * = $8,558

Delivery:15.6 ton * $25 /ton * = $389

Data References* - Fattaleh, Alexander. "Estimating Erection." AISC** - Dominic Argentieri, Davis Construction*** - Manual of Steel Construction, Third Edition. AISC. 2001.**** - Jon Trexler, Intech Construction

per connection

per connection

schedule

min material preperation/layout

Top 5/16" plate (12"x6"x5/16")Bottom 5/16" plate (6"x6"x5/16")

Double Channels (5.4 lb/ft * 12ft +2ft)


Appendix F

Proposed Connection Analysis

Proposed

Productivity:3 Bolts / 6 Bolts/hr * = 0.5 hr

0.22 lb welding / 1 lb weld/hr ** = 0.22 hr0 = 0 hr

0.72 hr

0.72 hr * 200 connections = 144 hr total

Labor:On Site (Crew of 6)

144 hr / 6 erectors = 24 hr

24 hr / 8 hr/day = 3 days

Material:6 Bolts * 2.E-04 ton/bolt = 0.0012 ton***

0.22 lb welding / 2000 lb/ton = 0.00011 ton= 0.00245 ton***= 0.00695 ton***= 0.0583 ton***

0.06901 ton

0.069 ton * 200 connections = 13.8 ton total

Costs:Labor:

3 days * 6 erectors * $95 /day**** = $1,710

Material:13.8 ton * $550 /ton = $7,591

Delivery:13.8 ton * $75 /ton * = $1,035

Pre-Fabrication:13.8 ton * $30 /ton welding * = $414.0613.8 ton * $200 /ton labor * = $2,760.40

$3,174.46

Data References* - Fattaleh, Alexander. "Estimating Erection." AISC** - Dominic Argentieri, Davis Construction*** - Manual of Steel Construction, Third Edition. AISC. 2001.**** - Jon Trexler, Intech Construction

per connection

per connection

schedule

min material prep

Angle A (9.8lb/ft * .5')Angle B (11.6lb/ft * 1.2')Angle C (9.72lb/ft * 12')


Appendix G

EIFS Manufacturer Detail – Typical System

DRYVIT BASE COAT

REINFORCING MESHPANZER 15 OR 20

DRYVIT REINFORCING MESH

DRYVIT FINISH

EXPANDED POLYSTYRENE

SUBSTRATE

INSULATION BOARD

DRYVIT ADHESIVE

DRYVIT BASE COAT

DRYVIT BASE COAT

DRYVIT OUTSULATION SYSTEM

BY OTHERS

BY OTHERS

DRYVIT OUTSULATION SYSTEM

DRYVIT BASE COAT

DRYVIT BASE COAT

DRYVIT ADHESIVE

INSULATION BOARD

SUBSTRATE

EXPANDED POLYSTYRENE

DRYVIT FINISH


NORMAL

HIGH

IMPACT

IMPACT

Outsulation System

1992 Dryvit Systems, Inc.

Printed in U.S.A.

C

R

APPROVED BY: REV: DATE:

Outsulation SystemThe architecture, engineering and design of the project usingthe Dryvit products is the responsibility of the project'sdesign professional. All systems must comply with localbuilding codes and standards. This detail is for generalinformation and guidance only and Dryvit, Inc. specificallydisclaims any liability for the use of this detail and for thearchitecture, design, engineering or workmanship of anyproject. The project design professional determines, in itssole discretion, whether this detail or a functionally equivalentalternative is best suited for the project. Use of afunctionally equivalent detail does not violate Dryvit'swarranty. This detail is subject to change without notice.Contact Dryvit to insure you have the most recent version.

TEW

CONTRACT DRAWINGS.ZONES SHOULD BE INDICATED ONPLUS MESH. LOCATION OF HIGH IMPACTMESH PRIOR TO STANDARD OR STANDARDBASE COAT REINFORCED WITH PANZERTRAFFIC, OR DELIBERATE IMPACT HAVE THEEXPOSED TO ABNORMAL STRESS, HIGH

1. DRYVIT RECOMMENDS THAT GROUNDFLOOR APPLICATIONS AND ALL FACADES

NOTE:

TM

R

TM

9/24/998

OS 0.0.01


Appendix H

EIFS Manufacturer Detail – Drainable System

2/29/003

OPL 0.0.01

DRYVIT BASE COAT

PANZER REINFORCING MESH


DRYVIT FINISH

EPS INSULATION BOARD

DRYVIT BASE COAT

DRYVIT BASE COAT

DRYVIT STARTER TRACK

DRYVIT BASE COAT

DRYVIT BASE COAT

VERTICAL NOTCHED TROWEL

APPROVED SUBSTRATE

EPS INSULATION BOARD

DRYVIT FINISH


NORMAL

HIGH

IMPACT

IMPACT

Outsulation Plus System

BACKSTOPTM

BACKSTOPTM

APPROVED SUBSTRATE

DRYVIT ADHESIVE IN

CONFIGURATION

1998 Dryvit Systems, Inc.Printed in U.S.A.

C

R

APPROVED BY: REV: DATE:

Outsulation PlusThe architecture, engineering and design of the project usingthe Dryvit products is the responsibility of the project'sdesign professional. All systems must comply with localbuilding codes and standards. This detail is for generalinformation and guidance only and Dryvit, Inc. specificallydisclaims any liability for the use of this detail and for thearchitecture, design, engineering or workmanship of anyproject. The project design professional determines, in itssole discretion, whether this detail or a functionally equivalentalternative is best suited for the project. Use of afunctionally equivalent detail does not violate Dryvit'swarranty. This detail is subject to change without notice.Contact Dryvit to insure you have the most recent version.

TEW

OR DRYVIT DRAINAGE STRIP

DRYVIT STARTER TRACKOR DRYVIT DRAINAGE STRIP

VERTICAL NOTCHED TROWELCONFIGURATION

DRYVIT ADHESIVE IN


Appendix I

U.S. Green Building Council LEEDtm Checklist

Version 2.1 Registered Project Checklist

Project NameYes ? No City, State

Sustainable Sites 14 Points

Y Prereq 1 Erosion & Sedimentation Control Required

Credit 1 Site Selection 1

Credit 2 Urban Redevelopment 1

Credit 3 Brownfield Redevelopment 1

Credit 4.1 Alternative Transportation, Public Transportation Access 1

Credit 4.2 Alternative Transportation, Bicycle Storage & Changing Rooms 1

Credit 4.3 Alternative Transportation, Alternative Fuel Vehicles 1

Credit 4.4 Alternative Transportation, Parking Capacity and Carpooling 1

Credit 5.1 Reduced Site Disturbance, Protect or Restore Open Space 1

Credit 5.2 Reduced Site Disturbance, Development Footprint 1

Credit 6.1 Stormwater Management, Rate and Quantity 1

Credit 6.2 Stormwater Management, Treatment 1

Credit 7.1 Landscape & Exterior Design to Reduce Heat Islands, Non-Roof 1

Credit 7.2 Landscape & Exterior Design to Reduce Heat Islands, Roof 1

Credit 8 Light Pollution Reduction 1

Yes ? No

Water Efficiency 5 Points

Credit 1.1 Water Efficient Landscaping, Reduce by 50% 1

Credit 1.2 Water Efficient Landscaping, No Potable Use or No Irrigation 1

Credit 2 Innovative Wastewater Technologies 1

Credit 3.1 Water Use Reduction, 20% Reduction 1

Credit 3.2 Water Use Reduction, 30% Reduction 1

Yes ? No

Energy & Atmosphere 17 Points

Y Prereq 1 Fundamental Building Systems Commissioning Required

Y Prereq 2 Minimum Energy Performance Required

Y Prereq 3 CFC Reduction in HVAC&R Equipment Required

Credit 1 Optimize Energy Performance 1 to 10

Credit 2.1 Renewable Energy, 5% 1



Credit 3 Additional Commissioning 1

Credit 4 Ozone Depletion 1

Credit 5 Measurement & Verification 1

Credit 6 Green Power 1

Yes ? No

Materials & Resources 13 Points

Y Prereq 1 Storage & Collection of Recyclables Required

Credit 1.1 Building Reuse, Maintain 75% of Existing Shell 1

Credit 1.2 Building Reuse, Maintain 100% of Shell 1

U.S. Green Building Council LEED Checklist LEEDTM Green Building Rating System 2.1

Credit 1.3 Building Reuse, Maintain 100% Shell & 50% Non-Shell 1

Credit 2.1 Construction Waste Management, Divert 50% 1

Credit 2.2 Construction Waste Management, Divert 75% 1

Credit 3.1 Resource Reuse, Specify 5% 1

Credit 3.2 Resource Reuse, Specify 10% 1

Credit 4.1 Recycled Content, Specify 5% (post-consumer + ½ post-industrial) 1

Credit 4.2 Recycled Content, Specify 10% (post-consumer + ½ post-industrial) 1

Credit 5.1 Local/Regional Materials, 20% Manufactured Locally 1

Credit 5.2 Local/Regional Materials, of 20% Above, 50% Harvested Locally 1

Credit 6 Rapidly Renewable Materials 1

Credit 7 Certified Wood 1

Yes ? No

Indoor Environmental Quality 15 Points

Y Prereq 1 Minimum IAQ Performance RequiredY Prereq 2 Environmental Tobacco Smoke (ETS) Control Required

Credit 1 Carbon Dioxide (CO2 ) Monitoring 1Credit 2 Ventilation Effectiveness 1Credit 3.1 Construction IAQ Management Plan, During Construction 1Credit 3.2 Construction IAQ Management Plan, Before Occupancy 1Credit 4.1 Low-Emitting Materials, Adhesives & Sealants 1Credit 4.2 Low-Emitting Materials, Paints 1Credit 4.3 Low-Emitting Materials, Carpet 1Credit 4.4 Low-Emitting Materials, Composite Wood & Agrifiber 1Credit 5 Indoor Chemical & Pollutant Source Control 1Credit 6.1 Controllability of Systems, Perimeter 1Credit 6.2 Controllability of Systems, Non-Perimeter 1Credit 7.1 Thermal Comfort, Comply with ASHRAE 55-1992 1Credit 7.2 Thermal Comfort, Permanent Monitoring System 1Credit 8.1 Daylight & Views, Daylight 75% of Spaces 1Credit 8.2 Daylight & Views, Views for 90% of Spaces 1

Yes ? No

Innovation & Design Process 5 Points

Credit 1.1 Innovation in Design: Provide Specific Title 1




Credit 2 LEED™ Accredited Professional 1

Yes ? No

Project Totals (pre-certification estimates) 69 Points

Certified 26-32 points Silver 33-38 points Gold 39-51 points Platinum 52-69 points

U.S. Green Building Council LEED Checklist LEEDTM Green Building Rating System 2.1


Appendix J

Abington Memorial Hospital Patient Survey


Appendix K

“Greening of Healthcare Facilities” Survey

Greening of Healthcare Facilities

This survey was created for a study on the positive effects of a “Green” hospital. I am a senior architectural engineering student at Pennsylvania State University, completing my senior thesis.

I am gathering information on case studies and experience with

sustainable healthcare facilities. Please answer these questions to the best of your ability and your answers will be kept confidential. Thank you very much for your participation in this survey. If you have any questions or additional information, please contact Brian Nussbaum at [email protected].

The LEED (Leadership in Energy and Environmental Design) Green Building Rating System™ emphasizes state of the art strategies for sustainable site development, water savings, energy efficiency, materials selection and indoor environmental quality. Source: U.S. Green Building Council

(Survey also available at http://www.arche.psu.edu/thesis/2004/bjn137/bjn137Survey.htm)

Project Information: Name ___________________________ Location_________________________ Cost_____________________________ Sq.Ft____________________________

Personal Information: Company ________________________ Job Title _________________________ Have you had previous healthcare experience? ______________________ Have you had previous Green building experience? ______________________

Are your answers for this survey based on Green healthcare facility experience or professional knowledge of healthcare construction?

Green Healthcare Facility Experience

Professional Knowledge of Healthcare construction/facilities


http://www.arche.psu.edu/thesis/2004/bjn137/bjn137Survey.htm

1) What was your role in the construction of the building?

Owner Architect Engineer Construction Manager

Other:__________

2) Are you attempting to achieve a LEEDtm rating on this building? What level of LEEDtm rating was the hospital attempting to achieve?

Platinum Gold Silver Certified No Rating What level of LEEDtm rating did this building achieve?

Platinum Gold Silver Certified No Rating 3) If you did not attempt to achieve a LEEDtm rating, please describe why _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ 4) At what point in the project was the decision made to go for a Green/sustainable design?

Initial Conception Conceptual Design Design Documents Early Construction Late Construction Commissioning

5) How experienced was the design/construction team with Green building projects? Very experienced 5 4 3 2 1 No experience 6) There are many potential benefits associated with Green buildings. Please rank the following potential benefits according to their importance in the design of a hospital/healthcare facility.

Least Important Most Important 1 2 3 4 5 6 7 Life Cycle Cost Savings Lower Operating Costs Higher Physician Productivity Higher Staff Productivity Enhanced Well-being of Occupants Enhanced Patient Care Increased Property Value Financial Incentives Environmentally Friendly Marketing Device Other: _________________________ _________________________

7) In what ways do you believe a Green building will affect physician/healthcare staff productivity? (check all that apply)

Life cycle savings can be used to employ additional staff Enhanced well-being and health of physicians More pleasant working atmosphere Marketing to attract outside physicians Other: ____________________________________________________

____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________

8) In what ways do you believe a Green building will affect patient recovery? (check all that apply)

Life cycle savings can be used to administer better patient care Improved health of patients More pleasant atmosphere Other: ____________________________________________________

____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________

9) Do you plan to assess the effects of Green building on physician/healthcare staff productivity once construction is complete?

Yes No Uncertain If so, please describe

____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________

10) Do you plan to assess the effects of Green building on patient recovery once construction is complete?

Yes No Uncertain If so, please describe

____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________

11) How appropriate do you think it is for a hospital to be Green? Very appropriate 5 4 3 2 1 Inappropriate

Please explain

____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________

12) The U.S. Green Building Council has over 450 LEEDtm-certified buildings and only 7 of them are hospitals. Why aren’t more hospitals LEEDtm-rated? What is preventing hospitals from sustainable design? ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________

___________________________________________________________ ___________________________________________________________ Thoughts / Comments (If you have any contacts for additional information, please provide below) ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________

___________________________________________________________ ___________________________________________________________

Would you like to see the results of the survey? ___________________________________________________________ Can I contact you for additional information? Please provide contact information. ___________________________________________________________

Thank you for completing this survey. Your responses will be confidential. If you have any further questions or information, please e-mail Brian Nussbaum at [email protected].
