tight spaces...layton expands island portfolio featured project adding to its high-profile...

Spring 2014A Quarterly Publicationfrom Layton Construction Companywww.laytonconstruction.com

TighT SpaceS,Fast Paces

12 | The Last Wordtexas-sized challenge

David S. Layton

2 | Nuts & BoltsLayton in the News

University hospital | page 4

“always Ready. al-ways there.” that’s the National

Guard motto. to assist in this effort, Layton is currently working on a 43,000-square-foot Wyoming National Guard Readiness cen-ter in afton, Wyo. this $12.6 million design/build facility will contain admin-istrative and recruiting offices, training areas and classrooms, a gymnasium, a kitchen and family welfare areas. to meet state National Guard and federal military missions, the center will have vehicle mainte-nance bays, fueling station, load-ing dock, government vehicle parking and storage, and a small weapons armory. the facility has also been de-signed to double as a local com-munity events center, adding to the service the National Guard offers its local communities.

2 | FOUNDaTiON | Layton construction company

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exceptional corrections Joint venture expands Richard J. Donovan correctional Facility The joint venture of Sundt|Layton has begun work on a design-build expansion of the R.J. Donovan Correctional Facility in Otay Mesa, Calif. California’s Department of Corrections and Rehabilitation (CDCR) chose Sundt|Layton to add a total of 792 beds in three housing units to the exist-

ing facility. This $169 million project is the first design/build project for corrections in the state of California. The partnership includes Arrington Watkins Architects of Phoenix. Preconstruction work is underway with the CDCR in Sacramento.

The planned dormitory-style housing will be constructed using pre-fabricated housing units and precast concrete walls. A second corrections facil-ity — this one in San Mateo County, Calif. — is already under construction by the joint venture Sundt|Layton.

Layton expands island portfolio

Featured Project

adding to its high-profile Hawai’ian ledger, Layton has begun construction of a court-yard by Marriott hotel in La’ie, Hawai’i. the 144-room hotel is part of a vision to revitalize and sustain the Ko’olau Loa region on Oahu’s northern windward

coast. the three-story hotel will include an upscale pool, bistro and meeting space. the hotel is expected to open mid-2015.

Wyoming Guard Readies itself with Afton facility

The Richard J. Donovan Correctional Facility expansion is the second project the state of California has scheduled with the joint

venture team of Sundt|Layton.

Hawai’i

Layton construction company | FOUNDaTiON | 3

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Arizona, Utah each award top honors to Layton Highlighted by its work on the Marshalls Distribution center, Layton earned the General con-tractor of the Year award from arizona Real estate magazine. However, it isn’t just the work the company did on the large projects that caught judges’ attention. “Layton may have overseen the 1.5 million square foot monstrosity that is the Mar-shalls Distribution facility, but our General contractor of the Year doesn’t look away from small projects either, including the renovation of the Maricopa county clerk of the courts building,” said the master of ceremonies at the arizona Real estate magazine ReD awards ceremony. “For such a large company to get satisfaction

from a comparatively small project speaks to the character of the office culture and work ethic … proof of quality over quantity and a company that’s not afraid of the small—or in-comprehensibly large—projects.” the accolades weren’t limited to the state of arizona. Layton con-struction was named 2013 contractor of the Year by the state of Utah. the award is based upon the completion of construction projects awarded to Layton by

Division of Facilities construc-tion and Management (DFcM), including the Veterans admin-

istration (Va) Nursing Homes in Payson and Ivins, Utah. “Layton pro-vided excellent leadership over their design/build teams on each Va project,” said Jim Russell, state DFcM construc-tion program manager. “the

projects were not only completed ahead of schedule, they also passed a week-long complicated Federal Va inspec-tion process the first time.”

State Recognitions

#94

Executive vice president Andrew Geier accepts the General Contractor of the Year award as part of the RED Awards — spon-sored by Arizona Real Estate magazine.

two of Layton’s young leaders have been recog-nized as regional super-stars under 40. spencer allen, project manager in Layton’s Utah office, has been recog-nized as one of eNR Mountain states maga-

zine’s “top 20 under 40.” spencer’s current customer list includes companies like Head-waters, LanDesk and sutter Physician services.

spencer has been with Layton since 2002. eNR southwest quoted General Douglas Macar-thur, who said, “a true leader has the confidence to stand alone, the cour-age to make tough deci-sions and the compassion to listen to the needs of others.” Layton’s David Blaser personifies those qualifi-cations. David joined the Layton interior construction team in arizona in 2004, and has used his leadership skills to assist in build-ing Layton’s market in arizona. He works now as executive vice president of operations in Layton’s arizona office.

Allen

Blaser

Layton duo recognized as young leaders in regions

Layton was named the No. 94 largest commercial contractor in the country. (2013, ENR’s Top 400 Contractors in the U.S.)

TiGhT SPACeS

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University hospitalSan Antonio, Texas


[ Project Profile ]

Level I trauma center expandedby Layton and joint venture partnersSTORY BY GREG BENNETT

niversity Hospital in San Antonio is a medical necessity. It’s the

closest Level I trauma center for millions of south Texas residents. It

gets visits from medical helicopters hourly and must have access to

the latest in specialized care and equipment. > > >

EXTERIOR PHOTOS BY MCCONNELL PHOTOGRAPHYINTERIOR PHOTOS BY GARY HARTMAN PHOTOGRAPHY

U

The new parking garage includes a helipad. The garage has designated trauma patient elevators that allow

direct access to a bridge leading to the trauma center. It also includes living quarters for medical helicopter crews, enabling them to be on site 24 hours a day.

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To that end, the University Health System embarked on a capital improvement program — to the sum of $899.4 million — that includes numerous addi-tions and improvements to the hospital. Highlighting the con-struction was the completion of a brand-new, 12-story Sky Tower that added 420 private inpatient rooms, an expanded emergency department and two floors con-sisting of 35 operating suites. The complexity of the proj-ect and the importance of local


The DetailsStart DateMarch 2010

ConstructionCompletion Date

March 2014

Total Square Footage1.1 million

Contract value$615 million

ArchitectPerkins + Will

Dallas

> > > “For ZVL internally, we had a member of every company on every project. every-one shared responsibility.”

Mark CantuProject coordinator, Zachry Vaughn Layton

company involvement meant Layton Construction teamed with two large Texas-based construction companies — Vaughn Construc-tion and Zachry Construction Corporation — to form the joint-venture company Zachry Vaughn Layton. The new company, hereaf-ter referred to as ZVL, presented to

the owner’s representatives together and quickly won over the selection committee. The crew at ZVL combined with Perkins + Will and Jacobs/GGC Engineering, Broaddus + Munoz (program management) to fill out the team that would bring the project to reality.

A second central utility plant, to run the new tower, was built under the existing parking garage and utility lines were tunneled under the existing hospi-tal to reach the new tower.

[ Project Profile ]

Grow on The Go The tricky part of the project — besides the massive size — is one Layton Construction frequently deals with when renovating and ex-panding hospitals: The hospital must remain fully open and operational during the entire course of the proj-ect. Any service interruptions were scheduled and minimized. This 24-7 emergency care avail-ability meant the project involved complicated scheduling and phas-ing that had to be completed with precision. “This is the lead Level I trauma center in south Texas,” says Kris

Jenson, senior project manager with ZVL. “We had to keep things open at all times.” And procedures had to be com-pleted and implemented quickly. “We put the schedule together pretty early on in the process,” says Michael Malone, construction di-rector with ZVL. “It’s a credit that we completed the master schedule 3 ½ years ago and through weekly and monthly scheduling meet-ings, we were able to complete the project on time.” For example, plans called for a helipad on the top of the new 11-story parking structure. How-


concrete . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .ceco concreteearthwork . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .G.t. sirizzotti, Ltd.electrical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .alterman electricFlooring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Intertech FlooringFraming/Drywall . . . . . . . . . Lasco Marlo United/Marek BrothersGlazing and curtainwalls . . . . . . . . . . . . . . . . . . .arrowall companyLow Voltage technologies . . . . . . . . . . . . Walker engineering, Inc.Masonry/stone . . . . . . . . . . . . . . camarata Masonry systems, Inc.Mechanical and Plumbing . . . . . . . . . . . . . . Dynamic systems, Inc.Metal Panels . . . . . . . . . . . . . . . . . . . . . . .Bryne Metals corporationMillwork . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .MGc, Inc.Painting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D&W Painting, Inc.Reinforcing steel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . JaycoRoofing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . chamberlin-austin, LLc

Key Subcontractors

cDc-supported research shows a 25 percent reduction in deaths for se-verely injured patients who receive care at a Level i trauma center rather than at a non-trauma center.

The expansion included $15 million improvements to the pediatric department and increased helicopter access.

ever, to meet the hospital’s needs until the new parking garage was built, a secondary helipad was added to the top of the existing physician’s parking structure. This took careful coordination and patience — for all involved. The coordination involved over-lapping projects in a precise rhythm to ensure seamless workflow and complete understanding from hos-pital owners, staff and patients. “We would put together a 3-D presentation that would show people right where our trucks were going to be and when they were going to be there,” says Mark Cantu, a project coordinator with ZVL. “We did that anytime we impacted the owner.”

UnDer one rooF The five-year project wasn’t just big and complicated. In order to be the most up-to-date facility possible when it was completed, designs and plans had to be done as the construction was happening. This challenge meant decisions had to be made quickly and changes needed to be integrated immedi-ately. Part of the solution was housing all parties under the same roof. Construction managers, architects, engineers, the owner team and other owner’s representatives shared office space for the duration of the project, meaning if you had a question, the answer was just down the hall. “While the idea wasn’t unique to

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Operating rooms are constructed and dedicated with specialized equipment for surgeries performed, including transplant, cardiology and trauma. Some of the suites include video conferencing to help medical students in their training.

Not surprisingly, the physicians and staff members at University Hos-pital were concerned with the effect hospital construction would have on patients. To mitigate concerns — and to provide the best service opportunities for patients at the hospital — ZVL developed a “Patients First” program. ZVL had a dedicated patients’ representative who walked the project and the hospital to make sure patients’ needs were met. The patient representative checked signage, access, sound, visual cues and other potentially problematic construction-related items to make sure they were helpful and within the bounds set by the hospital. “We would pass out cards to physicians and staff and patients to make sure they knew who to call if there were any concerns,” says Jef Johnson, project executive for ZVL. “We had a committee dedicated to mitigate any concerns.” Patient care and safety continued in other areas as well. When life safety systems (fire alarms, evacuation routes) needed to be temporarily disabled or rerouted, ZVL worked closely with fire marshals and hospital staff to provide audible and visual guidance in an emergency. Infection mitigation was also a major concern for ZVL crews. ZVL worked with hospital administrators to develop an infection control risk assessment (ICRA) that carefully defined the workspace and developed protocols to determine criticality of construction impact in each area of the hospital. Then air filtration, waste management and other systems were put in place to meet the strict guidelines developed by construc-tors and the hospital.

‘Patients First’ Focus

[ Project Profile ]


our project, it was something that we all wanted and turned out to be a good thing,” says Steve Milner, project director and principal with Perkins + Will architects. “It made the design and preconstruction phases very collaborative. It helped us get the right project and the right delivery.” While the plan was to have the

team together under one roof for a couple of years, the group was together for closer to five years. “We made personal commit-ments to keep the emotions from overriding the difficult decisions we had to make as a team,” says Jef Johnson, project executive for ZVL. “People work very hard. A lot is expected and emotions are

University hospital

expansionQuick Notes

• During construction, ZVL

crews worked with the hospital

to complete four inspections

from the Joint commission

on accreditation of Health-

care Organizations (JcaHO).

these annual inspections

ensure the hospital meets the

requirements to maintain ac-

creditation. constructors never

created a single circumstance

that might have jeopardized the

hospital’s accreditation.

• sequencing was a major

challenge on this project. For

example, the ZVL team had

to arrange (read: construct)

off-site parking, which then led

to being able to relocate the

helipad and then demolish the

existing garage. Moving the

MRI scanner from its existing

building into refurbished space

in the existing hospital opened

the way to demolishing the

imaging building to prepare for

the new 12-story tower. It was

like a game of tetris for four

years.

• the West Parking Garage has

3,300 parking stalls. Parked

end to end, the cars form a line

8.4 miles long. Now that’s a

texas-sized traffic jam.

• coordination was a constant

with the city of san antonio,

fire marshal, san antonio

Water/sewer, cPs energy and

Via Metropolitan transit.

high. When emotions were high, this team made a concerted effort to find the right answers for the project.” And things stayed in the meeting room. “When you have a contractor and an architect working well together, it makes the project easier to manage,” says Chris Escamilla,

The open design offers an inviting entrance for patients, physicians, staff and visitors — adding to the

quality of care.

“The ZVL team worked closely with health system staff, the design team, and projects managers to deliver a complicated project on time and under budget. Their leadership and will-ingness to work collaboratively in developing solutions to the myriad of complex issues we faced is a big part of the suc-cess of our project.”

Mark webbsenior vice president, University Health system

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a program manager with Jacobs/GGC Engineers. “They worked well together and brought the owner solutions — answers to problems.”

MAxiMUM eFFiCienCy The long project timeframe brought significant advantages to procuring materials and equip-ment ahead of time. Rebar was purchased based on expected needs from tonnage estimates. Other ma-

terial and equipment prices were locked and preordered as much as a year before they were needed. All told, crews pre-purchased $40 mil-lion in materials and equipment, which helped with the budget. “Maintaining the original budget was a major risk,” Kris says. “This was a five-year project and there can be a lot of change in pricing over that time. This approach helped mitigate those rising costs.” The ZVL team also used to the

most up-to-date technology to keep on top of the newest ap-proved plans. In fact, superinten-dents and contractors utilized more

than 100 iPads in the field. “This is the first job I had where all superintendents had iPads,” says Mike Branch, general superinten-

JAN. 2010 JAN. 2011 JAN. 2012

Phase I: West parking lot construction. Heliport con-struction on south parking lot. Site utilities construction on north side of the hospital. (Jan. 2010 to Dec. 2010)

Phase III

Phase I

> > TiMeLiNe

Phase II: Open west parking garage. Demolished north parking garage (south bay), 1987 building and existing heliport. Expanded Central Utility Plant. Added site utilities. Built temporary main en-trance. (Oct. 2010 to Mar. 2010)

Every day a small construction army — numbering as high as 1,400 workers — would descend on the hospital site to do the work. ZVL coordinated the feeding, cooling and management of the workers. The crews would eat in shifts and caterers supplemented the meals. “We established, within the garage, a large lunchroom to facilitate 500 to 600 people at a time,” says Jef Johnson, project executive for ZVL. “We had to get creative.” Another testament to the size of the project was the “trailer city” that appeared in the corner of the property. Made up of the work trailers or various contractors and subcontractors, the “city” had as many as 40 trailers in the area. “We had to design a trailer complex that could accommodate all of those people and then get them power, Internet, phones, water and rest room facilities, essentially, everything they would need,” Jef says.

A Small Army

STAGe 1Phase II> > Excavation for tower and construction of tower structure and exterior skin. Opening of complete west parking garage. Complete north parking garage refurbishment. Con-tinue construction of Central Utility Plant. EC Plaza Construction. (Apr. 2011 to Sept. 2012)

Before a project that affected the flow of the hospital could be completed (even as simple as closing a sidewalk for landscap-ing work), an impact notification system was developed where all affected parties had to sign off on the plan. Crews have worked through 300-400 approvals to ensure a seamless transition.

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[ Project Profile ]


The advanced surveillance system protects the hospital and

can serve as a communication center in case of emergency.

dent with ZVL. “We could source information immediately and if we had a question, we’d send it to the architect and get a clarification

right away — while remaining on the jobsite. It was a huge time-saver.” Another unique part of this hos-

The hospital had to maintain all services during construction. One complicated transitional challenge was installing the new MRI scanner and relocating an existing one. Both scanners had to be moved to the third floor of the existing building. “We cut a hole in the exterior wall to get the machines inside,” says Mark Cantu, a project coordinator with ZVL. “We worked closely with the hospital to find the best time of day to do the work and coordinate every aspect.” Although the crew was prepared to work even the most inconve-nient hours to meet the needs of the hospital, the majority of the work was done during the day. “That’s when most of the patients are awake,” Mark says.

Magnetic Solutions

JAN. 2013 JAN. 2014

Phase III

Phase iVPhase IV: Final site work and landscaping. Interior renovations within existing hospital. (Dec. 2013 to Mar. 2014)

Apr. 2014

First patients moved to new tower.

pital project was the involvement of the low-voltage technology subcontractor — Walker Engineer-ing, Inc. — who worked directly with the ZVL team. “Typically, in a hospital, the owners like to manage the low-voltage contractor,” Steve says. “They want to wait until the very end to get the most up-to-date equipment. This was such a large project, we petitioned the owner to have them work under our umbrel-la and they saw the benefits.” In this case, the approach worked great. Low-voltage systems will be in place for the latest in paging,

scheduling, security, phone system, cable TV, nurse call and fire alarm system technology. “Plus, the owner is in a position to easily expand and integrate right into the existing systems,” Kris says. This technology is run through a generator-backed system to make the hospital a great command center in the case of an emergency or natural disaster. After all, if something happens in south Texas that requires the best in medical treatment, millions will look to University Hospital — and its new state-of-the-art capabilities and facilities — to answer the call.

STAGe 2 STAGe 3

> > Main plaza construc-tion. New tower structure and shell completion. Reopening of south park-ing garage. (Sept. 2012 to Feb. 2013)

> > Removal of temporary tunnel. New tower interior finishes on upper floors. Con-struction of new main lobby. Completion of new plaza and site landscaping. Opening of new tower. (Feb. 2013 to Dec. 2013)

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Texas-Sized ChallengeLayton success comes from a team-first approach to projects

Laytonconstructioncompanyarea Offices

Salt Lake City9090 s. sandy Parkwaysandy, Ut 84070(801) 568-9090

Phoenix4686 e. Van Burensuite 100Phoenix, aZ 85008(602) 840-8655

irvine8001 Irvine center Drive suite 1000Irvine, ca 92618(949) 453-8300

orlando5401 s. Kirkman Roadsuite 310Orlando, FL 32819(407) 681-0185

hawaii4370 Kukui Grove streetsuite 202Lihue, HI 96766(808) 245-8680

Boise1444 s. entertainment ave.suite 300Boise, ID 83709(208) 429-6740

nashville5409 Maryland Way suite 100Brentwood, tN 37027(615) 376-6217

A publication of theLayton Construction Companymarketing department:

alan Rindlisbacher, Director

amy Fiscus, Marketing coordinator

www.laytonconstruction.com

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Layton Construc-tion has

been building healthcare fa-cilities for more than 25 years. Many have

become beacons of care in small communities. Others are lifesaving trauma centers that enhance a city’s quality of life. Yet others offer specialized care to large geographic populations. However, of all the healthcare projects we’ve completed, the Uni-versity Hospital in San Antonio meets the standard that “every-thing is bigger in Texas” in size, complexity and scope. Coordinating the expectations of so many players in the project was daunting. The stakeholders include Bexar County Hospital

District’s University Health System Board of Managers, administrators of the University Hospital and its physicians, nurses and staff. Even the general public who will receive healthcare services at the hospital had a voice. We sent Jef Johnson to Texas to lead the Layton team, joining forces with Vaughn Construction and Zachry Construction in a joint venture. We have coordinated, commu-nicated and executed four years’ of construction management services to not just build a hospital tower, but remake an entire healthcare campus. The above photo is the site map that hangs in Jef ’s office in San Antonio. It has been part of his strategic planning virtually every day to sequence and build this healthcare wonder.

I would like to offer my personal congratulations to the many who have contributed to the tremen-dous success of this project. And our success isn’t limited to Texas. I wish to offer my congratula-tions to our teams based in Arizona and Utah. Layton in Utah was named Contractor of the Year by the State of Utah. Not to be outdone, Layton was recently recognized as Contractor of the Year by Arizona Real Estate Magazine. I’m pleased to be associated with the hundreds of construction professionals that make up the Layton team, across the continen-tal United States and in Hawaii and Alaska, who provide the expert construction services to our customers that make us worthy of these recognitions.

David s. Layton

The white board in the office of project executive Jef Johnson illustrates the complexity of the

project and the need for a visual birds-eye view of the site on a daily basis.

tight spaces...layton expands island portfolio featured project adding to its high-profile...

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