|
| |
O ne large
California hospital network has estimated the cost of SB1953 compliance, for nonstructural bracing of critical care areas alone
(NPC-3) to be nearly $100 million. This averages out to almost $6 million per hospital.
Complete nonstructural bracing of all acute care facilities (NPC-4) raises the estimate
even further.
The hospital network is also planning for hundreds of
millions of dollars in tenant improvements and remodels over the next decade. Until
recently it has been faced with an unpalatable course of action: implement remodel
projects in accordance with the long range capital plan and create independent
dedicated bracing projects to achieve SB1953 compliance. The concern is that the
compliance and remodel projects may not overlap. An ICU may be remodeled in 2004, for
example, but the hospital’s compliance
project may not be scheduled until 2006. The result is duplication of work and surge,
reduction in the efficiency of both projects and increased disruption costs.
CDComartin, INC has developed
a COMPLIANCE INTEGRATION program for this
hospital through which compliance projects will be integrated into planned remodel
projects, thereby reducing duplication of work and greatly increasing efficiencies.
CDComartin, INC has identified all areas in each of the network’s acute care facilities
that are subject to NPC 3 and NPC 4 compliance. As capital projects are planned in each
hospital, we will identify equipment, systems and components in the affected areas that
require seismic bracing to become SB1953 compliant.
As each project is
initiated, we work directly for the hospital’s project manager as consultants to the
design team, identifying the scope of the nonstructural bracing design effort. We do not
perform the design; rather we monitor the teams’ efforts and assemble compliance
submittals for OSHPD approval. We will monitor implementation of the bracing efforts and
coordinate required OSHPD inspections. We track compliance implementation in a system-wide
database and manage the certification effort with OSHPD.
Our efforts are projected to
save the hospital millions of dollars by 1) allowing them to include compliance efforts
with planned capital project investments, 2) reducing duplication of construction efforts
and 3) reducing disruption to hospital operations. Our work also frees up project managers
to focus on their most important mission: ensuring that their hospitals continue to
provide high-quality services to patients.
| 1) Identify non-compliant areas |
 |
| 2) Overlay long term capital plan |
 |
| 3) Develop
compliance program |
Year |
Project Name |
Compliance
Projects |
2003 |
ICU
Remodel |
Sprinklers,
Gas, Equipment |
Xray
Remodel |
Sprinklers |
2004 |
Emergency
Room |
Sprinklers,
Ductwork |
Etc… |
|
|
|
| 4) Track
and record implementation |
Medical
Center |
Oakland |
Building
|
Hospital |
Floor |
2 |
Room |
System |
Compliance
status |
OSHPD
project # |
Drawing
sheet |
Lab
04 |
Centrifuge |
Compliant |
HFS4003 |
S212, A750 |
All |
Sprinklers |
Not
compliant |
|
|
3212 |
Ceilings |
Not
compliant |
|
|
|
5) Submit to OSHPD for compliance certification |
|
