St. Joseph Outpatient Center, Wauwatosa, Wis.

The 210,000 sq. ft., five-story St. Joseph Outpatient Center and 836-stall parking garage, also five levels, were completed in 10 months.

Under normal conditions, the facility would have taken about a year and a half to complete.

A team of more than 700 workers committed about 130,000 hours on multiple shifts and seven days a week to meet the stringent deadline.

Unique solutions were employed to overcome the extreme fast-track construction schedule. This included using new technologies and systems, intertwining the design and construction to allow for multiple changes and developing time- and money-saving approaches to site coordination.

Previous buildings on the site were demolished, and more than 1,000 tons of steel were erected in seven weeks. A forming system was used to place more than 14,000 yds. of concrete.

Only three months away from owner occupancy, the project site doubled in size and required a complete redesign. This included the demolition and abatement of a hotel - rooms, lounges, swimming pool, foundations and so on - the creation of a 250-space parking lot and perimeter road and the addition of a 12-in.-dia., 1,200-ft.-long water main.

The main was a particularly nettlesome issue because the city could not install it. As a result, the team incorporated it in its already arduous schedule. More than 62 drawing revisions were requested and fulfilled during months six through 10.

Coordination between the project team members allowed for design and construction to occur simultaneously without affecting the original occupancy date.

Proper management was also important to install the substantial number of mechanical, electrical and plumbing lines.

Like most medical facilities, the building had the standard utility systems and also medical lines, such as medical air and gas lines and nurse calling systems. Weekly MEP meetings ensured the systems could fit and when there were conflicts due to a lack of space, further coordination was done to make sure ceilings did not have to be lowered for to accommodate systems.

Ensuring Building Delivery

The project team was organized into two shifts, and the second shift accomplished 90 percent of the project's cleaning and material hauling so that work flow and productivity would not be interrupted.

At peak more than 300 craftsmen were on site each day. Safeguards were constantly constructed and relocated to reflect the construction progress and traffic patterns and to provide a high level of safety for the non-stop worker and vehicular traffic. Not one lost-time injury was incurred.

A crew of more than 90 craftsmen from the general contractor performed carpentry, masonry and concrete work. More than 40 different subcontractors contributed to the project's success by installing 2,400 sprinklers, 117 mi. of copper wire, 10,088 electrical boxes and 17,840 sheets of drywall.

Keeping costs down so the client's budget was not exceeded was important.

For example, the costly rental of a $200,000 skip hoist for material deliveries was avoided. A materials landing zone was created on every floor of the building by keeping the north side open for deliveries.

The interior houses an urgent care center, rehabilitative labs, pharmacy, exam rooms, pediatric and women's center, imaging department and four operating suites.

The design is intended to be welcoming and to avoid an impersonal, institutional feel.
Finishes include porcelain tile, custom-made carpets and vinyl, and warm colors predominate throughout. Nice touches were added, such as clouds being painted in the pediatrics area.

On the exterior, a canopy frames the entrance. The building is clad in panelized stone, which gives the structure a solid appearance.

The jury said, "This project is a great example of team work. Any other contractor would have thrown in the towel when they made design changes so late in the game. They would have extended the schedule and not completed the job on time. It's amazing that this job was completed in just 10 months."

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