Search this site:


Routine Custodial and Maintenance Issues
785-4620

Routine Leased Space Custodial and Maintenance Issues
785-3273
YSMInfoLibraryCalendarDirectoriesSearchHome

Design & Construction Process

Preliminary Design

* Overview

* Scope

* Schedule

* Budget

* Approvals

* Roles & Responsibilities

  * Meetings

* End of Phase Reviews

* Equipment Issues

* Furniture Issues

* Yale School of Medicine
Design Standards

* Generic Lab Concept


Overview

Preliminary Design is the first phase of the design process. A Project Manager from PM is assigned to the project and will coordinate a series of meetings with Users and the Design Team for information gathering. Users communicate specific needs/requirements and the Design Team will do field investigation regarding the layout of the existing areas in question including building systems and their impact on the project. The Design Team generates schemes based on the project information provided by Project Management. Schemes will be reviewed by all stakeholders and refined accordingly. This phase of the project defines the design parameters and lays out the overall scheme.

Scope

The agreed upon scope of each project is defined during the formulation process. PM will work with the Design Team during the Preliminary Design phase to refine the scope with more detailed information from the site investigation and User input. Any changes to the agreed upon and authorized scope of the project must be approved by the Project Manager with all consequences for schedule and budget understood and accepted by the project funding source.

Schedule

The agreed upon elapsed schedule of each project is defined during the formulation process. PM will determine the specific schedule of each project once the project is authorized to begin. Schedule impacts will be monitored throughout the Preliminary Design phase and shared with all parties. Any changes to the agreed upon and authorized schedule of the project must be approved by the Project Manager with all consequences for scope and budget understood and accepted by the project funding source.

Budget

The agreed upon budget of each project is defined during the formulation process. PM will analyze the formulated budget to further refine it for each project once the project is authorized to begin. The authorized budget shall not be exceeded. Budget impacts will be monitored throughout the Preliminary Design phase and shared with all parties. As changes in the scope and schedule of a project will impact budget, an estimate will be prepared at the end of the PD phase to verify that the project remains within budget. The budget must be reconciled with scope prior to proceeding with the next phase of design.

Approvals

All capital projects are required to be approved by Yale University approval bodies. PM will submit required paper work to University approval bodies for all capital projects. The approval is for a specified Scope, Schedule and Budget. PM will manage all projects to stay within all approved parameters. PM is not at liberty to alter the Scope or Budget beyond what is stated in the approval for the project.

Roles & Responsibilities

Key to the delivery of a successful project is that all players work as a team. PM puts together a team that will take a proactive approach to the interface with the User and all Yale stakeholders. The team will embrace the scope, schedule and budget and be responsible to keep these three parameters in focus when making decisions regarding the project design. In order to achieve a successful project, the Design Team must get input from, and coordinate with, a number of different groups. These groups include Yale representatives from Building Services & Operations, the Office of Environmental Health & Safety, the Yale Fire Marshal, Yale Telecom, Yale Security, Client Support, and in addition, the New Haven City Officials. In general, everyone can talk to everyone else, but the Project Manager must know about all communications via minutes or memos from the team members, reporting the interaction. The Project Manager must be thoroughly informed of every aspect of the project, as the Project Manager is responsible for its ultimate completion. Therefore, no decisions can be made without the Project Manager's approval. The Project Manger is the point person for the project and questions and concerns should be directed to the Project Manger.

The Business Manager plays an important role in the progress of a project. The Business Manager becomes an important liaison between the Department and PM . Below are summarized the key responsibilities of the Departmental Business Manager on a typical project:
  1. Needs to be able to state Department's needs on many issues. (All Phases)
  2. Acts as a filter for desired changes. (All Phases)
  3. Acts as interface with faculty on design issues. (Design Phases)
  4. Prime department contact regarding furniture: Meet with furniture supplier to determine furniture needs, be aware of budget and coordinate Department needs. (Design Phases)
  5. Helps manage expectations of users via budget, scope and schedule. (All Phases)
  6. Coordinates the review of drawings during the review periods and insures timely responses. (Design Phases)
  7. Puts in request for Ethernet via ITS-Med Client Support and sends request to Project Manger for charging instructions. Is responsible for contacting, coordinating, and working out all the details of data connectivity with Client Support. (Construction Phase)
  8. Puts in request for telephones via TSR to Telecommunication and sends to PM for charging instructions. Provides list of users and desired numbers and locations, etc. (Construction Phase) (see Interface with Telecom)
  9. Signage: Constructor will order signage modules as per specifications. Business Manager shall coordinate and order inserts for the modules. Business Manger will provide list of the occupants, titles etc., fill out work request and forward to PM for charging instructions and Project Manager will forward to Copy Center. (Construction Phase)
  10. Put in Work Request via Project Manager to Physical Plant for keying: Meet with locksmith to determine functions. (Construction Phase)
When space to be renovated is not yet ready for Constructor (i.e. vacated and cleared):
  1. Determine the location of saved equipment (Construction Phase)
  2. Obtain safety clearances for the space to be renovated. (Construction Phase)
  3. Coordinate moves (Construction Phase)
  4. Lead the effort to find swing space. (Design Phase)
Meetings

There are two types of Design Phase Kickoff Meetings. One is the initial Preliminary Design Kickoff meeting, while the other is the kickoff meeting for subsequent phases. The Preliminary Design Kickoff Meeting initiates the project. All project participants are present and provides the opportunity for all team members to review expectations for the upcoming time period and phases of work. The Project Manager will review the scope, schedule and budget for the project and briefly describe the overall process of design, review and construction. The Design Team provides an overview of their work and describes how information will be gathered and translated into the design. The Design Team's process and overall schedule for the Preliminary Design phase will be presented. A schedule for subsequent meetings with the user will be established as part of the presentation. The Design Team will begin their information gathering at this initial meeting.

The Design Team, at subsequent kick-off meetings for the next phases of the work, will review comments on the previous phase, schedule the next series of meetings on specific topics and begin the design process of the next phase of work.

End of Phase Reviews

It is important to punctuate the phases of the project by bringing closure at the end of each phase to re-assess the status of the scope, schedule and budget. At the end of each phase, documents are submitted and distributed to appropriate parties for review. Comments will come from all the project participants and the Design Team will respond to the comments promptly. It should be noted that a project cannot proceed to the next phase if the scope, schedule, and budget are not within the project limits.

Equipment Issues

Requirements concerning equipment must be clearly established early within the Design Phase of the project to avoid potential confusion/complications regarding new and existing equipment. The Design Team will use equipment stickers to tag all existing equipment and identify it with a unique designation. These stickers will be placed on each piece of equipment and remain there until after the project is complete. This will make it clear for all involved even after the piece of equipment has been moved to a temporary location, what piece of equipment it is relative to the plan. A log will be developed to help identify who will be responsible for handling, storage or purchase of each piece of equipment. This will become part of the bidding documents. An equipment schedule will be developed which will document key requirements of all equipment. This information will be provided by the users/department. If new laboratory equipment is to be purchased as part of the project the Department or Design Team can provide the required specification to the Project Manager to be forwarded to Yale Purchasing.

Furniture Issues

The key to a successful purchase and installation of furniture is communication. From the very outset of the project, i.e., the Kick-off Preliminary Design meeting, the Project Manager will establish the guidelines by which the Design Team, the furniture vendor, Yale's Purchasing Department, and the Project Manager will interact. With so many parties involved, miscommunication can easily happen without the proper framework established. While all parties can talk to all other parties at any time, a key of the overall communication guideline is that the Project Manager must authorize any change that increases the cost of the furniture package.

There are two ways that the furniture design and procurement process occurs: 1) minimal designer input for projects with straightforward furniture needs and 2) in depth designer involvement, for larger projects with more complex furniture requirements. In the more complex situation the Architect will be engaged for additional services.

For the less complex project, the furniture procurement process can briefly be described as follows: The User meets with the furniture vendor, the Project Manager and Architect to review the project needs for furniture. The vendor will make a proposal based on the general layout generated by the Architect working within the established budget. The Architect is expected as part of the basic services to advise on color selections of the furnishings to work with the colors chosen for the other finishes in the space. Colors need to be reviewed by both the user and, if impacting public space, by Project Management & Construction as well. The Design Team is also responsible for coordinating the electrical power/ data outlets with the proposed furniture so that they are accessible for use. The vendor will provide drawings, specification and an estimate. Once the user agrees to the layout and the proposed cost is in line with the budget, the Project Manager purchases the specified furniture via Yale Purchasing.
Yale Purchasing then either competitively bids the furniture specification or through the established buying agreement with a preferred vendor (for example Steel Case Partnership through BKM) obtains a proposal and detailed specification. Once established that the specification meets the design intent, the furniture is released for purchase via notification by the Project Manager to Yale Purchasing.

On larger more complex projects, the furniture procurement process can briefly be described as follows: Working from an established budget the Design Team meets with the user and the Project Manager to determine the appropriate furniture required and the design, selection and price parameters. Colors need to be reviewed by both the user and, if impacting public space, by Project Management & Construction as well. The Design Team specifies the furniture and submits the specification to the Project Manager. This package is forwarded to Yale Purchasing. Yale Purchasing either competitively bids the furniture specification or through the established buying agreement with a preferred vendor (for example Steel Case Partnership through BKM) obtains a proposal and detailed specification. Once established that the specification meets the design intent, the furniture is released for purchase via notification by the Project Manager to Yale Purchasing.

Yale School of Medicine Design Standards

The Design Standards are a result of much Yale School of Medicine internal discussion about preferred products and processes. The standards reflect high quality products and processes that have a proven track record for longevity and high performance. The Design Team is responsible for following the Design Standards completely.

Generic Lab Concept

The generic concept, as utilized at Yale School of Medicine, had its genesis in two types of construction and renovation projects. First, were the relatively small projects that, prior to the late 1980's, were custom designed laboratories. These laboratories reflected the idiosyncrasies of the individual researcher as opposed to the research itself. When the space was reassigned another, often major, renovation was required to respect the idiosyncrasies of the newly assigned investigator. With relatively long reassignment and recycle times, renovation of laboratories for these reasons was not necessarily inappropriate. As cycle times reduced, the costs of these types of renovations became prohibitive.

Second, the Boyer Center for Molecular Medicine (BCMM) was designed without assignments. This was consciously done in order to minimize some of the idiosyncratic responses but also to recognize that during the life of a project from inception to occupancy there might be changes in assignment. That building carried a very substantial retrofit component to modify the labs after assignment. The retrofit was done after the building was finished.

In studying both of these, Facilities Planning instituted a program of generic design that would reflect the needs of wet bench scientists and allow for appropriate specificity within a fairly structured framework. Analyses were done of benchwork widths, aisle widths, equipment locations, and lighting relative to benches and electrical and gas utilities. A casework design was standardized using standard components that reflected the typical wet bench at the School.

The result was a laboratory layout, use of materials, and designation of utilities with a high degree of predetermined specificity. Minor adjustments for location of knee spaces and size and type of drawer and door units provided virtually 99+% of the cases. This is in part due to the lack of chemistry laboratories. Cupsinks were eliminated both as a practical matter and as a request from the New Haven Water Authority and Sewer Authority.

Since 1990 there have only been two statements of dissatisfaction. One of those was withdrawn once the logic was expressed.

The concept has been used on every laboratory renovation since 1990 both in small one-room renovations to the recent major renovations of SHM B-Wing, First Floor, SHM C-Wing E-Level, and SHM C-Wing First Floor.

The concept, in particular with larger rather than smaller laboratory modules, allows for considerable flexibility in assignment without modification to the laboratories. The larger allocations of space for fixed equipment permits flexibility in changes based on the nature of the research and available technology.

A recent modification allows for dedicated rooms for hot work to conform to NRC regulations while not inhibiting activities in the remainder of the lab.

The following lists the specific generic attributes.

ROOM LAYOUT
  1. Island benches shall be perpendicular to exterior wall with carrels at exterior wall.
  2. The aisle between laboratory benches shall be 5'-0" wide.
  3. Sinks located at end of island. One hot sink and one regular sink per lab module.
  4. Separate rooms shall be provided if required for hot work.
  5. Utility drop located behind sink.
  6. Fume hoods shall be located away from exit door of lab.
  7. Light level of 70 foot candles maintained at bench, with 1 x 4 parabolic fixtures.
  8. 1 x 4 parabolic fluorescent lights parallel to lab benches, centered on edge of benches.
  9. No incandescent lighting.
  10. New windows operable by special tool, existing refurbished windows shall be fixed.
  11. Radiant ceiling panels considered at exterior walls.
  12. Labs of greater than 1000 SF require two exit doors.
  13. All corridor doors shall have magnetic hold opens if open doors are desired.
  14. Corridor wall inside lab is the equipment wall.
BENCH & CARREL
  1. Lab benches: Wood or metal casework acceptable.
  2. Lab benches shall be 5'-0" wide.
  3. No Unistrut shelving.
  4. Grey epoxy counters and reagent shelving shall be provided.
  5. One DI outlet provided per lab module.
  6. No cupsinks.
  7. Knee spaces are provided for waste containers and refrigerators.
  8. No task lighting at the benches. Task lighting provided at carrels.
  9. One phone/data drop per office and per carrel, plus one wall phone per lab, in star pattern to data and telephone closet.
  10. Sinks to be stainless steel, not epoxy.
  11. Carrel widths shall be 3'-6".
  12. Minimum length of bench shall be 10'-0".
FINISHES/SERVICES TO LAB
  1. Air, gas, vacuum provided at all benches as required. Gas outlets shall be minimized- dependent on particular needs.
  2. AGV turrets are the double height type (i.e. two outlets per service, per location).
  3. Duplex outlets spacing - 18" OC at lab bench, 24" OC at equipment wall.
  4. Ceiling tiles are to be 2 x 2 or 2 x 4 lay-in tile.
  5. No exposed ceilings due to maintenance cost premium.
  6. VCT flooring in laboratories and corridors. (Standard colors required in corridors, standard white or continuous pattern in laboratories.)
OTHER
  1. Waste stream management (inbound boxes; outgoing containers) stored in closets, in corridors, or autoclave room.

Last modified: August 15, 2005. (jj)

UpYNHHYNHMCYaleInfo



Copyright ©2005 Yale University School of Medicine, Department of Facilities Construction & Renovation . All rights reserved.
Comments or suggestions to the site editor.

Home URL: http://info.med.yale.edu/ysm