As Pre-Construction Manager, Collier Construction prepared a lump sum proposal for an interior renovation of a8,876 SF, single story building with healthcare and business uses. One half of the building is used for administration. The other half has physical therapy and examination rooms.The project was designed by the Anderson Design Group.
As Project Superintendent, Mr. Collier oversaw the completion of a LEED 51,000 SF, Medical Office Building Addition to the existing military hospital. The project consisted of finishing the remaining $11.7M of the original $29M contract which was an insurance takeover of the previous General Contractor who defaulted on the project. Because the project sat idle for 1 year, the project team was tasked at identifying deficiencies that need to be corrected before work could continue. Additionally, due to a delay with the curtain wall cladding, the project was forced to finish from the interior core rooms first, followed by the perimeter rooms after the curtain wall was installed. Mr. Collier had the responsibility of overseeing all trades with a emphasis on the MEP scope. With a peak labor force of 80 men, he was responsible for on-site supervision and weekly meetings. Additionally, he assisted in the Cx and managed all owner training. The building was poured in place concrete slabs with a combination of metal panel and curtain wall glazing. The ground and first floor was a mixture of specialty exam rooms and doctor’s offices, while the second floor contained a physical therapy area, cast room and orthotics lab. On all 3 floors was a high-end lobby and nurse station served by the 2 elevators. Mechanical space was confined to the ground floor as well as the penthouse. Other unique items were a retractable bollard security system and roof top solar array. This was a government project under the oversight of the Army Corps of Engineers.
As MEP Superintendent, he managed multiple trades for a $145 M, 164 bed, 130,000 SF, 8 stories SNF adjacent to the Metro-North Railroad. The LEED Gold Project was completed in half the time of a project of that scope. To accomplish this task, multiple shifts were utilized and a full engineering and architectural staff were retained on site. Additionally, to fast track design, permitting and construction, a core and shell bid package was created. Starting in the basement, the building was arranged with maintenance services as well as other major mechanical equipment. On the 1st floor was the main entrance and activity areas for the patients. This included a community room with stage, general store, kitchen, arts and crafts, library, dance studio, salon, chapel, loading dock and other staff administrative areas. Four elevators served floors 2 thru 6th which were the patient rooms as well as living and dining room pods. The upper level was a full mechanical space with backup generator and an rain collection system serving the cooling towers. The superstructure was poured in place floors, with a combination of precast, metal panel and storefront glazing envelope. On the same site with a 2 story connector, was the renovation of the prior hospital into an Long Term Acute Care Hospital. On this joint project site, there was a daily peak labor force of 450 workers. On this project, Mr. Collier was responsible for all MEP field coordination as well as 3rd party, DOH and NYC Building Department inspections.
As Project Manager, from subcontract buyout to patient move in, Mr. Collier coordinated a $12M, 20,000 SF addition and renovation to an existing Emergency Department. The expansion resulted in a net 13 exam rooms. The space was setup with nursing station pods to enhance the patient – staff experience. Many temporary structures such as entrances, ambulance canopies and corridors were part of this multi-phased project. This required close coordination with facilities and nursing staffs. Noted features of the project are an ambulance canopy, 2-story lobby, replacement generator, patient bed-lifts, upgraded fast-track, radiology, trauma and EMS rooms. Additional challenges were raising ceiling heights in the renovation phase with existing utilities that were to remain. This required extensive field surveying of items not shown or detailed on the contract drawings. Because the expansion was between the existing boiler house and hospital, many unknown utilities were encountered and re-routed during the course of the site preparation. This required careful planning of shutdown activities to maintain hospital operations and a tight construction schedule. Because of these unknowns adding costs, value engineering was utilized. This included salvaging and reusing medical equipment as well as some existing MEP services to offset the costs and kept the project on schedule and budget.
Project Manager Mr. Collier oversaw all trades as well as a self perform demolition and carpentry crew on an 11,000 SF, $2.5M renovation of an existing hospital wing. The initial work was selective demolition of interior walls and asbestos abatement. Following was the construction of a 17 bed substance abuse unit with full supporting services. Asbestos abatement and cut and patch of the entire floor below of occupied executive spaces was required due to MEP tie-ins. This required extensive planning to relocate executives and create swing spaces to complete the work in a phased manner. Similar tie in work was also coordinated with the occupied wing above.
Project Manager for a $3 M, 15,000 SF, 30 bed renovation. Rooms were changed from semi-private to private as well as given modernized ADA, finishes, medical gas and MEP upgrades. Challenges on this project were a multi-phased asbestos abatement and replacing an existing air handler serving the operating rooms. This mechanical swap out was precisely planned and completed in a weekend with shifts working around the clock. Additional difficulties were working in an interstitial ceiling above active patient rooms. This was resolved by building a suspended catwalk system to install the necessary MEP tie-ins. Mr. Collier remotely monitored the overall progress of the job and made weekly field visits. Additionally, a five person self perform demo and carpentry crew wasutilized. Close coordination with owner, architect and nursing staff were crucial to the success of this project. The project was completed in 3 phases in an existing in-patient wing.
Estimator Prepared estimate for life safety upgrades.
Project Manager From estimate to Certificate of Occupancy, retrofitted an existing utility closet to add data storage. This resulted in a new cooling system and FM 200 fire suppression system.
MEP Project Manager Led a $55 million MEP coordination effort from subcontract award to final Cx and owner training. This included MEP, medical gas, fire sprinkler, fire suppression, pneumatic tube, fire alarm, nurse call, emergency generators, refrigeration, medical equipment, seismic requirements, underground fuel storage, natural gas, heli-pad, controls, test and balance, data center and associated architectural trades required for coordination. This was a 3 1/2 yr project valued at $195 M covering 60 acres, 620,000 SF, 8 stories and 374 beds. On the ground floor was a commercial kitchen and dining room, general storage and receiving dock, morgue and autopsy, central sterile supply, other back of house functions, laboratory and tunnel to administration building. The 1st floor contained 12 operating rooms with adjacent PACU area, 50 bed emergency area with enclosed ambulance garage, same day surgery suite, multiple MRI and CT scan machines within the imaging and invasive radiology suites, main lobby with chapel and retail, infusion, cardiology and rehab. The second floor had a 30 bed behavioral health suite, oncology, medical surgery, pharmacy and executive offices. The third through fifth floors contained a mixture of intensive care units, medical surgery, rehabilitation and pediatrics suites. The top, sixth floor contained labor and delivery, NICU, C-section operating rooms and post-partum services. The supporting mechanical and electrical equipment were housed in 13 mechanical rooms throughout the building. On the patient move in day, two nearby hospitals seamlessly transferred all of their patients and within days closed their doors. This fully-integrated in house design build project had a daily peak labor force of over 200 men.
Estimator / Assistant Project Manager The original $20M, 100,000 SF, 102 bed design for this upscale SNF was a 4-story plus mechanical penthouse. This design consisted of a hollowcore slab structure with the majority of beds being private. After significant value engineering and changing the structure to steel and metal deck, the majority of rooms became semi-private on the 2nd and 3rd floors with the 4th floor designated as shell space for future conversion back to private rooms. After the new budget of $15M was met on this cost plus with a GMP fee structure, the demolition, site work, underground utilities, shop drawings and foundations were underway in order to maintain the CON issued by the DOH. Due to a shift in the market, the project was cancelled. Mr. Collier handled all estimating, buyouts and onsite field assistance.
Estimator On the same campus as a previously constructed ALF, an ILF was planned. The services and staff at the existing ALF was for the use of this new building. This 2 building, 1 story, 8 unit, ILF was estimated at $963,000. These 2,750 SF, wood framed units consisted of 2 bedrooms, 2 bathrooms, kitchen, dining room with a fireplace and screened porch. They were arranged with a shared courtyard layout.
Assistant EstimatorTo an existing 60 bed SNF, a 48 Bed Addition proposal was created for a repeat owner and architect team. This $5M, 22,000 SF addition tied into the existing SNF. The contractual arrangement was a negotiated GMP at risk proposal.