Best Practices for Project Management, Design, and Construction of ...
Best Practices for Project Management, Design, and Construction of ... Best Practices for Project Management, Design, and Construction of ...
Other team members to include are the Clinical Informatics Nurse to ensure that the clinical needs of the systems are being addressed, as well as the Clinical Engineering Department (Bio-Med) to ensure that all cabling and power needs are being addressed for the clinical equipment and systems that must be linked to the network. Due to the overall coordination and installation responsibilities of multiple trades, experience has proven that the best approach is to have the project construction team responsible for installing everything including the finished wall, ceiling, floor and equipment racks and mounting. IT/IS would then be responsible for the installation of IT/IS equipment and operational testing. IT/IS installation and testing should be included in the owner’s project schedule as it will impact beneficial occupancy. It is becoming more apparent to the healthcare industry that IT systems are complex. Because of the multi-disciplines that are needed to design the IT infrastructure, it is highly recommended that Facilities Construction be the hospital lead for such projects due to their experience with central plant infrastructure systems for both hospitals buildings and the campus. Best Practice 14: Ensure that the application for plan review is complete Design professionals are customarily responsible for preparing the OSHPD plan review application. However, mistakes are frequently made. The hospital representative should review the application to ensure that: • The right forms and all applicable forms are used and are completed correctly and thoroughly as well as signed by the appropriate parties (e.g., projects with incremental submittals and permits will require a special form); • An appropriate hospital official with adequate OSHPD knowledge is named as the facility representative (who will receive copies of OSHPD correspondence that would otherwise go only to the designers); • The boxes on the form describe how this work furthers fulfillment of your SB 1953 Compliance Plan (although almost all work does, most goes uncredited); • The hospital owner will pay 1.64% of construction costs (excluding designer’s fees and other "soft" costs) to OSHPD as their fee for service (see ; and • OSHPD has deemed the plan complete owing to no defects or omissions. An applicant is expected to be as accurate as possible in estimating construction costs and there will be adjustments made at the end of the project. Please refer to Code Application Notice 1-7-133 on OSHPD’s website for more comprehensive information about fees. (OSHPD Best Practices) Page 100 DRAFT FINAL, Sept. 2011
Permit Phase Best Practice 15: Keep track of the plan review process through OSHPD Plan review follows a predictable course through the OSHPD process. Documents submitted are triaged by OSHPD plan review staff for completeness and are accepted or sent back. Once completed, the documents are returned as approved documents or with comments that must be corrected before they can be approved. Revised documents are submitted for additional review called a backcheck. The backcheck cycle repeats until the plans can be approved. OSHPD sets target durations for each phase of review. Hospital leadership should closely monitor the progress of the plan review process. • Receive an explanation from the design team if drawings are returned by OSHPD during triage. • The hospital project manager should track OSHPD performance during review cycles to maintain an understanding of the status of the plan review. All OSHPD plan reviews can be observed in real time using the OSHPD Website. Concerns over missed target dates should be raised with your design team and ask them to seek clarification from OSHPD plan review managers. • Monitor the passage of time between the date that OSHPD releases drawings with comments to be corrected and the date that your design team resubmits. Do not blame OSHPD for a slow "turnaround" by the designers. Projects that take longer than six months in turnaround waste the hospital’s resources and could result in being treated by OSHPD as abandoned projects. • Keep track of the number of review cycles. Three cycles are not unusual: first review and two backchecks. Continued comments by OSHPD plan review staff after the second backcheck may be an indication of a problem with design or inappropriate response to OSHPD comments by the design team. Hold your design team accountable for the satisfactory outcome of the OSHPD process. • Request the design team to provide complete schedules with committed response times and list of critical issues requiring hospital input as well as dates required for hospital data to be provided so that the data can be completely integrated into the documents. OSHPD has a goal of 60 days to review an initial project other than new construction and remodel projects that alter the existing structural frame with 30 days for each backcheck. OSHPD will want to schedule a meeting of interested parties if there are still plan review comments after three backchecks. More than three backchecks indicates that there are problems with the project and hospital owners would want to schedule such a meeting as quickly as possible. OSHPD is open to negotiating timelines on longer projects. All documents sent to OSHPD are triaged. Any document that can be handled in less than a half hour is acted upon immediately. OSHPD uses over-the-counter review for projects that do not (OSHPD Best Practices) Page 101 DRAFT FINAL, Sept. 2011
- Page 49 and 50: • Identify any equipment that req
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- Page 53 and 54: Several drawings contain essential
- Page 55 and 56: o o o o o o o o Floor Plan - Lighti
- Page 57 and 58: Section 4: Inspector of Record Best
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- Page 61 and 62: 9. The IOR shall submit verified co
- Page 63 and 64: • Log and record areas that by de
- Page 65 and 66: • Inspections completed by the us
- Page 67 and 68: Logging Inspection Requests 1. When
- Page 69 and 70: Preconstruction Meetings A preconst
- Page 71 and 72: • Explain code requirements for s
- Page 73 and 74: Concluding Remarks An IOR needs to
- Page 75 and 76: Although including the TIO Program
- Page 77 and 78: Owner The Owner is responsible for
- Page 79 and 80: Inspections The TIO Program should
- Page 81 and 82: The construction of hospitals in Ca
- Page 83 and 84: Instruction Bulletins (IBs), prepar
- Page 85 and 86: Changes will undoubtedly be require
- Page 87 and 88: Proper execution of these and the o
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- Page 91 and 92: and help in determining the cause o
- Page 93 and 94: have discovered that bids only cove
- Page 95 and 96: Best Practice 7: Determine whether
- Page 97 and 98: OSHPD believes the key to receiving
- Page 99: the design assistance from the manu
- Page 103 and 104: Comment and Process Review The deci
- Page 105 and 106: See Section 4 of this volume for a
- Page 107 and 108: • OSHPD shall schedule a final st
- Page 109 and 110: CPC CPR DD Deferred Submittals DSE
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Permit Phase<br />
<strong>Best</strong> Practice 15: Keep track <strong>of</strong> the plan review process through OSHPD<br />
Plan review follows a predictable course through the OSHPD process. Documents submitted are<br />
triaged by OSHPD plan review staff <strong>for</strong> completeness <strong>and</strong> are accepted or sent back. Once<br />
completed, the documents are returned as approved documents or with comments that must be<br />
corrected be<strong>for</strong>e they can be approved. Revised documents are submitted <strong>for</strong> additional review<br />
called a backcheck. The backcheck cycle repeats until the plans can be approved. OSHPD sets<br />
target durations <strong>for</strong> each phase <strong>of</strong> review.<br />
Hospital leadership should closely monitor the progress <strong>of</strong> the plan review process.<br />
• Receive an explanation from the design team if drawings are returned by OSHPD during<br />
triage.<br />
• The hospital project manager should track OSHPD per<strong>for</strong>mance during review cycles to<br />
maintain an underst<strong>and</strong>ing <strong>of</strong> the status <strong>of</strong> the plan review. All OSHPD plan reviews can<br />
be observed in real time using the OSHPD Website. Concerns over missed target dates<br />
should be raised with your design team <strong>and</strong> ask them to seek clarification from OSHPD<br />
plan review managers.<br />
• Monitor the passage <strong>of</strong> time between the date that OSHPD releases drawings with<br />
comments to be corrected <strong>and</strong> the date that your design team resubmits. Do not blame<br />
OSHPD <strong>for</strong> a slow "turnaround" by the designers. <strong>Project</strong>s that take longer than six<br />
months in turnaround waste the hospital’s resources <strong>and</strong> could result in being treated by<br />
OSHPD as ab<strong>and</strong>oned projects.<br />
• Keep track <strong>of</strong> the number <strong>of</strong> review cycles. Three cycles are not unusual: first review <strong>and</strong><br />
two backchecks. Continued comments by OSHPD plan review staff after the second<br />
backcheck may be an indication <strong>of</strong> a problem with design or inappropriate response to<br />
OSHPD comments by the design team. Hold your design team accountable <strong>for</strong> the<br />
satisfactory outcome <strong>of</strong> the OSHPD process.<br />
• Request the design team to provide complete schedules with committed response times<br />
<strong>and</strong> list <strong>of</strong> critical issues requiring hospital input as well as dates required <strong>for</strong> hospital data<br />
to be provided so that the data can be completely integrated into the documents.<br />
OSHPD has a goal <strong>of</strong> 60 days to review an initial project other than new construction <strong>and</strong> remodel<br />
projects that alter the existing structural frame with 30 days <strong>for</strong> each backcheck. OSHPD will want<br />
to schedule a meeting <strong>of</strong> interested parties if there are still plan review comments after three<br />
backchecks. More than three backchecks indicates that there are problems with the project <strong>and</strong><br />
hospital owners would want to schedule such a meeting as quickly as possible. OSHPD is open to<br />
negotiating timelines on longer projects.<br />
All documents sent to OSHPD are triaged. Any document that can be h<strong>and</strong>led in less than a half<br />
hour is acted upon immediately. OSHPD uses over-the-counter review <strong>for</strong> projects that do not<br />
(OSHPD <strong>Best</strong> <strong>Practices</strong>) Page 101 DRAFT FINAL, Sept. 2011
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