false 5000 fade 800

Medical

Other Sustainable Projects

Other Healthcare Projects

Other Integrated Lean Project Delivery Projects

Other General Contracting Projects

Other Development Projects

Other Construction Management Projects

Other BIM Projects

Green Project

Owner:

ThedaCare and Shared Partners

Architect:

HGA

Boldt Role:

Construction Manager General Contractor Development ILPD

Key Points:

Minimized construction footprint, energy-efficient shading and low-energy HVAC and lighting schemes are just a few of the features that helped the building achieve the LEED NC Gold Certification.

Encircle Health

Multi-Specialty Ambulatory Care Center

Appleton, WI

This freestanding facility represents a new concept in multi-specialty healthcare. Primary care doctors and specialists not only share resources to serve thousands of patients per week, they do so in ways that use natural resources responsibly in the process.

As construction manager and general contractor, Boldt built a 156,000 sq. ft., three-story facility with a minimized construction footprint. Built to limit disturbance to native soils, plants and wildlife, the site's landscaping incorporates energy-efficient shading and reduces the need for irrigation.

The facility's interior serves as an example of how to achieve substantial energy savings without compromising comfort. Low-flow plumbing fixtures reduce water consumption by 30 percent over standard fixtures, while heating, ventilation and air-conditioning systems are designed to be 26 percent more efficient than industry standards require.

Solar panels provide 60 to 70 percent of domestic water heating, and a dedicated heat-recovery chiller reclaims heat generated by equipment and uses it to heat interior spaces. These low-energy HVAC, plumbing and lighting systems will help achieve a LEED® Gold Certification for new construction.

Boldt was instrumental in the early introduction of Building Information Modeling (BIM) and Integrated Lean Project Delivery® (ILPD) into the project.

Both BIM and ILPD required us to maintain an open, collaborative culture. Through modeling, we were better able to plan efficiency into the project, spotting trouble areas that could lead to costly rework and delays well in advance. All trades ended up on the same page at every step, allowing for optimized workflow.

ILPD encouraged teams to focus on activity and processes that emphasized benefits to the owner. Looking for ways to slash waste in design and construction, while increasing value, became second nature. In fact, a shared savings clause was even put into place to reward team members for their diligence.

In the end, conflict, confusion and rework were eliminated, which produced a better product while saving money and streamlining schedules.