Camp Pendleton Hospital Replacement Project
The Naval Hospital at Camp Pendleton is a 1 million-square-foot medical campus providing state-of-the-art healthcare services to the military and their families.
EXCELLENCE IN PARTNERING AWARDS - PROJECTS OVER $50 MILLION
Clark/McCarthy, A Joint Venture
Camp Pendleton Hospital Replacement Project - Camp Pendleton
The Naval Hospital at Camp Pendleton is a 1 million-square-foot medical campus providing state-of-the-art healthcare services to the military and their families. Beyond designing and constructing the hospital campus, the design-build team planned, procured, and installed all medical equipment and trained hospital staff. The original Charter Goals were meant to be difficult to achieve, forcing the team to think outside of the box to benefit from the process. Success was then measured not as a pass/fail against the hard metric, but rather as to whether the team developed and implemented solutions to meet the Charter Goals. Facilitated by Ventura Consulting Group, the goals were tracked and evaluated every month through an email survey system. Each goal was also reviewed and evaluated at every one of the 11 formal follow-up sessions. Surveys went to NAVFAC participants and the design-build team separately so management was able to assess the different perspectives of both.
Through the process, the team raised their teamwork score from 6.9 (“Business as Usual/Good”) to 8.2 (“World Class”) after just a few months of working together. This high level of teamwork was maintained throughout the project ending up as a 9.2 rating. Jim Eisenhart, president of Ventura Consulting Group says that this level of teamwork is achieved by only about five percent of the projects his firm facilitates.
As a result of making safety a team priority and highlighting it as a Partnering goal, the project boasted the exceptional safety record highlighted below. The project implemented a Contractor Controlled Insurance Program (CCIP), thus we had direct access to the accounting for all costs associated with treating injuries on the project. The actual costs of treating the project injuries were less than 17% of the anticipated costs, even though the final payroll exceeded projections.Delivered more than $100 million under budget and boasting less than 2% in contractor requested change orders, NAVFAC was delighted with the final project cost.