COVER STORY
tion technology (IT) costs, furniture, equipment and fixtures, as well as any other non-construction-related
costs.
Many times, clients don’t understand this or forget the soft costs and under- budget the total comprehensive proj- ect cost. It’s important to explain the soft costs to the clients and discuss the total comprehensive project budget, which can be an additional 25 percent to 30 percent more than the construc- tion budget. We also recommend that our owners maintain a five percent to 10 percent contingency budget for un- foreseen costs that arise throughout the different phases of the project.” To avoid unpleasant surprises later
at High Pointe, says Albers, “we en- gaged staff early on in the project to help in the selection of design con- cepts [and] negotiated a guaranteed
Staying operational while doing the renovation was tough. It’s taken about a year, but we stuck to our principles and philosophy: to provide quality care in the most comfortable atmosphere in a cost-efficient manner.”
—Joseph Conahan, MD, managing partner of Pocono Ambulatory Surgery Center
maximum price (GMP) with the con- tractor. Because of the scope of the project, we locked in a GMP since there were so many unknowns. If we would have done it differently, we could have been hit with many change orders and overages.” At the end of the day, says Hansen, “nothing is better than doing projects and gaining experience, working with the client and understanding their in-
dustry, and being in the trenches, help- ing them create the most functional and efficient ASC possible. It’s the partnership between the owner, the ar- chitect and the provider that looks at all aspects of the surgery center and strives to create the most efficient and aesthetically pleasant environment, while focusing on minimizing the pa- tient’s stress and embracing patient- centered care.”
ASC FOCUS JANUARY 2013
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