“Zowel voor het ontwerp, de bouw als de exploitatie fase betekent BIM een meerwaarde, dit ten voordele van kostenoptimalisatie, van alle partners en vooral inzake openheid en correcte samenwerking tussen alle bouw- en exploitatie partners”

1. NEW REPLACEMENT BUILDING
HOSPITAL AZ ST.-MAARTEN
MECHELEN

2. Table of contents
1. vzw Emmaüs
2. AZ Sint-Maarten
3. Project principals
4. Project methodology
5. Impact of BIM on the building owner
6. Our BIM experiences
7. Impact of BIM on project management of the contractor(s)

3. 1. vzw Emmaüs

4. vzw Emmaüs
• Health care and welfare services
• 6 sectors
 General hospitals (2) +/- 1000 pl
 Mental healthcare (7) +/- 1700 pl
 Support for people with disabilities (3) +/- 580 pl
 Special youth welfare services (9) +/- 400 pl
 Child daycare (4) +/- 300 pl
 Care for the elderly (3) +/- 350 pl
+/- everything in the province of Antwerp

5. vzw Emmaüs
Locations vzw Emmaus

6. 2. AZ Sint-Maarten

7. 1
Leopoldstraat
Mechelen
3
Rooienberg Duffel
2
Zwartzustersvest
Mechelen
AZ Sint-Maarten Today

8. AZ Sint-Maarten Today
 Employees
 200 physicians
 1300 staff members
 200 volunteers
 Bedden en plaatsen
 659 beds
 90 places in day hospital
 Activities (2016)
Patiënt contacts (total number) 395.000
Unique patients (total number 110.100
Classical hospital admissions 20.100
Inscriptions day hospital 28.100
Hospital days 168.400
Births 1.326
Emergencies 33.100
Consultations 226.200

9. 1
Leopoldstraat
Mechelen
3
Rooienberg Duffel
2
Zwartzustersvest
Mechelen
AZ Sint-Maarten 2018

10. 3. Project principals

11. 3.1. Board vzw Emmaüs & management AZ Sint-Maarten
− Building life cost: 20% (investment) / 80% (exploitation)
− In line with mission, vision and policies of the hospital
organisation
− Based on the 12 policy areas for the new building who are
used as guideline for decision making ex.:
− Patiënt based care
− Cost mangement ( investment cost, cost impact on exploitation cost)
− Sustainable building
− Healing environment
− Care for our staff and physicians
− …
− Patient oriented hospital based on patient based traffic model
− No possibility for extra investment budget
− Construction time as short as possible

12. 3.2. Facility services (technical and others)
− Common:
− Exploitation cost as low as possible
− ALL admin. data concerning used materials up-to-date and easy accessible for all
maintenance workers
− Technical:
− Building infrastructure life time minimum 50 years
− Easy modification of building infrastructure due to changes in law
− Preventive and curative maintenance on technical installations simply executable
− Other facility services:
− Maintenance friendly (internal and external )
− Execution of logistic processes always possible

13. 4. Project methodology

14. 4. Project methodology
Choice of methodology based on assumptions:
– 20% of life building cost is investment and 80% is exploitation cost
– Maximum following of the provided principles by the hospital organisation
– Strictly financial frame work during execution and exploitation
– Maximum availability of up-to-date project and maintenance data at any
stage of the project

15. 4.1. Maximum following of the provided principles by the
hospital organisation
• How to reach?
Maximum “specific” input from ALL parties involved in the
construction proces
• Optimum: “formula of building team”
Active participation of all project partners as of the start of the
building proces
• Maximum reachable alternative:
– Internal projectteam owner (= central position!)
– Separate desing partners for each discipline
– Assignment of contractors based on the most optimal
division in plots in the context of the building proces

16. 4.2. Strict financial framework during execution and
exploitation
• How to reach?
Redefine of the “traditional” building proces towards a more “optimised”
building proces with goal of getting the best value and quality for the best
price and this with regard of future care for the patient

17. 4.3. Maximum availability of project and maintenance data
on every moment
• How to reach?
– As of start of design take care that all project and maintenance
data ara available for all building partners in one centralised
database which is keep up-to-date and available for and by all
building partners
– During total building proces open mind and information
transparency between all building partners

18. Up-to-date technical and facility data starts
at design&building proces !

19. 4.4. Result
Choice for methodology:
Building Information Model
=> BIM

20. 5. Impact of BIM on the building owner

21. 5.1. Before contracting design partners
– Clear conceptual care design memorandum
available
– Define clear vision on facility data that need to
be delivered at end of project (= AS-BUILT)
– Define software tools to make BIM possible
- Database/ 3D visualisation platform
- Electronic project communication
– Take care of implementation of BIM
requirements in contracts

22. 5.2. Design fase
– Building owner must “BIM” (also in own
project organisation e.g. data input from ALL
“stakeholders” in one database available)
– Controlling of maximum use of BIM
methodology by design partners (arch., stabi,
techn.)
– Breakdown of building fases into plots which
allows maximum use of BIM filosophy, with
respect to contractors processes
– Controlling that BIM is integrated in the
tender documents (= enough data available
to make correct price offer)

25. 5.3. Construction fase
– Controlling contractors if use of BIM is sufficiënt by design team and
building owner (are enough data available, …)
– Take care that there are enough guidelines and “software” (not 3D!)
support available with regard to BIM
– Before provisional project acceptance control if BIM data are AS-BUILT

28. 5.5. Exploitation fase
– Use of the data out of BIM model/database for facility management
– Take care to keep BIM data up-to-date when changes to building
infrastructure will be made

29. 6. Our BIM experiences

30. Our experiences so far
• Owner must make at beginning of design proces good
“guidelines” (has been done too late in our
design/construction proces)
• Methodology was not enough known in organisations of
designers =2006/2007 !! (change of internal work
processes, higher rate of design detail during design, …)
• Basic software voor BIM purposes were available but not
enough level of detail =2008 !!
• No other project on this scale were/are in our region
available with use of full BIM experience
• For financial lender organisations BIM is added value

31. Our experiences so far
• Differences in “commercial” aspects between
building partners are not in favor of BIM
• BIM is good for more open “financial”
communication during construction fase
between contractor and owner
• Positive examples of BIM in our project:
– Open “communication” in tender fase (everything available
on a digital way data/3D model)
– Clashes between different techn. and arch. maximum
resolved before execution

32. Still our dreams
• Urgent need of BIM codification system:
– For data exchange (all parties same language)
– For financial purposes (budget, tender, bench mark,
…)
• Use of 4D/5D during project excecution (still far
from reality )
• Meaningful and correct AS-BUILT model (still
very hard to get)

33. 7. Impact of BIM on project management
of the contractor(s)

34. • Visual aspects
– Easily present the project to people who are new to the project
– Visualisation of problems, simplify the search for a solution
– Possibility for 4D simulation
• Drawings
– Easy to generate and adjust to one’s preferences
• Quantity take-offs
– Easy to generate and adjust
– Source of information
• More and more subcontractors use 3D models
– Extract information from master model
– Combine all models (arch. / stab. / fin. / techn. ) and use them in
their building processes
7.1 Advantages

35. • Need of overall BIM coördinator
– internal or external
– still extra project cost
• Changing responsabilities
– Where does design fase end and construction fase begins?
• Design drawings vs. construction drawings
– Design drawings have to be converted to construction drawings
– Time consuming process
6.2 Disadvantages