CAHED Webinar - Mitigating Change Orders in Healthcare Construction

Speakers:
Chris Martin, Senior Project Manager & Jerrod Kiefat, Superintendent I with GTC

Description:

The upcoming webinar will explore the intricate and often challenging change order process inherent in healthcare construction. We will focus on proactive mitigation and effective navigation strategies at every project stage, from pre-construction planning to post-construction resolution. Our speakers, drawing from real-world scenarios, will dissect complex issues and their resolutions from the perspectives of the owner, facilities team, design group, and contractor. This presentation will not only identify best practices for limiting change orders but will also provide actionable strategies for managing their impact, fostering a collaborative environment, and ensuring clear communication to handle the inevitable "fallout" and maintain project momentum and stakeholder satisfaction.

Learning Objectives:

1. Identify the root causes of change orders in healthcare construction across all phases, including pre-construction planning, active construction, and post-construction closeout. This explicitly includes the discovery of issues after substantial completion.
2. Explain and evaluate a variety of methods to proactively mitigate and control change orders. This should include not just preventative measures but also responsive strategies when changes are unavoidable.
3. Define the distinct roles and responsibilities of all stakeholders—including facilities management and biomedical engineering teams—in the change order process. This emphasizes the importance of their early and continued involvement.
4. Develop specific, measurable goals for change order mitigation that align with project budgets, timelines, and the long-term operational needs of the healthcare facility.
5. Master communication and documentation strategies to effectively manage the consequences of change orders post-construction. This includes processes for follow-up, final documentation, and ensuring a seamless transition to the facility operations team.
6. Cultivate a project culture of collaboration and partnership to transform the change order process from a point of conflict into an opportunity for collective problem-solving.