SLAC National Accelerator Laboratory-Science User and Support Building
2016 Diamond Level Partnered Project of the Year Award – Vertical Project $25M-$250M
- (Owner) Department of Energy and SLAC National Accelerator Laboratory
- (Prime) Hensel Phelps Construction Co.
- (Designer) KMD Architects
- (Facilitator) OrgMetrics LLC
Photo Gallery
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- Photo Credit: Michael O’Callahan SLAC National Accelerator Laboratory–Science User and Support Building Project
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- Photo Credit: Michael O’Callahan SLAC National Accelerator Laboratory–Science User and Support Building Project
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- “New Panofsky Auditorium”
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- “Several members of the SLAC team spoke about the importance of the new facility to the campus”
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- “The official ribbon cutting performed by SLAC leaders: Chi-Chang Kao (Director), Norbert Holtkamp (Deputy Director) and Jan Tulk (Chief of Staff)”
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- SLAC Science User and Support Building
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- SLAC Science User and Support Building
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- SLAC Science User and Support Building
Project Information
Original Project Budget: $46,644,000
Final Project Budget: $51,653,342
Planned number of Work Days: 730
Actual number of Work Days: 730
DRB/Claims: None
Change Orders: 157
OSHA Recordables: 4
Estimated Savings due to Partnering Program: $250,000
Project Details:
On this project, the team committed itself to project-specific goals such as achieving LEED Gold and honoring the history of the SLAC lab in Menlo Park, CA, both of which it successfully did. With attention to energy efficiency, the team implemented, for the most part, passive heating and cooling systems. In the interest of preserving the building’s legacy, fourteen of the original seats were taken out prior to demolition of the Panofsky Auditorium to be reintegrated in the new one. Each seat honors a Nobel Laureate who worked there. Onsite project milestone and safety celebrations contributed to team morale, focus, and strong relationships. At the end, they reported an average score of 4 for trust and 3.7 for teamwork.
Challenges:
The team took extra care to clearly delineate roles, responsibilities, and the chain of command, because having two owners was likely to create complications down the line. They adjusted their decision approval process for greater efficiency and insisted on a “talk it out” motto that would encourage issue resolution at the field level.When challenged to find an alternative solution for a smoke-removal system, the design-build team and AHJ & SLAC representatives collaborated and decided upon a horizontal fire shutter for half the cost.
