By Kyle Houser, Contributing Writer

As healthcare facility management faces increasing challenges — rising inflation, an aging population and tightening maintenance budgets — demand is growing for innovative strategies that optimize project planning and execution. Among the most promising approaches emerging in the field is integrated project delivery (IPD) Light, an adaptation of the traditional IPD model designed to drive better collaboration and cost-efficiency, without the complexity often associated with full IPD projects. 

The increasing prevalence of IPD Light proposals reflects a shift toward more collaborative, transparent and adaptive project planning that recognizes the complexity of modern-day healthcare construction. 

The traditional design-bid-build process has long been the standard for healthcare facility projects. Under this model, architects determine the scope of work, and a bid is solicited based on a request for proposal (RFP). But this process often leads to cost overruns and delays because the scope of work can be unclear, and unexpected changes during construction can drive up costs. 

IPD Light is designed to overcome the limitations of the traditional design-bid-build process. Fostering a culture of communication, transparency and early decision-making, IPD Light helps healthcare organizations maximize value from their investments while ensuring patient care remains the top priority. 

This model is particularly urgent today because hospitals and other healthcare facilities are under pressure to adapt to evolving patient care models, reduce costs and mitigate the risks associated with supply chain delays, rising inflation, a shortage of skilled workers, extended equipment lead times and increasingly stringent codes. 

Scoping the project 

Under the traditional design-bid-build process, defining a project’s scope can be an ongoing struggle. The architect must establish the client’s goals and project specifications, but as the project progresses, unforeseen costs often arise, threatening to exceed budget constraints. These unexpected increases can lead to significant delays and the need for value-engineering efforts to get the project back on track. 

IPD Light addresses this problem with continuous communication and collaboration. From the outset, all team members — including designers, contractors and the client — are involved in the decision-making process. 

By maintaining a transparent dialogue throughout the project, teams can assess design decisions and costs in real time. All stakeholders are aware of the process, see the assumptions being made and have a say. This ongoing evaluation ensures that stakeholders clearly understand the project scope, helps avoid budget creep and empowers the building owner to make informed decisions about the facility’s design. 

Building buy-in 

Change is often met with resistance, especially when it involves rethinking well-established processes. Overcoming this resistance requires effective communication and buy-in from all levels of the organization. The transition to IPD Light requires stakeholders — from doctors and nurses to project managers and directors — to be open to new ways of working and thinking. 

Successfully implementing IPD Light begins with creating a space for open discussion and reflection on past projects. By convening key stakeholders — including C-suite executives, department leaders, and facility managers — teams can reflect on past projects, identify pain points and work together to improve future outcomes. This collective learning process helps ensure everyone is aligned and ready to move forward with a shared vision and realistic expectations. 

Having a designated leader who understands the C-suite’s priorities and is able to communicate the financial and operational benefits of IPD Light is essential in securing organizational support. And involvement of capital planning and facilities budget leadership is crucial. 

Cost considerations 

Long-term planning is essential for healthcare facilities, but when budgets are stretched thin, balancing immediate needs with future goals can be difficult. IPD Light often requires higher upfront costs for design and planning, which might deter some organizations from adopting this approach. 

While IPD Light might involve more initial investment in design, it ultimately reduces costs by preventing costly change orders and delays during later stages of the project. By involving all stakeholders early in the process, teams can ensure that design decisions align with immediate needs and long-term facility goals. This holistic approach to planning helps reduce waste and optimize every dollar spent. Ultimately, healthcare organizations save on long-term facilities operational costs while improving patient care and staff satisfaction. 

Kyle Houser, P.E., LC, CHEPP, is principal with TLC Engineering Solutions.