ABOUT THE TRITON PAVILION PROJECT PROCESS

Progressive Design Build

Triton Pavilion is being developed with LMN Architects

, PCL Construction, and UCSD under a Progressive Design Build process (PDB). The PDB process uses a qualifications-based or best value selection, followed by a process whereby the owner then “progresses” towards a design and contract price with the team (thus the term “Progressive”). This process offers

high collaboration between

UCSD and the design and construction teams.

Programming & Change Management

The programming process for the Triton Pavilion project has evolved since the project's inception. 

Initially,

Moore Rubel Yudell (MRY) was hired to develop the 80% Detailed Project Program (DPP)

, to be completed by the selected PDB team. Following delivery of the 80% DPP, the project team embarked on a program verification stage coupled with change management, to ensure Triton Pavilion would be designed to serve the needs of its many and varied users. The Triton Pavilion change management process and associated activities have focused on the portions of the Triton Pavilion project that include workspaces.

The program verification and change management stage has

involved several exploratory activities to help users learn about workplace research and best practices and to support the project team's understanding of each group's unique work functions:

• Tours of existing workspaces to understand needs and challenges

  Current workplace survey on existing workspaces

• A survey regarding current workplaces

• Tours of aspirational workplaces

• Identification of and engagement with Change Champions

• Focus

  Groups

  group meetings

• Town

  Hall Presentations

  hall presentations

During the program verification process, the executive committee asked that the project team work toward the additional goal of equity across workspaces, with an emphasis on assigning individual work spaces by the type of work. For example, counseling sensitive issues more then 3/4 of the day requires private enclosed space, such as an office. The new target builds in future flexibility and provides greater variety in workspaces, which increases is intended to increase productivity and engagement. The project team worked with representatives from each department to ascertain the best approach to achieve the new target. The number of supportive enclosed spaces was balanced have been included to ensure each group will be empowered have a variety of spaces to utilize to do its best work.