Crafton Hills College | P2S Inc.

Crafton Hills College

New Crafton Center

  • Location

    Yucaipa, CA

  • Project Dates

    June 2012- March 2015

  • Construction Cost

    $19.4 million

  • Size

    36,000 SF

  • Market

    Community Colleges

  • Awards

    LEED Platinum Certified

  • New student services center reaches LEED Platinum Certification

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  • Project Overview

    The Crafton Hills College campus had not undergone major facility upgrades since its opening in 1972. P2S helped revive the campus by providing mechanical, electrical, plumbing and technology design services to the new Crafton Center. The new campus hub is located where the former library once stood.

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  • Solution

    P2S provided MEPT and Fire Protection Design for the new facility, which houses student services and amenities including administrative offices, versatile event and conference space, food service areas and study spaces. Scoring 80 total points from the United States Green Building Council, the building’s design achieved LEED Platinum Certification.


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  • Delivery Method: Design-Build
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  • Size: 450,000 SF

P2S is providing MEPT engineering services for the Riverside University Health System (RUHS). The currently underdeveloped site will be renovated to include five buildings with a total area of approximately 450,000 SF and a parking structure. The project is pursuing LEED Silver to focus on reducing energy consumption and waste, managing resources efficiently, and reducing operating costs and environmental impact. The Village provides for an entire continuum of behavioral health and wellness care, from urgent treatment to supportive housing, including outpatient care, education, and social services. It includes various park settings, activity areas, and outdoor gathering areas. Amenities include a market, cafe, and pet hotel. It will provide much-needed community, social, behavioral, wellness, and medical services to the local population.

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  • Delivery Method: Design-Build
  • Cost: $3.4 million
  • Size: 1,500 SF

P2S Inc. was part of a progressive design-build team tasked with building a new hybrid bi-plane operating room (OR) at the University of Washington Harborview Medical Center. The space, which functions as an imaging suite and operating room, is within a functioning group of operating rooms and sub-sterile core environment. Construction required a complete renovation with multi-phase delivery to minimize downtime for the adjacent operating rooms, sterile core, and surrounding corridors. The existing floor slab and mezzanine levels were reconfigured to make the most efficient use of the space and to accommodate the structural requirements of new systems.

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P2S provided MEP, Technology, and Low Voltage design services for the project. Additionally, P2S helped with utility service accommodation, site improvements for the surrounding buildings, and a 3D laser Scan of the interior of the first floor of the existing building. Connected to the 3-story building, a new 50,000 SF facility houses the Transplant Recovery Facility which has roughly triple the capacity of the previous recovery center in Redlands - making it the largest facility of its kind in the country.

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The Martin Luther King Jr. Behavioral Health Center project is an adaptive repurposing of the former MLK hospital building. The 5-story, 505,000 SF building was demolished to the structural members and floors, then rebuilt with new MEPT services and distribution systems with supply service points of connection in the existing campus central utility plant. The renovations provide mental health services, including urgent care, outpatient, psychiatric health, substance abuse, and rehabilitation. The design-build team was led by HOK and Bernards in partnership with Los Angeles County Public Works.

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Kaiser Permanente Baldwin Park Medical Center is set to undertake an estimated $300 million infrastructure upgrade project. As part of the Design-Assist team, we’re providing our mechanical and plumbing design expertise for this replace and rebuild effort at the hospital, central utility plant building, and medical office building. Our team is working with the project general contractor and subcontractors in a “big room” setting, regularly coordinating with Kaiser’s Facilities Strategy, Planning and Design (FSP&D) Department and the project team to ensure design functions as intended.

We’re replacing existing air handling units, chillers, heat exchangers, cooling towers, humidifiers, fan coil units, exhaust fans, and controls. In the first phase, we are providing design options which will include sustainable design for each system to lower the building Energy Use Intensity (EUI) from 230 to 160. The strategies will include heat recover chiller design to save heat energy on the domestic hot water system, convert constant air volume distribution to variable air volume system, design air handlers with separate cold and hot decks to optimize economizer mode to name just a few of our improvements. The new Direct Digital Control (DDC) system will optimize the building’s energy use and will automate the entire HVAC and plumbing systems to minimize maintenance. This project received a CEC grant for its sustainable design to de-carbonize a large healthcare facility.

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Scripps Memorial Hospital Encinitas began construction on the new acute care Lusardi Tower and Lusardi Pulmonary Institute in June 2023. The $263 million project represents the final phase of a multi-phase expansion (Phase 1 included the Leichtag Foundation Critical Care Pavilion, completed in 2016). The project comprises a 224,000 SF new construction building with a full basement and 64 new med surge/ICU patient beds. Other major departments include six operating rooms, radiology (IR, cath lab, MRI, Spec CT), med surg, PACU, kitchen/cafeteria, pharmacy, clinical laboratory, and sterile processing. The tower will open by 2025, taking the hospital to over 230 patient beds.


The project consists of multiple construction phases and increments to minimize the impact on the existing acute care facilities on the campus. Multiple make-ready projects were required to house impacted staff and operations before demolition.


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  • Size: 60,000 SF

Our healthcare team worked on various aspects of this project designing systems for both the shell/core building and the tenant improvement buildout. We designed dry utilities and the greywater water system for the core building and coordinated with the LA Department of Water and Power for expanded electrical power utility at the building. For the tenant improvements, we expedited the process for the architect and designed low-pressure air distribution and ventilation systems; power distribution and lighting design; fire alarm and fire protection systems; and submitted all Title 24 energy calculations.

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  • Delivery Method: Design-Assist
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  • Size: 72,000 SF


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Because the hospital was so focused on preparing for future development, the design called for constant reassessment and forward-thinking about the needs of the hospital community in the next 50-100 years.
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  • Size: 273,000 SF

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  • Size: 267,000 SF

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Scripps CCB (Done) (2013-6973)


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P2S provided Mechanical, Electrical, and Plumbing engineering design for the two-story Critical Care Building (CCB) with a new Central Utility Plant and emergency airlift helipad. The CCB consists of a new emergency department, procedure rooms, and med-surge patient beds. Because the hospital was so focused on preparing for future development, the design called for constant reassessment and forward-thinking about the needs of the hospital community in the next 50-100 years.

Scripps CCB (Done) (2013-6973)


Bold Text:Regular Text (For Specs)
Bold Text:Regular Text
Bold Text:Regular Text
Bold Text:Regular Text

P2S provided Mechanical, Electrical, and Plumbing engineering design for the two-story Critical Care Building (CCB) with a new Central Utility Plant and emergency airlift helipad. The CCB consists of a new emergency department, procedure rooms, and med-surge patient beds. Because the hospital was so focused on preparing for future development, the design called for constant reassessment and forward-thinking about the needs of the hospital community in the next 50-100 years.