st. anthony hospital - hammes company tale of four hospitals: st. anthony hospital about our...
TRANSCRIPT
A Tale of Four Hospitals:
St. Anthony Hospital
About Our Speakers
David Thompson: Chief Financial Officer, St. Anthony Hospital, Lakewood,
Colorado
Oversight of corporate finance, operating cost reduction, earning
improvement and healthcare organization and productivity
Joined Centura Health in 2003; previously served with Providence
Memorial Hospital, owned and operated by Tenet Healthcare, as
Assistant CFO
Todd Reynolds: Vice President, Hammes Company, Denver, Colorado
Served as Project Lead overseeing St. Anthony Hospital project
Team leadership and overall project management of major healthcare
project assignments in Colorado
Over 20 years of experience in the construction industry, with a specific
focus on healthcare for the last 18 years
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Key Project Facts:
St. Anthony Hospital
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Key Project Drivers
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100-year-old facility and campus
conditions
– Land-locked, urban area
– Lack of expansion options
– Cost-prohibitive
Key Project Facts
Location: Lakewood, Colorado
Groundbreaking: August 2008
Opening Date: June 2010 / June 2011,
Phased opening
Hospital: 670,000 square feet
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– 272 inpatient beds
– 60 intensive care suites
– 19 operating room suites
– T-10 trauma operating suite
– 10 specialty procedural suites
– 10 imaging / radiology suites
– 4 endoscopy suites
– 18 rehabilitation suites
– 300,000 cubic yards of soils moved
– 38,000 cubic yards of concrete
– 2,400 tons of structural steel
– 450 steel supports for
medical equipment systems
– 1,500,000 square feet wall partitions
– 2,400 doors
– 1,400,000 pounds of sheet metal
– 101 miles of piping
Unique Attributes:
Project Approach
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Distinguishing Characteristics
Sustainable design
– LEED Silver Standards
– Leveraged utility design assist and incentives
– 2011 City of Lakewood Sustainability Award
Two separate hospitals
– OrthoColorado Hospital
– Level 1 Trauma Center
Shared utility plant
Shared IT infrastructure
Full campus relocation
– New fire and building departments
– Street / highway sign change
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Challenges & Solutions
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Project Challenges & Solutions
Reduced budget late in design
phase
– Fall 2008: economic conditions
– Key procedural rooms / services and
modalities were maintained
– High-technology systems remained
part of the project investment
Land purchased from the Federal
Government
– Old, unmapped land fill
– Significant budget and schedule
challenges
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Project Challenges & Solutions
Design of new campus
– Replaced 100-year-old campus, 10
miles away
– Transition to new facility
– Staff underwent concurrent campus
training
– New technology
Late decisions
– Eliminate birth center
– Convert patient care unit
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Project Challenges & Solutions
Significant leadership changes
– Centura Health and St. Anthony Hospital
Phase 1 was completed 3 months
early
– Affordable Care Act, conflicting and
vague guidelines surrounding physician
ownership
Late upgrade decisions
– MRI to a 3T MRI
Third-party owned MOBs
– Greatly impacted construction logistics
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Lessons Learned
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Lessons Learned
Know your market
– Build for what is needed, but not beyond
– Understand your demographics and use
rates
Disciplined process for use of
contingencies
– Risk management and unknowns, not
solely additional scope
Leadership / user group change
– Can cause major scope impact
Unknown site conditions
– Can have significant costs
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Lessons Learned
Involve auditors early
– Cost-tracking value
Medical equipment and IT systems
– Early flexibility minimizes costs of
inevitable changes
Dedicated transition planner
– Helped to offset complete change in
operational approach and culture
Quality project team = success
– Budget
– Schedule challenges
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Questions & Answers
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