Healing comes via many means, from research to technology, from education to patient care, and nowhere is that more evident and effective than at Johns Hopkins Medical Institute (JHMI), where two new clinical towers embrace a mixture of state-of-the-art equipment and amenities that combine the comforts of home with the best medicine has to offer. Shortly after ground breaking for the new buildings, KCI staff became an integrated part of the Hopkins construction management team, helping to complete one of the nation’s largest and most aggressive hospital build-outs.
“The opening of our new patient facilities [was] a transformative milestone in the history of Johns Hopkins Medicine,” said recently retired JHMI CEO Dr. Edward D. Miller. “Our new facilities enable us to provide that extra care with greater comfort and privacy for our patients and their families.”
The Charlotte R. Bloomberg Children’s Center and the Sheikh Zayed bin Sultan Al Nahyan Tower rise 12 stories across five acres. The 1.6-million-square-foot hospital includes 560 private rooms, 33 operating suites, laboratories, pediatric and adult emergency departments, and a host of cutting-edge diagnostic equipment, for the first time bringing together numerous departments and services that were spread across the campus. Amenities include a two-story playroom, basketball court, family sleeping accommodations, comprehensive noise dampening, valet parking, a healing garden and an integrated and interactive telecommunications network that offers a mix of internet service, movies and games.
KCI was brought on board early in 2007 to provide staff augmentation, working with and integrating seamlessly into the Hopkins project management team. “It was the largest singular project ever built in Baltimore City with considerable need for manpower and professional expertise,” said KCI Project Manager Michael E. Myers Sr. “We were able to fill very specific requirements as needed without burdening JHMI’s fixed payroll.” At the peak, seven construction managers oversaw varied aspects of the build, ranging from reviewing architectural and electrical change orders to managing furniture delivery and installation.
Everybody knew the goals, knew what had to be done and worked together to make sure it happened. We were a part of the team, felt like Hopkins employees and blended in just like they wanted us to.
Patrick A. Hall, KCI Construction Manager
Coordination of manpower, equipment and materials required constant monitoring and adjustments. The team used a timely and critical decision making process with a collaborative focus. KCI worked with city and state regulatory and inspection agencies and scheduled power and utility outages, road closures, and reconstruction of city streets and streetscapes.
A customized mobile application helped track quantities, deliveries and placement of more than 15,000 pieces of furniture into patient rooms and public areas. Later, KCI joined the transition team by controlling elevators and addressing electrical or power issues as needed when staff moved more than 350 patients into the new facility over two days.
Response to the new hospital among the patient, medical and surrounding residential communities has been overwhelmingly positive. Following eight years of planning, design and construction, the hospital is fulfilling its mission to set the standard of care both in patient experience as well as medical advancement and healing.