Children’s Hospital of Birmingham

Applying Our Medical Logistics Knowledge

In 2012, Children’s of Alabama, the state’s only freestanding pediatric hospital, completed a 12-story, 760,000 square foot, $400 million expansion project. 

children's hospital hallway

Children’s Hospital of Birmingham

Applying Our Medical Logistics Knowledge

In 2012, Children’s of Alabama, the state’s only freestanding pediatric hospital, completed a 12-story, 760,000 square foot, $400 million expansion project.  

children's hospital hallway

Children’s Hospital of Birmingham

Applying Our Medical Logistics Knowledge

In 2012, Children’s of Alabama, the state’s only freestanding pediatric hospital, completed a 12-story, 760,000 square foot, $400 million expansion project. 

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This project demonstrates our team’s response to common healthcare facilities project challenges centered on cost, risk, and time:

This project demonstrates our team’s response to common healthcare facilities project challenges centered on cost, risk, and time:


Looking for ways to mitigate cost

 Created in response to projected growth in patient volume, this project was certainly substantial: not only was it the largest single medical facility expansion project in Alabama’s history, but it also made Children’s the third-largest pediatric hospital in the U.S., as measured by square footage.  This phased expansion – which took place in an occupied, fully-operational facility – presented the challenge of protecting patient care while keeping the project on-track for completion.

During our initial discovery conversation, we learned that the client planned to use their shell space to store product as it arrived. Upon further analysis, we demonstrated that our local warehouse, which was close to the expansion site, presented significant advantages as an alternative, including decreased product handling and an attractive ROI.

Considering risk at every turn

Risk assessment and management plays a significant role in our approach to healthcare transition projects. Because we train our team – as well as hospital staff –  for a variety of scenarios that could occur, our move management team knew exactly how to react when an incident occurred during the transition.  As a result, the project remained on schedule without any distraction to patient care.

Looking for ways to mitigate cost

Created in response to projected growth in patient volume, this project was certainly substantial: not only was it the largest single medical facility expansion project in Alabama’s history, but it also made Children’s the third-largest pediatric hospital in the U.S., as measured by square footage.  This phased expansion – which took place in an occupied, fully-operational facility – presented the challenge of protecting patient care while keeping the project on-track for completion.

During our initial discovery conversation, we learned that the client planned to use their shell space to store product as it arrived. Upon further analysis, we demonstrated that our local warehouse, which was close to the expansion site, presented significant advantages as an alternative, including decreased product handling and an attractive ROI.

Considering risk at every turn

Risk assessment and management plays a significant role in our approach to healthcare transition projects. Because we train our team – as well as hospital staff –  for a variety of scenarios that could occur, our move management team knew exactly how to react when an incident occurred during the transition.  As a result, the project remained on schedule without any distraction to patient care.

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Managing time to prioritize care

Because we were stacking multiple departments in an operating hospital, redundancy scheduling was critical. We also transitioned the lab to a new lab environment, and because we knew that sample incubation periods were time-sensitive, we assigned a dedicated team to work with the Lab Technicians and OEM Technicians on this portion of the move. As a result, we moved critical components with efficiency and care, and lab staff could begin analytics quickly.

“When we walked into the ER in for planning the transition, there were some challenging cases.. The entire planning team was swelled with tears.. This wasn’t just a move, and we knew that, so we went above and beyond scope to make sure that a smooth transition was possible. There were many long days, but we wanted to make sure that all of the details were covered. Compassion and care are at the core of what we do.”

–Steve Lewey, Senior Vice President