A Project Manager’s Perspective
The Challenges and Rewards of Healthcare Construction.
Neil Westmoreland started his career in healthcare construction fresh out of college in 2005. A lifelong resident of the Greensboro, NC region, Neil has spent the last 13 years working his way from project coordinator to senior project manager.
Face to face, it’s easy to see why he is a favorite of our Southeastern healthcare clients. He has a soothing southern drawl and projects a calm, composed demeanor. He smiles easily and can make anyone—even a stranger—feel like a friend.
He has worked with Novant Health continuously since 2005, most recently acting as senior project manager on the $39 million Clemmons Medical Center Phase II addition. He’s worked at several other hospitals, along with senior living, rehab and laboratory facilities with clients like WellSpring and LabCorp.
Neil is a step above the rest in healthcare construction. He’s been interested in healthcare since childhood and built his career around constructing facilities that help and heal. Here is what he had to say in a recent interview about working in this distinctive market.
Q: What makes healthcare unique and exciting from a PM perspective?
A: In healthcare there is something new every day. Many types of construction, such as higher education or office space, share some of the same challenges. However, on a hospital renovation project, in many cases you have people in the room next to your work zone with highly compromised immune systems. Or you may have people preparing for open heart surgery. There are so many balls in the air that you have to juggle with your normal day-to-day construction activities.
Q: How do you keep jobs on schedule and minimize any impacts on occupied facilities?
A: Schedules are complicated. There’s typically a lot of phasing involved in working in or around an occupied space. You have to complete this task before you can begin that one. For example, you have to move the pharmacy before you can start on the surgical waiting room.
We always work closely with hospital staff to develop a phasing plan that they can work with without too much interruption to their day-to-day activities. We also take steps to have hospital staff involved with our tasks to eliminate any anxiety they may have due to the construction process. We want to build excitement around the project, not make jobs harder for the staff.
Q: What about infection control?
A: I’m very passionate about the infection control process. It’s very personal. When my grandfather went in for a knee replacement, he ended up with a staph infection and lost his leg. I know how important it is to maintain as sterile an atmosphere as possible.
The first step is always meeting with the infection control nurses. We perform a risk assessment and categorize the project into a risk category, from one to four—one being the least stringent and four being the most involved. Risk category four is typically a cancer center or operating room, where people have highly compromised immune systems.
In most all cases we construct temporary walls to separate construction areas from occupied spaces, or we might build isolation anterooms (between the existing hospital and our construction area). Usually we run negative air machines (hepa carts). These methods are designed to keep our air out of the hospital. We do particle counts in and around our work area daily as well as install differential pressure monitors to insure we maintain a clean work environment.
Q: When you’ve completed the work, what is the most rewarding part of the experience?
A: I think it’s when you walk the space with the doctors, nurses and patients after everything’s complete—watching their faces and hearing their comments. It’s often their first time seeing the finished project.
Recently we worked on a dialysis center at Forsyth Medical Center. There was one woman in particular that had been on dialysis for thirty years. She came to the ground breaking and spoke at the ribbon cutting. She was very grateful, because it’d been such a huge part of her life for so many years.
Q: How does Christman use technology for clients?
A: Well, we really use technology to make the most of our schedules. We also use it for close-out and post-construction services. BIM in particular allows us to get everything laid out virtually, prefab all our materials and plan out all of our systems well in advance of actually needing that material onsite.
One of things we did on the Clemmons Expansion project is have personnel come in and do owner training on all the systems. We hired a videographer and handed over a file with hyperlinks to all of these videos. If they have a question about an air handler or chiller, they can open these videos and replay the owner training.
Q: What advice do you have for healthcare clients that are planning a construction project?
A: Select your construction manager as early as possible. Get them involved in the design and preconstruction. That’s super important, to make sure you get the most bang for your buck.
The Christman Way
Our team goes above and beyond to make sure clients have the best possible experience. At Christman, one of our core values is having a passion for the work. Neil exemplifies the dedication and the relationships we build. He believes that the Christman team holds themselves to a higher standard, and for that, he takes great pride. Check out project photos from our Southeast US region in our project portfolio.