Behavioral Health Hospital Replacement
A 160-bed behavioral health hospital that replaced an aging facility, with every patient transferred in a single planned weekend.
- Owner
- Confidential
- Region
- U.S. Mid-Atlantic & Northeast
- Market
- Healthcare
- Capital value
- $310M
- Size
- 240,000 SF · 160 beds
- Delivery
- CM at-risk
- Duration
- 30 months
- Completed
- 2025
What was at stake.
Behavioral health patients cannot be moved in waves without clinical risk, so the transfer had to happen once. That meant the building, the state licensing survey, ligature-resistant fit-out, security systems and staff training all had to finish before one fixed weekend. The contractor schedule ended at substantial completion and said nothing about the weekend that mattered.
How we controlled it.
What our schedulers and cost engineers did on this project.
Schedule to the move
We extended the P6 baseline past substantial completion to licensing, staff orientation and the transfer weekend, so the real finish line was on the critical path.
Safety fit-out tracked
Ligature-resistant hardware, anti-ligature doors and security glazing were tracked as long-lead items tied by logic to each unit.
Monthly float review
Every update reported total float to the transfer weekend, so a slip in any unit showed up as lost days, not as a vague concern.
Move scripted
The transfer itself was scheduled hour by hour with clinical and security leads, then walked through twice before the weekend.
The result.
Substantial completion is the contractor's finish. The owner's finish was a weekend, so that is where the schedule ended.
Lead scheduler, AdenTurton
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