Regional Hospital — Patient Tower.
A new acute-care patient tower built beside a fully operational hospital — delivered on schedule while the campus never stopped running.
A live hospital that couldn't stop for the build.
The authority was adding an acute-care tower to a campus treating patients around the clock. Construction had to advance through occupied buildings under strict infection-control protocols, with phasing, utility tie-ins, and access tightly governed by clinical operations.
CREO was engaged as owner's representative and program controls lead: accountable for cost and schedule, the phasing plan, and a record that would stand up to public audit and review.
- Program & project controls
- Owner's representation
- Common data environment (PMIS)
- Phasing & infection-control planning
- Document control
- Claims avoidance & support
The challenge
Every construction activity had a clinical constraint attached — a tie-in that couldn't interrupt service, a route that couldn't cross a patient zone, a shutdown that needed months of notice. A single missed sequence could ripple across the whole program.
The authority needed a phasing plan that was also a schedule — one model linking construction logic to clinical continuity, current enough to plan around and defensible enough to audit.
Our approach
- 01Built phasing into the master scheduleModelled every infection-control zone and clinical constraint directly in the schedule, so sequencing and continuity were planned as one.
- 02Governed tie-ins and shutdownsRan a structured look-ahead for every utility tie-in and shutdown, coordinated with clinical operations months in advance.
- 03Held cost against public milestonesTracked cost and schedule against funding milestones with rolling forecasts and recovery planning.
- 04Kept an audit-ready recordMaintained a single, current record across all consultants and contractors — defensible at every review.
A new tower, a hospital that never closed.
“CREO planned the build around our patients, not the other way round. The schedule and the phasing were the same plan — so we always knew the clinical impact. That's how we kept the campus open.”