healthcare construction
company overview The Hayner Hoyt Corporation was founded in 1966. From day one, building a quality product for our customers has been our top priority. We emphasize quality and service in everything we do and retain a large customer base as a result. Since 2007, nearly 100% of our annual revenues have come from repeat customers or new clients through referral. We pride ourselves on customer retention—our relationships, like our buildings, are built to last. Our primary service area is upstate New York, but we have expanded into New England, Maryland, Pennsylvania and as far away as Dallas, Texas. We have established long-term relationships with firms outside our primary service area which has exposed our company to new ideas, technologies and construction techniques. This broadened perspective and continuous evaluation and analysis allows us to implement new ideas and technologies that provide measurable benefits for our customers in both quality and savings. We use the latest computer technology to ensure that our customers are getting the best value on every project. Estimates are prepared using advanced Timberline software. We also employ Procore and ASTA Power Project to manage projects and provide realistic long and short-term schedules. Procore enables us to collaborate via the internet to keep all team members informed throughout the entire process of any given project. Additionally, we implement Building Information Modeling (BIM) for our major projects, which creates a virtual building model to identify and remedy design conflicts before we begin construction, saving clients significant time and money. We have a broad range of project experience including new construction, multi-phase renovations, and combinations of the two. Since our revenue is close to 100% repeat business, we are a full service company. This means we have the focus and efficiency to manage very small projects of only a few thousand dollars while simultaneously being able to offer the expertise and staff resources to manage single projects exceeding $150 million in size across all market sectors.
our guiding principles CUSTOMER COMMITMENT ACCOUNTABILITY
POSITIVE LEADERSHIP COLLABORATION
INTEGRITY SAFETY FIRST
Pre-construction services Successful projects start with good planning, open communication, and collaboration. We provide several key services that ensure a smooth pre-construction process and an on-time construction start.
understanding program & existing conditions Our ultimate goal during pre-construction is to minimize risk and ensure the budget is followed. We do this by: • Working with the architect during design development to ensure effective planning and budgeting. • Reviewing real-time pricing with the design team to keep project components on budget. • Performing a detailed review of site restrictions, existing conditions, logistical issues, site layout, phasing requirements, site utilization etc.
preparing construction estimates Before any estimates are prepared, we facilitate a meeting with the Owner and designers to determine what is included in the budget, assign responsibility for each item, and determine the client’s desired format for the estimate, e.g. by building, phase, funding source, etc. • Estimates are prepared using Timberline software and our historic database of construction. • Estimates carry design contingencies until drawings are completed.
Constructability Review • We regularly review documents during development to offer alternative means, materials, methods, systems, manufacturers, etc. to maximize cost savings. • Final approval lies with the Owner.
value engineering (VE) • We’ll make suggestions throughout document development which may involve changes to major systems, equipment, design, or even the program. • We avoid the need for cost reductions by being very involved in the design and program meetings to provide feedback as design decisions are made. • In the event the budget increases after a milestone estimate is prepared, VE will be performed to get the budget back on track.
coordination with other entities • We can coordinate planning board and zoning approvals, road closures, public works, permits, community outreach, utility planning and service etc. • We can work with the Owner’s furnishing and equipment vendors. • We’ll facilitate meetings, review shop drawings, manage lead times etc.
construction services Each project presents its own unique challenges. The uniqueness doesn’t lie in the means and methods of construction, but rather the needs and coordination of the client and their operations.
Working with subcontractors • We’ll assemble a list of subcontractors to be reviewed by Owners before being issued; list will include Owner’s preferred subcontractors that may already be working in their facility. • Once the bidding is complete, we perform an extensive de-scoping process to ensure the recommended subcontractors are capable and qualified to complete the work. • We’ll make an award recommendation, but final approval is the Owner’s.
reporting • All information is kept electronically, shared freely, and is readily available to the client. • At the end of the project, all information can be stored electronically including most submittals, RFIs, budget updates, schedules, construction documents, and anything else the Owner would like to have on record.
project savings & reimbursements • All savings for both reimbursable expenses and the cost of construction (including contingencies) are returned 100% to the Owner. • We do not need any financial incentive to provide the best value for our customers.
Tracking costs • At the very beginning when the GMP is established, we will provide a detailed cost estimate that lists all project costs. • This estimate is then transferred into our Budget Update report as the “Estimated Costs” and the report is updated and provided monthly.
managing change orders • We take great pride in managing project costs and protecting our clients’ finances. • Change orders are aggressively challenged before being submitted to our clients.
competitive bids for subcontracted work • We treat subcontractors fairly and respect the lowest qualified bidder; by doing this we always get the most competitive bids. • We work diligently to make sure that the project receives at least three bids in every scope using only qualified subcontractors. • We make regular contact with any pre-qualified subs to update them on the project’s pre-con process and to ensure they are still maintaining interest in the project. • We will implement any MWBE goals for the project if it has received grants or incentives that require it.
quality control • Before work begins, we meet with subs to refresh the discussions held at the de-scoping meeting and review submittal statuses, specifications, and overall expectations. • After the work has started, our superintendent will regularly review the in-place work to verify its quality and compliance with the contract documents and that sufficient progress is being made to maintain the schedule.
safety Safety is our number one priority. We have a full-time safety team responsible for training, monitoring and enforcing our safety policies for our employees, subcontractors and vendors. We provide a full copy of the Hayner Hoyt safety program detailing all policies and procedures at the start of every project.
certified healthcare constructors We understand that healthcare construction has unique demands when building in and around active patient care areas. We are committed to providing the best service for our clients and are constantly trying to improve our knowledge and experience when working in healthcare facilities. Of the 40 or so American Hospital Association Certified Healthcare Constructors in New York State, six of them work at Hayner Hoyt. We know the impact renovation and modernization activities have on patient safety and we take special precautions for infection control, fire and life safety, utility interruption planning and mitigation, project risk assessments, security, and workplace safety.
We implement the best infection control technologies available. Pictured above are STARC walls being installed; a more efficient and cleaner temporary wall system to contain construction. Tacky mats are used at all exits to minimize the tracking of dust and debris outside the site. We also use negative pressure gauges to measure the performance of our negative air equipment and to continuously monitor our sites.
Hayner Hoyt Life safety+ (trademark pending) In an effort to meet fire-stopping and life safety system compliance we developed the Hayner Hoyt Life Safety+ program to identify barriers as soon as drywall is installed, improve documentation, and ease the inspection process during and after construction. This also makes management of fire and smoke barriers for hospital facilities staff easier after the project is turned over.
Logistics & Risk Assessment We’re no stranger to the healthcare environment. We understand the importance of pre-planning and treat patient safety as a priority in both the planning stage and during daily work activity. We’re well-versed in hospital risk assessment documents and incorporate them into our logistics and budget planning prior to implementing.
building information modeling (BIM) With a full-time, in-house BIM Coordinator on staff, we have the ability to develop a comprehensive 3D model of a building prior to beginning construction which includes MEP, structural, and architectural details. BIM isn’t mandatory for a project to move forward, but its benefits are many on large scale projects. It can resolve design conflicts before discovering them in the field which accelerates construction, reduces the risk for change orders, and ultimately saves money. Upon building completion we can provide a 3D as-built of the facility for future reference.
A. John Merola, MD Cardiovascular Center at St. Joseph’s Health Phase 1 owner Marty Rainbow — Director, Facilities Services Architect King + King Architects Start February 2017 Completion July 2017
Phone: 315.448.5475
As part of St. Joseph’s Health’s $20 million 150th Anniversary Capital Campaign, we completed an interior renovation on an aggressive timeline to create a new electrophysiology (EP) lab and interventional radiology (IR) lab that opened in the summer of 2017. These labs were completed first to account for growing patient demand, but they were just the first phase in St. Joseph’s plans for an entirely new cardiovascular center of excellence.
A. John Merola, MD Cardiovascular Center at St. Joseph’s Health Phases 2 + 3 owner Marty Rainbow — Director, Facilities Services Architect Dwyer Architectural Start September 2017 Completion August 2018
Phone: 315.448.5475
Phase two built out two additional labs and flowed into phase three, which is the bulk of the Center’s footprint, ultimately connecting the two early phase fast-track areas. This project revitalized abandoned operating room space in the hospital. The approximately 45,000 square foot center includes six special procedure rooms, a hybrid operating room, additional patient bays and a post anesthesia care unit in nearly double the space previously used for these services turning St. Joseph’s Health into a destination for cardiac care.
christina m. nappi surgical tower at st. joseph’s health Phase 1 – Surgical Suite owner Marty Rainbow — Director, Facilities Services Architect King + King Architects Start February 2012 Completion July 2014
Phone: 315.448.5475
The Hayner Hoyt Corporation and its team of professionals broke ground on the new surgical and private patient room tower in early February of 2012. The Tower needed to be built in two phases to facilitate the construction of the addition. There was a portion of the existing building that needed to be removed in order to construct the last section of the tower. In that existing space were three existing operating rooms, so the new surgical center located in the lower levels of the building addition needed to be constructed first before the existing building could be torn down to minimize disruption to patient services. Hayner Hoyt completed phase one and the relocation of the surgical center two months early allowing for the timely relocation of the surgical department. Once the surgical department was operational, the remaining section of the tower commenced.
christina m. nappi surgical tower at st. joseph’s health Phase 2 – Private Patient Rooms and ICU owner Marty Rainbow — Director, Facilities Services Architect King + King Architects Start February 2012 Completion July 2014
Phone: 315.448.5475
As part of a $220 million expansion project, the 450,000 square foot Christina M. Nappi Surgical Tower at St. Joseph’s Health is full of innovations in health care, boasting new technology and “green” design. The tower features 72 spacious, private rooms and a new 36-bed intensive care unit. Located in the lower levels of the new tower is a brand new state-of-the-art surgical center with 17 operating rooms including a hybrid. The project was completed in two phases; Phase one allowed us to build a portion of the 7-story facility and bring the new surgical center online. Phase two began after the relocation of surgical services, allowing the balance of the tower to be built, including the upper levels containing the ICU and med-surg private rooms. This addition was completed in a combined one year pre-construction phase and two and a half year construction phase. The design and implementation involved the latest in computer-aided building information modeling (BIM) to ensure rapid and seamless construction with minimal design conflicts. Ultimately the project was completed two months ahead of schedule and 10% under budget.
primary care west – st. joseph’s health owner Marty Rainbow — Director, Facilities Services Architect Schopfer Architects Start April 2013 Completion December 2013
Phone: 315.448.5475
St. Joseph’s West Side Clinic is a state-of-the-art 16,000 square foot facility that offers services that would otherwise be limited in accessibility to the West Side of Syracuse. We served as the construction manager and worked for several years to plan the project with St. Joseph’s Health. Initially, the project began as a renovation of an existing building on James Street, however there was a dire need for this kind of facility on the West Side and St. Joe’s responded. A new plan was developed to bring primary care, mental health, pediatric, and other services all under one roof. During the demolition phase, three houses needed to be removed and abated. As is the case for many older homes, lead and asbestos were a factor. Additionally, poor soil conditions required the use of piles to reinforce the foundation of the facility and to provide a base that could support future vertical expansion.
Memorial Tower Renovation at crouse health owner Jeff Tetrault – Vice President, Facilities Management Architect LPS Design Associates, Inc. Start December 2015 Completion August 2017
Phone: 315.470.7766
The Memorial building at Crouse Hospital houses the new med-surg and dialysis suites. As the oldest and smallest building at Crouse, the existing conditions provided some additional construction challenges for the 10,000 square foot renovation to the 3rd and 4th floors. We went through an extensive 3D modeling and mechanical coordination process (BIM) prior to starting construction to ensure we maximized the limited space and that all the complicated systems would fit as designed. We have completed over 50 projects at Crouse Health since 2006, and the team worked seamlessly to make this project another success.
pomeroy emergency and promptcare services at crouse health owner Jeff Tetrault – Vice President, Facilities Management Architect LPS Design Associates, Inc./Bivens Architects Start March 2016 Completion June 2017
Phone: 315.470.7766
As part of a $38 million renovation, phase one of the Pomeroy Emergency and PromptCare Services project included a significant expansion and modernization of the old emergency department (ED). The clinical space grew from 7,800 to nearly 21,000 square feet and features an increased number of private patient treatment rooms, color-coded caregiver stations, the most advanced CT technology and more. The construction area was located directly above a fully operational surgical suite that we built previously. Running on two shifts, the new ED was constructed during the day and at night, work in the OR ceiling below was completed, tying in plumbing and mechanical systems. The end result was an on-time, under budget emergency department.
witting surgical center at crouse health owner Jeff Tetrault – Vice President, Facilities Management Architect LPS Design Associates, Inc. Start February 2009 Completion June 2011
Phone: 315.470.7766
The Witting Surgical Center is a 110,000 square foot four-story expansion and renovation at Crouse Hospital that involved the addition of four new operating rooms, a 17-bay post anesthesia recovery area, a 10-bed pre-operation patient holding suite, and an oversized operating room that can accommodate specialty surgical cases, equipment and technology. The building shell was constructed using a cast-in-place frame. The lower two levels contain new electrical and centralized HVAC equipment that replaced older systems and now serves the entire hospital campus. Updating these critical systems required significant logistical planning since the existing service could not be interrupted. In 2016, we started the new emergency department in the building shell created as part of this project.
Cayuga Medical Center Behavioral Health Unit Phase 1 owner Tony Votaw — Vice President Phone: 607.274.4633 Architect HOLT Architects Start June 2017 Completion March 2019 In phase one, we created a 6,000 square foot second-floor addition for the growing behavioral health unit. It includes open common spaces, a fitness room, and several patient rooms. In phase two we are pushing into the existing behavioral health wing on the second floor to renovate 12,300 square feet of seclusion rooms, support stations, and patient rooms. All finishes are being updated to reflect current Office of Mental Health standards.
central square medical center – oswego health owner Jeff Coakley — Chief Operating Officer Phone: 315.349.5600 Architect King + King Architects Start January 2012 Completion September 2012 The 22,000 square foot renovation of the Central Square Medical Center involved the complete revitalization of an abandoned health facility. The building received all new MEP systems. We also constructed a small 1,200 square foot addition to house the building’s radiology and CT scan unit. The finished center meets Department of Health requirements and includes new urgent care, medical imaging, lab, and physical therapy service areas. The therapy department features individual treatment rooms and a well-equipped gym. The project was completed on a rapid six-month schedule with all new finishes throughout.
fulton medical center – oswego health owner Jeff Coakley — Chief Operating Officer Phone: 315.349.5600 Architect King + King Architects Start January 2011 Completion March 2012 Oswego Health took over the old Lee Memorial Hospital in Fulton, NY. In a multi-phase extensive 64,000 square foot renovation project, the facility received a new roof and windows, major asbestos abatement, and a brand new kitchen. Lightwells were also constructed bringing natural light to the lower level of the building. During construction, the existing urgent care, kitchen, and medical records all had to stay operational in occupied parts of the building until the new areas were finished and departments could be relocated. The project was completed under the established GMP and on schedule.
Swing bed Unit Renovation – oswego health owner Jeff Coakley — Chief Operating Officer Phone: 315.349.5600 Architect Stantec Start July 2009 Completion February 2010 As part of a larger renovation of the emergency department, laboratory, and med-surg patient room improvement project, The Hayner Hoyt Corporation completed the renovation of the third floor of the 1949 addition of Oswego Health’s campus. The project consisted of a renovation of four semi-private patient rooms to serve as swing beds for the facility.
Med/Surg Renovation – oswego health (in pre-con) owner Jeff Coakley — Chief Operating Officer Phone: 315.349.5600 Architect King + King Architects Start January 2019 Completion March 2020 Currently in pre-construction, we’re acting as the design-builder for this project which entails remodeling the 3rd and 4th floor patient rooms in Oswego Health hospital. It is a significant upgrade converting almost all existing semi-private rooms into private rooms. The Hayner Hoyt Corporation has been used almost exclusively by Oswego Health since its first project on the campus in 2009.
Behavioral health services Facility – oswego health (in pre-con) owner Jeff Coakley — Chief Operating Officer Phone: 315.349.5600 Architect King + King Architects Start December 2017 Completion January 2020 Currently in pre-construction, we’re acting as the design-builder for this project which entails transforming a vacant former grocery store into a healthcare campus for Oswego Health. Included in the facility are inpatient behavioral health beds, geriatric psych, primary care, and all related support space.
cortland regional medical center owner Denise Wrinn — CFO Phone: 607.756.3994 Architect Schopfer Architects Start October 2012 Completion November 2014 Cortland Regional Medical Center underwent a comprehensive 30,000 square foot renovation that included updates to cardiology, human resources, administrative offices, bio med, and imaging and operation rooms. Renovations also included significant infrastructure work. We dismantled the existing cogeneration plant moving them back onto the National Grid system as their primary power source. Since the facility was no longer supported by their own power, as a safety measure and to increase control over back-up power generators, we separated their electrical systems into three categories: life safety, emergency, and general power. After extensive planning and coordination with the hospital, the systems were transitioned from being serviced by one electrical panel to three. The empty cogen plant made way for us to install new boilers including a massive water treatment system that chemically pre-treats the water that feeds the boilers and prevents build-up in the pipes.
Bassett Healthcare network – Primary care clinic owner Pete Carmen — Chief Operating Officer, Oneida Nation Enterprises Tenant Bassett Healthcare Network Architect MorrisSwitzer Environments for Health Start August 2015 Completion December 2015
Phone: 315.361.8687
In a joint venture between the Oneida Indian Nation and Bassett Healthcare Network to bring state-of-the-art healthcare facilities and expanded care services to the Oneida region, we renovated an old shopping mall to house two new health clinics to expand the region’s service offerings for Oneida Nation employees, their families and the public. Bassett provides primary and orthopedic care, along with lab and x-ray services to Oneida County residents.
Oneida Nation Healthcare Clinic owner Pete Carmen — Chief Operating Officer, Oneida Nation Enterprises Architect MorrisSwitzer Environments for Health Start December 2015 Completion June 2016
Phone: 315.361.8687
The Oneida Nation engaged us to lead the design and construction of their new healthcare clinic located at Dream Catcher Plaza in the City of Oneida. The facility is approximately 16,500 square feet and covers a wide breadth of services including primary care, dental services, digital radiology, behavioral health, diabetes care, orthopedic care, and laboratory services. The project was completed on-time and under budget.
healthcare clients
625 Erie Boulevard West Syracuse, NY 13204
T. 315 455 5941 HAYNERHOYT.COM F. 315 454 8204