Safety, Schedule, Budget
Construction in a healthcare facility differs from working in any other environment. Hazards from dust, noise, chemicals, vibrations, contaminated air and water increase risks to patients, visitors and staff.
Downtime during construction is expensive. Any kind of renovation cuts down on capacity, and empty beds earn no revenue. In an industry whose margins are already stressed by increasing costs, both safety and efficiency in construction are crucial.
Boyle Construction brings deep experience to this specialized and technically challenging field. Using careful preconstruction planning, critical phasing, close collaboration and clear communication, we will keep your project on schedule while your facility continues to operate safely.
Value Engineering Plus
Our architectural background and emphasis on value engineering also work to your advantage. Often simple revisions can reap great savings. At every turn we explore opportunities to improve functionality, add value, and reduce costs.
Depth of Healthcare Experience
Our experienced project managers and superintendents are well-versed in compliance issues, pre-construction risk assessment (PCRA), coordination of interim life safety measures (ILSM) plans and infection control risk assessment (ICRA) procedures. The entire Boyle team understands the constraints of sensitive hospital environments and the impact of construction on adjacent neighbors and offices.
Construction success is built on good communication. Our clients are encouraged to speak directly to our principals, Sean Boyle and Ken Duerholz, about any questions or concerns. Both men visit each jobsite regularly and attend weekly progress meetings. A full-time project superintendent oversees each project during all working hours, and key personnel are in constant communication.
When your project is complete, we take great care in transferring it from the design and construction team to your operations and maintenance team.
Ken Duerholz, AIA, Vice-President of Boyle Construction, holds the Certified Healthcare Constructor (CHC) certification which demonstrates his understanding of the critical issues of patient safety, privacy, and risk assessment, and the
latest compliance issues in healthcare construction.
|St. Luke’s University Health Network Hospital||New 50,000 SF Medical Office Building (MOB) on Anderson Campus||$15,000,000|
|Sacred Heart Hospital||Multiple-floor hospital renovation, including patient rooms, nursing station and visitor accommodations to create inviting Planetree environment for patients and guests||$7,000,000|
|St. Luke’s University Health Network Quakertown Bone and Joint Institute||New three-story MOB shell and tenant fitouts for pain specialists, physical therapy suite and medical retail||$4,500,000|
|Pocono Medical Center||New Central Utility Building||$4,200,000|
|Pocono Medical Center||New multi-deck parking facility shared between the hospital and East Stroudsburg University||$3,000,000|
|Good Shepherd||Supportive independent living center for long-term rehabilitation patients||$3,000,000|
|Pocono Medical Center||15,000 SF multi-phased emergency department renovation project||$2,500,000|
|Lehigh Valley Health Network||Renovation of three-story MOB, floor by floor over multiple years, with staged renovations and office moves carefully planned and coordinated||$2,100,000|
|Pocono Medical Center||Cardiac Center renovations||$2,100,000|
|St. Luke’s University Health Network Quakertown||Emergency room renovations while facility remained operational||$2,100,000|
|Lehigh Valley Health Network||Medical office fitouts and renovations at various locations||$2,000,000|
|St. Luke’s University Health Network Miners||12,000 SF fitout included renvoating hospital lobby and introduction of outpatient clinic and blood laboratory||$1,800,000|
|St. Luke’s University Health Network Fountain Hill||“KidsCare” health clinic located in NCC Fowler Center; includes 16 exam rooms and circular treatment space for better site views from reception to the nurse’s station||$1,600,000|
|Good Shepherd||Outpatient rehabilitation facility||$1,500,000|
|Specialized Surgery Center||Tenant fitout for surgery center that offers same day surgical procedures; fully equipped with state-of-the-art equipment to perform wide variety of outpatient procedures||$1,850,000|
|Lehigh Valley Eye Surgery Center||Tenant fitout for full-service eye surgery center for outpatient ophthalmological procedures||$1,600,000|
|St. Luke’s University Health Network Fountain Hill||4,500 SF Critical Care Unit renovated while surrounding hospital zones remained operational||$1,600,000|
|St. Luke’s University Health Network Fountain Hill||Hybrid Operating Room||$1,400,000|
|Lehigh Valley Health Network||MOB renovations for Pediatric and Cardiac Rehabilitation||$1,300,000|
|Lehigh Valley Health Network, Bath||Phased renovation of 10,000 SF MOB to include Healthworks, Therapy suite and Breast Health Imaging||$1,100,000|
|Good Shepherd||Pediatric rehabilitation unit renovations||$1,040,000|
|St. Luke’s University Health Network||Medical office fitout and renovation at various locations||$1,000,000|
|Lehigh Valley Health Network||MOB Diabetes and Endocrinology Suite||$940,000|
|St. Luke’s University Health Network Quakertown||ICU phased renovation while rooms remained operational; Level 5 ICRA||$842,000|
|St. Luke’s University Health Network Fountain Hill||Adult Behavioral Unit fitout and alterations of 10,000 SF on fifth floor of hospital||$790,000|
|Pocono Medical Center||1,500 SF renovations to existing NICU Unit over five weeks, with extremely sensitive environment||$451,604|
Healthcare projects in our portfolio include new construction, renovation, and tenant improvements:
- Medical Office Buildings
- Outpatient Surgical Centers
- Rehabilitation Facilities
- Operating Rooms
- Emergency Rooms
- Hospital Floor Renovations
- Intensive Care Units
- Doctor Suites
- Patient Clinic Facilities
Lehigh Valley Hospital
“Thanks to your team for a job well done. Boyle was given a really tough assignment with a short timeframe and a moving target. You accomplished it on time and with little disruption to patients and staff at the ten physical therapy sites. Bravo!”