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Roth says that the hospital typically has about six major expansion or renovation projects and a multitude of smaller projects, like upgrading medical equipment or reconfiguring office space, going on at any one time.

The hospital’s operations and maintenance staff does a very limited amount of repair work, says Roth. Renovation, design, and construction work are done by outside contractors. Boldt currently acts as the hospital’s construction manager,

Children’s Hospital’s core facilities development team also includes designer Zimmerman Architectural Studios Inc. and mechanical engineer Ring & DuChateau Inc., both of Milwaukee.

Roth says the foundation to success is a good day-to-day relationship between the construction manager and the hospital. Boldt, he notes, has an office-trailer complex on the site and all members of the Boldt team show up for work there every day, so there’s familiarity and consistency.

“Consistency in the team is one key,” says Roth. “Members get to understand each other, build relationships, know how each other work.” He makes the analogy to successful sports teams that have played together for a long time and know how to play to each other’s strengths to consistently get winning results.

Having the same team on site, Roth notes, builds efficiency because the contractor’s leaders know how the hospital works, understand relationships between departments and staff members, learn who to go to for things, and know the staff’s needs.

Roth makes it a point to mention Boldt project managers Pete Selmo, Dan Wagner, Daren Maas, and Brian Caminti, who have each been on the site for years. “I rely on them to manage the subcontractors, and to make sure the subs understand healthcare construction work, the Children’s Hospital culture, and our standards. We have a consistent team that’s familiar with our hospital,” he says.

Subcontractors who do the work are contracted to Boldt, although Children’s Hospital has final approval over which ones Boldt hires. Roth says it’s a team effort, with Boldt in the lead.

All of the work is put out on competitive bid, but there is general consistency among subcontractors, says Roth. “Boldt knows who understands the healthcare industry and can work to our standards in this environment.”

Same Keys Unlock Long Term Success with St. Mary’s Hospital Boldt has also developed a long-term relationship with St. Mary’s Hospital, a faith-based, 446-bed hospital in Madison, Wis., that serves 18 counties in south-central and southwestern Wisconsin.

Boldt’s largest recent project for St. Mary’s Hospital was construction of a six-story patient tower opened in 2008.

Chief Operating Officer Jonathan Rozenfeld says Boldt has been a major presence at the hospital for 20 years and has been a fixture on site continuously at least since 2005, when he joined the hospital’s management staff.

He also notes that during the time he’s been with St. Mary’s Hospital, Boldt has had the same people on site project after project, which helps efficiency and has helped build strong relationships between the companies.

Although St. Mary’s Hospital lets all its work through competitive bidding, Rozenfeld says that it selects suppliers based on more than just low price, and that Boldt’s long history with the hospital gives it a competitive edge in the bidding process because it understands working in hospital environments and knows St. Mary’s organization, culture, and facility.

Says Rozenfeld, “When you find a business partner you mesh with, you tend to keep doing business with them.”

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