Project Information

  • Location: Hampton, Iowa
  • Dates: June 2009 - October 2012
  • Size: 61,617 SF remodel & 20,115 SF addition
  • Delivery: Construction Management


"I have been extremely happy with the work that Dean Snyder Construction has done regarding our project at Franklin General Hospital.  Dean Snyder Construction has proven themselves over the past two and half years to always be assessable and attentive to our needs."

-Kim Price, CEO

Project Description

To stay competitive, Franklin General Hospital (FGH) decided to undertake a complete facility remodel. From 2009-2012, every department was remodeled from the floor up, with most departments completely relocating and bringing everything in compliance with current fire code and HIPAA standards. The project included a new therapy area, remodeled radiology and laboratory area, conversion of all patient rooms to private rooms, new specialty clinic area, administrative wing addition, separate ER treatment rooms, new ambulance garage, enhanced surgical suite, remodeled dining area, new helipad and complete upgrade of mechanical systems.

As Construction Manager, Dean Snyder Construction (DSC) was an agent for FGH, making sure all decisions were in their best interest. This relationship began more than a year before ground was even broken, when DSC started collaborating with Shive-Hattery and FGH. Our years of construction and healthcare experience allowed us to identify potential issues in the design phase, creating an accurate budget and minimizing costly fixes later. This process also allowed for maximum flexibility, ensuring that FGH is spending their dollars on the aspects that were most important to them.

Like a jigsaw puzzle, this project comprised of nearly thirty intertwined phases, making scheduling and communication imperative. Every department was always functional, and the facility was always presentable and safe. The timely completion of each phase was important for the completion of other phases. The master schedule was developed before project documents were even sent out for bid, and the on-site superintendent created weekly schedules to keep the nearly twenty-five contractors on-track.

DSC served as an in-house consultant and was heavily involved up-front to ensure the correct schedule, design, policies and procedures were in place for a safe project. In conjunction with FGH, DSC presented Infection Control Risk Assessment (ICRA) classes. Before anyone was allowed to work on the site, they were trained in ICRA and then issued an ID badge.