Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Regional One Rebuild topic
No spam. Unsubscribe anytime.
Regional One Health names project team, starts programming phase for hospital rebuild
Summary
Regional One Health announced a joint project-management team and an 18‑month programming plan as it moves toward rebuilding the hospital; the organization said funding targets include county appropriations, a philanthropic capital campaign and potential state support.
Regional One Health provided a progress update to Shelby County commissioners Tuesday, saying it has selected a joint venture project-management team and has entered the programming and data-collection phase of a multi-year hospital rebuild.
Why it matters: Regional One serves a high-need population in Shelby County. The rebuild is a major capital project steered by county and hospital leaders; its scale will require a mix of county-appropriated funds, philanthropic campaign dollars and potential state support.
What the county heard: Van Turner, vice president leading the project team, said Regional One selected a joint venture team, “Cavallis All World” (All World Project Management partnered with Cavallis) to lead programming, design procurement and early-stage project management. Turner said the team is in a 30–90 day data-collection window and moving into strategy refinement and program development; the timeline presented shows RFQs/RFPs for architecture and engineering work in spring and contractor selection in mid‑year.
Regional One CEO Reginald Coopwood told commissioners the professional-services agreement covering the program-management work is priced at roughly $3.6 million over 18 months and that county capital appropriations—originally discussed at $350 million and extended in December—remain in active planning. Coopwood said the hospital’s final form will be tied to funds secured: the project team is developing pro forma cost scenarios showing what can be built with available funds and what would require additional state or philanthropic dollars.
Cost, schedule and community commitments
- Coopwood and project leaders emphasized the multi-phase nature of the work: program design, architectural/engineering design, then construction, each with its own procurement and schedule. Turner said the earliest construction activity is likely to occur after the architecture/engineering procurement and design phases conclude, which could extend into the following year before ground-breaking.
- The project team committed to targeted local hiring and supplier-diversity practices during hiring and contracting, and to public-facing supply‑diversity dashboards and outreach to ZIP codes identified by the county. Turner noted a disparity study in progress by Griffin & Strong.
- Commissioners asked for the signed agreement/proposal and for clarity on risk allocation and cost‑overrun responsibility. Project staff described the clinician- and community‑informed programming process and said construction‑phase risk will be managed through standard contractual approaches; the professional services agreement was described in committee as executed and in effect for programming work.
What comes next: Regional One will deliver program and pro‑forma analyses, RFQs/RFPs for design teams, and a schedule for contractor procurement. County staff and commissioners will continue to coordinate on budget timing and the project team said it will pursue state appropriations alongside philanthropic fundraising.
