“Could you take the building and preserve those elements that had already been completed, knowing that they were going to be, in some cases, approximately 10 years old or older by the time you occupied it?” Granger says. “There was certainly a huge amount of size and infrastructure work that took place that we could get at a significant discount, whether you’re talking about the land or the facility,” says Drew Mason, chief operating officer of Grandview. There was the good, of course: the ideal location as well as a structure built to healthcare specs that couldn’t be replicated for anything close to the cost of acquisition. While recognizing the building’s potential came quickly, achieving it took a whole lot longer. “Had they not finished the structure and created an enclosed entity with conditioned air, this building would have basically been a wasteland for any consideration going forward,” says Keith Granger, president and CEO of Grandview Medical Center.
It was the perfect spot for what would become the new and renamed Grandview Medical Center.
GRANDVIEW MEDICAL SKIN
With a crisis management company brought in and an eventual sale to real estate firm Daniel Corp., additional work was done over subsequent months and years, including finishing the building skin and roof, building out several patient floors, and-most critical-installing mechanical systems including air conditioning.Īnd so there it was, sitting vacant but intact in 2008, when it came onto the hospital’s radar. Faced with the decision of what exactly to do next, Brasfield & Gorrie decided to complete the entire building structure to preserve it for future use. By 2003, the project skidded to a halt mid-construction. HealthSouth had broken ground in 2002 on an orthopedic surgery and rehabilitation hospital there, with Brasfield & Gorrie serving as general contractor. The area also boasted numerous access points to nearby interstates that provided plenty of traffic flow from around the city and the state, not to mention high household incomes, lots of economic development, and even more anticipated population growth.Īnd as luck would have it, there was also an abandoned hospital construction site.
280 corridor was growing rapidly, offering the retail and rooftops they were seeking. However, about 10 miles away, Birmingham’s U.S. An undeveloped piece of real estate in the city’s Grants Mill area was the anticipated site for the new build, but a significant downside to the option soon emerged: There was very little commercial or residential development around. When Community Health Systems (CHS) acquired the old Trinity Medical Center in Birmingham, Ala., back in 2007, hospital leaders had already been considering a relocation.
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