Mar 17, 2016
Welcome to the fourth edition of INNOVATE by HKS Architects. Our ongoing intent is to communicatethe firm’s vision through the projects designed for our prestigious clients. It is always challenging to limitthe number of projects to the few that are illustrated in each issue. Our plan is to publish the magazinetwice a year to exhibit more of the exciting collaborations with our clients, consultants, educators, andcontractor associates.
In this edition, we interview the co-founder of the world-renowned Blue Man Group and discuss theirnewly-opened, HKS-designed theatre at the Venetian in Las Vegas. Dan Noble, HKS design director,goes in-depth on new efforts to create a safer healthcare setting. Our sports and assembly feature in thisissue spotlights the Garland Special Events Center. This energetic, multi-use facility is turning heads withits stylish angles and curves. HKS’s Mark Buskuhl takes a look at metropolitan hotel/condominium livingthroughout the United States – and the people who are reaping the benefits of these profitable ventures.We also focus on Whole Food’s new, larger-than-ever, consumer-driven retail store that recently opened.On the international scene, we feature our RyderHKS International venture – providing insight into theoffice’s exciting projects, leadership, and strategic plan for the future.
Again, I want to personally thank all those who make this magazine possible. Our clients offer HKS thechallenges to create exciting architectural design while our consultants and contractors allow us to innovate. With the firm’s current $10 billion in construction underway, it takes a collaborative effort tobuild and design memorable structures. We hope that you enjoy this issue of INNOVATE.
Sincerely,
H. Ralph Hawkins, FAIA, FACHAPresident and CEO
HKS
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credits EDITORIAL HKS Communications; DESIGN HKS GrafxLab; PHOTO cover: HKS, Inc.; pg. 1: HKS, Inc.;pg. 4: Abbott Northwestern Hospital-Ed LaCasse; pg. 5: PizzaHut Park-HKS, Inc.; pg. 6: Darbe Rotach; pg. 8: Ken Howard;pg. 9: (top) HKS, Inc.; (inset) HKS, Inc.; pg. 10: HKS, Inc.; pg. 11: Paula Wilson; pg. 12/13 RyderHKS; pg. 16: (left) EdLaCasse; (right) Ed LaCasse; pg. 18: Ed LaCasse; pg. 19: Ed LaCasse; pg. 20-21: HKS, Inc.; pg. 22: HKS, Inc.; pg. 23: (top)HKS, Inc.; (bottom) HKS, Inc.; pg. 24/25: HKS, Inc.; pg. 26: (left) HKS, Inc.; (center) Terry Vine; (right) HKS, Inc.; pg. 27:(top) Terry Vine; (bottom left) HKS, Inc.; (bottom right): Terry Vine; pg. 28: HKS, Inc.; page 31: (top center) James Wilson; (topright) Jam es Wilson; (middle left) James Wilson; (middle center) HKS, Inc.; (middle right) HKS, Inc.; (bottom left) HKS, Inc.; (bottom right) HKS, Inc.; pg. 32: (top left) HKS, Inc.; (top right) HKS, Inc.; (bottom) Rama Tiru. PUBLISHING InnovativePublishing Ink. IPI specializes in creating custom magazines for businesses. Please direct inquiries to Aran Jackson at502.423.7272 or [email protected]
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DESIGN DETAILS Abbott Northwestern Hospital, American Graphic Design Awards, Best BossesCompetition, EROne, Intermountain Healthcare, Pizza Hut Park.
THE BLUE MAN INVASION Bluemania is heading overseas. The multi-media entertainmentteam discusses their not so blue past and far-reaching, inventive future.
GOING GLOBAL A thriving alliance in the United Kingdom will take RyderHKS International,Ltd., to new global frontiers.
SAFETY IS PRIORITY ONE Patient safety is on the top of all healthcare providers’ lists. DesignerDan Noble shares insight into the architectural side of the subject.
A NEW MODERN ICON This isn’t your old high school gymnasium. The bold, inspiring GarlandSpecial Events Center is aimed to energize.
METRO LIVING On-site concierge, maid service, and room service aren’t just for hotel guests.Condominium owners are reaping the benefits of the shared, condo-hotel venture.
A WHOLE NEW MARKET Don’t forget your wallet. Whole Foods just opened its innovative,consumer-driven retail store - and corporate headquarters - in Austin, Texas.
SPRING/SUMMER 2006FEATURES
VO
LU
ME
2, N
UM
BE
R 2
Ralph Hawkins, president and CEO of HKS, Inc., wasnamed a finalist of the Winning Workplaces/Fortune SmallBusiness “Best Bosses” competition. The 2005 Best Bossesprogram received responses from more than 200 lead-ers who have produced impressive business results throughenlightened people practices. Twenty-seven noteworthyfinalists were selected. Hawkins was recognized forencouraging all-around employee wellness and training.
HKS was recently recognized with three American Graphic Design Awards for branding, publication design, and web graphics. HKS GrafxLab received Excellence in Design awards for INNOVATE magazine and the Architecture for Healing book.Teaming with HKS VizLab, GrafxLab was also noted for the design of www.hksinc.com,HKS’s website. The national design competition, between thousands of United States-based advertising agencies, graphic design firms, in-house creative departments, andpublishers, was sponsored by Graphic Design USA magazine. Winning entries are featured in the December 2005 Design Annual issue of the magazine.
ENTERHERE
DEdesign
Abbott Northwestern Hospital wanted to create anew, progressive front door since its new heart hos-pital is the first building that visitors see as they enterits campus. Architects at HKS answered the call bydesigning a stepped, pedestrian-friendly exteriorfaçade that blends with the surrounding residentialcommunity’s classic, gable-pitched houses, creatinga dynamic entrance to the world-renowned campus.
4
One of the first soccer-specific venues inthe United States, Pizza Hut Park, openedto rave reviews. The 117-acre facility,located in Frisco, Texas, hosts year-roundsoccer matches, from local amateurleague play and national amateur tournaments to Major League Soccer(MLS) – including the 2005 MLS Cup.The sports and entertainment complexfeatures a 20,000-seat stadium and 17championship-quality soccer fields. Thepark was developed through a uniqueprivate and local governmental partner-ship between FC Dallas, Hunt SportsGroup, the Frisco Independent SchoolDistrict, the City of Frisco, Collin County,and naming rights sponsor, Pizza Hut.
PIZZA
HUT&SOCCER
TAILS
Intermountain Health Care and the Salt Lake City office of HKS Architects,Inc. recently celebrated 30 years of business success working together.Through the decades, the two firms have forged a partnership of collaboration and innovation that has embraced the full array of patientcare needs – from children’s care to ambulatory service needs. More than120 healthcare projects throughout Utah have been completed providingthe community with needed and trusted care.
ERONETAKES TOP HONOR
Project ER One at Washington Hospital Center in Washington DC wasawarded Modern Healthcare’s top honor, The Award of Excellence. Theproject, one of nine selected from 189 submitted design entries, is the firstof its kind in the United States. The $200 million, 500,000-square-foothospital provides an opportunity to create an architectural prototype forhospital and trauma centers to respond to large-scale catastrophic eventsincluding acts of biological and chemical terrorism. HKS, Inc. serves asarchitect and medical planner on the project and Pickard Chilton is thedesign architect.
5
INVASMAN
7
Bluemania first hit the United States in the 90s. Today, the Blue Man
Group show is gaining worldwide momentum and recognition –
making it one of the most popular and noted shows on the planet.
Blue Man Group combines music, comedy, and multimedia theatrics
to create a funny, visually stunning, and completely unique form of
entertainment. Accompanied by a live band, whose tribal rhythms
help drive the show to an unforgettable climax, Blue Man Group gen-
erates an explosive party atmosphere that infects people of all ages.
The show centers on three Blue Men – with heads covered in bright
blue grease paint and latex. As the show begins, a digital scrolling
message bar above the stage leads the audience in a series of repeat-
after-me-phrases like “please yell if you are paying attention.” The
Blue Men enter playing a rhythmic percussion sound beamed off of
homemade instruments built from PVC pipe. And, that’s just the begin-
ning of the animated, avant-garde performance.
The entertainment troupe has come a long way since its early days.
Today, the group is signing record-breaking commercial, CD, and DVD
deals – not to mention performing at the GRAMMYs, a musical score
on the animated film Robots, appearing multiple times on the Tonight
Show, hosting a worldwide rock tour, and keynote appearances in a
series of national television ads promoting Intel’s Pentium processor.
Three long-time friends – Matt Goldman, Phil Stanton, and Chris Wink
– founded Blue Man Group in 1987. The group started out by making
public appearances on New York City streets as well as East Village
performance art theatres. These events led them to develop an award-
winning show that opened at New York’s Astor Place Theatre in 1991.
Following the success of the New
York show, Blue Man Group
opened equally successful pro-
ductions in Boston and Chicago.
Their big break came in March
2000, with the opening of their
largest production at the 1,200-
seat Luxor Theater in Las Vegas.
Blue Man Group has also opened
productions in Berlin, Toronto,
and London. An Amsterdam
show will be offered in 2006.
Their latest chapter begins with the opening of their new 1,760-seat,
state-of-the-art theatre at the Venetian in Las Vegas, Nevada, built
especially for the spectacular show – allowing the troupe to incorporate
exciting and new elements in their show.
Matt Goldman, co-founder of the Blue Man Group, gives us a behind-
the-scenes glimpse into the unique and intriguing band of performers.
ION
8
“My background was in soft-
ware production and Chris
was synopsizing American
trends for a Japanese magazine. Phil was the only
one who actually came to New York to be an actor.”
“There are about 55 Blue Man Group members
around the world. An in-house, five-person
casting and training staff do nothing but scour the globe
looking for Blue Men. What are we looking for in a new hire?
Our Blue Men must be incredible drummers, great actors, and
really cool people. They need to be community-minded
performers who get along with every type of person. Each
show is a tremendous collaboration. When we – the original
Blue Men – were on stage, people noticed that we were hav-
ing fun. That reads to an audience. You can only have fun on
stage when everything is right backstage, downstairs, and in
the office. The work is not just what you see on stage, it incor-
porates every aspect of the Blue Man Group’s operation.”
“The bald and blue look was a dream, a vision.
It just came to us. The look of Blue Man Group
has essentially remained the same throughout the years. It has
been honed to include three to four different head molds. In
1990, we incorporated specialty ball caps. The blue has also
changed slightly since we started. Today, it is international Yves
Klein blue in response to our respect and admiration for the
French artist best known for his blue monochrome paintings in
the 50s. We learned about Yves after the group was founded.
Yves understood the incredible power of the color blue. So,
when people ask us where we came from, one of the leading
theories is that we stepped out of an Yves Klein painting.”
“We have an in-house marketing staff with a
design department and group of copywriters.
We’ve found that it is easier to market Blue Man Group because
our characters are unique. Also, many companies come to us
looking to show off their new technology. We have the
opportunity to try out many of the nation’s top firms’ latest,
greatest audio and video gadgets. When it came to recording
our ‘Blue Man Group: The Complex Rock Tour,’ we worked
with Panasonic to showcase its 24-frame, high-definition
capabilities. We weren’t trying to be on the cutting-edge. We
just didn’t like what was currently out there in regard to
video production.”
“In the early 80s, we were in the midst of the
punk and new wave music scene mixed with
some exciting new theatrical productions.
But, when all of us graduated from college midway through
the decade, nothing was going on in New York – no music
scene, no theatre. At that time, we listened to angry mono-
logue spackled with supply-side Reaganomics overtones.
Instead of sitting around complaining, we did something about
it. Our focus was to create a combined music/theatrical expe-
rience that resonated between us – in hopes of translating
and
WHO THOUGHT OF
THE BLUE MAN GROUP
CONCEPT? HOW DID
THE IDEA EVOLVE?HOW DO YOU
MARKET BLUE
MAN GROUP?
WHAT ARE THE
ORIGINAL MEMBERS’
BACKGROUNDS?
HOW MANY
BLUE MEN
ARE THERE?
exciting others.”
HOW DID YOU
CREATE THE
BLUE MAN ?
OUR BLUE MEN MUST BE INCREDIBLE DRUMMERS,GREAT ACTORS, AND REALLY COOL PEOPLE.“ ”
9
“There was a copycat Blue Man Group in
Germany. Also, we’ve seen our bits in ad
agency productions. However, no one
has copied our exact style and brand.
We were commiserating with musician Philip Glass about
this topic one day and he said, ‘they can steal what you’ve done
but they can’t steal what you haven’t done.’ That’s our
philosophy, too. You can’t win the lawsuit game. We just
keep everything fresh and inventive.”
“This is our first Blue Man Group-
specific theatre. I’ve never been in
a 1,760-seat theatre that is more
intimate. It has a great feel. You
can’t quantify this. The lighting positions are user-friendly,
audience views from all locations are great, and the acoustics
are fantastic. I’ve been in theatres that sound good from the
audience side but not on stage. At our new theatre, you can
literally hear one audience member laughing when you are
on stage. This is a very special quality to a show that depends
so much on laughter.”
“The HKS team was excited about the
challenge of making this a Blue Man
Group-specific theatre. In design, we worked with HKS on
literally hundreds of details from materials to lighting trusses.
The minute you enter the space, you will know that it is going
to be a unique experience. From the light panels that change
colors and vibrate to music to the high-tech, tube-like
chandelier, the theatre is sophisticated and high-tech as well
as comfortable and easy. This is what we want to reflect and
share with our audiences.”
“London is the most sophisticated of all of the
theatrical markets. We were overwhelmed
by the positive response from British audi-
ences. Similar to when we opened in New
York, the press printed positive reviews. The
London Sunday Times called our show an
‘ecstatic experience.’ But, the press didn’t
print ‘run and go see this show.’ However, word of mouth in the
city spread. By Christmastime, we were selling out shows.”
HAS ANYONE
COPIED YOUR
UNIQUE BLUE
MAN GROUP
PERFORMANCE?
WHAT DO THINK
ABOUT YOUR NEW
HKS-DESIGNED
THEATRE AT THE
VENETIAN?
HOW DOES THE
THEATRE REFLECT
BLUE MAN?IN NOVEMBER 2005,
YOU OPENED AT THE
LONDON THEATRE.
WHAT WAS THE
REACTION TO THE
BLUE MAN GROUP
FROM LONDON
AUDIENCES?
10
With new theatres opening worldwide, two gold-certified hit albums, and a double-platinum DVD,this isn’t the first or last that we’ll see or hear ofBlue Man Group. These talented, bald, blue char-acters will continue to excite eager audiencesthrough a experiencethat combines theatre, percussion, music, art,science, and vaudeville into an incomparable,indescribable form of entertainment.
“There are many proud moments
for our group – from performing
at the GRAMMYs to receiving a
standing ovation at Lincoln Center for the Performing Arts.
Our latest triumph is definitely working with HKS to open the
Blue Man Group theatre at the Venetian.”
“At one of our shows, we brought an audience
member on stage during the Twinkie meal
segment. Halfway through the show, the
Russian woman looked at me and said, ‘I don’t
speak English.’ Another time, we overloaded the theatre’s
power system during a performance. The paper finale
happened without any lights. It was the most surreal thing
ever. We just heard paper rustling in the dark. After the show,
not a single person asked what went wrong. They thought it
was part of the production.”
“Our vision for the future is to continue
doing our thing – our music, our shows.
We also plan on creating children’s books,
CDs, and DVDs. Right now, we are work-
ing with the Boston Children’s Museum
to host ‘Airplay.’ It’s an exhibit accenting the power of air.
Kids test wind movement through different objects, such
as pipes. They even get to try their hand at being a Blue Man
by playing on the actual instruments used by the Blue
Man Group.”
WHAT HAVE BEEN
SOME OF YOUR
STRANGEST
MOMENTS WITH
BLUE MAN GROUP?
YOU’VE BRANCHED
OUT TO MOVIES,
MUSIC, TELEVI-
SION. WHAT’S
NEXT FOR THE
BLUE MAN GROUP?
WHAT HAVE BEEN SOME
OF YOUR PROUDEST
MOMENTS WITH BLUE
MAN GROUP?
multi-sensory
they can steal what you’ve done but theycan’t steal what you haven’t done.“ ”
12
In northern Iraq (Erbil, Kurdistan), the international team
is building six new schools including two kindergarten,
primary, and secondary schools for one of many new
planned communities. Discussions are also underway
to begin designing higher education, sports, and
commercial projects in the region.
UK/US FUSIONs Ryder Chairman, Paul Hyett initially met HKS
Chairman Ron Skaggs at the international Royal
Institute of Australian Architects’ conference
while serving in their respective roles as incoming
president of the Royal Institute of British Architects and
president of the American Institute of Architects.
“We had lengthy discussions with HKS and found that
our approaches to design and business were compatible,”
said Hyett. “Our firms believe in the business of archi-
tecture. The team we’ve assembled has tremendous
synergy as well as talent.”
The firms joined forces in 2001 to market new
healthcare design work when the National Health
Service announced plans to build 100 new hospitals over
the next 10 years throughout the United Kingdom. The
projects, built through a private finance initiative, range
from $20 million to $1.9 billion in construction.
On the U.S. side, HKS, a top-five U.S.-based architectural
firm, offered leading-edge healthcare design expertise.
The firm has ranked by Modern Healthcare magazine as
the United States’ top designer – in terms of both the
value and volume of healthcare facilities construction.
Ryder brought a team of design experts as well as a
demonstrated ability to produce large and complex
projects, on-time and within-budget, throughout the
United Kingdom and Europe.
“Although our cultures might be different, it has been
easy to fuse the two firms together due to our similar
value systems,” said Ralph Hawkins, FAIA, FACHA,
president and CEO of HKS. “Focusing on the strengths
of each firm, we have been able to create an energetic
and creative team that is recognized by our clients.”
CULTIVATING RELATIONSHIPSix months after the group was formed, RyderHKS
began to enjoy success. In Newcastle, the team was
selected to advance to the Final Invitation To
Negotiate (FITN) stage for the provision of design
development services for Freeman Hospital and Royal
Victoria Infirmary.
“Although we weren’t awarded the projects in the final
selection process, we learned valuable lessons,” said
Mark Buskuhl, project manager for RyderHKS. “We were
able to leverage this experience successfully into our
next endeavors.”
GOINGWhat started out as a United Kingdom-
United States collaboration to service a
growing European healthcare design
need has evolved into a thriving global
alliance between Ryder and HKS, Inc.
A
S
13
FIT FOR THE FUTUREn 2003, University Hospitals of North Staffordshire
NHS Trust announced that the Equion consortium,
which includes RyderHKS and contractor Laing
O'Rourke, had been selected as preferred bidder for
its $612 million “Fit for the Future” Private Finance
Initiative project.
“Our consortium is a team that was carefully selected
to pursue this project,” said Buskuhl. “We wanted to
develop a strong balance of design excellence,
facilities management, development, and construction
to execute such a significant and complex project.
At the end of the day, it was this unique balance that
made us successful.”
Subsequently, Salford Royal Hospitals NHS Trust chose
a consortium that included RyderHKS for its Northern
Batch Hope Hospital Private Finance Initiative project.
The $227 million development allows the integration of
new outpatient facilities and inpatient beds with the
hospital’s existing diagnostic and treatment hub.
According to Ian Ford, design manager with Balfour
Beatty, the selection of RyderHKS was largely due to the
team’s unique design solution. “The new master plan
integrates the hospital complex within the broader
urban fabric. It opened up the facility to embrace the
surrounding urban environments and become a key
component of Eccles Old Road in Salford.”
NO BOUNDARIESo further reinforce its alliance, RyderHKS
International, Ltd. was formed in 2005. The name
change reflects a restructuring and expansion
of the company’s practice into new sectors and
geographic markets.
“We plan to continue developing business activity well
beyond our successful healthcare practice, exploring
such project and building types as urban regeneration,
laboratory and research facilities, commercial,
residential, and hospitality markets,” said Craig Beale,
FAIA, FACHA, RIBA, executive vice president of HKS and
one of six directors of RyderHKS International, Ltd.
“The firm will also continue to pursue multi-sector
opportunities in continental Europe and the
Middle East.”
In addition to Hyett, Hawkins, and Beale, the board of
directors of RyderHKS International, Ltd. includes Peter
Buchan, RIBA; Mark Thompson, Hon RIBA; and Joe
Buskuhl, FAIA. To oversee the consolidation of the
London practice and its expansion into new markets,
the board appointed Nick Shapland to serve as the
managing director of RyderHKS International, Ltd.
“We have been extremely pleased with our working
relationship with our UK-based architectural partner,”
said Hawkins. “Working with them has and will contin-
ue to allow us to play a significant and meaningful role
in the global marketplace.”
GLOBAL
FROM LEFT TO RIGHT: MARK THOMPSON, JOE BUSKUHL, CRAIG BEALE, PAUL HYETT, NICK SHAPLAND, RALPH HAWKINS, PETER BUCHAN
I T
SAFETY
IS PRIORITY ONE
By Dan Noble, FAIA, FACHA
Patient safety was among the top design issues whenSouth Jersey Healthcare (SJH) started planning a newfacility in the late 1990s. Since nurses are the first lineof defense against patient accidents and medicalerrors, SJH also emphasized another issue withdesign implications: staff efficiency and safety.
16
“Our nursing staff is our hospital,” explains Clare
Sapienza-Eck, SJH vice president of strategic
planning, whose new facility, South Jersey
Healthcare Regional Medical Center, is located
in the Vineland, N.J. area 60 miles south of
Philadelphia. “Physicians are, of course, very
important, but 95 percent of all care is
provided by nurses. They are key to preventing
medical errors and ensuring patient safety.”
As many as 100,000 people die annually from
medical errors or bad medical practices
resulting in more than $500 billion in avoidable
medical costs, according to the June 20, 2005
issue of Forbes magazine. That astounding
figure represents 30 percent of all healthcare
spending. The quality control crisis is fueling a
litigation crisis as well: malpractice costs hit
$27 billion in 2003. As a result, a staff safety and
efficiency reform movement aimed at a radical
overhaul of America’s 5,764 hospitals is gaining
national momentum.
Nurses are the ground force in the reform
movement. Providing them the tools to be as
efficient and accurate as possible is a high
priority. Researchers at the University of
Pennsylvania have linked higher levels of
nursing education with better patient out-
comes. Another study at the same university
determined that patients who have common
surgeries in hospitals with lower nurse-to-
patient ratios are up to 31 percent more likely
to die. Several healthcare facilities involved
in the reform movement have empowered
nurses to challenge doctors when they spot
potential errors. The name of the game here is
not to assess blame, but to focus on the quality
and accuracy of patient care.
Exhausted by staff cutbacks and in some
instances, mandatory overtime, nurses have
been deserting their profession in droves for a
number of years. The federal government
estimated last year that more than one million
new and replacement nurses will be needed by
2012 and bumped registered nursing to the top
of its high-growth occupations list.
Nursing schools are having a difficult time
keeping up with student demand. The nursing
shortage has resulted in a nursing school
faculty shortage as well, causing nursing schools
to turn away qualified applicants. With
insufficient numbers of nurses entering the
profession, the average age of the Registered
Nurse (RN) is now between 49 and 52 years
old, up from 42.3 in 1996 and 43.3 in 2000, with
no slowdown in sight. The number of RNs
under the age of 30 dropped from 25.1 percent
of the nursing population in 1980 to 9.1 percent
in 2000. Some hospitals are recruiting nurses
from other countries.
Above left:Individual registration bays offerprivacy to patients and families.Above right:ICU nurses’ station
To optimize both, SJH nurses were involved in themedical center planning process from day one. Theirinput drove many of the final design decisions.
17
The current situation has significant
ramifications for architects of new and
expanding healthcare facilities. Designing
spaces that increase RN efficiency, reduce
stress, injuries, and fatigue and increase the
time spent with patients not only helps
hospitals hire and retain nurses, it has the
potential to reduce medical errors – saving
facilities millions of dollars annually.
During planning for the 240-bed SJH Regional
Medical Center, all key facility users were
involved in the design process. Nurses,
technicians, physicians, patients, and family
members were all instrumental in designing the
operational and functional layout of the final
design. Soliciting user input is standard HKS
Healthcare Group procedure when planning any
facility, but in this instance, architects were espe-
cially sensitive to incorporating design
suggestions from the nursing staff.
The average RN walks five miles during a
typical eight-hour shift. The goal at SJH Regional
Medical Center was to reduce this by 60 percent.
Doing so would benefit nurses and patients alike
as studies have shown patients are most likely
to be injured while they are being moved from
one location to another within a hospital.
The design of SJH Regional Medical Center was
predicated on the idea that patient moves
should be minimized. Each of the hospital’s four
floors was designed as a specific “care center”
(women and children, surgery, medicine, and
cardiology) that includes three levels of care:
intensive care, “step down,” as South Jersey calls
their intermediary care, and acute care. This
care center model means patients are rarely
moved from floor to floor.
“This has reduced infections as well as
accidents,” says Sapienza-Eck. “The hospital is
significantly quieter and the work environment
as a whole is less stressful for our nurses.”
Back injuries are one of nurses’ most common
concerns, according to a 2001 American Nursing
Association/NursingWorld.com survey. So at
SJH Regional Medical Center, casework was
placed at more convenient levels for nurses
whose average height has decreased in recent
years in direct correlation to increasing average
age and the international labor pool. And,
charting stations that can be worked at while
sitting down or standing up were created.
Larger bathrooms are built so that two staff
members can help patients with toilet
activities, if necessary. Rooms are designed so
that equipment can be brought directly to
patients, again reducing patient transport.
The quieter, gentler clinical environment is
enhanced through deeper colors, indirect
lighting, carpeted floors, no overhead paging,
and ample access to natural light. Nursing units
with charting stations, supplies, and equipment
are co-located between rooms to minimize
walking and reduce fatigue.
“Studies show that locating charting, meds, and supplies close to patients decreases medical errors.”
18
Studies show that locating charting, meds, and
supplies close to patients decreases medical
errors. Whenever a nurse has to search out
supplies or medication, he/she opens the door
to interruptions – and error. Consolidating
charting, meds, and supplies in one location
allows more time for direct patient contact – a
nursing task that has received less and less time
during the past several years. According to a
report by the Institute of Medicine, the average
nurse spends a total of 20 to 30 minutes per
eight-hour shift working directly with patients.
Room standardization and computer
technology also increase RN efficiency and
reduces errors. Building identical rooms ensures
staff know immediately and intuitively
where to find supplies. Workstation alcoves
adjacent to patient rooms provide room for
medications and supplies as well as
computers for charting. They can include
windows that provide visibility of patients as
well – another key factor that has been shown
to decrease medical errors.
In addition to all these items, healthcare
facilities must be designed to be expandable and
adaptable. As census figures change, today’s
acute care room may be tomorrow’s intensive
care room. Thinking ahead ensures easy
renovation to accommodate new demands. For
example, walls facing interior corridors should
be free of plumbing and HVAC chases, making
them easy to transform from hard wall
configurations to glass walls, if necessary.
In many cases, room and workstation mock-ups
are created to allow the owner and design
team members to critique them before they are
rolled out en masse. This cost-effective
interim step allows the team to reveal concepts
that appear sound on paper but flunk the
real-life usability test.
“According to a report by the Institute of Medicine, theaverage nurse spends a total of 20 to 30 minutes per eight-hour shift working directly with patients.”
19
Building a culture that values both patient and
staff safety is the most critical factor in
reducing medical errors. The lion’s share of the
responsibility for this lies with healthcare
facility management and staff.
Today’s management is responsible for
initiating activities and programs that hold staff
to the highest standard of medical practice.
Standardizing basic procedures, developing
protocols, instituting teamwork training,
developing digital and clinical medical records,
conducting patient simulator training, training
employees on new systems, implementing
procedures to eliminate infections – all are
necessary activities for hospitals that want to
build facilities that are truly safe for both
patients and staff.
Above left:Caregiver work alcoves between patient roomshelp to bring nurses closer to the patient.Above right:ICU nurses’ station
hen HKS architect Dan Phillips begandesigning the Garland Independent
School District’s (GISD) Special EventsCenter, his goal was to create a non-
traditional school district building that wastimeless and created excitement for studentsand the community.
The result is a distinctively designed specialevents and conferencing facility that looks morelike an energetic performance hall than the typ-ical school district field house.
The GISD Special Events Center, located inGarland, Texas, is a state-of-the-art assemblyand conferencing center serving the needs ofthe school district and the community.
The 190,000-square-foot, multi-use buildingallows the school district to host high schoolconvocations, graduations, sports events, concerts, and teacher in-service activities as wellas national and regional tournaments. The facility is also open to the community for localactivities such as seasonal events, corporatetraining, trade shows, and other functions.
High school special events were previously located at Southern Methodist University’sMoody Coliseum and various high schoollocales. The new facility has 7,000 fixed seatsfor convocations, basketball and volleyballgames, gymnastics, and performances. Parkingfor 1,750 cars is provided adjacent to the facility.
The facility was designed by one of the nation’sleading architectural firms, HKS. The HKS Sports& Entertainment Group is responsible for the
design of this facility and many of DFW’s mostvisible sports and entertainment venues including the Dallas Cowboys Stadium,American Airlines Center, Ameriquest Field inArlington, the Dr Pepper/Seven Up Ballpark,Pizza Hut Park, and the Frisco Dr PepperStarCenter.
“The modern vernacular of the facility incorporates large expanses of glass to allownatural daylighting into the concourses as wellas visual connectivity for passersby,” saidPhillips. “The curved exterior, distinctive roofelements, and numerous façade articulationstransform what could be a typical gymnasiuminto an architectural icon.”
A dramatic, multi-story lobby welcomes patronsand a grand stair leads them to the main performance stage. The building is enhancedwith a Color Kinetics LED lighting system thatdisplays a variation of multi-colored lights insideand outside of the facility.
“Since it opened, people continue to line thebuilding’s public street to view the lights,” saidPhillips. “In the future, the Color Kinetics system can display red, white, and blue lighting to celebrate the Fourth of July or redand green lighting during the holiday season.”
The building’s design cues are taken from thegeography of the area’s natural landscape. Acurved front façade and sloped metal roof aredesigned in accord with the curvature of theneighboring street while multiple overlappinggrids are incorporated to create symmetry andorient the building to the north/south.
w
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Similar design elements are fluently used toexpress continuity throughout the facility.“Elements from the building’s exterior are translated into the interior,” said Phillips. “Thelobby, with its sloped walls, is an extension ofthe outside. The exterior sloped metal roof is mimicked by accentuated, reinforced structural trusses inside.”
The 25,000-square-foot conference facilityincludes an 8,000-square-foot ballroom, divisible into eight smaller meeting rooms, a125-seat tiered lecture hall, and additional meeting/conference rooms.
The support facilities, located between the eventfloor and the conference areas, include dress-ing rooms, storage/maintenance areas, cateringand kitchen facilities, and a management office.The locker rooms are situated to allow bus dropsand access to the event floor.
The project team, managed by the GarlandIndependent School District, includes HKS, Inc.,architect; Lee Lewis Construction Company, construction manager; Blum Engineering, Inc.,MEP engineer; Walter P. Moore Engineers +Consultants, structural engineer; and RLKEngineering, civil engineer.
Tim Mabe and Keith Reimer, the center's salesand marketing team, are getting the word outthat the center has more to offer.
"Anything you want us to do, we can do here,"said Reimer. "Anything you see out in the community, we will be proud to do here.Everyone who lives in the school district, whichincludes Garland, Rowlett, and Sachse, is a stakeholder in the center. With it, we willenhance economic development while improving our quality of life.”
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By Mark Buskuhl
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Greg and Carol Booth admit that amenities such as room
service, housekeeping, linen services, a full-service
fitness center and spa, and on-site concierge led them
to choose the W Hotel in Dallas, Texas.
However, they aren’t hotel guests. The couple is just one
of many buyers who are part of a national buying trend
focusing on hotel-condominiums.
Sound like a convenient, efficient, and sexy lifestyle?
Many think so. It’s called metropolitan living – from
trendy, urban chic to extravagant, luxury living, this
phenomenon has arrived.
“Condo hotels are expanding beyond traditional
markets such as tourist destinations Orlando, Palm
Beach, Hawaii, and Las Vegas,” said Joel Greene, president
of the Condo Hotel Center in Miami, a condo hotel
brokerage firm. “Today, more than 150 projects are
underway in urban centers like Atlanta, Chicago,
Phoenix, Salt Lake City, Denver, Dallas, and New York.”
According to Greene, the average buyer is 35 to 60 years
old. “Buyers range from young professionals to empty
nesters. The vast majority of these buyers want to
buy condo hotel units primarily as investments. They
see real estate as a safe harbor for their money.
On the finance side, the hotel condo units are a tax
write off and have the potential for short- and long-term
appreciation.
“Hotel condo owners also see the benefit of hassle-free
ownership,” he continued. “You don’t have to worry
about managing rental properties or tenants. They can
use the hotel condo unit as a vacation home or rent their
units when they are away.”
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The Booths, empty nesters, saw the purchase
as a way to downsize from their 5,300-square-
foot home to a contemporary space that best
reflects their new lifestyle and existing room
décor. “We didn’t need to relocate based on
school systems anymore,” said Carol Booth. “Our
new location provides us with quick access to
our home, business, and downtown events.”
While floor plans and location are primary sales
points, amenities are a big part of the decision-
making process. Libraries, computer business
centers, big screen auditoriums, destination
kitchens, zero edge pools, and mother-in-law
apartments are just a few of the amenities
offered to today’s potential buyers.
“We like the idea of room service,” said Booth.
“We travel and work late. So, ordering a cup of
soup at the end of a hectic day will be a treat.”
Several factors have led to the current boom in
condo hotel projects including lower interest
rates for buyers; the lull in the stock market
which is making real estate investments more
appealing; and the swell of baby boomers
looking to invest.
Following 9/11, banks were apprehensive about
loaning money for new hotel developments. The
condo hotel split allowed developers to
provide, in some cases, as little as 15 percent up
front – instead of the typical 40 percent equity.
This is due to the fact that pre-signed hotel/
condobuyers now provide up to 50 percent of
the project's equity.
Industry experts all agree that condo hotel
projects placed on the market in the past two
years are being sold out in pre-construction.
Most of these properties are high-rise buildings
with, on average, 200 to 1,000 units.
“It’s a win-win-win,” said Greene. “Banks are
providing loans for a secure investment with
upfront investors. Hotel developers are able to
spread their financial risk among the future
condo unit owners. Lastly, individual condo
owners are able to enjoy resort-style luxuries.”
Hillwood, a national development firm,
introduced the downtown W Dallas Victory Hotel
and Residences in Dallas, Texas in 2003. Within
six months, the 33-story hotel/condo
development was nearly sold out. “We added
another 80-plus-unit second tower to meet the
overwhelming response,” said Jonas Woods,
president, Hillwood Capital.
“It’s unrealistic for a pure condominium or
residential development to offer the same kind
of services that a hotel can provide,” he said. “It
is cost prohibitive to maintain a full-time
concierge, kitchen staff, general manager, etc.
The W offers a brand, known quality, and a
five-star lifestyle.”
Current HKS projects such as the W Dallas
Victory Hotel and Residences and the W
Hollywood, in Hollywood, Calif., offer room
service, housekeeping, access to the fitness
center, spa, and concierge services to residents
– all virtually maintenance free. This, coupled
with dramatic downtown views and quick
commutes to work, makes for an attractive offer
for those seeking this lifestyle.
Luxury hotel chains, including W Hotels,
Hilton Hotels, Four Seasons Hotels and Resorts,
and The Ritz-Carlton Hotel Co., bring their
reputations, credibility, and financial backing to
the development deal.
"Buying a condo with a luxury hotel chain is like
purchasing an insurance policy,” said Jim Butler,
global hospitality group chairman, JMBM, a
hospitality law firm. “People have a lot more
confidence buying into a W Hotel or Ritz-Carlton
because they know the name and know the
quality of their product.”
HKS was recently selected to serve as
architect-of-record for The Residences at the
Ritz-Carlton Dallas, a 70-unit high-rise built atop
The Ritz-Carlton hotel – currently under
construction. Ideally situated in the epicenter
of Uptown Dallas, adjacent to The Crescent
office, hotel, and retail complex, Ritz-Carlton
residents will enjoy a daily indulgence of style,
service, and sophistication.
“The Residences, with its 21 distinct floor plans
and three different styles of custom finishes, is
already 80 percent sold,” said Bill Mabis, project
director, Crescent Real Estate Equities Company,
based in Fort Worth. “As cities are becoming
increasingly urban, more urban residences, such
as The Ritz-Carlton, will be offered to city
dwellers. The developments actually benefit
their respective cities – with infrastructure from
parks to major retail developments.”
But, some people are warning – buyer beware.
“Before buying a condo, buyers need to research
all aspects of purchase and resale with an
experienced hotel consultant or accountant,”
said Butler. “For example, if the seller provides
projected annual returns or an appreciation
estimate prior to the execution of a purchase
agreement, the property becomes a security.
If the condo hotel project is not properly
structured and marketed, it will become
subject to the rules, registration procedures,
and enforcement of the Securities and Exchange
Commission (SEC) and the state agency
counterparts.
“An informed buyer should not buy a condo for
a return on investment,” he continued. “If
you are looking for a 10 percent return on
your investments, you might want to look
somewhere else. If you want a convenient,
relaxing first, second, or vacation home, there
is nothing better than a condo.”
Like the timeshare craze of the 80s, the
condo-hotel trend is here to stay. “Due to the
surge of baby boomers, I feel that the condo-
hotel trend will continue for the next five to
10 years,” said Greene. “Right now, we’re in the
second inning of a nine inning game.”
METRO LIVING
WHEN YOU WALK INTO THE NEW WHOLE FOODS
MARKET LANDMARK STORE, IT’S CLEAR...
THIS ISN’T YOUR MOTHER’S GROCERY STORE.
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CColorful, mouth-watering fruits and vegetables
are stacked shoulder high. Fifty types of breads
are baked fresh daily. Two full-service cheese
bars offer the largest-ever selection of cut-to-
order cheeses. And, count them, over 600
friendly employees to help you.
Whole Foods Market, the world’s leading
natural and organic food supermarket, opened
its Austin landmark store and world
headquarters in 2005.
Developed by Schlosser Development
Corporation and designed by HKS Architects,
the new 80,000-square-foot store takes up
an entire block – located on Lamar Boulevard
between Fifth and Sixth Streets. The building
also includes a six-story, 200,000-square-foot
office tower above the market that provides
office space for as many as 700 Whole
Foods Market team members – consolidating
the company’s national and southwest
regional offices.
The Whole Foods Market Landmark Store serves
as the company’s largest store, exhibiting
exciting features that are new to the retail world.
Austin residents enjoy a community and
education center, for meetings and cooking
demonstrations, a 25,000-square-foot public
roof garden with 200 shaded seats, a plaza area
for eating and entertainment, and three levels
of underground parking with escalators
equipped to carry grocery carts from the store
to the parking garage.
“Our store concept across America has evolved
since our humble beginnings over 25 years
ago,” said John Mackey, co-founder and CEO,
Whole Foods Market. “Seven years after it
opened, we were outgrowing our Austin locale.
We needed to find a way to remodel the
existing store or search for one much larger. One
day, I looked across the street and found the
answer to our dilemma.”
“Whole Foods chose its new location to allow it
to continue to be a part of the neighborhood,”
said Owen McCrory, design principal, HKS, Inc.
“The building is sited to be open to Lamar,
providing a welcoming front door to the new
store. It is also user friendly for pedestrians and
automobiles with its large, open-air plaza with
surface and covered parking.”
The design consists of a six-story, L-shaped
office tower atop a one-story store with a rooftop
garden, an outdoor amphitheater, and a 900-car
parking garage. This more than doubles the
number of parking space available at the
existing Whole Foods, located one block north
of the new facility.
Due to the store’s size and configuration – the
largest in terms of square footage of the
company’s 161 stores – people-mover escalators
are a necessity. The escalators transport
shoppers and their carts from the store to their
cars parked in the garage. Nearby surface
parking is also offered.
Canopy-covered outdoor markets are located
outside in the plaza to provide even more
choices for Whole Foods Market patrons. Once
inside, shoppers are able to pick up groceries
or prepared food and enjoy a sit-down lunch
inside the store or in the outdoor plaza.
Patrons can walk up a set of grand stairs to
a landscaped seating and dining area,
complete with a covered trellis, landscaped
gardens, and water features.
“The project challenge was to create Class
A, highly-efficient office space above a
two-acre landmark store,” said McCrory.
“Each one of the building components
has to function efficiently on its own with
separate, yet complementary identities.”
“The entire project conveys a strong sense of
regionalism,” he continued. “Its exterior hosts
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...people lovefood and theylove to shop,and yet theyhate to shop forfood...this newstore in Austin will aim tochange that...
Texas Leuters limestone with limestone accents,
a stone-colored stucco base, and a terracotta
colored exterior wall system. A curved glass
tower element rises up from the entry of the
office building to its highest floor with
floor-to-ceiling glass and panoramic views on
the fifth and sixth floors. “The Whole Foods
storefront, which spans from Fifth to Sixth
streets, is designed with three large sweeping
curves to create an inviting and exciting entry
façade. Playful accents of colored glass, placed
randomly throughout the storefront, cast color
throughout the store.”
Whole Foods, founded in 1978 in Austin,
Texas, is dedicated to supporting sustainable
agriculture and the environment. Its 161 stores,
located through the United States, Canada, and
the United Kingdom feature natural and
organic foods, which are free of artificial
preservatives, colors, flavors, sweeteners, and
hydrogenated oils.
“We are proud to be homegrown in Austin
and are reaffirming our commitment to our
hometown by building the country’s very best
food store right here in the heart of downtown,”
said Mackey. “There is a paradox in American
society that people love food and they love to
shop, and yet they hate to shop for food. With
its inviting atmosphere, this new store in
Austin will aim to change that and take the
chore out of shopping and turn it in to a fun,
pleasurable experience.”
The Whole Foods Market Landmark Store and
World Headquarters serves as the centerpiece
of a larger, planned retail and entertainment
development, called the Market District, that
will include more than 700,000 square feet of
retail space.
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CONSULTANTS IN:• MEDICALCOMMUNICATIONS
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• AUDIO-VISUAL
EDI, Ltd.ATLANTA - SEATTLE770.956.7000 www.ediltd.com [email protected]
Trust the Advice;Experience the Value.Trust the Advice;Experience the Value.
Charles M. Salter Associates, Inc.t: 415.397.0442 f: 415.397.0454 www.cmsalter.com [email protected] C
onsu
ltant
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ustic
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udio
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yste
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esig
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Bridgeview Condominiums
After fifteen years of successful collaboration, Charles M. Salter Associateswould like to welcome HKS to San Francisco
Portside CondominiumsLetterman Digital Arts CenterW Hotel HollywoodWilshire Club View ResidencesTemple Lofts
Pacific PlaceCondominiums
CSA has worked with HKS on the following projects:
Proud to be part of the HKS Team!AMERICAN TERRAZZO COMPANY
972.272.8084309 Gold Street • Garland, Texas 75042 • Fax: 972.276.4736
A M E R I C A N
T E R R A Z Z O
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RETURN SERVICE REQUESTEDIF UNDELIVERABLE TO ADDRESSEE, PLEASE RETURN TO:
HKS INC. 1919 McKINNEY AVENUE DALLAS, TX USA 75201