WILDOMAR, Calif.—DPR Construction recently marked the topping out of the Southwest Healthcare Inland Valley Hospital expansion project in Wildomar.

The new seven-story, 290,000-square-foot patient tower will accommodate 102 beds to support Riverside County’s growing population. The campus will be equipped with leading-edge clinical technologies for minimally invasive procedures and advanced therapies, and sustainable infrastructure including energy-efficient LED fixtures and solar panels.

“Achieving topping out of the new tower brings us closer to realizing our goal of delivering leading-edge care to more patients,” said Southwest Healthcare CEO Jared Giles. “It’s inspiring to think about how this structure is going to impact local families for years to come. This will be a place of miracles and healing for the community.”

As the only designated Trauma Center in Southwest Riverside County, the existing healthcare campus has remained fully operational throughout construction. The project team relocated every major utility that sat in the footprint of the new tower.

“As a resident of Inland Valley, I am honored to be celebrating this major milestone with our skilled trade workers,” said superintendent Bob Gorham. “We’ve worked closely with the Southwest Healthcare team to minimize disruption and maintain the patient experience.”

More than 600 local workers from a variety of trades have worked 173,200 hours to bring the project to this point.

HOK is the design architect. Major trade partners working on the project include SPW Concrete & Drywall, Schuff Steel, DBC, UMEC, Murray Co., Berg Electric, BAPCO, McIntyre, Neville Group and Woodbridge.

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ORLANDO—Balfour Beatty has successfully delivered the new AdventHealth Training Center in downtown Orlando which serves as the training site for the Orlando Magic and a destination sports medicine center to Central Florida. The facility celebrated its official grand opening at a ceremonial event on August 31 with Orlando Magic, AdventHealth, Balfour Beatty executives and construction partners and AdventHealth sponsored athlete, Wendell Carter, Jr.

The completion of the state-of-the-art training center is a major achievement for the DeVos Family, Orlando Magic and AdventHealth partnership in building an innovative health and wellness model that brings whole-person medicine, science and research together to optimize sports performance, while bringing those learnings to the broader community.

Balfour Beatty served as general contractor and HOK provided design services for the $70 million project which features a 130,000-square-foot facility located on a nearly four-acre site at South Division Avenue and West Central Boulevard, one block away from the Amway Center. The facility includes an NBA training facility for the Orlando Magic and an AdventHealth outpatient clinic which marks the latest investment in the Parramore community.

“Balfour Beatty is honored to have the opportunity to deliver a state-of-the-art facility for the Orlando Magic and AdventHealth services in Central Florida,” said Scott Skidelsky, Balfour Beatty president in the Southeast. “The construction of the new AdventHealth Training Center is an industry-leading example of health and wellness buildings aimed at providing innovative training, performance and medical services for professional athletes and the local community. I’d like to congratulate our project team and partners for their role in providing a premier facility this is now the training home of the Orlando Magic and world-class medical care.”

Orlando Magic’s approximately 100,000-square-foot practice and training facility is designed to optimize player performance and provide world-class recovery space. A large team “living room” acts as the facility’s hub, complete with enhanced nutrition offerings and full kitchen. Leading training and recovery technologies, including an altitude chamber and hydrotherapy offerings as well as an expansive locker room with high-end finishes will elevate the player experience. The facility includes two full-size practice courts overlooked by an elevated viewing balcony.

To take advantage of Orlando’s warm climate, the design includes covered exterior patios and decks, a creatively landscaped outdoor team space and indoor/outdoor training space. The facility includes front office and hospitality spaces that celebrate the Orlando Magic’s brand and history. Additionally, the project incorporates sustainable design strategies including daylighting and strategic sun shading, stormwater management, and advanced mechanical and lighting systems and controls.

“We want to thank Balfour Beatty for assisting us in making our goals and vision a reality,” said Magic CEO Alex Martins. “Through much hard work, a commitment to local woman and minority owned contractors and with a great deal of determination, we have developed a world-class training center for our Magic players, coaches and support staff that is stacked with the resources and technology to make it one of the best in the NBA. Our players, coaches and staff can’t wait to get in and get started.”

The completion of the AdventHealth Training Center adds to Balfour Beatty’s portfolio of work with the Orlando Magic, a construction partnership which includes the delivery of previous small continuing works projects at Amway Center.

AdventHealth’s new 33,300-square foot medical center – designed for elite athletes, as well as youth athletes and weekend warriors – provides world-class, multi-discipline medicine with a focus on whole-person health and sports science. Services will include orthopedics, primary care, sports medicine, imaging, rehabilitation and sports performance. Patients will also have access to AdventHealth’s network of sports-trained gastroenterologists, cardiologists, sleep, psychology and nutrition experts.

“AdventHealth and the Orlando Magic have a shared a longtime commitment to inspiring and helping our neighbors be the healthiest they can be. Through our partnership, we’ve cared for Central Florida in a variety of ways, and I’m excited for this new opportunity to expand our philosophy of whole-person care to whole-athlete care,” said Randy Haffner, president and CEO of AdventHealth’s Central Florida Division. “Whether you’re working to get back to playing in the yard with your grandkids, completing your first 5k or dreaming of going pro, our sports medicine experts are ready to support your personal health and athletic goals. The AdventHealth Training Center is a resource for all, and I’m excited for this next chapter in our partnership.”

Balfour Beatty and its partners worked with the Orlando Magic and AdventHealth to award  $17 million in design and construction contracts for the project to 33 local Minority and Women-Owned Business Enterprises (MWBE). That amount represented approximately 32 percent of awarded opportunities, which is over the city’s recommended 24 percent MWBE participation goal.

The training facility and sports medicine center is now open to the Central Florida community, and welcomes current Orlando Magic NBA players, including the team’s No. 1 overall draft pick, Paolo Banchero, and prospective free agents and staff.

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WASHINGTON, D.C.—On Sept. 21, Mayor Muriel Bowser and Universal Health Services (UHS) announced a plan to expand the size of the new Cedar Hill Regional Medical Center, GW Health in Ward 8 on the St. Elizabeths East Campus.

The expansion is made possible through a $17 million investment from Universal Health Services and will allow an additional fourth patient floor and larger diagnostic and treatment to be included in the new hospital. The new floor will be able to accommodate 48 additional beds in the future, as need arises – increasing the total number of beds from 136 to 184. The additional beds and diagnostic space will provide flexibility in responding to future health and regional emergencies. When it opens its doors to patients in early 2025, the new Cedar Hill Regional Medical Center, GW Health will be the first inpatient facility to open in the District in over 20 years. The state-of-the-art, full-service hospital also includes a trauma center, ambulatory pavilion for physician offices, clinics and community space, a 500-car garage, and a helipad for emergency transports.

Advisory Neighborhood Commission 8C (adjacent to the new hospital) and Councilmember Vincent Gray, Chair of the Health Committee, are in support and the required regulatory commissions have approved of an expanded facility. Expanding the hospital will require moving the opening of the new hospital from December 2024 to early 2025.  The additional floor is estimated to cost $11.5 million, paid for entirely by UHS. The expanded diagnostic and treatment area is estimated to cost $11 million and will be shared between UHS and the District, at $5.5 million each. The additions add 58,000 square feet to the hospital, for a total of 407,000 square feet.

Services at the new 407,000-square-foot Cedar Hill Regional Medical Center, GW Health will include:

• Full service inpatient facility: The new hospital will open with 136 beds, with the ability to expand to 184 to meet the District’s future health needs.
• Newborn delivery with a neonatal intensive care unit.
• Academic medicine and pediatric care.
• Women’s health services.
• Adult and pediatric emergency departments: Over 40,000 patients will be treated in the emergency departments. Children’s National will operate the pediatric emergency medicine department.
• A certified trauma center: The first trauma center east of the Anacostia River to ensure patients injured in severe accidents, blunt trauma and penetrating trauma can be treated in the community.
• Behavioral and mental health: 16 behavioral health beds to provide voluntary and involuntary behavioral health services.
• Operations: Operating rooms to support a full range of planned and emergency health procedures.
• Full range of specialty care: Physician offices for a range of specialties, including but not limited to, orthopedic, liver, heart, kidney, brain, bones and joint care.
• Outpatient services: Physical therapy, dialysis, and chemotherapy infusion. Thirty-six physician exam rooms.
• Solar power: Solar panels on the garage will provide energy assistance to over 200 households in the adjacent community.
• Staffing: 550 full time professionals when facility opens.

Named after Frederick Douglass’s historic residence in Anacostia, Cedar Hill Regional Medical Center, GW Health will be fully integrated with two new urgent care facilities, existing providers, and the George Washington University Hospital to establish a robust system of care for all District residents and in particular, communities east of the Anacostia River.

As previously announced by the Mayor, practitioners, physicians, and academic medicine at the new medical center will be provided by the George Washington University Medical Faculty Associates and the George Washington University School of Medicine and Health Sciences. Children’s National Hospital pediatricians, nurses, and physician assistants will provide infant and pediatric care. Specifically, Children’s National staff will operate the pediatric emergency department and neonatal intensive care unit (NICU).

Last year, the hospital design, completed by HOK and McKissack & McKissack, was approved by the United States Commission of Fine Arts and received its Certificate of Need from the State Health Planning and Development Agency.

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ATLANTA—Grady Health System has achieved the “topping out” milestone on the Correll Pavilion adjacent to Grady Memorial Hospital’s main campus in Atlanta.

The new facility has been named in honor of A.D. “Pete” Correll, chairman emeritus of Georgia Pacific and former chair of both the Grady Memorial Hospital Corporation and Grady Health Foundation boards of directors, who passed away earlier this year.  Correll led the effort to raise $96 million in private funding, which was matched by bond funding provided by DeKalb and Fulton counties.

The topping out was commemorated by the signing of a steal beam by Correll’s wife, Ada Lee Correll, daughter Elizabeth Correll Richards, son Alston Correll, and granddaughter Corey Richards.

When completed, the advanced surgical center will include over 550,000 square feet of clinical and parking space, including outpatient clinics, surgery, imaging and the Georgia Cancer Center for Excellence. The Correll Pavilion will dramatically expand Grady’s ability to serve patients at the main campus, offering 25 percent more operating room capacity and 45 percent additional clinic capacity.

Grady’s Correll Pavilion project is being managed by JLL. The general contractor for the project is the joint venture between Skanska and H.J. Russell, and HOK is the architect.

“The topping out milestone demonstrates the significant progress we have made on this important project,” said Scott Cannon, executive vice president and general manager of Skanska’s building operations in Georgia and South Carolina. “We are moving closer to our final goal of providing a facility that will offer state-of-the-art care for patients in the Atlanta region.”

To date, workers have recorded more than 500,000 hours on the job. In addition, the project has used:
4000 tons of rebar (the equivalent of 571 elephants)
41,000 cubic yards of concrete (enough to fill 12 Olympic size pools)
“The design of The Correll Pavilion will advance Grady’s mission of ensuring everyone has access to high-quality healthcare,” said Mitchell Collin, regional leader of healthcare at HOK. “We are proud to be Grady’s partner in growing services and expanding access to care in the community where we live and work.”

Among the technological and environmental components to be built into the Correll Pavilion is a system to allow the harvesting and storing of rainwater from the entire block for reuse. Construction is expected to be completed by the end of the third quarter of 2022.

“Grady is one of our state’s largest hospitals and continues to serve as a lifeline for many residents in Fulton and DeKalb counties,” said JLL Senior Project Manager David Varghese. “This milestone marks a huge chapter for Grady Health System and we’re looking forward to helping them expand their healthcare capabilities and best serve the City of Atlanta.”

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TULSA, Okla.—Cushman & Wakefield announced recently that the Project Development and Services (PDS) practice at the real estate services firm has been retained to provide development management services for the $250 million renovation and expansion of the Saint Francis Hospital South campus, located in Tulsa.

April Desabrais and Brad Blankenship of Cushman & Wakefield will oversee the 51,000-square-foot renovation of imaging spaces and four operating rooms and a 232,600-square-foot expansion which includes the addition of four operating rooms, a new six-story tower with 124 patient rooms, and a six-story 600-space parking garage.

“The South Project is the result of establishing a great relationship with our customer, Saint Francis Health System, over the past several years,” Desabrais said. “The ability to deliver on time and on budget because of the help of our trade partners. It is a true measure of success that this relationship we worked so hard to build has led to trust in Cushman & Wakefield as a partner and an understanding of the value we provide in our services.”

Located at 10501 East 91st Street, the not-for-profit community hospital currently contains 96 beds catering to south Tulsa and Wagoner counties. Services include labor and delivery, emergency services, imaging and radiology, expectant family program and orthopedics. Completion of the renovation and expansion is slated for March 2025.

“We’ll go where we’re needed. We don’t expand for our benefit; we do it for our patients and the community,” said Jake Henry Jr., Saint Francis Health System president and chief executive officer.

The health system is anchored by Saint Francis Hospital, a 1,112-bed tertiary center, which includes the region’s only children’s hospital and level IV neonatal intensive care unit, a 168-bed heart hospital and Tulsa’s leading trauma and emergency center.

Cushman & Wakefield is currently overseeing completion of a $115 million, 130,000-square-foot renovation and 45,000-square-foot addition to the perioperative unit at the main campus in July of this year. Previously, the company completed a 40,000-square-foot patient bed tower renovation and a 20,000-square-foot build-out of a 30-bed observation unit at the main campus, as well as development of the 141,000-square-foot, 104-bed Saint Francis Heart Hospital.

The design firm on the project is HOK and Crossland was recently awarded as the general contractor on the endeavor.

Cushman & Wakefield is a global real estate services firm with approximately 50,000 employees in over 400 offices and 60 countries.

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LOS ANGELES—Architecture design firm HOK and general contractor Bernards, based in Los Angeles, have been jointly tapped for a design-build renovation project of the Martin Luther King Jr. Behavioral Health Center, which is located in the South Los Angeles community of Willowbrook. The new facility will replace the former Martin Luther King, Jr./Drew Medical Center, located on the campus of the Martin Luther King Jr. Medical CampusLuther King Jr./Drew Medical Center. In addition to the MLK Community Hospital, the site also entails an outpatient center and a recuperative care center.

Designed by Paul Revere Williams to serve South Los Angeles in the wake of the 1965 Watts Uprising, the MLK Behavioral Health Center first opened its doors in 1972 but was forced to close in 2007 when federal funding to keep up operations was revoked. This effectively left a large swath of the Southern California community without a viable hospital-care option, according to the Department of Health Care Services.

Following the 2007 closure, the newly built MLK Community Hospital (MLKCH) opened in 2015, but it lacked enough capacity for treating mental health-related issues. Thus, a renovation of the site to turn it into a state-of-the-art behavioral center was approved in 2017 by the Los Angeles County Board of Supervisors.

The 500,000-square-foot Behavioral Health Center (BHC) will bring together in one facility inpatient, outpatient and supportive services for some of the area’s most underserved people—and those dealing not only with mental illness issues but also homelessness and substance abuse. Furthermore, the renovated facility will house services for diversion and reentry.

“It’s wonderful for all of us on the Bernards-HOK design build team to have the opportunity to . . .

build something that will immediately have a positive impact in Los Angeles County,” Mike Funderberg, vice president at Bernards, said in a recent statement. “The new Martin Luther King Jr. Behavioral Health Center is a strong commitment by the County of Los Angeles to address the needs of our community relative to mental health services by providing these services in such a centralized location.”

“When the old hospital shut its doors, few could have imagined this building would have a meaningful second act,” added Los Angeles County Second District Supervisor Mark Ridley-Thomas in a statement about the project. “And yet, we are moving forward with a vision of renewal, transformation and innovation.”

The renovation will keep intact the original five-story building, which will thus reduce construction and demolition costs. The renovation aims to achieve LEED Silver certification by improving the building’s HVAC, plumbing and water efficiency. Furthermore, solar panels will reduce the facility’s carbon footprint.

Additionally, the hospital’s courtyards and rooftop will be repurposed for recreational purposes.

Said Hunvey Chen, regional leader of healthcare at HOK: “The Martin Luther King, Jr. Behavioral Health Center will provide a safe, home-like environment for integrated county services. As neighbors in the community, we are thrilled to team with Los Angeles County, Bernards and the entire design-build team on the reuse of this healthcare facility to expand the continuum of care.”

The first phase is scheduled to be completed in October, with the second phase projected to finish the following June. HOK’s design is being undertaken in conjunction with Los Angeles County Public Works.

“When this building reopens as the Martin Luther King Jr. Behavioral Health Center, it will provide so many people with much needed healing, hope and the promise of a better future,” Ridley-Thomas said.

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NEW YORK – Patient- and family-centered care is embedded into the design of the new 740,000-square-foot NewYork-Presbyterian David H. Koch Center, an ambulatory care center that combines innovative clinical approaches and cutting-edge technology to provide exceptional care and a seamless patient experience.

The architectural design of the new David H. Koch Center is the result of collaboration among HOK as architect, Ballinger as medical architect, and Pei Cobb Freed & Partners as consulting architect for building envelope and lobby; with the team beginning excavation in August 2014 and wrapping up the project April 2018.

NewYork-Presbyterian and physicians from Weill Cornell Medicine were also actively involved throughout the planning process.

The $1 billion center provides interdisciplinary treatment for outpatient surgery, endoscopy, interventional radiology, diagnostic imaging, radiation oncology, infusion, and digestive disease treatments.

Additional clinic features include 12 operating suites, six interventional radiology procedure rooms and 11 endoscopic procedure rooms.

As the center focuses on the human experience, the program provides a comprehensive set of services for patients in a contemporary and soothing environment.

The high performance building facade includes 225,000-square-feet of a triple-glazed insulated curtain wall with an integrated internal obeche wood screen and a silk-screened frit on inside of the outer layer creates an undulating pattern. The curtain wall not only contributes to the performance of the building – but also creates a warm and inviting face to the community, and a distinctive and rich architectural character.

According to Erin Nunes Cooper, associate principal, Ballinger, critical building systems and infrastructure that are essential to maintaining building operations during an emergency are located above grade to protect and isolate them from the impacts of storms, floods and other hazards.

A green roof covers 30 percent of the roof’s surface, which helps cool the building and reduce the heat island effect. It is also capable of retaining up to 6 inches of storm water for slower release back into the sewers and helping to alleviate pressures on the city’s storm sewer system.

The infusion and radiation oncology program, located on the 4^th floor of the building, offers three radiation therapy rooms including two linear accelerator rooms and New York’s first MRI-guided linear accelerator room are used for precision radiation treatment of tumors. These spaces are protected with lead and concrete, and are typically located in basement areas. By locating the treatment rooms on the 4^th floor of the building, patients and staff are elevated and have access to natural light.

All of the prep/recovery positions are private rooms, serving as designated spaces for the patient and their family for the duration of their stay.

The rooms are fully enclosed with sliding glass doors, instead of the more traditional three walls and a curtain. Patients change, prep, recover and check out in their assigned room. The room provides a secure storage space for the patie­­nt’s belongings as well as a private waiting space for the patient’s family members during the procedure. Patients even prep and recover with the same nurse and care team.

Furthermore, three prep/recovery rooms are dedicated to each procedure room, which allows for greater consistency and continuity of the care team for each patient. Dedicated rooms also make it easier for caregivers and clinicians to find family members for face-to-face updates and instructions on follow-up care. These patient rooms were designed to maximize access to natural light, which has been shown to benefit patient outcomes.

Decentralized stations are located outside pairs of prep/recovery rooms, one of the first applications in the country in an ambulatory procedure environment. The care teams committed to eliminating the central nurse station entirely. Instead, a single Central Command Center is located at the juncture of the procedure platform, which monitors all activities between the procedure platform and prep/recovery zone. The result is that all caregivers are able to spend more time either in the patient rooms or at the decentralized stations in close proximity to the patients.

Circulation is clear, with a separation of “on-stage” and “off-stage” flows so patients and families can travel along the light-filled perimeter corridors with clear wayfinding, and staff can move efficiently through the building, minimizing disruption to guests.

A fully integrated art program throughout the building hosts a diversity of works at key locations as positive distractions for patients undergoing medical treatment. A warm material palette that carries the wood features indoors creates a soothing environment that facilitates anxiety reduction.

The team also conceived of a procedure experience without waiting and choreographed a patient experience that uses technology to streamline the process. Patients are pre-registered and are greeted by patient ambassadors upon arrival. Kiosk check-in is available in the lobby, and all patients and their families or companions receive a wrist band at check in and are directed to the appropriate floor.

Care team members are notified when the patient arrives in the building, allowing them to greet the patient on the floor and escort them directly to their dedicated procedure room. Electronic notifications are used to communicate with family members during or after the procedure so that they can comfortable comfortably leave the floor knowing that they can return during the patient’s recovery.

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Cost estimating can make or break a project — and ensures that no surprises will arise come bid day. Continuing to cost estimate throughout the construction process can further guarantee that projects stay on budget and that facility owners are given timely information about system life cycles.

Healthcare Construction + Operations News recently spoke with Paul Whitson, AIA, LEED GA, senior vice president and regional health care leader in HOK’s St. Louis office to gain some insight on cost-estimating during the design and construction of major projects.

Q: How often do you use cost estimating while designing a project?

Whitson: Almost always. It’s essential in understanding how many square feet are needed for a project and how much it will cost. On a project for the University of Colorado in Colorado Springs, we are using it in the early programming stages for the school’s Sports Medicine and Performance Center. We have teamed with a construction manager who will use cost estimating to accurately identify constructability issues and deliver the best outcomes for the school.

Q: How does the cost estimating process differ between specific project phases?

Whitson: Ideally, it should reduce costs from concept to the construction document phase. At the concept phase, more allowances are made in estimating for the unknown. But as project planning advances, refinements can be made as site issues and layout become better known. There are generally two big changes in project phases: when you move from unit-costing to systems-costing and when unforeseen contingency costs become clearer. In each case, as the unknown aspects peel away, the costs should go down. Essentially, the more that is known, the better for accurate cost estimating.

Q: How can cost estimating help facilities save money and stay within budget?

Whitson: [Cost estimating] can help in two ways. First, it is a great benefit in setting benchmarks to make the best use of capital on the project and keep it within budget. But it also provides valuable information for that next project, where it can be used to predict future costs for similar projects or an added phase. We use technology like Revit and BIM to model systems early in the project. The model gives team members a better understanding of how all facets of the project fit together and overcomes conflicts to avoid having to make costly changes later on in the project.

Q: How can cost estimating help in the maintenance/operations of the building once a construction project is completed?

Whitson: That’s part of the system costs, and in general proceeds with the understanding of the first cost versus the operating costs over the life of the project. There may be cheaper HVAC systems, but their cost must be viewed over the long term. A more expensive system can provide greater value in efficiency and energy conservation over the life of the system.

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