CHARLOTTE, N.C.—DLR Group | WMBA’s design for the new bed tower, known as Palmetto Tower, has expanded the patient capacity for the Atrium Health Pineville campus. Atrium officially opened the doors to new patients on Dec. 8, 2021, adding 45 new rooms to their operation.

“We’re proud to work with a client partner like Atrium Health who is recognized nationally by U.S. News and World Report as one of the best hospitals in this region,” said DLR Group | WMBA Principal John Beyer. “Our innovations in prefabricated design of patient rooms has not only become the standard for future design with Atrium, but it contributed directly to improving turnaround, opening two-months ahead of schedule while saving the client $10 Million dollars in construction costs.”

The new, eight-story, 236,000-square-foot patient tower increases capacity from 262 licensed beds to 307. Each room features flexible options to transition between a variety of care levels, from acute care rooms to an intensive care unit, to rehabilitative care. The top two floors of the Palmetto Tower remain open for future expansion

The prefabricated pods allowed multiple room units to be delivered and installed in one day. It eliminated punch lists on individual rooms, reduced weather delays, and risk of injuries due to single-sourcing up to 12 trades all within the production process at the factory. This method of design and construction also improves sustainability factors, reducing fuel and emissions through elimination of deliveries and local disturbances to the site, as well as minimizing on-site material waste.

DLR Group is an integrated design firm delivering architecture, engineering, interiors, planning, and building optimization for new construction, renovation, and adaptive reuse.

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CRYSTAL CITY, Mo. — Good news comes in the form of 120,000-square-foot packages in Crystal City — the new patient tower at Mercy Hospital Jefferson is now open to patients and offers new and improved spaces, technology and services.

Bates & Associates Architects of Springfield, Mo., designed the project with Heideman Associates Inc. of Fenton, Mo., who provided engineering services on the project. McCarthy Construction based out of its St. Louis office was the general contractor on the project. The tower is three-stories high and 120,000 square feet.

The new patient tower features 90 private patient rooms and new wayfinding and corridors that better connect the different departments and wings of the building. Other features of the new tower include a newly-renovated main entrance as well as a reflecting pond and building materials made from stone and brick on the exterior. The design of the new tower includes the option to expand vertically for potential additional patient floors in the future if the need arises.

Additionally, the new tower included the construction of a new emergency department in conjunction with an accompanying waiting area and triage rooms. Cardiology facilities and MRI suites have been added; renovations were made on the existing tower as well, which included a new childbirth center on the third floor. This childbirth center includes remodeled postpartum rooms, new labor, and delivery suites as well as two dedicated surgical units.

Finally, shifting the location of the emergency helicopter landing pad as well as the ambulance entrance was included in the hospital renovations. In addition, the parking and emergency drive were expanded to create more overall space for parking and overall efficiency.

Keeping the 251-bed hospital open for the duration of the entire construction schedule to patients was no small feat, according to John Farnen, executive director of strategic projects for Mercy in a recent statement. In an effort to keeping the process as smooth and efficient as possible, the construction team used full building information modeling (BIM).

“Delivering a significant construction project on an active medical campus requires constant communication with hospital staff, patients, and the community,” said Farnen. “Mercy has worked with McCarthy for more than 30 years, and we rely on their healthcare expertise and ability to minimize disruptions throughout construction.”

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According to a statement, over 700 workers have worked a total of more than one million man hours on the project so far. As is tradition, the top beam had an evergreen tree and flag on it when it was hoisted into position. The evergreen tree symbolizes good luck, growth, longevity, and the construction crew’s pride in their accomplishment.

Initially, the hospital will open about 70 beds, with the ability to open more in the future. The new tower will include additional operating rooms, a relocated Labor & Delivery department, postpartum beds, newborn nurseries, additional intensive care and medical/surgical beds, and space for expanding clinical departments.

Lexington Medical Center delivers the second highest number of babies in South Carolina each year, performs more than 23,000 surgeries annually, and operates the busiest emergency department statewide. With the population of Lexington County growing quickly, Lexington Medical Center needs to expand its facilities to meet the needs of a growing patient base. The 438-bed hospital remains full, with steady growth annually.

Healthcare Construction + Operations News spoke with Brasfield & Gorrie Vice President and Division Manager Michael Byrd, who oversees the company’s Charlotte, N.C., office, regarding the construction of the new patient tower.

Q: When did construction of the project begin, what is the expected completion date, and what is the anticipated budget?

Byrd: Construction began in June 2016. We’re scheduled to complete the new tower in February 2019. The renovation project extends another year into March 2020. The estimated total construction cost is $293 million currently.

Q: Have there been any challenges to date on the construction of this project?

Byrd: Yes, there have definitely been challenges. We’ve experienced difficulty with weather conditions during the course of the job, including hurricanes. In general, the challenges of working on a site this large in the middle of an active hospital campus include having to work around patients, staff, and the public. In addition to the busy hospital, there are active doctor’s offices surrounding the site, furthering the need to consider public safety. Despite these challenges, the project is on schedule.

Q: What will be the key/notable design features?

Byrd: The expansion includes a 550,000-square-foot, 12-story tower and a 70,000-square-foot, freestanding central utility building. It also includes a new parking deck with more than 900 spaces, and 125,000 square feet of renovations to the interior of the existing hospital. We also installed a new bridge to connect the tower to the existing facility.

Q: How will this addition influence/improve patient care?

The expansion will provide more space and updated facilities, enabling Lexington Medical Center to treat more patients and provide the best care possible. The parking facility will support the traffic and parking needs related to increased patient load.

Q: What best practices did you implement while working on this project that you would suggest to others?

Byrd: At the project’s outset, we focused on addressing patient safety, patient access, and allowing staff to continue to do their jobs effectively amid ongoing construction. In the preconstruction phase of the job, we studied how to manage the flow of traffic, the procurement of cranes, and the delivery and offloading of equipment. Our orientation process has been extensive; every time a new employee is hired, they have to receive training so they know exactly what they’re doing, where they’ll be doing it, and what will be around them to ensure they have the knowledge necessary to do their job in a safe manner.

We have also prefabricated select components for this project, including patient room headwalls, select bathroom features, a tunnel that connects the central energy plant to the parking deck and patient tower, and various mechanical, electrical, and plumbing components. The use of prefabrication for these components has aided schedule, quality, and safety, allowing the team to maximize use of the skilled workforce on site. Prefabricating select components off site has also helped minimize traffic congestion on the active hospital campus.

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With the help of Dallas-based HKS Inc. as the lead architectural firm, as well as Self-Tucker Architects and Archimania, both of Memphis, the construction of the eight-story tower began in November 2016, and is currently being erected on top of the standing emergency department that Turner construction built in 2014. The notable design features reflect the goal of the medical facility earning its LEED Gold certification as well as attracting top-ranking medical professionals from all over the globe.

According to Kyle Reeves, Turner project executive for the tower, the team selected a unitized curtain wall glass system that will be pre-assembled off site and erected quicker than a stick built system in order to meet the insistent schedule. The curtain wall includes a dynamic glass system, which changes shade in response to sunlight to help with energy efficiency. The construction also includes two green roof areas, which create a calmer healing environment to improve patient outcomes.

“The use of glass, cast stone and metal panels provides a new identity for the campus entrance while also providing a destination that will attract the world’s top medical professionals,” said Reeves. “The use of dynamic glass throughout the entire project adds a level a comfort for patients and family. A new concourse on level three will be the main pedestrian spine that connects the existing hospital to the new expansion. The main public elevator lobby will have glass walls on two sides with enhanced lighting. Its glass walls rise above the roof level, forming a symbolic beacon that reinforces the faith-based focus of Methodist University Hospital.”

The new tower is expected to elevate patient care for Memphis and the Mid-South. The tower will allow for the consolidation of the hospital’s transplant services into a two-floor inpatient/outpatient comprehensive transplant institute. It will also connect the oncology and outpatient care to create a new cancer center. The expansion allows for a 36 percent increase in ICU capacity and a 20 percent increase in the hospital’s operating room capacity.

“The new facility will be one of the most advanced patient- and family-centered state-of-the-art tertiary care facilities in the Mid-South region,” said Reeves. “This represents a major investment to healthcare in the Midtown Memphis community and innovative spaces that will elevate the care provided to the Mid-South region for generations to come. This new facility will become one of the most advanced patient- and family-centered, state-of-the-art tertiary care facilities in the Mid-South region. This master plan campus improvement will also push MUH further towards its goal of being one of the top academic hospitals in the country.”

The construction of this tower also implements an “integrated project delivery” system (IPD).

“Renovating a space while it remains fully operational can pose a number of challenges. The most frequently cited challenge is that construction often takes longer than it would if the space did not need to remain fully functioning during construction. However, thanks to new collaborative delivery methods like Integrated Project Delivery (IPD), we’re able to mitigate this problem,” said  Reeves.

According to Reeves, IPD focuses on delivering value, eliminating waste and continuously improving. It encourages collaboration, shared risk and accountability between the owner, builder and architect. The IPD team, bound under one contract, often includes the owner, builder and architect, but can also include engineers, large subcontractors and suppliers.

The team establishes a target budget early in the project and outlines clear goals to ensure the project aligns well with the owner’s objectives. With all major parties involved from day one, the system fosters effective communication and decision-making. The architect, builder and sometimes engineer are contractually obligated to work together for the benefit of the project. This level of buy-in means the entire team is focused on adding value to help build a better quality, lower risk and faster project.

The IPD team spends a significant amount of time planning on the front end, so the design and building phases essentially morph into one continuous phase. And because construction can begin before design is completed, we are able to radically improve schedule performance, eliminate costly change orders and therefore reduce the chance of any schedule slips or delays. The collaborative nature of IPD allows us to identify and fix any potential problem areas before they affect the flow of work.

Because of IDP, the market will no longer tolerate mediocrity when it comes to project performance — including cost and schedule overruns, inefficient staffing models and workflow patterns, and facilities that are difficult and expensive to maintain and operate. The Integrated Project Delivery approach ensures that the team maximizes efficiency through all phases, from schematic design through to completion. Ultimately, it guarantees that the builder and designer are focused on adding value, building the project with higher quality, lower risk and at a faster speed.

The facility also includes new technology and electronic systems with linear accelerators, the latest models of MRIs and other state-of-the-art imaging and radiology equipment. This also includes modernized pharmacy, laboratories, dialysis and interventional radiology areas.

According to a statement, Michael Ugwueke, president and CEO of Methodist Le Bonheur Healthcare expressed, “We are committed to the Midtown Medical District, and we are energized by our quest to put patients first in everything we do — from patient access, to patient experience to patient care, MLH is committed to providing high quality care to every patient who enters our doors.”

Project completion is expected for spring of 2019.

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