Located on Civic Center Boulevard, just across from the Main Hospital, the Buerger Center is a major part of the newly named Raymond G. Perelman Campus, Houston-based FKP Architects designed the new facility, while New York-based Turner Construction Company provided construction management.

“Many families, doctors and nurses participated in the planning of this building, and the generosity of thousands of donors, most-notably the transformational $50 million gift from the Buerger family, has made this center a reality,” said Madeline Bell, CHOP’s president and chief executive officer, in a statement. “We are confident that we have achieved our goal of providing an ideal patient experience by utilizing design features that anticipate and meet the needs of our patients and their families.”

Making the medical experience fun for children while efficient and convenient for families was at the center of planning for the new facility. Family waiting rooms are filled with natural light and have “Wait, Play, Learn” areas to provide patients and their siblings a venue for educational toys and games.

A14,000-square-foot roof garden provides space for recreation as well as rehabilitation sessions, while a 2.6-acre landscaped outdoor plaza offers a safe open area for play, entertainment and emotional recharging. Clinical areas are co-located for efficient travel within the Center and advanced electronic systems will reduce wait times for appointments and expedite registration and checkout, while fully integrated electronic health records will bring the facility closer to a paperless system.

The Buerger Center for Advanced Pediatric Care has a unique architecture; it’s 12 stories high, with a curving façade boasting primary colors, and a glass-lined exterior admitting abundant natural light. Its most distinctive qualities, however, include a multitude of features designed to foster a relaxing and healing environment for children and families. One example is the 14,000-square-foot Roof Garden with shade arbors, a fountain and water channel, a play area and a running path.

There are a number of other notable features. A physical therapy gym provides a two-story climbing wall. There is also an outdoor dining terrace adjacent to a 2.6-acre landscaped plaza with a children’s discovery garden. A multitude of interactive play installations, geared to a range of ages, are in the waiting areas of each clinical department.

The hospital also provides family lactation rooms and a rehab kitchen for patients to practice daily living activities. There’s even a mock scanner room, where children can practice lying motionless during a noisy MRI session.

Bell added that other building features, such as five levels of underground parking, and electronic check-in and preregistration areas on each floor, will streamline the registration process and result in shorter wait times for families. These design features will enable CHOP to accommodate over 200,000 outpatient appointments annually. The Center encompasses 700,000 square feet, with the ability to add another 175,000 square feet, if needed in the future.
The first clinical departments to occupy the new center will be orthopedics, oncology, radiology, and otolaryngology, with other subspecialties to follow.

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Las Vegas-based Valley Health System broke ground last month on the 142-bed Henderson Hospital, the first facility being built for Union Village. The village is a major development situated on a 170-acre site that will also include a retail center, medical offices, residential apartments, a senior care center and a cultural center.

The hospital, which sits on 38.5 acres, is being designed by Los Angeles-based HMC Architects and will be using a lean project delivery method in collaboration with New York-based Turner Construction Company.

The Henderson Hospital is the anchor facility for the $1.6 billion Union Village. The hospital will offer general surgery, emergency and specialty services. It will also offer all private rooms and an intensive care unit, as well as digital imaging and an advanced electronic clinical information system. A new feature at the hospital will be a Consolidated Treatment Unit, according to HMC Architects. The unit is an emergency department that is flexible to allow for expansion according to need and it’s where inpatients and outpatients can prepare for procedures.

“When the hospital opens, residents in the Henderson community will have access to quality care and advanced services that only an integrated health system can deliver,” said Karla Perez, regional vice president, Universal Health Services acute care division, in a statement. “It is a tremendous privilege and honor to support the community and bring this new hospital and advanced medical care to our families, friends and neighbors in Henderson, Boulder City, western Arizona and beyond, and at such an important time in our nation’s health care history.”

The new hospital joins five other Las Vegas hospitals in The Valley Health System, which are owned and operated by a subsidiary of Universal Health Services of King of Prussia, Pa.

In addition to the hospital, Union Village will make different levels of care available to seniors in the same complex, according to the Las Vegas Review-Journal, rather than being transported to several different facilities and will be able to recover in skilled nursing settings at a lower cost.

Union Village will be a four-part village consisting of Union Centre, which will house the hospital and health center; Union Plaza, which will house the retail center and residential units; Union Place, which will house the senior community; and Union Park, which will serve as the civic and cultural arts center.

The entire project, including the hospital, is expected to create more than 17,000 jobs, including 5,000 for construction jobs and 12,000 for health care and retail. Even down the line when construction is complete, retail units may be in a prime position for a tenant build out when business owners are ready to improve their premises and make use of tenant improvement services like those offered by Hurd Construction Management. Union Village Founder Craig Johnson told the Las Vegas Review-Journal the giant project is projected to generate $5 billion for local and state economies over its 80-year expected life.

The new hospital is expected to be complete in October 2016, and Union Village will be completed by 2022.

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The hospital will have 460,000 square feet of added space and 9,000 square feet of renovations. A new 40,000-square-foot radiation oncology center is also being built in the new expansion, along with a 200-bed replacement patient pavilion and emergency department, both of which will be LEED Silver certified.

Pre- and post-partum facilities will include room for more than 4,500 newborn deliveries, a special care nursery and 50 post-partum rooms. Additionally, 18 labor, delivery and recovery suites will be built, along with an 18-bay special care nursery and a 35-bay medical oncology and infusion center. The project will also include the addition of a decontamination facility, inpatient pharmacy and an expanded emergency department.

“The New Sibley is the third phase of our master plan development,” said Jerry Price, senior vice president of real estate and construction at Sibley Memorial Hospital, in a statement. “The new private patient rooms will be family friendly and the largest in the marketplace.”

Turner is currently working on more than 150 hospital and medical office projects throughout the U.S.

“We are thrilled to play an integral part in helping Sibley Memorial Hospital meet the evolving needs of its patients with the construction of The New Sibley,” said Ken Jones, Turner’s vice president and general manager, in a statement.

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The long-awaited $150 million greenfield hospital was designed by Los Angeles-headquartered HMC Architects and constructed through a joint venture between DPR Construction, headquartered in Redwood City, Calif., and New York-headquartered Turner Construction Company. Working closely with the construction team and Universal Health Services (UHS), HMC used Lean principles to complete the project ahead of schedule and under budget.

“The most unique element of the project is the Lean process in which the project was delivered,” said Steven Wilson, principal with HMC Architects. “Numerous tools and processes exist to drive collaborative behavior down through multiple organizations in order to assure that everyone is sharing a common vision — and when used together, the tools form a system.”

Lean principles allow the owner, architect and contractor to participate in the design and decision-making process from the onset of the project, according to Wilson. The project also used an Integrated Project Delivery (IPD) for further collaboration and to optimize the project’s success.

“It has been documented that there is considerable waste in the construction industry,” said George Vangelatos, principal with HMC. “When Lean measures are coupled with IPD and applied to health care construction, the process can yield greater customer value while eliminating waste and it begins with the right team thinking about the project and not their own needs.”

An off-site “big room” was used as a meeting room for the project team to conduct problem-solving discussions. This open communication and dialogue throughout the design and construction process created a more efficient project with less rework, according to Wilson. The team also used the Last Planner System in order for all members of the team to make accurate commitments and not overproduce, which is seen as wasteful, Wilson said.

“The Temecula Valley Hospital project started with UHS, HMC Architects and a joint venture between DPR Construction and Turner Construction. We then evaluated other team members using the Choosing by Advantage technique to determine who would best fit in to the project’s Lean approach. This allowed the team to openly discuss the best method for getting something done and decisions were made to benefit the project rather than individual firms,” Wilson said. “Once the team was assembled, the focus was on establishing trust, learning, collaboration and innovation to deliver the best project possible. Ideas flowed from every team member and all were empowered to make decisions.”

The team’s ability to meet their responsibilities was reevaluated on a weekly basis for improvement or breakdown. This process, Wilson said, allowed the team to take out six months from the already aggressive schedule. Additionally, a 16-month acceleration was achieved though early collaboration with the Office of Statewide Planning and Development.

“The project team embraced Lean principles to break down the silos of traditional project delivery and required deep collaboration and teamwork. They all accepted the challenge to propel collaborative behavior down through the multiple organizations,” Wilson said. “The cooperation between team members drove down the project costs and fostered innovation, while meeting UHS’s efficiency and schedule goals.”

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