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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“Our primary focus has always been to keep our communities healthy, and from this project’s beginning, we’ve carried through with that mission,” said Phil Robinson, president of LMC, in a statement. Whether it’s by conserving water and energy or by providing the highest quality medical care, our commitment to the community and to our patients is our number one priority. We’ve created a building that offers innovation and design as the cornerstone of sustainability.”

Sustainable achievements of the facility include the conservation of 1.7 million gallons of water annually; 1,000 new trees planted; 70 preferred parking spaces for fuel-efficient and low-emitting vehicles; a 16,000-square-foot vegetated roof that captures and filters storm water runoff; drought tolerant and native landscaping; and approximately 35 percent of energy used in the facility’s Heart Pavilion will be offset by renewable energy credits.

“The certification serves as an example to the health care industry, proving that hospitals and health care facilities can be environmentally friendly while providing high-quality care,” said Marc Heisterkamp, director of Strategic Accounts at USGBC, in a statement. “The leadership of the Main Line Health Board and leadership team during the process of attaining LEED certification on this project was so important to the industry and our mission. Being the largest LEED Silver-certified health care facility on the east coast is a tremendous accomplishment, and I applaud the efforts of all involved in the planning and construction. LEED certification proves that LMC is lowering their environmental impact while providing a healthy and productive environment for employees and patients.”

P. Agnes of Philadelphia constructed the building, and Stantec, headquartered in Edmonton, Alberta, managed the project. RTKL Associates, with offices in Baltimore, designed the project. The Sheward Partnership of Philadelphia provided environmental sustainability consulting.

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The project was designed by Leo A Daly and constructed by McCarthy Building Companies. Both firms hold offices in Atlanta.

The $24 million, 65,000-square-foot Liberty Wing is the first of two phases with a total cost of $74 million. The first floor of the new wing houses physical therapy, occupational therapy, orthopedics and podiatry programs. Behavioral medicine and social work services occupy the second floor. Phase I also includes an expansion to the facility’s central utility plant.

“Our work on this project is particularly rewarding because it’s helping soldiers and their families,” said Michael Svoboda, vice president and manager of the project for Leo A Daly, in a statement. “And with its evidence-based-design and additions, this facility will continue to do so for the next 50 years.”

The additions to the hospital will seek LEED Silver certification and extend services to approximately 40,000 soldiers and active duty family members based at Fort Stewart. Due to Base Realignment and Closure and Grow the Army initiatives, the hospital is also expected to see an increase of 15,000 patients.

The name for Liberty Wing was chosen from an organization-wide naming contest. It was chosen from dozens of submissions because it speaks to multiple missions of the new wing.

“On the first floor, we are restoring physical liberty and the freedom of movement in our physical therapy and orthopedics sections. However, physical limitations are not the only challenges our soldiers and their family members face,” said Col. Kirk Eggleston, Fort Stewart Medical Department activity commander, in a statement. “The entire second floor is behavioral medicine and family therapy, where our dedicated professionals strive each day to liberate people from the bonds of depression, anxiety and PTSD.”

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Landscaped courtyards throughout the hospital will provide a calming and relaxing space for healing, while a new central atrium takes in natural lighting from the clerestory windows above and through the north-facing glass wall for the main interior walkway.

“One of the key commitments we make to our soldiers and our families is that we’re going to take care of you,” said Brig. Gen. Pete L. Jones, Third Infantry Division deputy commanding general for support, in a statement. “Nowhere is that more apparent than at the hospital. Whether it’s our wounded warriors who come here to be treated and healed, a young child who breaks their arm playing football or a soldier who redeploys with questions about behavioral health, as you walk into this hospital, you see that commitment and that next level of care that we promised our soldiers, our families and our veterans.”

Sustainable design features at the clinic include vegetative and highly reflective roofs, recycled materials, energy-efficient building systems and stormwater reduction systems.

Phase II of the project, which broke ground in March 2013, includes the construction of a two-story, 43,600-sqaure-foot addition that will include a new emergency department on the first level and administrative services on the second level. The phase also includes 55,000 square feet of renovations to family medicine, internal medicine, pathology, pharmacy, patient records, urology, nutritional care, security, business and legal offices and conference center.

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The 80,000-square-foot, acute-care facility and 30,000-square-foot administration building was designed by HGA Architects and Engineers, with offices in Los Angeles, and will be constructed by DPR Construction, headquartered in Redwood City, Calif.
Construction will begin on the $80 million project in early 2014 with a tentative completion date of 2016. The project is aiming for LEED Silver certification.

Founded in 1902, the BRH lies just outside of downtown Los Angeles and adjacent to Elysian Park. Architects were charged with designing a building that did not appear as if it were built 100 years ago, but also to not disrupt the historic, park-like setting of the 25-acre campus.

“We could not retell the history but at the same time the building needed to say it was a brand new, state-of-the-art building and a new identity for Barlow,” said Satoshi Teshima, AIA, LEED AP, project designer with HGA.

The three-story building, which will replace the existing facility built in 1927, is also larger than the other structures on the campus. The architects decided on the size of the building because they wanted to blend in with smaller structures but also be significant enough to not be hidden in the background, Teshima said.

The structure of the building is a gentle S curve, which mimics the in and out motion of easy, flowing breathing. The design of the S curve developed from strategies in the planning process. As architects studied nursing pods, which occurred in eight-bed pods, a triangular or saw-tooted pattern began to develop, according to Joey Kragelund, AIA, principal with HGA.

“From there it started to refine itself as we started to learn more about the kind of care they provide and the softness of the S curve started to materialize,” Kragelund said.

The S curve also works with the topography of the site, which is situated against a hillside, and provides views of the surrounding natural scenery to all patient rooms. Additionally, the formation eliminates all sharp corners and does not disrupt the historic context of the campus.

“It was actually generated by planning with an overlay of the specific context in which this building is located in and that resulted in this soft S curve, which makes this building much more intriguing and also tells a great story about the act of breathing itself,” Teshima said.

The challenge to finding a balance on the exterior design of the building also occurred in the interior design, Teshima said. Because patients at BRH have an average stay of 30 days, the architects are creating an environment that is both clinical in function but organic and home-like in atmosphere.

“It has to feel warm and welcoming,” Teshima said.

The 48 all-private patient rooms are patterned after themes of “tide” and “metamorphosis” to symbolize the act of easy breathing while creating a serene, organic environment for patients and their families. The organic and warm tones of the interior materials were specifically used to evoke emotions of nature, Teshima said.

“If you can evoke that consciously or unconsciously it makes people more comfortable. At the end of the day, you might get bored looking at a certain image or a certain color, which happens to be a trend, but you’ll never get tired of looking at the ocean or the sunset,” Teshima said.

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The completed projects are part of the Neuroscience Institute, located in MSM’s Multidisciplinary Research Center. They include the addition of an animal surgery suite to enhance research into the effective treatment of strokes; a graduate teaching laboratory for biomedical sciences doctoral and master’s degree students; a renovated library; and a renovated research laboratory that consolidates the school’s four core biomedical research areas.

The new laboratories are fully fitted with the latest scientific equipment and have also been stocked with a wide range of chemicals, minerals, and other elements from the periodic table such as gallium metal and much more.

When LAS first started on a campus master plan in 2009, the departments were fragmented, with spaces spread out all over campus. The design team decided to group the spaces together by dividing the campus into sectors – academic and research, for instance – and align the departments to fit within those sectors.

“We not only increased efficiency but the design allowed the school to share equipment more and take advantage of grouping equipment such as refrigerators and freezers into one area so they could be monitored and controlled,” said Warren Williams, principal in the science practice area at LAS.

The animal surgery suite was part of the research sector, created to enhance the research opportunities at the school. “All academic medical schools generally have a research component. That research enterprise helps fund the institution,” Williams said. “As they grow, they need to increase their research, and the animal surgery suite was an attempt to do that.”

The second project was a 3,022-square-foot graduate teaching laboratory on the second floor of MSM’s Hugh Gloster Building, where students can achieve early hands-on training in key laboratory skills.

The third and fourth renovation projects were located on the first and second floors of the Medical Education Building. The core research consolidation project took up the entire second floor, so any overflow library space on that floor was moved to the first floor. The $1.5 million library includes a 24-hour study, or teaming rooms, that can be used by up to six students. Each teaming room includes power along the walls for Internet and also features an interactive white board.

The $10 million, 17,603-square-foot research lab centralized MSM’s four biomedical core research areas: analytical chemistry and protein profiling, biomedical technology service laboratory, cells and tissues, and gene profiling. When completed, these types of technological components can make a big difference in the lives of so many people. Similar companies, which can be found on something like this Businessinsider.NL – netherland article about Hermle, have already made so many advances in the industry, thus meaning that facilities will be able to offer better care. The facility consists of one large open research lab, eight support labs, administrative spaces and ADA-compliant restrooms.
This second-floor portion of the project is designed to achieve LEED Silver certification with its sustainable design strategies that include chilled beam technology for cooling, daylighting elements, water-use reduction, low-emitting materials and finishes and recycled construction materials.

“Prior to this project, all of the campus buildings were sort of inward focused. We changed that and opened them up to bring in natural light, improving the work environment and cutting down on energy costs,” Williams said. “We went from closed, stand-alone labs to more collaborative open labs using effective and sustainable daylighting techniques.”

Williams said that it is often a challenge to fund these types of projects. Funding for all four projects came from varying sources, but one thing that Williams said he learned is that if various departments work together and pull their resources, projects can get funded that otherwise wouldn’t. “The next great discovery isn’t going to come from one discipline,” he said. “By pulling your resources, you accomplish a project that couldn’t have otherwise been funded. You also increase collaboration that will ultimately help your research.”

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Mike Anderson, director of business development for ERDMAN, explained, “About a mile from our site is the San Fernando Mission which is one of the early California missions. They wanted this to reflect that sense of community, a sense of healing and a mission style of architecture. That’s why we went with the colonnade, the arches, the red tile, the stucco and that whole mission feel.”

The motif was carried into the interior as well, with bilingual signage, craftsman chairs in the lobby areas and arched, arcade-style ceiling features in the corridors.

Anderson explained that Facey always placed an emphasis on pediatrics, which manifested itself in the pediatric waiting room. It features a friendly nature theme, with tables shaped like four-leaf clovers. The walls feature professionally painted child-friendly murals, as well as framed artwork from local grade school children. The trend of local artwork is carried throughout the interior and exterior of the building.

Employees were also given a calming atmosphere to relax while taking breaks, provided by an outdoor patio area connected to their break room, which features a plant-laden trellis. Karl Lueschow, project engineering manager for ERDMAN, explained this was designed to give employees “a little break from the intensity of the practice of medicine before they go back in.”

Lueschow, who was instrumental in guiding Facey through the LEED certification process, said the medical group was applying for the Silver level of recognition, but came very close to meeting the requirements for Gold as well. The property features brand new parking facilities, including spaces for carpooling and vehicles with high fuel efficiency. The facility also features an abundance of bike racks and shower facilities for employees and patients, which makes it more convenient for them to take public transportation or ride a bike.

The white roof over the majority of the structure was designed to fight heat absorption, but also to limit light pollution, by making sure it won’t reflect inordinate amounts of sunlight at neighboring areas.

Facey went to great lengths to keep any toxic materials or chemicals out of the building. No materials containing high levels of volatile organic compounds (VOCs) were included in the building process and none will be allowed inside the building at any time. VOCs are biologically-based chemicals that have been linked to cancer and other long-term problems. The company also hired a green housekeeping company that only uses environmentally friendly products. Finally, the structure was put through a 13-day flush after construction was completed. This consisted of running the air system on full blast for 13 straight days to remove any particulates or chemicals left over from the construction process.

Added Lueschow, “When people walk into the facility on the day it opens it shouldn’t even necessarily have that new building smell to it.”

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The structure includes 348 beds, with 50 of them being private maternity rooms, along with 46 designated for the neonatal intensive care unit. The building was designed by HKS Architects, out of Dallas, with Michigan firm Barton Mallow serving as the construction manager. The total project cost $754 million, with $75 million of that coming from philanthropic organizations and the rest coming from the university. Groundbreaking for the project occurred in February of 2007 and doors opened in December of 2011. Both hospitals are teaching hospitals with students in a wide range of disciplines getting hands-on experience at any given time.

A focus on green design led the hospital to choose a rubberized floor instead of wax flooring that must be constantly reapplied. The hospital also chose LED lighting when possible and installed motion sensors in each room to save energy. A green roof was installed, with 70,000 individual seedlings planted four years ago, which reduces the heating and cooling costs of the structure. The hospital received a LEED Silver certification from the U.S. Green Building Council for its efforts.

Associate Hospital Administrator Loree Collett served as a project lead. She was particularly suited to represent the nursing perspective, as she spent many of her formative years as a nurse working in the university’s hospital system in the intensive care unit before advancing into leadership roles.

“It was exciting for me to come in after I worked as a nurse in this hospital for so many years and be a part of the team that designed the new hospital,” she said.

She and a physician teamed to represent the perspectives of their two fields and were involved in planning the new structure from the ground up.

Collett said one of her first priorities was to get the orthopedic clinic and radiology department adjacent to each other. “In our old hospital they were several floors and several buildings away from each other,” she explained.

The administrator said the new arrangement was a big improvement because patients in crutches or wheelchairs could receive everything they needed on one floor and never have to deal with an elevator or travel long distances. She said this principle was extended throughout the structure. The Von Voigtlander Women’s Hospital’s women’s clinic is now on the same floor as the birthing clinic. Outpatient and inpatient cancer facilities are also now located on the same floor as each other, and visitor areas were consolidated to create a stand-alone environment on the second floor, including a chapel, gift shop, family center, cafeteria, and a two-story atrium seating area.

Collett said another focus was to go from semi-private rooms to private in all areas, providing a better experience for long-term visitors who want to stay in the hospital with their child. Every patient room has a sleep chair or sofa that one family member can use to stay overnight. The family waiting areas associated with each clinic also have sleep couches and chairs. An in-house Ronald McDonald house provides 12 private rooms for families who visit the hospital because of an emergency. An additional Ronald McDonald house is located across the street with 29 more rooms, and local hotels give a hospital friendly rate for overflow.

The hospital was specifically designed for Michigan’s requirement that all patients must have a window exterior view. Two curved edges of the structure house all patient rooms, ensuring each has a view of the nearby arboretum, as opposed to views of office buildings or walls. Even the operating departments have floor to ceiling walls a short walk away from the operating rooms so that staff can get a view of the natural environment outside while on break.

One of Collett’s favorite features was a high-efficiency particulate air (HEPA) filtering system for all inpatient areas. She explained cancer patients often have compromised immune systems, meaning they can become secluded in hospitals.

“In our old environment we often would put them in a patient room, we’d put a portable HEPA filter in their room, shut their door, and basically that was their life until they were discharged. What we were able to do in this new hospital is HEPA filter the entire inpatient building. Those kinds of patients now can leave their room, go down the hallway and go into a playroom or into another location with the same high air quality that they need.”

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