Harrison Medical Center’s Silverdale hospital, which opened in 2000, provides a number of services, including women’s services, pediatrics, outpatient surgery, orthopedics, rehabilitation and 24-hour emergency care. About 2,100 babies are born there annually, and the hospital serves more than 77,500 patients per year.

“Our goal with this expansion is to provide convenient access to exceptional health care that will meet the needs of patients and their families, as well as our doctors and clinical staff, today and well into the future,” said David Schultz, president of Harrison Medical Center, in a statement. “Balfour Beatty Construction has a stellar reputation for not only constructing world-class facilities, but also for innovation, collaboration and an unwavering commitment to make a positive difference in the communities they serve.”

Balfour Beatty Construction has a long history of health care projects — more than 70 years. The company’s portfolio spans more than 500 projects for multiple health care systems.

Groundbreaking for the new Silverdale facility is expected to begin later this year, which marks the first phase of Harrison Medical Center’s Vision 2020 expansion project. Vision 2020 aims to provide affordable, high-quality health care on the Kitsap and Olympic peninsulas. Additional phases of the project will include the construction of a new ambulatory services facility in Bremerton and a new medical office building in Silverdale.

Balfour Beatty Construction will serve as the primary contractor for the new hospital and plans to hire local subcontractors and tradespeople on the project wherever possible. The facility planning team is in the process of setting forth opportunities and establishing project goals.

“We are proud to be working in partnership with Harrison Medical Center to bring exceptional patient care facilities to the Silverdale community,” said Chris Martindale, health care lead for Balfour Beatty Construction’s Washington Division, in a statement. “Both our senior project manager and superintendent are residents of the Kitsap peninsula, and we are dedicated to leveraging our local and national expertise to successfully deliver the acute care hospital expansion in Silverdale.”

The new hospital in Silverdale is targeted to open in 2018.

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Construction is slated to begin on the Livingston Ambulatory Center in February, and there was already a groundbreaking for a new faculty office building on the hospital’s campus. Both new buildings will give more room for faculty offices and outpatient clinics that have outgrown their available space. Moving ambulatory services away from the inpatient hospital will allow for those services to expand and the vacated spaces will help accommodate growth by other hospital programs.

Nationwide selected Seattle-based NBBJ as the architectural firm for the $85 million ambulatory center, and Gilbane Building Co. of Providence, R.I., and locally based Smoot Construction are the construction managers for the project.

Nationwide paid $19.2 million to Columbus City Schools in March 2013 to acquire
10 acres for the new ambulatory facility. The six-story, 200,000-square-foot Livingston Ambulatory Center will house ambulatory services, such as primary care, dental services, behavioral health, adolescent medicine, sports rehab, the Center for Healthy Weight and Nutrition and other rotating clinics. Nationwide expects more than 100,000 patient visits to the facility annually, and anticipates area businesses to benefit from increased exposure to families that are accessing the new facility.

NBBJ is also serving as the architect for the new, $45 million faculty office building under construction. Corna Kokosing of Westerville, Ohio is the construction manager for the project. The building will house academic offices that are being relocated from the hospital’s main campus and will help meet the needs of a growing medical staff.

The faculty office building is located on the southeast corner of Livingston and Parsons Avenues, and the hospital is building a tunnel under Livingston Avenue from the hospital’s main campus to provide access to this new building, as well as the current 1,800-space employee parking garage, the hospital’s Center for Family Safety and Healing and the Ronald McDonald House on the south side of Livingston. The six-story, 150,000-square-foot building will also include retail space on a portion of the first floor.

Nationwide Children’s Hospital’s main building serves more than a million patients a year.
The two new buildings are part of Nationwide’s overall expansion project that is the country’s biggest pediatric expansion. In June 2012, the hospital opened a $450 million, 12-story main hospital, which added 750,000 square feet of clinical space and 293 beds. Also in June 2012, the hospital opened a $93 research building, which rises six stories and is 225,000 square feet. The hospital also added underground parking, which freed up six acres of green space, as well as a LEED-certified central energy plant, which makes the campus environmentally friendly.

All told, the hospital’s campus expansion totals more than 2.1 million square feet. The hospital has also been implementing a neighborhood revitalization effort for the past six years, which is a public-private effort that focuses on affordable housing, safe neighborhoods and health and wellness, among other initiatives.

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More than 40 percent of Harvard Medical School students underwent clinical training at the teaching hospital in 2010. It currently has 793 beds and 43 operating rooms, and admitted more than 46,000 patients in 2010. Ambulatory visits have grown to more than 3.5 million per year.

The new Brigham Building for the Future will consist of eight floors of research laboratories, two floors of clinics, advanced imaging facilities, and a conference and teaching center, which will give BWH a proper amount of research space to maintain its leadership in medical research. The building anchors the Pike, a quarter-mile-long pedestrian circulation system that connects it to the existing hospital campus. A pedestrian bridge also connects the building to the existing Carl J. and Ruth Shapiro Cardiovascular Center, also built by Suffolk.

The clinic plans are designed for flexibility, which will maximize collaboration between disciplines. The neuroscience floor, for instance, will mix clinicians from 13 sub-specialties to give patients complete multidisciplinary care in one location.

The architect on the project is NBBJ, with offices in Boston. The company designed the building to achieve LEED Gold certification, with a facade of windows that allow daylight into the building. Sunshades on the exterior also allow the building occupants to use the daylight in accordance with their needs. Other green building features include a roof garden to reduce storm water runoff; a system that cleans and reuses storm water for mechanical equipment; and a co-generation plant to supply the building with electricity steam and hot water.

Construction is scheduled for completion in fall 2016.

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The research team consisted of IDL, NBBJ and TBD Consultants — all of which have offices in Seattle — and Portland, Ore.-based SOLARC, as well as peer input from all aspects of hospital design, construction and operation. The team studied six climate zones in the country’s most populous regions — New York City, Los Angeles, Chicago, Houston, Phoenix and Seattle — to measure whether or not integrated design methods could cut energy consumption and operating costs.

A newly constructed, code-compliant Targeting 100! hospital saves between $500,000 and $800,000 a year in energy costs by combining energy-reducing design solutions such as sun and daylight shading controls, vacant room sensors, outdoor air supply with heat recovery systems, modified air delivery systems, thermal energy storage and improved air-tightness, and high insulation values in windows and walls. Targeting 100!’s biggest finding addressed the reheating of centrally cooled air, which accounts for more than 40 percent of annual heating energy usage.

The study says that by implementing the strategy, design and construction costs would only increase by 3 percent and lead to an average 9 percent return on investment each year after. It also suggests an average hospital that functions at a 2 percent to 3 percent operating margin must generate an extra $20 million to $30 million in revenue to have the same impact on the bottom line. Therefore, the strategy can help improve a hospital’s operating margin by 25 to 33 percent by reducing operating costs and can see a 51 percent return on investment, depending on the climate zone, local construction and utility costs.

The new research is an extension of a regional study conducted in Seattle in 2007 and was funded by a $1.3 million grant from the U.S. Department of Energy and the Northwest Energy Efficiency Alliance’s BetterBricks.

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