On paper, Boston City Hospital and Boston University Medical Center Hospital came together in 1996 to form Boston Medical Center (BMC). But the acute care hospital and the academic teaching hospital never physically consolidated, meaning they both continued to operate programs on the same campus for several years, each with approximately 250 beds and overlapping services.
Seattle Children’s Hospital’s new 34,000-square-foot Psychiatry and Behavioral Medicine Unit (PBMU) serves children ages 3 to 18 years with complex mental health issues.
David Grandy’s career path has many twists and turns—a result, he said, of knowing how to recognize a great opportunity and then capitalizing on it.
For instance, after deciding to go to medical school, he took a year off to intern with a healthcare system. There, he noticed a lack of young leaders at the table and decided that rather than pursue a medical career and come up through the clinical side to get to the leadership table, he wanted to go there first.
Project Summary
Completion date: November 2014
Owner: Queensland Government
Total building area: 802,018 sq. ft.
Total construction cost: hospital—$459 million ($600 million AUD); total project cost—$1.2 billion ($1.5 billion AUD)
Cost/sq. ft.: hospital—$572 per sq. ft. ($748 AUD)
Architecture: Conrad Gargett Lyons
Interior design: Conrad Gargett Lyons
Landscape: Conrad Gargett
Contracting: Queensland Health
Engineering: AECOM
Construction: Lendlease
The University of North Carolina’s new Marsico Hall on the Health Affairs campus (Chapel Hill, N.C.) is allowing researchers, faculty, and students to take collaboration to greater heights. Designed by Perkins+Will (Research Triangle Park, N.C.), the 340,000-square-foot, 10-story building contains labs and imaging technology for the School of Medicine and the School of Pharmacy research teams.
There’s plenty of research showing how access to nature, daylighting, and fresh air can aid in the healing process, and this has driven many healthcare projects to dip their toes into “greener” waters, adding larger windows in patient rooms, installing a green roof, or providing a garden or walking path on campus.
One look at Lady Cilento Children’s Hospital in Brisbane, Australia, and it’s clear that something different is afoot.
Its brightly colored fins, stacked buildings, and balconies jutting out at different angles look less like a hospital and more like an art museum or community center—and that’s exactly the point. “They were spending more than a billion dollars and they didn’t want it to feel like a hospital,” says architect Bruce Wolfe, the managing director at Conrad Gargett (Brisbane, Australia).
Upali Nanda assumed growing up that she’d follow in her father’s footsteps into academia. And while she may not be standing in front of a classroom, she’s still teaching others through a career devoted to research.
In this series, Healthcare Design asks leading healthcare design professionals, firms, and owners to tell us what’s got their attention and share some ideas on the subject.
Concord Medical Services (International) Pte Ltd, a wholly owned subsidiary of Concord Medical Services Holdings Limited (Beijing), is acquiring the Fortis Surgical Hospital (Singapore) from Fortis Healthcare International Pte Ltd.
In this series, Healthcare Design asks leading healthcare design professionals, firms, and owners to tell us what’s got their attention and share some ideas on the subject.
Anthony J. Haas is president of the American College of Healthcare Architects and a senior principal at WHR Architects (Houston). Here, he shares his thoughts on nurturing the next generation of healthcare architects, international partnerships, and project time management.
1. Young talent
Sean Gouvin, the director of facilities planning and engineering operations at the not-for-profit healthcare system, Baystate Health (Springfield, Mass.), says his 10-year-old self would never have imagined a career in facilities management.
“No way,” he said during a recent interview with Healthcare Design. “I would have guessed that I’d be into athletics or coaching.”
Beginning in high school, Gouvin began working in construction and eventually project management in a variety of sectors before landing in healthcare.
