Wanderlust has led Jennie Evans to many different parts of the world. At a young age, she would look through travel books and pick out spots she wanted to visit. “I was always thinking beyond my current geography,” she says.
She’s traveled to several continents, including Asia, South America, and Europe, and a few years ago fulfilled a life-long dream backpacking along the Salkantay Trail to the Incas in Peru.
For someone who, in his own words, didn’t particularly like school, George Mann has built quite a career in academia.
One thing is for certain when it comes to master planning in healthcare today: The process is a lot different than it was 10, even 5, years ago. While in the past, hospitals looked mainly at where to build, these days, the conversation is about that and so much more.
“Master planning is all about gathering data,” says Craig Piper, senior principal/operations leader, SMRT (Portland, Maine).
Concerned with declining job satisfaction among its physician members related to shifting job responsibilities, data overload, and diminishing time spent with patients, the American Medical Association (AMA) set out to design a simulated medical environment where solutions to such issues can be put to the test.
Growing up in southern Indiana on a parcel of his grandfather’s farm provided the perfect setting for a young Paul Strohm to discover his love for creating things.
“I was a kid who ran around the farm a lot and I built things—forts, tree houses, structures,” says Strohm, now a senior vice president and director of healthcare at HOK (St. Louis) and the HCD 10 Architect for his work in 2014.
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).
