Showcase 4 - Gresham, Smith and Partners

Gresham, smith and Partners

Showcase 4

showcase 4

Showcase is Gresham, Smith and Partners’ annual collection of built and unbuilt projects. The program began in response to internal dialogue around the question “What is good design?”, and more specifically, “What does GS&P consider good design?”

GS&P project teams are asked to submit work that addresses six key aspects: - Exceptional environments or experiences - Original or innovative application of techniques - Future value to the design professions - Social, economic and sustainable design considerations - Complexity - Exceeding client and/or owner needs Entries are judged by a mixed panel of external industry experts, clients, peers and members of academia. Top scoring projects are awarded inclusion in Showcase.

For more than 40 years, Gresham, Smith and Partners has focused on enhancing quality of life and sustainability within communities. GS&P provides design and consulting solutions for the built environment, and consists of professionals practicing architecture and engineering design as well as scientists and highly specialized planning and strategic consultants.

GS&P consistently ranks among the top architecture and engineering firms in the United States.

CONTENTS

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ACRP Guidebook of Practices for Improving Environmental Performance at Small Airports

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Bay Medical Center Patient Tower

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Clinica Delgado

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Diverging Diamond Interchange at Bessemer/US 129 Bypass

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Embry-Riddle Aeronautical University

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Middle Tennessee Medical Center

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Portland International Airport – DEICER MANAGEMENT SYSTEM ENHANCEMENTS

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REOstone Levee Reconstruction

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River Road Scenic Byway Corridor Plan

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Second Creek Wastewater Storage Facility

104 Shanghai International Medical City 120 Tampa International Airport Baggage Claim Expansion and Renovation 130 United Hospital Center 143 CREDITS

First-of-its-kind guidebook demystifies small airports’ environmental compliance requirements and highlights opportunities for sustainable operations ACRP Guidebook of Practices for Improving Environmental Performance at Small Airports

Managers of the nation’s thousands of small airports have long faced the daunting task of complying with federal environmental requirements while dealing with limitations in staffing and environmental expertise. To ease this burden, the Airport Cooperate Research Program (ACRP) contracted Gresham, Smith and Partners to create the Guidebook of Practices for Improving Environmental Performance at Small Airports, with the primary goals of raising awareness and providing tools for implementation.

Through an abundance of graphics and concise language, the Guidebook provides a basic overview of environmental regulations and practices that can be easily understood, no matter the experience level. The GS&P team relied on its extensive experience in aviation environmental services to plan the groundbreaking Guidebook, which promotes practices that offer opportunities for small airports to improve environmental performance and save money.

Client

Transportation Research Board of the National Academy of Sciences Airport Cooperative Research Program Market

Environmental Compliance Services

Environmental Engineering Environmental Planning Sustainability Compliance Assessment

PRINCIPAL-IN-CHARGE

John A. Lengel Jr., P.E. Principal Investigator

Robert W. McGormley Project professional

Devon E. Seal, P.E. Project coordinator

Jill N. Lukehart PROJECT MANAGER

Cheryl A. Shafer, P.E. ADDITIONAL

Jane Ahrens, AIA, LEED AP BD+C, O+M Laura W. Fiffick, P.G. Regan Packowski Kyle L. Russell, P.E., BCEE

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hat is the purpose of the Guidebook?

How unique was the endeavor for the Transportation Research Board (TRB)?

Rob McGormley: The purpose is to promote environmental awareness, identify applicable federal environmental compliance requirements, outline practices that proactively enhance environmental stewardship, and identify resources and tools that small airports can use to be proactive. We also sought to identify the differences in the environmental programs of large and small airports, particularly with regards to funding.

We worked to understand what some of the smaller airports’ real limitations are in terms of overall awareness, and the level of knowledge and expertise of airport staff.

Rob: The Guidebook is a first-of-itskind comprehensive environmental resource document that offers value to the aviation audience interested in improving environmental performance. The TRB selected the Guidebook as a pilot document for its new expedited report publication process because they recognized the immediate value to the industry.

How did you begin the development of the Guidebook?

We wanted to describe complicated regulatory programs associated with everyday airport operations in layman’s terms, and how to convey the technical and economic viability, as well as environmental benefits, of proactive environmental stewardship practices to small airport managers struggling to keep their airports open.

Rob: After carefully defining the audience, we provided the TRB with a clear vision of what the Guidebook would look like. We started by reviewing the federal regulations and then provided a summary of our findings to TRB’s Airport Cooperative Research Program (ACRP) panel.

We then crafted a data collection and evaluation plan. Throughout the process, subject matter experts and subconsultants VHB and KB Environmental Sciences provided strength in various technical areas.

Devon Seal: Essentially, we were tasked with creating a guidebook with just the right amount of detail for the small airport manager who might not know anything about environmental compliance, but realizes the importance and wants to learn.

We then went through a process of identifying various practices and determining whether or not they actually were suitable for small airports.

For instance, if a practice required six full-time staff members to implement, it wasn’t feasible for a small

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Associated Activities Matrix: The matrix directs readers to the sections of the Guidebook most applicable to them based on the types of activities conducted at their airport. The matrix serves to make a 350-page document much more accessible for an audience that already has limited resources and staff.

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JUDGES’ COMMENTS

“...a critical CliffsNotes for Federal Regulations.”

airport. Ultimately, we created a database of these various practices and screened them down to those that were deemed applicable.

Devon: We interviewed airports to confirm and supplement, where necessary, the database of environmental stewardship practices. The airport interviews included airports of different sizes that also represented different geographic locations within the small airport spectrum.

We focused on understanding costs, staffing requirements, and operations and maintenance requirements.

We also focused on benefits of the practices most applicable to small airports. The interviews validated our research and added credibility to our findings.

Were there any previous experiences that helped you prepare?

John Lengel: Yes, experience gained through our various environmental compliance projects with the Columbus Regional Airport Authority, the Indianapolis Airport Authority, Roanoke Regional Airport, and Jackson-Evers International Airport where we experienced several different environmental compliance situations.

Jill Lukehart: We’ve worked extensively with these clients for many years. We’ve completed environmental compliance audits, stormwater and oil spill prevention designs and

plans, sat in on regulatory negotiations at the city and local level, and provided guidance on various environmental alternatives the airports could develop.

John: During those experiences, we learned a lot about how small airports operate, how they procure services, and what factors are important to them. We translated these observations into how the Guidebook addresses the regulations.

Did you rely on any of these previous relationships during the creation of the Guidebook?

Rob: Absolutely. Throughout the creation of the Guidebook, we worked with our current and previous small airport clients in a couple of different ways. We went back to some of them for the interviewing, and also to get an idea of how to shape the research questions. We also wanted some geographic representation, so we contacted airports from California to New York, down to Florida, Texas, and the Midwest.

Why was it necessary to gather information from such a broad geographic area?

Rob: We wanted to understand the various issues geographically, and to make sure that we captured those as we created the Guidebook. It helped us focus our research.

Jill: For example, typically on the east coast and in the Florida area many of the regulations are heavily focused on wetlands. Therefore, the potential for impact from that is greater than, say, in the Southwest.

Groundwater issues are usually more prominent out west, and deicing is more of a concern in northern climates.

Rob: Air quality would be another geographic issue. There’s heightened awareness to air quality issues on the west coast with respect to greenhouse gases and climate change precursors.

Does the Guidebook cover all environmental regulations at small airports?

Jill: The regulations discussed in the Guidebook only cover federal requirements. Many states have their own environmental agencies or resource agencies, and under the project scope and budget we weren’t able to address state regulations, which can be more stringent than federal requirements. The Guidebook covers more than 30 federal regulatory programs, describes hundreds of environmental stewardship practices, and presents five detailed case studies.

Rob: Creating 50 different guidebooks that include state regulations would have taken a considerable amount of funding. However, there

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JUDGES’ COMMENTS

“...an innovative approach with great benefits for society.”

are some states pursuing their own guidebooks, such as Florida and Colorado. They are actually looking to our guidebook as a model to create a state companion document.

Does the Guidebook seek to educate in other ways?

John: Unlike typical regulatory guidance that focuses exclusively on what the regulation means, the Guidebook explains how to comply with the regulation and offers options to go beyond compliance (sustainability) where long-term cost savings may be realized.

Devon: The Guidebook is not only intended to help airports find ways to improve environmental performance beyond what’s required; there are non-environmental benefits that can be achieved from some of these proactive environmental stewardship practices. We included about 200 pages of identified practices, many of which would result in cost savings or other non-environmental benefits to the airport.

Jill: These practices are based on our experience. We understand the rules and regulations and we understand how airports can meet them. We also know that there are other things that can be done. For example, small airports could add a fuel spill response kit right next to a fuel island, so if there’s a spill they can clean it up quickly. Little insights

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like that are helpful, and go beyond compliance.

Rob: Two-thirds of the Guidebook is associated with these practices, which either help achieve a regulatory compliance requirement or reduce an airport’s potential environmental impact. They range from improving energy efficiency and using renewable energy practices, to managing hazardous waste and stormwater management practices.

In many cases, small airports don’t consider going beyond compliance, because they see it as expensive. In the Guidebook, we included graphics that show relatively inexpensive solutions, as well as whether or not there’s a potential return on investment.

environmental stewardship activities.

Another example is the Westchester County Airport in New York, which implemented its own Environmental Management System. Significant improvement in relationships with regulators, neighbors, and public officials were typical. One airport received a call asking where they purchased their beautiful fountain. The fountain was installed in a stormwater detention basin to aerate the water and prevent nuisance odors and bacterial growth.

Are there any common threads to all of those case studies?

Devon: There are several case studies that focus on the accomplishments of individual airports. In each case study we show how a small airport can actually put together an environmental program and how, with a limited budget and limited capabilities, they can implement a successful program.

Rob: It was amazing how many social and economic benefits the airports garnered from their environmental programs. One airport saw increases in overall staff communication and morale by implementing an Environmental Management System.

Another airport facilitated development of some of their non-aviation land by developing wetlands at an off-site community park. In most cases, there was usually somebody at the airport who acted as an environmental advocate and had a significant enough voice to really make it happen. And I think that’s an important piece.

Rob: One innovative case study describes how the airport in St. Augustine, Florida, was able to get support from board members and the community to initiate proactive

Devon: One of the things that impressed me was the non-environmental benefits they all got from doing this. During the process, they realized the enhanced communication

How did you use your experience to explain some best practices?

The Guidebook appendices are a toolbox of tips and ideas for implementing environmental initiatives at airports.

Appendix A includes 235 Proactive Environmental Stewardship Practices, most of which go above and beyond what is required by the federal environmental regulations. Practices aimed at reducing similar environmental impacts are grouped together, so airports can choose from several options to find the practices that are the best fit for their organization.

Each proactive environmental stewardship practice is presented in an easy-to-use format. A short ½-page description gives the reader a general understanding of the practice. The staffing and cost graphic facilitates a quick determination by a reader if its airport has the staff and resources needed to implement that practice, and if there are any potential cost savings associated with the practice.

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and economic benefits. They realized that having the airport seen as an environmental steward helps to establish trust in the community, which can help tremendously when trying to do other projects.

What would you say has been the most challenging feature of the project?

Rob: I think that it was writing the Guidebook so that it’s useful to a wide-ranging audience. That included organizing it in such a way that somebody who is unfamiliar with environmental issues can navigate through it. And we also found a way to add value for someone that has a higher level of environmental expertise. I think striking that balance was a challenge, because from a presentation standpoint if you don’t accomplish that, then the ultimate effectiveness of the Guidebook is negligible.

Any feedback now that the Guidebook is complete?

Rob: Everyone is quite pleased. This was the first project that TRB had done on an expedited delivery basis. In fact, it was published several months earlier than we planned because they felt it was important to get it in the hands of airports. Since the Guidebook was published we’ve consistently received great feedback from airports across the nation. 

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“[The Guidebook] finally provides a single source for any size airport operator… who needs to ensure compliance and seeks to be proactive in environmental stewardship.”

— Marci Greenberger, Senior Program Officer, Airport Cooperative Research Program

“It will be a useful tool for anyone interested in environmental management at airports of any size.”

— Robert Funicello, Environmental Project Director, Westchester County Airport

“I will be using this guidebook to implement programs at my airport(s) and I would recommend the easyto-read formatting for other ACRP documents.”

— Timothy K. O’Donnell, Operations Manager, Fort Wayne International Airport and Smith Field Airport

“In every chapter I found what I needed to know and how to achieve and maintain compliance. I wish that I had this [guidebook] years ago; it would have been a huge help with issues that caused great concern at SBN.” — John Schalliol, Executive Director, South Bend Airport

The team paid special attention to layout design, understanding how daunting reading pages upon pages of environmental regulations text can be. The graphic icons help draw the eye to useful insights like the “Helpful Hint� which provides additional information or directs the reader to the appropriate case study detailing a specific airport’s experiences.

Guidebook Organization: Instead of organizing the Guidebook by environmental regulation, it was more efficient to organize it by the parts of a typical airport environmental program. Each chapter in the Guidebook addresses a specific environmental program, related topics, and the associated regulations. As an airport develops its environmental program, it can begin to group its compliance and proactive environmental stewardship practices by program part.

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Aging facility overcomes obstacles, achieves inspiring standard of excellence in design Bay Medical Center Patient Tower

Over the years, Bay Medical Center in Panama City, Florida, has built a solid reputation for providing quality healthcare to the Florida Panhandle. As a result, heightened use of the facility had begun to strain existing infrastructure. The hospital turned to GS&P for a campus master plan and a new patient tower design but needed the team to handle the project in an all-inclusive fashion. In the process, GS&P forged a unique bond with the owner and surrounding community, and subsequently helped the hospital shave millions from the initial project cost. Now complete, the new patient tower is intimately connected with the beachside community through both design and purpose.

Client

Bay Medical Center Location

Panama City, Florida Market

Healthcare Services

Architecture Building Information Modeling (BIM) Civil Engineering Electrical Engineering Interior Design Mechanical Engineering

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he GS&P team is very passionate about the Bay Medical Center project. Why is that?

PRINCIPAL-IN-CHARGE

Mitchell W. Whiteside, AIA, NCARB PROJECT MANAGER

J. Robert Murphy, Jr., AIA, LEED AP Project ARCHITECT, Designer

Edward C. Alonso, AIA Project coordinators

Jonas Booker, LEED AP Timothy J. Anson, AIA, LEED AP Project ENGINEER

David V. McMullin, P.E., LEED AP Planner, programmer

Emil A. Slavik, AIA, ACHA interior designer, planner

Janet C. Cox, IIDA, LEED AP Additional

A. Hunter Bogitsh, CPD, LEED AP Charles A. Kelly, Jr., ASLA Dexter A. Carty, IIDA Lindsay North Cashion, III, LEED AP Jason B. Fukuda, P.E., S.E. Robert D. Gower, AIA, NCARB, LEED AP James Graham Jason Huff, P.E., LEED AP Michael D. Hunkler, P.E., LEED AP Larry D. Leman Jon D. Long, P.E., LEED AP William H. Masters, P.E., LEED AP Terence S. Mulvaney, RLA, CLARB Sarah Norville Peinhardt, IIDA, LEED AP Sean B. Smith, P.E., S.E. Bryan A. Tharpe, P.E. W. McClain Towery, P.E., LEED AP

Eddy Alonso: The client asked us to create a new Bay Medical Center, providing a state-of-the-art facility and an infrastructure that would bring the hospital environment up to the same standard of excellence its medical staff provides. We were tasked with designing the patient tower in house from start to finish, which meant everything from the campus master plan to turning over the keys. Depending on the project, we might work with a completed master plan and proceed from there, or we might team with an engineering firm or other outside consultants to work on the project. On this particular project, however, we provided everything in house.

Mitch Whiteside: We’re excited about what we accomplished. This project was not only unique in its design, but in how all the pieces came together as one. Our team was intimately involved in every aspect of this project from day one, which is what we teach, speak and write about, and it’s what we try to get all of our clients to do. Had every team member not come together as one, including the tremendous relationships built with the client and Hoar Construction, we could not have produced such a successful result.

AWARDS

Alabama Chapter IIDA Best Construction Detail

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Why was such an unprecedented level of involvement necessary?

Eddy: GS&P had to overcome the negative experience that Bay had on an earlier project that did not go smoothly. The stress and difficulty of the project, during both design and construction, was still fresh in their minds. We knew we needed to improve upon the experience.

Part of our strategy was to keep everything in house for better control and coordination, but we also made a point to emphasize working more closely with the owner and Hoar Construction throughout the process. There was a tremendous level of trust and compromise that had to form between all partners because of the budget. The dollars allotted to the project were constraining, and we had to be very creative to come up with solutions that would meet their clinical needs and still hit all the financial objectives.

Mitch: When we priced the project the first time, the estimated cost was $67–$68 million. They came back and said, “We want all of this, but the absolute maximum we can spend is $60 million.” So that became our challenge, and we didn’t spend a penny over $60 million. We worked hard to get $68 million worth of efficient design and functionality into the building, and the final cost was $59,170,270, almost $1 million

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JUDGES’ COMMENTS

“...simple but sophisticated.”

less than the amended budget. “We can’t do it” was never the answer. It was, “Yes we can,” or “We’ll figure it out as a team.”

What prompted the hospital to consider the patient tower project?

Eddy: The medical center had made tremendous strides in improving its level of care, but the one thing still lacking was the facility. As it grew, the infrastructure became increasingly taxed, and the room sizes and general layout were very poor. Specifically, they had a very high concentration of semi-private rooms, which are no longer acceptable in modern healthcare construction. The existing private rooms were equally substandard, both in size and amenities. The windows were often too small to provide ample daylight into the rooms; and the electrical, mechanical, and plumbing systems were reaching the end of their capacity to keep up with the demand.

How did the team’s intimate involvement with the project and community help with the design of the facility?

Mitch: We knew from the beginning that we wanted the design to connect with the community in a special way.

Dexter Carty: Yes, and much of that is found in a nautical theme reflected through the entire hospital. Growing up in Anguilla, I was

fortunate enough to spend a great deal of time with my dad, who is a fisherman, and I pulled from those experiences during the project’s design.

Mitch: The hospital quickly jumped on board with the idea, since the nautical theme connects perfectly with the community. It’s seen all along the coast that they serve, and the theme tied everything neatly together from the physical building to the foundation’s fundraising and marketing efforts over the last five years. Their theme was that Bay Medical Center is reaching for new horizons, sailing into the future by improving the quality of healthcare for Bay County and surrounding areas.

How, specifically, was the nautical theme incorporated into the hospital’s design?

Dexter: As you walk through the hospital you’ll see sailboat imagery throughout. Not literal sailboats, themselves, but images of the rigging, the sail and the mast.

Eddy: If you’ve grown up around sailing or the bay, you know what you’re looking at, because it captures your childhood memories or your experiences as a sailor. Those kinds of images are unique to the people that live there.

For example, when we developed the lobby wall as a sculptural piece in a very tall space, we wanted to capture

sailing images in abstract form. The shape of the wall and how it’s segmented, including the reveals that were incorporated into it, were inspired by a photograph of a sailboat regatta. For the monumental stairs, we incorporated what you would typically see on a sailboat, including cabling and stainless steel railings.

We wanted to maximize the space in the patient rooms and designed it as a boat cabin, purposely recessing as much as we could into the walls.

Dexter: From a psychological standpoint, if you’ve ever been sailing you know that one of the big feelings you experience is a release from stress and anxiety. We tried to carry that emotion throughout this hospital, from the main entrance through the cafeteria to the patient rooms and down the hallways. And I think we did a great job of using the design to reduce anxiety for both patients and family members.

Does the building structure also connect to the nautical theme?

Eddy: The idea behind the façade and the curvature of the building was taken directly from the sailboat inspiration. The intent was that the upper floors would resemble the sail of the boat, the bottom would be the hull and the ground would be the water line. The third floor, being mostly glass, resembles the separation between the hull and the sail.

The other element is the curvature of the building. Part of that was driven

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JUDGES’ COMMENTS

“...a good level of complexity.”

by site conditions, but the overall idea behind the façade of the building and its massing was taken directly from a sailboat inspiration.

What are some of the other noteworthy design elements?

Eddy: One of the detrimental aspects of the old campus was its lack of a visible presence in Panama City, so one of the challenges was creating a new identity and a new signature as a prominent healthcare facility. It began at the master plan level. The big idea was simply to put the front door at the front of the campus. We focused on the approach to the campus from a mile out, locating the stair tower and logo so they could be seen from that distance. As you reach the campus, the family lounge acts as an iconic feature, and the exterior lighting and expanse of windows at the lobby direct attention to the front door.

Mitch: The hospital staff is very excited about it—they refer to the features as their new iconic elements.

They are excited that their facility can now be seen from nearby highways and that the main entrance can be more easily found.

What is the most significant design element in terms of long-term benefit?

Eddy: They paid a premium for a more durable building envelope. It

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was specifically requested because the hospital serves as a hurricane evacuation facility. During a recent hurricane, much of their infrastructure was compromised because of damage to the skin of the building, so we purposely looked at it with that in mind. The windows are triple-pane insulated and hurricane resistant.

We used the same durable design features for the power plant by using elements that would safeguard the infrastructure from hurricane damage.

Building Information Modeling (BIM) was used extensively during the project. How did that help meet the stringent time and financial objectives?

Eddy: We utilized BIM during the structural analysis of the building, and in conjunction with the contractor a detailed BIM model was developed to speed up the coordination process on the electrical, mechanical, and plumbing work.

Because of BIM, we were able to complete fabrication in an expedited manner, and it also helped with the coordination of infrastructure work before construction as well as in the field. BIM also helped us achieve the standards for flexibility in the infrastructure and helped us deal with connectivity back to the main hospital, which had smaller floor-tofloor heights. Team member buy-in was very important throughout the process. Hoar Construction (the

general contractor) employed BIMtrained staff members to work on the project, and they were able to take our drawings and model them so that they could use it with their subcontractors. The process allowed us to identify issues earlier, helped us resolve them faster and ultimately saved money.

What can you take from this project and apply to other similar jobs?

Eddy: I’m currently working on a $59 million patient tower project that’s a couple million dollars over budget.

I think the big lesson that I learned from working on Bay Medical Center is that, to use a football analogy, “you can’t win the game in the first quarter.” This is a process from design all the way through construction. It’s a concerted effort, from start to finish, to find those efficiencies.

Mitch: Another takeaway was our unique use of the charrette process during the project. As designers and architects, we often use the charrette to identify project issues and brainstorm solutions on the fly.

Unfortunately, the process often dies at the end of design.

For this project we continued that method all the way through—in the scheming, conceptualization, programming, planning, and even during construction document production and construction. On a regular

Standardized patient Room

The medical/surgical patient rooms have several family-centric amenities including comfortable seating, a sofa that converts easily and quietly into a sleeper, variable lighting arrangements and a desk with wireless internet connection.

desk The headwall and bed are oriented to take full advantage of the window view, television and family seating area. sleeper sofa

The patient room design is an interpretation of a boat cabin design with recessed amenities to maximize the floor space around the bed. All 144 private rooms are standardized for easy orientation of the staff in every patient room. nurse charting area

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1. Dining

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2. courtyard 3. Main reception 4. Waiting area view

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“We are proud of the work that has gone into this expansion and renovation and are thrilled to offer the community and our staff the amenities of this new patient tower. GS&P served as a true partner in every aspect throughout this project helping to build excitement, understanding and support. Their design supports our goal of providing the highest quality healthcare...in a compassionate, innovative and fiscally responsible environment.”

— Steve Johnson, CEO, Bay Medical Center

“This is a symbol of recovery for Northwest Florida, from the architecture to the scope of services offered.

Imagine the hundreds of jobs it took to build this structure and the hundreds of jobs it will take to provide the medical services offered here. This means our residents will never have to go anywhere else for great medical care.”

— Florida Senator Don Gaetz

OPPOSITE: The classic lines and warm tones of the main lobby and entrance provide a bright and welcoming environment that complements the landscape. The reception desk’s custom artwork provides literal representation of the building’s design inspiration. This gathering space was also designed to accommodate public and hospital functions in connection to an adjacent large multipurpose conference room.

basis, we would have the administrative suite, board of directors, contractor and engineers all in the room together solving the problem.

Stretching that concept into a total project process rather than just a design element was something that we’ve carried forward into other projects very successfully.

In conclusion, what about this project makes you the proudest?

Mitch: From the initial planning phases all the way through the five years it took us to complete this project, the hospital looked to us as trusted advisors. We really do have a story to tell here of how hospital leadership at multiple levels, GS&P and the general contractor all came together as one—on a very tight schedule and budget—to build a much needed upgrade to improve healthcare in this community. In the end, we made it all happen and delivered the project under budget and ahead of schedule.

In the process we became intimately involved with the client and the community. We earned the trust of the medical staff, nursing staff, hospital and board of directors. And it’s the way that everyone handled themselves with professionalism and commitment to our core values every day that endeared GS&P to this institution. That in and of itself is not unique, but to do it throughout our project team is something of which I’m very proud.

The hospital’s CEO, Steve Johnson, says he feels that’s the thing that sets us apart. There are plenty of technically competent architects out there, but how we bought into the program and became a part of this community is really what endeared us to them and them to us. 

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ABOVE: Borrowing from images of boat riggings, the family lounges became an iconic and recognizable destination housed within the protruding “sail.” This establishes the architectural theme from the entry and provides a landmark feature for the building.

RIGHT: The exterior lighting reveals prominent architectural features, accents the curved façade and adds drama as the visitor is drawn to the front entrance.

OPPOSITE: The previous issue of finding Bay Medical has been solved through orienting the main approach towards the main highway. The hospital logo and lighted stair tower can be seen from more than a mile away.

“It’s amazing. It’s more beautiful than I ever dreamed it could be. This is something that the citizens of Bay County should really be proud of.“ — Greg Brudnicki, Bay Medical Center Board Member 22

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An iconic structure points to the future while drawing inspiration from the past Clinica delgado

In their competition-winning design for Clinica Delgado, the GS&P team drew inspiration from the massive rock outcroppings flanking the 15th century Incan ruins of Machu Picchu.

The designers translated these primal forms into a dynamically faceted glass skin that serves as a metaphor for contemporary healthcare. Upwardly angled cantilevers float the building over the site. The clinic’s shard-like “prow” reinforces the sense of buoyancy in defining the street corner. Vegetated roof gardens and living walls echo techniques used by pre-Columbian builders while also recalling the ruins’ plant-covered stone formations.

The overall effect is an iconic structure that becomes a focus for the surrounding neighborhoods and a symbolic landmark for progress.

Client

Auna Location

Lima, Peru Market

Healthcare Services

Architecture Conceptual Design Interior Design Parking Garage Design Space Programming

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sing ancient and organic forms to express cutting edge technology seems an unusual approach to hospital design. Explain how the concept evolved.

PRoject executive

Orlando Lopez-Isa, AIA, LEED AP Principal-in-charge

Alba Lopez-Isa, A. AIA PROJECT MANAGER

Alba Lopez-Isa: Dr. Luis Pinillos led the client group after he and his investors decided that their city needed an oncology-focused acute care facility. We were one of seven firms invited to participate in an international competition.

Matthew G. Harrell, AIA, ACHA, LEED AP Project Designer

Gregory J. Wieland, AIA Programming

Frank Swaans, AIA, ACHA, FHFI, LEED AP, EDAC Project architects

David R. Goodspeed, AIA, CSI Angela Holcomb, AIA, NCARB Project coordinators

Jin Choi, AIA, LEED AP+BD&C Ramon Cruz, A. AIA, LEED AP+BD&C interior designer

Emily Farrell Competition Design Team

Ramon Cruz, A. AIA, LEED AP+BD&C Rebecca Dodson Jeffrey W. Kuhnhenn, AIA, LEED AP J. Brent Hughes, AIA, NCARB, EDAC, LEED AP + BD&C Ray Wong, AAIA, LEED GA, EDAC Assisted

Rebecca Dodson Lynn R. Pachano, A. AIA Ana U. Praskach, A. AIA, LEED AP+BD&C

Greg Wieland: A competition was staged because the client group was looking for a signature, high-profile facility to make a statement about the cutting edge healthcare they want to bring to the community.

The timeframe was very short, so we had to develop a concept quickly and go with it. Machu Picchu came to mind as an iconic South American image. Then we asked ourselves, if we could combine this history with the latest and best technology in healthcare medicine, what would that look like?

When you see pictures of Machu Picchu, it’s anchored by a mountain form overlooking the structures below. The clinic shape became informed by the notion of this large mass with angular edges acting as a focal point for the surrounding community.

Awards

2011 AIA Tampa Bay Honor Award for Architecture, Unbuilt Category 2011 AIA Tampa Bay People’s Choice

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Pushing the design envelope to make the clinic unique and special responded to the general civic aspiration. The city recently developed a number of buildings — commercial skyscrapers and the like — to better define the whole community as a competitor in the world market.

Alba: And we won because the iconic architecture of our building was unique.

Is it significant that the clients hired an American company to create the program, rather than develop one themselves?

Alba: Yes. They are interested U.S. healthcare standards, partly to advance the civic aspiration and pride, but also because they want this clinic to be viewed as a medical tourism destination.

David Goodspeed: The clients expect patients from adjacent South American countries and perhaps the United States. People in the U. S. are flying all over the world to have surgery because it’s cheaper elsewhere.

We have specific understanding of designing facilities that are intended for medical tourism, and the project benefited from that experience.

Ramon Cruz: We’re also an American firm that designs to internationally

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Aggressive cantilevers and skin treatments give the building a sense of floating.

The patient tower helps to define the street corner and gives the new facility a dynamic presence from ground level.

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The moss-covered rock formation of Machu Picchu’s Incan ruins inspired the clinic’s living walls and vegetated roof garden, as well as the shard-like forms and opposing lines and tension.

accepted standards, so our knowledge and experience was an important influence in their decision to choose us.

The site is flat, but it’s slightly less than two acres. How did you meet this challenge in organizing the various functions?

What is the site context, and how did this begin to influence the design?

Greg: The site constraints were extremely challenging, and we really had to squeeze the building onto the site. We designed five levels below grade. These house service, storage, a staff cafeteria, labs and the cancer treatment center, and parking— functions that don’t need, or in some cases don’t want, windows.

Greg: The surrounding area is a dense, low-rise fabric of properties, similar to the low-rise village standing at the base of Machu Picchu. We chose to make the clinic contrast with the neighborhood rather than blend in—to make a statement about the high level healthcare they’re providing.

Alba: The area is in transition, with a very high-end commercial district and nice residences close to the site.

A major west/east four-lane boulevard edges the southern side of the site. A much quieter local street lies on the site’s eastern edge.

Greg: That’s where we put patient drop-off, emergency access and the entrance to the lobby, which runs the length of the building.

The central four story atrium that forms a fissure in the building structure brings in natural light. The atrium divides the in-patient programs from the out-patient programs, is surrounded by waiting areas and circulation, and visually connects the main lobby level to the upper garden terrace located on the fourth floor.

A portion of the main entry lobby is open to the oncology family waiting level below. A waterfall feature along the stone-surfaced wall follows a suspended stairway to the the lower-

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Early renderings illustrate native woods, battered stone walls and undulating planes define the lobbies and corridors.

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JUDGES’ COMMENTS

“The concepts and the metaphors are awesome.”

level waiting area. Combined with a large skylight that opens to allow natural ventilation, the features provide a mixture of natural light, sound and a cooling atmosphere as people circulate through the space.

Alba: The taller tower—ten stories above-grade—contains 144 beds for inpatient functions. The lower structure houses the outpatient component and provides medical offices to support 200 doctors. Between these two segments, in the middle of the building, is the entrance into the main lobby with reception, next to the atrium.

Were there other design constraints caused by the site?

David: We needed to park almost 900 cars but didn’t have space for surface parking. That meant placing all parking underground, with one entrance for staff and another for patients. The engineering challenge was that one had to slip under the other for both to fit.

Greg: We had to create a special support system so the cantilever above the entrance wasn’t too long. You can’t have columns in your driveway path, so we created a unique structure using angled transfer columns to hold the building up.

Was engineering this building especially difficult because of the lack of right angles?

Alba: Absolutely. The challenge was to translate the design concept into

regular 2-D drawings and put them flat on paper.

Greg: We were challenged by this every day. We usually rely on conventional ways to inform the contractor on how things must join together. We had to use a system of spatial coordinates to dimension the building.

David: The exterior façade isn’t flat; it’s like broken glass. It has multiple facets and planes. At any given point on the façade you can pick a point that has an X, Y and Z coordinate.

Greg: But if you move one fraction away from that point, all the dimensions are different so you need to supply a different set of coordinates.

What are ways the design inspiration infused the natural environment into the project?

Greg: Since the building is inspired by a stone formation, the atrium became a natural fracture or fissure in the stone when opened wide enough to become a focal point for

the building. What emerged was lots of undulating planes with faceted and battered walls.

The glass curtain wall skin informed by the rock formation concept allows an abundance of natural light and views of the surrounding area. Some of the skin is completely transparent, and some is patterned frit glass.

The frit glass improves solar control performance and allows natural light to enter the interior spaces without limiting exterior views.

Alba: In addition to natural stone, we added native mahogany and cedar to add warmth to the interior spaces.

These provide soothing contrasts to the concept of a facility carved in stone.

Were there any specific challenges to incorporating the natural environment into the project?

Greg: The climate is typical of the Pacific Rim — temperate and dry air like San Diego — but the outside air has quality issues. This posed a problem because facilities in the region are typically ventilated

...if we could combine this history with the latest and best technology in healthcare medicine, what would that look like? gresham, smith and partners

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section: 11- ICU/CCU

2- PHARMACY

12- CARDIAC REHAB

3- LABORATORY

13- LABOR & DELIVERY

4- INFORMATION TECHNOLOGY

14- INFUSION

5- ADMISSION

15- CAFETERIA

6- EMERGENCY DEPARTMENT

16- ADMINISTRATION

7- ATRIUM

17- OBSTETRIC UNIT

8- CLINIC

18- IN-PATIENT UNIT

9- ENDOSCOPY

19- IN-PATIENT UNIT & VIP SUITES

10- CARDIOVASCULAR

20- PARKING SPACES

Parking

1- RADIATION ONCOLOGY

ABOVE: The new hospital is located on a small site in an urban setting. Site constraints made surface parking an impossibility. Public and staff parking as well as logistical and service functions are located on subterranean levels.

LEFT: Basement Level 1 illustrates the complex issues involved in the building’s programmatic density. Functions that need little to no access to natural light are positioned below-grade.

floor plan:

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1- Physician Parking

7- Information Technology

2- Storage

8- Pharmacy

3- Maintanence

9- Radiation oncology

4- Cafeteria

10- CentrAl Sterile Processing

5- Environmental Services

11- Morgue

6- Mechanical/Electrical Rooms and Shafts

12- Laboratory

fifth Level: Obstetrics Department

naturally. Even the government hospital doesn’t have mechanicallydriven air-handling equipment.

Alba: Natural ventilation is culturally accepted. This acceptance is also reflected in their building codes.

Greg: Because regulations were designed for natural air, it limited which functions we could place next to each other and still protect the patients.

How did you overcome this limitation?

third Level: Labor and Delivery Suite, NICU, Cardiac Rehab and Clinics

Greg: The intent with the clinic was to introduce U.S. quality standards, which meant the building should be completely pressurized.

Angela Holcomb: A fully pressurized healthcare facility allows for different departmental adjacencies and design options. For example, natural airflow would not allow placing a lab next to the morgue, but pressurized systems allow everything to be ventilated separately.

first Level: Reception, Imaging and Emergency Department

plans above: 1- Roof Garden/Plaza 2- Atrium Roof 3- Atrium

The project has a long way to go, but what has been the most fulfilling to date?

David: The project design was intricate in detail, interior as well as exterior. The process of completing the construction while maintaining

the design vision will take a team effort from the local architects and engineers, the contractor, the owner, and subcontractors. Coordination and follow through will be essential.

With this said, working on a project that is as complex as this one is very rewarding seeing it through completion of each of the development phases. If the design remains intact, the end result will be iconic and collectively rewarding for all that have had a part.

Angela: Greg and Frank have designed numerous projects abroad but this project was my first. They gave our team some guidelines that helped us move forward in producing design development drawings, and the best part of this project, besides working on a great design, was working with such an integrated team. Every team member took on different responsibilities to add the information to the drawings that would complete Greg’s vision for the building. I look forward to seeing the building realized in its completed form.

Greg: It’s most fulfilling for me that the project is under construction and that the design — and everything that went into it — will be realized. This is a major accomplishment for the client, the community and GS&P. 

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Innovative interchange design improves traffic flow without major reconstruction Bessemer/US 129 Bypass Diverging Diamond Interchange

Facing an escalating traffic count at the US 129/ Bessemer Street Interchange in Alcoa, Tennessee, city officials, in cooperation with the Tennessee DOT, turned to GS&P to create a custom-fit solution.

Showcasing its expertise in creating innovative designs for challenging problems, GS&P selected a unique geometric design, the Diverging Diamond Interchange (DDI), at a time when no such interchange existed in Tennessee. Engineers successfully gleaned valuable best practice information from other DDI projects being planned and designed in the U.S., and incorporated those successes into the Alcoa design. The final configuration allowed the team to keep the existing bridge in place, and reduce traffic volumes and delays, all while saving millions of dollars in construction costs.

Client

City of Alcoa, Tennessee Tennessee Dept. of Transportation Location

Alcoa, Tennessee Market

Transportation Services

Roadway Design Signal Design Traffic Modeling and Analysis Transportation Engineering

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hat was the driving force behind the project?

PRINCIPAL-IN-CHARGE

Jason Brady: In addition to the already growing congestion at the intersection, there were two main issues that were certainly going to impact future traffic flow. The first was that the connection to Middlesettlements Road did not operate efficiently and was a poor terminus to a State Industrial Access (SIA) project serving a nearby DENSO Manufacturing plant. TDOT was widening the road to tie back into the existing interchange, adding a larger amount of traffic into it, and efficient flow to the industrial complex was important.

Michael A. Flatt, P.E. PROJECT Professional

Jason Brady, P.E. Project Engineers

Lori Lange, P.E. Dowell Hoskins Squier, P.E. Project Manager

Mark A. Holloran, P.E. Additional

Jay Bockisch, P.E., PTOE Thomas J. Carr Pamela S. Fackler David L. Fergus Cynthia Frear Nithin M. Gomez, EIT Jonathan Haycraft, P.E., CPESC Clayton B. Keith Jeremy Kubac, P.E. Jeffrey McElroy Thang Pham Larry Ridlen, P.E. Wes Stanton C.J. Tong Edwin S. Turbyfill, TSOS, TOPS Mark H. Washing, P.E.

Mark Holloran: And the second part was on the opposite side of the interchange. A huge commercial development was being built – sporting goods, restaurants, big box stores — also adding a lot of traffic. When we did the traffic analysis, the interchange was having trouble handling flow with only the existing two lanes going underneath the bridge, so the new development was putting added pressure on resolving the issues.

Why did you begin considering the DDI design for this project?

Awards

ACEC of Tennessee Engineering Excellence Award Grand Award in Transportation

Michael Flatt: Not at first, but it was very early on when we began considering options after the client informed us of the limited construction budget. Because there was such

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a restriction on cost, and because we were quickly finding out that traditional solutions wouldn’t fit physically or financially, we knew we had to develop something innovative.

We created our list of critical issues that were the driving factors and proceeded to look for solutions that would adapt and apply within those restrictions. It quickly became obvious that the only affordable solution would be one that utilized the existing US 129 bridge in the new interchange. At that time the DDI concept was beginning to get some attention around the country.

I had read some articles and was curious—even skeptical—about it, but never thought we would consider proposing one.

Mark: When we looked at putting in turn lanes, for example, we couldn’t get enough lanes under the bridge to get it to work. We would either have to replace the bridge, which wasn’t cost-effective, or do something like cut into the fill slopes behind the piers and try to put lanes between the abutment and the piers. Nobody liked that because it would start splitting traffic around the piers, and that’s not a safe thing to do.

Jason: We were brainstorming different designs, and one was a DDI interchange in France. It was massive, with multiple roads in each direction

BEFORE

AFTER

In order to pass under the existing US 129 Bypass Bridge, the design team had to consider budget-conscious alternatives that allowed the bridge to remain in place.

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DDI - DIVERGING DIAMOND INTERCHANGE

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he unique design of the Alcoa, Tennessee, diverging diamond interchange aims to remove turning conflicts, calm traffic and improve the capacity of the increasingly congested interchange.

CARS YIELD AT THIS RAMP BEFORE JOINING BESSEMER TRAFFIC BARRIER WALL

CROSSOVER GEOMETRY GUIDES MOTORISTS THRU INTERSECTION

RETAIL

DL MID

ESE

T

M TLE

EN

T

D OA R S

LANE WIDTHS ACCOMODATE EMERGENCY VEHICLE PASSAGE

DENSO MANUFACTURING

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RETAIL SIGNALS ARE INTERCONNECTED FOR OPERATIONAL EFFICIENCY SUPERELEVATED ROADWAY IN THE CURVES

BESSEMER STREET

RETAIL THIS RAMP IS SIGNALIZED TO ALLOW SAFE ENTRY TO MIDDLESETTLEMENTS BERMS GUIDE TRAFFIC AND SHIELD GLARE FROM HEADLIGHTS

129 NAVIGATING A DDI THE APPROACH: As westbound cars arrive at the DDI, they either proceed through the intersection or veer right onto the US 129 northbound entrance ramp.

THE CROSSOVER: Cars proceeding through the intersection are safely shifted to the left at a traffic signal.

THE SWITCHBACK: A second stoplight shifts cars back to the right side of the road as they leave the DDI. THE LEFTY: Cars have direct access to go left on the US 129 southbound entrance ramp without crossing oncoming traffic.

To assist the motoring public through the interchange, the plan incorporated specially designed signing, striping, lighting, signals, pavement superevelation, and landscape berms.

and a lot of very close side streets next to the ramps and so forth.

How did you convey the unique attributes of the DDI to the owners?

Mark: So there ended up being only two options that could be done with lanes just between the piers. One was the diverging diamond and the other was using roundabouts on each side of the bridge at the ramp intersections. It was determined that the roundabout design would send so many people under the bridge and around the roundabout to make a left-hand turn that there wouldn’t be any gaps for people to get in from Middlesettlement Road. The queue would back way up.

Michael: It wasn’t easy, but this was such a unique case for us and everyone involved. The concept of a DDI wasn’t just new to the Alcoa or TDOT, it is new to the U.S., and when you are used to working with traditional solutions with years of statistical proof to back them up, it can be difficult to consider innovative solutions. It can be even harder to sell them.

Lori Lange: So our focus became the DDIs that were being designed and implemented in the U.S. We went to visit one in Springfield, Missouri, and at the time it was the only one open.

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Jason: When we were pitching this idea, we provided TDOT and the City of Alcoa with several different designs sketched out on paper, but they didn’t even want to talk about the DDI because the sketches make a simple, elegant design look complicated and confusing. That challenged us to take a second look, but

also made us reconsider ways to sell what was quickly becoming the better option.

Michael: Explaining a new concept like this required additional simulations, interactive videos and explanations. Once the citizens and city understood the concept, the benefits and that it was a safe alternative, they were convinced that this solution was right for their community and they wanted to do this project. The city leaders really stepped up to help convince TDOT that it was the right thing to do.

Was the level of community involvement unusual?

Michael: It was surprising to me how much interest and support came from the community as the project was being discussed and as it evolved.

JUDGES’ COMMENTS

“Innovative design”

It’s common for public meetings to occur, usually sparsely attended, but this project got a lot of press and attention—articles in the local newspaper and eventually a segment on local TV news. The city really began to own it and buy into it, and I credit our team for a lot of that.

In layman’s terms, how would you describe the geometry of the design?

Jason: I have the most success by describing it as two one-way streets that intersect twice in a very short distance. There are only two cycles at each signal and either you are waiting to go straight or you are going straight. All the other decisions happen outside of the signalized intersection.

called “conflicting vehicle movements.” This design eliminates that movement.

smooth speed. A mixture of somebody driving 60 mph and somebody driving 30 mph is often disastrous, so we incorporated things to slow down those who are speeding.

Jason: All turns onto and off of the ramps are with traffic–the equivalent of a right-hand turn on any street or a left-hand turn onto a one-way road. You never move across a lane of traffic to make a left like you do at a regular two-way street.

Also, the spirit of traffic calming is to deliver a clear and concise message to the driver about what you want them to do, or to influence driver expectancy.

Another project objective was “traffic calming.” How is this accomplished?

What do you mean by “driver expectancy?”

Mark: The theory behind traffic calming is to manage traffic at a uniform,

Mark: It’s basically a feel for what you, as the driver, are supposed to be

Mark: Probably the new term that the Federal Highway Administration is using, double crossover, is a better way to think about it than diverging diamond, especially for the public to grasp the concept. Drivers approach the interchange and crossover to the left side of the road, and then after they pass through the interchange they cross back over to the right side of the road.

The beauty of it is once drivers cross over to the left, they can make a left turn onto an interstate, or in this case US 129, without crossing traffic.

In a traditional interchange, people who want to turn left onto an onramp would have to cross in front of traffic through a signal, what is

Local and national interest in the diverging diamond design was unusual. The increased attention and interest ultimately helped Alcoa gain confidence in the feasibility of the project.

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JUDGES’ COMMENTS

“Very interesting with a simple solution.”

doing. This whole job is about driver expectancy. In everything, from the signing to the striping to the layout, it’s all about making sure that when drivers come into this, they can successfully get through it, even if they’ve never seen a DDI.

someone pulls out and gets hit. In this case, drivers are going slow enough that they can react and it should help improve safety. In fact, in the six months since it opened, there’s hasn’t been one accident attributed to the design.

The hard part is helping people understand that they are doing the right thing by crossing over and being on the left side of the road. In addition to the signing and striping that was used, Lori designed a barrier wall between the lanes going under the bridge so people wouldn’t feel so uncomfortable seeing traffic on their right side.

What about the DDI project makes you most proud?

Now that the DDI is complete, have there been noticeable improvements in traffic flow or safety?

Mark: N.C. State University is working on a report that focuses on driver expectancy, wrong-way moves, etc., and it’ll be interesting to see what they find. But even right now Alcoa hasn’t seen any backup at the intersection, even at rush hour, and that was a real issue before. And because the DDI is handling traffic so much better, it is helping relieve traffic in adjacent intersections.

And, as Jason pointed out, because the design calms traffic, drivers are going slow enough to navigate it. Some of the biggest problems with regular intersections is drivers speed up to beat a red light and

Jason: For me it’s the fact that it’s in my hometown. My family uses the interchange, so I’m proud that it’s our design. I’ve managed to do something in my hometown that makes it better. There aren’t any TDOT templates for what we’ve had to do here. It required a lot of thinking through to make this work, make it successful and make it safe.

So I’m proud of the fact that we were able to meet all those challenges. It was outside the box, both on paper and in how it was constructed.

Michael: To me, there’s really one story here. Anybody in the world can pick up some software or a book and design an interchange. The client came to us with a problem, and they

didn’t have enough money to fix the problem by using traditional means.

Although TDOT was willing to perform improvements for the money they had, we were able to take that same amount of money and come up with a design that had overwhelming improvements and operated at a much higher capacity.

I also think we exhibited to our clients that we are not afraid to use best practices from other projects. We exhibited to them that we’re willing to not let the thought, “it’s not been done before,” be a reason to prohibit a good plan.

Ultimately, what do you think this project reveals about GS&P?

Mark: The thing that we want our clients to know is that we’re able to bring solutions to the table that can solve the challenges that they are facing. Most people would not have considered DDI as an option, but that’s what we do. We are a design firm that drives solutions because we’re not afraid to reach out and try something new. 

...we’re not afraid to reach out and try something new.

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Visually dramatic Welcome Center makes soaring first impression Embry-Riddle Aeronautical University Jim W. Henderson Administration and Welcome Center

The design for the Jim W. Henderson Administration and Welcome Center delivers an expressive, signature building to the architecturally nondescript campus of the world’s largest aviation and aerospace university.

Described by TIME magazine as “The Harvard of the Sky,” Embry-Riddle Aeronautical University (ERAU) has a history dating back to the early days of aviation. The 185-acre campus in Daytona Beach, Florida, serves 6,000 students and dates to 1965. For the Welcome Center the university sought a facility to represent Embry-Riddle’s focus on emerging aeronautical sciences and introduce prospective students not familiar with Florida to campus life.

Client

Embry-Riddle Aeronautical University Location

Daytona Beach, Florida Market

Corporate + Urban Design Services

Architecture Interior Design

PRINCIPAL-IN-CHARGE

Joseph F. Thompson, AIA, LEED AP

T

PROJECT MANAGER

his project was the winning entrant in a design competition. What features of the design caused the client to select the GS&P proposal?

Joseph F. Thompson, AIA, LEED AP Project professional

Brian J. Schulz, AIA, LEED AP Project designer

James R. Kolb, RA, LEED AP Project coordinators

Michael L. Compton, LEED AP BD+C Ray York Interior Designers

Leith A. Oatman, IIDA, LEED AP Sarah A. Rink, IIDA

Leith Oatman: ERAU is an institution that considers its competition to be M.I.T. They have students and board members from all over the world. But the advanced nature of their mission isn’t reflected in what the campus looks like.

Brian Schulz: The administration knows their buildings aren’t up to par with some of their competition.

Leith: The Welcome Center is so important because it’s where ERAU makes its first impression on visitors, potential students and their parents, and donors.

Michael Compton: While ERAU has a residential campus in Prescott, Arizona, as well as a worldwide virtual university, Daytona Beach is their flagship campus. But the architectural language of this campus is military installation meets office park—bland stuff. The Welcome Center was the opportunity for a flagship building.

Jim Kolb: We gave drama to the building through the roof form. On an airplane, the wing shape that arcs

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on the top is an airfoil—it’s what produces aerodynamic pressure that gives lift. We pulled, stretched and rotated the roof plane to give it greater drama and an aeronautical reference, and to visually apply aerodynamic technology to the building.

ERAU really liked that.

An aspect that seems to have been very important to the team, and to the site design, was to introduce Florida’s natural heritage to the campus. Why, and how did you do it?

Leith: Several of our staff members are native Floridians or have been here for many years, and we wanted to incorporate the real Florida into the campus, not the developer Florida that’s so often the perception.

Jim: A goal of the Welcome Center is to introduce people to what campus life will be like. We wanted to introduce them to this quality of Florida, this very lush environment that so few people know or understand. Ten miles north of the campus is the Tomoka, a black water river. It’s a beautiful place with huge overhanging oaks and lush hardwood hammock groves.

The site of the Welcome Center was a blank slate, pancake flat. A stream running by the site had been channelized, turned into a ditch, but it’s

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a natural free-flowing blue water stream that can support different aquatic life. Our plan restores the stream and creates a basin in which the building is reflected, yet it’s also a living aquatic ecosystem. Beyond the use of indigenous plant material within the littoral zones of the basin, shade trees reduce ambient summer temperatures and solar glare. So vibrant habitat becomes an integral design component.

What about LEED or other sustainable features of the building itself?

Michael: Not every client pursues LEED certification, but we strive to design according to the criteria and sustainable principles. This particular building incorporates daylighting, high efficiency mechanical and lighting systems, stormwater management, water conservation, materials with recycled content, and low VOC materials. And the construction processes will be managed to reduce and recycle construction waste.

Leith: Also, Florida has a building code that has some very stringent energy usage components. Just by meeting Florida code you’re getting very close to a LEED-certifiable project anyway.

How did you integrate the Welcome Center into the rest of the campus?

Jim: It’s a predominantly vehicular campus, with lots of space given to

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roadways, driveways and parking lots. Our design removes a vehicular loop to develop a pedestrian quadrangle linking the Welcome Center to the library, student center and classroom buildings.

The one existing strong pedestrian element they call the Legacy Walk.

It’s a spine that runs north/south and connects the Welcome Center site to a series of buildings featured at the corner of the Daytona Beach International Airport, which is a very key element to the school and its curriculum. We elected to run Legacy Walk right through the Welcome Center, and that axis is used to help define the spatial and functional organization of the building.

How did you use the spatial/ functional organization to implement the program for the center?

Leith: We weren’t really given a program. We received a floor plan, with square footage for the different functions ERAU wanted to include.

We had to develop a program using the floor plan and exploit our experience of what we really knew had to be in an administration and welcome center.

Jim: Legacy Walk arrives at the oval point of the atrium, and we split the functions, large and small on either side. So the form is very much driven by the function.

Leith: On one side of the walk there’s a large space with movable walls for ultimate flexibility. It can be multipurpose, divided for simultaneous activities for a variety of groups.

Without interior division the space can be used for large exhibitions— we actually show a jet—that could have kiosks or banners. And then it can be used for banquets and fundraisers. The two floors on the other side have the administrative and development offices.

Jim: It’s really a very simple building and the articulation of the parts is as clear as we can make them: gathering/exhibition space as a single large volume, and then a smaller-scaled, many-pieced environment for office functions.

We took advantage of the opportunity to transform very simple requirements into a sculptural element.

Did you use different exterior cladding to articulate the two sides?

Brian: The side for large gatherings is poured-in-place concrete—we’re exposing all the joint work and snap ties.

On the administrative side it’s a lot of metal panel because the engineering building across the street is all metal panel. Through material use we were able to effectively tie the welcome center to the campus.

P vis ubl ito ic rs and en tr y

LE GA CY

W ALK

STUD ad m ENT in a is En tra nd tr tiv y e

Cl yd eM or ri s BLVD

Embry-Riddle Aeronautical University attracts students and donors from all over the world, and therefore sought a Welcome Center that represents their academic excellence and reputation.

Sweeping curves and expansive spatial experiences set within a true Florida environment announce the goals of the university and the experience to be had at this campus.

The structure establishes a prominence at the main entrance and acts as a terminus for a primary pedestrian axis, which extends to the campus’s terminal at the Daytona Beach International Airport. The building’s use of foils and arced forms is a direct reflection of the university’s aeronautic focus.

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The design juxtaposes concrete elements, which anchor the lighter cantilevered forms, and a flying roofline.

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JUDGES’ COMMENTS

“...incredible potential to make a masterpiece.”

What about arrival sequences? How did that determine the form?

Michael: This is a building with no back.

Jim: ...and the four faces are recognized distinctly through the scale of arrival.

From Clyde Morris, the main boulevard through the campus, the building is a sculptural icon you could pass at 40-miles-an-hour and still get a clear visual setting. We wanted a dramatic opening on that side. The entry on the reciprocal side is from the campus via Legacy Walk, an important axis looking to a terminal point at the other end of the campus.

Michael: The student drop-off is at human scale, the building planes are lowered, it’s more inviting. Similarly, the administrative entry is at human scale, but there’s a sense of compression and expansion.

Having the Legacy Walk go through the building seems to blur the distinction between inside and out. How did you exploit this aspect of the plan?

Brian: It’s an engineering challenge because Florida is hurricane and tornado-prone. So we’re working with a specialty glass engineering company to spec the curtain wall to pass what’s called Florida Product Approval, which measures ability to withstand the impact of flying objects at certain velocities.

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How did the architecture and interior design interact in a building where the line between interior and exterior is fuzzy?

Ray York: We also had to work very closely with the structural engineer on the roof. The steel structure is slanted and at varying heights. Every point that a beam hit the concrete wall was at a different height. We had to provide the engineer with every single height of each beam where we preferred for it to abut the wall.

Jim: We worked hard to make the two elements relate to each other conspicuously. We literally brought exterior finishes inside. The concrete mass used to define the assembly space and the exterior metal panels both move inside.

Michael: Another example is the administrative block, which is a huge 60-foot cantilever. This meant a constant dialogue with the structural engineer.

Leith: To continue the transparency theme, we use a glass railing for the monumental stairs. The walls are simple drywall with paint. The drama comes from the architectural form and you don’t want to detract from that by adding decoration.

We pushed our consultants, as well as ourselves, to the limits of what we know how to build. And the dynamic of our collaborative team was reinforced by the fact that this is our first REVIT project.

What is REVIT?

Michael: We always wanted the atrium to be as transparent as possible. To minimize visual obstruction we use a point-supported glazing system that virtually eliminates the mullions on the exterior.

useful tool that enables us to produce real-time working drawings for the engineers and contractor rather than spending days drawing different sections.

Michael: It’s building information modeling (BIM) software. Imagine the complexity of the forms we’re proposing; it’s not simple post-beam relationships. REVIT is an extremely

Sarah Rink: We selected finishes to complement the exterior materials.

The flooring of atrium and stairs is white terrazzo with a few recycled glass bits. But because some materials, like the concrete, are pretty stark, we used a really dark, espresso-beancolored wood to warm things up and create a dramatic juxtaposition with all the white.

Do you feel that your design took ERAU in a direction they’d never been before?

FIRST FLOOR

The facility is to serve as a welcome center, conference center, exhibition and banquet hall, and administration building. Prospective students will receive orientation materials and start campus tours from the Welcome Center. Operable wall sections allow the multipurpose space to be subdivided into four rooms.

There are big signs on the site with the renderings, and in town they’re referring to this building as the postcard for Daytona Beach. For an entire community to look at a structure that we’ve designed and refer to it as the postcard for their community, that’s very flattering. 

SECOND FLOOR

Leith: With any project you’re exposing and educating the client to get them to the desired end, and most times they don’t know how to get there. What’s especially rewarding about this project is that I think we’re exposing and educating the whole Daytona community.

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1

2

3 4

5

1). The signature view and main approach from Clyde Morris Boulevard into the main campus entrance. 2). Administrative and student entrance from the parking lot. 3). The terminus of the Legacy Walk, which extends to the campus’s terminal at the Daytona Beach International Airport. 4). The public’s introduction to the Welcome Center through the public and visitor entrance. 5). Another view of the terminus of Legacy Walk at the Welcome Center.

Regionally-inspired design and careful planning lead to seamless transition for staff and patients Middle Tennessee Medical Center

Located in one of Middle Tennessee’s fastest growing counties, the aging and outdated Middle Tennessee Medical Center (MTMC) was losing patients to the surrounding area amid the growing perception that people had to drive outside of Murfreesboro for “real healthcare.� When the City began planning for the Gateway Design District to be the retail center for the area, the new replacement hospital was chosen to be the anchor for the development. GS&P provided architectural, interior design, graphics, structural and master planning services for this unique project with the goal of creating a cutting-edge hospital that would serve the local community and anchor the design district, all while greatly improving the perception and quality of care available to residents.

Client

Middle Tennessee Medical Center Location

Murfreesboro, Tennessee Market

Healthcare Services

Architecture Building Information Modeling (BIM) Interior Design Programming Signage/Graphics Structural Engineering

E

xplain the circumstances that led to needing a new facility.

PRINCIPAL-IN-CHARGE

Gregory A. Gore, AIA, NCARB PROJECT MANAGER

Mack McCoy, AIA, NCARB, LEED AP Project designer

Kevin K. S. Kim, AIA Project ARCHITECT

Gregory A. Gore, AIA, NCARB Planner, programmer

Marc A. Sauvé ADDITIONAL

Carolyn F. Blake, IIDA, LEED AP Glenn T. Davis James R. Harding, SEGD Robert E. Oswalt, P.E. Ashley Roller Erin A. Schumacher, A. AIA Jane S. Skelton, IIDA, EDAC, LEED AP, Associate ASLA Emil A. Slavik, AIA, ACHA Sean B. Smith, P.E., S.E. Tanya Smith Bryan A. Tharpe, P.E. Elisa A. Worden-Kirouac, IIDA, EDAC, LEED AP

Awards

Construction Owners Association of America Project Leadership Gold Award 2010 South Central Construction Best of Awards – Recognizing Excellence, McGraw-Hill Construction

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Greg Gore: Most of the old hospital was anywhere from 30-60 years old, had outlived its useful life and didn’t have the infrastructure needed to keep up with advancing technologies. Though its location in the heart of Murfreesboro was a good thing when it was originally built, over time it became landlocked and wasn’t easily accessible for the expanding community.

Rutherford County is one of the top five fastest growing counties in the United States, but its growth is extending primarily north and west of downtown Murfreesboro. Before the new hospital, people would either go south to Chattanooga or northwest to Nashville for care. Strategically, the hospital needed to move to capture that market share, and they needed to be close to the interstate for easier access.

Perception and public interest in this project were extremely important. What measures were taken by GS&P and MTMC to keep the public engaged?

Greg: Promises to the community about a replacement facility had been going on for years. The staff, physicians and public had grown skeptical if the replacement facility would even be built. In an effort to illustrate the project would quickly become a

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reality, remediation of the site began prior to the design of the campus.

Site work alone was not enough, however, and MTMC contracted us to design the DePaul Medical Office Building on the site prior to building the hospital. The fast track of the DePaul MOB improved the confidence that the replacement facility would finally be built.

How common is it to build an MOB before building the hospital?

Greg: The MTMC master plan of the hospital was completed after the DePaul MOB building was designed. That’s backwards from how it is usually completed. Typically the hospital is designed first and the MOB is located and designed relative to the hospital.

How big of a challenge was it to work in this sequence?

Greg: Really big. The challenges imposed on the design team were to locate the MOB in such a manner that it would not impede the location or access to the yet-to-be-designed hospital. We also had to design and detail the DePaul MOB with materials and features that would not constrain our freedom to develop the aesthetics of the hospital. In essence, the design team had to design the entire campus and associated building completely backwards from the traditional process in which the

Every department is accessible from the front entrance and main lobby. Warm tones, regionally inspired materials and dynamic curves draw visitors in and around the space. gresham, smith and partners

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With guidance from the MTMC chaplain, accent materials and textures were chosen to create a more inviting space for spiritual reconnection and a closer bond with the external world of the healing garden beyond.

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MOB takes design direction from the main hospital.

The DePaul Building was occupied 18 months prior to the completion of the hospital, and patient care was delivered on the campus with the backdrop of the 550,000-square-foot construction of the new MTMC. Once MTMC was completed, how did you support the staff?

Greg: Since many of the staff had been doing their jobs the same way in the same circulation patterns for 20 years, it wasn’t easy for them to embrace a new way of doing things.

We had countless sessions with all the staff to ensure that their ideas on standardization were met. We built mockups that mimicked the design of each room and allowed us to move things around easily to come up with the best configurations. We progressed all the way through to a 100% finished mockup that had the floor finishes, the ceiling, the paint colors, and even the devices that would be used. We walked the staff through the mock patient rooms so they could understand the layout before they even moved.

Since the hospital could not pause its operations, how did the staff and departments transition over?

Greg: We used a transition planning service and began moving the entire building at 5:30 a.m. on October 2,

starting with existing patients in the ICU, then oncology, then orthopedics. In most cases, ER patients went to the old hospital, but one woman came to the new hospital ER at 4:30 a.m. in labor and refused to go to the existing hospital. They made an exception and admitted her at 5:15 because they didn’t want her to have her baby in the parking lot.

Overall, did the transition run smoothly?

Greg: Yes. The transition was really uneventful, and it is a testament to great team planning. In fact, the CEO said he kept waiting for something to happen, but it was so well planned that it ran without a hitch. There was a convoy of ambulances that ran from one hospital to another. They expected it to take all day to move, but they were able to move about 100 patients from the old facility and admit them to the new hospital in about four hours.

The development of the new hospital was driven by the Integrated Project Delivery method (IPD). How does this method differ from standard

procedures and what are the advantages of using this process?

Greg: In most hospital developments the owner typically has a contract with the architect and a separate contract with the contractor, which, unfortunately, can produce adversarial relationships if something goes wrong. Each entity tends to think about their own interests and how to shift blame or responsibility.

With IPD, the owner, architect, and contractor enter into a single agreement which contractually binds each to the other to essentially create a three-legged stool. With this process, everyone puts the project first.

If someone needs help, the other two jump in to support instead of pointing the finger or deflecting. This team attitude permeates the entire project and makes everything run much smoother.

This was an enlightening process for us. Decisions made were not just based on design aesthetics, but with input regarding constructability, financial implications, and longevity.

The success of the transition is a testament to great team planning because it was really uneventful...

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JUDGES’ COMMENTS

“...an example of a well-executed project.”

What other process did IPD support?

Greg: The IPD team extended to subcontractors as well. The subs were involved with design assist in which solutions were coordinated across disciplines prior to final documents.

One example of design assist is the effort to develop a method of setting the windows prior to the installation of the masonry. The end result was the ability to weather-tight the building months ahead of the original schedule.

How did IPD reduce Requests for Information (RFIs)?

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How much of the success of this new facility do you attribute to IPD?

Greg: We were well ahead of schedule and more than $3 million under budget, all while the markets were crashing in 2007 and 2008. I attribute that success to the IPD process and the fact that the team was incentivized. In a standard agreement, the owner and the contractor usually split savings. For the first time in this company’s history, the designers were able to participate in the profit-sharing which created a great incentive that paved the way for a successful project.

Greg: Issuing RFIs is a standard process that the contractor uses to ask for clarification on the construction drawings, and it usually leads to a change order if there is a conflict on the documents or if information is missing. The Building Information Modeling (BIM) models developed

by GS&P and the mechanical, electrical and plumbing engineering subs on site allowed for a tremendous reduction in RFIs as well as better coordination of installed systems.

Greg: We spent a lot of time studying circulation patterns in the old facility. Our goal with the new facility was to not have any back-of-house functions in the view of the public.

Instead, every space that the public or a patient needs to get to is immediately accessible.

A project of this size delivered in the traditional method probably sees more than 1,000 RFIs, which adds tremendous cost and time to the process. The MTMC project had around 100 RFIs that were “real” and an additional 300 that were “confirming,” for a total of around 400—an unbelievably low number.

The chapel, administrative offices, outpatient diagnostics, imaging, emergency, same-day surgery and waiting rooms are all now off the main lobby. Visitors can access every area, including treatment rooms and diagnostic testing, directly from the lobby without seeing administrative areas.

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Circulation and wayfinding were confusing in the old building. What concepts were implemented to create an improved sense of orientation?

We also moved the emergency department (ED) to the front of the facility, something I’ve never done before.

How did relocating the emergency department improve wayfinding?

Greg: Typically, EDs are located on the back of the hospital, and because hospitals lock main entrances at night visitors must enter through the ED. This creates new circulation patterns, flows and even security issues.

By bringing the ED to the front and adjacent to the main lobby, visitors can safely park near the main entrance and walk around the corner to enter through the ED. It eliminates the poor visitor experience of having to come to the back door just to get to the front door.

Another priority of the new design was to enhance patient safety through standardization.

How was this supported?

Greg: In a hospital setting, standardization plays an important role in reducing the chances of medical errors. A great example of this is that every patient room at MTMC is standardized, or same-handed, allowing caregivers to always approach patients on the right-hand side of the bed. In a typical back-to-back room configuration half of the rooms approach the patient’s right side of the bed while the other half goes to the patient’s left-hand side. With the

Standardized patient rooms and decentralized nursing units help prevent medical error through their identical layout and familiar environments. Calming colors, warm wood tones and natural light illustrate the healing environment concept. gresham, smith and partners

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JUDGES’ COMMENTS

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JUDGES’ COMMENTS

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The healing garden wraps around the chapel creating peaceful, panoramic views.

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new facility, everything is identical, even in the nursing units, so that staff can easily move from floor to floor or room to room without having to reorient themselves.

We also incorporated distinct zones in each patient room to address the needs of the family, the patient and the caregiver, each with considerations to help maximize the healing experience. Designing an outboard toilet, for instance, removed a potential obstacle for caregivers as they enter the room. Placing the entrance of the toilet close to the patient’s bed reduced the space needed to travel.

Adding handrails to the path from bed to toilet helps mitigate patient falls. Placing the family zone far from a room’s entrance keeps loved ones out of the path of caregivers, but also reduces interruptions in the middle of the night. All of these details help to remove potential barriers to care, or latent conditions, and improve the environment’s ability to impact the healing process.

Explain the design team’s inspiration for the lobby.

Greg: Entering a medical facility can be a daunting experience. We wanted to soothe that anxiety through the design of the lobby. It’s not just a point of entry or transition; it’s a dynamic two-story space flooded with natural light, a gathering place where people can rest or congregate.

The design uses dynamic curves to pull visitors in from the front door.

The overall shape of the space makes you want to go all the way through to see what’s on the other side. Instead of just seeing everything at-a-glance, visitors follow the curves of the building to experience everything.

Ashley Roller: The main lobby is unique in that it follows the healing garden which in turn is wrapped around the chapel. Every step up to and inside the entrance is a surprise.

Because of the curves, you don’t fully see everything at once, more becomes revealed to you as you move through it. The curved façade shelters the healing garden creating a very private serene area, which is unexpected from the front door.

What interior design elements were used to create a serene environment?

Ashley: We drew a lot of inspiration from the landscape and scenery around Murfreesboro to design a continuous finish palette that was used throughout the building. We used a very unique stone that mimics

the natural elements of the nearby Stones River to create an uninterrupted sense of peace and tranquility as visitors navigate from the waiting area to the elevator lobby and into the chapel.

We also drew inspiration from working with the chaplain at MTMC to incorporate a vision of their faith into our design. Warm inviting colors, wood, stone and porcelain were carried throughout. We also created quaint, intimate seating areas and small cozy alcoves to provide visitors with private places of respite during their visit. We avoided anything too overpowering so that each space is warm and inviting.

What design concepts were used in transition areas?

Ashley: We wanted to eliminate any sense of hierarchy between departments or patient units, while keeping visitors oriented. Stone was used at each elevator bank on all seven floors and in every waiting area to create a constant reminder that this is the exit to and from each floor. We also

Every step up to and inside the entrance is a surprise...

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“We are thrilled to occupy this new space which provides us with room for future growth and easy access for our patients throughout the region.”

— Gordon Ferguson, Chief Executive Officer, MTMC

used glass screen walls as a continuous theme in the nursing units. The patient floors are curved, each with custom wall coverings imprinted with graphic images of Murfreesboro taken by local photographers, which aid wayfinding and orientation.

As the anchor, how has the completion of MTMC positively affected the Gateway Design District?

Greg: MTMC has the responsibility of driving further development within the district, and you can see evidence of the successful impact in the new medical office buildings both on campus and adjacent to the site and the surrounding medical clinics that have been constructed.

Retail and hotel projects continue to be built adjacent to the campus as well. All of this is possible due to acceptance by the community, staff and patients.

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What does this new facility mean for Murfreesboro and its citizens?

Greg: It was a huge accomplishment to build a new state-of-the-art facility that would prevent patients from choosing other locations, miles from home, for their healthcare. Even with the same number of physicians and staff, the patient census has far exceeded the client’s expectations. The community has clearly committed to the new MTMC. The campus is alive with activity and it is truly a destination for healthcare in Murfreesboro.

In fact, the MTMC chief of staff, Dr. Andrew Brown, has taken time to walk visitors around the new hospital because he was so impressed. A local woman was quoted in an article saying, “I cannot believe they built a facility of this magnitude and quality in little Murfreesboro, Tennessee.” That really sums up the whole project and the positive impact it will continue to have on the community. 

Central Sterile

Clinical Lab

Cardiology and Diagnostic Imaging Emergency Department

Patient Intake

Dietary

Lobby Chapel

Administration

Education

The chapel, administration, outpatient diagnostics, imaging, emergency, same-day surgery, waiting rooms and treatment rooms are all immediately accessible from the main lobby. Pulling the emergency department to the front of the facility improves wayfinding and circulation, as well as provides safe access at night.

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Innovative and self-reliant method serves as an example for deicing systems everywhere Portland International Airport DEICER MANAGEMENT SYSTEM ENHANCEMENTS

The Port of Portland has stringent regulatory requirements for managing discharges of storm water impacted by deicing chemicals from the Portland International Airport (PDX) to local surface waters.

Those requirements drove construction of an initial deicer management system in 2003 and subsequent implementation of significant enhancements to the that system in 2011. The enhancements will greatly improve the ability of the Port to achieve compliance with its regulatory permits and provide a significant increase in flexibility for responding to Portland’s highly variable weather and deicing conditions. GS&P has been a major contributor to implementation of the enhanced deicer management system, including leading development of the system concept during schematic design, providing high-end computer simulations using its GlyCASTTM deicer management software, and leading the design of an anaerobic fluidized bed reactor (AFBR) biological treatment system.

Client

Port of Portland through CDM Location

Portland, Oregon Market

Environmental Compliance Services

Civil Engineering Construction Administration Programming

A

deicer system was already in place at the airport. Why are the enhancements necessary?

PRINCIPAL-IN-CHARGE

Timothy P. Arendt, P.E. PROJECT MANAGER

Devon E. Seal, P.E. Project engineers

Mark R. Ervin, P.E. Jonathan R. Prier, P.E. Project coordinator

Melanie Knecht, P.E. ADDITIONAL

Thomas L. Dietrich, EI, LEED AP BD+C Jim Hagerty, P.E. John A. Lengel Jr., P.E. Diane Marable Robert W. McGormley Cheryl A. Shafer, P.E. C.R. Weaver, EI

Jon Prier: The need for enhancements to the PDX deicer management system was driven by the very limited ability of the Columbia Slough, which has historically received the airport’s storm water drainage, to assimilate deicer discharges. The Port’s limit for deicer load into the Slough is based on flow rates, so the higher the flow rate (in the Slough) the more they can discharge. The lower the flow rate, the less they can discharge. After the initial deicer management system was in place, the airport was able to collect additional data and perform more analyses of the expected range of flow rates in the Columbia Slough. They discovered that flows were sometimes lower than expected, and this led to some permit compliance issues.

What makes this site unique when compared with other airports?

Mark Ervin: Compared to other deicer management systems I’ve worked with, the enhanced PDX system offers more features and options for managing the wide variety of potential deicing circumstances that the airport might encounter. Getting all of the elements functioning together was a monumental task.

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Tim Arendt: Portland experiences some of the most unique deicing conditions in the country. While the climate is fairly temperate and total aircraft deicer use is typically less than 100,000 gallons per year, the airport is subject to unpredictable and intense icing events that can result in very high deicer use in a short period of time.

The Port is also faced with a unique regulatory situation in that it faces limitations on what it can discharge to its three primary outlets for storm water — the Columbia Slough, the Columbia River, and the local municipal wastewater treatment facility.

As Jon said, the Columbia Slough limitations are a significant driver with the NPDES permit governing discharges to the Slough being unique, complex, and under certain conditions, very restrictive. In addition, an outside agency has control over the flows through the Slough, which means there is not a significant relationship between the type of weather events and the flows in the Slough. Compared to other airports, the load of deicer that the local sewage treatment facility can expect is quite restrictive.

This combination of unpredictability, lack of airport control, and restrictive conditions for discharging deicer-impacted stormwater drove the need for a highly-controlled and monitored

JUDGES’ COMMENTS

“...very impressed with the complexity and

overall impact to the environment”

deicer management system. The core element of the enhanced system is a re-routing in winter of large volumes of stormwater currently destined for the Columbia Slough on the airport’s south side to the much larger Columbia River on the airport’s north side. This need to re-route large quantities of storm water from the south side to the north side of the airport in winter was a significant factor in the system cost.

So while none of the individual components of the PDX deicer

management system are unique to Portland, it is the combination of different deicer management elements, and the means by which they are controlled that make this system stand out.

The GlyCASTTM model was used to create simulations for weather conditions at the airport. How does that work?

Devon Seal: Airports apply deicer in order to make the planes safe for departure, and we had to understand

1999

2003

Oregon DEQ issues NPDES permit for Portland International Airport

DMS begins operation

1998 US EPA approves TMDL with waste load allocation for BOD to Columbia Slough

19992003 PDX designs and builds Deicer Management System

what future weather conditions might be and how much deicer might be applied in those future conditions.

The GlyCASTTM model uses historic weather data, which includes hourly data on precipitation and temperature. We have information specific to the airport, including the airport drainage system, the size of the areas where the deicer is applied and whether it’s on the pavement or other areas. Using the airport’s future flight schedule projections allowed us to consider future deicer management needs.

20072008 Schematic Design of DMS Enhancements

2006 Oregon DEQ issues Mutual Agreement and Order requiring PDX to address risks of noncompliance

2009

2011 2012

Oregon DEQ issues new NPDES permit

Treatment NPDES System permit Startup deadline Operation of Enhanced DMS

20082009

20092011

20112012

Detailed Design of DMS Enhancements

Construction of DMS Enhancements

First Season of Operation of Enhanced DMS

Consultant conducts conceptual design of DMS Enhancements

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AFBR Treatment Facility

The deicing system enhancements include storage for an additional 3 million gallons of concentrate and 13 million gallons of dilute stormwater, three new pump stations, an onsite anaerobic biological treatment facility, and pumping and conveyance to the new Columbia River outfall.

Outfall

Columbia River Existing Concentrate Existing Dilute New Concentrate New Dilute New Outfall Existing Pumps New Pumps

Portland International Airport

Columbia Slough

Dilute Storage

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Detention Basin

Concentrate Storage

Jon: We try to simulate all the processes that the deicer would go through, from when it’s applied to the airplane to when it gets to the storm sewers. This includes all the things associated with stormwater runoff, including runoff coefficients, losses due to different movements by the aircraft, and infiltration into the pavement. There are hundreds of inputs that we include in the model to define the hydraulic and hydrologic characteristics of the airport, as well as the geography of the airport and how that deicer and stormwater is going to move.

years. We simulated alternatives that we were considering during the schematics phase of the design and we could assess how the system would perform given different design elements. It really helped when we started looking at value engineering and different options.

We could ask, “What would happen if they used a different chemical for deicing” or, “What would happen if they combined flow from these two pump stations?” Being able to do that without having to perform pilot scale studies, or just guess, provided us an advantage.

There was a significant amount of data that Portland provided to you for input into the model. Is this typical?

Were there any particular value engineering options proposed during design?

Jon: It is not typical to include the amount of data that we used at PDX. We found that the Port of Portland had greater amounts of data available due to the complexity of their permit and management system, and also due to their previously established data collection procedures. Because of the amount of information available, we were able to conduct more specific analyses than we would have been able to do at other airports.

Tim: The project team placed a high priority on value engineering. The objective was to identify means by which costs could be reduced while still maintaining the functional integrity of the system and the ability to comply with regulatory requirements. The value engineering has

Devon: The model really provided us with the opportunity to look at how their existing system was operating under a range of potential weather conditions, going back 20+

been a collaborative effort among the Port, airlines, and design consultants.

Over a hundred potential value engineering concepts were proposed and over 30 were implemented.

How will the enhanced collection and treatment system operate?

Devon: The existing system was primarily a collection system that discharged collected concentrate water to the local publicly owned treatment works and metered dilute water to the Columbia Slough according to the permit conditions. It included pump stations, a storage tank and storage basin. These components have been tied into the new system components via the computer monitoring and control systems. There will be additional pump stations to collect water from more areas around the airport, and overall storage capacity will also increase.

The other big enhancement is the treatment system, which GS&P developed and designed. The system,

Based on other systems...this is definitely the most complex. It’s set up for just about every conceivable circumstance.

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nlike other treatment technologies, the AFBR system uses its waste products for a sustainable operation.

The AFBR biological system is designed to collect biogas given off by the bacteria working in the reactor and use it to heat the ice-cold incoming storm water and the building.

LEFT: The two large vessels in front are media separators, and behind them are the reactors, which extend 10 feet below ground. The green pipes and pumps are part of the fluidization loop which transports deicing stormwater through the system.

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which allows the Port of Portland to be less reliant on the sanitary sewer system, uses a biological treatment process. They’ll be able to treat the run-off onsite and discharge the clean run-off either to the sanitary sewer or to the Columbia River.

How will the new system be brought on line?

Mark: The treatment process, which uses an anaerobic fluidized bed reactor (AFBR), is a biological treatment system that uses bacteria to break down the deicer chemicals into methane and carbon dioxide. The system needs to be kept at about 90 degrees Fahrenheit, must be fed nutrients and the pH needs to be near neutral. The methane produced as a by-product is then used as fuel in a

Tim: We’ve been coordinating with the Port and it’s commissioning team which is verifying that the constructed system “checks out” prior to startup. GS&P developed detailed standard operating procedures for startup and operation of the treatment plant, as well as plans for performance testing after startup.

We will work alongside the system operators at the site throughout

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boiler that maintains the necessary heat. The system is very efficient, removing about 98% of the deicer from the stormwater stream.

startup to provide guidance on operation actions, troubleshooting and assessment of performance.

Was anything learned from the Portland project that you will be able to use on other projects?

Jon: The amount of information available from the airport has helped us improve our understanding of deicer runoff at airports in general. We can take the information gathered and conclusions made at PDX and apply them to other airports that may have similar circumstances.

Tim: We were also able to refine our process for implementing a deicer

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Hot Water Heater

Flare 1 2 3 4 5 6

INFLUENT Influent stormwater into system NUTRIENT FEED Adds microand macronutrients CAUSTIC FEED Maintains pH of reactors FLUIDIZATION LOOP Controls fluidization flow into reactors BIOMASS SEPARATION Shears biomass from carbon for wasting MEDIA RETURN Sends carbon back to reactor

7

FOAM SPRAY Controls foaming in reactor and separator 8 HEAT RECYCLE Controls temperature of reactors 9 BIOGAS Methane/CO2 discharge from system 10 HOT WATER LOOP Supplies hot water to processes and heaters 11 SOLIDS HANDLING Removes and dewaters sludge for disposal 12 EFFLUENT Discharge stormwater from system

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5

Clarifier 2

3

4

Fluidization Pump

12

Treated Effluent

SEPARATOR

REACTOR

1

Influent Deicer Runoff

11

6

Sludge

Media Return Pump

7

management system from concept development through startup.

John Lengel: In fact, we are in the process of starting another deicing system design for the Rhode Island Airport Corporation in Providence and we are using some of the modeling and deicer treatment techniques learned in Portland.

Are there other airports looking at the Portland model as a guide?

Tim: The aviation industry as a whole likes to say that every situation is unique, and that’s very true when it comes to deicer management systems. Individual system needs are

8

very much dependent upon local weather conditions, air traffic, permit conditions and airport infrastructure.

That said, I think that there are definite elements from Portland that the industry can use as a source of ideas and reference.

What about the Portland project makes you the proudest?

Devon: I guess the part of the project that I’m most proud of is the part of the schematic design where we were able to look at many different options and provide the client information so they could make an informed decision and design the best system to meet their needs.

Tim: I would say one of the key roles we’ve provided on this project is being able to identify what the essential issues were as the project evolved and help lead the team through the resolution of those issues. There are a lot of complex components in this design based in part on projections of future airport activities. It is difficult to develop concepts for a system that works in the here and now, but is adaptable for future circumstances.

I think GS&P played an important role to help ensure these complex issues were considered. Because of that, we were able to help guide a unique and critical project to a successful conclusion. 

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1,000-year rain turns REOstone Quarry into REOstone Lake REOstone Levee Reconstruction

In the first two days of May 2010, Nashville, Tennessee experienced a massive rainfall measuring 20 inches in some areas. The torrential downpour brought the Cumberland River to crest at 51.86 feet, its highest level since 1937. Nashville was declared a National Disaster Area with damage estimates near $1.5 billion.

One of the more devastating results was the failure of a levee that separated Richland Creek from the REOStone Quarry owned by Rogers Group, Inc. In just five hours, the 50-year-old quarry became a 42-acre lake with depths exceeding 500 feet. Adding to the destruction were two trunk sewer lines that had washed away, spilling raw sewage into the environment.

Client

Rogers Group, Inc. Location

Nashville, Tennessee Market

Transportation Services

Civil Engineering Environmental Engineering Utility Relocation Management

D

PRINCIPAL-IN-CHARGE

Joseph L. Vance, Jr., P.E. PROJECT MANAGER

Diane Regensburg, P.E. Project professional

Ted A. Kniazewycz, P.E. Additional

Dwayne Knalls J. Dale Mosley Robert E. Oswalt, P.E. Ken Stewart, P.E.

escribe the conditions of the REOstone quarry site.

How did GS&P’s solution change as the project progressed?

Ted Kniazewycz: Prior to the flood, the REOstone rock quarry had a 50-foot-wide natural solid rock barrier that separated Richland Creek from the 500-foot deep quarry.

During the flood, the water got so high and put so much pressure on the levee wall that it quickly eroded and spilled like Niagara Falls, filling the quarry in five hours.

Ted: We were initially brought in to present the Rogers Group with permanent dam options. They first thought we could build a concrete dam, but as we evaluated the situation and discovered the fissure we realized a dam wasn’t possible. We explained that what they needed was a levee, not a dam, and recommended using the available natural resources at the site.

We were called a week after the flood and were very interested because we’d watched this unfold on a live news broadcast, never dreaming we would be involved in this project.

The owner took us as close to the site as we could get, and what we saw was a 42-acre lake with 7 billion gallons of water connected to what used to be Richland Creek. What we couldn’t see was that not only did the levee breach the high wall of the quarry, the existing creek bottom was completely gone.

The force of the water eroded not only five feet of depth of the solid rock channel, it also eroded the rock ledge that supported the channel bottom. The levee could not be repaired in the same location because the supporting ledge no longer existed.

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Once the water level went down the full measure of the fissure was exposed: 20-feet wide and 150-feet deep—a feature that had been there for hundreds or thousands of years.

Since there was nothing we could do to fill or span the fissure, we had to come up with a different solution.

Our role shifted to design a levee that housed the destroyed sewer system, protected the quarry from catastrophic flooding, and created a new path for Richland Creek.

When you assessed the area, what emerged as the most urgent issue?

Ted: As a team, it was a lot. The Cochrill/Basswood trunk sewer line that was inside the high wall washed out, spilling raw sewage throughout 7

North

reostone quarry

Cumberland River

richland creek

North

reostone quarry

Cumberland River

richland creek

TOP: The REOstone Quarry operating normally before the flood.

ABOVE: The quarry immediately after 1,000-year rain event in 2010. gresham, smith and partners

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Richland creek

Aerial sewer line crossing

Quarry access road

Quarry HIGH wall

billion gallons of water, and creating a critical environmental situation.

flowing into the quarry, the creek and the Cumberland River.

Ken Stewart: And in addition to the 42-inch diameter sections of gravity sewer pipe that washed away, there was also a double barrel, 30-inch diameter aerial crossing—a gravity sewer that sits on concrete piers— that collapsed. So in an instant the city lost two large trunk sewer lines that served as the drainage basin for the west side of Nashville.

Next, Rogers Group stopped the creek from flowing into the quarry so they could start draining the water.

They placed a temporary earthen berm, or barrier, using whatever material they had at the site. Once the sewer lines were closed off and the berm was in place we quickly got started.

Ted: The first priority was to cut off the sewer flow. Metro Water Services contracted to install temporary pumps to bypass the section of sewer line that failed, and within a week stopped the raw sewage from

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What was complicated about the levee and the new sewer design?

Ted: The temporary pump system put in place by Metro Water Services was extremely expensive. It was costing an average of $125,000 a month

to operate and required 24-hour monitoring. It was exposed, which increased the chances of failure.

The safest place and best fit for the new sewer lines was inside the levee and under the new creek bottom, meaning maintenance wouldn’t be an easy task.

Ken: The large diameter shot rock boulders used to build the levee are roughly three feet in diameter and weigh about a ton each. Trying to dig through that material to fix a sewer line problem would be a nightmare.

The other line would be underwater and underground, but there was no other acceptable option. To protect the new section of the Basswood trunk sewer located within the levee

OPPOSITE PAGE: An aerial view of Richland Creek path and REOstone quarry before the flood.

VIDEO SERIES: Live video of the levee breach during the 2010 flood.

The levee breach reduced downstream flooding, but severely damaged quarry operations.

LEFT: The remainder of the previous quarry access road and fencing rests above one of the destroyed sewer pipes.

ABOVE: The force of rushing water into the quarry is evident through the exposed fissure and remnants of the aerial sewer line that crossed over Richland Creek. The size of the void made filling it impractical.

from damage during construction, the pipe was encased in concrete.

This prevents the lines from floating in a flood event, and greatly reduces the potential of a future leak into the environment.

For the trunk sewer line in the levee we essentially created a monolithic structure, which is a 300-foot long section of sewer put together in 20foot joints of pipe. The advantage is that the pipe joints can’t flex or deflect in any way.

Ted: We made it as stout as possible in the event that if a pipe failed the encasement of concrete would act like a pipe protecting the environment.

After looking at several options to reconnect the sewer lines, GS&P recommended an inverted siphon system. Why?

Ken: Metro Nashville Government was adamant that we were not to install another aerial crossing sewer line like the one that was washed away. One alternative was to install a gravity sewer that would have gone under James Avenue and Briley Parkway and impact an NES substation, which could have doubled or tripled the cost of the project. That gave us only a few options, and we ended up with an inverted siphon.

An inverted siphon is pretty rare; it’s the first one I’ve designed in my 13 years in engineering. Typically we

use gravity sewer or force main, but because both sewer lines were now underground we used an inverted siphon to transport the sewage flow under the creek and then uphill to rejoin the traditional gravity system.

An inverted siphon combines gravity flow with a short section of U-shaped pipe. Liquids flowing in one end are forced up and out the other end.

What kinds of natural materials were available on site and how were they applied?

Ted: Since Rogers Group owned the quarry and all the material sites close by, they wanted us to use as many natural materials as were readily available.

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JUDGES’ COMMENTS

“...impressed with response time ...thoughtful approach.” “...high pressure project ...extreme public visibility”

We ended up using clay as a core, armored with shot rock, which is a variety of rock types and sizes used to protect structures from erosion.

Clay is very impermeable to water.

It stays somewhat moist, but can be compacted to achieve high densities that reduce water to a slow migration over time.

What were some of the more unique challenges you encountered?

Ted: The location of the utilities provided constraints to the levee layout because of Tennessee Valley Authority (TVA) easement restrictions. There can only be a certain amount of fill placed under the power lines, but we needed a slope and creek bottom to bury the lines. The toe of the levee needed to be at least 10 feet from the fissure, which was running at a 45 degree angle towards the TVA easement. This was a critical element as the levee had to fit between these two constraints and the pinch point was where the levee was at its greatest height.

Also, when we started the final levee construction, we had to take out the temporary levee, so there was a period of time when the quarry was highly exposed; a significant

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rain event would have flooded it.

Luckily it didn’t, which was extremely fortunate.

This project’s complications were compounded by public concern over the location of Richland Creek. How did you address those concerns?

Ted: On the levee side, we were able to keep pushing the project forward because there were no other options.

There was a very vocal group from the Richland Creek area that wanted the creek to go back to the way it was before. We had many conversations and meetings to explain that we couldn’t put it back where it was because that didn’t exist anymore.

Once we showed them pictures of where the creek used to flow, we were able to explain how the creek we were going to put back would be environmentally improved. The use of graded rock allowed for the smallest possible footprint for this levee configuration.

It also provided overbank area from the relocated creek channel that could be used for habitat pools and trees and other plantings to enhance the creek and overall stream development. It would be the same length or longer, have natural trees and native

plantings. We wanted to make it as pristine as a creek could be.

Which aspect of this project had the most impact on you?

Ted: I’ll never forget that first time I went to the site and saw the quarry full of water. The wind was blowing pretty stiff, and there were white caps on the water and ducks floating in it.

It was literally a huge lake. I’ll always remember watching the transformation as the water was pumped out. It was pretty amazing.

Ken: You don’t run across this kind of project very often. The scope and urgency made it extremely challenging. We have deadlines with other projects, but nothing of this magnitude with so many site concerns related to timing and flooding.

What are you most proud of in this whole project as far as your personal involvement?

Ted: This was such a unique project.

Just the fact that we pulled it off is a great feeling. The client was very stressed because his asset, the quarry, was exposed for a long period of time.

He was really counting on us to get the job done. Even though they are a

The path of the quarry access road before the flood.

When the water level began to subside, the extent of the damage to the existing terrain was evident. The force of the water had removed five feet of material that was once the creek bottom, the previous natural solid rock barrier, all the material within the fissure and the wall of quarry supporting the road. Many local residents struggled to understand that returning the creek path to its original place was impossible.

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The construction of the levee continued until it reached the elevation of the 1,000-year rain event. The clay core is 15 feet wide at the top and is covered with a load distributing geotextile fabric and an interlocking rock layer. The upstream armoring stone consists of angular limestone material ranging in size from 12” up to 36”. The material is free draining to allow for the rapid draining of the water after flood events to limit infiltration into the clay core.

concrete barrier

1

Riding surface shot rock berm fill

richland creek

Select berm fill

CLAY CORE FILL

sewer line

construction company, they couldn’t design it themselves. They could’ve called many engineering firms to help, but they called us. That is very gratifying.

Ken: The teamwork was amazing.

This is the first time I’ve collaborated with Ted and Diane and the transportation group, and they jumped in and helped wherever needed. It just feels good to be a part of a group like that. Working with three different surveyors to gather and organize information so we could produce an accurate design didn’t leave much room for error, but we worked together and made it happen.

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Concrete encasement

Diane Regensburg: It was also very rewarding to know that we exceeded the owner’s expectations by designing a project that addressed all the site constraints and allowed for construction of the new levee utilizing resources readily available to the owner. Our ability to thread a design solution through the site that used readily available clay and shot rock was a bonus that they did not expect.

Most of all, being able to solve a problem caused by the Nashville flood was extremely rewarding. I had personal friends and colleagues who were greatly devastated by the

keyway Depth – 2’ minimum Width – 15’ minimum Length – 600 feet

flood, and I spent many hours helping them recover. Being able to also use my engineering skills to address this problem was professionally fulfilling. I’m very proud of what we accomplished. 

The top riding surface consists of 30” – 36” of surge stone and base materials that will provide the surface for the 170,000-pound trucks working at the site.

2 quarry wall

With the site protected, work to gain access to the lower areas in the quarry continues.

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Management plan strengthens and promotes scenic corridor as one of the community’s most valuable assets River Road Scenic Byway Corridor Plan

Kentucky is known for its beauty and rich history, and running through some of the area’s most significant historic and scenic landscapes is the River Road Corridor, one of Louisville’s most valued assets. The seven-mile stretch represents Jefferson County’s only designated scenic byway, and is a critical transportation link between northeast Louisville and the central business district. The Federal Highway Administration (FHWA) grant, through its Scenic Byways Program, enabled the Louisville Metro Department of Public Works and Assets to partner with GS&P to strengthen and promote the corridor’s plentiful resources while providing safe access to all, with special consideration for bicyclists and pedestrians. With an active and vocal community for and against changes to the corridor, GS&P was challenged with meeting the needs and requests of the client, while addressing the concerns of an involved and passionate neighborhood.

Client

Louisville Metro Department of Public Works and Assets Location

Louisville, Kentucky Market

Land Planning and Design Services

Planning Landscape Architecture Master Planning Transportation Engineering

H

ow did the project originate?

PRINCIPALs-IN-CHARGE

Christopher H. Dickinson, P.E. Jonathan D. Henney, AICP, ASLA PROJECT MANAGER

Jonathan D. Henney, AICP, ASLA Project professional

Felicia Harper ADDITIONAL

John Campbell Tim Gehlhausen, RLS Trey Rudolph, RLA

Awards

2011 Kentucky Chapter of the American Planning Association Outstanding Plan, Large Jurisdiction

Jon Henney: This project was implemented by the Louisville Metro Department of Public Works and Assets working in collaboration with two sister agencies: Metro Parks and Planning and Design Services. The project was a result of federal funding for the FHWA’s Scenic Byways Program, which was created to develop management plans for existing state or federal scenic byways. The segment of the River Road Corridor we were working on was already designated as a state scenic byway, and this management plan was a precursor to opening up the option to pursue federal designation.

Why was the corridor such an integral part of the community?

Jon: The River Road Corridor is an important transportation route. It’s one of two corridors that services the eastern part of Jefferson County to downtown Louisville, but it traverses through some of the area’s most significant cultural, historic, environmental and scenic landscapes.

Describe the various community stakeholders and their primary concerns.

Jon: We had a very broad group of individuals across the county that helped us realize just how highly regarded the corridor was as a

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fundamental resource. There were three non-residential nodes within the area representing a number of business interests, and they were very passionate about what they thought should or shouldn’t happen within their particular areas. There were also many concerned citizens who didn’t necessarily have a direct stake in the outcome—they didn’t ride bikes or live on the corridor—but they were passionate about the roadway because of its scenic qualities.

Did you expect the level of community involvement and concern?

Jon: We had suspicions, but it wasn’t until our first public meeting that we got the full impact of the level of passion. Our initial plan was for the consulting team to do a presentation and talk through the intent and details of the project, but after realizing there were a lot of people with concerns who just needed to vent, we had to give them the opportunity to do so. It was not only the diversity of the interest groups, but also the strength of conviction of each.

Many of them were competing for what they wanted to see happen along that corridor. For example, bicycle traffic had been increasing over the years resulting in conflicts with automobile traffic. We knew going in that the bicycle community would be a very large and interested contingent because Louisville Metro

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had already committed to provide some type of bike facility along the corridor.

know that a large percentage of the consulting team was local and knew the corridor.

One of the biggest hot buttons was that the county had recently closed a one-lane bridge in order to widen it. It was a single-lane bridge with two lanes on either end of it, which meant that each car had to wait for oncoming traffic to cross the bridge before taking its turn. A river watchdog group called River Fields opposed widening the bridge, and actually filed a suit against the county. Halfway into construction, the project came to a halt. Since this was such an important transportation link, commuters couldn’t get downtown or to their businesses. As you can imagine, there were a lot of irate individuals.

GS&P had four major goals in terms of the social, economic and sustainable benefits. How did you come up with these goals? Had you used them in past projects?

After the concerns were heard, what was your strategy to address them and meet the needs of state and local governments?

Jon: We assembled an advisory group to help with the planning process and made sure that it had adequate representation from all of the different interest groups. We also set up individual focus groups to address the specific concerns of each, and actually sat down oneon-one with each group so we could understand their unique concerns and issues. In complex community situations like this, we always like to make sure that everybody understands who the consulting team is and what each firm or individual does. It was important for them to

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Jon: In part, the goals originated with the FHWA’s requirements for a scenic byway to preserve the intrinsic qualities of the corridor. Once we began exploring the details of the corridor and listened to each of the interest groups, we were able to develop four overarching goals for the project’s vision: Safeguard What People Value, Tell the Stories of the Area, Make Way for Play, and Enjoy the Journey. Once the vision stated where the community wanted the corridor to go, we were able to break down strategies and objectives related to each goal.

And what were some of those strategies?

John Campbell: We developed 78 implementation strategies (see examples on next page) based on the four main goals, and all are meant to ensure the corridor’s resources

are protected and preserved for future generations. Several steps have been taken to help ensure the successful implementation of the plan, including establishing timeframes and priorities, assigning ownership and accountability for each recommendation, and identifying potential funding sources to help move the project forward.

There were a number of significant historical landmarks involved in this project and stakeholder concerns associated with each. What was the approach to address these concerns?

Jon: Corn Island Archaeology did an extensive literature review and worked with the state Historic Preservation Office to pool together a comprehensive compilation of studies that identified the cultural history of the area. One of the historical areas, Country Estates of River Road, is the largest continuous group of estates in the United States, and is listed on the National Register of Historic Places. The estates were originally developed as homes for the old movers and shakers of Louisville, and current owners were worried that changes to River Road would negatively affect the character or scenic qualities of the roadway. A

...it traverses through some of the area’s most significant cultural, historic, environmental, and scenic landscapes.

Section 4 (of 6)

Ohio River

Interpretive Project Stewardship Project (Natural, Scenic, Historic) Mobility Project Recreational Project Comprehensive Project area (node) denoted by letter Possible Multi-Use Trail Alternatives

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strategies and action items were identified for the corridor Character Districts as a means to implement the community goals and objectives. The items were generally grouped into three project types: interpretive, stewardship, and mobility.

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Goose Creek Restoration and Watershed Management Plan: Protect endangered bat species and restore degraded vegetation

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Goose Creek Pull Off: Allow motorists a safe place to stop and enjoy the view

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River Camp Interpretation: Preserve historic vacation homes

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Bicycle and Pedestrian Facilities: Better accommodate recreational activities

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Little Goose Creek Preservation and Restoration on Bluffs: Protect valuable ecosystem

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Conservation and Interpretation of Agricultural Lands: Conserve and protect farmlands

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Riverside Beach Road Area Conservation and Preservation: Conserve and protect bottomland ecosystem and provide public access

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Megafauna Interpretive Venue and Trailhead: Provide interpretation of Mammoth archaeological site for visitors

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Habich Site Interpretation: Protect and interpret Archaic Period residential camp and mortuary site

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Wolf Pen Branch Intersection Improvements: Reconstruct intersection to improve driver safety

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Harrods Creek Bridge Area Interpretive Venue: Interpret historic significance of interurban line

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Harrods Creek Watershed Management Plan: Create and implement plan to improve creek’s health and value for surrounding marinas, restaurants, residences and farmland

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Eastern Bridge Trail Heads and Belleview Interpretive Venue: Design trailhead at the eastern bridge and interpretation for historic Belleview Farm

B

Harrods Creek Village Byway Center: Develop master plan to enhance village character of the commercial area and promote as a destination along the corridor

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“A judge comment goes here�

ABOVE: With the help of the state Historic Preservation Office, a comprehensive compilation of studies identified the cultural history of the area starting in 1773. The management plan focuses on preserving these historic areas along the corridor and educating the public through interpretive signage.

LEFT: Public participation was critical to the planning process, including an Advisory Group, numerous stakeholder interviews, a Technical Advisory Group representing local and state agencies, user group meetings, and general public meetings.

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JUDGES’ COMMENTS

“...very well presented to the general public.”

significant amount of time and effort was spent throughout the planning process reassuring property owners and other stakeholders that we heard and understood their fears. As a result, each of the proposed strategies and actions put forward in the plan takes into consideration the impacts to the corridor’s intrinsic qualities and attempts to preserve and protect those qualities.

Were there any “ah ha!” moments for citizens who had been particularly vocal? Any unforeseen commonalities between conflicting groups?

Jon: If this project did nothing else, it opened people’s eyes to issues they’d never considered before. The more information that was shared by each of the varying special interest groups, the more they understood the importance of the interaction between them. Each group began to appreciate the other points of view and why they were important.

All groups learned something that they hadn’t thought about and each gained an appreciation and respect for the other opinions. As a result, they realized they weren’t the only individual or interest group that was passionate about this corridor.

That was the one unifying or common thread. Despite the specific differences of opinion, everybody was there because they cared about the corridor and wanted to make sure it

was preserved for future generations.

The debate was over how that would be achieved. And in the end, they realized that if the project was going to be a good thing for the community, they would need to rely less on the government and step up to the plate to actually make things happen.

What part of this project and this process will you take with you for future projects? What aspect of the project makes you most proud?

John: When I moved to Louisville in 1994, I quickly discovered the corridor and its beauty. There is just something about it that pulls you there. I love driving family and friends along the river and showing them the estates and the different focal points of the corridor. From a personal standpoint, I was very excited and proud to participate in this project, and I look forward to having a part in preserving it. From a technical standpoint, I found it interesting to observe the process and the steps that Jon went through

to address all the various concerns and attempt to satisfy everyone while focusing on the task at hand.

Jon: Even when projects are similar, they’re each unique. This project has helped us fine tune the tools we use to work with the public, particularly in diverse or controversial situations, to understand their issues and form recommendations. We tried different survey methods and learned how some can be effective while others need to be tweaked before we use them again.

As a resident of Louisville having grown up on this corridor, I recognized its value to the community. I feel privileged to have had an opportunity to produce a plan that will help ensure the value and character of this corridor for generations to come. It’s also gratifying to know that this project has been recognized beyond GS&P and acknowledged by our peers in the landscape architecture world. 

...I quickly discovered the corridor and its beauty. There is just something about it that pulls you there.

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Brownfield site is transformed into a beneficial, aesthetically pleasing wastewater facility Second Creek Wastewater Storage Facility

Like most of the country’s sanitary sewer collection systems, the Knoxville Utilities Board’s (KUB) system was old and deteriorated, a state that prompted the PACE 10 improvement program in 2004. As part of the program, KUB determined there was a need for a new storage facility to reduce peak flows to the Kuwahee Wastewater Treatment Plant. The new tank and pumping station, The Second Creek Storage Facility, was planned for a brownfield site formerly used as a manufactured gas plant. Despite unforeseen issues to an already challenging project, the completed facility not only addressed issues with the treatment plant and sewer system, it transformed the brownfield into a functional, neighborhood-friendly asset.

Client

Knoxville Utilities Board (KUB) Location

Knoxville, Tennessee Market

Water Services Services

Engineering Construction Administration

T

PRINCIPAL-IN-CHARGE

William J. Whitson, P.E. PROJECT MANAGERs

J. Dale Mosley Craig S. Parker, P.E. Project professional

Anthony Crist, P.E. Project ENGINEER

Michael L. Orr, P.E. ADDITIONAL

Marion J. Adamson, AIA Andrew Bratcher Chris Childress, LEED AP Kenneth Church, RLS Jason E. English, P.E. Eric Gamble Max Kenneth Koffman Christopher B. Lehman, P.E., LEED AP Jason Moseley, RLS Terence S. Mulvaney, RLA, CLARB Robert E. Oswalt, P.E. Kenneth A. Richards, P.E. Wayne Smithson Steven J. Snoddy, ASLA, LEED AP Liz Southard Ken Stewart, P.E. James R. Wilson, P.E., LEED AP

Awards

Tennessee Engineering Excellence Awards - Grand Award in the Water Category, ACEC of Tennessee

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his isn’t the first project GS&P has done for KUB. What is the scope of this and related projects?

Describe the condition of the collection system when GS&P became involved.

Craig Parker: The Second Creek tank is actually the fifth storage and pumping facility project we’ve been involved with for KUB. The primary function of the first four, which were done as a group, was to provide overflow abatement in the sewer collection system. The Second Creek tank and the Lower Third Creek tank are being constructed simultaneously to provide peak flow equalization for the Kuwahee Wastewater Treatment Plant. All six tanks are part of the KUB PACE 10 program.

Craig: Like most of the country’s sewer systems, the sanitary sewer collection system had deteriorated over time. Because of its age and condition, inflow and infiltration occurred during heavy rains, causing the flow in the system to exceed its capacity. Additionally, the Kuwahee Treatment plant would experience peak wastewater flows above the plant’s treatment capacity.

What is the Pace 10 Program?

Craig: PACE 10 stands for Partners Acting for a Cleaner Environment: A 10-Year Program to Improve Our Waterways. The PACE 10 program was formed to aggressively address Sanitary sewer overflows (SSOs) and treatment plant capacity issues.

SSOs and aging treatment plants are growing concerns across the entire nation. KUB, like many other utilities, is under a federal Consent Decree to make system improvements. Whereas the first four storage and pump station facilities were focused more on reducing the SSOs, these last two tanks are focused on treatment plant improvements.

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The purpose of the Second Creek facility is to allow the operators at the treatment plant to divert flow from the sewer into the storage tank during peak flow events in order to reduce the peak flow coming in to Kuwahee.

Once the flow in the collection system subsides and the operators are ready to accept additional flow at the treatment plant, the controls are set to allow the tank to pump water back into the system at a controlled rate within the capacity of the system and treatment plant.

How long had KUB owned the manufactured gas plant site?

Anthony Crist: The site was actually one of the original properties of the Knoxville Gas Light Company, which later became part of the Knoxville

BEFORE: Photographic renderings from the schematic design phase were utilized to demonstrate to the owner and the public how the finished wastewater storage facility would look. AFTER: Despite the challenges created by the bisecting road and the site’s environmental condition, the project was completed in advance of the EPA mandated deadline and within the budget.

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Constitutes in the soil and groundwater present at the site can degrade PVC, butyl rubber, and other plastic and rubber materials typically employed on a wastewater project. This necessitated the use of alternate construction materials. Site preparation required the use of an exclusion zone for regulated access. Only 40-hour OSHA HAZWOPR trained workers were allowed within the exclusion zone. Continuous air monitoring for worker safety was required in and around the perimeter of the exclusion zone, protective disposable outer clothing was required and all vehicles and equipment leaving the exclusion zone had to be cleaned by wash-down procedures to prevent migration of the materials offsite.

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JUDGES’ COMMENTS

“...applause for contextsensitive approach.”

Utilities Board. From the turn of the century until around 1960, it was burning coal under controlled conditions and collecting the gas to make coal gas at the manufactured gas facility; a common practice throughout the United States until the 1950s when natural gas started being piped up from the Gulf of Mexico and distributed throughout the country.

What is a brownfield?

Anthony: A brownfield is a piece of land that’s been blighted or somehow made unusable by industrial activity.

It needs cleanup, like removal of old dilapidated structures or, in this case, environmental contaminants from the soil and groundwater. KUB had already committed to restoring this site to beneficial use which was part of the decision to use this site for the storage facility.

What was done with the excavated soil?

Craig: Excavated soils were transported to an approved disposal facility and disposed in accordance with

state regulations. Groundwater was pumped from the excavated area and treated in an on-site treatment facility, then discharged into the sanitary sewer system.

features, landscaping and secure but decorative fencing. Since this tank is above ground, we wanted to make sure the final finish looked consistent with the neighborhood.

Because this land had been unused for some time, what kind of impact did you want the new facility to have on the area?

One of the things we’ve touted all along through this whole group of storage projects is the communityfriendly design. By using odor control and enhancing the appearance, we’re trying to be good neighbors.

Craig: This area of town was somewhat under-developed. Our site was really just a paved parking lot with weeds growing up through the cracks, and an old rickety fence around it.

In 2005, when our team built the first group of tanks, KUB made the decision to consider the appearance of the facilities so they would blend with the neighborhoods.

Architectural concepts we developed for the initial four tanks were carried forward for this project.

What were some of the architectural aspects of the design or elements used to blend in with the community?

Craig: We used brick and cap stone, a curved roof and other architectural

What has the Second Creek facility solved for KUB, the associated systems and the community?

Craig: The Second Creek facility works in conjunction with the Lower Third Creek storage facility to reduce peak wastewater flows to the Kuwahee Wastewater Treatment Plant, which enables the Kuwahee plant to operate more effectively.

The design of the Second Creek facility and associated trunk sewer improvements also solved some capacity and condition issues in the surrounding sewer collection system.

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JUDGES’ COMMENTS

“...environmental remediation really impressive.”

What part of this project will you remember most and/or take with you to the next project?

Anthony: Going forward, we’ll definitely look at the brownfield sites more closely before we build on them.

Even though the borings didn’t show any contamination in the bedrock, it was there, and we hadn’t planned on it. Had we known it was there, we would have chosen compatible materials during design instead of having to research and change materials during construction. Next time, we’ll have a better understanding of the potential effects on construction materials and procedures.

Dale Mosley: It was a tough site to put a pump station and storage tank on. Other sites were considered, but in the overall picture, cleaning up this site and putting a 5.5 million gallon storage tank on a site with height restrictions was a huge accomplishment. Meeting all the goals of the project was pretty tough, but the team pulled together and came up with a great looking storage tank and pump station. Driving past it, you would never know it is a storage tank because it fits right in.

Craig: Despite all of the challenges, we felt like we could meet the EPAimposed June 30, 2011 deadline, and our guys really stepped up to meet deadlines and get the job done. I am proud of the way the team came together to make sure that failure was not an option. 

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The design team made every effort to incorporate aesthetically pleasing features into the project. These features include architecturally enhanced buildings and structures, decorative perimeter fencing with masonry and stone columns, landscaping and grassing.

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Master plan creates a unique urban landmark and innovative healthcare system Shanghai International Medical City

An innovative rethinking of the conventional hospital campus captured the commission for a brand new medical complex in Shanghai’s Hongqiao district.

Intended to serve not just local residents but a national and international clientele, the campus is super scale: a 77-acre site, five million square feet, 3,000 beds, five hospitals and specialty clinics.

Central to the master plan is the core support facility, which will enable the site’s private and public medical groups to share state-of-the-art diagnostic equipment, and eliminate the expense of each hospital and clinic providing its own. With strategies to deliver a garden-like setting and design breakthroughs that will provide a carbon neutral site, the campus establishes an oasis of healing and a civic amenity in an intensely urban environment.

Client

People’s Republic of China Location

Shanghai, China Market

Healthcare Services

Architecture Engineering Planning

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et the stage. Why Shanghai?

PRINCIPAL-IN-CHARGE

Kevin K. S. Kim, AIA Project Manager

David J. Stewart, AIA, NCARB, LEED AP Project Designers

Jeffrey W. Kuhnhenn, AIA, LEED AP Gregory J. Wieland, AIA Samuel Chunfu Lin

Kevin Kim: The Chinese government wants Shanghai, which is becoming a truly international city, to replace Hong Kong as their center of finance and technology. To make this happen, they have to attract top-level talent from all over the world, as Hong Kong does now. That means providing a higher standard of living in the city.

Project Planner

Frank Swaans, AIA, EDAC, ACHA, FHFI, LEED AP

Compared to Hong Kong, Singapore and other major Asian cities, Shanghai, and really all of China, is lacking quality healthcare services.

When ex-pats, especially well-todo foreigners, get sick, they usually fly out of the country for care. The goal of the Shanghai medical city is to be an experimental showcase for China’s healthcare future.

PROJECT Professional

J. Brent Hughes, AIA, NCARB, EDAC, LEED AP BD+C Project coordinator

Claire Wallace Project Engineer

David V. McMullin, P.E., LEED AP

Beyond the healthcare-related goals, the government also wants a landmark — not just another medical center, but something unique. Part of achieving that goal is creating a park-like campus that minimizes the institutional feel and dispels the idea that hospitals are only places for the sick.

Awards

AIA Middle Tennessee Design Award, Unbuilt Category

What are the components of the medical city?

David Stewart: There’s an administration building for personnel who will oversee the whole campus, and

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then there are the separate hospitals. Huashan, an existing Shanghai hospital, will have a facility here focusing on neurological medicine, neurosurgery and dermatology, as well as a minor portion that acts like a general hospital.

Kevin: Another hospital is for cancer treatment. Then there’s an international hospital that serves as a general hospital for medical tourism or those who are privately insured.

David: One thing we’ve learned is that medical tourism isn’t just people coming from the United States or other countries to have surgery because they can do so for a lower cost in China. It’s also people coming to Shanghai from other cities within China for special procedures. The campus is about five miles from a central transportation hub with an airport, highspeed rail and other transit modes, which improves accessibility.

Explain the role of what you call the “shared facility” at the center of the site.

Kevin: Let’s say the Chinese government wants to bring in a worldrenowned orthopedic hospital or cutting-edge heart hospital someday.

If the specialty hospitals have to build a complete facility from scratch, the large investment in capital and time would make it a very unattractive proposition.

The master plan calls for the development of approximately five million square feet of healthcare space to accommodate 3,000 beds and support space dispersed among five hospitals, multiple specialty clinics and a core support facility.

The campus shares boundaries with multiple transportation hubs.

Studies of traffic and circulation patterns have been addressed through facility placement and interior roadway designs.

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1A - Shared Facility

The shared facility is the central distribution point for all logistical services — food, laundry, supplies — as well as the location of the latest diagnostic technology, treatment centers, even surgery. The orthopedic hospital would simply need to send experts and doctors, and build out a medical office in the specialty clinic building. They will use the shared facility for diagnostic and treatment needs and won’t need their own MRIs, x-ray and CT scan machines.

The advantage is that you can have cutting-edge, expensive technology — something that maybe an individual hospital could not afford on its own — and everyone can share it.

This sounds very rational for medical cost controls, which is perhaps why it also sounds revolutionary.

Kevin: Having multiple hospitals plug into a shared service facility is a new concept. I don’t think there’s a similar case anywhere in the world.

What’s especially difficult is figuring out how this would work because the Shanghai campus will be a mixture of public and private hospitals.

In the United States, all the hospitals would have to come together voluntarily and create a shared facility.

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1B - Huashan Hospital

It would be an unusual and difficult scenario. It’s possible in China because the government there is very strong and does a lot of central planning.

Huashan is public?

Kevin: Yes, but the cancer, international hospitals and shared facilities would be private. All the specialty clinics would be private. The question is how do you mix public and private, non-profit and for-profit?

How do you manage this thing? It’s a good idea, but what’s the liability and how do you share the profit?

These are real life issues, and that’s what they’re in the process of figuring out.

Have you had experience with a medical operation this big?

1C - Cancer Hospital

usually piece-by-piece additions over 20 years. Here they’re condensing all that into a very short time period — a ten-year build-out from scratch.

GS&P was awarded this project as the result of a competition. I assume it was international?

Kevin: Yes, there were four teams: one from Japan, one from Germany and one Swiss.

David: The Chinese thought our scheme was the best, but a lot of it is also developing relationships.

Our first involvement was a feasibility study two years ago that was featured in Showcase 2. Since then we’ve developed the site master plan and worked through more detail on the specifics of the project, so it has evolved over time.

David: We work on medical campuses of this size all the time, but

...a shared facility is a new concept... ...there’s [not] a similar case anywhere in the world.

1D-G - Specialty Hospitals

2 - International Hospital

3 - Long-Term Patient Care and Retail

The master plan is organized to allow for phased design and construction over a ten-year span.

The platform or public plaza is essentially a roof garden that slopes up from the edge to three stories above street level, with two functioning stories and parking beneath.

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ABOVE: The shared facility lobby connects diverse public spaces like education and convention functions.

RIGHT: Road entrance shows ramping to the entry platform and sky bridges.

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TOP: Outpatient lobbies are highlighted by skylights and a curtain wall that provide an abundance of natural light and a strong connection to the campus’ park-like setting.

ABOVE: Luxurious VIP suites include private nurses, a concierge, special food service and suite space for families.

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f all building types, hospitals are among the highest in terms of energy consumption. Shanghai International Medical City strives to be the world’s most energy efficient healthcare campus by generating, conserving and recycling energy.

GENERATE The campus is designed to generate its own energy utilizing photovoltaic panels, geothermal heat exchange and biomass systems.

CONSERVE It will conserve energy by utilizing high performance lighting, HVAC equipment, building envelope and a vegetative roof system.

RECYCLE Energy will be recycled by capturing and reclaiming energy from building exhaust, rainwater harvesting, gray water and turbine exhaust.

The platform concept, in which the five main facilities connect on subterranean levels topped by a public plaza, seems to have been key to the organization of the site.

How did the concept evolve?

Brent Hughes: We were having a lot of trouble organizing site circulation strictly in plan. We didn’t have enough acreage to accommodate separate inpatient and outpatient entrances and paths, nor for separate parking for staff, inpatients and outpatients without then having no space left for public and park space.

Frank Swaans: Chinese building codes also mandate more stairs and elevators than the United States, which increases the space needed for circulation.

Brent: Separating inpatients and outpatients isn’t a big deal in the Unites States, where we have many freestanding outpatient facilities. In China, however, it’s a major concern because these tend to be grouped with hospitals, so there’s a very large number of outpatients coming to a hospital for treatment. Separating those two circulation paths was important, and the only way we could effectively accomplish it was with a sectional solution—by layering.

Kevin: The platform or public plaza is essentially a rooftop garden that slopes up from the edge to three

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JUDGES’ COMMENTS

“...sustainability aspects are phenomenal.”

stories above street-level, with two functioning stories and parking beneath, below-grade. The spaces under the platform are for functions that don’t need windows: surgery, diagnostic equipment, storage, cooking, laundry, etc.

Explain the circulation basics.

Kevin: Outpatients enter at streetlevel and are kept to the perimeter as much as possible. Inpatients enter from the platform to the shared facility at the center. They can then move to the surrounding hospitals via paths underneath the platform.

Medical staff and service workers also move underneath the platform.

This “off-stage” circulation is out of public sight to minimize the institutional feel and maximize the park-like setting.

Frank: We estimate there will be 18,000 workers on the site at full buildout. Paired with the thousands of outpatients, this is a lot of people.

Kevin: That’s why the circulation solution is so important. We need to keep all the facilities connected, but we don’t want people to feel like they’re under the platform. So we cut light wells into the platform to provide natural light to a large sunken garden. We organized most of the offices and patient circulation along this sunken courtyard.

Frank, as the planner on the team, what challenges kept you up nights?

facility, period. In the United States we have isolation rooms.

Frank: Well, certain idiosyncrasies in programming for Chinese medicine.

In a Chinese hospital, for example, 50-60% of revenue comes from the pharmacy. This percentage is much greater than in the United States, so we have to account for a considerably larger pharmacy in the program.

The Chinese also sometimes express a desire for natural ventilation; in the United States all buildings are fully pressurized.

Another cultural difference is that in China, it’s very common to offer a multi-care delivery system in which you have very luxurious VIP suites as well as three- and four-bed wards. The high-end care is much different than in the United States: private nurses, a concierge, special food service, suite space for families.

In the United States it’s generally equal access.

China requires separate kitchens for patients, staff and public that cannot be shared. In reaction to the SARS scare of some years ago, all infectious patients, inpatient or outpatient, must go to a separate

So it’s a balancing act between their codes requirements and what the Chinese want to import from western medicine, to push the envelope in healthcare delivery. It really challenges your creativity.

Speaking of a balancing act, how does your master plan harmonize distinct design identities for each facility with the sense of a unified campus?

Kevin: The biggest unifier is the park setting—the common platform with its trees and landscaping.

Was the park part of the Chinese program?

Kevin: No, we promoted the park to them, and it’s not just for medical staff and patients. It’s open to the

...the clients want you to push the envelope. They allow you to plan and design with freedom...

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The Shanghai International Medical City will serve as a landmark project for the city of Shanghai. The new campus seeks to dispel the idea that a hospital is a place for the sick by creating a serene garden-like environment that instead creates an oasis for healing.

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JUDGES’ COMMENTS

“...the design is bold and powerful in its expression.”

public, especially on the north side with the administration building and the plaza. Adjacent to this side the city is developing a commercial center with lots of offices and a retail street. We expect some of these people will come to the site, maybe during their lunch hour, and use the plaza. There will also be a food court on top of the shared facility.

David: ...as well as a conference center, classrooms and general retail.

So the medical campus will look very green. How green will the site be in terms of sustainability?

Brent: We proposed, and the client agreed, to plan for a carbon neutral site. We got to a 77% reduction in energy usage. Then we paused because we didn’t think we could go further in ways that were economically feasible.

For example?

Brent: Photovoltaics — solar panels — where we were looking at a 30-year payback on 20-year technology.

Kevin: And Shanghai is usually overcast.

Brent: But the client consensus was: Try to do the most that you can anyway. If this is going to be a landmark project, pull out all the stops. So we added cutting-edge elements with captured waste. For example, we will re-utilize rainwater from heat systems. Instead of treating garbage as typical waste product, it was used to our advantage, using the methane gas it produces as a fuel source. It’s tried and true technology but we’re using it in a new application.

We ultimately got to a 95% reduction.

How much of that will survive the real costs phase, I don’t know, but it’s a good starting point.

What about this project could have applications outside of China?

Kevin: Not only are we designing a much larger-scale campus than is typical, but the concept of the shared facility could apply elsewhere. How that could potentially bring together a wide variety of expertise without

necessarily building separate hospitals for each is definitely pushing the envelope in healthcare delivery.

Frank: From my perspective, what’s special about the Shanghai project is that the clients want you to push the envelope. They allow you to plan and design with a freedom that we’re not often given in the U.S. Why is that true?

David: In the U.S., whether the client is for-profit or non-profit, all are looking at the bottom line and the schedule. In China, they have a financial sense of what’s feasible and what’s not, but they’re willing to push the limits significantly more.

Kevin: In China, there’s another motivation: an expression of status as a form of nationality. Look at how much they spent on the Olympics in Beijing. This is very similar—a unique healthcare campus they can show off to other countries.

David: They’re putting their stamp on the world. 

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Counterintuitive reduction in number of baggage claim devices eases use, smooths passenger flow Tampa International Airport Baggage Claim expansion and Renovation

GS&P’s solution to increased passenger volumes in the baggage claim areas at Tampa International Airport was somewhat counterintuitive. The design team actually specified fewer baggage claim devices to handle projected increases in volume, complemented by the re-design and expansion of baggage claim areas to improve way finding and reduce congestion.

Developing the solution required hours of observation as well as the assimilation of data provided by multiple airport entities. The design team was led by Grant Clifford, whose years of experience in aviation design brought a fresh perspective to a common problem experienced by many airports.

Client

Hillsborough County Aviation Authority Location

Tampa, Florida Market

Aviation Services

Architecture Construction Administration Environmental Graphics Interior Design Programming and Planning Project Management

W

PRINCIPAL-IN-CHARGE

Grant J. Clifford, RIBA, LEED AP PROJECT MANAGER

Grant J. Clifford, RIBA, LEED AP Project professional

Robert Furr, AIA, NCARB, LEED AP Project architect

hat circumstances at Tampa International Airport (TIA) prompted the re-design of its baggage claim areas?

many claim devices were being used concurrently on an average design day during a peak month.

Grant Clifford: There were several areas of concern. Primarily, there was significant overcrowding at individual claim devices. Modern aircraft are larger than when the terminal was originally constructed, and therefore the claim devices were undersized.

What were you looking for while observing passenger behavior?

There were also bottlenecks caused by the claim devices being too close to the elevator/escalator cores, and by the location of the seating and luggage carts. In addition, the bag claim area in and around the claim devices was underlit. The light fixtures immediately above the claim devices switched on only when the devices were operational.

John I. Johnson, AIA, LEED AP Project coordinators

Abhijit Joshi, AIA, NCARB Benjamin Raposa interior design

Catherine Grimm, IIDA, LEED AP Lauren Rasys environmental graphics

James R. Harding, SEGD Betty Crawford

What were some of the conditions you analyzed prior to designing a solution to the baggage claim problem?

construction administration

Mike Vizcarrondo Gina Voccola

Grant: First of all, we observed passenger behavior, literally for hours, during peak times. We also performed some technical evaluations, including recording the actual presentation length of the baggage devices and taking light readings in areas that were dark. But the big exercise was performing an analysis of the flight schedule. We took every baggage claim device and plotted out a 24-hour period. Every 15 minutes we would plot a flight against a claim device. We wanted to determine how

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Grant: We would run a stopwatch to determine how long it took passengers to get from deplaning the aircraft to the claim device, how long they waited at the claim device before the bags arrived, and how long before the claim device was cleared.

In conjunction with the flight schedule analysis, this helped us forecast future use of baggage claim including a projected 20% increase in airport use. We also observed that some areas would be overcrowded while at others you could hear a pin drop.

During this process, did you find other design inefficiencies?

Cathy Grimm: We noticed that the lights for a baggage device would not come on until right before the bags were released. Passengers didn’t want to gather around the device because it was dark. They stayed in other areas that were well-illuminated.

Grant: ‌which blocked flow throughout the whole bag claim area. We also found that some of the devices were located too close to key circulation areas, and passengers congregating and waiting for bags to arrive blocked access to areas beyond. Our goal was to open up those bottlenecks.

Before: Crowding at the ends of claim devices and elevators — where there was the most light — created bottlenecks and prevented passenger flow.

AFTER: The baggage claim area no longer feels like a dark basement where passengers are held captive until bags are released. Instead, passengers are greeted with a brighter and more comfortable environment, with improved access to their bags so they can keep moving efficiently to their final destination.

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Ultimately, GS&P’s new design specified a reduction in the number of baggage claim areas, as well as a repositioning of them?

Grant: Yes. When we plotted all the flights for a design day at 15-minute intervals, we were able to determine how many claim devices were simultaneously in use. It was clear that they had plenty of claim devices, but that they were too small.

What they really needed to do was make the claim devices bigger to allow room for passengers to comfortably gather around them, and if that meant fewer claim devices, this was not an issue because we had proven through schedule analysis they did not need as many. In airport planning, you don’t just design for today, so we also plotted a 20% increase in traffic over the next 15 years.

Are there other elements of the project that improved functionality?

Grant: We completed upgrades to a number of systems behind the scenes.

Improvements included electrical upgrades to support increased demand resulting from the additional square footage and additional motors to support the increased length of the claim devices. New mechanical rooms were also built on the quad decks, followed by the decommissioning of the existing mechanical rooms. The new mechanical rooms alleviated access and maintenance issues.

Improvements were made to the paging system, access control and CCTV systems, and a new distribution system was installed to facilitate

future needs for communications and electrical distribution.

that passengers could see their end destination.

We also added new airline baggage service offices (BSOs) adjacent to the central claim devices. These locations were previously under utilized by the airlines due to their remoteness from the supporting BSOs. This recommendation came from taking the time to observe, understand and then seek to improve.

Were changes noticeable as the new areas began to open?

As the project neared completion, how did you bring new or renovated areas online in an operating airport?

Grant: We could only do pieces of work at a time, including nine different phases of work and numerous sub phases. We would basically barricade certain areas, perform the work, finish the work in that area, bring the new claim device on line and then move to another one.

There was a phasing plan and we had to overlay peak travel schedules so that any time the airport got busy we minimized our impact on the traveling public.

Cathy: When workers were placing terrazzo flooring, we used lower barricades for those areas so that passengers could actually see the terrazzo going down. There were also information boards that updated passengers on the progress of the terrazzo. They could see what the final result was going to look like and what phase of the installation they were looking at.

Grant: The lower barricades also helped maintain sight lines throughout the baggage claim so

Grant: As soon as the first phase came online you could see the improvements occurring. When the barricades were removed the lighting immediately improved. We’d take two claim devices out to put in one large one, and you would immediately see passengers being drawn in, the area was generally more inviting, and there was more room around the claim device for them to congregate.

What were some of the other interior design aspects of the facility?

Cathy: We proposed designs for the new flooring, including the patterns for the terrazzo and the pattern for the carpet. There were multiple holes in the back wall where the old claim devices were removed that we had to cover up and redesign. There was an art element integrated into the airport, including some large tapestries. We brought in a tapestry consultant from New York to evaluate the condition of those and to teach the airport how to clean them, have them repaired and put them back up.

Grant: The airport determined that for the high traffic areas, the use of terrazzo was worth the investment on a life cycle and maintenance basis.

Terrazzo is probably three or four times more expensive than carpet, so from a budget point of view we had to limit where we could use it to maintain the project budget.

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JUDGES’ COMMENTS

“...a treat not only to see, but to use.”

Cathy: We chose terrazzo primarily because of its durability, ease of maintenance and its expansive design capabilities.

Are there aesthetic elements in the baggage claim areas that reflect the Florida or Tampa communities?

Cathy: The design and the colors of the terrazzo are not only intended to help passengers with way finding, there are also metal inlays that depict aquatic life or native birds.

This corresponds with existing artwork at the airport. We looked at depicting iconic symbols from across the Tampa Bay area, but the airport decided they’d rather do something that tied in with the art program instead of something that’s iconic to Tampa.

Grant: They were also conscious of doing something that wouldn’t become dated over time. Also, if we included too many colors into it or too many patterns we would have driven up the cost. At the same time we wanted something that gave a warm feel to the baggage area, so we chose warmer finishes.

Now that the project is complete, have you gone back to see what it’s like?

Cathy: Yes. At first glance, it may appear that this project is simply a well-executed interior renovation, with an updated baggage handling

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component. The essence, and the true success of the project is a result of complex phasing that minimized operational interruptions as much as possible.

There has been an improvement in the passenger flow at the baggage claim entry/circulation points. The bottleneck that used to exist at the elevators and escalators has been eliminated. There was also an increase in square footage for queuing in front of the claim devices.

Passengers can now easily maneuver around the claim devices and Smart Carte locations even during the busiest times.

Do you see an opportunity to apply what you’ve learned here to another client’s project?

Grant: I periodically see other airports’ master plans where they’re cramming in more claim devices and I wonder whether they’re even considering another approach, especially one where you would reduce the number of claim devices to be more efficient and reduce the crowding. I’m proud of us for looking at the situation differently. There’s a certain amount of analysis, brainpower and legwork that goes into it, but you really have to take a step back and take time to look at it with a fresh perspective. I believe that’s where GS&P adds value and don’t think a lot of consultants really do that. We

Before

After A tri-colored terrazzo was selected as the surface for the most heavily trafficked areas. The pattern is intended to intuitively guide arriving passengers to their destinations.

In complement to the terrazzo, two carpet patterns help to reinforce the separate zones of circulation and assembly.

The sound-absorptive properties of the carpet reinforce that boundary between the statically and dynamically charged areas.

Existing woven tapestries, installed many years ago, were removed, cleaned by a tapestry restoration specialist and reinstalled in the baggage claim area.

The avian and aqueous themes from the tapestries informed the terrazzo inlays throughout the project.

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The curves in the flooring are an echo of the existing ceiling, which had to remain as-is and was not part of this project.

Updated wayfinding signage throughout all three levels of the terminal was integrated to aid passenger navigation. Intricate stainless steel inlays embedded in the terrazzo both reduce the scale of the terrazzo and serve as an object to generate interest and engage the imaginations of travelers.

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18 BEFORE

Extensive analysis revealed that fewer devices with an increased bag presentation length would better meet the needs of the airport for both current and future capacity demands.

14 After

were confident that our design would result in significant improvements because, not only had we taken the time to carefully study the airport’s operation, we had also performed the analysis and provided the data to support our recommendations.

Cathy: I think that the research that Grant did was way above anything I would have personally thought needed to happen. I think we have an advantage in the sense that other people probably wouldn’t have done the things he did.

What part of the project makes you the most proud?

Cathy: As an interior designer, I get a great sense of satisfaction when I see someone interact with a space that we created. I get the most satisfaction watching kids playing on the terrazzo, just watching them enjoy the patterns and shapes of the fish and birds. I think the baggage claim design makes people smile, which is what you want whether you’re arriving for vacation or just being welcomed home.

Grant: JD Power & Associates performs surveys of passengers, and TIA has always ranked high. I’m probably most proud of the fact that in 2008 and 2009, while the project was still under construction, the airport maintained its high ranking.

In fact, baggage claim was cited as one of the areas that provided a high level of service to passengers. Most importantly, it is very clear that the passenger experience has been improved and that was the airport’s goal at the outset of the project. 

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Efficient and purposeful patientcentric design wins the community’s hearts United Hospital Center

Since opening in October 2010, United Hospital Center in Bridgeport, West Virginia, has collected high marks for aesthetics and functionality from patients, visitors, community and staff. The expansive 692,000-squarefoot, 292-bed replacement hospital, designed to meet the expanding healthcare needs of the growing regional population, is receiving rave reviews for its improved layout, separation of patient and public areas, and spacious private rooms.

Client

United Hospital Center Location

Bridgeport, West Virginia Market

Healthcare Services

Architecture Electrical Engineering Environmental Graphics Interior Design Landscape Architecture Master Planning Mechanical Engineering Plumbing Engineering Strategic Planning Structural Engineering

Client interview with United Hospital Center’s President and Chief Executive Officer Bruce Carter, Vice President of Support Services Geoff Marshall, and Chief Operating Officer and Vice President of Patient Services Michael Tillman

N

ow that the hospital is open, what do you think?

PRINCIPAL-IN-CHARGE

Kenneth A. Priest, AIA, NCARB, LEED AP PROJECT MANAGER/Designer

C. Scott McQueen, NCARB, LEED AP Project architect/Designer

David J. Stewart, AIA, NCARB, LEED AP

Bruce Carter: The board and I are very pleased. We are impressed with how well it’s running and we’re receiving a lot of accolades in the community. When I make my rounds, the patients and the family members go out of their way to thank us for doing this for the community.

What do you hear the most?

Project Coordinators

Andrew Holcomb, LEED AP Sejin Kim, Associate AIA, LEED AP engineering

A. Hunter Bogitsh, CPD, LEED AP James L. Daniel Gary L. Dauberman Jason B. Fukuda, P.E., S.E. Jon D. Long, P.E., LEED AP David V. McMullin, P.E., LEED AP Robert E. Oswalt, P.E. environmental graphics

Glenn T. Davis James R. Harding, SEGD interior design

Jane S. Skelton, IIDA, EDAC, LEED AP Kristen Vaughn, LEED AP landscape architecture

Thomas G. Martin, ASLA AWARDS

2008 Middle Tennessee Chapter AIA Citation Award, Unbuilt Category 2010 Middle Tennessee Chapter AIA Merit Award, Built Category

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Bruce: Most of the comments I get are about the inpatient rooms. In the old hospital, the rooms were semi-private, dark and dreary. The patients stared at a wall. There were visitors and staff coming and going, and there was hardly enough room for anyone to sit in a chair.

The patients and family members repeatedly tell me that they feel better because the new rooms are private and spacious. They’re quiet.

They can sleep. Also, I’m finding the glass is extremely important. They talk constantly about how bright the rooms are, and it just makes them feel better.

Geoff Marshall: I have several friends that have been patients in the hospital since it opened, and I’ve heard nothing but praise for the private rooms. They really like the way the

showcase 4

bed is angled toward the window and each room has a nice large glass area for outside viewing.

Michael Tillman: People in the community also comment on how attractive the hospital is. They think the public spaces are incredible.

The glass walls in the lobby provide views down each side, and then you turn around and see trees, hills and mountains. The inpatients very much appreciate the views of the beautiful scenery. They can’t help but notice it’s a stunning facility.

Bruce: Yes, I’m getting a lot of compliments from the public that the building is more than just a big box that looks like any other hospital. It’s not just eight stories of brick. It’s an interesting building in the way it’s designed with curvature, with glass and with different textures and colors of brick and masonry.

How do you usually get feedback from those who use the hospital?

Bruce: My practice, historically, has been to dedicate about two hours a day, at least twice a week, to go room to room and introduce myself.

Now I do more than that. I visit the nursing stations. I see doctors in the corridors and talk with them. I see the staff and talk to the staff.

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JUDGES’ COMMENTS

“...love the use and placement of color.”

Michael: We don’t have to request it.

It’s a small community, so when I’m at the gas station on Saturday I’m likely going to receive feedback.

What was your design intent for the mechanical and electrical portions of the new hospital?

Geoff: Before GS&P was on board I knew that we needed to design an infrastructure that could support future growth and not be an eyesore. Renovations over the years had caused our mechanical spaces to be very tight, cramped quarters to work in. We also wanted to keep a clean roof line and we didn’t want to see air handlers, fans and equipment sitting on the roof.

With this design we put all of the air handlers and mechanical equipment in one location on the third floor.

This allowed for additional floors to be added to the patient tower over time and the staff could easily service all the units in one area.

Although you can’t completely avoid seeing evidence of the equipment in a facility like this, we think we did pretty well. Our roof looks nice. It’s neat and orderly and much of that is attributable to having the mechanical room where we could keep the equipment out of view. Not only is it more efficient for my staff to maintain, it’s going to offer us the ability to expand and remodel down the road

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much easier than we would have in the old building. I think this is probably the best layout I’ve seen.

From a functional standpoint, how is the mechanical system working at the hospital?

Bruce: One of the things that has really impressed the CFO and myself is our utility costs. We almost doubled the size of our facility but our utilities haven’t gone up near that much.

We were really concerned about that when we started trying to forecast utility costs for this year.

Geoff: We’re very pleased with the infrastructure we have in this building. In fact, everything’s working a little better than I really expected.

I’ve heard horror stories from other facility managers that have dealt with major issues when they opened new buildings, but we’ve been through half a cooling season and an entire heating season and I can honestly say we’ve not had any major issues.

What other changes did you make?

Bruce: We’ve always had a comprehensive accredited cancer center but because it was so scattered people didn’t perceive it as such. The cancer center now has its own entrance and identity, and everything is in one place, which is also convenient for the doctors and specialists.

Also, the mall concept in the front is working very well by keeping the public circulation separate from patient circulation. All of the outpatient departments are in front of the first floor, which helps the public quickly get where they need to go.

People just park in front and walk in. That’s what outpatients want — walk in the door, get their tests and walk back out. They don’t want to wander around and go to three different departments. I would say that the objectives that we established for efficient circulation are working.

Did you specifically focus on functionality and the separation of patient rooms from public areas in the early stages of design?

Michael: Yes, we wanted to value the patient’s privacy and separate public and private areas. We had bad experiences with the old facility because patients in hospital gowns were made to wait right in front of visitors accompanying a friend or family member. By separating the areas, the design provides a kinder environment for the patients.

In addition, one of the big underlying focuses was to make sure that no patient would look out his or her window and see another wing of a patient unit. That really drove the linear shape of the building, and it’s one of the reasons we are receiving such positive reviews.

ABOVE: All 292 patient rooms have angled beds to allow direct views outside to the north central West Virginia countryside.

LEFT: The modified race-track design of the patient tower breaks up the long, straight corridors. Soft wall sconces cast light onto wood panel tree silhouettes which accent the walls between patient rooms.

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Departmental adjacencies are strengthened through vertical and horizontal location. Major departments are placed at the facility’s perimeter so that expansion can occur without major disruption.

The building façade is made up of multiple layers creating a hierarchy of walls. The architectural form of the building is reinforced by the path leading through the gardens. Along this path are areas of respite for staff and family members.

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JUDGES’ COMMENTS

“...great integration of interior design with architecture.”

What has surprised you about the new building?

Bruce: Just the other day, I got a compliment about the emergency department (ED). The new ED is a decentralized pod system and quite a bit larger than the old configuration.

Before, we just had a long hallway full of treatment rooms surrounding a nursing station, and now it’s quiet and patients have a great deal of privacy because they’re not off the corridor. It was initially challenging to get use to, but the patients and staff now seem to prefer it. I got a compliment last week from an amazed patient.

She said to me, “Well, your volume must be way down, because it’s so quiet, there’s hardly anybody here.”

And I said, “No, actually, our volume is going up.” She was stunned. So the reaction of the patients in the pod system is the same reaction you get in the patient units.

Michael: Our wait times in the ED are the best they’ve ever been.

You mentioned a 10 percent increase in patients. Do you feel that is directly attributable to the new hospital?

Michael: A lot of that growth has been through the emergency department, which is up about 10 percent.

We have very low wait times compared to national numbers, and 18 to 20 percent of patients who show up in the ED get admitted. So when

our ED visits go up, our admissions go up. Most noteworthy is that we closed the second quarter 2011 with the highest patient satisfaction percentage we’ve ever had.

Do you feel the new hospital has helped recruit physicians or nurses?

Michael: Absolutely. Physicians who walk into our new facility immediately recognize this building looks nothing like the community hospital they left. So we’ve hired a lot of doctors since we opened. It’s just impressive when they walk in.

Also, we’re one of the biggest vascular sites in West Virginia, and that’s primarily accomplished by two vascular surgeons. We have a high-tech operating room, which is a combination of an X-Ray room and an operating room. The doctors jokingly call it the vascular surgeon’s football field because it’s so big. That state-of-the-art room has definitely helped attract vascular surgeons. We recently recruited another vascular surgeon, and I credit the state-ofthe-art facility and design for helping attract him.

So, after half a year of operation, how much do you credit the design with the hospital’s success?

to staff operations. We wanted a company that had an understanding of efficient operational flow and didn’t just rely on clients to say, “This is how we should do it.” GS&P proved they definitely have this understanding.

For example, if you walk into our facility, the surgery and outpatient care are all located on the second floor. It’s a beautiful flow because the patients walk in from the lobby and arrive at a 40-bed, large outpatient prep discharge area. Then they walk another 10 paces and are next to the surgical rooms. Walk 40 paces to the right and they are in recovery. Walk 40 paces to the left and they are in the cath labs and other specialty areas.

The flow works extremely well for the patients.

Bruce: It’s like night and day. It’s not just a marginal improvement. It’s much more than I ever expected.

I think the building is beautiful and it’s something we are proud of, but ultimately I think GS&P gave us an excellent design that functions very well. I appreciate what they did and UHC is very pleased with their work. I’m happy to share that with anyone. 

Michael: In the beginning, we were looking for a design firm with experience in efficient design as it relates

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CREDITS

Interviews and Copywriting

Sam Barnes Christine Kreyling Lynn Yates

PHOTOGRAPHY Bay Medical Center Patient Tower

Rob Pepple, Pepple Photography

Diverging Diamond Interchange at Bessemer/US 129 Bypass

Tennessee Department of Transportation

Middle Tennessee Medical Center

Aerial Innovations of TN, Inc. Kyle Dreier

REOstone Levee Reconstruction

Rogers Group, Inc.

Second Creek Wastewater Storage Facility

Sky Foto, Inc.

Tampa International Airport Baggage Claim Expansion and Renovation

Mike Rixon, Rixon Photography

United Hospital Center

Brad Feinknopf Rick Lee, Rick Lee Photo Brian Mills, Mountain Air Services LLC

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