Spring/Summer 2005
Dear Colleagues, On behalf of the HKS Principals, we are pleased to present our second issue of INNOVATE. Our first issue was a great success in communicating the innovation that HKS offers to our clients, contractors, and consultants. We continue this tradition with our second issue. HKS is managed by a four-person executive committee comprised of (left to right) Nunzio M. DeSantis, Executive Vice President; C. Joe Buskuhl, Executive Vice President; H. Ralph Hawkins, President and CEO; and Ronald L. Skaggs, Chairman.
Although it is impossible to mention all of our clients and projects, we will endeavor over time – and through future issues – to recognize as many as possible. This issue’s “Design Details” section provides a quick glimpse of several new projects and those receiving recognition. You will see by the article that we are excited about our design for the new Radio Shack headquarters. The 38-acre campus has already been recognized locally as an innovative workplace built on the Trinity River in Ft. Worth. It is part of the continued and successful revitalization of the downtown area. We also salute our hometown father and son duo, Jerry Jones and Stephen Jones. In a recent interview, Jerry and Stephen shared their vision for the new Dallas Cowboy’s NFL stadium and their strategies behind furthering the Cowboy’s brand. Next, join us as we retreat to the South Pacific to visit a hospitality concept that was brought to reality in the enchanting, tropical paradise in Fiji. On the healthcare side, some of our clients share their views about the future of healthcare. Their forecasts are insightful and mindful of an industry that is exceeding 15 percent of our Gross Domestic Product (GDP). Our sports education group then previews its own version of “Friday Night Lights” with an overview of our recently designed high school football stadiums. Finally, we are proud to announce HKS as being selected one of the top 25 “Best Places to Work in America.” Take a glimpse into why employees want to join and stay with architectural firms that offer more than just good pay. In conclusion, we again express our appreciation to all who made this publication a possibility including our trusted and valued consultants and contractors who have supported the first two issues of INNOVATE. We also thank our staff who provides such innovative and exciting design services to our clients. And most importantly, we extend special gratitude to our clients who make it all possible. Sincerely, H. Ralph Hawkins, FAIA, FACHA Ronald L. Skaggs, FAIA, FACHA, FHFI C. Joe Buskuhl, FAIA Nunzio M. DeSantis, AIA
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Spring/Summer 2005
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Design Details
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RadioShack Gets Answers
Top Honor HKS Scores in Mexico CSI: REALITY Lucasfilm at Presidio ACE-ing It Brilliant New Brit Hospital The new RadioShack corporate headquarters is a high-energy campus development located in the heart of Fort Worth’s downtown redevelopment efforts.
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The Jones Method
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Simply Paradise
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Is Healthcare in America Broken?
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Where Are You on Friday Night?
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Show Me the Benefits!
The father and son duo of Jerry and Stephen Jones sit down to discuss their family’s success on and off the field and what’s in store for the Dallas Cowboys in the future. When Nunzio DeSantis sketched his vision of beauty for the manager of the Jean-Michel Cousteau Fiji Island Resort, the result was simply paradise. Is the healthcare system in the United States broken? Five of the nation’s leading healthcare experts lend their informative and thought-provoking healthcare solutions. With nationally-televised high school football games focusing on the popularity of the sport, athletic facilities are being reviewed, discussed, and debated. Mark VanderVoort explains why these new generation facilities are so popular. Take an in-depth look at what attracts and retains employees at the nation’s top architectural firms.
credits EDITORIAL Trish Martineck; DESIGN HKS GrafxLab; PHOTO Front cover: Parker Adventist Hospital-Ed LaCasse; pg. 1: Portrait of HKS Executive Committee-HKS, Inc.; pg 3: (left to right) Parker Adventist Hospital-Ed LaCasse; RadioShack Corporate Headquarters-HKS, Inc.; Portrait of Jerry and Stephen Jones-HKS, Inc.; Jean-Michel Cousteau Fiji Island Resort-James Walshe; Netting Information-Steven Swift; pg. 4: Parker Adventist Hospital-Ed LaCasse; Estadio Azteca in Ciudad de Mexico-HKS, Inc.; Pinellas County Forensic Science Center-Ed LaCasse; pg. 5: Letterman Digital Arts Center-View by View; ACE Mentoring student photo provided by ACE Mentoring Program; North Staffordshire NHS Trust-Ryder/HKS; pp.6 & 7: RadioShack-HKS, Inc.; pg. 8: RadioShack (left)-HKS, Inc., RadioShack (right)-Ed LaCasse; pg. 9: RadioShack-Ed LaCasse; pp. 10 & 11: Super Bowl trophies-HKS, Inc.; pp. 12 &13: Portraits of Jerry Jones and Stephen Jones-HKS, Inc.; pp. 14-17: Jean-Michel Cousteau Fiji Island Resort-James Walshe; pg. 20: Portrait of John Rich-HKS, Inc.; Portrait of R. Edward Howell provided by University of Virginia Hospital System; Portrait of Joseph Swedish-Steve Collector; Portrait of John Duvall provided by Virginia Commonwealth University Health System; Portrait of Douglas D. Hawthorne provided by Texas Health Resources; pg. 24: Grand Prairie ISD Gopher Bowl-HKS, Inc.; pg. 26: Dallas ISD Jesse Owens Memorial Complex-HKS, Inc.; DeSoto ISD Ben Dial Athletic Complex-HKS, Inc.; pg. 27: Frisco Soccer and Entertainment Complex-HKS, Inc.; pg. 28: Netting Information-Steven Swift; pg. 30: Helping Hand-Steven Swift; pg. 31: Communicating Ideas-Steven Swift. PUBLISHING INNOVATE magazine was published in conjunction with Innovative Publishing Ink. IPI specializes in creating custom magazines for businesses. Please direct all inquiries to Aran Jackson at 502.423.7272 or ajackson@ipipublishing.com. 3
DESIGNDETAILS
TOP HONOR
Parker Adventist Hospital was awarded Modern Healthcare’s top honor, the award of excellence. The $52 million, 210,000-square-foot hospital hosts a lodge-like environment created to emulate the healing environments of mountain retreats and spas. Unique design elements, such as a three-story fireplace and a spacious lobby with wooden accents, greet visitors and create an inviting initial impression. The hospital is the second generation of the innovative Celebration Hospital model that was developed in Celebration, Florida outside of Orlando, as a joint project between Florida Hospital and the Disney organization. The new hospital features large, private patient rooms with spectacular views of the mountains, spacious and bright waiting areas with stone fireplaces, therapeutic gardens, and easy access to all patient treatment areas. Through the use of local materials such as appropriately sized and colored stone, as well as familiar building and construction details, the design team developed a more comfortable and inviting human-scaled facility. The progressive forms and modern materials are gradually more machined and refined into the interior of the facility - allowing the
Parker Adventist Hospital to communicate its position as a leader in the delivery of quality healthcare. The design also recognizes that the complex, high-tech facility is a place where people are entrusting their lives to the hospital’s care. To that end, the idea of expressing competence and comfort complement and balance one another.
GOOOOO CSI:REALITY OOOOAL! HKS SCORES IN MEXICO
Management at Estadio Azteca in Ciudad de Mexico is driven to keep their top-ranked facility at the pinnacle of the competitive world sports scene. The stadium, one of the largest in the world as well as the only stadium to host two World Cup finals, is undergoing a variety of upgrades to further create a superior experience for its international fans. A 1,720-square-foot museum will focus on the stadium’s rich history as well as its popular Club America sports team. The renovations also feature a new interactive zone, soccer video-arcade, toddler area, an open mini-pitch, and a 140seat restaurant with breathtaking views – all designed to create enthusiasm and excitement for fans. HKS’s Mexico City office, opened in 2002 to provide design services to the Latin American market, is serving as architect on the project.
Every week, the television show CSI shines a spotlight on the work of crime scene investigators, giving viewers a unique opportunity to see what goes on behind the scenes in crime labs around the world every day. The Pinellas County Forensic Science Center, Largo, Florida’s most recent crime scene investigation unit, was highlighted recently by the AIA’s Committee for Architecture for Justice Knowledge Community (CAJ). The new 45,000square-foot facility – the only one of its kind in the county featuring the latest in forensics as well as a state-of-the art medical examiners facility – was selected as part of the AIA’s CAJ Justice Facility Review 2004-2005. In addition to the project being published in the prestigious review book, it will be exhibited through a traveling AIA CAJ display throughout 2004 and 2005.
LUCASFILM at PRESIDIO BRILLIANT Lucasfilm Ltd., the film company founded by George Lucas – best known for its Star Wars and Indiana Jones franchises – is relocating several of its divisions to the Letterman Digital Arts Center on the historical Presidio of San Francisco. The new facility occupies the 23-acre site of the former Letterman Hospital and comprises 900,000 square feet in four buildings above a 1500-car underground garage. The site plan features a public park with a stream leading to a lagoon, a restaurant and coffee shop, and a tree-lined public promenade giving spectacular views of the Golden Gate Bridge, the Palace of Fine Arts, Alcatraz, and the San Francisco skyline.
ACE-ingit!
High school students are gaining real-world work experience through the recently chartered ACE Mentor Program of DFW. The program teams the architectural, construction, and engineering industries together with local school districts to help mentor students. This year, industry volunteers have adopted a group of architectural seniors from Dallas ISD’s Skyline High School and Bishop Lynch High School for the duration of the 2004/2005 school year. Meeting every week, the mentors work with students on design projects, in addition to office tours and field trips, all geared at introducing students to various disciplines within industries.
New Brit Hospital
RyderHKS International, HKS's British subsidiary, secured a £300 million project for North Staffordshire NHS Trust. The University Hospital project is part of a massive multi-billion dollar building program aimed at completely rejuvenating the UK healthcare estate. According to Paul Hyett, one of the directors of RyderHKS, enormous change within both Britain's health service and its construction industry is currently taking place due to heightened demands of the consumer-based society that modern Britain has become. "To meet these ambitious needs, it is important to understand the intelligence and care with which these buildings are designed," he said. "This will determine each healthcare facility's future success."
RadioShack gets answers
When RadioShack had questions about relocating HKS and a team
its 900,000-square-foot world headquarters, of professionals were there with the answers. RadioShack Corporation commemorated the grand opening of its new riverfront campus in downtown Fort Worth on March 2, 2005. The unique urban campus, hailed as a one-of-a-kind development, gives downtown Fort Worth a new and distinctive landmark. The campus is at the hub of the proposed Trinity River Project master plan which includes a town lake and waterfront development. The downtown plan is designed to help accomplish a renaissance of the greater central city area resulting in a sustainable mix of people living, working, playing, and learning. “The new RadioShack Riverfront Campus is a significant milestone for our company as well as the city of Fort Worth,” said Leonard Roberts, chairman and chief executive officer of RadioShack. “Our new home also gives us state-of-the-art technology in an environment that facilitates and encourages collaboration, teamwork, efficiency, and innovation. These are things that are
essential to promoting the kind of service-oriented culture that is the lifeblood of our company’s growth strategy and future success.” In designing the new headquarters, RadioShack focused on process refinement and productivity improvement. Recognizing that the workplace can have a significant influence on both, RadioShack and HKS created a pilot space, or idea lab. “We developed, within the idea lab, unique spaces to explore new ways of team-based working,” said David Meyer, senior vice president and director of HKS Interiors. “Through these spaces, we measured the benefits of a workplace that is aligned with the changes in work process and culture. The idea lab will greatly enhance the management process of educating the employees on tools and methods available to them in the new headquarters.”
According to Dan Jeakins, principal-in-charge, HKS, Inc., RadioShack desired to remain in downtown Fort Worth but required the flexibility and culture-supporting aspects afforded in a low-rise campus development – typically found in a suburban market. “The new campus will improve RadioShack’s effectiveness,” said Jeakins. “It is a high-energy, open environment with connectivity among the three office buildings, commons building, and broadcast studio via ‘Main Street,’ a two-level circulation element where employees, visitors, and customers have a chance to interact.” Inside, the open design plan, teaming areas, commons areas, and wireless Wi-Fi computer network connections enhance interaction between teams and groups and stimulate creative, customer-centric business solutions. Each of the campus’ 30,000-squarefoot office floors incorporates collaborative, open workspace designs including those for the most senior officers. This places a premium on creating adjacencies between departments that collaborate most frequently – rather than in the outdated hierarchical systems where rank earns bigger offices on higher floors. In addition, all workspaces are located away from the exterior windows, which allows everyone to enjoy the maximum amount of outside light possible.
“Our new home also gives us state-of-the-art technology in an environment that facilitates and encourages collaboration, teamwork, efficiency, and innovation.”
In regards to amenities, the campus includes training and conference areas, a fitness center, and an employee cafeteria. The public entrance to the campus incorporates a flagship
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RadioShack retail location where the company showcases the latest in digital and electronic technology. The flagship store will host interactive displays and technology platforms in addition to selling merchandise. The headquarters building serves as an environmentally-friendly neighbor. It is built under the guidelines of the U.S. Green Building Council’s (USGBC) Leadership in Energy & Environmental Design (LEED) program. It is sited to conserve the existing natural area and complement the nearby water refuge. Its locale offers numerous transportation options for employees including nearby mass transit outlets, bicycle storage and changing rooms, and covered parking. RadioShack also announced plans to open a new flagship store named StoreOne this spring. StoreOne, surrounded by a public plaza, dramatic fountain and water-wall, will serve as a retail storefront unlike any other RadioShack store in existence. It will be a learning laboratory and tourist attraction designed with the goal of researching how customers understand and respond to new products, technologies, and services. In addition to HKS providing architectural and interior design, The Staubach Company is providing project management services and The Beck Group is providing construction services. Additional team members include Gideon Toal, The SWA Group, Walter P. Moore & Associates, Carter & Burgess Inc., TechKnowledge Consulting Corporation, and James Johnson and Associates.
RadioShack Gets Answers
the
JONES method
The Successful Family Management Style of Jerry Jones
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he Rooney’s, the Earnhart’s, and the Manning’s all made sports a family business. Today, another family leads the charge in successfully transitioning a passion for sports to the next generation. Jerry Jones, president/general manager and Stephen Jones, chief operating officer of the Dallas Cowboys work side-by-side in managing the success of “America’s Team” – from hiring the head coach to overseeing the negotiation of player contracts. The family business doesn’t stop with Jerry and Stephen. Jerry’s wife of 40 years, Gene, serves as an active philanthropic member of the Dallas Cowboys Football Club working with The Gene and Jerry Jones Family Dallas Cowboys Charities. Charlotte Jones Anderson, their daughter, serves as the Cowboys vice president/director of charities and special events, overseeing the club’s vast work in the community as well as the Dallas Cowboys Cheerleaders. Their youngest son, Jerry Jones, Jr., is the club’s chief sales and marketing officer, responsible for managing one of the most visible brands in all of sports. Jerry and Stephen followed similar paths in high school – realizing their passion for football at an early age. Both attended the University of Arkansas and were vital members of their football teams – Jerry as co-captain and starting guard and Stephen as linebacker. They also met and married their college sweethearts, Gene and Karen, respectively, and relocated to their current hometown of Dallas. On February 25, 1989, Jerry Jones purchased the Dallas Cowboys. But, that decision was not one he made on his own. He brought together the entire family to discuss the deal. After laying out all the details, the family voted unanimously to purchase the club. They went on to become the first owners in NFL history to guide their team to three Super Bowl championships in their first seven years of ownership – including the 1992, 1993, and 1995 seasons.
Over the past 16 years, the Jones’ have owned and operated the Dallas Cowboys with a management style that places just as much of an emphasis on community leadership as it does on winning. The dominant theme underscoring the Cowboys’ role in the community is to maximize the visibility, energy, and celebrity of one of the world’s most recognizable sports franchise to help others. The results on the field have brought Super Bowl championships to Dallas. The results off the field have touched the lives of thousands. HKS: You are a unique father/son management team. Why do you think the two of you work well together? Jerry Jones: “Like the rest of the family, I have a lot of respect for how Stephen has evolved as a professional. He has an excellent work ethic and is a diligent worker. Have you ever heard the phrase, ‘if you want to get a job done, give it to a busy person?’ That’s Stephen. He has also been around the table, as a young person, with me, my father, and grandfather, learning our business philosophy, goals, strategies, and objectives.” Stephen Jones: “We planned that I would be a part of my father’s business from the start. I knew that this was my career path. My father worked with his father and learned a lot from him. In turn, Jerry has given me a lot of responsibility and respect. That’s why we continue to work together so successfully.” HKS: What have you learned from each other? Jerry Jones: “Stephen really wanted to compete in sports at the level of the Southwest Conference through a sports scholarship at the University of Arkansas. So, I asked that he choose an area of education that provided him with a serious educational challenge. Stephen chose to receive a degree in chemical engineering at the same time he was playing ball. I know that it was a very difficult thing for him to do. But he did it. Stephen has never taken the easy way out. In football terminology, he’s never run around the block. He runs through it. That makes him an outstanding person to work with because I take more risks and make one and one equal three. Stephen is more pragmatic.”
Stephen Jones: “I like to make decisions immediately and move onto the next topic. Being a multi-tasking business person, I need to strike things off of my list. Consequently, I get into a hurry and not make the best decisions. My father, on the other hand, lets things play out before making decisions. From him, I’ve learned to take my time before coming to a conclusion. More than 90 percent of the time, I’ve found that my best decisions were made after weighing and researching my options.” HKS: What motivates you? Jerry Jones: “I did not have the typical athletic stature as a young man. So, I was motivated on the field when people said “you can’t do it.” I always had a quest to prove that I could. I am also motivated by people saying “you shouldn’t do it.” I take risks. I know that the
Cowboys’ fans have benefited from these characteristics.” Stephen Jones: “I think that I have been motivated by example. I don’t have to look very far to see things that I want to pattern my life around. One of the things that I always remember about my father, as I was growing up, is how important family was to him. Even when things were very hectic, he made sure that he traveled back from Oklahoma to Arkansas to coach our football and basketball teams and be a part of day-to-day family activities. That motivates me to be a well-rounded person who respects both my business and personal life.” HKS: What are the elements of creating a winning football team? Do the same principles apply in business? Jerry Jones: “In business and sports, there are risks involved in every decision that you make. Our management philosophy is to become completely involved. It was an occupational change for me - and my entire family – to buy the team. We not only own the team – but our entire family is thoroughly integrated in every aspect of its management. However, we do not call the plays. Our role is to be vitally and ultimately involved in the decision of who calls and executes the plays. It has worked well over the years and we’ve experienced success.” Stephen Jones: “Running a football team is a business. It is right up there with big business. To have a good football team, you need a strong organization with good players, coaches, scouts, business managers, etc. The teams that are successful are sound both on and off the field.” HKS: How did you effectively and creatively develop the Cowboys brand over the years? Jerry Jones: “When we bought the team, we knew that it had national significance and interest. At that time, we were extremely visible in the eastern media markets as well as the state of Texas. The challenge was to turn all of that visibility into economic value in terms of sponsorships, more interest in the team television-wise, etc. We had the publicity – but we needed to increase the bottom line through marketing. Our solution was to make the
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Cowboys team and the Cowboys stadium a part of the same image – not treat the two as separate entities. This was a break-through idea in the NFL. We wanted people watching a game – as a spectator or a company sponsor – to feel a proprietary relationship with the team.” Stephen Jones: “As Jerry said, the Cowboys had a national, well-recognized brand when we bought the team. We incorporated that brand into our business to make our franchise stronger. The brand was and continues to be a distinct part of our business.” HKS: What are your plans for the new Cowboys stadium in Arlington? Stephen Jones: “We have a unique opportunity to further co-brand our stadium with our club. With the help of HKS Architects, we are going to have the opportunity to develop a truly unique facility for our fans. The retractableroof, 75,000-seat Cowboys stadium will be one of last NFL facilities to be built for some time. So, we will be able to build on others’ successes and learn from their challenges. Our stadium will incorporate the latest in technology – which will set the stadium apart. Restaurants, shops, entertainment venues, and gathering places will create a destination for fans and their families. In addition, the Cowboys Experience and Hall of Fame – an interactive, multi-faceted venue for community activities, fan experiences, and tourism – will be part of the entertainment complex. When all is said and done, our goal is to create a facility that our fans will enjoy for decades to come.”
It took all of us – Gene, Stephen, Jerry, Jr., and Charlotte – to make it a success. That’s how I want all of us to be remembered.” Stephen Jones: “I hope to be remembered as a wonderful husband and father. I know that my mother and father set that example for me. On top of that, I hope that I am remembered as someone who respected not only the NFL but the Dallas Cowboys. It is also important that I respect all of the individuals who make the Cowboys organization a success.” The Jones family has established itself as one of the NFL’s most influential and active owner/management teams in their 16 years at the Dallas Cowboys’ helm. Their innovative, out-of-the-box management tactics have set new sports marketing standards. The Cowboys stadium, to be open in 2009, will no doubt continue to establish a new benchmark for the NFL and the sports world.
HKS: How do you want to be remembered? Jerry Jones: I don’t want to be known for just owning the Dallas Cowboys. I hope to be recognized for making the team better during the time that I carried the ball, using my skills to make the Cowboys team and franchise better. One of the great things about the NFL is the tradition of having families involved in running and managing the team. I am proud that our family is involved in every aspect of the team. We knew that it would change our lives but it was the right decision for all of us. 13
S I M P LY
t the Jean-Michel Cousteau Fiji Islands Resort, guests are immersed in the true nature of Fiji, while staying in comfort and style. The resort’s quest for customer satisfaction is further defined with the addition of the new Point Reef Villas. The luxurious and private villas feature the best of resort living and accommodations. Redefining the boundaries of indoor and outdoor living, the gracious villa combines contemporary style and
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natural elegance with traditional Fijian architecture and ambience. The result is villa design incorporating the finest of materials, amenities, and views of the sea. “Villa bure guests approach along a curving stone pathway, surrounded by organic privacy walls and landscaped with lush foliage and tropical flowers,” said Nunzio DeSantis, principal, HKS, Inc. “Once inside, the guest is greeted with layered experiences of indoor foliage, rocks, sun decks, a private infinite edge pool, and views of the Fijian aqua blue ocean.”
A luxurious personal bathing suite includes a hand-detailed soaking tub with whirlpool, a two person shower, and two vanity areas with relaxation lounge chairs. The entire space looks through 10-foot-tall, floor-to-ceiling windows to private tropical gardens just beyond. The lush landscaping is highlighted by an 11-foot waterfall, shower, and intimate areas. “The Jean-Michel Cousteau Fiji Island Resort is the talk of Fiji,” said Mike Freed, managing partner, Jean-Michel Cousteau Fiji Island Resort. “The hotel is set apart because of its quality of design and level of fantasy. No other resort offers a waterfall right outside of your Jacuzzi tub.
The stunning master bedroom suite hosts custom-designed furnishings. On either side of the wide stairway are Vesi wood armoires with elegant curved fronts and brass handles. In the center of the room is a hardwood, fourposter canopy bed. Above the king size bed, a ceiling fan adds ambience and a breeze. Separate living and dining spaces feature comfortable seating areas for conversation or drinks. The windows and doors on three sides of the living room overlook the deck, pool, and beach.
“The Point Reef Villa project adds a new dimension to the resort,” he continued. “Now, guests can own interest in the resort through the purchase of their own personal villa. We have already sold three and are in the midst of building 11 additional villas, each located on a 1/3 acre parcel of private land.” The interior designer on the Point Reef Villa project is resort General Manager Karen Taylor, who also custom-designed many of the furnishings. HKS’s Nunzio DeSantis worked with Taylor to develop the luxurious, yet primitive bure that captures the beauty of the islands and the pleasures of the land. The award-winning, five-star Jean-Michel Cousteau Fiji Islands Resort is one of the most renowned vacation destinations in the South Pacific. Located on the island of Vanua Levu on 17 acres of a coconut plantation, the accommodations overlook the peaceful waters of Savusavu Bay. “The locale is a perfect complement for guests,” said Freed. “It offers the beauty of Fiji combined with a private, beachfront encounter. It is truly a unique and memorable experience.”
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Healthcare in America
Is
Once considered the nation with the best healthcare system in the world, the United States is now challenged with rising insurance premiums of 11 percent annually, leading to a growing number of Americans without healthcare coverage.
Five of
America’s Leading Healthcare Experts Discuss
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How to Fix the System
he United States is dealing with a growing debate – a necessary debate – about the future of its healthcare system. Once considered the nation with the best healthcare system in the world, it is now challenged with healthcare insurance premiums rising an average of 11 percent annually, leading to a growing number of Americans without healthcare coverage. The United States is currently spending more than 13 percent of its gross national product on medical liability reform – twice the percentage spent by other countries such as the United Kingdom or Japan.
John Rich
d Howell R. Edwar
wedish Joseph S
all John Duv
Douglas
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Faced with this perplexing and rapidly changing healthcare environment, industry executives are working to identify and anticipate future trends in healthcare to allow the best possible care for patients while maintaining its cost. According to the following leading industry executives, the healthcare system of the future must be ready to incorporate high-tech molecular medicine, promote information technology, train and motivate qualified healthcare staff, and lower liability and healthcare costs through streamlined integrated healthcare systems.
John Rich, Vice President Intermountain Health Care “Our nation’s healthcare system is most effective when it is organized and managed regionally – not as one worldwide entity. This provides a more efficient platform from which to improve quality and learn the most effective means of patient care. At Intermountain Health Care, we serve more than 2.5 million people – at a much lower cost than the national average. We are able to do this because we have implemented physician-generated, clinical-quality criteria, and decisionmaking tools that improve efficiency of the treatment process. This program has been proactively developed by IHC’s Institute for Healthcare Delivery Research. We also use our HMO plans to educate the community through e-mails, seminars, and other gatherings promoting preventative care. e n r o D. Hawth More than 500 of the system’s physicians participate in this process by studying best models of care and developing ways to streamline or improve the processes. Each hospital is
compared to the next to determine, for example, why certain procedures require longer lengths of stay – thus, increasing the cost of care. This also promotes a consistency in care promoting best practices. People, including nurses, physicians, technicians, etc., will always have the biggest impact on patient healing. However, architects who understand the specifics of the healthcare practice such as patient flows, adjacencies, infections control, and patient room design will continue to make a significant impact on the built environment. I believe that certain aspects of the healing environment design will be pushed ahead, due in no small part to patient requests for clinical quality as well as comfort. Flexibility will also continue to be a key design factor for the future. Today’s hospitals are renovating its facilities every three to five years – mainly to keep up with technology. To maintain versatility, single rooms must be designed for easy reconfiguration to serve multiple acuities. In addition, future plans in the industry call for the expansion of outpatient services, the need for more intensive care services, the continued move toward information systems technology, and further concentration on safety in the clinical practice areas. All of these advances will prove critical in providing the best quality of care for patients today and in the future.” R. Edward Howell, President and CEO University of Virginia Hospital System “Molecular medicine will have the largest impact on the healthcare industry in the next decade and beyond. Medical practices will be based on understanding and diagnosing disease at a cellular and sub-cellular level – instead of within organ systems. At the University of Virginia Health System, physicians are beginning to study the causes of disease at the molecular level. These physicians are learning to treat patients by researching the genetic predetermination or change that causes the propensity to disease rather than simply diagnosing the disease. This entire practice evolved, in part, from the Human Genome project which analyzed the 23 human chromosomes that account for all of our body functions – essentially providing a roadmap of
Is Healthcare in America Broken?
humankind. This provided a premise from which to build and develop molecular studies. The University of Virginia Health System is planning to meet molecular medicine challenges in a number of ways. We have developed a strategic plan to support clinical differentiation and are investing part of the Health System’s annual endowment in clinical programs that apply molecular research. In the last six months, we invested in a clinical program that allowed the transplant, not of an organ, but of cells specially modified which will produce insulin in the liver. We are also developing educational programs to develop a better understanding of this new medicine and to develop a better understanding of molecular medicine by physicians in community practice. The move to molecular medicine is going to be a costly one. Much of the required technology does not now exist. Healthcare systems will have to properly plan to host the staff, equipment, and space needed to move into the future of molecular healthcare.” Joseph Swedish, President and CEO Trinity Health “In the next decade, we will witness society’s response to the nation's healthcare challenges.
Arguably, the United States has the best healthcare system in the world. However, it must transform to meet today’s population – creating a system that provides the best access, the lower costs, and the highest quality of care and public safety. A blend of business and industry, federal, state, and local government will have to collaborate to create an economically and clinically-feasible healthcare model. Public policy that creates a rational healthcare delivery model will become a national passion demanding bold legislative solutions. On a federal level, payment to providers will be restructured to compensate for high quality care that is demonstrable (i.e. rewards based on a good medical outcome). Competitive practices sanctioned by more efficient and effective state regulation will help to promote a market-based change that is aligned with community need. Business and industry will also have a significant impact on healthcare reform based on an immutable fact – it is a primary payer bearing an escalating cost for its employees. Solutions being advanced by this sector include consumer-driven healthcare where decisions and risks have been redistributed to the consumer – theoretically creating a consumer that is an informed purchaser.
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Likewise, providers will advance many solutions that assure quality and safety such as computerized physician order entry, adverse drug event alert systems, and electronic medical records. There is no short-term fix for the current system. However, an effective mix and match of business and industry, government, and supporting advocacy interests will create the best system for access, lowest costs, and highest quality care for patients nationwide. In the end, the next decade will witness policy decisions that will literally affect every American – and secure the best possible healthcare treatment for future generations.” John Duvall, President and CEO Virginia Commonwealth University Health System “The vitality of the healthcare workforce is a key concern for the next decade and beyond. Ensuring adequate numbers of well-trained professional and support staff is a key concern as we look forward to increasing demand from an aging population for inpatient care. Increasingly, shortages are forecast in all areas of the industry including nurses, physicians, respiratory therapists, pharmacists, dieticians, and support personnel.
These shortages stem from a number of causes. The impact of managed care during the 1990s significantly reduced inpatient capacity nationally, changing workers perceptions of the long term stability of hospitals as employers. Coupled with this, new alternative care settings (home healthcare, long term acute care facilities, specialty hospitals, surgery centers, other outpatient care settings) grew up during this period creating intense competition with traditional acute care hospitals for staff. Healthcare, and in particular hospitals, must now compete with many other industries for talent. At Virginia Commonwealth University Health System, the workforce has been placed at the center of its strategic plan. Competitive compensation, creative use of benefits, quality of life initiatives for staff, and many other strategies have been initiated to ensure this health system is viewed as an employer of choice. From dependant tuition benefits to outreach programs in local schools, the organization is busy investing in its people and as a result is building good will and recognition. This was evidenced in it being named in 2004 as one of Working Mother magazine’s “Top 100 Best Places to Work”.
TOGETHER,
Parker Adventist Hospital, Parker, CO
BUILDING BETTER HEALTHCARE Kitchell, the choice of leading healthcare providers, delivers technical expertise, a collaborative approach, creative problem solving, performance not promises.
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Is Healthcare in America Broken?
With 72 million “Baby Boomers” approaching retirement age, the need is clear to ensure that there is access to health services nationally. With a wide variety of strategies in work, Virginia Commonwealth University Health System is doing its part in building the workforce of tomorrow and meeting the needs of Virginia.” Douglas D. Hawthorne, CEO and President Texas Health Resources “One of the greatest challenges facing healthcare in the United States is the increasing number of people without adequate health insurance or other financial means to pay for their care. We as a society must address this and other issues or in the not-too-distant future our population will be divided into haves and have-nots – those who have access to adequate healthcare and those who do not. Population growth is driving the need for new and expanded hospitals and clinics. But, the financial support for new or upgraded facilities is lacking. State governments face tremendous budget pressures and threats of further cuts in funding for Medicaid and the Children’s Health Insurance Program as well as reduced reimbursements under Medicare.
Yet the states’ burden of taking care of the indigent and the uninsured working population continues to increase. The growing burden of uncompensated charity care threatens not only publiclyfunded hospitals but also nonprofit hospitals that provide the safety net of uncompensated care. Yet some people are attacking the The healthcare system of tax-exempt status of nonprofit hospitals in a misguided attempt to generate the future must be ready additional tax revenues. The tax-exempt to incorporate high-tech status is what makes it feasible for molecular medicine, promote nonprofit hospitals to provide charity care and collaborate with community information technology, train benefit programs for prevention and motivate qualified and wellness.
healthcare staff, and lower Business people, community leaders, liability and healthcare costs and healthcare professionals must through streamlined integrated work together to address these critical issues facing our health care healthcare systems. system. It is time for courageous, bipartisan leadership to step forward with a workable proposal for a National Health Care Policy based on the principles put forth by the American Hospital Association. The quality of our lives and the future health of our society depend on how we meet these challenges.”
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n friday
Where Are You On
During the fall, every hometown comes alive beneath the Friday night lights. Every seat is filled by the entire community to cheer on the home team. For each person, every moment is a chance to celebrate community.
night? y by Mark VanderVoort, Associate Principal/Education, HKS, Inc.
These facilities aren’t your typical high school outdoor fields; they are high-tech, high-performance facilities that increasingly aspire to emulate college and professional venues. From their digital scoreboards to accommodating press boxes and suites, these affordable, yet compelling facilities are designed to promote the local Friday night sport as if it were an NFL experience. The Lights of Friday Night Across the nation, public school districts are updating, renovating, or replacing high school stadiums and other event locales. These facilities are more than places for Friday night high school football, they represent community, camaraderie, and family. They provide a sense of place, bringing people together to celebrate teamwork, pride, and a winning spirit. Growing All of the Way The obvious source of facility need, as well as funding, is growth. Communities are outgrowing older facilities simply by the numbers. Either there aren’t enough seats, or there aren’t enough fields to meet scheduling demands, or both. Growth solutions include building larger facilities that can accommodate bigger crowds and building centralized facilities that are shared for competitive events by multiple high schools. Centralized facilities are typically centrally located – separate from the high school campus. A community growing from one to two (or three) high schools will often build a competition facility at one high school campus, where it can serve both uses competition and practice. This strategy is cost effective and suitable for school districts with less than 20,000 students. In Midlothian, Texas, the school district has increased 33 percent in the past five years ranking it one of the top 15 fastest growing districts in Texas. The district weighed improvements to the existing 5,000-seat
playfield versus construction of a new stadium. They found that significant building and accessibility code upgrades would be triggered if improvements or expansion were pursued at the existing location. Additionally, the expansion of the existing facility would impose too great a load on the current bounding roadways, available land, and adjoining neighborhood. The cost to retrofit and expand the existing stadium rivaled the cost of a new facility. Ultimately, they elected to pursue a new 8,000-seat stadium to respond to the future growth of the district. The new facility, estimated to open in July 2006, is a symbol of community pride. It is located on a new highway bypass allowing visibility, access, and egress and is designed in a unique park-like environment for community gatherings. Its initial seating can be expanded to 12,500 seats to meet the future needs of the fast-growing school district. In With the Old When you can’t part with your existing facility, due to sentimental or budgetary reasons, it’s time to renovate. The Grand Prairie Independent School District’s Gopher Bowl, when it was built in 1957, was the leading high school sports center in the area. Many football greats have played at the Gopher Bowl throughout the decades. When overcrowded and outdated facilities became an issue, the school district could have simply built a new stadium on another site. Instead, they chose to reinvest in their beloved bowl respecting the wonderful, intimate, and friendly venue of the original Gopher Bowl. Today, the Gopher Bowl has been upgraded with a new, dynamic entry gate, new athletic turf, upgraded lighting and public address systems, and team locker rooms for a total cost of $4 million. The home stands are renovated to accommodate a new reserved seating section with comfortable folding seats, while contemporary concession stands provide fans
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Above: DISD Jesse Owen’s Memorial Complex; Right: Ben Dial Athletic Complex in DeSoto; Opposite: Frisco Soccer Complex
with a variety of food and drink selections. A new, three-story press box rises majestically over the home side, providing excellent visibility to the field, and state-of-the-art telecom connectivity from all points within. A crowning feature of the facility is a large mural that will commemorate the history of the bowl and the town of Grand Prairie. DeSoto ISD also chose to renovate in respect of the facility’s legacy in the community. At the Ben Dial Athletic Complex, plans are underway to update the existing facility with a new, open concourse design. The new facility will include a 5,000-seat home-side addition with 30,000 square feet of athletic facilities, symbolizing the community’s long-standing heritage. Making the Code The decision to renovate or build new often hinges on two relatively new building code issues. The first is “potty parity” while the second has to do with accessible routes and seating. Prior to the 90s, when many stadiums were built, these requirements did not exist. Today, if the event center project includes more than cosmetic repairs, the new codes have to be met. While these codes vary by municipality, every city must abide by them. The potty parity as it sounds is determined by the number of seats versus restroom facilities. The accessibility code states that patrons with disabilities must have entry to accessibilityready seating. Approximately one percent of all seats provided in a sporting venue must be wheelchair accessible with comparable views to those offered to able-bodied seasonticket holders. Modern Planning Meets High-Tech Sports Recent developments in athletic turf alternatives have spurred construction activity in the sports arena, but there are other considerations that have compelled many high school communities to renovate or build anew. New infill turf systems, an upgrade to Astroturf carpet-type systems, which offered realistic look, feel, and performance, were introduced in 1999. Due to its life cycle cost, lower injury rate, and maintenance benefits, the turf is being installed throughout the country. In fact, the decision to install new turf is illuminating the need for further upgrades. Off the field, lighting is an issue when hosting a sports event that takes place at night. Sports facilities built in the 60s and 70s are often lit to only a 15 or 20
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foot candle level. Today, lighting systems should have a minimum 50-foot candle level and 75-foot to 100-foot candles for TV broadcast. As stadium seating grows, so must the access to and from the facility. City planning representatives have to play a role in the design of the renovated or new facility. Big business is stepping in to sponsor cost for the games’ visual centerpiece, the scoreboard. Local businesses also lend a hand to support event concessions – in addition to traditional booster clubs. The press box is a key component of any sports facility due to new broadcast and internet technologies. Many facilities need savvy spaces that allow the broadcast of the entire game, as well as instant replays, in addition to providing high-tech quarters for today’s media. At the Dallas Independent School District’s Jesse Owens Memorial Complex, a press box area provides a signature appearance for the stadium and a home for its local television station, DSTV. The press box contains booths for home and visitor coaches, radio and
television broadcasts, and a video platform – as well as piped in sounds from the crowd below. It also houses seating areas and booths for scouts, scorekeepers, announcers, and special dignitary areas, while providing unobstructed views for fans above. Seating can be designed using concrete risers or steel and aluminum, based on the client’s budget and durability issue. Reserved stadium seating for season ticket holders must include amenities such as fold-up arm chairs and padded seats – knowing these ticket holders generate the revenues that maintain the facility all year long. A Game of Inches When the green light is given to build a new facility, budget is always a challenge. While the community cheers the addition of a new stadium, cost is always an issue – especially since school districts have an obligation to place academics ahead of sports. The Dallas Independent School District took this
Where Are You on Friday Night?
challenge and met it working with HKS, designing and building a new $33 million, 12,000-seat stadium and 7,500-seat field house. The facility’s simplicity is an expression of good stewardship of the Dallas Independent School District’s allocated funds. Many of the facility’s support functions, including locker rooms and training facilities, are combined and consolidated. In turn, the stadium is sited on nearly half of the area needed for a stadium and field house providing similar services, saving the district millions of dollars in building costs. In Frisco, Texas, cost-saving measures were implemented through a unique public/private partnership with the Frisco Independent School District, Major League Soccer, Dallas-based Hunt Sports Group (HSG), and Collin County. Together, they are underwriting funds for a soccer-specific stadium and adjacent soccer complex. Another cost-saving measure includes incorporating athletic work-out facilities for players into the home/visitor stand designs. At DeSoto ISD’s Ben Dial Athletic Complex, a 30,000-square-foot athletic facility, complete with locker rooms, a weight room, community classrooms, coach office spaces, and equipment storage, is located underneath the home field stands of the stadium. This concept allows the space to be used year-round as well as easy access for players during game-time. It’s All About the Community The community is the focus of these event centers. They provide a familiar place to encourage and promote togetherness, values, and teamwork. Today, it’s not just about football. The community is showcased through band performances, performing arts, track meets, soccer games, and drill team assemblies. These venues are designed with the district, its staff, the kids, and the community in mind. Whether a renovation or a new facility, it’s all about providing a sense of place – a building that will be a steadfast part of the community’s heritage and legacy.
SHOW ME
THE
When it comes to planning their next career move, today’s professionals aren’t necessarily content with landing the best paying job. According to the monthly newsletter DesignIntelligence, compensation is less important than four other key factors–the company’s reputation, its vision for the future, its core values, and a nurturing environment.
MONEY! M
any architectural firms are responding to this new trend by focusing on retaining valued workers, and the shift is proving to be successful both for the firms and their employees. “Architectural firms are thriving because of their people,” said Jim Cramer, president/CEO of The Greenway Group, publisher of DesignIntelligence. “The firms need to attract and retain talent and then provide an environment in which these people can do their best. Good people love a challenge and working with colleagues who will push them to achieve more than they thought they could.”
HKS, Inc., a 650-person architectural firm based in Dallas, Texas has proven a success in recruiting new talent and maintaining its base of valued employees. It was recently selected one of the top 25 medium-sized companies (251-999 employees) to work for in the U.S., according to the Great Place to Work Institute which produces Fortune magazine’s annual “100 Best Companies to Work For” list. “We recognize that our most important resource is our family of employees,” said Ralph Hawkins, FAIA, president and CEO of HKS. “Management values their ideas, input, and work product. We strive to create an environment where employees are productive, enthusiastic, and, above all, like what they do. Everyone has a voice at HKS regardless of job position. Each person has the opportunity to go as far as he or she wants to go in the firm.” The firm’s values are its cornerstone. HKS’s values were developed through a unique collaborative effort of the professional staff and senior management. “With so many new people joining our firm, we wanted to share with them who we are and what we expect from them and vice versa including excellence, responsive services, work ethic, honesty and integrity, leadership, and mutual respect and dignity.
“We feel that employees are happiest when they are challenged – not just picking up red lines or printing invoices,” said Hawkins. “We developed DoubleCheck, a new, innovative program aimed at providing education and improvement through instructional programs, resources, and guidance – enriching every employee on a personal and professional level. More than 120 professional educational programs were held in 2004.” HKS is also committed to the industry and its community. “Our firm provides opportunities for employees to serve their community as well as industry. We have founded and participated in a number of activities including Hearts & Hammers, the ACE Mentoring program, The Business of Design for small business owners, Make a Wish Foundation, United Way, We Care, and numerous other agencies as well as served on countless committees and boards representing our industry. “When you join HKS, you become a member of the family,” continued Hawkins. “We launched Operation HKS Cares to extend our gratitude to service men and women overseas. What we found is that many of our own extended family members were overseas. We’ve already sent three shipments of care packages. The last package included a DVD filled with well wishes from HKS staff members. This is just one of the ways that we let our employees know that they are important – and so are their families and loved ones.” According to Jennifer Schramm, manager, Workplace Trends and Forecasting, Society for Human Resource Management, job satisfaction surveys in the past were varied by age group of the employees surveyed. “Today, we find that balancing work/life is among the top five job satisfaction issues”. While employers have little control over the economy and healthcare costs, they can provide a safe, motivating environment for employees.
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“The best places have already taken care of Texas at Austin’s School of Architecture. “For employee basics, such as healthcare, benefits, generations, architects have chosen the 401(k), etc., and are more focused on a higher profession because of their interest in it and level of employee satisfaction,” said Schramm. passion for it,” Alter said. “They are taught to be “These employers, such as HKS, are surveying ambitious and creative. So a job that offers employees to find out what working with talented people “Today, we find that makes them work more who are completing exciting balancing work/life is projects might attract a student creatively as well as efficiently, achieve productivity, and among the top five job more than a higher paid, less most importantly, what makes involved position.” satisfaction issues” them happy.” The desire to work in a creative environment rather than focusing strictly on pay is not unique to the current crop of graduates, according to Kevin Alter, associate dean of graduate programs at the University of
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Though that passion has remained unchanged through generations, there is one significant new development in recruiting that has caused many architectural firms to realize that they can’t rely on career fairs and office visits to
Show Me the Benefits
sustain their pools of talent. That development is the Internet, which has led architectural firms, big and small, to develop high-energy Web sites designed to catch the attention of architectural students. “The web is serving as an incredible recruitment tool for students. They can go to a site and review a firm’s projects, people, and get a feel for the firm’s personality,” Alter continued. “Today, their choices and opportunities are greater and more worldwide than ever.”
“Our market is continually becoming more ethnically and globally diverse,” said Schramm. “As we look to the future, employers must find their own specialized niche, focusing on their employees’ unique attributes.”
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RETURN SERVICE REQUESTED IF UNDELIVERABLE TO ADDRESSEE, PLEASE RETURN TO: HKS INC. 1919 McKINNEY AVENUE DALLAS, TX USA 75201