INNOVATE Issue 07 by HKS, Inc.

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It is with great excitement that we present our seventh issue of INNOVATE. This issue represents a variety of work from across the U.S. as well as international projects. The construction market is still vibrant and innovation will be the key to the future success of our industry. We also take this opportunity to announce our certification as a member of the 2030 Challenge, which is a program to reduce the carbon footprint of our buildings to zero by the year 2030. It is within our grasp as leaders of the design industry to make a positive impact on the environment and, just as important, reduce dependency on oil from foreign countries. Our sports group continues to make an impact with work on the Los Angeles Dodgers ballpark, collaborating with owner Jamie McCourt. Jamie shares her pathway to success as one of the most powerful females in the sports arena. Homestead Hospital representatives expressed interest in bringing hospitality back to healthcare in their new, exciting facility in Florida. Our healthcare and hospitality designers teamed to combine the experience from both groups to make this a unique hospital with an emphasis on hotel-quality services. HKS’s Director of Design, Dan Noble, takes us on a tour of the hospital. Speaking of hospitality, HKS Hill Glazier Studio leaders discuss “what makes a hotel worth $1,000 a night,” taking a look at the architecture as well as the perks of some of our HKS Hill Glazier Studio-designed hospitality hot spots. We also explore through our client survey the question, “What is important to clients?” You just might be surprised at the results. This survey has been instrumental in identifying ways that HKS can become the best at what we do for you, our clients. We hope to continue to improve our services by implementing what we learn from the survey. As always, we want to thank everyone who makes this publication so successful. Without our clients, consultants, and builders, this venue to show our collaborative work would not be possible. Thank you and please enjoy this issue of INNOVATE. Sincerely,

H. Ralph Hawkins, FAIA, FACHA President and CEO

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DESIGN DETAILS America’s Team Trusses World’s Safest Hospital And the Oscar Goes to... W Victory Lemon(aid) for Kids An Epic Agreement

LETTER FROM LONDON An ordinary stadium wouldn’t be fit for one of England’s oldest cities. In his second installment of Letter from London, Paul Hyett recounts Liverpool’s rich history and explains the complex English architecture process.

WHEN IS A HOTEL ROOM WORTH MORE THAN $1,000 A NIGHT? Luxury has a whole new meaning. Learn where you can charter your own yacht or have gourmet food made-to-order for your pet, all from the comfort of your goosedown resort bed.

THE ART OF HEALING For Homestead Hospital, HKS’s goal was to make a hospital feel like home. Principal designer Dan Noble explains the fresh approach to healthcare design through a pictorial.

ON DECK WITH JAMIE MCCOURT

THINK GREEN AT WORK

W W W. H K S I N C . C O M

Meet Jamie McCourt, wife, mother, lawyer, and Los Angeles Dodgers owner extraordinaire. In a candid interview, McCourt describes how a girl from Baltimore came to be one of the most influential women in sports.

The world is becoming more environmentally conscious and so is the world of architecture. So how can HKS make a difference? By accepting the 2030 Challenge.

WHAT MATTERS MOST TO CLIENTS In an effort to continually offer the highest-quality service, HKS surveyed more than 150 clients to find out what matters to them.

HKS is committed to being a good steward of the environment. INNOVATE is published on recycled paper, which is FSC certified (Forest Stewardship Council), and printed using soy-based inks.

credits EDITORIAL HKS Communications; DESIGN HKS GrafxLab; PHOTO/ILLUSTRATION cover: Ed LaCasse;

pg. 1: (top) Ed LaCasse; (bottom) HKS, Inc.; pg. 3: Ed LaCasse; pg. 4/5: (all images) HKS, Inc.; pg. 6: (top left) Graeme Wilkinson; (top right) Andy Nugent; (bottom) HKS, Inc.; pg. 7: (top, middle, right and bottom) HKS, Inc.; pg. 8/9: Tom Fox; pg. 10: (left) James Walshe; (top right) ©One&Only Resorts; (bottom right) ©One&Only Resorts; pg. 11: (top) Tom Fox; (bottom) ©Las Ventanas; pg. 12: (both images) Nunzio DeSantis; pg. 13: Robert Miller; pg. 14-19: Ed LaCasse; pg. 20-23: HKS, Inc.; pg. 24-27: (illustration) Dennis Cheatham; (background textures) ©iStockphoto.com/Ryan Klos; ©iStockphoto.com/aaussi; ©iStockphoto.com/ellyc; ©iStockphoto.com/Nicholas Belton; ©iStockphoto.com/Bill Noll; pg. 28-31: (background texture)©iStockphoto.com/Lidija Tomic; PUBLISHING Innovative Publishing Ink. Please direct inquiries to Aran Jackson at 502.423.7272 or ajackson@ipipublishing.com

Left: The Cathedral Church of Christ in Liverpool Right: Shankly Gates at Anfield. Photo by Andy Nugent

In 1904, Bishop Francis James Chavasse – a physically diminutive figure but in terms of 20th century ecclesiastical history a giant of a man – decided that Liverpool needed a new cathedral.

LETTER FROM LONDON A SERIES OF LETTERS FOCUSING ON HKS‘S GLOBAL DESIGN EFFORTS.

Paul Hyett is co-chairman of RyderHKS International in London

The city, with its long sea-trading history, lies within a territory of gutsy and determined people – such as the founders of the great transAtlantic shipping companies White Star and Cunard, the latter formed by Samuel Cunard, who originally hailed from Nova Scotia. And people like the 19th century shipping magnate who commissioned architect Alfred Waterhouse with Florence Nightingale to prepare plans for Liverpool’s new infirmary where the highest standards in medical research and healthcare would be established for generations to come. People such as Chavasse and Cunard not only recognized that cities are enriched by great architecture, they also understood that great architecture is the product of inspired briefs. As a result of such patronage, Liverpool’s waterside – once gateway to and from the Americas and other far-off places – now has one of the most memorable skylines of any city port worldwide. Herein lay the context for HKS which, with its London office RyderHKS International, has been commissioned to design a new stadium for the Liverpool Football Club – one of England’s oldest and most successful teams. This was not to be any old stadium …

The club was founded in 1892, but after more than 100 years its much-loved ground at Anfield has reached its full capacity – a mere 45,362 seats. With a demand for some 76,000 seats, the club had no option but to relocate.

The unthinkable was thus contemplated by Chief Executive Rick Parry: relocate to a new stadium in the neighboring Stanley Park as part of a two-pronged regeneration program. The first step would include the restoration of the Grade I listed park – now in disrepair – and this would be followed by the commercial redevelopment of the old stadium site as a “kickstart” to an economic regeneration within the wider urban area. It is a credit to all those concerned that an agreement in principle was, after long negotiation, achieved for this initiative. Americans George Gillett and Tom Hicks then joined forces to acquire the celebrated Liverpool Club. They would bring with them ambitions for a facility tailored to meet the highest expectations of fans and players. But despite their laudable ambitions, the American entrepreneurs found the planning

procedures in the United Kingdom different from their experiences back home. What are the lessons? This Letter from London offers insight into the regulatory challenges facing foreign investor-operators who wish to compete in the British development world. The law governing planning in England and Wales requires that a planning consent is obtained for most new developments. The controls cover, broadly, three headings: the type of use, the intensity of use, and the design of the facility that will accommodate that use. British planning processes are demanding – especially for high profile and controversial applications. The Planning Authorities must routinely determine the application. This involves a special panel – a group of local citizens who, following election to represent their community on the Council, have been seconded to make up what is known as the Planning Committee. They receive advice from officers – or municipal employees – who must issue a written report advising on the merits, or otherwise, of an application in terms of its compliance with established council policy and any other relevant considerations. But it doesn’t end there: Councils must consult with Statutory Consultees including, in the case of Liverpool, groups such as English Heritage and the Commission for Architecture and the Built Environment (CABE), based in London.

In terms of planning and architecture, this latter group is one of the most influential bodies in the UK. Its procedures can, for the faint of heart, be intimidating. The client’s architect is required to make a presentation to a panel made up of some of the country’s most distinguished architects and critics. This is done in the presence of the client who then receives a written report setting out CABE’s views on the architectural merit (or otherwise) of the project. That, in turn, is sent to the Council for its consideration when determining the application.

Multiple conceptual renderings of new highercapacity Anfield proposed for Stanley Park. Left: Southwest view Middle: View of Kop Right: Southeast view Below: South facade onto Anfield Plaza

All of this can be extremely convoluted. That said, the evidence is quite clear that UK architecture and urban design have benefited much as a result of CABE’s engagement. It is a credit to my colleagues at HKS that they have been unequivocal in their support for the process to which they have been subjected – extreme as the pressure may have been along the way. And perhaps herein lies the clue as to why HKS and landscape architects Planit have enjoyed one of the best responses to their presentation that CABE has given for any project to date. In a nutshell, CABE’s intent is to “raise the game” in terms of architectural quality and Liverpool Football Club, its new ownership, and their design team have shown themselves to be more than willing to respond to the challenge. These are exciting times in Liverpool and the future of this project looks bright …

WHEN IS A HOTEL ROOM

WORTH MORE THAN $1,000 A NIGHT? By: Nunzio M. DeSantis, AIA, John C. Hill, AIA, and Robert C. Glazier, AIA

A growing base of affluent consumers are driving the luxury market and influencing the way upscale resorts and hotels are designed today. This influential group is generally characterized by its high level of disposable income and aspiration to experience truly memorable destinations. From pristine, sun-drenched beaches to high-altitude alpine vistas and lively urban hubs, one emergent

trend is the desire of discerning travelers to visit authentic, one-of-a-kind places that allow them to feel at home in their location and reveal the areaâ&#x20AC;&#x2122;s history and culture. To deliver on the promise of a unique guest experience, the architecture must capture the personality of the site and the intent of its topography, existing structures, and natural surroundings. 9

HKS Hill Glazier Studio has completed, or is currently working on, a number of destination resorts – about $14 billion in construction to be exact. Completed, celebrated hot spots are featured.

JEAN-MICHEL COUSTEAU FIJI ISLAND RESORT Vanua Levu, Fiji 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. At the 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 achieved with the addition of the new Point Reef Villas.

• luxurious personal bathing suite includes a two-person shower • 10-foot-tall, floor-to-ceiling windows to private tropical gardens just beyond • 11-foot waterfall, shower, and private areas • indoor spa and Jacuzzi • indoor/outdoor luxury garden bathroom • private infinity edge pool with floating day bed • a compound of rooms connected by decks, pools, and gardens

THE ONE&ONLY PALMILLA Los Cabos, Mexico The freshly remodeled One&Only Palmilla pampers guests with complete luxury. Located at the tip of the Baja Peninsula overlooking the Sea of Cortez, One&Only Pamilla reflects the gracious style of Old Mexico with its red-tiled roofs and whitewashed walls. The design team maintains the overall architectural character of the original resort to create a harmonious balance of new and old buildings. With sweeping views of the desert, coastal mountains, and sea beyond, the resort additions consist of a spa, a covered entrance arcade, an infinity edge pool, three-meal poolside restaurant, conference center, and 75 expansive rooms measuring 750 square feet.

• pillow selection menu • aromatherapy turndown menu • signature restaurant C, featuring celebrity chef Charlie Trotter • One&Only Spa at Palmilla offering 13 private treatment villas designed for one or two people • Jack Nicklaus-designed golf course with a dozen of the club’s 27 holes overlooking the sea • 50-foot yacht charters available • celebrity sightings

LAS VENTANAS AL PARAISO Los Cabos, Mexico As its name implies, Las Ventanas al Paraiso, in Los Cabos, Mexico, is a window to paradise. Melding the desert environs with the rich history and culture of Baja Mexico, this boutique, 61-key coastal resort evokes a centuries-old sense of tradition and craftsmanship. In the expansive and richly appointed suites, each more than 950 square feet, guests are offered an unparalleled view to the Sea of Cortez. Also included are seaside restaurants, a world-class spa, and exquisite meeting facilities that make it one of the most sought after wedding venues in the world.

• spa suites with dedicated butlers • private rooftop sun-bathing decks with pools, fire pits, day beds, and limitless nighttime star-gazing • eucalyptus-scented guestrooms • artistically designed, pebble-inlaid headboards • in-room tequila welcome • luxury pets program including made-to-order dishes and pet cabanas • a swimming pool that covers over a half mile of perimeter • Porsche Boxster rental available • celebrity sightings

FOUR SEASONS RESORT HUALALAI • luxurious private villas overlooking the Red Sea • world-class scuba diving and snorkeling in front of the hotel in the Red Sea • Hammams (Turkish steam baths) in the fully separated spa (private entrances and facilities for women and men) • central funicular that lifts guests from the beach to the restaurants and meeting space in the citadel hotel building at the top of the site • camel rides into the surrounding desert for star-gazing and exploring the local wadis • many biblical sites in the nearby Sinai Mountain (including an ancient monastery claiming to hold the bones of Moses) • telescope equipped star-gazing towers

FOUR SEASONS SHARM EL-SHEIKH

Kona, Hawaii The Four Seasons Resort Hualalai, inspired by the architecture of traditional Hawaiian villages fulfills the image of kipuka or oasis – a lushly landscaped paradise surrounded by molten lava flows. The lobby, restaurants, and spa are designed as open-air pavilions providing unobstructed views of the Pacific Ocean. The golf clubhouse is situated to provide views of the 18th fairway of the Jack Nicklaus signature golf course. Guestrooms are arranged around four informal crescents or courtyards. All guestrooms feature ocean views, private terraces, open-air bathrooms, and traditional Hawaiian furnishings.

Sharm El-Sheikh, Egypt Traditional hillside towns of the Mediterranean and Middle East inspired this luxury resort on the southernmost point of the Sinai Peninsula. Guests enter beneath a canopy of date palms at the top of this steeply sloping site. The lobby, restaurants, and meeting rooms are carefully situated to allow for the most dramatic views of the Red Sea. Below, the resort’s guestrooms line the sloping pathway down to the water’s edge. Domes, traditional Moorish arches, and roof gardens add to the romantic architectural style. Courtyards, cooled by fountains and shaded by canopies of tall palm trees, provide gateways to the various guestrooms, all of which have sea views, large terraces, and light-filled bathrooms.

• oceanview/oceanfront rooms • guest rooms with private outdoor bath gardens with outdoor showers • deluxe suites featuring Bose CD/DVD surround systems, Nespresso coffee makers, and Alora fragrance diffusers • pool amenities including loaner iPods and pre-stamped postcards, full amenity spa, and fitness center • private Jack Nicklaus golf course • full time Alaka’i nalu (watermen and women) who guide canoe trips, snorkeling, and other water activities • Kings Pond, a preserved natural pond for safe snorkeling for the entire family with manta rays and thousands of local tropical fish • cultural center providing classes in talk-story, hula, star navigation, etc. • aquaculture and organic farms where local Moi (fish) and other unique delicacies are grown for the five-star restaurant

Whether in bustling cities or sublime vacation destinations, creating an inclusive ambience that provides guests with opportunities for restful respite, discovery, comfort, privacy, and interaction is vital to influencing whether guests will return for another visit. Ultimately, it is the guest experience that drives the success of the architecture and the hospitality lodgings as a whole.

E H

A RT O F

E AL ING 15

Baptist Health’s Homestead Hospital is changing the way people think about healthcare, creating a healing, safe environment that embraces a modern vernacular while incorporating the familiar Baptist Health signature look. Baptist Health South Florida opened one of the area’s most high-end hospitals on May 6, 2007. The 300,000-square-foot Homestead Hospital is built on 60 acres of land located just east of the Florida Turnpike in Homestead, Fla. The beauty of southern Florida is experienced naturally through expansive windows in the main rotunda and is brought into the space through daylighting, an oceanic-inspired palette of colors, palm trees and tropical flowers, local artwork, warm wood tones, and galleries of open space. Leaders at Homestead Hospital took providing top-notch healthcare services seriously when developing the facility. One of the most inviting hospitals in Florida, it replaces the existing Homestead Hospital that opened in 1940. “We had outgrown the existing hospital,” said Corey Gold, vice president of Homestead Hospital. “We didn’t have the structural support to build up or the additional land to build out and the parking was minimal. Our space also was limited – due to our growth from 400 to 500 employees.” The new facility, three times larger than the previous one, extends healthcare services to the growing population of South Miami-Dade County. It features all-private patient rooms, an emergency center triple the size of the existing one, additional operating rooms, more clinical space for outpatient diagnostic services, and minimally invasive surgical procedures. “Homestead Hospital is inspired by the traditional Spanish Colonial architecture prevalent in south Florida and adopted by Baptist Hospital of Miami – the parent healthcare organization,” said Dan Noble, FAIA, FACHA, principal designer, HKS, Inc.

Architectural elements are used to enhance wayfinding throughout the hospital.

Familiar oceanic colors and artwork enriches the labor/delivery/recovery unit.

“Our design conveys that this hospital is a place where state-of-the-art medicine is practiced in a non-intimidating environment,” he continued. “Glass curtain wall detailing, contemporary interior finishes and furnishings, and modern interpretations of traditional design elements help to create a feeling that is progressive while remaining traditional.”

“A grand stair and balconies invite guests to explore the atrium space by foot as an alternative to taking the elevator,” said Sheets. “Artwork, including local photography with a south Florida flair, is located throughout the facility – with the central gallery located on the second floor amongst the tree-lined private waiting areas.”

The full patient experience – from the atrium entry to patient rooms to high-tech clinical areas such as the emergency room and intensive care units – has been conceived to strengthen the concept of healing in a tropical environment. Soothing colors, natural light, tropical flowers, and large open spaces work to contradict the stereotype that hospitals are cold, intimidating, and confusing.

Continuity and harmony are achieved throughout the hospital. Familiar, oceanic colors and artwork niches provide an inviting entry to the labor/delivery/recovery unit.

The main rotunda is designed to complement the building’s traditional vernacular and provide a positive experience for guests with its terrazzo flooring, curved walls, wood tones, and inspiring natural light. A circular pattern on the rotunda floor and ceiling mirror each other to provide balance within the space. Circles are repeated throughout the space to highlight points of interest, ranging from the entry rotunda to the waiting areas to the nursing stations – while geometric floor patterns provide intuitive wayfinding from the rotunda through the central atrium to the main elevator. “Passing through the main rotunda, guests are greeted by a modern yet warm welcome area, furthering Homestead Hospital’s mission of improving and promoting compassionate healthcare,” said Travis Sheets, interior designer, HKS, Inc. “Next to the welcome area are six, wing-walled registration spaces that offer privacy without the intimidating confinement of a closed space.”

The intensive care unit, with its circular collaboration teaming areas and private family areas, offers the latest in high-tech care in a compassionate, healing environment. Private patient rooms boast natural light, built-in armoires, granite-style work areas, and inspiring artwork. “The hospital design is modern,” said Gold. “We wanted it to look like a circa 2007 building versus a 1940s or 1950s structure. Today, when people walk into the hospital atrium, they just stop and stare. The word that I hear the most is “gorgeous.” OWNER: BAPTIST HEALTH SOUTH FLORIDA/HOMESTEAD HOSPITAL CONSTRUCTION MANAGEMENT: SKANSKA USA BUILDING, INC. MEP ENGINEER: TLC ENGINEERING, INC. STRUCTURAL ENGINEER: HKS/STRUCTURAL CIVIL ENGINEER: EDWARDS AND KELCEY LANDSCAPE ARCHITECT: ROSENBERG GARDNER DESIGN INTERIOR DESIGNER: HKS ARCHITECTS, INC. ENVIRONMENTAL GRAPHICS: TOM GRABOSKI ASSOCIATES, INC. MEDICAL EQUIPMENT PLANNING: GENE BURTON & ASSOCIATES FOOD SERVICE: INMAN FOODSERVICES GROUP, INC. NUMBER OF BEDS: 120 START DATE: 2005 COMPLETION DATE: 2007 TOTAL SQUARE FOOTAGE: 300,000 SF HOSPITAL PLUS 81,000 SF MOB

ON DECK

W I T H

Jamie McCourt is no shrinking violet. At age 53, she is poised to become the most powerful female in sports. And, she’s ready for it. McCourt has been an avid fan of sports (and business) all her life. Growing up in Boston, she was a big Orioles fan – attending and keeping scorecards at the games, following each and every pitch. Her passion for sports didn’t include just being a spectator. In high school, she lettered in three sports including volleyball, basketball, and lacrosse. She also aspired for knowledge. She graduated with a bachelor’s degree in French from Georgetown University as well as a diploma from La Sorbonne at the University of Paris. Later, she earned a law degree from the University of Maryland and an MBA from MIT Sloan School of Management. Following graduation and while raising four sons, McCourt was an attorney in a private practice in New York before settling in Boston. Admitted to the Bars of Massachusetts and New York and the District Courts for the Eastern and Southern Districts of New York, she specialized in international and securities law as well as corporate, real estate, and family law. She practiced for 15 years before going into the real estate development business. To her credit, she was named among the “Top 100 Most Powerful People” and “Top 100 Women Who Run Boston” by Boston magazine.

JAMIE McCOURT In 2004, her career direction shifted when Major League Baseball unanimously approved the sale of the Los Angeles Dodgers to McCourt and her husband, Frank. Today, Jamie McCourt is living “Dodger Blue,” serving as the vice chairman and president of the team and is ready to open a new chapter in the celebrated history of the Dodgers.

Being one of the highest ranking women in sports, what are the challenges and the benefits? I really don’t think about it in those terms. The benefits of the job are being here, at this beautiful ballpark, every day. The challenges? Well, every job has its challenges no matter what you do. It’s not about being a man or a woman. It’s about how you persevere in accepting and meeting challenges.

Do you see more women getting involved in executive roles in sports? Yes, I do. California is a great place to look at diversity from that vantage point. Kathy Goodman and Carla Christofferson are the majority owners in Gemini Basketball Holdings, which owns the Los Angeles Sparks. Gillian Zucker serves as president of the California Speedway. It’s also happening within our own organization. The Dodger front office includes women in high-ranking positions such as Assistant

General Manager Kim Ng; Assistant Director of Minor League Operations Luchy Guerra; and Senior Vice President of Communications Camille Johnston. People may not realize how many women are participating in front of and behind the scenes in the sports business.

Who were your business mentors? Your role models? I grew up with a father who was in retail. Through him, I learned a lot about business and sales. He was the consummate marketer and sales guy. He really knew how to make people happy. Like him, I find myself saying “know your customer,” “focus on service,” and “value integrity.” We grew up hearing this at home and working with him at the store. To me, baseball is a big retail business. I feel I’m implementing what I learned growing up.

You are a unique husband/wife management team. What is your role versus his role? We are an interesting couple. We’ve been together since we were 17 and 18 years old. So, we’ve experienced life and business together. Frank is a visionary. He is on the 100-year legacy plan while I operate under a five to 10-year strategic plan. So, he sees this great vision and I help him execute the plan. We fill in where the other leaves off.

Why do you think the two of you work well together? What have you learned from each other? I think we work together so well because we know each other’s strengths and weaknesses and, most importantly, have a true mutual respect for one another. Frank is fantastic with the masses. He will go meet people at the Dodger Stadium turnstile and shake every hand. I like to talk one-on-one to fans, finding out who they are, what’s important to them, and what makes them tick. Not that he can’t do what I do, and vice versa. Over the years, we just discovered what works for us. As a team, we can approach a situation from different perspectives, leveraging what we are good at while meeting our goals for the betterment of the team and the fans.

What are the elements of creating a winning baseball team? Do the same principles apply in business? It’s all about the people, when creating a winning team. The first things I look for in a management team are lead-

The Dodgers’ history is replete with countless stories of innovation and record-setting performances. Since the inception of baseball, the Dodgers have been one of the preeminent franchises in all of sports. It is this unwavering commitment to excellence that is the hallmark of The Dodger Way.

You are in the process of renovating Dodger Stadium. Are the renovations achieving the goals you set? HKS has been renovating Dodger Stadium for the past two seasons. Every component of HKS’s design speaks to meeting our goals. Working with HKS, we are focused on restoring the stadium’s mid-century modern architecture while adding the finest amenities for our fans. Given the sport, we have a short window of time – basically from November to March – to complete work. We have appreciated HKS’s knowledge, responsiveness, and ability to get things done. It’s clear that these designers understand the business and operations of our ballpark. In the last two

“

We laid out three goals for the organization: to produce championship baseball year after year; make Dodger Stadium the most exceptional venue in the country; and expand our involvement in the community. ership abilities, intellectual capabilities, and collaboration skills. I consider those management strengths. I like to surround myself with people who are incredibly smart and inventive. I think this builds a stellar organization – regardless of what type of organization it may be. We can learn from the people who do it well and even those who have had missteps. The goal is try to implement things that are good and avoid the pitfalls.

What makes the new Dodger organization unique? When we became stewards of the Dodger franchise, it was losing $50 million a year, attendance was dwindling, the Dodger brand was eroding, and the ballpark itself was in need of some major repair. After an assessment of our unique assets and opportunities, we brought in a new team with extensive experience in sports franchise and brand management. We’ve reconstituted and continue to build our sales, sponsorship, marketing, and guest relations teams – all charged with the mission to reinvigorate the brand. We laid out three goals for the organization: to produce championship baseball year after year; make Dodger Stadium the most exceptional venue in the country; and expand our involvement in the community.

years, every seat within the primary seating bowl was replaced and returned to the stadium's original color palette, traditional yet modern box seating was incorporated at the baselines, and video display boards were added around the loge level and outfield wall. Our renovations were met with rave reviews and a record-setting 3.7 million fans flocked to Dodger Stadium to enjoy the refurbished ballpark. And, there’s more to come. Our season ticket base is approaching 27,000 and we have 52 new sponsors this season. The Dodgers are first in in-stadium merchandising, meaning our fans purchase more Dodger merchandise on a per-fan basis than any other team in Major League Baseball.

What sets Dodger Stadium apart from others? In addition to its beauty, what’s interesting about Dodger Stadium is that it holds 56,000 people. When Yankee Stadium is demolished, Dodger Stadium will be the largest and the third oldest ballpark in the country. It is a real icon and the heart of Los Angeles. As long as we are stewards of the Dodgers, this stadium will remain. It would be difficult to replicate this venue. We believe it is the nicest ballpark in Major League Baseball.

Besides Dodger Stadium, what are your favorite entertainment venues to visit in Los Angeles? We enjoy going to the Hollywood Bowl amphitheater. Some of our stadium seating was inspired by the Bowl’s boxes. It is family-oriented, outdoors, and just fun. We also like going to the Ahmanson Theatre. Again, it is comfortable and relaxing. And then, of course, there’s the beach. You can’t live in California without taking advantage of the breathtaking beaches.

What is your favorite baseball moment? What is your favorite Dodger moment? Baseball to me is the American dream. Looking back, my favorite baseball moments centered on being with my father. It gave us a chance to spend time together. I used to listen to sports on the radio and keep score at the games. My favorite Dodger moment was when the team hit four back-to-back home runs to tie up the game 9-9 in the ninth inning against the San Diego Padres. The Dodgers won the game 11 to 10 in the 10th inning. You could feel the excitement throughout the stadium. That hadn’t happened since 1964.

How are you involved with or connected to the Los Angeles community? We know that our fans are the real MVPs of the Dodgers. As such, we want to give back to the community. Through The Dodger Dream Foundation, we have partnered with more than 3,500 organizations. Using baseball as our organizing metaphor, we’ve set up the foundation to revolve around the bases with first base focused on recreational and athletic opportunities, second base on literacy and education, third base on healthcare and well-being, and home plate on the environment. We also recently introduced ThinkCure, the official charity of the Los Angeles Dodgers, a cancer research fund formed in partnership with City of Hope and Children’s Hospital Los Angeles.

What does the future look like for the Los Angeles Dodgers and their fans? Our future is World Series, World Series, World Series in our renovated stadium, while giving back to the people of Los Angeles.

What does the future look like for the Jamie and Frank McCourt family? I’m a parent. So, my priority is to make sure that my four sons are healthy and happy. My husband, Frank, is also a top priority. And, thinking “Dodger Blue” is just a way of life for me now. With unbridled energy and enthusiasm, McCourt continues to set the bar in the sports business world. Typically sleeping four hours a night, she gets more done in a day than most get done in a week. But, it’s not just about the job. She knows that while there are only nine innings in a baseball game, the memories made at Dodger Stadium will last a lifetime. And that’s what makes her “Dodger Blue.”

by B. Kirk Teske, AIA, LEED AP, Principal, HKS, Inc.

As individuals, you and your neighbors can make changes in your homes that positively affect the environment, such as changing incandescent light bulbs to lower-energy fluorescent bulbs, recycling, and replacing old, outdated appliances.

Challenge – a nationwide challenge to reduce the carbon footprint of the built environment. The Challenge, initiated by founder Edward Mazria, calls on the nation’s building industry to design and build carbon-neutral buildings by the year 2030.

But, imagine the impact of retrofitting just one 200,000-square-foot commercial office building.

This might sound like it’s out of reach for today’s energy-consuming buildings. But, 2030 designs are already under construction in China. Dongtan, China is the world’s first carbon dioxide-free city. According to greenoptions.com, developers are building this $1.3 billion eco-city just outside of Shanghai. Renewable energy will be used extensively, including biomass power generation systems fueled by post-consumer and agricultural wastes.

Why is that? Recently released data from the U.S. Department of Energy indicates that buildings account for 40 percent of all energy consumed in the United States – including 71 percent of electricity. Constant computer usage, low-efficiency appliances, incandescent lighting, and inefficient air conditioning systems are just a few of the culprits of energy consumption. Consumers are on board for sustainability. According to a recent survey commissioned by the American Society of Interior Designers (ASID), six out of 10 U.S. homeowners say they would consider integrating sustainable design features into a future home improvement project, provided those enhancements were costcompetitive. This acceptance is not lost on corporate America.

Today’s new business bottom line focuses on people, planet, and profits – versus the accepted profit-first thinking of the ‘80s and ‘90s. Sabre, RadioShack, Fidelity Investments, Koll Development, Bank of America, Trammell Crow, Hines Corporation, and many other topranked American firms are already on the environmentally friendly list. In addition to being a leader in Leadership in Energy and Environmental Design (LEED) design, HKS has formally committed to the 2030

And, sustainability is a must for the evolving world economy. Soon, China will be the largest consumer of energy and, more specifically, oil. India may be fourth or even third in the next 10 years. Imagine the geopolitical consequences of these two countries vying for larger shares of energy resources. In an effort to meaningfully address climate change in the United States, the U.S. Green Building Council made a bold step in June 2007 with a new mandate for minimum energy efficiency performance for all future LEED projects. As of June 26, 2007, all projects seeking LEED certification must achieve a minimum of two Energy Optimization Performance Points, which equals 14 percent energy savings over the prescribed performance of the ASHRAE energy code. This step significantly improves the credibility of LEED certification in promoting energy efficiency.

Today, government at all levels – federal, state, county, and municipal – is seeking to incorpo-

rate environmental considerations into their activities. With a combined purchasing power of over half a trillion dollars annually, governments have the largest potential to help society achieve sustainable and 2030 Challenge goals. As of July 2007, 600 mayors from all 50 states and the District of Columbia have signed the U.S. Conference of Mayors’ Climate Protection Agreement, pledging to reduce by 2010 global climate changing carbon dioxide pollution in their cities to 7 percent below 1990 levels. The group is calling for $4 billion in federal grants to help cities address global warming. And these mayors are making it happen. Seattle has already reduced global climate change pollution by more than 60 percent by constructing green buildings and switching to alternative fuel vehicles. Waverly, Iowa’s wind turbines generate 5.52 percent of the area’s total electricity. And, Pittsburgh boasts the most square feet of certified green building space – more than any other city in America.

How do we design energy-efficient buildings that meet the 2030 Challenge? The answer is both simple and complex. For starters, make the most of natural daylighting. Buildings designed to harvest an abundance of natural light can forego dependency on inefficient artificial lighting. Daylighted designs combined with efficient lamp technology and intelligent dimming systems are a significant cost-saving alternative. Just as you would analyze your home energy consumption, corporate clients need to look from the outside in. A well-designed exterior building envelope can save thousands of dollars annually over the life of the building. Increasing the insulation R-values, reducing air infiltration, and adding sun shading devices are just a few of the passive strategies that can be considered. In addition, active systems – such as photovoltaic panels, micro-turbines, co-generation, heat recovery, and computerized building controls – can significantly reduce a building’s dependency on fossil fuels.

Does it cost more to build a high-performance building? Yes and no. Washington is the first state in the nation to require new prisons, offices, schools, colleges, and other publicly funded buildings to meet a national environmental standard. Silver LEED ratings yield a 4 percent increase in total costs for projects over $10 million, and 6 percent for projects less than $10 million. But, depending on what strategies are employed, payback can occur in as little as four months and typically not longer than 10 years. If companies are not quite up to all of the 2030 Challenge options due to current upfront costs, passive systems improvements can be the initial focus while costly active systems, such as solar panels, can be implemented as funding and capital improvement budgets allow. Sabre Holding’s LEED Silver headquarters, located in Southlake, Texas, saves the firm more than $150,000 annually in electricity costs. DFW International Airport’s recently opened Terminal D, with its efficient lighting technology – including T-Five lamps, hybrid lighting, and modern direct digital control occupancy sensors – cut electricity bills by 25 percent and uses 30 percent less thermal energy or heat energy. The future looks bright for sustainability. Building efficiency technologies are being added to the market every day. Recent offerings in lighting systems integrate BlueTooth wireless technology with dimming controls and next generation photovoltaics are more efficient at converting sunlight to electricity while being less costly to produce. Improvements in energy modeling software such as DOE’s EnergyPlus and ENERGY-10™ are more accurate and considerably more user friendly than previous versions, allowing designers to understand more accurately the impact that design decisions have on a building’s energy efficiency. An EnergyPlus plug-in for Google’s popular SketchUp software integrates building simulation functionality into the drawing environment, enabling the users to execute annual energy simulations during the early design phases. These and other technologies hold promising potential to improve the buildings of tomorrow.

Replace your light bulbs. Energy Star-qualified fluorescent bulbs use about 75 percent less energy than standard incandescent bulbs and last up to 10 times longer. Turn off the lights and electronics when not in use. We all try to do it at home. So, why not at work? To save the planet, remember to flip the switch when you leave. Purchase Green–E certified electricity. Many areas provide options in your electricity service provider. Select one with the best environmental rating.

Replace your old office refrigerator with a new energyefficient one. If your fridge or freezer is over 15 years old, it’s not rated “A.” Also, make a note to defrost regularly. Reduce fax-related paper. Use a fax modem. This allows documents to be sent direct from your computer without a paper cover sheet. Refurbish existing office furniture. Don’t just discard your old furniture, refurbish it into something new. At least, it will be new to your co-workers. Check out your HVAC system. A yearly maintenance check of your HVAC systems (including changing the filter and cleaning the cooling coils) allows your systems to run at optimized efficiency.

Recycle. Turn that daily newspaper or 20-page architectural specification into new paper products, rather than sending it to the landfill. Use recycled paper. Put your green where it counts – in your recycled paper. INNOVATE does. Carpool. Can’t do it? Then, think about public transportation. You might like having the chance to read a book or better yet, relax. Print double-sided copies. Double up. No need to print single-sided when double-sided copies are just as effective and save environmental resources.

Choose green airlines. Book flights with airlines that recycle air commuter food and beverage waste and offer electronic ticketing. Environmentally savvy airlines include British Airways, American Airlines, and Southwest Airlines. Book green accommodations. Check with organizations such as the International Ecotourism Society, California’s Green Lodging Directory, or Florida’s Green Lodging Directory to start your hotel search.

Choose suppliers who recycle their products. Printer cartridges, trash bags, binders, file folders, and plastic envelopes are just a few office products that can make the green circuit.

Rent hybrid cars. Car rental companies are thinking about the environment. Rent a hybrid today from Enterprise Rent-a-Car, Western Road Trips, Fox Rent-A-Car, EVRental, and Bio-Beetle. Better yet, take public transportation.

Purchase green products. With a flood of green products on the market, take another look at your purchase options from office cleaning products to conference furniture.

Reuse hotel sheets and towels. Giving up your daily fresh supply of towels is a selfless act. But, when guests participate (and according to Project Planet, 68 to 72 pecent do), a 100-room hotel saves 72,000 gallons of water annually.

Fix leaky faucets. Did you know just one drop per second wastes 10,000 liters per year? Now you do.

Eat and shop locally. Save the planet and save local businesses at your travel destination. Look for homegrown produce harvested locally or products created by the town’s farmers, artisans, or businesspersons. Your local purchase can save the world a few travel-based carbon emissions.

Communicate by e-mail. In some instances, a letter is the way to go. If it’s not – e-mail, e-mail, e-mail.

What do clients look for when selecting an architectural firm? Past experience, a proven track record, and quality of prior work made the top 10 list.

tion. “An architecture firm can complete projects on-time and within budget, but do they have a team of designers who you can work with on a long-term basis?”

More than 150 clients were surveyed recently by HKS to determine what matters most to them. The ability to deliver on budget and on time took the #1 and #2 spots.

His method of double checking a firm is good, old-fashioned reference checks. “I will contact every one of the firm’s references, asking them about their working relationship with the architectural firm’s staff first,” said Gold. “The next line of questions are all about the schedule and budget.”

According to Paul Whitman, president of southwest corporate services for the global real estate advisory firm, The Staubach Company, this assumption rings true. “I’ve never had a client choose an architect based solely on fee. And that’s a good thing. Clients want to hire experienced architects who design to their vernacular and can successfully deliver a project.” Design capabilities, quality of prior work, team experience, and similar project experience were in the list’s third, fourth, fifth, and sixth spots. Innovation, competitive fees, references, construction management and full-service capabilities, clientele, length of time in business, and design awards round out the list. Vice president of Homestead Hospital in Florida, Corey Gold, bases his architectural selection decisions on the firm’s reputa-

When it comes to governmental work with the General Services Administration (GSA), design excellence is priority. “Today, the GSA is looking to step up the design of its new buildings – in comparison to its matchbox building architectural genre of the 70s and 80s,” said Jag Bhargava, project executive, U.S. General Services Administration. “We look at the designers proposing on our projects individually, evaluating his/her portfolio of work, design philosophy, and design intent. After that, we begin looking at everything else.” David Wick, vice president of Hines – an international real estate firm – notes that when hiring a design firm, a positive prior experience is key in making the architectural shortlist. “As

a client, we want to manage our risk. We look for an architect that produces a comprehensive set of construction drawings and administers the project well.” Meeting architects through educational professional organizations works for Ronnie Caruthers, director of buildings and grounds for Birdville Independent School District in North Richland Hills, Texas. “It is important to select an award-winning firm – such as HKS – but when it comes down to it, the people are going to deliver the project on time and within budget. I look for honesty, integrity, and loyalty when selecting an architect. Through professional organizations, I get to know the architects as well as the firm’s credentials.” The HKS client survey also asked “Is sustainable design important to your current and future projects?” More than 95 percent of clients responded yes. “Five years ago, we rarely were asked about green or LEED-certified buildings,” said Whitman. “Now, we never have a situation where we aren’t asked about it. Clients feel it is their obligation to at least find out more about sustainable design and construction.”

Hines is taking it to the next level. Chairman Gerald Hines mandates that the team, on any project in which Hines is an equity participant, make every reasonable effort to receive LEED certification – in most cases LEED Silver or higher. The cost of going green is prohibitive to some owners. However, they’re still committing to green design. “Because we are a cost-conscious school district, LEED certification is still out of reach,” said Caruthers. “But, we still implement its tenets. Our new buildings include geothermal air conditioners, waterless urinals, xeriscape landscaping, and energy-efficient lighting. It’s important that, as schools, we serve as stewards of our environment.” More results of the 2007 HKS survey will be shared with clients in the coming months. “We truly appreciate clients taking time out of their busy schedules to complete this important survey,” said Ralph Hawkins, president and CEO, HKS, Inc. “With their valuable input, we will continue to look at ways to improve our services, documents, and relationships.”

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