RESEARCH:
BEHIND THE SCENES OF ARCHITECTURAL INNOVATION
R E S E A R C H
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“Research is the lifeblood of innovation and development. If as architects we want to continue to be relevant, add value to our work and not be relegated to commoditized services, we need to make the link between research and design innovation tangible for our clients.� Dan Noble, FAIA, FACHA, LEED AP
President & CEO, HKS, Inc.
Click HERE for in-depth information about research efforts at HKS
RESEARCH TO INNOVATE “Over the years research at HKS has been at the leading edge of informing design practice and testing the outcomes of informed design. As we move forward we are blurring boundaries between sectors and using research to bring together a diverse team of planners, designers, clinicians, workplace strategists, engineers and story-tellers working toward the same goal: the active pursuit of meaningful innovation.” – Upali Nanda, Ph.D. Research Director, HKS, Inc.
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PRE- AND POST-RESEARCH AT UT MD ANDERSON. Three inpatient units of the University of Texas MD Anderson Cancer Center Pavilion were studied before and after an extensive expansion project. Findings revealed that decentralized unit nursing and physical design models result in quality-of-work improvements associated with documentation, medication and supplies. For more information about the UT MD Anderson project, click HERE.
A COMMITMENT TO RESEARCH: A CONVERSATION WITH HKS’
TOM HARVEY a publication of
R
esearch is what you don’t see that goes into design. It provides knowledge that supports a solution, and assurance to our clients that there is evidence behind the choices made for their project. Our research at HKS is increasingly confirming that our design solutions achieve desired outcomes through measurement and analytics. HKS Research is supporting design in three ways. First, we have established our non-profit Center for Advanced Design Research & Evaluation (CADRE) to conduct funded deep dives into key client operational and design issues. Second, we are using our accrued knowledge from design research to trigger innovation within our own emerging Innovation Lab. Third, we are integrating research into practice as we design new projects. Through research in practice, we innovate for a market that is increasingly performancefocused and value-driven. Our research effort was formalized with the creation of CADRE in 2007, affirming the commitment of HKS to disciplined scientific examination of performance and experience factors that should influence design. HKS Research, through CADRE, has consistently published and presented our knowledge at national and international forums where evidence-based design findings are shared. As a separate non-profit entity, CADRE is recognized and respected for its investigations that follow rigorous protocol to ensure against bias and to protect human subjects involved. As an architectural firm investing in research, objectivity and credibility of our work are of utmost importance. HKS has built a strong foundation of research, and we are progressing to new levels of commitment. We are creating our
RESEARCHING
own innovation lab to test ideas before we introduce them to our clients. Concurrently, we are sharpening our focus on research in practice, which occurs in situ in our active projects in design. More about this process can be found in a subsequent piece in this issue of LINK.
As CADRE reviews ideas for their next research project, they utilize a set of criteria and determine which ideas have the best potential to discover new knowledge and have the most impact in the following areas:
Research in practice requires us to first inform ourselves of what has been done and tested before, then from that knowledge develop a new design idea. The commitment is to determine how to measure change in outcome once operations are commenced in the new building.
EXPERIENCE Wayfinding Positive Distractions Wellbeing Collaboration
Metrics are the keys to this greater understanding. Measurement and analytical tools must be identified early on in the design process, as the delta between the before and after metrics usually indicates success or failure. HKS has developed a uniquely structured approach to assist our design teams in integrating this investigative effort into their design process. By implementing this approach, our designers and our clients better capitalize on the value of research. HKS is proud to have a legacy of exploration and of objective, critical evaluation through our early commitment to design research. We believe that research in practice fosters active pursuit of innovation. Design creates opportunities for improved outcomes. Research for insight in the design process and on impact on the consumer are essential to improving design.
THE RESEARCH TOPICS
SAFETY Falls Air Quality Room Handedness
EFFICIENCY Walking Distances Proximities and Adjacencies Workflow
VALUE Lean Processes and Integrated Project Delivery Flexibility Adaptability
For a complete list of studies conducted by CADRE, click HERE
TOOLS Walking Distance Model Functional Performance Evaluation Translational Research Framework
IT’S N T ROCKET SCIENCE! 6 SIMPLE STEPS TO BETTER OUTCOMES THROUGH DESIGN
1 TARGET Set a target for performance improvement or enhancement based on organizational needs and key performance indicators, and on the fresh ideas that the designer and the client bring to the table.
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by Upali Nanda, Ph.D., Assoc. AIA, EDAC, HKS, Inc.
2
EXPLORE Learn what you know and what you don’t know in order to fill the gaps where you can with published evidence. Use tools that balance technology with empathy in order to understand user needs, simulate scenarios and test prototypes.
3
DEFINE Identify potential positive outcomes that could be linked to proposed design solutions, thereby establishing a hypothesis to be tested through disciplined measurement and evaluation.
Every Design Solution is a Performance Hypothesis! Research in practice requires us to inform ourselves about what has been done and tested before, explore and experiment with new ideas and subsequently develop an innovative design solution. It is also about monitoring implementation during construction, and testing outcomes post-occupancy to determine whether the design worked, and learn for the next project. HKS has outlined a simple six-step process, aligned with typical project delivery, to assist our clients and design teams to seize the value of research in practice. As an example, at Akron Children’s Hospital (pictured), research has been integrated into the project as part of the Lean process. It illustrates the six-step process, with a commitment to measuring, monitoring and improving outcomes from pre-design to post-occupancy.
4 MEASURE Identify design and performance metrics that can be used to analyze the effectiveness of the design idea, establish a methodology for gathering this data consistently and regularly as needed and then gather the data.
5 MONITOR Careful oversight of the implementation of the design solutions linked to the hypothesis is necessary, including documentation and construction, to preserve the integrity of the idea and to protect the consistency and quality of data.
6 TEST Critically and objectively analyze the data linked to the hypothesis to determine if the design idea performed as expected, if it needs modification before application on another project or if the idea should be abandoned.
Click HERE to view a video describing HKS’ six-step process
UNIVERSITY HOSPITALS AHUJA MEDICAL CENTER, BEACHWOOD, OHIO HKS, in association with ARRAY Healthcare Facilities Solutions, broke down the barriers of traditional hospital design for this community hospital by creating a place where people are brought together to work, live and heal.
The Functional Performance Evaluation gave us a better understanding of the design intent and planned workflows, allowing us to use the FPE in future Lean-Six Sigma projects and reinforcing our ability to adapt to changing healthcare environments.” – Valerie Hayden, CNO Ahuja Medical Center
SUBTITLE HERE
FROM
TARGET TEST TO
(DID WE GET IT RIGHT?)
The Functional Performance Evaluation
by Kate Renner, LEED AP BD+C, HKS, Inc.
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Testing Design Through Functional Performance We believe that every key design decision is a performance hypothesis, and we are committed to testing the success of these decisions after occupancy. As part of this ongoing commitment, we have developed a Functional Performance Evaluation (FPE) tool to evaluate current operations in an overall facility and in its individual departments after the facility has been in full operation for at least one year. Our FPE involves site audits, user feedback, environmental analysis and tracking of organizational metrics. Our philosophy in collecting data is “triangulation.” We want to collect meaningful data by using key metrics and confirm that our findings are valid by using multiple measures before developing conclusions. A Robust Framework For the purposes of these evaluations, we review the functional performance of the built environment in terms of the following areas: • Environmental • Organizational • Human or Individual In order to conduct these evaluations consistently, we defined a standardized framework. The FPEs conducted with healthcare facilities over the last seven years have given us tremendous data and insight into the impact of design on functional performance. They have allowed organizations to improve operations, and designers to identify and test specific
strategies. Ultimately, FPEs have provided an opportunity for continuous improvement across the industry. More Than Evaluation: A Tool for Better Design With data gained from our FPEs we have developed a series of analytical and generative tools that can be used throughout the design process. While Post Occupancy Evaluations (POE) are traditionally broad, technical assessments of built environments, the FPE is a focused design research tool that can inform our entire process, improve operations post-occupancy and become a driver for innovation. Ahuja Medical Center, an FPE Example
defeated the design intent. The triangulation of staff survey and on-site audit results showed that both staff and the FPE team rated patient/family accommodation as exemplary. The Isovist analysis showed challenges in visibility and connectivity, consistent with the low ratings in the staff survey and site audit. Based on the FPE data, the research team made recommendations to the leadership team and changes were implemented in both the design and operations. The results suggest that the use of evaluations as an applied research tool contributes to improvements in design processes, organizational performance and the industry knowledge base.
An FPE was conducted at University Hospitals Ahuja Medical Center to test decisions made during the design phase. Staff surveys, focus groups, observations, environmental analysis (sound, light, walking distance, visibility) and on-site audits were applied from the HKS standardized framework. To analyze the impact of the nursing unit design on nurse walking behavior and travel distances, nurses identified their patient room assignments and path and frequency of travel involved in collecting patient medication and clean supplies. The analysis revealed a correlation between dissatisfaction with operational inefficiency and long walking distances due to nonstandard stocking of supplies, which is an operational issue that
This Isovist Analysis shows the challenges in visibility and connectivity of the nursing unit design for University Hospitals Ahuja Medical Center. Based on the FPE data, the research team made recommendations to the leadership team and improvements were made in both the design and operations.
Click HERE to read more about FPEs
FUNCTIONAL FRAMEWORK During a Functional Performance Evaluation we focus on 12 framework categories that define the characteristics of a healthcare facility. These categories are standardized across all evaluations to provide consistent comparison data.
WAYFINDING
WORKFLOW
RELATIONSHIPS
FLEXIBILITY
STRESS
KEY ROOMS
OPERATIONS
SUPPORT
TECHNOLOGY PATIENT/FAMILY
SAFETY
SUSTAINABILITY
T
GOOD RESEARCH IS GOOD BUSINE$$
raditionally, the nexus of research in architectural practice has been in academia or independent research centers. Architects have relied on good information, when available, and focused on creating the best built environments for their clients based on this knowledge, their own experience and creativity. No Longer Enough
This is no longer enough for several reasons: • The market culture has changed • Clients are focused on value rather than cost • Delivery systems are becoming integrated, based on shared ownership We are, in fact, in an era of accountability where a firm’s responsibility starts well before design and continues years after occupancy. In each step of this increased responsibility, designers face questions about cost, value and return on investment (ROI). Separate Fact from Fluff Designers seldom work in a vacuum. They review case studies, read relevant information from
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online sources and discuss issues with peers. The challenge is that this information often is unfiltered. It is vital to separate fact from fluff by relying on research studies that investigate key issues systematically and prove the value of specific approaches, design features or technologies.
with buildings are typically much higher than first-time capital costs. For example, in healthcare we now know that single rooms reduce the risk of infection, adequate lighting impacts medication errors, views of nature reduce stress and increase well-being and good ergonomics reduces injury and increases efBy having ficiency. Many of NUMBER OF ARTICLES IN THE HKS an in-house these outcomes LIBRARY, A DIGITAL DATABASE research group are reflected SPANNING ALL SECTORS and a library of not in the first resources with a costs, but in opdedicated team, erational savings rapid resource lists on topics of post-occupancy. interest can be generated and An Integrated Design-Research vetted for quality of information Team is a Strategic Investment and applicability to design. This
3,000+
saves design teams and clients a lot of time and money. These resource lists become living documents regularly updated by the team. Design Driven by Outcomes is Good Business No matter the strength of the evidence on a particular subject, it is irrelevant unless it helps us create better designs that result in better outcomes. A building is not a product with a short shelf life. Operational costs associated
An informed design team can create a building which is not an expense, but an investment that can be tracked from strategic planning through occupancy. The research that goes into design is a one-time investment that reaps benefits throughout occupancy. Research done properly the first time offers benefits that outweigh the costs to provide not just a brick-and-mortar structure, but enhanced life experiences. By being critically informed on the best quality of evidence and creating a culture of exploration and experimentation, design decisions can be made with more conviction and leave less to chance.
“Capital costs are a small percentage of the operating cost of a building. By focusing on how the built environment has a measurable impact on human, organizational and environmental health, we can counter the notion that a building is a sunk-cost. It is a strategic investment that can enhance human experience and improve the organizational bottom line.” – Upali Nanda, Ph.D. Research Director, HKS, Inc.
Click HERE to read about the impact of the Affordable Care Act and the link between design and health outcomes
DESIGNLINK: HKS’ NEW FRONTIERS FOR RESEARCH
O
ne of the earliest A/E firms to invest in research, HKS has always believed in the power of research. But that power doesn’t come from the research core alone; it comes from the designers who adopt research in practice. Today, a new breed of design-researchers are leading the charge to transform architecture and design. These human bridges between research and practice are constantly exploring new frontiers. Designers Lead the Charge In 2013, HKS became an EDAC (Evidence-based Design Accreditation and Certification) Advocate Firm and supports the EDAC certification program. The certification requires a working understanding of research and how it translates to practice. Newly accredited EDAC professionals are working on creating an evidence-based Choosing By Advantage tool for flooring selection, conducting systematic sound studies and developing crowdsourcing design-research methods. These are just a few examples of designers integrating research into everyday practice.
Upali Nanda and Tom Harvey lead all research efforts for HKS. Their research provides insight and measures impact to help our design teams make informed design solutions and confirm performance outcomes.
LINE, DesignGreen a n d K n o x A d v i s o r s a r e r esearch-driven groups within HKS committed to data and metrics, simulation and analytics and, in the end, research and development. An upcoming issue of LINK will explore the work of LINE in greater detail. Blurred Boundaries In the spirit of change, the research initiative at HKS has adopted a translational framework. Our translational research initiatives seek to blur boundaries not only among offices, but among market sectors. The healthcare and workplace sectors have come together this year to explore how lessons from healthcare can be applied to workplace, and vice versa.
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An ongoing workplace research initiative is exploring the role of well-being in the workplace. Also, HKS LINE and CADRE are working as a team to push the parametric modeling initiative from sports to other sectors such as healthcare. Leading by example, HKS has committed to studying its own workplace through an ongoing in-house research initiative. In an upcoming conference, LINE, CADRE and DesignGreen will share the platform to discuss “Being the Change” by integrating research initiatives across sectors. From Research-Speak to Design-Speak One of the key priorities as we forge new paths is to create ripples of knowledge that spread across our practice. Infobytes is an initiative begun by HKS in 2007 that involves a committed group of designers who review rigorous research papers and “translate” the findings to design-speak in quick, relevant bite-sized pieces of information that designers can immediately apply to their practice. Coming Soon: A New Sandbox for the Playdate Between Research and Design At the end of the day, research in practice is all about translation of research into actionable design. Later this year, HKS will open a new lab in the Dallas office that will function as a mock-up, rapid-prototyping and testing laboratory to physically create and test design solutions. Researchers and designers will come together in the lab to explore and systematically study new solutions and their potential impact on users. The lab will be the first innovation center of its kind to reside in an architectural practice, a symbol of coming-of-age and pushing new frontiers for research in practice.
HKSRESEARCH CORE TEAM Upali Nanda, Ph.D., Assoc. AIA, EDAC Vice President and Director of Research Executive Director, CADRE unanda@hksinc.com
Tom Harvey, FAIA, MPH, FACHA, LEED AP Principal and Senior Vice President President and Founder, CADRE tharvey@hksinc.com
Heath May, AIA Vice President Director of LINE hmay@hksinc.com
Sipra Pati, MA
Research Coordinator, CADRE spati@hksinc.com
RESEARCH CHAMPIONS Research champions are committed to integrating research into everyday practice. The following individuals are leading the charge: Healthcare Interiors, Ana Pinto-Alexander Workplace, Olga Acosta Sustainability, Chris Mundell Knox Advisors, Jennie Evans Functional Performance Evaluations, Kate Renner Infobytes, Amaya Labrador Mock-up Lab, Scott Revier and Norio Tsuchiya
To visit the CADRE website, click HERE
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Some of the icons used in this publication were created by the following artists: Juan Pablo Bravo, Patrick Brentano, Piotrek Chuchla, Scott Lewis, and Antonis Makriyannis.
hksarchitects@hksinc.com www.hksinc.com
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