AGILE BY DESIGN HEALTHCARE
ARCHITECTURE INTERIOR DESIGN PLANNING
TA B L E O F C O N T E N T S
ABOUT US................................................2
OUR APPROACH.......................................14
RELEVANT EXPERIENCE.............................. 22
C O N TA C T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 0
ABOUT US
AGILE BY DESIGN T H + A’ S I N T E L L I G E N T D E S I G N P R O C E S S B E G I N S I N T E R N A L LY. We start by building a strong and balanced team, guided by highly involved leadership and driven by creativity, critical thought and collaboration. Then we provide tools – such as the th+a Project Process – to ensure that work is consistently completed to a high standard of quality. Finally, we hone our efficiency through constant evaluation and improvement of our standards and processes.
T H E B E N E F I T TO O U R C L I E N T S ? A T E A M W H I C H P R O V I D E S A G I L I T Y, C O N S I S T E N C Y A N D QUALITY IN DESIGN.
3
OUR FIRM th+a (t. howard + associates architects, inc.) provides architectural planning and design solutions that make a quantifiable contribution to our clients’ strategic objectives. It is a new day in healthcare and healthcare design. New technologies and innovative clinical processes mean that flexibility for facilities and basic infrastructure is more important than ever. As members of the healthcare design community, our greatest contribution is to collaborate with healthcare providers to continually evolve our design/planning processes to ensure the delivery of the highest quality of patient care and experience. We rely on tested, proven methods but we see every project as an opportunity to redefine our approach for the benefit of our Client and their patients.
4
5
WE ARE EXPERTS Our clients trust us to make the most of their resources, and to pair their vision with new and interesting ideas, insightful techniques and sustainable opportunities. This responsibility demands a thorough understanding of each client’s mission and business case, and the ability to synthesize that knowledge into highly effective programs and environments. As advisors our fundamental strength lies in our hands-on leadership approach, which ensures that each project benefits from the direct infusion of experience, knowledge and strong guidance.
OUR PHILOSOPHY IS SIMPLE ... We know that by providing total project solutions with superior service, we allow our clients to focus on their core business. Our ability to provide service diversity with the quick response and personal attention large firms cannot offer has proven successful for our clients time and time again. 6
7
SERVICES The diverse expertise of our team members allows us to provide solutions for a wide variety of needs. Our in-house offerings include the following: PROGRAM MANAGEMENT • Develop Master Schedule/Global Budget/Work Plan • Build/Lead/Manage Development Team • Manage Overall Process T R A D I T I O N A L A / E C O N S U LT I N G • Campus Planning • Project Feasibility Analysis • Site Selection • Site Planning • Functional/Space Programming • Facility Planning/Design – New • Facility Planning/Design – Renovation • Facility Analysis - Assessment/Evaluation • Sustainable Design and/or LEED Certification Consulting • Interiors Graphics Packages • Marketing Materials (Renderings, Presentation Boards, etc.) • Various Project-Specific Services
PROJECT MANAGEMENT • Develop/Manage Project Schedule/Project Budget • Lead/Manage Project Team • Manage Overall Process 8
9
PLANNING • Strategic Planning • Master Planning • Facility Planning INTERIOR DESIGN • Finishes – Facility-specific Selections • Finish – Standard Selections • Furniture Selection/Specification • FF & E Procurement MEDICAL EQUIPMENT • Planning • Procurement ARTWORK • Coordination/Recommendation/Selection • Specification/Procurement FAC I L I T Y S E C U R I T Y C O N S U LT I N G C O N S T R U C TA B I L I T Y R E V I E W S • Facility Condition Assessment • Peer Reviews of Plans M OV E C O O R D I N AT I O N • Inventory Existing Furniture/Equipment • Organize/Schedule/Manage Procurement/Move Activities S TAT E R E G I S T R AT I O N S AL, AR, AZ, CO, IL, LA, MN, MS, NC, OK, PA, SC, TN, TX, WI 10
11
T O D D C . H O W A R D, A I A , N C A R B , L E E D A P PRESIDENT Ask any of Todd Howard’s clients, colleagues or employees to describe him and one motif emerges — he’s a driven leader. As the president of th+a, Todd guides a team of professionals who invest great effort and technical expertise toward each client’s success. And as a leader, Todd believes it his responsibility to look at a project from all angles — legislative, environmental and operational — and to think several steps ahead of his client’s needs. His goal is to see the vision for the project, partner the right talent with the client and create an exceptional environment for all constituents. Todd has led a wide variety of healthcare projects during his 21 years of practice, with work including ambulatory surgical centers, emergency departments, medical offices, rehabilitation hospitals, and numerous other healthcare-related specialty projects. Todd is a passionate community leader and active in numerous professional and civic organizations. His longtime involvement with AIA Dallas includes service as president and public policy chairman. Todd was key in establishing the AIA Dallas Emerging Leaders Program, which later received a national AIA award for grassroots excellence. He has also served as vice president of advocacy for the Texas Society of Architects. A graduate of Leadership Dallas, Todd has been involved with several City of Dallas boards and committees, has served on the governing board for Doctor’s Hospital. He is currently active on the board of the Dallas Arboretum and has served as the Chair of the Arboretum’s Tour Des Fleurs 10k/20k race since 2013. Todd is also an active board member for St. John’s Episcopal School and the White Rock Lake Conservancy.
EDUCATION Texas A&M University, Bachelor of Environmental Design
PROFESSIONAL AFFILIATIONS American Institute of Architects - Past President, Dallas Chapter
REGISTRATIONS
Texas Society of Architects
Registered Architect: AL, AZ, CO, LA, OK, PA, TN, TX, WI
Dallas Regional Chamber
CERTIFICATIONS LEED Accredited Professional National Council of Architectural Registration Boards
The Real Estate Council Greater Dallas Planning Council U.S. Green Building Council
12
OUR APPROACH
15
EACH PROJECT IS A JOURNEY HERE’S HOW WE ENSURE OUR CLIENTS R E AC H T H E I R D E S T I N AT I O N
R E SE A R C H/ DU E D I L I G ENC E W E E X P LO R E T H O R O U G H LY TO A C H I E V E C O M P L E T E U N D E R S TA N D I N G
LI S T E N / I N Q U I R E W E M U S T H E A R O U R C L I E N T S TO U N D E R S TA N D T H E I R PRIORITIES AND GOALS
Q U E RY / C HA LLE N G E W E T E S T O U R S T R AT E G I E S A N D W E C H A L L E N G E O U R CLIENTS TO SEE THE WHOLE PICTURE
S U G G E ST / E VA LUATE W E S H A R E W H AT ’ S P O S S I B L E A N D R OA D T E S T O U R C L I E N T S ’ OPTIONS
C O LLA B O R AT E W E E X P E C T O U R C L I E N T S TO PA R T I C I PAT E I N T H E J O U R N E Y 16
THE CHARRETTE PROCESS IS THE PRELUDE TO GOOD DESIGN An interactive process that defines the whole problem: size, quality and cost
APPROACH Draw each project stakeholder into the process Incorporate their goals Communicate among team members
BENEFITS Keeps all stakeholders coordinated Reduces downtime for reviews Drastically reduces amount of time lost to changes of direction
NTROL
OF
A
DE
QU
L
Y IT
CO
LL
A
and document revision
PROJECT DESIGN + PRODUCTION
LIVERABL
PROJECT INITIATION + EXPLORATION
CONSTRUCTION
CLOSE-OUT
ES
• • • • • •
17
Stakeholder Engagement Research Exploring Possibilities Clarifying Objectives Managing Expectations Achieving Consensus
• • • • • •
Execution Continuous Evaluation Quality Control Schedule Management Budget management Milestones Achievement
• • •
Transition to C.A. QC to Ensure Design Intent Met QC to protect Stakeholder Interests
• •
Regroup + Review Identify Improvements for Future Projects
EVERY PROJECT IS UNIQUE Successful projects occur when a Client’s vision is paired with inspired solutions. Experience has taught us that the key to achieving extraordinary results lies in a truly collaborative project approach. This open participation enables a greater understanding of the project drivers and provides a platform for capturing firsthand knowledge and unarticulated needs. Because every project is unique, th+a will begin with a workshop that is interactive and designed to build consensus. The charrette process helps the team define the character, quality and scope of the project. The charrette uncovers the essence of the true need by engaging the Owner in a discovery process to identify and test a solid but unique combination of solutions. This meticulous assessment of unique needs and stakeholder priorities will shape the facility design, leading to a clear vision for a facility that will serve its users far into the future. Then, equipped with substantial depth of experience and timetested tools, the team will guide the project through the design and construction process, providing the thought leadership that will define an efficient, innovative facility while ensuring project costs remain within their budget.
18
RELEVANT EXPERIENCE
21
CONTINUUM REHABILITATION HOSPITAL FLO W E R MO U ND, TX Continuum Health Services selected the th+a team to provide programming, planning, architecture and interior design for the adaptive reuse/renovation of a medical office building to accommodate a 60,000 square foot licensed freestanding rehabilitation hospital. Due to the owner’s deadlines, programming, design and construction documents were completed in three months while construction was completed in ten months. In order to convert the existing MOB from business occupancy to an institutional occupancy hospital, the internal nonstructural components of the building were demolished.
For patient rooms, the exterior façade was partially demolished to lower the windows to 36” from the finished floor. The most challenging components for construction were the program’s needs for hospital-size patient elevators and an indoor in-ground therapy pool.
22
23
The bed unit provides for 30 private rehab patient rooms as well as 12 private head trauma rehab patient rooms. Open dining and gathering spaces are centralized for daytime therapy activities, and special isolated patient rooms and unique features for bariatric patients were also accommodated.
Therapy components include an inpatient physical therapy gym and an outpatient physical therapy gym with aquatic pool therapy. The program also includes occupational therapy rehabilitation spaces, an outdoor therapy garden, and an inpatient pharmacy with USP 797 compounding requirements and laboratory.
24
25
CHILDREN’S MEDICAL CENTER OF DALLAS COMPLEX CHRONIC CARE CLINIC & MY CHILDREN’S CLINIC DA LLA S, T X Children’s Medical Center of Dallas selected the th+a team to renovate an existing administrative space into two primary care clinics to establish a medical homestyle environment. In the fall of 2014, Children’s opened the hybrid clinic on its main campus that will serve as an integrated medical home to two distinctly different populations: patients with complex, chronic and/or multiple diagnoses alongside generally healthy patients with basic primary care medical needs.
urban population growth, demographic shifts, and the evolution of care models resulting from the current wave of healthcare reform.
Planning was initiated in 2013 to create this new clinic platform with a focus on providing patient-centered care in a less intense environment for the The MyChildren’s clinic’s extended hours diverse populations. A key planning will ease the increasing demand for and design challenge of the renovation the hospital’s emergency department, was to mitigate/eliminate impact of delaying the inevitable expansion construction on the adjacent sensitive of emergency-related facilities. This operations an ambulatory surgical suite blended clinic provides a new model located immediately below and an tailored to serve rapidly changing executive conference room on the floor needs in the community spurred by above. The team successfully controlled
26
27
disruptions primarily through planning that allowed sequencing of construction and building systems installations to minimize inevitable negative impacts.
chronic care clinic and 12 to the MyChildren’s general pediatric services. The clinic will treat young patients will multiple specialty diagnoses.
The new concept medical home model involved a complete demolition and finish-out of approximately 10,200 SF of office space, designed to include 18 exam rooms–six devoted to the complex
Integrating and sharing the support spaces will promote flexible use of the MyChildren’s clinic for the complex chronic care space during busy times.
28
29
BAYLOR CCI CANINE TRAINING CENTER I R V I N G, T X Baylor Scott & White Health and Canine Companions for Independence secured th+a architects to design the first Canine Companions training center in Texas. Located in Irving, the campus will be Canine Companions’ sixth training center in the country, allowing the organization to provide more highly trained assistance dogs free of charge to people with physical and developmental disabilities. The Canine Companions for are designed to accommodate a wide Independence program serves people range of users living with mobility and with physical and developmental access related needs. disabilities, including wounded veterans. For the kennels, th+a partnered with The training center is designed in specialty consultant Animal Arts to harmony with the tree-dotted site, design canine boarding and training nestled within a natural landscape spaces. Animal Arts’s expertise in adjacent to Baylor Medical Center animal sheltering and training was at Irving. The campus comprises an critical to ensure healthful and positive administration building, training center, environments for the canines. living quarters for clients and kennels, which will be developed in phases. The The training center will be a calming, revitalizing environment and an ideal buildings will be formed by materials setting for acclimating clients with their that enhance the natural surroundings canine companions. including wood, glass and Texas limestone. Phase One construction began in early 2015 and will include between six and The fundamental design challenge for the campus was in creating comforting eight dormitory rooms and 24 kennels. The training center will begin operation environments ideal for acclimating by Fall 2015, with the overall objective both the clients and their future canine companions to bond and train together. of developing a campus capable of graduating approximately 60 teams per For clients, dormitory rooms face in to year. a quiet, natural courtyard setting and
30
31
H E A LT H C A R E R E A LT Y T R U S T DA L L A S, TX | FRI SCO, TX | GARLAND, TX | G RAPEVINE , TX Healthcare Realty Trust owns and operates medical office buildings and outpatient facilities. Over the past six years, th+as’ ongoing relationship has provided design and renovation services to HRT’s many tenants. th+a has provided in excess of 70,000 square feet of doctor office and public space assessment, design and renovation, on eight HRT properties in the greater Dallas-Ft. Worth area.
32
33
D O C T O R S H O S P I TA L DA LLA S, T X Tenet Healthcare selected th+a to provide interior design and artwork selection for a 10,600 square foot inpatient rehabilitation care unit for orthopedic and bariatric patients. The facility is a “hospital within a hospital� - an upscale rehabilitation unit designed to simulate a luxury hotel. To aid in recovery, patients are encouraged to take part in gentle activity. The environment was designed to stimulate this, tempting patients with social gathering areas such as a lounge, coffee bar, computer area, and
formal dining space. The amenities also provide a more pleasant experience for caregivers, who often choose to stay in adjoining suites to assist in the patient’s recovery process.
34
B AY L O R R E G I O N A L M E D I C A L C E N T E R AT G A R L A N D H O S P I C E G A R LA N D, T X Baylor Health Care System engaged th+a to convert an existing bed unit at its Garland, Texas, campus into a freestanding 6-bed hospice unit. Because the families of hospice patients frequently spent long amounts of time at the facility, it was important to the hospital that the hospice provide a supportive environment to the whole family - a “home away from home� at an important time.
Amenities such as family living, dining and kitchen areas as well as a threefixture bath allow loved ones to spend time with the patient without worrying about basic needs and comfort, and a dedicated consultation room allows families to meet with caregivers in a private environment.
VERT
FEC
D D
2
VERT
1
AecDbMvBlockRef (AecBase70)
VERT
E
E
E
D D
OFFICES
D
D
NURSE STATION RESTROOMS PATIENT CARE KITCHEN/LIVING SUPPORT
35
TRE
I N PAT I E N T P E D I AT R I C P S Y C H U N I T DA LLA S, T X In an effort to enhance the quality of care and level of safety at the existing inpatient children’s psychiatric unit at Children’s Medical Center – Dallas, CMC engaged th+a to plan and implement a series of improvements that enhance the patient experience and outcome. The existing facility, which had served as an inpatient children’s psych unit for years, required renovation in order to accommodate shifts in the nature of the target patient population, mirroring the shifting needs of the communities served. Steps were necessary to ensure the utmost in patient safety. Patient bedroom doors were replaced with double-acting doors with view windows (integral blinds). Some door hardware was modified or replaced and window stools were redesigned in order to eliminate hazards. Support and education space was modified to better accommodate collaboration with the Dallas Independent School District who provides on-site education opportunities for the patients. The entire suite also received new finishes. The th+a team focused on working closely with the GC to provide information precisely when needed, to ensure that the entire process was completed in an extremely compressed timeframe to allow occupancy prior to the start of the 2013 school year.
36
OFFICES
TOILETS
PATIENT ROOMS
CLASSROOMS
MULTIPURPOSE / MEETING
BUILDING SUPPORT
TREATMENT
KITCHEN
36
37
BAYLOR UNIVERSITY MEDICAL CENTER EMERGENCY DEPARTMENT DA LLA S, T X Baylor University Medical Center selected th+a, in partnership with FreemanWhite, for the expansion and renovation of its existing Emergency Department. A facility originally constructed in 1985, the emergency department suffered from high patient demand and an inefficient layout. It was one of only two Level One Trauma units in North Texas, and was already serving over 78,000 patients per year. Patient demand far surpassed the department’s ability to provide care, and wait times exceeded three hours.
th+a’s team assessed the department and identified its core needs, establishing goals for efficient staffing, effective use of ancillary spaces, enriched communication, improved ergonomics and technological flexibility.
38
39
The team also crafted a strategic project plan to ensure that the facility remained fully operational throughout the process. By earning buy-in from clinical staff, maintaining detailed scheduling of construction phases and shut-downs, and ensuring clear communication about goals and timelines, the team was able to effectively fulfill the hospital’s vision. The team reconfigured the department around three operational and careteam units, distributing them throughout the space to both minimize travel distances between units and to assist
with operational efficiency during nonpeak hours. A centralized core provides support services, medication, food services and staff areas to all three units. To double the facility’s patient capacity, the design team expanded the department’s footprint and increased the number of beds from 34 to 87. A large new trauma unit, built to accommodate up to eight injured persons, was outfitted with dedicated digital imaging, and additional imaging equipment on overhead rails was added to support all four trauma bays.
40
41
B AY L O R R E G I O N A L M E D I C A L C E N T E R AT G A R L A N D E M E R G E N C Y D E PA R T M E N T G A R LA N D, T X Baylor Regional Medical Center at Garland appointed th+a to design the renovation and expansion of its Emergency Department. The project was unique as all work had to occur while the department, as the third-busiest ED in the system, remained in full operation. Additionally, the design and construction had to be mindful of a facility in place for 60 years. The facility now accommodates three radiology rooms, one trauma room with seven critical care treatment rooms, a new triage unit, and 18 treatment rooms.
By exploring the facility’s infrastructure and layout as well as its staffing and operational processes, the team formulated a solution to optimize the available square footage while providing a faster, more efficient model of emergency care delivery.
42
43
Thorough due diligence clarified the building’s condition and established immediate requirements, and a needs assessment focused on the patient care process and highlighted the demand for additional examination and imaging rooms. Using that knowledge, the team designed a space oriented toward parallel processes which allocate resources to the most critical cases, allow for immediate patient care and greatly reduce wait times.
The team designed an eight-room rapid medical screening area as an alternative to the traditional triage process. The areas allow doctors to directly assess patient needs and direct the appropriate level of care, varying from immediate critical care to direct discharge. To streamline patient flow and alleviate crowded waiting areas, the team crafted a sub-waiting room at the center of the department. The space provides a calming environment for patients awaiting test results, and leaves beds available for more critical patients.
44
45
BAYLOR UNIVERSITY MEDICAL CENTER SURGICAL WAITING AREA DA LLA S, T X Baylor Health Care System selected th+a to transform this space — initially an open portion of a three-level atrium — into a waiting area for the Surgical and ICU departments. This project was one of many departmental relocations completed by th+a in relation to the Emergency Department expansion and renovation project. The greatest challenge of the project was its tight deadline; work was scheduled to finish just before the next phase of the Emergency Department project — the expansion phase which would co-opt the existing surgical waiting space.
The new waiting area blends sheltered semi-private seating arrangements with more public areas, designed to provide comfortable accommodations for waiting caretakers. Thoughtful touches include reclining armchairs, work areas and a small kitchen.
The team took a split-package approach in order to meet the project’s tight deadline, delivering the structural engineering portion two months in advance of the architectural and MEP package. This allowed work to progress quickly on the atrium infill portion.
The space makes extensive use of natural light and organic patterns and textures, bringing a natural rhythm that carries through from the undulating wall treatment to the vibrantly stocked aquarium.
46
47
BAYLOR UNIVERSITY MEDICAL CENTER ROBERTS HOSPITAL OPERATING ROOMS DA LLA S, T X th+a led the complete renovation of twenty-six operating rooms at Baylor University Medical Center. Project goals included maximizing the available procedure space, providing a flexible environment with equipment capable of supporting a range of functional requirements, and accommodating future changes in technology and equipment. While studying the orientation, spatial and functional requirements for the operating room activities and equipment, the design team worked with medical center staff to create a full operating room mock-up. The process helped identify key areas of need and incorporate unique design solutions, such as a flexible “surgical command station� for each operating room.
Another innovation was the design of a vertical, stainless steel utility core shaft for each room. Multiple wallmounted doors provide direct access to wiring, allowing for rapid adjustment to technological changes through equipment upgrades instead of extensive renovations. The renovation includes the addition of a state-of-theart da Vinci minimally invasive, robotic surgical system.
48
49
BAYLOR ALL SAINTS MEDICAL CENTER JOAN KATZ BREAST CENTER FO RT W O RT H, TX th+a provided architectural and interior design services for the finish-out of The Joan Katz Breast Center, a comprehensive cancer treatment center which brings together nurse navigation, cancer screenings, diagnosis, treatment, conferences, counseling, social support, and wellness and education services. The project’s primary goal was to create an all-inclusive cancer center where patients can find resources for the medical and non-medical aspects of dealing with all stages of the disease. To accomplish this, th+a crafted a
center around specialized spaces for diagnosis, treatment, counseling, education, research, social support and supplies. The center is the first in the area that fully services what is generally a highly fragmented experience.
50
51
It was also important to create an inviting and comforting space - a departure from the clinical environment of typical treatment centers. To provide the feeling of being surrounded by the comforts of home, the team incorporated warm tones, soft fabrics, colorful artwork, varying ceiling heights and gentle lighting throughout the design. The team also incorporated elements such as a meditation garden, intended to help alleviate the anxiety patients feel during treatment.
Because the center needed to host interactive training and education sessions for physicians, patients and caregivers in a comfortable, private environment, th+a designed a training room with ample collaborative space and high-definition TV screens, as well as private waiting areas, offices and meeting rooms.
52
53
B AY L O R R E G I O N A L M E D I C A L C E N T E R AT G A R L A N D R A D I O L O G Y D E PA R T M E N T G A R LA N D, T X th+a provided planning, project management, architecture and interior design for the complete renovation of the Baylor Medical Center Garland Radiology department including a new imaging suite with two MRI units, fluoroscopy, ultrasound and digital radiology, treatment rooms, clean room, lab and waiting areas. The challenge was to convert an abandoned cafeteria into a safe, comfortable space to provide magnetic resonance imaging (MRI) services. The waiting room provides all the comforts of a relaxing environment while paying special care to privacy issues. At the three check-in counters, the design team created generous work stations and partition walls, rather than typical glass partitions, to offer both patient privacy and staff concentration in a less stark environment. The effect is an intimate space which allows patients to provide necessary information with little concern for other ears or eyes intruding
on personal information. Throughout the space deep neutral tones, splashes of crimson and rich wood finishes impart a refined and calming atmosphere. Beyond the waiting room is the semisecured dressing zone, created with separate changing areas for men and women. Each area includes multiple changing stalls and locker accommodations to secure personal items.
54
55
The sub-waiting areas located in this zone are also divided between the sexes and provide a curtained area with cozy, quiet seating. The result is a stressreducing, spa-like feel for patients to enjoy while transitioning to testing.
with remote imaging devices to allow doctors, clinicians and technicians to view and diagnose imaging results without interruption or privacy intrusions.
Inpatients enter conveniently through a separate back corridor into a The clinical, highly secured zone beyond private waiting area equipped with the dressing area accommodates two electrostatic windows, which provide MRI rooms with a shared control room patient privacy when required and also as well as two digital imaging rooms. offer the necessary visibility for proper Two separate work areas are outfitted patient care.
56
57
B AY L O R H E A LT H C A R E S Y S T E M SMALL PROJECTS M U LT I P LE T E XA S LOC ATI ONS For over a decade, th+a has worked with the Baylor Health Care System and CB Richard Ellis to provide design and construction administration services on many departmental and public space renovation and expansion projects. Baylor University Medical Center - Dallas, TX • Ambulance Drive Expansion • Pavilion Training Room • Barnett Tower Medical Office Suites • Roberts Hospital Atrium Infill • Baylor Foundation Office Suite • Roberts Hospital Gift Shop • Baylor Human Resources Office • Roberts Hospital Stair Removal • Beasley Auditorium • Roberts Hospital Nurse Station • First & Second Floor Corridors • Sammons Cancer Center Medical • First Floor Office Suite • Heartplace • Specialty Hospital Nurse Station • Landry Tower Medical Office Suites • Surgical Education/Seeger Lab • Mail Room • Truett Tower Medical Office Suite • Main Hospital Call Center • Truett Tower Environmental Services Office • Mary Crowley Lab • US Oncology Medical Records Office • Medical Plaza Pharmacy • Wadley Tower Social Services • Memory Center • Wadley Tower Medical Office Suites • Metabolic Research Tissue Lab Baylor Regional Medical Center at Garland - Garland, TX • 3 West Tower - Patient Floor • Heartplace • Imaging Department • Sandler Southwest Aftergut Dermatological Offices • Retail Pharmacy • Cardiac Catherization Laboratory • Executive Suites Baylor Regional Medical Center at Grapevine - Grapevine, TX • Cardiac Catherization Laboratory • Retail Pharmacy • Heartplace Baylor All Saints Regional Medical Center - Fort Worth, TX • Heartplace • Joan Katz Breast Center Baylor Regional Medical Center at Irving - Irving, TX • Southwest Pulmonary Office
• Medical Office Building
58
59
C O N TA C T
C O N TA C T TO D D C . H O WA R D, A I A , N C A R B, L E E D A P O: 214.522.1100 C: 214.563.6511 E: thoward@thaarch.com
J A M E S K . S H A R P, M P A , L E E D G R E E N A S S O C . O: 214.466.2727 C: 512.983.2289 E: jsharp@thaarch.com
www.thaarch.com