ZGF 682 Digital Case Studies In Design Excellence For Mid Sized Urban And Inner Suburban Medical Centers
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SmithGroupJJR
/
Healthcare
George Washington University
Replacement Hospital
Washington, DC
e George Washington University replacement hospital is the premier healthcare facility for Washington, DC – serving the presi-
dent and congress when in session. e 371-bed hospital, known worldwide for clinical expertise in cancer, labor and delivery, heart
disease, surgery and minimally invasive surgery, emergency medicine and disaster preparedness, neurological care, and orthopedics, is
dedicated to providing diagnostic treatment and ambulatory care services with centers of excellence in cardiovascular research/treat-
ment.
e hospital o ers emergency, diagnostic imaging, neurology/cardiology procedure areas, pharmacy, laboratory, central sterile
processing and public functions such as educational spaces, dining area, gift shop, and administrative and business o ces. Primary
care and specialty outpatient care clinics are also available through 280 Medical Faculty Associates – comprised of 41 specialties
and subspecialty areas. A surgery center with 12 operating rooms – including two open-heart rooms – and an endoscopy center is
included in the hospital. e hospital also houses the Childbirth Center, which includes an LDR unit, postpartum unit, a well-baby
nursery and NICU.
e hospital’s premier Level I Trauma Center gained national recognition by successfully treating President Ronald Reagan in 1981
after an assassination attempt. e emergency room (ER) was estimated to serve more than 46,000 patients per year – yet was one of
the smallest in the region. e ER now boasts a 250 percent growth with its 12,000 sf space in the new hospital.
Urban Context
e project presented numerous site challenges, including its tightly constrained urban site atop a Metro rail station. In addition, be-
cause the new hospital is located in a prominent and predominately residential area of the city—directly on Washington Circle in the
historic Foggy Bottom district—SmithGroupJJR needed to successfully navigate the District’s inherently complex approval processes,
as well as obtain approval from the National Capital Planning Commission and the Commission of Fine Arts. SmithGroupJJR also
proactively addressed the concerns of community and civic groups, as well as the DC O ce of Planning and representatives from
the DC Department of Public Works. SmithGroupJJR made several successful design presentations to the Foggy Bottom Advisory
Neighborhood Commission (ANC). SmithGroupJJR dealt successfully with the community’s concerns regarding noise, redirected
and increased tra c, loss of parking, and obstructed views in order to build proactive support for the new hospital setting and design.
Case Studies in Design Excellence for
Mid-Sized Urban / Inner Suburban
Medical Centers
Compiled by AIA Potomac Valley Chapter,
Envision Prince George’s Community Action Team for Transit-Oriented Development,
and Coalition for Smarter Growth
DECEMBER 2012
Prepared for AIA Potomac Valley Chapter,
Envision Prince George’s Community Action
Team for Transit-Oriented Development, and the
Coalition for Smarter Growth
Design Excellence for Mid-Sized Urban/Inner
Suburban Medical Centers
October 10, 2012
AECOM
©Heliphoto.net
CANNON DESIGN
SMITHGROUP JJR
ZGF ARCHITECTS
SMITHGROUP JJR
ZGF ARCHITECTS
Preface
Over the last two years, the Community Action Team for Transit-Oriented Development, formed under
the Envision Prince George’s initiative, has worked to educate and engage the public and decision-
makers about the opportunity to create walkable communities and transit-oriented development in Prince
George’s County, Maryland. This group is composed of local civic activists, architects, developers, and
concerned residents who seek to create an awareness of the best opportunities for their county’s growth
and development. The Community Action Team, in collaboration with the non-prot Coalition for Smarter
Growth and other partners has convened a series of public forums and tours to examine how the county can
realize the potential for creating great neighborhoods and mixed use districts around the county’s fteen
Metro existing stations.
As the state and county announced an agreement to create a new leading Regional Medical Center to be
located in Prince George’s County, the Envision Community Action Team, partnering with AIA Potomac
Valley (the local AIA chapter) and the Coalition for Smarter Growth, began to study and compile research
for the prospects of building a medical center that could take advantage of a Metro station location,
be designed to foster a vibrant, walkable, mixed use environment and be the impetus to bring other
development to one of these transit oriented sites. The group analyzed a variety of candidate sites, focusing
on existing Metro stations that would have the transportation access and land availability to accommodate
the intense demand of a bustling mid-sized hospital center for the region. In July of this year, a public forum
was developed and held with medical center design and development experts to discuss the trends in
healthcare design and explore how Prince George’s can best take advantage of good design, community
connections and transit access to bolster prospects of success for a agship Regional Medical Center to
serve both the county and Southern Maryland. This series of local grass roots meetings lead the group to
strongly support the idea of locating the medical Center at one of the existing Metro station sites, believing
that many positive opportunities for Prince George’s County would result.
The group continued to study hospital precedents and examples, and decided there would be value
in sharing this information with stakeholders. Working with AIA Potomac Valley, the nation’s leading
architectural rms were asked to provide case studies on similarly sized hospital centers in similar contexts,
with the hope this would inspire and inform the design and planning decisions for our Prince George’s
facility. The result is the following publication which compiles these exciting “Case Studies in Design
Excellence for Mid-sized Urban/inner Suburban Medical Centers.” Leading medical architectural design
rms, recognized experts in the medical design eld, have provided case studies of hospitals and related
facilities that demonstrate design excellence in terms of architecture, site design, relationship to surrounding
uses, and transit-oriented facility access.
The intention of this publication is to inspire the stakeholders in this process and provide them with
leading examples of the very best in design of medical facilities. We hope these case studies will inform
and illuminate the decision process to create a state of the art medical center for Prince George’s County
and Southern Maryland. The Community Action Team for Transit-Oriented Development, with AIA
Potomac Valley and the Coalition for Smarter Growth believe this facility has the potential to create pivotal
development opportunities for smart growth in Prince George’s County, and that it will play an extremely
important part in shaping of the of future of our county.
Respectfully,
Envision Prince George’s Community Action Team for Transit-Oriented Development,
AIA Potomac Valley, and the Coalition for Smarter Growth
Case Study Summary
FIRM AECOM AECOM CANNON
DESIGN CANNON
DESIGN ZGF ZGF ZGF SMITHGROUP
JJR SMITHGROUP
JJR SMITHGROUP
JJR SMITHGROUP
JJR
FACILITY NAME Mary Catherine
Bunting Center
at Mercy
American
Hospital Dubai Kaiser
Permanente,
Orange County
Medical Center
Centre
Hospitalier De
L’Universite De
Montreal (CHUM)
Seattle Children’s
Hospital Legacy Salmon
Creek Medical
Center
Children’s
Hospital
Colorado
University of
Virginia Medical
Center Master
Planning
Sutter Health,
California Pacic
Medical Center
Cathedral Hill
Replacement
Hospital (CPMC)
Kaiser
Permanente Los
Angeles Medical
Center
George
Washington
University
Replacement
Hospital
SITE LOCATION Baltimore Maryland Dubai, United Arab
Emirates
Anaheim, California Montreal, QC,
Canada
Seattle, Washington Vancouver, WA Denver, Colorado Charlottesville,
Virginia
San Francisco,
California
Los Angeles,
California
Washington, DC
BEDS 260 350 262 772 600 220 270 610 (replacement
hospital), 72 acuity
adaptable beds
929 448 371
BUILDING SQ FT 700,000 700,000 350,000 3,597,000 2,125,000 sf 1,124,000 1,440,000 1.2m sf replacement
hospital 127k sf
Patient Tower Exp.
1.2 million 912,000 450,000
BUILDING HEIGHT 21 stories 8-9 stories 6-7 stories 20 stories 8 stories 6 stories 9 stories 9 stories 13 stories 7 stories 6-7 stories
SITE AREA 1.5 acres (parking
offsite)
11 acres 28 acres 6.77 acres 28.4 acres 24 acres 48 acres 8 acres 2.43 acres 3 acres 2 acres
AFFILIATED
SUPPORT USES
Surrounding blocks
include outpatient
clinic, parking
3 main buildings:
original hospital
(180,000 sf),
outpatient clinic
(190,000 sf), new
hospital/bed tower
(430,000 sf)
Medical ofce
building (MOB1)
(117,000 sf), MOB2
hospital support
(178,000 sf), central
plant (32,000 sf),
Phase 3: MOB3
(100,000), admin
bldg & garage
(130,000 sf)
Diagnostic &
therapeutic plinth &
bed tower (2m sf), B1
ambulatory (628,574
sf), B2 ambulatory
(185,905 sf), B3 ofce
tower (482,483 sf), B4
auditorium (36,479 sf)
850,000 sf medical
ofce & outpatient
services
Two four-story
medical ofce
buildings
Administrative
pavilion with
materials
management,
medical records,
tness center, blood
donor center, training
center, faculty &
admin ofces
Children’s outpatient
center (28,000 sf),
7000 sf outpatient
cancer center,
parking structures,
heating/chiller plant
MOBs, outpatient
services
MOBs off site MOBs off site
TRANSPORTATION
ACCESS
Bus route stops
within 1 block,
Light Rail & Subway
stations ½ mile away
Bus route stops
at hospital’s front
entrance; 2 Metro
stops within 0.25
miles
Metrolink rail station
within ¼ miles;
Metro station 350
meters from main
entrance; several bus
routes
Transit station for
shuttles, buses;
bicycling facilities,
enhanced pedestrian
pathways, trail access
Bus stop on a C-Tran
bus route
Bus stop on the
University of
Colorado medical
loop & on the main
city bus route. (Site
next to a planned
future light rail line.)
University
Transit Service,
Charlottesville Area
Transit, free shuttle
Site is city block on
arterials with major
bus lines, planned
BRT, BART & MUNI
light rail 11-12 blocks
away
Red line Metro light
rail station within
one block; major bus
routes
Metro rail station at
entrance; bus routes;
Capitol Bikeshare;
bicycle access &
facilities
PARKING 800-car structure
offsite
825 spaces—400
above- & 400 below-
grade w/ 125 surface
1,500 underground
parking spaces
1,215 underground
spaces
3,100 spaces 1,464 spaces in a
7-story structure
1173 spaces—506 for
staff garage & 667 for
visitor garage
513 Off site
HELICOPTER
TRANSPORT
Helistop Heliport planned Heliport on-site Heliport on-site Heliport on-site Helipad
GREEN SPACE
FEATURES
8th oor multilevel
rooftop garden;
ground level historic
Preston Gardens
Main plaza/fountain,
interior courtyards
Healing garden,
subsidiary garden,
courtyard spaces,
gardening spaces,
fountains &
contemplative areas
Open spaces
throughout project,
providing sunlight,
contemplative
spaces, views to the
city, entry garden
with amphitheatre
Certied LEED Gold,
garden courtyard,
green roofs, green
perimeter & south
edge garden zone,
walking paths with
garden edges &
landscaped core,
41% of site is open
space
Rooftop healing
gardens, central
courtyard with
fountains & seating,
pedestrian bridges
linking hospital
with medical ofce
buildings
Roof decks, terraces,
outdoor gardens &
with children’s play
areas, \ views of the
Rocky Mountains to
the south & west
Plan provides a series
of legible, connected
& pleasant open
spaces, takes
advantage of the
natural beauty of the
site, helps connect
Medical Facility to
rest of UVA campus
COMMUNITY
CONTEXT
Within ½ mile of
housing, ofces,
restaurants, hotels,
retail
Within ½ mile walk of
mixed uses: housing,
ofces, restaurants,
hotels, retail
Within ½ mile of
malls, restaurants &
commercial industrial
businesses, housing
Occupies 2 full blocks
in heart of downtown
Montreal, close to
subway stops
Urban neighborhood,
close to residential
retail
Residential, suburban
neighborhood
Located on the
160 acre Anschutz
Medical Campus
at the University of
Colorado Denver
On University campus
with restaurants,
cafes, food stores,
& within ½ mile of
other retail & services
Dense urban site
located at edge of
downtown
Dense urban
downtown Los
Angeles
Mixed use urban
context, edge of
downtown
YEAR BUILT Bunting Center
Completed in 2010
Project master plan:
2001 – 2011 (original:
1997)
2012 – phases 1 &
2; phases 3 & 4 are
future development
Phase 1 – 2016,
Phase 2 - 2019
2011-2013 2003-2005 2004-2007 2004, Patient Tower:
2012
2015 2008/2013 2002
Firm Contacts
AECOM
James F. Curran, AIA, LEED AP
Principal, Design Director
AECOM
3101 Wilson Blvd, Suite 900, Arlington, VA, 22201, USA
T 703.682.9036
Email Jim.Curran@aecom.com
Website: www.aecom.com
Cannon Design
Tonia E. Burnette, RA
Principal, Mid-Atlantic Healthcare Practice Leader
Cannon Design
250 West Pratt St., 21st Floor
Baltimore, MD 21201
T 443.320.4929
M 443.610.8959
Email: tburnette@cannondesign.com
Website: www.cannondesign.com
ZGF Architects LLP
Andrew Slocomb West, Assoc. AIA
ZGF ARCHITECTS LLP
1800 K Street NW, Suite 200
Washington, DC 20006
T 202.380.3066
Email: andrew.west@zgf.com
Website: www.zgf.com
Smithgroup JJR
Lisa Fjeld, LEED Green Associate
Sr. Marketing Coordinator
Smithgroup JJR
T 202.974.0864
Email Lisa.Fjeld@smithgroupjjr.com
Website: www.smithgroupjjr.com
Prepared for AIA Potomac Valley Chapter,
Envision Prince George’s Community Action
Team for Transit-Oriented Development, and the
Coalition for Smarter Growth
Design Excellence for Mid-Sized Urban/Inner
Suburban Medical Centers
October 10, 2012
AECOM
3101 Wilson Boulevard
Suite 900
Arlington, VA 22201
www.aecom.com
703.682.4900 tel
703.682.4901 fax
Designing Urban Healthcare Facilities
Although most of human history has seen the vast majority of people living in rural environments,
the population of urban areas has been steadily on the rise over the last two centuries. The 1800s
started with just three percent of the world’s population living an urban lifestyle. By 1900 the
percentage had grown to 14 percent and then doubled to almost 30 percent by 1950. In 2008, for
the first time, the world’s population was evenly split between urban and rural areas. Urban growth
is projected to continue its increase with expectations that 70 percent of the world population
will be urban by 2050. In the United States, according to the 2010 census, the urban population is
already more than 80 percent of the population.
This urban growth trend places a particular emphasis on developing sound strategies for
designing hospitals within the city. From a sustainability standpoint, there are many positives
to channeling healthcare development into urban areas. These include reduction of automobile
pollution, reduction of development footprint, reducing heat islands, limiting disruption of
natural water flows, and enhancing density and community connectivity. At the same time,
building a modern hospital within the density of a city presents challenges. Described below
are the three primary challenges that AECOM faces when designing urban hospitals. Two of
our most recent urban hospital designs, The Mary Catherine Bunting Center at Mercy Hospital
(Baltimore, Maryland) and the American Hospital Dubai (Dubai, United Arab Emirates) are used to
illustrate how these challenges can not only be overcome but can be opportunities for synergistic
design solutions that provide state-of-the-art healthcare while adhering to sound urban design
principles. A more complete description of these two hospitals can be found on the following
pages.
Access
One of the primary success factors for proper healthcare design is convenient and easy access
to and from the facility. This includes simple way-finding, safe and weather-protected vehicular
drop-offs, and convenient access to parking. In addition, a modern healthcare facility requires
multiple entrances, four at a minimum: main patient entrance, emergency department entrance,
ambulance entrance, and service dock. Such access is often at odds with urban planning trends,
which attempt to minimize the impact of vehicular transportation in favor of more pedestrian-
oriented buildings. Solutions that blend the needs of a healthcare facility with those of its urban
surrounding must be sought.
The parking demand of an urban hospital is generally lower than that of its suburban or rural
counterparts (exact amounts will vary by facility). Access to public transportation and housing
within walking distance creates opportunities for staff and certain patients and visitors to avoid
vehicular commuting altogether. This reduces the polluting impact of automobiles and can
minimize the size of required parking facilities. It should be noted, however, that even with these
reductions, hospitals will still generally create a much higher parking demand per square foot than
a typical urban office building. This is due to the acuity levels of patients, a population that tends
to skew toward seniors, and the increased parking demands of a 24-7 operation where staff shifts
overlap by up to an hour and those coming or going at night-time are less likely to rely on public
transit. The best practice is for the design team to meet as early as possible with zoning officials
to begin the discussions of parking requirements so that working together, appropriate targets and
strategies can be put in place.
The Bunting Center at Mercy Hospital (Baltimore, MD) established one main drop-off on the west
side of campus and an emergency department drop off on the east side, shared by both patients
and ambulances. Both drop-offs are positioned beneath the footprint of the building, bordered
along the road by an arcade. This allows the building to continue the urban edge established by
Designing Urban Healthcare Facilities
the neighboring facades. An 800 car parking structure was constructed one block east of the
Bunting Center and a pedestrian “sky-bridge” was constructed to provide safe and convenient
access.
At the American Hospital Dubai (Dubai, United Arab Emirates) there was a need for three major
public entrances: the main hospital, specialty clinics, and an outpatient center. The strategy
developed was to create one main curb cut through which vehicles enter into an urban piazza,
surrounded on three sides by buildings, each side containing one of the three major entrances.
Parking was hidden away on two levels beneath the piazza, providing simple wayfinding and
extremely convenient access via elevators directly into the main lobby.
Limited Footprint and Future Growth
A general “rule of thumb” size requirement for a suburban or rural 200-bed hospital site is a
minimum of 40 acres. This would provide adequate room for the initial building, associated drop-
offs and parking as well as room for future growth. Whether it is the expansion of the hospital
itself, outpatient clinics, or specialty centers, growth must always be anticipated. Urban hospitals
must plan for similar growth, but within sites that are often 10 acres or less. From a sustainability
standpoint, this limited footprint obviously disturbs less land, reduces the heat island effect, and
limits the disruption of natural water flows. The challenge is to create a design that does not
compromise the necessary flows and functions of the medical practice.
At the Bunting Center, built on a 1.5-acre site, vertical stacking was the key to a successful
design. Departments such as emergency and radiology, which generally function side-by-side
were stacked one over the other. Public and service elevators were consolidated into one block
and positioned in the southwest corner of the site. This allowed a maximum amount of footprint
to remain free from vertical obstructions so it can contain regular medical planning modules.
Knowing that the vertical expansion would be a challenge above the patient floors, the 21-story
height was completely built out in the initial construction, even though all of the floors were not
immediately necessary. Over time, Mercy will continue to fit out the vacant floors as demand
increases. Diagnostic departments that may require future expansion are located adjacent to
“soft-space,” such as administrative areas. These are spaces that could function outside of the
hospital, in neighboring buildings if required, creating room for future diagnostic growth.
The American Hospital Dubai started on an 11 acre footprint. The key to its success was the early
establishment of a master plan for continued growth across the site. This allowed future additions
to be constructed in a way that always contributed to the campus and the urban fabric as a whole,
rather than having a series of piecemeal developments with conflicting design intentions that
many hospitals often succumb to.
The planning of both hospitals also took into account their overall surroundings. While the
immediate footprint may be smaller than most of their rural counterparts, the ability to have
pedestrian connections to the surrounding community allows the experience for patients, visitors
and staff, to be larger reaching. Whether it’s walking to a nearby restaurant to avoid yet another
meal in the hospital cafeteria or the convenience of a nearby hotel for someone visiting a sick
relative, the advantages of an urban location in terms of supporting services cannot be overstated.
Connecting to the Natural Environment
Study after study has concluded that a natural environment is essential to creating a genuine
state-of-the-art healing environment. Spending time in outdoor places of respite has been shown
to reduce stress (important for staff and visitors) and views to nature have been credited with
Designing Urban Healthcare Facilities
reduced pain levels and shorter hospital stays. Both the American Hospital and the Bunting Center
demonstrate that in terms of access to nature, urban hospitals need not concede anything to their
rural counterparts.
The American Hospital Dubai, which sits within a desert climate, takes a courtyard approach to
places of respite. The major components of the campus are each centered on a shaded courtyard
or atrium containing interior landscape and fountains. Connected by arcaded walkways, these
courtyards create the major circulation sequence across the campus. Each of the courtyards
allows views out onto the main entry plaza, uniting the campus into a whole.
The Bunting Center had the advantage of being located across the street from a small linear park,
the historic Preston Gardens in the heart of Baltimore. The main entrance and visitors lobby was
situated to view directly out onto the gardens. Paving patterns were designed to calm traffic along
the street in front of the Hospital and allow pedestrian connections to and from the park.
However, the centerpiece of the Bunting Center’s healing environment is the multi-level roof
garden, located midway up the 21-story building. Comprising a third of the building’s footprint, the
three-level garden offers unexpected views to nature and places of respite within a bustling urban
environment. All occupants have access to the main garden on the 8th floor. A vibrant healthcare
community is formed as visitors, patients, and staff mingle among the seasonal gardens and
lunch under the trellis while enjoying views of Baltimore’s skyline. The 9th floor garden serves as
a private upper level retreat for the ICU department. In this high-stress environment, families and
staff have direct access to the garden from the ICU waiting room. The 10th level garden combines
with the 2 levels below to complete a landscaped tapestry which is appreciated from the patient
rooms above.
The roof-garden itself is a key sustainable design element in that it minimizes the building’s heat-
island effect, reduces demand on storm water systems, improves surrounding air quality, and
reduces noise pollution. As such, it not only provides an amenity for the building’s occupants, but is
respectful of the wider community as well.
Hospital Design Excellence
The Mary Catherine Bunting Center at Mercy
Baltimore, Maryland
Mercy Medical Center takes green architecture to a new level—the 8th floor, to be precise—by
creating an expansive, multilevel rooftop oasis in the center of downtown Baltimore. Instead of
moving to the suburbs, as some urban hospitals have, Mercy Medical Center brings the verdant
landscape of the country garden to the city and continues its mission of providing healthcare to
Baltimore’s needy that dates to 1847. The architecture embodies this dual role of service to the city
and to its citizens by respecting urban context and streetscape and by recognizing the importance of
the human scale.
Providing High Quality Healthcare Design and Sustainable Solutions
Locating the hospital in the city represents a commitment to a core principle of green design: a
site that sustains existing infrastructure and amenities. With the main entrance and lobby directly
across from Preston Gardens, the building contributes directly to city life by inviting the use of the
park and enlivening the streetscape. A generous entrance arcade brings visitor traffic into the
hospital’s footprint and out of the sidewalk zone. A stair tower clad in translucent glass marks the
intersection of two significant pedestrian paths and becomes a beacon of light at night, a symbol of
the hospital’s charitable mission.
The theme of light and luminosity continues throughout the main public spaces and creates an
atmosphere of serenity and openness. Translucent art glass panels engraved with the hospital’s
history welcome visitors to the lobby. The serene Chapel of Light occupies a prominent spot off the
lobby and features a wall of engraved glass softly backlit with natural light. With all public elevators
located in one corner of the footprint, visitors to the nursing units (above the 8th floor) pass through
glass-walled corridors offering daylight and views to the garden below that are both calming and
orienting.
Designing Places of Respite
As an urban gesture, the roof garden, which spans from the 8th to 10th floors, functions as an addition
to the landscape of Preston Gardens, setting aside a third of the building’s footprint for open space.
As a centerpiece of the hospital’s healing environment, the garden offers views to nature for nearly
all visitors, with access from the 8th floor to the main lower garden and from the ICU waiting area on
the 9th floor to a private upper-level retreat. By establishing a ground plane on the 8th floor level, the
garden minimizes the perceived height of the building and introduces a more human scale.
Image and Principle Mission—Contextually Sensitive, Architecturally Inspirational
The massing and articulation of the design also demonstrate an appreciation for scale, both in
terms of urban context, as well as human perception and experience. The building takes advantage
of a steeply sloped site to minimize height at the principal façade on St. Paul Street, with the main
entrance on the 3rd floor. Given the deep setback at the roof garden, the building presents a relatively
modest six-story face to the street, a scale that belies the hospital’s actual size and complements
the character of Preston Gardens and the 19th century townhouses on the other side of the park.
The crisp contrast of taut glass and aluminum against panels of soft red brick further articulate
the building into overlapping and interwoven layers. This subtle play on planes breaks down the
massing into smaller elements that engage the eye and invite observation and discovery. This active
interaction between architecture and observer conveys a sense of permeability and openness, a
fitting metaphor for the hospital’s traditional mission of outreach and care as well as for its renewed
commitment to the city and urbanism.
Beds – 260 beds
Building Area – 700,000 sf
Site Area - 1.5 acres (a
parking structure was built
separately, not included in
this zone)
Affiliated Support Uses
– The Bunting Center is
primarily an inpatient
hospital consisting
of nursing units and
diagnostic and treatment
spaces. Within the
surrounding blocks are
existing related facilities,
namely an outpatient
clinic, the original
hospital (currently being
regenerated into outpatient
and administrative
functions), as well as
associated parking
structures).
Transportation Access –
Bus route stops within one
block of the Bunting Center.
Light rail and Subway stops
are within approximately
0.5 miles.
Parking – The Bunting
Center is supported by an
800-car parking structure
Community Context – The
Bunting center is within a
half-mile’s walk of a variety
of mixed-use functions,
including housing, offices,
restaurants, coffee shops,
pharmacy, hotels, and
retail.
Year Built – The Bunting
Center was completed in
December 2010. Mercy
Hospital has had a
presence in Baltimore as
far back as 1847.
Hospital Design Excellence
AECOM’s Involvement
– AECOM served as the
architect; medical planner;
interior designer; and
mechanical, electrical,
plumbing, and structural
engineer for the Mary
Catherine Bunting Center.
The Mary Catherine Bunting Center at Mercy
Baltimore, Maryland
Public spaces:
main entrance
and two
pedestrian
skyways (below)
converge upon a
welcoming lobby
(left).
As an urban gesture,
the rooftop gardens
serve as a tiered
extension of the
historic Preston
Gardens.
Preston Gardens
Lobby
Rooftop Gardens
Hospital Design Excellence
The Mary Catherine Bunting Center at Mercy
Baltimore, Maryland
View of west and south elevations View of north and west elevations
8th floor level roof garden Stair tower clad in translucent glass
Hospital Design Excellence
The Mary Catherine Bunting Center at Mercy
Baltimore, Maryland
Places of Respite
Staff members takes a break from a high-stress
environment on the rooftop garden
Patients view nature on the rooftop garden and the city skyline Family members see the iconic downtown from the surgery waiting room
Hospital Design Excellence
The Mary Catherine Bunting Center at Mercy
Baltimore, Maryland
Visitors pass through glass-
walled corridors that offer
natural light and views of
the rooftop gardens that
offer views and places of
respite to the users of this
building.
Hospital Design Excellence
American Hospital Dubai
Dubai, United Arab Emirates
In 1997, when the American Hospital Dubai first opened the doors of its modest 100-bed, American-
style community hospital, the structural feats that would soon define the image of Dubai—man-
made islands, indoor ski slopes, and the world’s tallest building—were still architectural dreams.
In contrast to the build big, build fast spirit that would mark the local building industry’s ethos over
the next decade, the American Hospital, working with AECOM, focused on establishing a thought-
out master plan that could be methodically implemented over time. This allowed for assets to be
maximized and provided flexibility for evolving programs, while maintaining a campus-like sense
of place and organization. Fifteen years later, with half-completed skeletons of overly-ambitious
projects dotting the Dubai landscape, the American Hospital opened a sparkling new addition. This
crown jewel on a campus that had steadily grown through a process of expansions and renovations
became one of the premier healthcare facilities in the Middle East and includes 350 beds, an
outpatient clinic, and a solid platform for expanding centers of excellence.
Programmatic Response—Setting a Vision for the Future
The original three-story hospital was a simple, non-descript building situated in the northeast
corner of an 11-acre site, surrounded by surface parking. By 2000, increased patient volumes placed
growing pressure on the facility and operations. AECOM developed a master plan for continued
growth across the site and established an image appropriate for an institution with a fast-developing
reputation as the premier healthcare facility in the region.
This master plan focused on maximizing the available real estate, while creating a pathway for
campus growth that would support quality healthcare delivery in an environment that was both
welcoming and state-of-the-art. The plan called for measured growth and renovation, to be
implemented in four phases, responding to projected operational needs and budgets. The first three
phases were completed in the 10 years that followed.
• Phase 1 was designed to quickly respond to immediate barriers to continued success. The
team identified non-critical functions that could be temporarily decanted, freeing space within
the existing envelope for an expanded emergency department, nuclear medicine program, and
cardiac catherization department.
• As part of AECOM’s master plan, Phase 2 included constructing an above-ground parking
structure along the site’s western perimeter. Not only would this absorb the growing parking
demand, but would also transform current surface lots into viable platforms for future projects.
The phase also included an outpatient facility to flank the western edge of the entry plaza. This
construction allowed for the consolidation of all outpatient functions into one central location
and created a permanent home for the functions decanted in Phase 1. This phase was desigend
by another firm and completed in 2006.
• Phase 3 included the construction of a major addition along the east edge of the entry plaza
that would provide expansion for the growing inpatient needs and serve as the Hospital’s new
main entrance with a grand atrium appropriate to the growing campus. The team identified
soft departments, such as administration, conference, education, admissions, and retail,
to be relocated in the new tower, allowing for backfilled growth of diagnostic and treatment
departments in the original building.
• A planned Phase 4 calls for a two-level vertical expansion of the original hospital. Since this
construction requires vacating the existing top-floor nursing units, it is planned as the final
phase of the master plan implementation, so that the temporary decanting of beds can be
absorbed within the Phase 3 tower.
Image and Principle Mission—Culturally Sensitive, Architecturally Inspiring
A guiding principle for design intent was set forward during the master planning phase: all
renovation and additions should reflect the hospital’s high-quality standard of care, and consist of
a hospitality-inspired environment that would appeal to both local and international clientele. The
Beds – 350 beds
Building Area – 700,000 sf
(includes inpatient hospital
and outpatient facilities)
Site Area – 11 acres
(contains inpatient
hospital, outpatient
facilities, parking
structures – above and
below grade)
Affiliated Support Uses
– The site is made up of
three main buildings: the
original hospital (180,000
sf) consisting of nursing
units and diagnostic and
treatment spaces, an
outpatient clinic (190,000
sf), and a new hospital/bed
tower addition (430,000
sf) consisting of nursing
units, conferencing/
administrative space and a
cancer center.
Transportation Access
– Bus route stops at the
Hospital’s front entrance.
two Metro stops are within
approximately 0.25 mile.
Parking – The hospital
campus contains a total
of approximately 825
parking spaces (400 in an
above-ground structure,
400 below-grade, and 125
surface spaces).
Community Context –
The American Hospital
Dubai is within a half-
mile’s walk of a variety
of mixed use functions,
including housing, offices,
restaurants, coffee shops,
hotels and retail.
Hospital Design Excellence
Year Built – The original
hospital was completed
in 1997. The remaining
buildings were completed
in a phased approach
between 2001 and 2011.
AECOM Involvement
– AECOM developed
the 2001 master plan
and was the architect;
medical planner; interior
designer; and mechanical,
electrical, plumbing and
structural engineer for the
major hospital/bed tower
addition and multiple
hospital renovations and
additions
healthcare market in the Middle East is highly competitive; therefore, hospitals must be attractive to
both patients and physicians in terms of available amenities, leading-edge technology, high quality
finishes, and overall quality of care. Through a complex series of renovations and additions, the
design team provided the American Hospital with private rooms off single-loaded corridors, which
improve patient safety, comfort, and privacy, while also providing ample support space for staff. It
is customary in this region for a patient to be accompanied by both immediate and extended family
members. In recognition of this, provisions for large families are provided in both patient and public
spaces. Amenities such as fully serviced tea kitchens within waiting areas and day rooms are located
throughout the facility, and sleep-in space is provided in all patient rooms.
The arrangement of subsequent additions around the existing main plaza and fountain organizes
the campus into a logical whole. All entries dispersed around the main court feature multiple height
lobbies, creating a sense of arrival and serving as a series of interior courtyards around which related
programs are organized. The main public circulation connects these interior courts by wrapping
arcades compactly about the entry court, allowing views toward adjacent wings through the exterior
landscape, a nod to the familiar Islamic courtyard.
At the head of the entry court, the new atrium of the Phase 3 addition becomes the intuitive focal
point and an obvious main entrance to the hospital. Bold architectural elements such as the broad,
sheltering overhang and expanse of glass forge a cohesive, unified design, speaking to notions of
transparency and modernity. Patient services and amenities, such as admitting, education, retail,
and refreshment, are conveniently accessed via the new atrium, providing an active space.
Flexibility—Adaptability for the Future
Flexibility for future needs was both a guiding principle of the master plan and a primary driver of
all renovations. The designers located vertical cores to allow convenient access for visitors along
the front edge of clinical spaces, while service cores are spread across the back edge, allowing the
transfer of in-patients and supplies. Modular healthcare planning layouts, free from major vertical
penetrations, allow for acuity adaptable spaces and future flexibility. We designed two patient floors
within the bed tower to be shell-space, which will easily accommodate future renovations.
Successful Design
As the master plan components have been completed one-by-one, the hospital has seen resounding
success. The facility’s high-quality of care continues to attract patients who also appreciate the
hospitality-inspired, culturally-sensitive environment. The lesson of American Hospital Dubai
is clear: adherence to a comprehensive master plan, a deliberate and measured approach to
renovation and growth, and design that meets economic demands result in success for the long
term. American Hospital Dubai bucked an economic downturn and the aggressive development
strategies of less-established competitors and came out ahead, primed for the continued delivery of
healthcare excellence now and well into the future.
American Hospital Dubai
Dubai, United Arab Emirates
Hospital Design Excellence
Sustainability takes precedence with the challenge of passively
mitigating the heat gain in this desert climate, while allowing
the benefits of indirect natural light to penetrate deep within the
facility. Perforated metal panels acting as sun screens become a
unifying theme across the exterior of the facility. Glass-enclosed
exterior corridors are layered behind arcades. Rather than viewing
directly to the exterior, patient rooms view into the main atrium and
the screened curtainwall beyond, which serves as a double skin
and allows indirect light into rooms but filters the harsh glare and
heat gain. Patient room windows project into the atrium, providing
individual areas for prospect and repose—a modern interpretation of
the traditional mashrabiya, prominent throughout Arabic culture.
American Hospital Dubai
Dubai, United Arab Emirates
Hospital Design Excellence
American Hospital Dubai
Dubai, United Arab Emirates
COURTYARD
DROP-OFF
RAMP TO PARKING
ATRIUM
LOBBY
ATRIUM
COURTYARD
DROP-OFF
DROP-OFF
OUTPATIENT
CLINIC BED TOWER/
MAIN LOBBY
EXISTING
HOSPITAL
ENTRY
COURT
The finished campus features a
network of pedestrian arcades
passing through and along a series of
courtyards, designed with a sense of
permanence. Beyond this public front
a variety of functional spaces, serviced
from behind, is arranged in simple
modules allowing for easy renovation,
expansion, and contraction as required
without disturbing the main flow
throughout the campus.
Hospital Design Excellence
American Hospital Dubai
Dubai, United Arab Emirates
All entrances are visible from the moment one arrives on campus. This arrangement simplified way-finding and allowed a single welcoming
image to remain as the hospital’s brand.
A
B
C
D
E
E
Main
Entrance
Staff
Entrance
E.D.
Entrance
LEGEND
A. Original Hospital
B. Phase 1 - Outpatient Facility
C. Phase 2 - Parking Structure
D. Phase 3 - Bed Tower (with parking below)
E. Phase 4 - Vertical Expansion (2-levels)
KAISER PERMANENTE | ORANGE COUNTY
MEDICAL CENTER
CALL FOR CASE STUDIES IN DESIGN EXCELLENCE FOR MID-SIZED URBAN/
INNER SUBURBAN MEDICAL CENTERS
October 12, 2012
KAISER PERMANENTE | ORANGE COUNTY
MEDICAL CENTER
CALL FOR CASE STUDIES IN DESIGN EXCELLENCE FOR MID-SIZED URBAN/
INNER SUBURBAN MEDICAL CENTERS
October 12, 2012
KAISER PERMANENTE | ORANGE COUNTY
MEDICAL CENTER
Anaheim, California
In an effort to streamline the design and delivery of new
facilities, the client has developed a template hospital
which can be adapted and reproduced on multiple sites.
This prototype model has shortened project schedules by
reducing design and production time and expediting state
approval processes in additional to helping standardize
delivery of care. The new facility is leading a renaissance
of its light-industrial neighborhood. With a master plan
inwardly focused upon a “healing garden,” the hospital
crystallizes a destination point that links to future retail
and residential developments and the nearby Anaheim
Canyon Metrolink station. The biggest challenge was to
adapt the template hospital to a challenging site while
creating a meaningful and contextually appropriate
medical campus that promotes healing and well-being. In
addition to the template hospital, the design includes an
attached hospital support building (HSB), a medical offi ce
building, and 1500-car parking garage as the fi rst phase
of a multiphase master plan.
Effort is made throughout the building to directly connect
all users to the outdoor environment. The fi nal master plan
is based upon a three acre healing garden that serves as
a focal point around which all buildings on the campus
are organized, subsidiary garden and courtyard spaces
that serve as areas of refuge in a hectic healthcare
environment. In addition to serving as an anchor for the
city’s greenway plan, these areas support patient centered
care through multifunctional capabilities such as exterior
PT/OT rehabilitation spaces, gardening spaces, fountains
and contemplative areas. Large, mature plant species,
indigenous to the area and drought tolerant, were used
extensively throughout the site, creating an immediate
“forested” environment supporting the garden area.
Internally, visual connections to the outdoors reinforce
linkages to the healing garden, internal courtyards and
side gardens which combine to create a richly detailed
campus landscape. Material and color selections echo the
natural environment throughout the building, highlighting
the correspondence between healing and nature. These
regionally-based fi nishes and colors were specifi cally
selected to reduce an institutional feel, and include the
use of natural plant and fl oral materials embedded in
translucent dividers and wall treatments as well as a rich
sculptural and visual art collection.
KAISER PERMANENTE | ORANGE COUNTY
MEDICAL CENTER
Anaheim, California
In an effort to streamline the design and delivery of new
facilities, the client has developed a template hospital
which can be adapted and reproduced on multiple sites.
This prototype model has shortened project schedules by
reducing design and production time and expediting state
approval processes in additional to helping standardize
delivery of care. The new facility is leading a renaissance
of its light-industrial neighborhood. With a master plan
inwardly focused upon a “healing garden,” the hospital
crystallizes a destination point that links to future retail
and residential developments and the nearby Anaheim
Canyon Metrolink station. The biggest challenge was to
adapt the template hospital to a challenging site while
creating a meaningful and contextually appropriate
medical campus that promotes healing and well-being. In
addition to the template hospital, the design includes an
attached hospital support building (HSB), a medical offi ce
building, and 1500-car parking garage as the fi rst phase
of a multiphase master plan.
Effort is made throughout the building to directly connect
all users to the outdoor environment. The fi nal master plan
is based upon a three acre healing garden that serves as
a focal point around which all buildings on the campus
are organized, subsidiary garden and courtyard spaces
that serve as areas of refuge in a hectic healthcare
environment. In addition to serving as an anchor for the
city’s greenway plan, these areas support patient centered
care through multifunctional capabilities such as exterior
PT/OT rehabilitation spaces, gardening spaces, fountains
and contemplative areas. Large, mature plant species,
indigenous to the area and drought tolerant, were used
extensively throughout the site, creating an immediate
“forested” environment supporting the garden area.
Internally, visual connections to the outdoors reinforce
linkages to the healing garden, internal courtyards and
side gardens which combine to create a richly detailed
campus landscape. Material and color selections echo the
natural environment throughout the building, highlighting
the correspondence between healing and nature. These
regionally-based fi nishes and colors were specifi cally
selected to reduce an institutional feel, and include the
use of natural plant and fl oral materials embedded in
translucent dividers and wall treatments as well as a rich
sculptural and visual art collection.
Number of beds, square feet of building/s;
262-beds
350,000 sf
Acres of site;
28
Affi liated support uses – medical offi ce buildings,
outpatient clinics, etc. in square feet:
• Affi liated uses in Phase 1 and 2 (completed)
• 117K SF MOB
• 178K SF Hospital Support Building (MOB2)
• 350K SF Hospital
• 32K SF Central Plant, 1536 car parking structure
• Phase 3 includes and additional 100K SF MOB
• 130K SF Administration building, and an additional
parking garage
Transportation facilities and access:
Public Transit Accessibility – proximity of hospital
to major transit services, integration of transit
stops/station into hospital site, and/or pedestrian
connections provided to stops/station; general
information on level of transit service, e.g., types of
transit services available (rail, local bus, bus rapid
transit or other type of enhanced bus service, etc.),
service frequency;
There is a Metrolink rail transit station within 1/4 mile
of the hospital site. This is a major transit link into Los
Angeles from the outlying communities.
Shuttle system – shuttle frequency, hours of service
and destinations (e.g. to bus or railtransit station,
satellite parking lots, etc);
No shuttle system is currently provided although one is
planned.
Parking – parking supply for employees and for
visitors;
1,500 underground parking spaces
Helicopter ambulance transport;
The project has a helistop utilized for emergency services.
Primary use is for transport of patients out of the facility to
higher acuity facilities.
Community or mixed-use context – pedestrian
accessibility of nearby businesses that are not
affi liated with the medical center (e.g. restaurants,
coffee shops, food stores), within a ½ mile walk of
the site;
The site is located in a developed urban area. Within 1/2
mile of the facility there are numerous malls composed
of commercial and industrial businesses including
large national brand stores, an array of restaurants and
numerous small commercial industrial establishments.
Year built and or phasing of build out;
Year completed 2012. Phases 1 and 2 complete. Phases
3 and 4 are future development.
Description of fi rm’s experience in hospital design.
Long recognized as one of the top ten architecture /
engineering fi rms in the U.S., Cannon Design has planned,
programmed and designed over one billion square feet
of healthcare facilities in twelve countries around the
world. We are currently ranked in the top fi ve healthcare
design fi rms in the world by magazines including World
Architecture,Modern Healthcare, and Building Design +
Construction. However, we are far more than a healthcare
design fi rm. Because we understand that facility, care
delivery and operations are inextricably linked, we have
evolved into a full-service healthcare consultancy that
assists our clients with a complete continuum of issues.
Challenges:
Clearing site of existing low rise commercial and light
industrial buildings and obtaining soils contamination
clearances. Traffi c control during construction was a
signifi cant concern particularly during large mat slab
continuous pours (24 hour duration) and steel erection.
Dust soil erosion control to prevent contamination of
neighboring businesses was of great concern. Daily
control on construction trade traffi c during construction to
minimize impact on neighbors.
Benefi t of site location:
The convenience of a nearby rail transit station and bus
lines offer alternative transportation solutions. There is a
new housing development adjacent to the transit station
and close to the hospital where a large number of staff
have relocated. The site is also adjacent to a major arterial
freeway in the region, allowing easy access for staff and
patients.
©Heliphoto.net
CENTRE HOSPITALIER DE L’UNIVERSITÉ DE
MONTRÉAL (CHUM)
CALL FOR CASE STUDIES IN DESIGN EXCELLENCE FOR MID-SIZED URBAN/
INNER SUBURBAN MEDICAL CENTERS
October 10, 2012
Perfusion center with terraces overlooking panoramic views of the city and the
Mont Royal mountain.
View from Saint-Denis Street and Viger Street
View to the east of the central circulation
node
CENTRE HOSPITALIER DE L’UNIVERSITÉ DE
MONTRÉAL (CHUM)
Montreal, QC, Canada
Occupying two full blocks in the heart of downtown Mon-
treal, the Centre hospitalier de l’Université de Montréal
(CHUM) will be one of North America’s largest academ-
ic medical centres. The 20-story, 3,597,000 sf research
hospital will serve 345,000 ambulatory patients, 22,000
inpatients, and 65,000 emergency patients per year, en-
compass 35 medical disciplines, and provide 772 single-
patient rooms, ambulatory and diagnostic centres, sur-
gery, intensive care, clinical laboratories, and a research
centre. Cannon Design is providing programming, plan-
ning, and design services for this public-private partner-
ship (P3) project, teamed with DCYSA Architecture + De-
sign, Innisfree, and OHL Construction Canada. The entire
project team, including all consultants, will develop the
entire project using building information modeling.
CHUM will promote an active street life by harmonizing
with the neighborhood context, reestablishing a link with
old Montreal’s historic quarter, and thoughtfully incorporat-
ing heritage buildings. A large underground parking com-
ponent, integration with the subway system, and plentiful
open space further improve convenience and quality of
life for patients, physicians, and staff. The project is tar-
geted for LEED Silver certifi cation.
CHUM will be an engine of development and an urban
unifi er, safeguarding the memory of its site and healing
the city of Montréal. An anchor at the heart of the new
Quartier de la Santé, it will combine teaching, research,
healthcare, and culture and progressively merge with ma-
jor urban elements, redefi ning the identity of the district
around the site.
CENTRE HOSPITALIER DE L’UNIVERSITÉ DE
MONTRÉAL (CHUM)
Montreal, QC, Canada
Occupying two full blocks in the heart of downtown Mon-
treal, the Centre hospitalier de l’Université de Montréal
(CHUM) will be one of North America’s largest academ-
ic medical centres. The 20-story, 3,597,000 sf research
hospital will serve 345,000 ambulatory patients, 22,000
inpatients, and 65,000 emergency patients per year, en-
compass 35 medical disciplines, and provide 772 single-
patient rooms, ambulatory and diagnostic centres, sur-
gery, intensive care, clinical laboratories, and a research
centre. Cannon Design is providing programming, plan-
ning, and design services for this public-private partner-
ship (P3) project, teamed with DCYSA Architecture + De-
sign, Innisfree, and OHL Construction Canada. The entire
project team, including all consultants, will develop the
entire project using building information modeling.
CHUM will promote an active street life by harmonizing
with the neighborhood context, reestablishing a link with
old Montreal’s historic quarter, and thoughtfully incorporat-
ing heritage buildings. A large underground parking com-
ponent, integration with the subway system, and plentiful
open space further improve convenience and quality of
life for patients, physicians, and staff. The project is tar-
geted for LEED Silver certifi cation.
CHUM will be an engine of development and an urban
unifi er, safeguarding the memory of its site and healing
the city of Montréal. An anchor at the heart of the new
Quartier de la Santé, it will combine teaching, research,
healthcare, and culture and progressively merge with ma-
jor urban elements, redefi ning the identity of the district
around the site.
Perfusion center with terraces overlooking panoramic views of the city and the
Mont Royal mountain.
View from Saint-Denis Street and Viger Street
View to the east of the central circulation
node
Number of beds, square feet of building/s;
772-beds
3,597,000 sf
Acres of site;
6.77
Affi liated support uses – medical offi ce buildings,
outpatient clinics, etc. in square feet:
• D-Diagnostic and therapeutic plinth and bed tower
Building (Phase 1) = 2,075,657 sqf
• B1-Ambulatory Building (Phase 1) = 628,574.69 sqf
• A-Logistics building (Phase 1) = 347,059.69 sqf
• B2-Ambulatory Building (Phase 2) = 185,905.65 sqf
• B3-Offi ce tower = 482,483.67 sqf
• B4-Auditorium = 36,478.89 sqf
• Grand Total = 3,756,159 sqf
Transportation facilities and access:
Public Transit Accessibility – proximity of hospital
to major transit services, integration of transit
stops/station into hospital site, and/or pedestrian
connections provided to stops/station; general
information on level of transit service, e.g., types of
transit services available (rail, local bus, bus rapid
transit or other type of enhanced bus service, etc.),
service frequency;
Project is designed to have a pedestrian linkage to a
future offsite transit hub. The location of the building is
conducive to the use of public transportation not only by
its proximity to four Metro stations but also accessibility,
within 400 meters, several bus routes.
Parking – parking supply for employees and for
visitors;
1,215 underground parking spaces
Helicopter ambulance transport;
A heliport envisioned at the roof of the diagnostic and
therapeutic plinth with bed towers
Community or mixed-use context – pedestrian
accessibility of nearby businesses that are not
affi liated with the medical center (e.g. restaurants,
coffee shops, food stores), within a ½ mile walk of
the site; The Carrefour de Sciences consists of a legible
series of public spaces, beginning with the library on the
corner of René Lévesque and St. Denis Street. As one
moves south through the project, the auditorium, meeting
rooms and retail component become a major element
defi ning the street and animating the entrance sequence
to the hospital.
Year built and or phasing of build out;
Phase 1 – 2016
Phase 2 -2019
Comprehensive Legisbility:
The city, with its admirable history of great buildings that
respond elegantly at a large scale, demands that this
project also respond at a coarse, large, urban scale. The
project does so through its ‘three tower’ massing strategy
and the relationship between these towers and the base,
or plinth level. This is the scale that responds to the city
at an iconic scale, where components of the building are
related to other iconic building and important topographical
elements of the city.
Description of fi rm’s experience in hospital design.
Long recognized as one of the top ten architecture /
engineering fi rms in the U.S., Cannon Design has planned,
programmed and designed over one billion square feet
of healthcare facilities in twelve countries around the
world. We are currently ranked in the top fi ve healthcare
design fi rms in the world by magazines including World
Architecure, Modern Healthcare, and Building Design +
Construction. However, we are far more than a healthcare
design fi rm. Because we understand that facility, care
delivery and operations are inextricably linked, we have
evolved into a full-service healthcare consultancy that
assists our clients with a complete continuum of issues.
Conceptual sketches
You can easily reach on foot and without hindrance to the Metro station
Champ de Mars is situated 350m from the main entrance.
View from Saint Denis Street and René-Lévesque Boulevard at night
Call for Case
Studies in Design
Excellence for
Mid-Sized Urban
/ Inner Suburban
Medical Centers
WWW.ZGF.COM
1800 K STREET NW, SUITE 200
WASHINGTON, DC / 202.380.3120
“In some ways the Hateld Center will
be to hospital architecture what Eero
Saarinen’s Dulles International Airport
in Washington, DC, in its original
state, was to the architecture of air
travel.”
ALLAN TEMKO, FORMER ARCHITECTURE CRITIC, SAN
FRANCISCO CHRONICLE
NIH, Mark O. Hateld Clinical Research Center
BETHESDA, MD
Dana-Farber Cancer Institute, Yawkey Center for Cancer Care BOSTON, MA
“There are at least three ways
any building can be good. First,
it can be a wonderful place to
inhabit, to live in or work in, or
maybe see a performance in.
Second, it can be a beautiful
object as viewed from outside,
a kind of sculpture, like the Taj
Mahal or Hancock Tower. Or
third, it can take on the tougher
job of helping to shape and
invigorate a larger public space.
The Yawkey Center scores well
on all three criteria.”
ROBERT CAMPBELL,
BOSTON GLOBE ARCHITECTURE CRITIC
DANA-FARBER CANCER INSTITUTE Yawkey Center for Cancer Care
Boston, Massachusetts
UNC HOSPITALS North Carolina Cancer Hospital
Chapel Hill, North Carolina
NATIONAL INSTITUTES OF HEALTH Mark O. Hateld Clinical Research Center
Bethesda, Maryland
PROVIDENCE HEALTH & SERVICES Providence Regional Medical Center Everett
Everett, Washington
WWW.ZGF.COM
1800 K STREET NW, SUITE 200
WASHINGTON, DC / 202.380.3120
ZGF Architects LLP is an award-winning
architectural, planning, and interior
design rm with ofces in Washington,
DC; Portland, Oregon; Seattle; Los
Angeles; and New York. Our portfolio
features a diverse mix of projects for
both private and public institutions,
including work for healthcare, research,
academic, civic, corporate, and
commercial clients.
Healthcare projects comprise about
one-third of our annual workload.
We have programmed, designed,
and completed hospitals and clinical
facilities for major medical institutions
across the country including M.D.
Anderson Cancer Center, National
Institutes of Health, Kaiser Permanente,
Providence Health & Services, Legacy
Health, Memorial Sloan-Kettering
Cancer Center, Dana-Farber Cancer
Institute, Children’s Hospital Los
Angeles and the University of California.
We have worked with a number of
healthcare institutions as they have
addressed changes in delivery of
services, and we are able to combine
design excellence with architectural
solutions to accommodate multiple user
groups, changing technology, research,
and clinical protocols.
Our design philosophy is centered
on the premise that excellence
should be reected in each and every
aspect of a building—its t within the
community and campus, its function
and relationship to users, its building
systems, and its cost. This dedication
to design excellence at every level has
resulted in recognition by numerous
national, regional, and local awards,
including the prestigious Architecture
Firm Award from the American Institute
of Architects, which recognizes the
rm’s “high standards, humanistic
concerns, and unique ability to capture
the spirit of a place and the aspirations
of its inhabitants.”
UNC HOSPITALS North Carolina Cancer Hospital
Chapel Hill, North Carolina
WWW.ZGF.COM
1800 K STREET NW, SUITE 200
WASHINGTON, DC / 202.380.3120
WWW.ZGF.COM
1800 K STREET NW, SUITE 200
WASHINGTON, DC / 202.380.3120
Relevant Project for Prince George’s County
Seattle Children’s Hospital
With the successful completion of the Master Plan and Major Institution
Master Plan (MIMP) approval by the City Council, ZGF began work on the
330,000 SF, Phase 1 Seattle Children’s expansion. Before design began,
the team held over 20 Lean design workshops with top level hospital
administrators and key leadership, department heads and staff to identify
operationally efcient, exible design objectives and address campus-
wide issues. These included patient, staff and resource ow; departmental
adjacencies; critical space deciencies; and horizontal-travel distance
targets. The client group clearly identied patient and family safety,
comfort, satisfaction and experience as primary factors in success of any
design outcome. Value stream mapping exercises were then used to
investigate various scenarios for placement of key departments, services
and resolution of larger, campus circulation and parking issues against
these key patient factors. As part of their commitment to fostering healthy
environments, Seattle Children’s also implemented new energy-reducing
mechanical systems and daylighting, ventilation, and water-capturing
utilities throughout the site with a target of LEED Gold certication.
Construction of Phase I began February
2011 with estimated completion April
2013
28.4 acre site
Phased construction to minimize start-up
complexity
600 beds
2.125 million square feet over eight stories
and one basement level
~1.275 million square feet of inpatient
services
~850,000 square feet of medical ofce
and outpatient services
Mass transit and alternative commute
support
Support for 170 cyclists per day
1,730 shuttle bus boardings per day
1,175 bus rides per day
Enhanced pedestrian pathways and
access to Burke Gilman Trail
~3,100 total parking spaces: 1,100
inpatient and emergency visitors, 1,200
staff, and 800 outpatient visitors
Emergency department with on-site
heliport
Designed with Revit / BIM software
WWW.ZGF.COM
1800 K STREET NW, SUITE 200
WASHINGTON, DC / 202.380.3120
WWW.ZGF.COM
1800 K STREET NW, SUITE 200
WASHINGTON, DC / 202.380.3120
Seattle Children’s Institutional
Master Plan sets several goals
for the inclusion of green space
on campus. The hospital has set
aside 41% of the campus as open
space, creating a balance of the
development on campus with
the surrounding community. A
green transition zone around the
perimeter screens the hospital
from neighboring residences, and
a garden zone along the south
edge both screens the hospital
and provides an amenity to
patients and visitors. Pedestrian
paths are provided through the
entire campus to help promote
pedestrian trafc and to offer
outdoor connections.
The new Emergency Department
features a garden courtyard with
a transplanted native Japanese
maple. Newly developed and
visible rooftops will be green
roofs—with many incorporating
garden elements. Designs options
include planting the roof of the
hematology / oncology unit so
that the lounge and physical
therapy gym space above will look
out onto the planted roof, which
will potentially be accessible for
outdoor use.
The campus also has its own
greenhouse and botanical
landscaping staff, which improves
and maintains the high quality
plantings and landscaping.
WWW.ZGF.COM
1800 K STREET NW, SUITE 200
WASHINGTON, DC / 202.380.3120
WWW.ZGF.COM
1800 K STREET NW, SUITE 200
WASHINGTON, DC / 202.380.3120
Relevant Project for Prince George’s
County
Legacy Salmon Creek Hospital Vancouver, Washington
ZGF planned and designed a six-story, 469,000 SF hospital that includes
capacity for 220 beds with an emergency room and heliport; two four-story
medical ofce buildings totaling 189,000 SF with a connecting atrium; and a
seven-story parking structure for 1,464 cars.
Legacy Salmon Creek Hospital is a facility with an emphasis on patients and
their families—a hospital complex that is ultra-efcient, yet aesthetically
beautiful, with a “healing” environment that is comforting and uplifting. The
design intent was to create clear, denable circulation systems to orient
patients, staff, and visitors beginning at the rst entry to the site. Overhead
glass-enclosed pedestrian bridges link the entire complex. The hospital
building includes two L-shaped patient towers over a two-story base.
The patient towers are angled to maximize views of the adjacent natural
habitat and Mount Hood. Indigenous landscaping, pervious surface
treatments, natural storm detention design, and sensitive site lighting have all
been incorporated as sustainable design features in consideration of nearby
natural resources. The hospital was named one of America’s Top 10 Greenest
Hospitals by the Green Guide for Healthcare, and in a US Department of
Health and Human Services survey, patients gave the facility the highest
overall quality rating among Portland-Vancouver area hospitals
WWW.ZGF.COM
1800 K STREET NW, SUITE 200
WASHINGTON, DC / 202.380.3120
WWW.ZGF.COM
1800 K STREET NW, SUITE 200
WASHINGTON, DC / 202.380.3120
Relevant Project for Prince George’s
County
Children’s Hospital Colorado
Denver, Colorado
ZGF served as design architect, working in association with H + L Architecture
as architect of record, for a new 1,440,000 SF replacement facility for
Children’s Hospital Colorado, located next to the University of Colorado
Denver, School of Medicine.
Evidence-based design principles informed the design process of this award-
winning Pebble Project®, which houses 270 inpatient beds, outpatient clinics,
ofces, research and education space, and parking. All facilities are state-of-
the-art, with exible technology infrastructure to anticipate the evolution of
medicine and the care of children beyond the next century. The idea of clarity
and comfort and family-centered care infuses all design aspects of the project.
The result reects the thoughts given to all factors that can inuence healing:
color, texture, natural light, art, access to the outdoors, and amenities. The
focal point of the building is a central atrium, which serves as the family living
room and introduces light into the heart of the building. It also provides a clear
reference point for the arrangement of the various components of the large
complex. Spaces such as roof decks, terraces, and gardens, adjacent to the
cafeteria and conference center, expand activities to the outdoors. Energy-
saving measures and other sustainable design features within the building and
landscape take the region’s varying weather into account.
AIA Potomac Valley
Case Studies in Design Excellence:
Mid-Sized Urban/Inner Suburban
Medical Centers
SMITHGROUPJJR / 901 K STREET NW / SUITE 400 / WASHINGTON, DC 20001 / T 202.842.2100
SmithGroupJJR
Specialists in Healthcare Planning & Design
SmithGroupJJR is one of the largest architecture, engineering and planning rms
in the U.S. With a sta of 800, we specialize in the healthcare, workplace, higher
education, and science & technology sectors. Our integrated practice o ers depth
in all disciplines serving the built and natural environment, including architecture,
engineering (civil, structural, mechanical, electrical and plumbing), landscape
architecture, urban design and environmental science.
Founded in 1853, we know the meaning of longevity, integrity and adaptability.
Today, as a multidisciplinary design rm, we continue to grow in the U.S. and in-
ternationally. SmithGroupJJR clients bene t from the technical expertise, creativity,
and high level of quality that our integrated practice brings. As one of the nation’s
leading sustainable design rms, SmithGroupJJR has long been in the forefront with
innovative strategies for resource e ciency. In fact, sustainable design has always
been central to our corporate culture and sense of professional responsibility. Given
our dedication to environmental stewardship, we incorporate sustainable design
solutions into all our projects and have adopted the rigorous energy targets of the
Architecture 2030 Challenge.
SmithGroupJJR has dedicated over eight decades to healthcare planning and design,
ranging from single room renovations to major replacement hospitals and academic
medical centers. We have many areas of specialized experience including build-
ings for people with mental illness where we aim to create protective, therapeutic
environments. In recent years, SmithGroupJJR has successfully:
• Garnered nearly 90 healthcare design awards, including eight from
Modern Healthcare
• Planned over 30 national medical center campuses
• Designed over 10 million sf of advanced ambulatory care facilities
• Developed national centers of excellence for oncology, cardiology, emergency medicine, and rehabilitation
• Planned or designed facilities for 13 NCI-designated cancer centers
Our experienced team has a long-standing reputation for design excellence with expertise in architecture and interior
design, mechanical and electrical engineering, structural engineering, landscape architecture, campus and urban design,
and medical programming, planning and design. At our core, we are a group of knowledgeable, dedicated professionals
who have focused our entire careers on healthcare planning and architecture—working directly with administrative,
operational and clinical sta to adapt or create healthcare facilities that have the ability to improve system capacities,
work processes, safety, access and privacy issues, and overall delivery and quality of care. Our goal is to create:
• Beautiful buildings that draw both patients and sta to your facility—
giving you a competitive advantage.
• Environments that comfort and heal—using natural light, air, views, color, and space to enhance the quality of
care and increase patient sta
satisfaction.
• Intelligent spaces that work—using exible design strategies to reduce capital and operating costs, enhance
e ciency, and adapt to the inevitable changes in clinical methods and technologies.
• Sites that address growth and development while creating pleasant pedestrian experiences and clear connections
between facilities.
Fast Facts
Established
1853, by Sheldon Smith
Employees
800
O ces
Ann Arbor, Michigan
Chicago, Illinois
Dallas, Texas
Detroit, Michigan
Durham, North Carolina
Los Angeles, California
Madison, Wisconsin
Phoenix, Arizona
San Francisco, California
Washington, DC
National Practices
Health
Science + Technology
Learning
Workplace
Campus, Community + Waterfronts
Website
www.smithgroupjjr.com
SmithGroupJJR
/
Healthcare
Case Studies
University of Virginia Medical Center Master Planning
Charlottesville, Virginia
SmithGroupJJR has provided services to the University of Virginia Medical Center since 1978. During this time we have completed
several master planning projects and numerous facility initiatives ranging from small renovations to a 1.2 million sf replacement
hospital.
e Medical Center, one of the nation’s most respected, is a major tertiary center providing advanced medical care in multiple
specialities. Over the years, our team has set the framework for the health precinct’s continued growth and development, determining
feasibility and appropriateness for a variety of functional uses including research, medical education, and clinical activities. Physical
and functional relationships to existing University context and facilities and the surrounding city and neighborhoods were estab-
lished.
Major planning initiatives included pedestrian and vehicular circulation, parking, land acquisition strategies, growth and expansion
modelling, utilities and infrastructure, phasing and implementation, operational and long-range conceptual planning for allocation
of programs, as well as redevelopment of the current precinct for projected uses.
SmithGroupJJR, in collaboration with medical center leadership, facilitated an extensive process of strategic facility planning and
developed a conceptual master plan. Extensive programming and concept testing, organizational modelling and facility options
development were components of the process. Numerous stakeholder group meetings with representatives from all constituencies.
Far ranging alternatives were generated, evaluated, debated, and embraced. Studies included physical, urban impact, economic, and
circulation issues. Recommendations included siting for new hospital development, research and educational assets, and long-range
planning strategies for planning horizons of 10, 20, and 50 years. SmithGroupJJR also assisted UVA with the planning e orts for
a new Children’s Medical Center for several years, rst completing an initial draft of the Children’s Center Master Plan in January
1999.
e initial Comprehensive Master Plan set the vision for an ambitious re-engineering of the entire Medical Center. An urban design
framework and facilities strategy was developed to create a uni ed medical precinct and to achieve the medical center’s goals, while
at the same time integrating it with the physical fabric of the University and surrounding city. Due to the urban nature of the
campus, it was important to provide e cient solutions to the existing campus that will adapt and expand as patient, visitor, and sta
requirements evolve and change. Important considerations included identifying vehicle-free zones and vehicle-intensive zones and
also providing multi-modal transportation alternatives. ere are several transportation services available to patients, students, sta
and faculty including University Transit Service (UTS), Charlottesville Area Transit (CAT), free regular shuttle service on the medical
campus, and regional rail. e Charlottesville Amtrak station is located just two miles from the University. Also, there are multiple
restaurants, co ee shops, food stores, and other retail options within a half mile of the campus. e Charlottesville Downtown Mall
has more than 120 shops and 30 restaurants on and around historic Main Street. Convenient parking in nearby garages and surface
lots, as well as a free trolley service that connects the Mall to the University of Virginia.
Based on our successful performance, the University selected SmithGroupJJR to develop a new comprehensive master plan for the
entire University of Virginia Health System, encompassing academic, clinical and research facilities. is latest initiative examined
potential programmatic and functional change and growth in the context of both the larger University family and the City of
Charlottesville’s planning process. Designed to project impact in increments of 2, 5, 10, 20, and 50 years, the master plan identi ed
multiple strategies for long-term growth and investment, including the utilization of additional university-owned remote sites and
very speci c siting alternatives for a new Children’s Medical Center and a Comprehensive Cancer Center.
e process included focus meetings with numerous stakeholders, representing very diverse constituencies and agendas. Strategic
issues related to new services, changing missions, research initiatives, city/university relations, land acquisition, decanting of ambula-
tory services, image, fund-raising, sta recruitment and retention, remote services, upgraded utility infrastructure, tra c and trans-
portation modi cations, patient and family-focused care-all became major drivers of the process. Outcomes include recommenda-
tions for a “hospitals within a hospital” concept, site acquisitions, development opportunities, facility build-out strategies, long-term
smart growth planning, and key initiatives with city and county authorities.
www.smithgroupjjr.com
Pro
j
ect S
i
ze
:
1
.
2 milli
o
n
s
f
Co
ns
t
r
u
c
t
i
o
n
Co
s
t:
N/
A
Completion Date:
200
4
Initiatives resulting
f
rom Master Plan
:
•
1.2 mi
ll
ion s
f
rep
l
acement
h
ospita
l
• Renovation of existin
g
hospital facilitie
s
•
Parkin
g
g
ara
g
es and link connections
•
C
entral utility plant/infrastructure upgrade
s
•
Remote site acquisition an
d
d
eve
l
opment
•
Roa
d
an
d
transportation up
g
ra
d
es
• Pe
d
estrian connections t
h
rou
gh
out t
h
e
c
am
p
us
•
Medical education facilitie
s
•
C
omprehensive Cancer Center
•
C
hil
d
ren’s Me
d
ical Cente
r
SmithGroupJJR
/
Healthcare
University of Virginia
West Main Street Corridor Urban Design Study
Charlottesville, Virginia
Concurrent with the Medical Center Master Plan, SmithGroupJJR was
engaged in the West Main Street Corridor Urban Design Study. Historically,
this area was the prime shopping district for its adjacent neighborhoods and
served as a connection between downtown Charlottesville and the University of
Virginia. Despite its vibrant history, over time it became a district of decreasing
economic activity, vacant lots, and empty buildings.
e goal of Urban Master Plan was to rebuild and strengthen those con-
nections and establish West Main Street as a common ground between the
adjacent neighborhoods, downtown, and the University. e plan proposed
a set of building and green space elements which responded to the needs of
the City of Charlottesville, the adjacent neighborhoods, and the University.
e plan considered a corridor that is capable of growing to meet present and
future needs while maintaining a ordability for the present communities.
SmithGroupJJR achieved the visions of e Urban Master Plan by:
• Establishing West Main Street as common ground. e plan encouraged
a diversity of activity, facilitating neighborhood involvement in the district,
and strengthening West Main Street as a set of e ective connections to
downtown, adjacent neighborhoods, and the University.
• Establishing a scale and density for the West Main Street District
which does not overwhelm the adjacent neighborhoods. By maintaining
moderate scale and limiting buildings to three or four stories, new develop-
ment along West Main Street repaired the existing fabric of the corridor.
• Generating a safe 24-hour district that provides economic opportunity.
Establishing new conventional and student housing was a cornerstone
of the plan. It also created a strong pedestrian presence with steady retail
activity on West Main Street, meeting the daily needs of its adjacent
neighborhoods (drugstore, cleaners, hardware store, movie theater, grocery
store, etc).
• Creating a district identity consisting of several elements. In addition
to increased retail activity, the plan created a series of small de ned open
spaces which link the entire district.
Pro
j
ect S
i
ze:
2
l
inear mi
l
es
Construction Cost:
N/
A
Com
p
letion Date:
1993
www.smithgroupjjr.com
SmithGroupJJR
/
Healthcare
University of Virginia Medical Center
Replacement Hospital
Charlottesville, Virginia
SmithGroupJJR has provided services to the University of
Virginia Medical Center since 1978, including master planning
and designing a new 610-bed tertiary care teaching replacement
hospital, as well as a 28,000 sf children’s outpatient center and a
7,000 sf outpatient cancer center. Ranked as one of America’s Best
Hospitals by U.S. News & World Report, the hospital o ers state-of-
the-art care in endocrinology, cancer, ENT, urology, neurology and
neurosurgery, respiratory disorders, geriatrics, and kidney disease.
Ongoing renovations and expansions in both hospital buildings
have accommodated the hospital’s new standards of patient-
centered care and the most advanced technologies, including a
Gamma Knife unit and neuroangiography suite.
Replacement of this tertiary care teaching hospital, encompassing
over 1 million sf, was the largest building project ever undertaken
by the Commonwealth of Virginia at the time. Other components
of the work included master plan of the Medical Center, design
of a new, 2-story covered walkway linking the new and existing
buildings, a new parking structure, upgraded heating/chiller plant,
and site improvements. Fast-track scheduling was used so that
construction could progress rapidly, with more than 50 separate
bid packages prepared. e replacement project also included the
evaluation and programming of the old hospital for reuse.
SmithGroupJJR continues to serve UVA Medical Center in plan-
ning, design and construction phase services on a variety of projects
including ambulatory care clinic components, systems planning,
and the replacement of the NICU.
Pro
j
ect S
i
ze:
1.2 mi
ll
ion s
f
Construction Cost:
$
210 millio
n
Com
p
letion Date:
Ongoin
g
A li
at
e
d
S
ervices
:
•
En
d
ocrino
l
ogy
•
C
ance
r
•
EN
T
•
Uro
l
ogy
•
N
euro
l
ogy an
d
neurosurger
y
•
Respiratory
d
isor
d
er
s
•
G
eriatrics
•
Ki
d
ney
d
isease
www.smithgroupjjr.com
SmithGroupJJR
/
Healthcare
University of Virginia Medical Center
Patient Tower Expansion and Helipad
Charlottesville, Virginia
After successfully completing the master plan update, SmithGroupJJR provided medical
programming/planning, architecture and interior design services for the new Patient Tower
Expansion project. is complex, multi-phased project in lled the front facade of the hospital
and increased capacity to accommodate high-acuity cases in modern critical care units. Work-
ing in a highly collaborative process with administrative and clinical sta ,
SmithGroupJJR programmed and planned 72 acuity adaptable rooms—the preferred scheme
for critical care and step down functions which represents the direction for these facilities in
future expansion projects.
Utilizing Building Information Modeling, the architectural design team could automatically
generate drawings and reports, perform design analysis, and schedule simulation and facilities
management functions. is tool enabled the team to focus on the information and their
decisions, rather than the documentation tools and process.
Major challenges included developing sophisticated structure and erection strategies and
complex phasing of new and renovated functions to keep the hospital operational at all times.
e complex planning and scheduling of construction was continuous to ensure an on-time,
on-budget project completion.
e rooftop helipad project is a supporting project currently under construction adjacent to the existing ground pad. e intent is to get
aircraft away from the cranes used in that construction project in this increasingly urban campus setting. is project was preceded by a
series of feasibility studies to explore the most cost e ective and architecturally supportive scheme that minimized patient travel distance.
A detailed wind tunnel modeling simulation of the Health Sciences Center was developed as part of the design process to fully understand
the e ects of exhaust contaminants on the safety of the patients, sta and visitors to the facility. Extensive acoustic surveys have also been
conducted and the position of the ight paths and the existing concrete roof construction have attenuated aircraft noise during critical
takeo and landing operations.
Pro
j
ect S
i
ze
:
127,000 s
f
Co
ns
t
r
u
c
tio
n
Co
s
t:
P
atient Tower:
$
69 millio
n
Heli
p
ad:
$
6.2 millio
n
Comp
l
etion Date:
2
0
1
2
Pro
j
ect Details:
•
72 acuity a
d
apta
bl
e
b
e
d
s ICU capa
bl
e
•
S
eismic upgra
de
•
Comp
l
ex p
h
asin
g
•
BIM mo
d
e
l
to generate
d
esign
consensu
s
www.smithgroupjjr.com
Sutter Health, California Paci c Medical Center
Cathedral Hill Replacement Hospital
San Francisco, California
e 929-bed CPMC system is one of the largest not-for-pro t, tertiary
teaching hospitals in the U.S., and the premier private, acute care
enterprise in Northern California. e new, 13-story hospital, designed
to accommodate 555 beds for adults and women/children, along with
a liated medical o ces, specialty outpatient services, emergency
services and parking, will occupy a full city block.
Working with Sutter Health, SmithGroupJJR is delivering this large,
complex replacement hospital using the techniques of Lean Design,
Integrated Project Delivery and BIM—which has never before been
done on a healthcare project of this scale.
To rein in costs, a validation target area of 858,000 buildable gross
square feet (bgsf) was set, a 21% reduction in scope, which required a
re-examination of the entire care delivery process.
e program validation sought ways to dissolve departmental boundar-
ies, both functional and physical, to reintegrate them around the
point of service to enhance patient care and improve the work ow and
productivity of the whole system. e most signi cant application of
this strategy was the creation of an integrated interventional platform
that functions as a combined surgery, interventional imaging, cardiac
catheterization and special procedures oor, wrapped around a singular
PACU and prep/Level-2 recovery operation.
By incorporating Lean methodologies and BIM into the design and
construction of the facility, this project is targeted to be delivered on
time and within budget. e building’s e cient design, dictated by
both its site and the program, unites two of CPMC’s existing urban
campuses onto one major city block creating two hospitals–adult-acute
care and women’s and children’s–in one. As form responds to function,
the diagnostic/treatment programs, requiring sizable oor plates to
house needed adjacencies, are at the podium of the steel and glass build-
ing. e nursing tower rises up 15-stories from the base showcasing
breathtaking panoramic views of the city, the Bay and the Golden Gate
Bridge, while harmonizing with the Cathedral Hill neighborhood.
Urban Context
Designing in urban high tra c environments requires special attention
to way nding, safety, identity, and overall campus ow. In our planning
for CPMC, the design challenges were great from the surrounding
community. Issues of circulation, parking access, patient pick-up and
drop-o , onsite loading, and emergency ambulance access, were all in-
terwoven into the hilly dense San Francisco context. Creating a friendly
pedestrian focused environment around the base of each building was
key to keeping hospital access simple and easy. e site is located on the
edge of the Central Business District, at the intersection of two-major
transportation arterials through the City: Van Ness Ave, which is Hwy
101- running north/south, and Geary Blvd. running east/west and
Project Size:
1.2 mi
ll
ion s
f
/ 2.43 acres (
f
u
ll
city
bl
oc
k)
Construction Cost
:
Con
d
entia
l
Com
p
letion Date:
201
5
Parking
:
513 cars on-site (a
b
ove co
d
e-a
ll
owe
d
an
d
more t
h
an nee
d
e
d
f
or an ur
b
an
h
ospita
l
,
b
ut ma
k
ing up par
k
ing s
h
ort
f
a
ll
o
f
a
d
jacent MOB
b
ui
ld
ings)
www.smithgroupjjr.com
Sutter Health, California Paci c Medical Center
Cathedral Hill Replacement Hospital (cont’d)
San Francisco, California
connecting downtown to the western neighborhoods. Both streets are heavily used by vehicular tra c and public transit, with several
major MUNI bus line routes. A Bus Rapid Transit system is planned for the future along Van Ness Ave. e nearest Bay Area Rapid
Transit District (BART) stop is 11-blocks away, and the nearest MUNI light-rail stop is 12-blocks away.
Di erent massing and design options were studied in the urban context of the city of San Francisco for this massive urban project.
Several urban blocks adjacent to the site were modeled in Revit and were used for preliminary urban studies. e selected design
option’s impact on the urban context was further studied by exporting the model to 3-d max software for rendering and the photo
montage was nished in Photoshop. ese photo montages have been very e ectively used to explain the massing and design concept
to city planning o cials and the cathedral hill neighborhood community and it has also been an e ective tool for designers to
validate their massing concept.
www.smithgroupjjr.com
SmithGroupJJR
/
Healthcare
Kaiser Permanente Los Angeles Medical Center
Los Angeles, California
Kaiser Permanente Los Angeles Medical Center (LAMC) is a multi-phased project that
occupies nearly three city blocks in downtown Los Angeles. e 448-bed agship facility
provides comprehensive acute inpatient care, including the most advanced tertiary care
and other intensive services to serve Kaiser’s members well into the 21st century. One
of Kaiser’s largest inpatient teaching hospitals in California, LAMC serves as Kaiser’s
Southern California center for cardiovascular surgery, pediatric and neonatal intensive care,
neurosurgery, spine surgery and high-risk obstetrics.
e team developed detailed functional and space programs and a concept design that en-
compasses a series of “hospitals within a hospital”—a series of specialty hospitals vertically
integrated within the building structure—that e ectively responds to the regional system’s
needs. e design encompasses a 20-OR and Interventional Imaging suite with dedicated
beds (ICU and M/S); an integrated Heart Hospital with six cardiovascular ORs, a Cardiac
Cath with nine cath labs, CVSICU, CCU, and cardiac medical beds; a Children’s Center
with pediatric intensive care and acute care nursing units; and a separate Women’s Center with 11 labor and delivery suites.
Urban Context
One of the greatest challenges of LAMC was inserting a 912,000 sf facility within an existing campus in downtown Hollywood.
An additional challenge was that the existing facility must remain fully operational throughout design and construction in order to
adequately care for their existing patient-base. SmithGroupJJR and the design team planned and designed the replacement hospital
using a multi-phased approach that didn’t require the existing facility to shut down. By coordinating early with local agencies and
KP, our planners and designers created the most e ective phasing plan possible for the least amount of impact to patients and visitors
during construction. e Los Angeles municipal rail system station is one block from the hospital, o ering convenient transportation
alternatives.
Pro
j
ect Size
:
912
,
000 s
f
/ 3 acres
Construct
i
on Cost:
Con dentia
l
Com
p
letion Date:
P
hase 1 2008 / Phase 2 201
3
Parkin
g
:
Some onsite par
k
ing space - not part o
f
sco
pe
www.smithgroupjjr.com
George Washington University
Replacement Hospital
Washington, DC
e George Washington University replacement hospital is the premier healthcare facility for Washington, DC – serving the presi-
dent and congress when in session. e 371-bed hospital, known worldwide for clinical expertise in cancer, labor and delivery, heart
disease, surgery and minimally invasive surgery, emergency medicine and disaster preparedness, neurological care, and orthopedics, is
dedicated to providing diagnostic treatment and ambulatory care services with centers of excellence in cardiovascular research/treat-
ment.
e hospital o ers emergency, diagnostic imaging, neurology/cardiology procedure areas, pharmacy, laboratory, central sterile
processing and public functions such as educational spaces, dining area, gift shop, and administrative and business o ces. Primary
care and specialty outpatient care clinics are also available through 280 Medical Faculty Associates – comprised of 41 specialties
and subspecialty areas. A surgery center with 12 operating rooms – including two open-heart rooms – and an endoscopy center is
included in the hospital. e hospital also houses the Childbirth Center, which includes an LDR unit, postpartum unit, a well-baby
nursery and NICU.
e hospital’s premier Level I Trauma Center gained national recognition by successfully treating President Ronald Reagan in 1981
after an assassination attempt. e emergency room (ER) was estimated to serve more than 46,000 patients per year – yet was one of
the smallest in the region. e ER now boasts a 250 percent growth with its 12,000 sf space in the new hospital.
Urban Context
e project presented numerous site challenges, including its tightly constrained urban site atop a Metro rail station. In addition, be-
cause the new hospital is located in a prominent and predominately residential area of the city—directly on Washington Circle in the
historic Foggy Bottom district—SmithGroupJJR needed to successfully navigate the District’s inherently complex approval processes,
as well as obtain approval from the National Capital Planning Commission and the Commission of Fine Arts. SmithGroupJJR also
proactively addressed the concerns of community and civic groups, as well as the DC O ce of Planning and representatives from
the DC Department of Public Works. SmithGroupJJR made several successful design presentations to the Foggy Bottom Advisory
Neighborhood Commission (ANC). SmithGroupJJR dealt successfully with the community’s concerns regarding noise, redirected
and increased tra c, loss of parking, and obstructed views in order to build proactive support for the new hospital setting and design.
Pro
j
ect S
i
ze
:
4
50,000 s
f
/ 2 acres
Co
ns
t
r
u
c
tio
n
Co
s
t:
$
115 million
Completion Date:
2
002
Compiled by AIA Potomac Valley Chapter,
Envision Prince George’s Community Action Team for
Transit-Oriented Development, and
Coalition for Smarter Growth
DECEMBER 2012
