Andrew Carnegie, America’s richest man roughly a century ago, had a priceless take on teamwork. Said the great industrialist:
“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”
Amid the ongoing health care construction boom, we again are witnessing what Carnegie observed.
Each year since 1993, the American Hospital Association’s American Society for Health Care Engineering (ASHE) and the American Institute of Architects Academy of Architecture for Health (AIA/AAH) have recognized the teamwork that brings new hospitals to life.
The Vista Team Awards celebrate teamwork in the design and construction of the health care environment. Awards are presented in the areas of new construction, renovation and infrastructure.
As the awards materials state, by using a team approach, health care facilities are able to:
- Serve the community more effectively;
- Implement projects on time and on budget; and
- Create greater efficiency, flexibility and productivity.
Health Facilities Management joins with ASHE and the AIA/AAH in recognizing this year’s recipients.
The following report provides you with thumbnail accounts of the work this year’s teams performed to earn their recognition.
Janet Sinegal Patient Care Building
Children’s Hospital and Regional Medical Center
Seattle
New Construction
Project Team
Ruth Benfield, administration, facilities, Children’s Hospital and Regional Medical Center; Ron Dennis, architect, HKS Inc., Dallas; Scott Osterhage, project manager, The Seneca Real Estate Group, Seattle; David Scalzo, senior vice president, Sellen Construction, Seattle; Terry Lundeen, principal, Coughlin, Port, Lundeen Inc., Seattle; and Coy Talley, landscape architect, Talley Associates—Laurelhurst Campus, Dallas.
General Information
Patient care at Children’s Hospital and Regional Medical Center just got more dynamic with the opening of the Janet Sinegal Patient Care Building. The 100-bed addition was thoughtfully designed in continuous collaboration with pediatric patients, family advisors, clinicians and the neighboring community. Visionary leadership guided the overall goals, including all single rooms with the flexibility to expand to double rooms. A five-year team effort amongst hospital management and design/construction professionals has developed into an environment of continuous process improvement. Patient and staff satisfaction has increased in the whimsical, supportive environment where creative design elements and original art are incorporated throughout.
Integrated Research Center
St. Jude’s Children’s Research Hospital
Memphis, Tenn.
New Construction
Project Team
Charles O. Rock, faculty member—department of infectious diseases, St. Jude’s Children’s Research Hospital; Mike Harber, vice president of facilities planning, St. Jude’s Children’s Research Hospital; Terry Frisch, vice president, SmithGroup Inc., Detroit; Bruce Lady, senior vice president, Skanska USA Building Inc., Atlanta; and Tim York, vice president, Skanska USA Building.
General Information
Skanska USA Building and SmithGroup completed the planning, design and construction of the new, $128-million, 374,000-square-foot, 11-story medical research center on St. Jude’s campus in Memphis. The building was designed and constructed to provide the infrastructure for world-class animal and multidisciplinary laboratory research. Its flexible platform supports basic and translational research into gene function, the molecular basis of disease, mechanisms of drug action and the development of therapeutic approaches. The facility contains modular BSI and ABSI -2, -3 and -3E lab and vivarium suites. The project team comprising St. Jude’s, SmithGroup and Skanska personnel has a unique strategic partnership that is currently working on its fourth collaboration on the St. Jude’s campus.
Rogue Valley Medical Center
Medford, Ore.
Renovation
Project Team
Mark Powell, project manager, Rogue Valley Medical Center; Asante Health System, Medford, Ore.; Erik Goodfriend, project manager, Mahlum Architects, Portland, Ore.; and Bill Maibusch, senior project manager, DPR Construction Inc., Redwood, Calif.
General Information
In 1958, Rogue Valley Medical Center made a promise to its community to provide quality care in the finest facilities and with the best medical staff. In 2000, the medical center reaffirmed that promise with a commitment to a major addition. With the mission statement “Building on Our Promise,” an ambitious and complicated project was begun. As the regional medical center of nine rural counties in southern Oregon—with patients coming from as far as 200 miles away—maintaining operations during construction was imperative. The project was sequenced into seven phases of construction to accommodate ongoing patient care within each hospital department. With saws grinding and hammers pounding—at times just outside a clinical area—the project team worked hard to mitigate impacts and fulfill the promise of quality care.
Central Utility Plant
Providence Portland Medical Center
Portland, Ore.
Infrastructure
Project Team
Karen Weylandt, regional director, design and construction, Providence Health System, Portland, Ore.; David Grigsby, project architect, Zimmer Gunsul Frasca Partnership, Portland, Ore.; Richard Gerber, principal, CDi Engineers, Lynnwood, Wash.; Kimberly Krull, principal, Sparling, Portland, Ore.; Greg Holloran, project superintendent, Turner Construction Co., Portland, Ore.; and Joe Webb, construction manager, Providence Health System.
General Information
This $31-million project involved the renovation and expansion of the existing central plant and build-out of new space within an existing parking garage to ensure adequate heating, cooling and electrical support for the campus over the next 40 years or more. Planned hospital growth dictated an increase of central plant utility capacities and physical relocation and replacement of the aging plant equipment and infrastructure to accommodate future expansion. Replacing the infrastructure on this fully operational hospital campus was critically managed to minimize impact on the community, patients, staff and the ongoing functions of the hospital.
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