www.hksinc.com

www.schmidt-stacy.com

Welcome to the fourth edition of INNOVATE by HKS Architects. Our ongoing intent is to communicatethe firm’s vision through the projects designed for our prestigious clients. It is always challenging to limitthe number of projects to the few that are illustrated in each issue. Our plan is to publish the magazinetwice a year to exhibit more of the exciting collaborations with our clients, consultants, educators, andcontractor associates.

In this edition, we interview the co-founder of the world-renowned Blue Man Group and discuss theirnewly-opened, HKS-designed theatre at the Venetian in Las Vegas. Dan Noble, HKS design director,goes in-depth on new efforts to create a safer healthcare setting. Our sports and assembly feature in thisissue spotlights the Garland Special Events Center. This energetic, multi-use facility is turning heads withits stylish angles and curves. HKS’s Mark Buskuhl takes a look at metropolitan hotel/condominium livingthroughout the United States – and the people who are reaping the benefits of these profitable ventures.We also focus on Whole Food’s new, larger-than-ever, consumer-driven retail store that recently opened.On the international scene, we feature our RyderHKS International venture – providing insight into theoffice’s exciting projects, leadership, and strategic plan for the future.

Again, I want to personally thank all those who make this magazine possible. Our clients offer HKS thechallenges to create exciting architectural design while our consultants and contractors allow us to innovate. With the firm’s current $10 billion in construction underway, it takes a collaborative effort tobuild and design memorable structures. We hope that you enjoy this issue of INNOVATE.

Sincerely,

H. Ralph Hawkins, FAIA, FACHAPresident and CEO

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credits EDITORIAL HKS Communications; DESIGN HKS GrafxLab; PHOTO cover: HKS, Inc.; pg. 1: HKS, Inc.;pg. 4: Abbott Northwestern Hospital-Ed LaCasse; pg. 5: PizzaHut Park-HKS, Inc.; pg. 6: Darbe Rotach; pg. 8: Ken Howard;pg. 9: (top) HKS, Inc.; (inset) HKS, Inc.; pg. 10: HKS, Inc.; pg. 11: Paula Wilson; pg. 12/13 RyderHKS; pg. 16: (left) EdLaCasse; (right) Ed LaCasse; pg. 18: Ed LaCasse; pg. 19: Ed LaCasse; pg. 20-21: HKS, Inc.; pg. 22: HKS, Inc.; pg. 23: (top)HKS, Inc.; (bottom) HKS, Inc.; pg. 24/25: HKS, Inc.; pg. 26: (left) HKS, Inc.; (center) Terry Vine; (right) HKS, Inc.; pg. 27:(top) Terry Vine; (bottom left) HKS, Inc.; (bottom right): Terry Vine; pg. 28: HKS, Inc.; page 31: (top center) James Wilson; (topright) Jam es Wilson; (middle left) James Wilson; (middle center) HKS, Inc.; (middle right) HKS, Inc.; (bottom left) HKS, Inc.; (bottom right) HKS, Inc.; pg. 32: (top left) HKS, Inc.; (top right) HKS, Inc.; (bottom) Rama Tiru. PUBLISHING InnovativePublishing Ink. IPI specializes in creating custom magazines for businesses. Please direct inquiries to Aran Jackson at502.423.7272 or ajackson@ipipublishing.com

46

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DESIGN DETAILS Abbott Northwestern Hospital, American Graphic Design Awards, Best BossesCompetition, EROne, Intermountain Healthcare, Pizza Hut Park.

THE BLUE MAN INVASION Bluemania is heading overseas. The multi-media entertainmentteam discusses their not so blue past and far-reaching, inventive future.

GOING GLOBAL A thriving alliance in the United Kingdom will take RyderHKS International,Ltd., to new global frontiers.

SAFETY IS PRIORITY ONE Patient safety is on the top of all healthcare providers’ lists. DesignerDan Noble shares insight into the architectural side of the subject.

A NEW MODERN ICON This isn’t your old high school gymnasium. The bold, inspiring GarlandSpecial Events Center is aimed to energize.

METRO LIVING On-site concierge, maid service, and room service aren’t just for hotel guests.Condominium owners are reaping the benefits of the shared, condo-hotel venture.

A WHOLE NEW MARKET Don’t forget your wallet. Whole Foods just opened its innovative,consumer-driven retail store - and corporate headquarters - in Austin, Texas.

SPRING/SUMMER 2006FEATURES

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2, N

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Ralph Hawkins, president and CEO of HKS, Inc., wasnamed a finalist of the Winning Workplaces/Fortune SmallBusiness “Best Bosses” competition. The 2005 Best Bossesprogram received responses from more than 200 lead-ers who have produced impressive business results throughenlightened people practices. Twenty-seven noteworthyfinalists were selected. Hawkins was recognized forencouraging all-around employee wellness and training.

HKS was recently recognized with three American Graphic Design Awards for branding, publication design, and web graphics. HKS GrafxLab received Excellence in Design awards for INNOVATE magazine and the Architecture for Healing book.Teaming with HKS VizLab, GrafxLab was also noted for the design of www.hksinc.com,HKS’s website. The national design competition, between thousands of United States-based advertising agencies, graphic design firms, in-house creative departments, andpublishers, was sponsored by Graphic Design USA magazine. Winning entries are featured in the December 2005 Design Annual issue of the magazine.

ENTERHERE

DEdesign

Abbott Northwestern Hospital wanted to create anew, progressive front door since its new heart hos-pital is the first building that visitors see as they enterits campus. Architects at HKS answered the call bydesigning a stepped, pedestrian-friendly exteriorfaçade that blends with the surrounding residentialcommunity’s classic, gable-pitched houses, creatinga dynamic entrance to the world-renowned campus.

4

One of the first soccer-specific venues inthe United States, Pizza Hut Park, openedto rave reviews. The 117-acre facility,located in Frisco, Texas, hosts year-roundsoccer matches, from local amateurleague play and national amateur tournaments to Major League Soccer(MLS) – including the 2005 MLS Cup.The sports and entertainment complexfeatures a 20,000-seat stadium and 17championship-quality soccer fields. Thepark was developed through a uniqueprivate and local governmental partner-ship between FC Dallas, Hunt SportsGroup, the Frisco Independent SchoolDistrict, the City of Frisco, Collin County,and naming rights sponsor, Pizza Hut.

PIZZA

HUT&SOCCER

TAILS

Intermountain Health Care and the Salt Lake City office of HKS Architects,Inc. recently celebrated 30 years of business success working together.Through the decades, the two firms have forged a partnership of collaboration and innovation that has embraced the full array of patientcare needs – from children’s care to ambulatory service needs. More than120 healthcare projects throughout Utah have been completed providingthe community with needed and trusted care.

ERONETAKES TOP HONOR

Project ER One at Washington Hospital Center in Washington DC wasawarded Modern Healthcare’s top honor, The Award of Excellence. Theproject, one of nine selected from 189 submitted design entries, is the firstof its kind in the United States. The $200 million, 500,000-square-foothospital provides an opportunity to create an architectural prototype forhospital and trauma centers to respond to large-scale catastrophic eventsincluding acts of biological and chemical terrorism. HKS, Inc. serves asarchitect and medical planner on the project and Pickard Chilton is thedesign architect.

5

INVASMAN

7

Bluemania first hit the United States in the 90s. Today, the Blue Man

Group show is gaining worldwide momentum and recognition –

making it one of the most popular and noted shows on the planet.

Blue Man Group combines music, comedy, and multimedia theatrics

to create a funny, visually stunning, and completely unique form of

entertainment. Accompanied by a live band, whose tribal rhythms

help drive the show to an unforgettable climax, Blue Man Group gen-

erates an explosive party atmosphere that infects people of all ages.

The show centers on three Blue Men – with heads covered in bright

blue grease paint and latex. As the show begins, a digital scrolling

message bar above the stage leads the audience in a series of repeat-

after-me-phrases like “please yell if you are paying attention.” The

Blue Men enter playing a rhythmic percussion sound beamed off of

homemade instruments built from PVC pipe. And, that’s just the begin-

ning of the animated, avant-garde performance.

The entertainment troupe has come a long way since its early days.

Today, the group is signing record-breaking commercial, CD, and DVD

deals – not to mention performing at the GRAMMYs, a musical score

on the animated film Robots, appearing multiple times on the Tonight

Show, hosting a worldwide rock tour, and keynote appearances in a

series of national television ads promoting Intel’s Pentium processor.

Three long-time friends – Matt Goldman, Phil Stanton, and Chris Wink

– founded Blue Man Group in 1987. The group started out by making

public appearances on New York City streets as well as East Village

performance art theatres. These events led them to develop an award-

winning show that opened at New York’s Astor Place Theatre in 1991.

Following the success of the New

York show, Blue Man Group

opened equally successful pro-

ductions in Boston and Chicago.

Their big break came in March

2000, with the opening of their

largest production at the 1,200-

seat Luxor Theater in Las Vegas.

Blue Man Group has also opened

productions in Berlin, Toronto,

and London. An Amsterdam

show will be offered in 2006.

Their latest chapter begins with the opening of their new 1,760-seat,

state-of-the-art theatre at the Venetian in Las Vegas, Nevada, built

especially for the spectacular show – allowing the troupe to incorporate

exciting and new elements in their show.

Matt Goldman, co-founder of the Blue Man Group, gives us a behind-

the-scenes glimpse into the unique and intriguing band of performers.

ION

8

“My background was in soft-

ware production and Chris

was synopsizing American

trends for a Japanese magazine. Phil was the only

one who actually came to New York to be an actor.”

“There are about 55 Blue Man Group members

around the world. An in-house, five-person

casting and training staff do nothing but scour the globe

looking for Blue Men. What are we looking for in a new hire?

Our Blue Men must be incredible drummers, great actors, and

really cool people. They need to be community-minded

performers who get along with every type of person. Each

show is a tremendous collaboration. When we – the original

Blue Men – were on stage, people noticed that we were hav-

ing fun. That reads to an audience. You can only have fun on

stage when everything is right backstage, downstairs, and in

the office. The work is not just what you see on stage, it incor-

porates every aspect of the Blue Man Group’s operation.”

“The bald and blue look was a dream, a vision.

It just came to us. The look of Blue Man Group

has essentially remained the same throughout the years. It has

been honed to include three to four different head molds. In

1990, we incorporated specialty ball caps. The blue has also

changed slightly since we started. Today, it is international Yves

Klein blue in response to our respect and admiration for the

French artist best known for his blue monochrome paintings in

the 50s. We learned about Yves after the group was founded.

Yves understood the incredible power of the color blue. So,

when people ask us where we came from, one of the leading

theories is that we stepped out of an Yves Klein painting.”

“We have an in-house marketing staff with a

design department and group of copywriters.

We’ve found that it is easier to market Blue Man Group because

our characters are unique. Also, many companies come to us

looking to show off their new technology. We have the

opportunity to try out many of the nation’s top firms’ latest,

greatest audio and video gadgets. When it came to recording

our ‘Blue Man Group: The Complex Rock Tour,’ we worked

with Panasonic to showcase its 24-frame, high-definition

capabilities. We weren’t trying to be on the cutting-edge. We

just didn’t like what was currently out there in regard to

video production.”

“In the early 80s, we were in the midst of the

punk and new wave music scene mixed with

some exciting new theatrical productions.

But, when all of us graduated from college midway through

the decade, nothing was going on in New York – no music

scene, no theatre. At that time, we listened to angry mono-

logue spackled with supply-side Reaganomics overtones.

Instead of sitting around complaining, we did something about

it. Our focus was to create a combined music/theatrical expe-

rience that resonated between us – in hopes of translating

and

WHO THOUGHT OF

THE BLUE MAN GROUP

CONCEPT? HOW DID

THE IDEA EVOLVE?HOW DO YOU

MARKET BLUE

MAN GROUP?

WHAT ARE THE

ORIGINAL MEMBERS’

BACKGROUNDS?

HOW MANY

BLUE MEN

ARE THERE?

exciting others.”

HOW DID YOU

CREATE THE

BLUE MAN ?

OUR BLUE MEN MUST BE INCREDIBLE DRUMMERS,GREAT ACTORS, AND REALLY COOL PEOPLE.“ ”

9

“There was a copycat Blue Man Group in

Germany. Also, we’ve seen our bits in ad

agency productions. However, no one

has copied our exact style and brand.

We were commiserating with musician Philip Glass about

this topic one day and he said, ‘they can steal what you’ve done

but they can’t steal what you haven’t done.’ That’s our

philosophy, too. You can’t win the lawsuit game. We just

keep everything fresh and inventive.”

“This is our first Blue Man Group-

specific theatre. I’ve never been in

a 1,760-seat theatre that is more

intimate. It has a great feel. You

can’t quantify this. The lighting positions are user-friendly,

audience views from all locations are great, and the acoustics

are fantastic. I’ve been in theatres that sound good from the

audience side but not on stage. At our new theatre, you can

literally hear one audience member laughing when you are

on stage. This is a very special quality to a show that depends

so much on laughter.”

“The HKS team was excited about the

challenge of making this a Blue Man

Group-specific theatre. In design, we worked with HKS on

literally hundreds of details from materials to lighting trusses.

The minute you enter the space, you will know that it is going

to be a unique experience. From the light panels that change

colors and vibrate to music to the high-tech, tube-like

chandelier, the theatre is sophisticated and high-tech as well

as comfortable and easy. This is what we want to reflect and

share with our audiences.”

“London is the most sophisticated of all of the

theatrical markets. We were overwhelmed

by the positive response from British audi-

ences. Similar to when we opened in New

York, the press printed positive reviews. The

London Sunday Times called our show an

‘ecstatic experience.’ But, the press didn’t

print ‘run and go see this show.’ However, word of mouth in the

city spread. By Christmastime, we were selling out shows.”

HAS ANYONE

COPIED YOUR

UNIQUE BLUE

MAN GROUP

PERFORMANCE?

WHAT DO THINK

ABOUT YOUR NEW

HKS-DESIGNED

THEATRE AT THE

VENETIAN?

HOW DOES THE

THEATRE REFLECT

BLUE MAN?IN NOVEMBER 2005,

YOU OPENED AT THE

LONDON THEATRE.

WHAT WAS THE

REACTION TO THE

BLUE MAN GROUP

FROM LONDON

AUDIENCES?

10

With new theatres opening worldwide, two gold-certified hit albums, and a double-platinum DVD,this isn’t the first or last that we’ll see or hear ofBlue Man Group. These talented, bald, blue char-acters will continue to excite eager audiencesthrough a experiencethat combines theatre, percussion, music, art,science, and vaudeville into an incomparable,indescribable form of entertainment.

“There are many proud moments

for our group – from performing

at the GRAMMYs to receiving a

standing ovation at Lincoln Center for the Performing Arts.

Our latest triumph is definitely working with HKS to open the

Blue Man Group theatre at the Venetian.”

“At one of our shows, we brought an audience

member on stage during the Twinkie meal

segment. Halfway through the show, the

Russian woman looked at me and said, ‘I don’t

speak English.’ Another time, we overloaded the theatre’s

power system during a performance. The paper finale

happened without any lights. It was the most surreal thing

ever. We just heard paper rustling in the dark. After the show,

not a single person asked what went wrong. They thought it

was part of the production.”

“Our vision for the future is to continue

doing our thing – our music, our shows.

We also plan on creating children’s books,

CDs, and DVDs. Right now, we are work-

ing with the Boston Children’s Museum

to host ‘Airplay.’ It’s an exhibit accenting the power of air.

Kids test wind movement through different objects, such

as pipes. They even get to try their hand at being a Blue Man

by playing on the actual instruments used by the Blue

Man Group.”

WHAT HAVE BEEN

SOME OF YOUR

STRANGEST

MOMENTS WITH

BLUE MAN GROUP?

YOU’VE BRANCHED

OUT TO MOVIES,

MUSIC, TELEVI-

SION. WHAT’S

NEXT FOR THE

BLUE MAN GROUP?

WHAT HAVE BEEN SOME

OF YOUR PROUDEST

MOMENTS WITH BLUE

MAN GROUP?

multi-sensory

they can steal what you’ve done but theycan’t steal what you haven’t done.“ ”

12

In northern Iraq (Erbil, Kurdistan), the international team

is building six new schools including two kindergarten,

primary, and secondary schools for one of many new

planned communities. Discussions are also underway

to begin designing higher education, sports, and

commercial projects in the region.

UK/US FUSIONs Ryder Chairman, Paul Hyett initially met HKS

Chairman Ron Skaggs at the international Royal

Institute of Australian Architects’ conference

while serving in their respective roles as incoming

president of the Royal Institute of British Architects and

president of the American Institute of Architects.

“We had lengthy discussions with HKS and found that

our approaches to design and business were compatible,”

said Hyett. “Our firms believe in the business of archi-

tecture. The team we’ve assembled has tremendous

synergy as well as talent.”

The firms joined forces in 2001 to market new

healthcare design work when the National Health

Service announced plans to build 100 new hospitals over

the next 10 years throughout the United Kingdom. The

projects, built through a private finance initiative, range

from $20 million to $1.9 billion in construction.

On the U.S. side, HKS, a top-five U.S.-based architectural

firm, offered leading-edge healthcare design expertise.

The firm has ranked by Modern Healthcare magazine as

the United States’ top designer – in terms of both the

value and volume of healthcare facilities construction.

Ryder brought a team of design experts as well as a

demonstrated ability to produce large and complex

projects, on-time and within-budget, throughout the

United Kingdom and Europe.

“Although our cultures might be different, it has been

easy to fuse the two firms together due to our similar

value systems,” said Ralph Hawkins, FAIA, FACHA,

president and CEO of HKS. “Focusing on the strengths

of each firm, we have been able to create an energetic

and creative team that is recognized by our clients.”

CULTIVATING RELATIONSHIPSix months after the group was formed, RyderHKS

began to enjoy success. In Newcastle, the team was

selected to advance to the Final Invitation To

Negotiate (FITN) stage for the provision of design

development services for Freeman Hospital and Royal

Victoria Infirmary.

“Although we weren’t awarded the projects in the final

selection process, we learned valuable lessons,” said

Mark Buskuhl, project manager for RyderHKS. “We were

able to leverage this experience successfully into our

next endeavors.”

GOINGWhat started out as a United Kingdom-

United States collaboration to service a

growing European healthcare design

need has evolved into a thriving global

alliance between Ryder and HKS, Inc.

A

S

13

FIT FOR THE FUTUREn 2003, University Hospitals of North Staffordshire

NHS Trust announced that the Equion consortium,

which includes RyderHKS and contractor Laing

O'Rourke, had been selected as preferred bidder for

its $612 million “Fit for the Future” Private Finance

Initiative project.

“Our consortium is a team that was carefully selected

to pursue this project,” said Buskuhl. “We wanted to

develop a strong balance of design excellence,

facilities management, development, and construction

to execute such a significant and complex project.

At the end of the day, it was this unique balance that

made us successful.”

Subsequently, Salford Royal Hospitals NHS Trust chose

a consortium that included RyderHKS for its Northern

Batch Hope Hospital Private Finance Initiative project.

The $227 million development allows the integration of

new outpatient facilities and inpatient beds with the

hospital’s existing diagnostic and treatment hub.

According to Ian Ford, design manager with Balfour

Beatty, the selection of RyderHKS was largely due to the

team’s unique design solution. “The new master plan

integrates the hospital complex within the broader

urban fabric. It opened up the facility to embrace the

surrounding urban environments and become a key

component of Eccles Old Road in Salford.”

NO BOUNDARIESo further reinforce its alliance, RyderHKS

International, Ltd. was formed in 2005. The name

change reflects a restructuring and expansion

of the company’s practice into new sectors and

geographic markets.

“We plan to continue developing business activity well

beyond our successful healthcare practice, exploring

such project and building types as urban regeneration,

laboratory and research facilities, commercial,

residential, and hospitality markets,” said Craig Beale,

FAIA, FACHA, RIBA, executive vice president of HKS and

one of six directors of RyderHKS International, Ltd.

“The firm will also continue to pursue multi-sector

opportunities in continental Europe and the

Middle East.”

In addition to Hyett, Hawkins, and Beale, the board of

directors of RyderHKS International, Ltd. includes Peter

Buchan, RIBA; Mark Thompson, Hon RIBA; and Joe

Buskuhl, FAIA. To oversee the consolidation of the

London practice and its expansion into new markets,

the board appointed Nick Shapland to serve as the

managing director of RyderHKS International, Ltd.

“We have been extremely pleased with our working

relationship with our UK-based architectural partner,”

said Hawkins. “Working with them has and will contin-

ue to allow us to play a significant and meaningful role

in the global marketplace.”

GLOBAL

FROM LEFT TO RIGHT: MARK THOMPSON, JOE BUSKUHL, CRAIG BEALE, PAUL HYETT, NICK SHAPLAND, RALPH HAWKINS, PETER BUCHAN

I T

SAFETY

IS PRIORITY ONE

By Dan Noble, FAIA, FACHA

Patient safety was among the top design issues whenSouth Jersey Healthcare (SJH) started planning a newfacility in the late 1990s. Since nurses are the first lineof defense against patient accidents and medicalerrors, SJH also emphasized another issue withdesign implications: staff efficiency and safety.

16

“Our nursing staff is our hospital,” explains Clare

Sapienza-Eck, SJH vice president of strategic

planning, whose new facility, South Jersey

Healthcare Regional Medical Center, is located

in the Vineland, N.J. area 60 miles south of

Philadelphia. “Physicians are, of course, very

important, but 95 percent of all care is

provided by nurses. They are key to preventing

medical errors and ensuring patient safety.”

As many as 100,000 people die annually from

medical errors or bad medical practices

resulting in more than $500 billion in avoidable

medical costs, according to the June 20, 2005

issue of Forbes magazine. That astounding

figure represents 30 percent of all healthcare

spending. The quality control crisis is fueling a

litigation crisis as well: malpractice costs hit

$27 billion in 2003. As a result, a staff safety and

efficiency reform movement aimed at a radical

overhaul of America’s 5,764 hospitals is gaining

national momentum.

Nurses are the ground force in the reform

movement. Providing them the tools to be as

efficient and accurate as possible is a high

priority. Researchers at the University of

Pennsylvania have linked higher levels of

nursing education with better patient out-

comes. Another study at the same university

determined that patients who have common

surgeries in hospitals with lower nurse-to-

patient ratios are up to 31 percent more likely

to die. Several healthcare facilities involved

in the reform movement have empowered

nurses to challenge doctors when they spot

potential errors. The name of the game here is

not to assess blame, but to focus on the quality

and accuracy of patient care.

Exhausted by staff cutbacks and in some

instances, mandatory overtime, nurses have

been deserting their profession in droves for a

number of years. The federal government

estimated last year that more than one million

new and replacement nurses will be needed by

2012 and bumped registered nursing to the top

of its high-growth occupations list.

Nursing schools are having a difficult time

keeping up with student demand. The nursing

shortage has resulted in a nursing school

faculty shortage as well, causing nursing schools

to turn away qualified applicants. With

insufficient numbers of nurses entering the

profession, the average age of the Registered

Nurse (RN) is now between 49 and 52 years

old, up from 42.3 in 1996 and 43.3 in 2000, with

no slowdown in sight. The number of RNs

under the age of 30 dropped from 25.1 percent

of the nursing population in 1980 to 9.1 percent

in 2000. Some hospitals are recruiting nurses

from other countries.

Above left:Individual registration bays offerprivacy to patients and families.Above right:ICU nurses’ station

To optimize both, SJH nurses were involved in themedical center planning process from day one. Theirinput drove many of the final design decisions.

17

The current situation has significant

ramifications for architects of new and

expanding healthcare facilities. Designing

spaces that increase RN efficiency, reduce

stress, injuries, and fatigue and increase the

time spent with patients not only helps

hospitals hire and retain nurses, it has the

potential to reduce medical errors – saving

facilities millions of dollars annually.

During planning for the 240-bed SJH Regional

Medical Center, all key facility users were

involved in the design process. Nurses,

technicians, physicians, patients, and family

members were all instrumental in designing the

operational and functional layout of the final

design. Soliciting user input is standard HKS

Healthcare Group procedure when planning any

facility, but in this instance, architects were espe-

cially sensitive to incorporating design

suggestions from the nursing staff.

The average RN walks five miles during a

typical eight-hour shift. The goal at SJH Regional

Medical Center was to reduce this by 60 percent.

Doing so would benefit nurses and patients alike

as studies have shown patients are most likely

to be injured while they are being moved from

one location to another within a hospital.

The design of SJH Regional Medical Center was

predicated on the idea that patient moves

should be minimized. Each of the hospital’s four

floors was designed as a specific “care center”

(women and children, surgery, medicine, and

cardiology) that includes three levels of care:

intensive care, “step down,” as South Jersey calls

their intermediary care, and acute care. This

care center model means patients are rarely

moved from floor to floor.

“This has reduced infections as well as

accidents,” says Sapienza-Eck. “The hospital is

significantly quieter and the work environment

as a whole is less stressful for our nurses.”

Back injuries are one of nurses’ most common

concerns, according to a 2001 American Nursing

Association/NursingWorld.com survey. So at

SJH Regional Medical Center, casework was

placed at more convenient levels for nurses

whose average height has decreased in recent

years in direct correlation to increasing average

age and the international labor pool. And,

charting stations that can be worked at while

sitting down or standing up were created.

Larger bathrooms are built so that two staff

members can help patients with toilet

activities, if necessary. Rooms are designed so

that equipment can be brought directly to

patients, again reducing patient transport.

The quieter, gentler clinical environment is

enhanced through deeper colors, indirect

lighting, carpeted floors, no overhead paging,

and ample access to natural light. Nursing units

with charting stations, supplies, and equipment

are co-located between rooms to minimize

walking and reduce fatigue.

“Studies show that locating charting, meds, and supplies close to patients decreases medical errors.”

18

Studies show that locating charting, meds, and

supplies close to patients decreases medical

errors. Whenever a nurse has to search out

supplies or medication, he/she opens the door

to interruptions – and error. Consolidating

charting, meds, and supplies in one location

allows more time for direct patient contact – a

nursing task that has received less and less time

during the past several years. According to a

report by the Institute of Medicine, the average

nurse spends a total of 20 to 30 minutes per

eight-hour shift working directly with patients.

Room standardization and computer

technology also increase RN efficiency and

reduces errors. Building identical rooms ensures

staff know immediately and intuitively

where to find supplies. Workstation alcoves

adjacent to patient rooms provide room for

medications and supplies as well as

computers for charting. They can include

windows that provide visibility of patients as

well – another key factor that has been shown

to decrease medical errors.

In addition to all these items, healthcare

facilities must be designed to be expandable and

adaptable. As census figures change, today’s

acute care room may be tomorrow’s intensive

care room. Thinking ahead ensures easy

renovation to accommodate new demands. For

example, walls facing interior corridors should

be free of plumbing and HVAC chases, making

them easy to transform from hard wall

configurations to glass walls, if necessary.

In many cases, room and workstation mock-ups

are created to allow the owner and design

team members to critique them before they are

rolled out en masse. This cost-effective

interim step allows the team to reveal concepts

that appear sound on paper but flunk the

real-life usability test.

“According to a report by the Institute of Medicine, theaverage nurse spends a total of 20 to 30 minutes per eight-hour shift working directly with patients.”

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Building a culture that values both patient and

staff safety is the most critical factor in

reducing medical errors. The lion’s share of the

responsibility for this lies with healthcare

facility management and staff.

Today’s management is responsible for

initiating activities and programs that hold staff

to the highest standard of medical practice.

Standardizing basic procedures, developing

protocols, instituting teamwork training,

developing digital and clinical medical records,

conducting patient simulator training, training

employees on new systems, implementing

procedures to eliminate infections – all are

necessary activities for hospitals that want to

build facilities that are truly safe for both

patients and staff.

Above left:Caregiver work alcoves between patient roomshelp to bring nurses closer to the patient.Above right:ICU nurses’ station

hen HKS architect Dan Phillips begandesigning the Garland Independent

School District’s (GISD) Special EventsCenter, his goal was to create a non-

traditional school district building that wastimeless and created excitement for studentsand the community.

The result is a distinctively designed specialevents and conferencing facility that looks morelike an energetic performance hall than the typ-ical school district field house.

The GISD Special Events Center, located inGarland, Texas, is a state-of-the-art assemblyand conferencing center serving the needs ofthe school district and the community.

The 190,000-square-foot, multi-use buildingallows the school district to host high schoolconvocations, graduations, sports events, concerts, and teacher in-service activities as wellas national and regional tournaments. The facility is also open to the community for localactivities such as seasonal events, corporatetraining, trade shows, and other functions.

High school special events were previously located at Southern Methodist University’sMoody Coliseum and various high schoollocales. The new facility has 7,000 fixed seatsfor convocations, basketball and volleyballgames, gymnastics, and performances. Parkingfor 1,750 cars is provided adjacent to the facility.

The facility was designed by one of the nation’sleading architectural firms, HKS. The HKS Sports& Entertainment Group is responsible for the

design of this facility and many of DFW’s mostvisible sports and entertainment venues including the Dallas Cowboys Stadium,American Airlines Center, Ameriquest Field inArlington, the Dr Pepper/Seven Up Ballpark,Pizza Hut Park, and the Frisco Dr PepperStarCenter.

“The modern vernacular of the facility incorporates large expanses of glass to allownatural daylighting into the concourses as wellas visual connectivity for passersby,” saidPhillips. “The curved exterior, distinctive roofelements, and numerous façade articulationstransform what could be a typical gymnasiuminto an architectural icon.”

A dramatic, multi-story lobby welcomes patronsand a grand stair leads them to the main performance stage. The building is enhancedwith a Color Kinetics LED lighting system thatdisplays a variation of multi-colored lights insideand outside of the facility.

“Since it opened, people continue to line thebuilding’s public street to view the lights,” saidPhillips. “In the future, the Color Kinetics system can display red, white, and blue lighting to celebrate the Fourth of July or redand green lighting during the holiday season.”

The building’s design cues are taken from thegeography of the area’s natural landscape. Acurved front façade and sloped metal roof aredesigned in accord with the curvature of theneighboring street while multiple overlappinggrids are incorporated to create symmetry andorient the building to the north/south.

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Similar design elements are fluently used toexpress continuity throughout the facility.“Elements from the building’s exterior are translated into the interior,” said Phillips. “Thelobby, with its sloped walls, is an extension ofthe outside. The exterior sloped metal roof is mimicked by accentuated, reinforced structural trusses inside.”

The 25,000-square-foot conference facilityincludes an 8,000-square-foot ballroom, divisible into eight smaller meeting rooms, a125-seat tiered lecture hall, and additional meeting/conference rooms.

The support facilities, located between the eventfloor and the conference areas, include dress-ing rooms, storage/maintenance areas, cateringand kitchen facilities, and a management office.The locker rooms are situated to allow bus dropsand access to the event floor.

The project team, managed by the GarlandIndependent School District, includes HKS, Inc.,architect; Lee Lewis Construction Company, construction manager; Blum Engineering, Inc.,MEP engineer; Walter P. Moore Engineers +Consultants, structural engineer; and RLKEngineering, civil engineer.

Tim Mabe and Keith Reimer, the center's salesand marketing team, are getting the word outthat the center has more to offer.

"Anything you want us to do, we can do here,"said Reimer. "Anything you see out in the community, we will be proud to do here.Everyone who lives in the school district, whichincludes Garland, Rowlett, and Sachse, is a stakeholder in the center. With it, we willenhance economic development while improving our quality of life.”

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By Mark Buskuhl

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Greg and Carol Booth admit that amenities such as room

service, housekeeping, linen services, a full-service

fitness center and spa, and on-site concierge led them

to choose the W Hotel in Dallas, Texas.

However, they aren’t hotel guests. The couple is just one

of many buyers who are part of a national buying trend

focusing on hotel-condominiums.

Sound like a convenient, efficient, and sexy lifestyle?

Many think so. It’s called metropolitan living – from

trendy, urban chic to extravagant, luxury living, this

phenomenon has arrived.

“Condo hotels are expanding beyond traditional

markets such as tourist destinations Orlando, Palm

Beach, Hawaii, and Las Vegas,” said Joel Greene, president

of the Condo Hotel Center in Miami, a condo hotel

brokerage firm. “Today, more than 150 projects are

underway in urban centers like Atlanta, Chicago,

Phoenix, Salt Lake City, Denver, Dallas, and New York.”

According to Greene, the average buyer is 35 to 60 years

old. “Buyers range from young professionals to empty

nesters. The vast majority of these buyers want to

buy condo hotel units primarily as investments. They

see real estate as a safe harbor for their money.

On the finance side, the hotel condo units are a tax

write off and have the potential for short- and long-term

appreciation.

“Hotel condo owners also see the benefit of hassle-free

ownership,” he continued. “You don’t have to worry

about managing rental properties or tenants. They can

use the hotel condo unit as a vacation home or rent their

units when they are away.”

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The Booths, empty nesters, saw the purchase

as a way to downsize from their 5,300-square-

foot home to a contemporary space that best

reflects their new lifestyle and existing room

décor. “We didn’t need to relocate based on

school systems anymore,” said Carol Booth. “Our

new location provides us with quick access to

our home, business, and downtown events.”

While floor plans and location are primary sales

points, amenities are a big part of the decision-

making process. Libraries, computer business

centers, big screen auditoriums, destination

kitchens, zero edge pools, and mother-in-law

apartments are just a few of the amenities

offered to today’s potential buyers.

“We like the idea of room service,” said Booth.

“We travel and work late. So, ordering a cup of

soup at the end of a hectic day will be a treat.”

Several factors have led to the current boom in

condo hotel projects including lower interest

rates for buyers; the lull in the stock market

which is making real estate investments more

appealing; and the swell of baby boomers

looking to invest.

Following 9/11, banks were apprehensive about

loaning money for new hotel developments. The

condo hotel split allowed developers to

provide, in some cases, as little as 15 percent up

front – instead of the typical 40 percent equity.

This is due to the fact that pre-signed hotel/

condobuyers now provide up to 50 percent of

the project's equity.

Industry experts all agree that condo hotel

projects placed on the market in the past two

years are being sold out in pre-construction.

Most of these properties are high-rise buildings

with, on average, 200 to 1,000 units.

“It’s a win-win-win,” said Greene. “Banks are

providing loans for a secure investment with

upfront investors. Hotel developers are able to

spread their financial risk among the future

condo unit owners. Lastly, individual condo

owners are able to enjoy resort-style luxuries.”

Hillwood, a national development firm,

introduced the downtown W Dallas Victory Hotel

and Residences in Dallas, Texas in 2003. Within

six months, the 33-story hotel/condo

development was nearly sold out. “We added

another 80-plus-unit second tower to meet the

overwhelming response,” said Jonas Woods,

president, Hillwood Capital.

“It’s unrealistic for a pure condominium or

residential development to offer the same kind

of services that a hotel can provide,” he said. “It

is cost prohibitive to maintain a full-time

concierge, kitchen staff, general manager, etc.

The W offers a brand, known quality, and a

five-star lifestyle.”

Current HKS projects such as the W Dallas

Victory Hotel and Residences and the W

Hollywood, in Hollywood, Calif., offer room

service, housekeeping, access to the fitness

center, spa, and concierge services to residents

– all virtually maintenance free. This, coupled

with dramatic downtown views and quick

commutes to work, makes for an attractive offer

for those seeking this lifestyle.

Luxury hotel chains, including W Hotels,

Hilton Hotels, Four Seasons Hotels and Resorts,

and The Ritz-Carlton Hotel Co., bring their

reputations, credibility, and financial backing to

the development deal.

"Buying a condo with a luxury hotel chain is like

purchasing an insurance policy,” said Jim Butler,

global hospitality group chairman, JMBM, a

hospitality law firm. “People have a lot more

confidence buying into a W Hotel or Ritz-Carlton

because they know the name and know the

quality of their product.”

HKS was recently selected to serve as

architect-of-record for The Residences at the

Ritz-Carlton Dallas, a 70-unit high-rise built atop

The Ritz-Carlton hotel – currently under

construction. Ideally situated in the epicenter

of Uptown Dallas, adjacent to The Crescent

office, hotel, and retail complex, Ritz-Carlton

residents will enjoy a daily indulgence of style,

service, and sophistication.

“The Residences, with its 21 distinct floor plans

and three different styles of custom finishes, is

already 80 percent sold,” said Bill Mabis, project

director, Crescent Real Estate Equities Company,

based in Fort Worth. “As cities are becoming

increasingly urban, more urban residences, such

as The Ritz-Carlton, will be offered to city

dwellers. The developments actually benefit

their respective cities – with infrastructure from

parks to major retail developments.”

But, some people are warning – buyer beware.

“Before buying a condo, buyers need to research

all aspects of purchase and resale with an

experienced hotel consultant or accountant,”

said Butler. “For example, if the seller provides

projected annual returns or an appreciation

estimate prior to the execution of a purchase

agreement, the property becomes a security.

If the condo hotel project is not properly

structured and marketed, it will become

subject to the rules, registration procedures,

and enforcement of the Securities and Exchange

Commission (SEC) and the state agency

counterparts.

“An informed buyer should not buy a condo for

a return on investment,” he continued. “If

you are looking for a 10 percent return on

your investments, you might want to look

somewhere else. If you want a convenient,

relaxing first, second, or vacation home, there

is nothing better than a condo.”

Like the timeshare craze of the 80s, the

condo-hotel trend is here to stay. “Due to the

surge of baby boomers, I feel that the condo-

hotel trend will continue for the next five to

10 years,” said Greene. “Right now, we’re in the

second inning of a nine inning game.”

METRO LIVING

WHEN YOU WALK INTO THE NEW WHOLE FOODS

MARKET LANDMARK STORE, IT’S CLEAR...

THIS ISN’T YOUR MOTHER’S GROCERY STORE.

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CColorful, mouth-watering fruits and vegetables

are stacked shoulder high. Fifty types of breads

are baked fresh daily. Two full-service cheese

bars offer the largest-ever selection of cut-to-

order cheeses. And, count them, over 600

friendly employees to help you.

Whole Foods Market, the world’s leading

natural and organic food supermarket, opened

its Austin landmark store and world

headquarters in 2005.

Developed by Schlosser Development

Corporation and designed by HKS Architects,

the new 80,000-square-foot store takes up

an entire block – located on Lamar Boulevard

between Fifth and Sixth Streets. The building

also includes a six-story, 200,000-square-foot

office tower above the market that provides

office space for as many as 700 Whole

Foods Market team members – consolidating

the company’s national and southwest

regional offices.

The Whole Foods Market Landmark Store serves

as the company’s largest store, exhibiting

exciting features that are new to the retail world.

Austin residents enjoy a community and

education center, for meetings and cooking

demonstrations, a 25,000-square-foot public

roof garden with 200 shaded seats, a plaza area

for eating and entertainment, and three levels

of underground parking with escalators

equipped to carry grocery carts from the store

to the parking garage.

“Our store concept across America has evolved

since our humble beginnings over 25 years

ago,” said John Mackey, co-founder and CEO,

Whole Foods Market. “Seven years after it

opened, we were outgrowing our Austin locale.

We needed to find a way to remodel the

existing store or search for one much larger. One

day, I looked across the street and found the

answer to our dilemma.”

“Whole Foods chose its new location to allow it

to continue to be a part of the neighborhood,”

said Owen McCrory, design principal, HKS, Inc.

“The building is sited to be open to Lamar,

providing a welcoming front door to the new

store. It is also user friendly for pedestrians and

automobiles with its large, open-air plaza with

surface and covered parking.”

The design consists of a six-story, L-shaped

office tower atop a one-story store with a rooftop

garden, an outdoor amphitheater, and a 900-car

parking garage. This more than doubles the

number of parking space available at the

existing Whole Foods, located one block north

of the new facility.

Due to the store’s size and configuration – the

largest in terms of square footage of the

company’s 161 stores – people-mover escalators

are a necessity. The escalators transport

shoppers and their carts from the store to their

cars parked in the garage. Nearby surface

parking is also offered.

Canopy-covered outdoor markets are located

outside in the plaza to provide even more

choices for Whole Foods Market patrons. Once

inside, shoppers are able to pick up groceries

or prepared food and enjoy a sit-down lunch

inside the store or in the outdoor plaza.

Patrons can walk up a set of grand stairs to

a landscaped seating and dining area,

complete with a covered trellis, landscaped

gardens, and water features.

“The project challenge was to create Class

A, highly-efficient office space above a

two-acre landmark store,” said McCrory.

“Each one of the building components

has to function efficiently on its own with

separate, yet complementary identities.”

“The entire project conveys a strong sense of

regionalism,” he continued. “Its exterior hosts

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...people lovefood and theylove to shop,and yet theyhate to shop forfood...this newstore in Austin will aim tochange that...

Texas Leuters limestone with limestone accents,

a stone-colored stucco base, and a terracotta

colored exterior wall system. A curved glass

tower element rises up from the entry of the

office building to its highest floor with

floor-to-ceiling glass and panoramic views on

the fifth and sixth floors. “The Whole Foods

storefront, which spans from Fifth to Sixth

streets, is designed with three large sweeping

curves to create an inviting and exciting entry

façade. Playful accents of colored glass, placed

randomly throughout the storefront, cast color

throughout the store.”

Whole Foods, founded in 1978 in Austin,

Texas, is dedicated to supporting sustainable

agriculture and the environment. Its 161 stores,

located through the United States, Canada, and

the United Kingdom feature natural and

organic foods, which are free of artificial

preservatives, colors, flavors, sweeteners, and

hydrogenated oils.

“We are proud to be homegrown in Austin

and are reaffirming our commitment to our

hometown by building the country’s very best

food store right here in the heart of downtown,”

said Mackey. “There is a paradox in American

society that people love food and they love to

shop, and yet they hate to shop for food. With

its inviting atmosphere, this new store in

Austin will aim to change that and take the

chore out of shopping and turn it in to a fun,

pleasurable experience.”

The Whole Foods Market Landmark Store and

World Headquarters serves as the centerpiece

of a larger, planned retail and entertainment

development, called the Market District, that

will include more than 700,000 square feet of

retail space.

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CONSULTANTS IN:• MEDICALCOMMUNICATIONS

• SECURITY

• TECHNOLOGY

• AUDIO-VISUAL

EDI, Ltd.ATLANTA - SEATTLE770.956.7000 www.ediltd.com info@ediltd.com

Trust the Advice;Experience the Value.Trust the Advice;Experience the Value.

Charles M. Salter Associates, Inc.t: 415.397.0442 f: 415.397.0454 www.cmsalter.com info@cmsalter.com C

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visu

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Bridgeview Condominiums

After fifteen years of successful collaboration, Charles M. Salter Associateswould like to welcome HKS to San Francisco

Portside CondominiumsLetterman Digital Arts CenterW Hotel HollywoodWilshire Club View ResidencesTemple Lofts

Pacific PlaceCondominiums

CSA has worked with HKS on the following projects:

Proud to be part of the HKS Team!AMERICAN TERRAZZO COMPANY

972.272.8084309 Gold Street • Garland, Texas 75042 • Fax: 972.276.4736

A M E R I C A N

T E R R A Z Z O

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RETURN SERVICE REQUESTEDIF UNDELIVERABLE TO ADDRESSEE, PLEASE RETURN TO:

HKS INC. 1919 McKINNEY AVENUE DALLAS, TX USA 75201