Embed Size (px)
DESCRIPTION
H. Ralph Hawkins, FAIA, FACHA President and CEO This issue of INNOVATE celebrates our recent designs and innovative projects. We also focus on our people. The firm has undertaken leadership initiatives to prepare employees to be leaders within HKS, the profession, and their communities. A direct result is apparent with the announce- ment of HKS’s Larry LeMaster as “Regional CFO of the Year.” Sincerely,
Citation preview
It is an exciting time for the architectural industry. We have been in one of the strongest periods of economic growth in the history of the United States. As a nation, our economy has shown resiliency even with the attack on our own soil and the current war against terrorism. Despite these events, we have continued to see a vibrant construction industry for the last 15 years.
We are now just beginning to see indicators that the construction industry may be slowing. Commodity prices have escalated and energy costs associated with making and delivering construction products have increased. Maybe even more importantly, the trained labor capacity of both general contractors and subcontractors has been exacerbated with the workload demand. All of these factors have contributed to construction cost escalation. As a result, we have witnessed projects go through more detailed financial scrutiny prior to approval to proceed into design and construction.
In the United States, we continue to see some stabilization and flattening of the economic growth seen over the course of the last several years. Overall, this will be good for demand of labor and materials resulting in slower escalation of construction costs. We also are beginning to reduce our energy dependence on carbon-based fuels (especially those derived from foreign sources).
We are challenged and encouraged by these events, seeing them as opportunities for positive change in the industry and firm. At HKS, leadership in sustainability is key to the 2030 Challenge that our firm has accepted. With this commitment, HKS will work toward making our buildings carbon neutral by the year 2030. In addition, the HKS LEED Fellowship offers staff the opportunity to become certified through the support of our firm to build sustainability leadership. Respecting Mother Nature is the focus of the “Letter from London” by Paul Hyett, Director of RyderHKS International.
This issue of INNOVATE celebrates our recent designs and innovative projects. We also focus on our people. The firm has undertaken leadership initiatives to prepare employees to be leaders within HKS, the profession, and their communities. A direct result is apparent with the announce-ment of HKS’s Larry LeMaster as “Regional CFO of the Year.”
It is our special pleasure to honor Garth Brooks’ work with the Garth Brooks Teammates for Kids Foundation. We also celebrated 20 clients that have worked with HKS for 20 years or longer. We hope you enjoy this issue and thank all of the clients and sponsors who make INNOVATE possible.
Sincerely,
H. Ralph Hawkins, FAIA, FACHAPresident and CEO
HKS
is m
anag
ed b
y a
four
-per
son
exec
utiv
e co
mm
ittee
com
prise
d of
(lef
t to
right
) M. N
unzi
o D
eSan
tis, E
xecu
tive
Vice
Pre
siden
t; H
. Ral
ph H
awki
ns, P
resid
ent a
nd C
EO; R
onal
d L.
Ska
ggs,
Cha
irman
; and
J. C
raig
Bea
le, E
xecu
tive
Vice
Pre
siden
t.
sprin
g/su
mm
er20
07
dearreaders,
credits EDITORIAL HKS Communications; DESIGN HKS GrafxLab; PHOTO cover: HKS, Inc.; pg. 1: HKS,Inc.; pg. 4/5: (all images) HKS, Inc.; pg. 6: (left) Dragan Trifunovic; (right) Charles Taylor; pg. 7: Ryder/HKS; pg. 8/9:Henry Diltz; pg. 10/11: Henry Diltz; pg. 12/13: Richard Dalton, Blake Marvin, Tom Rollo; pg. 14/15: HKS, Inc.; pg. 16-19: HKS, Inc.; pg. 20-23: HKS, Inc.; pg. 24: HKS, Inc.; pg. 26: Ed LaCasse; pg. 27: (top) Ed LaCasse; (bottom) MichaelLowry PUBLISHING Innovative Publishing Ink. IPI specializes in creating custom magazines for businesses. Please directinquiries to Aran Jackson at 502.423.7272 or [email protected]
HKS is committed to being a good steward of the environment. INNOVATE is published onrecycled paper, which is FSC certified (Forest Stewardship Council), and printed usingsoy-based inks.
468
14
16
20
24
DESIGN DETAILS The New Vegas Strip, Laying Down the Sustainable Law, HyperbaricHealing, Limitless Learning, CFO of the Year, Super Designs.
LETTER FROM LONDON Paul Hyett, Director of RyderHKS International, recounts his experi-ences in India, discovering just how much we have to learn about coexisting with Mother Nature.
GARTH BROOKS – NO FENCES, NO LIMITS Garth Brooks talks about his career, family, andwhy kids are our most precious commodity – in addition to sharing news about the Garth BrooksFoundation for Kids.
2000 McKINNEY HKS is teaming up with Texas Capital Bank to create a headquarters thatrepresents its commitment and bright future in Texas. This innovative building will link Dallas’Uptown, Downtown, and the Arts District.
HKS TWENTY FOR TWENTY Maintaining relationships is a constant in today’s businessworld. See how HKS celebrated its 20-plus-year relationships with 20 of its most valued clientsat a two-day event.
BEST OF THE BEST The Dallas Cowboys have been called “America’s team.” Now, Cowboysowner Jerry Jones and HKS are working together to create America’s stadium – and it’s unlikeanything ever built before.
THE ARCHITECTURE OF HEALTHCARE BRANDING Architectural branding has beenaround for years. Whether it’s a futuristic exterior cladding or a mission-style design, health-care providers are distinguishing themselves to promote patient recognition.
sprin
g/su
mm
er20
07
vol 3, no2features
HYPERBARICHEALING
When it comes to casino dwelling, gamblers mightbe heading for the Macau, China strip – instead ofLas Vegas. The Asia-Pacific region is expected tolead the world in gaming revenue growth through2010, according to PricewaterhouseCoopers. In theU.S., casino revenues are earmarked to hit 6.9 per-cent through 2010, while in the Asia Pacific it will hitan all-time high of 14 percent. Nowhere is this moreprevalent than in Macau where HKS is designing the10.6 million-square-foot Venetian Macau Resort-Hotel-Casino. The firm is also designing additionalundisclosed projects along the Cotai strip in Macau.
THE
NEW
VEGAS
STRIP
LAYING DOWN THE
SUSTAINABLE LAW
D
What costs $600,000, holds eight people, and requires the construction ofa three-foot deep pit? The answer is the new hyperbaric chamber nowoperating at the Utah Valley Regional Medical Center South Building inProvo, Utah. Jun Khaysavang, an architect in the Salt Lake City office, likened the chamber’s interiorto a beauty salon. With TVs and iPods to keep patients occupied and round windows for physicianviews, the hyperbaric chamber is healing people, one patient at a time.
In one Texas town, sustainable design isn’t just an ideal, it’sthe law. The city of Frisco mandated an ordinance to adoptsustainable design elements for all new construction projects. The ordinance includes adopting Energy Star
requirements and purchasing light-colored construction roofing materials, recycling50 percent of construction waste, and procuring and installing drought-resistantlandscaping. The Hall Office Park Building T1, a 369,000-square-foot office tower,is taking this task to heart by complying and adding more sustainable elements.When completed, the project will be registered for LEED certification.
design
4
SUPER
DESIGNS
LIMITLESS
LEARNING
CFO
OF THE
YEAR
Larry LeMaster proves that goodguys do finish first. Good chieffinancial officers, that is. LeMaster,CPA, was selected 2006 RegionalFinancial Executive of the Year.The award – presented by the
Institute of Management Accountants (IMA) and RobertHalf International – honors executives who exhibit excep-tional leadership and achievement in accounting andfinance. He was noted for his significant professionalaccomplishments with HKS including streamlining the firm’sbilling and collections cycle.
What’s next in the world of NFL stadiumarchitecture? Fans found out at the pre-Super Bowl NEXT celebration held inMiami, Florida on Friday, Feb. 2. The ESPN-sponsored event, which encompassed atwo-square-block area, featured live music,entertainment, and sports-related exhibitsfor 13,000 sports fans including team own-ers, athletes, coaches, and entertainmentexecutives. Top HKS sports designs werehighlighted through models, 3D animations,renderings, and interactive areas staged ina special VIP area at the event.
ETAILS
At Eastfield College in Mesquite,Texas, opportunities for learningwon’t be limited to traditional class-rooms. Students and faculty will beable to meet in a Starbucks-likeInternet café or interact using wire-less Internet access along corridorslined with comfortable social nooks. According to Dan Arrowood, project designer with HKS’sEducational Group, teachers are no longer heading from the classroom to the closed-door faculty lounge. “They are interacting with students, whether it’s in the center of a discussion in astudio/classroom or as they grab a snack or cup of coffee,” he said.
5
During my first visit to Bangalore in southern
India in 2001, I noticed two things in particular.
Both are related to culture and tradition and both
have huge implications for the ecological and
sustainability agendas. The first relates to food
and eating and the second to home and living.
First, food. I was taken to a local restaurant for
lunch. Very local. In the corner sat a hand basin.
Here, we washed thoroughly, for we would be eat-
ing with our hands – no utensils or chopsticks.
Additionally, the meals were served onto palm
leaves on the table. And no plastic disposable dish-
es or cutlery were used. Compare that with the so-
called advanced and civilized methods of the West
with our seemingly insatiable appetite for waste.
In India, local food and drink is just that, pro-
duced locally. In London, the average meal trav-
els 2,500 miles to get to the plate. After the meal,
the Indian custom is to fold the palm leaves and
use them for compost – no washing up. In
London, the custom is to flood the sewers with
surplus food and detergents.
Second comes home life, and a custom that would
have a profound effect on the 1,000-apartment
scheme that we subsequently designed for client
ETA. Quite simply, Indian family traditions
require that bathrooms, kitchens, and utility
rooms must be located along the perimeter of
the building to benefit from the natural light and
ventilation. The result has been a development
of 20-story towers with open cores – formed in
plan by a pair of banana-shaped elements each
containing three apartments producing an open
center into which the elevators and stairs are fit-
ted. These are linked to the residences by bridges
and the whole arrangement is ideal for natural
cross-ventilation to the apartments. Think of it:
1,000 dwellings with no need for artificial venti-
lation or, during daylight hours, for artificial light.
First instincts are, of course, to view such meth-
ods and traditions as curious. After all, we in
Britain were taught as children not to eat food
with our hands. I remember when my father
installed a fluorescent light strip in our kitchen,
all our neighbors came to marvel at its bright-
ness. But the truth is that modern living has
increasingly relied on technologies that defy
nature: detergents that obstruct the organic
cycle; ventilation, heating, and cooling systems
that deplete fossil stocks and pollute our envi-
ronment; and materials that cannot be recycled.
Back to India, where the world now has a sort
of laboratory for testing alternative futures. Can
this nation – the world’s largest democracy that
is scheduled to supplant China as the most pow-
erful economy by 2050 – construct a different
future in which its people can live in greater har-
mony with our planet? Can this finite host save
the fragile eco-structure that is now under such
intense assault?
The answer is that India must. And we must help
in that process and make appropriate efforts to
follow suit.
This brings me to my work as chair of Carbon
Vision – a university tripartite research program
involving some £25 million (or about $45 mil-
lion in U.S. dollars) in funding. These programs
deal with technological interventions, legisla-
tion, codes, culture, and behavior. And it is the
last of these that presents the greatest challenge.
Can this nation – the world’s largest democracy thatis scheduled to supplant China as the most powerful economy by 2050 – construct a different future in whichits people can live in greater harmony with our planet?
LETTERFROM
LONDON
Paul Hyett is co-chairman
RyderHKS International in London
THIS IS THE FIRST IN A SERIES
OF LETTERS FOCUSING ON
GLOBAL DESIGN EFFORTS.
In a modern market-based democracy whose
culture is based on freedom, how do we persuade
the community to accept – indeed demand – a
new and different type of lifestyle that doesn’t
involve mega-waste, mega-pollution, and mega-
consumption? A progress that involves city liv-
ing without the need to burn fossil fuels to cool
and light our stores, or ventilate our hallways
and bathrooms? A progress that allows our cit-
izens to live in harmony with nature and one
that will give our children’s children an ecolog-
ically viable planet for living?
That is the challenge.
Architecture has a great role to play in this most
essential of endeavors, as do city and urban
planning and service and transportation engi-
neering. But these disciplines ultimately respond
to consumer demand. So our job, both as citi-
zens and professionals within the construction
and development industries, is increasingly to
shape that demand in a responsible and informed
fashion. Consumer demand to which develop-
ers, constructors, manufacturers, and design-
ers within the building industry respond must
become more in tune with the needs and capa-
bilities of this planet. The iceberg was too big for
the Titanic – we cannot fight nature. We owe it
to this wonderful world and, of course, to our
children to find ways to live in harmony with
our host environment.
Rendering of Binnyston Gardens inBangalore India demonstrates opencore tower design with hollow centerfor elevators and stairs allowing naturalcross-ventilation to the apartments.
7
Garth BrooksNo Fences, No Limits
Brooks was born on February 7, 1962, in Tulsa, Oklahoma, and raised
in Yukon, just outside of Oklahoma City. Drawn to country music
by his admiration for George Strait – and inspired by his mother,
Colleen Carroll, who recorded for Capitol Records in the 1950s and
performed with Red Foley on the Ozark Jubilee – Brooks became a
popular regional performer during his college years.
After moving to Nashville, he burst onto the country music scene
with the release of his first album, Garth Brooks, in April 1989. His first
single “Much Too Young (To Feel This Damn Old),” became
a top-ten hit. Brooks’ appeal continued to grow with his fourth
single,“The Dance,” and its accompanying music video. His
popularity skyrocketed with the release of “Friends In Low Places”
on his No Fences album. No Fences became Brooks’ first No. 1 album,
selling more than 16 million copies. He then released 12 additional
arth Brooks swept out of Yukon, Oklahomalike a quiet storm and into the universal musicmainstream. To his credit – among many
other things – is bringing country music to new audiences, becoming the top-selling solo artist ofthe 20th century.
But, he’s not finished with the dance.
G
10
albums. In October 2000, Brooks announced that he
would retire to spend more time with his family.
Over the course of his career, Brooks has received
virtually every accolade the recording industry can
bestow on an artist. He earned a Golden Globe
nomination for Best Original Song-Motion Picture for
“When You Come Back to Me Again” from the film
Frequency. In addition, he has earned two GRAMMY
Awards, 17 American Music Awards, 11 Country Music
Association Awards, 18 Academy of Country Music
Awards, five World Music Awards, 12 People’s Choice
Awards, 24 Billboard Music Awards – in addition to
receiving a star on the Hollywood Walk of Fame.
In addition to career success, the country singer has a
passion for helping kids. The Garth Brooks Teammates
for Kids Foundation, co-founded in 1999 by Garth Brooks,
exists to develop and implement innovative concepts
that generate funds to benefit children’s charities.
According to Brooks, 100 percent of the money
generated by the players and donors goes to the kids.
That’s not a goal, it’s a rule.
HKS: Can you tell us about your latest Garth Brooks Teammates
for Kids Foundation projects at Kravis Children’s Hospital at
Mount Sinai as well as recently teaming up with the National
Hockey League at Cook Children's Medical Center?
We are proud to have provided funding through the
Garth Brooks Teammates for Kids for both the Kravis
Children’s Hospital and Cook Children’s Medical Center
Zone projects. I haven’t done anything more important
in my life – other than being a father and husband – than
working with The Zone. The guy who really needs to
be commended is Troy Aikman. I am so proud to be of
any help to him. When I met him, he had the Aikman’s
End Zone prototype down – incorporating Norman
Schwarzkopf, Steven Spielberg, and the Starbright
Foundation. He also had teamed up with HKS
Architects. I was sitting next to Rex Carpenter with HKS
and I just had to ask him – “Do you get paid to design
the Zones?” To that, he responded, “No, HKS does it for
the great relationships that we have formed over the
years but most importantly for the kids.” So, as much
as the athletes get pats on the back, so should HKS.
HKS: How does the Garth Brooks Teammates for Kids
Foundation work?
The Teammates for Kids Foundation, co-founded in 1999
with Bo Mitchell, was developed to generate funds for
the benefit of children's charities. We enlist the
participation of professional baseball, hockey, and
football players who contribute a predetermined sum
of money based on selected categories of performance
during their season. Baseball players can donate based
on their quantifiable stats such as home runs,
strikeouts, etc. In hockey, contributions can be based
on shots, assists, and points while in football
contributions include touchdowns and interceptions.
We work with great athletes like Jason Giambi of the11
New York Yankees and Marty Turco of the Dallas
Stars. That’s the kind of talent level we’re lucky
enough to have on board. You can imagine how
much money this talent alone generates for the
kids. Our job is to take these contributions and
triple them by going out and finding corporate
donors and sponsors. The one key criterion that
Bo and I set when starting the non-profit
organization is that it had to be squeaky clean.
Our books are open 24/7 and 100 percent of all
contributions go directly to the kids. Today, we
are lucky enough to operate in 55 countries.
HKS: What charities does Garth Brooks Teammates
for Kids Foundation assist?
We receive 500 to 800 requests per giving
cycle. We have three giving cycles per year. It’s
hard because you want to give to everyone. For
example, we work with kids with progeria, a rare
genetic disorder that causes children to age
prematurely. These are great kids. I’m always
amazed at their courage, strength, and positive
attitudes. Due to population regulations in
China, many families are deciding to discard
their newborn female babies. Being a father
of three girls, it kills me to think of that.
Mother’s Choice helps to rescue these babies
from dumpsters, trees, and alleyways. The
charity provides healthcare and education for
these children. We also worked with World
Vision to raise millions of dollars for children
who were affected by 9/11, the Tsunami, and
Hurricane Katrina tragedies. Our long-term goal
is to grow and build an endowment large enough
to allow the foundation to run on its own for the
next 100 years, long after Bo and I are gone.
HKS: In 2001, you walked away from the
limelight to be a full-time dad. Four years later, you
married fellow country music star Trisha Yearwood.
Have you enjoyed your transition from country legend
to super husband and dad?
That’s nice – but I don’t agree with the term
super husband and dad. In terms of enjoying
time with my family, I definitely am. I don’t
know of anything that is more fun than playing
music and touring. But, you feel guilty for not
being with your kids. I have three children,
Taylor (14), August (12), and Allie (10). Even
though I took them on tour, I missed a lot of
special moments in their lives. At the time, we
had three nannies (one for each child) and a
production manager, in essence, raising our
children. The kids just loved them and so did
we. But, when your youngest starts repeating
the nanny’s phrases – instead of you or your
wife’s – it makes you think. So, I promised Taylor
when she turned 8 (she was 5 at the time) that
I would retire from the business and spend more
time with her and the girls. And I did that. Now,
I talk every day with her and her sisters. It
means the world to me.
HKS: How did you get started in the music industry?
I didn’t start out thinking that I was going to
be in the music industry. My degree from
Oklahoma State University - Stillwater is in
journalism with a minor in advertising. Just
as I was getting started to look for a job in
advertising, I received a letter from the
university stating that I was one hour short of
graduation. So, I had to go back for another
semester to complete my degree. To make
money, I started playing in the clubs to get
through that year. Then, I started playing at
clubs six nights a week – making great money
and loving what I was doing. It just hit me like
a hammer – maybe this is what I should be
doing. Next, I went to Nashville. I was lucky
enough to meet Bob Doyle. He negotiated my
first record deal. He continues to be one of my
best friends and has been my manager for
20 years.
HKS: You’re quoted as saying “if I have any
talent at all it’s from God, and my mom, who was on
Capitol Records also.” How did your mom inspire you?
I was inspired by both my mom and my dad.
They were a contradiction in terms. My mom
was the dreamer while my dad was more
practical. If my father couldn’t hold something
in his hands, he didn’t believe it existed. Mom
thought she could fly. My mom had a short
career in the business, until she had a family.
She was proud to sing alongside Jackie Gleason.
But, she did see the bad side of the business. My
parents agreed the music industry wasn’t the
way to go. Even when I was published on the
“I’m focusing less on me and more on th
cover of Forbes and Time, my dad never gave in.
He didn’t like the music business because he
felt that it was filled with snakes and jerks. I
listened to his advice and just tried my best
not to be one of them. After I achieved some
success, I remembered a great quote from my
mom. When people would ask if she was proud
of her baby, she would say, “Yes, I have six
wonderful reasons to be proud,” referring to my
four brothers, one sister, and me.
HKS: You began your career as a song writer. What
is your favorite Garth Brooks song? What is your favorite
non-Garth Brooks song?
Regarding non-Garth Brooks music, all that I
wanted to do is get a song cut from George Strait.
I am a fan of all of his music. He’s the reason I
moved to Nashville. I wanted to dress like him
and sound like him. For me, you can break it
down to four guys. The greatest voice to ever
sing country music is George Jones. The best
artist to pick, sing, and write is Merle Haggard.
The greatest cowboy singer is Chris LeDoux.
And, then there is my hero, George Strait. If I
had to name my favorite Garth Brooks song, I
would have to say “The Dance.”
HKS: What was the best (and not-so-great) part
of touring?
There is only one thing that’s not great about
touring – being away from your family. That
is it. And, I was lucky enough to tour with my
family. However, the time that you do spend
together as a family isn’t quality time. On a light
year, you tour 280 days a year. We toured for
three years straight – taking off only for
Thanksgiving and Christmas. On the other
hand, touring is the best. I tried to describe this
to the sports guys. I told them that their jobs
weren’t that great. When they walk into a
stadium, half of the crowd wants to kill them.
Imagine walking into an arena or stadium and
everyone is for you. They just want you to be
you and have the best time they’ve ever had.
Can you imagine everyone singing the words to
your song back along with you? In Barcelona,
Spain, no one understands a word of English.
But, they are singing your song back to you with
your accent. Or, when we played in Central
Park, a crowd of 40,000 to 50,000 people were
expected. By 1 p.m. the day of the show, they
started to shut down Park Avenue. The parks
people gave me a number of 890,000 people.
And you’re thinking, “They must think some-
one else is coming.” How do you beat that?
HKS: How do you handle fame since everyone
recognizes you wherever you go?
My dad always told me never to complain about
someone stopping and asking you for your
autograph – because there will be a day when
no one will want it. The fact that I’m a country
music singer helps the situation. I’ve been in
restaurants and people will literally wait until I
finish my meal to ask for an autograph. How
nice is that? The people in country music are
lucky to have these types of fans. I’ve had the
fortune of working with Billy Joel as well as Paul
Stanley and Gene Simmons from KISS. These
are great guys. But, the second they walk out
into the public, I can see this hard-shell rock
and roll persona. They know that they are going
out into a “dog-eat-dog world.” That’s why I’ve
been so lucky. Everybody wants me to be the
guy next door. They want me to dress casual –
just like them. I can do that. That’s where I
came from.
HKS: Now that your kids are older, would you
consider a comeback?
My youngest daughter is 10. I need to get her
off on her own and see how that goes. Also, if
Miss Yearwood snaps her fingers and says, “I
want a child,” then I would do everything in my
power to make that come true. So, the future
is open. I’m focusing less on me and more on
the people around me. It’s a sweet thing. I’m
truly enjoying myself.
Wherever the road leads for Brooks, you can bet
that family and community will be the pathway
that takes him there. As he continues to set no
fences and no limits to his career, he will be
known for giving his time, talent, and voice – in
a typical, humble Brooks manner – to those who
need it most.
e people around me. It’s a sweet thing.”
connection to neighboring buildings such as the
Ritz-Carlton and Hotel Crescent Court, without
turning its back on Dallas’ downtown Arts District.
A dynamically lit arching roof form, spanning
from one side of the building to the other, defines
the verticality of the tower while visually serv-
ing as a gateway between the two districts.
The building is further articulated with a spire
at the north and south ends.”
The soaring tower also has curb appeal – with
prime restaurants and other retail located at street
level. The pedestrian-friendly environment will
feature expanded 10-foot-wide sidewalks with
trees and lush landscaping, outdoor dining, pub-
lic benches, and pedestrian-scale lighting. The
main entry plaza, at the corner of Harwood and
McKinney, will tie into the historic McKinney
Avenue corridor with its brick roadways, trolley
access, and inviting greenery.
A secondary entry, at McKinney and Olive streets,
also enhances the pedestrian experience – with
low-rise boutique office space and other retail
spaces as well as an entry rotunda that is illumi-
nated at night.
THE TEXAS CAPITAL BANK BUILDING AT 2000 McKINNEY AVENUE IS DESIGNED TOMAKE A DRAMATIC NEW STATEMENT ON THEUPTOWN DALLAS SKYLINE – AND SERVE AS AGATEWAY TO THE DALLAS ARTS DISTRICT.
The 20-story, 507,000-square-foot building, bound
by Olive Street, Harwood Street, and Woodall
Rodgers Freeway, will offer high-end, state-of-
the-art commercial office, residential, and retail
space – including two signature restaurants.
The building will be named after its lead tenant,
Texas Capital Bank, which has leased approxi-
mately 100,000 square feet. Lincoln Property
Company and Corrigan Properties, Inc. head-
quarters will also reside in the tower leaving
approximately 250,000 square feet of specula-
tive office space.
“As Texas Capital Bank continues to grow, this is
an opportunity for us to create a striking space
for our clients and employees, and have a pres-
tigious building named after the organization,”
said Jody Grant, chairman and CEO of Texas
Capital Bank.
HKS, Inc., a top-five architectural firm that relo-
cated its headquarters to the Uptown district
seven years ago, serves as designer (and neigh-
bor) to the tower.
“The 2000 McKinney building will be a significant
new addition to the Uptown area,” said Owen
McCrory, design principal, HKS, Inc. “Located
across Woodall Rodgers, it will take full advantage
of unprecedented, unobstructed views of the
Dallas Arts District and the downtown skyline.
Taking its cues from surrounding icons, the time-
less design will consist of limestone and granite,
blended with crisp metal accents and high-effi-
ciency, silver-gray glass.
“We also wanted to design a distinct Class AA
office complex,” he continued. “The tower had
to engage the Uptown district making a strong
LINKING UPTOWN, DOW
NTOWN AND THE ARTS DISTRICT IN DALLAS
14
The building’s lobby complements its exterior with
the incorporation of limestone and granite along
with African mahogany wood panels and stainless
steel accents. Colorful artwork and an inviting water
feature will welcome tenants and visitors. A linear
light cove, with a series of barrel-vaulted ceilings,
defines a circulation path for visitors entering the
lobby to inviting seating areas, elevator lobbies,
and Texas Capital’s retail bank space.
“The typical office floors are designed for the
utmost efficiency and flexibility,” said Jason Crist,
senior designer, HKS, Inc. “With wide open, col-
umn-free lease space, brokers can accommodate
full-floor users as well as smaller tenants. Another
unique selling point is its outdoor space. An
expansive rooftop plaza, located on the seventh
floor, will allow that floor’s tenants to host out-
door functions, eat lunch, or meet outdoors with
the Dallas skyline as their backdrop.”
A 1,300-car, highly efficient parking garage – that
will be easily accessible from any direction – will
serve the building. The garage is designed into
the base of the building allowing it to be an inte-
gral part of the architecture.
The building’s south side, off of Woodall Rodgers
Frontage Road, will host 15 exclusive residential
units. The condominiums, designed to take
advantage of views of the downtown Dallas
skyline, will have their own outdoor balcony
overlooking the planned 5.2-acre Woodall
Rodgers Park. The park will feature a music
pavilion, children’s playground, cafe, dog park,
and landscaped green spaces and walkways to
the Arts District. It will also provide a connection
from Uptown to Victory Park and the Katy Trail.
“Our team’s attention to detail and commitment
to progressive urban planning is the foundation
for this signature project, which will link the
vibrant energy of Uptown with the architectural
icons of the Arts District and downtown,” said
David Pettle, executive vice president of Lincoln
Property Company.
Groundbreaking took place in January 2007 with
an anticipated opening in the third quarter of
2008. The project’s contractor is Beck Group with
major consultants including Brockett Davis
Drake, Schmidt & Stacy, SWA Group, and PHW
Lighting Design.
The typical office floors are designed for the utmost efficiency and flexibility
“OUR TEAM’S ATTENTION TO DETAIL AND
COMMITMENT TO PROGRESSIVE URBAN PLANNING
IS THE FOUNDATION FOR THIS SIGNATURE PROJECT,
WHICH WILL LINK THE VIBRANT ENERGY OF UPTOWN
WITH THE ARCHITECTURAL ICONS OF THE ARTS
DISTRICT AND DOWNTOWN.” – DAVID PETTLE
15
In today’s working environment, a 20-year relationship
is a significant accomplishment. HKS celebrated with
20 clients served for over 20 years at the W Dallas-Victory
Hotel on Sept. 15, 2006
Nunzio and Sheila DeSantis and Adele and Jim Abrahamson (Global Hyatt Corporation)
Craig and Marybeth Reid (Four Seasons Hotelsand Resorts) and Terrie and Bobby Booth
Gail and Owen McCrory
Jean and Jack Morris (Methodist Health Systems)and Rick and Stephanie Lee
J.C. and Lark Montgomery (Texas Scottish Rite Hospital for Children), Roger and MarianneStaubach (The Staubach Company), and Susanand Ralph Hawkins
The event – Twenty for Twenty – featured din-
ner at the HKS-designed W as well as activi-
ties throughout the weekend. Roger Staubach,
chairman and chief executive officer of The
Staubach Company, served as keynote speaker.
Esteemed guests attended from Children’s
Medical Center of Dallas, Dallas County, D/FW
International Airport, Four Seasons Hotels and
Resorts, Global Hyatt Corporation, INTEGRIS
Health, Intermountain Healthcare, Inc.,
JCPenney Company, Inc., Lincoln Property
Company, Methodist Health Systems, Parkland
Health and Hospital Systems, Southern
Methodist University, Texas A&M University
Systems, Texas Health Resources, Texas
Scottish Rite Hospital for Children, Trammell
Crow Company, Universal Health Services, Inc.,
The University of Texas Systems, and Valley
Health. Not available to attend was USAA.
“Our 20-year collaborations have inspired the
design of distinctive architecture nationally,”
said Ralph Hawkins, president and CEO, HKS,
Inc. “We have enriched our communities
with buildings that celebrate where we work,
live, and play. Our unique designs have unit-
ed architect to client, client to community,
and community to family.”
These relationships have culminated in the
completion of 2,300 projects spanning the
United States – from Richmond, Va., to Los
Angeles, Calif. HKS’s Twenty for Twenty clients
encompass a broad base of industries includ-
ing aviation, commercial, education, govern-
mental, healthcare, and hospitality.
“Having worked with HKS for the past 20 years,
we have developed a significant level of trust,”
said John Rich, vice president, Intermountain
Healthcare, Inc. “Our foundation is based on
our combined values – which are integrity,
honesty, customer service, and innovation.
“Throughout the years, HKS has responded
professionally to our needs with the resources
and experience that make the difference,” he
continued. “We know that when we call HKS,
our solution is on its way.”
Jane and Greg Davis (JC Penney Company)
Jamie Cornell, Terrie Booth, Jayne Buskuhl, Melanie Cornell, and Bobby Booth
Cra
ig B
eale
Trish
Mar
tinec
k
As part of the invitation, clients received a commemorative bottle of Cabernet Sauvignon packaged inside a hand-crafted wine crate to mark the occasion.
Lincoln Property Company,Dallas, Texas
– Founded in 1965– HKS relationship began: 1977– Number of HKS projects: 317– First Project: One Lincoln Center
www.lpc.com
Methodist Health Systems,Dallas, Texas
– Founded in 1924– HKS relationship began: 1982– Number of HKS projects: 96– First Project: Methodist Hospital Bed
Tower Addition
www.methodisthealthsystem.org
Parkland Health and HospitalSystems, Dallas, Texas
– Founded in 1872 Parkland Hospital opened on May 19, 1894
– HKS relationship began: 1982– Number of HKS projects: 12– First Project: Parkland Memorial Hospital
Bed Tower Additions and Alterations
www.parklandhospital.com
Global Hyatt Corporation,Chicago, Illinois
– First hotel opened in 1957– HKS relationship began: 1980– Number of HKS projects: 12– First Project: Hyatt Regency Grand
Cypress Resort
www.hyatt.com
INTEGRIS Health, Oklahoma City, Oklahoma
– INTEGRIS Health founded in 1983 – Baptist Medical Center of Oklahoma
opened in 1959– HKS relationship began: 1986– Number of HKS projects: 80– First Project: Baptist Medical Center
Outpatient Center
www.integris-health.com
Intermountain Healthcare, Inc.,Salt Lake City, Utah
– Founded in 1975– HKS relationship began: 1975– Number of HKS projects: 194– First Project: Logan Regional Hospital
Space Programming
www.intermountainhealthcare.org
JCPenney Company, Inc., Plano, Texas
– Founded in 1902– HKS relationship began: 1976– Number of HKS projects: 35– First Project: JCPenney Store
www.jcpenney.net
Children’s Medical Center of Dallas, Dallas, Texas
– Founded in 1913– HKS relationship began: 1985– Number of HKS projects: 206– First Project: Children’s Medical
Center Surgery Addition andRenovation
www.childrens.com
Dallas County, Dallas, Texas
– Dallas County organized in 1846– HKS relationship began: 1986– Number of HKS projects: 36– First Project: Dallas County
Jail Bunk Study
www.dallascounty.org
Dallas/Fort Worth InternationalAirport, DFW Airport, Texas
– The first commercial flight out of DFW was January 13, 1974
– HKS relationship began: 1971 – Number of HKS projects: 50+– First Project: Administration Building
www.dfwairport.com
Four Seasons Hotels andResorts, Irving, Texas
– Founded in 1960 – HKS relationship began: 1982– Number of HKS projects: 16– First Project: Four Seasons Inn &
Conference Center
www.fourseasons.com
Perfecto and Mary Solis (D/FW International Airport) and Stephanie and Rick Lee
Ron and Sondra Skaggs and Lillian Woo andTom Regan (Texas A&M University Systems)
Julie and Craig Beale, Donna and BruceLawrence (INTEGRIS Health), and Joe Buskuhl
David and Janet Ashworth (Texas Health Resources)
United Services AutomobileAssociation (USAA), San Antonio, Texas
– Founded in 1922– HKS relationship began: 1981– Number of HKS projects: 77– First Project: Home Office
Financial Building
www.usaa.com
Valley Health, Winchester, Virginia
– Winchester Memorial Hospital was founded in 1901. In 1984, Winchester MemorialHospital became Winchester Medical Center and Winchester Regional Health Systems Inc.was established. In 1994, Winchester Regional Health Systems Inc. became ValleyHealth System. In 2006, the name waschanged to Valley Health.
– HKS relationship began: 1985– Number of HKS projects: 286– First Project: Winchester Medical Center
www.valleyhealthlink.com
Texas Scottish Rite Hospital forChildren, Dallas, Texas
– Founded in 1921 – HKS relationship began: 1974– Number of HKS projects: 300+ – First Project: Replacement Hospital
www.tsrhc.org
Trammell Crow Company,Dallas, Texas
– Founded in 1948– HKS relationship began: 1981– Number of HKS projects: 56– First Project: Arlington Bank
and Trust Building
www.trammellcrow.com
Universal Health Services, Inc.,King of Prussia, Pennsylvania
– Founded in 1978– HKS relationship began: 1984– Number of HKS projects: 422– First Project: Wellington Regional
Medical Center
www.uhsinc.com
The University of TexasSystems, Austin, Texas
– University founded in 1883 – HKS relationship began: 1967– Number of HKS projects: 26– First Project: University of Texas at
Arlington Business-Life Science Building
www.utsystem.edu
Southern Methodist University,Dallas, Texas
– University founded in 1911 – HKS relationship began: 1954– Number of HKS projects: 37– First Project: Moody Coliseum
www.smu.edu
Texas A&M University Systems,College Station, Texas
– University founded in 1876– HKS relationship began: 1961– Number of HKS projects: 13– First Project: College of Architecture
Building
www.tamu.edu
Texas Health Resources, Allen, Texas
– Founded in 1997 (with the merger of Harris Methodist Health System, Presbyterian Healthcare Resources, and Arlington MemorialHospital in 1998)
– HKS relationship began: 1984 – Number of HKS projects: 324 projects – First Project: Presbyterian Children's Hospital
www.texashealth.org
Brian and Beth McFarlane and Nancy and Kirby Vahle (The University of Texas Systems)
Kathy Shields and Dan Savage (Dallas County)
Don and Bobbi Pyskacek (Universal Health Services) and Ralph Hawkins
Elliot and Kaitlin Prieur (Lincoln Property Company) and Kristi and Dan Jeakins
John
Ric
hard
son
OF THE“BEST
BEST”- JERRY JONES
12.12
.06 December 12, 2006 marked a momentous day for
the Dallas Cowboys. Fans across the world got their
first glimpse of the design for the Cowboys’ new
venue, scheduled to open for the 2009 National
Football League (NFL) season in Arlington, Texas.
Cowboys owners Jerry and Gene Jones hosted VIP
guests at the Arlington Convention Center. The
preview was emceed by sports commentator Bob
Costas and featured Cowboy Ring of Honor
members including Roger Staubach, Troy Aikman,
and Randy White as well as the Dallas Cowboys
Cheerleaders. But the real star of the evening was
an unprecedented animation of the new venue that
Costas proclaimed, “the most extraordinary
athletic facility ever conceived…a 21st century,
supersonic setting.”
Writing in The Dallas Morning News, architecture
critic David Dillon said of the HKS design, “It is a
serious piece of contemporary architecture, a
rarity in a design-challenged field. It is a first-rate
contemporary building in a city that has never had
one or even aspired to one.”
NBC Sports said simply, “The Cowboys raised the
bar on facilities.”
The Wall Street Journal added, “But more notable may
be the new stadium’s futuristic style. Designed by
Dallas-based architecture firm HKS, Inc., the
yet-to-be named football venue will be wrapped in
fritted glass panels that will become increasingly
transparent as they rise. At each end of the
stadium, massive glass doors will open into entry
plazas. Inside the stadium, 180-foot-long video
screens suspended over both sides of the field will
entertain fans.”
Jerry Jones said the team’s new home was designed
as a great building – not just a football stadium and
as a world-class sports and entertainment venue.
“It says technology, media, strength, and football,”
Jones told the media prior to the announcement.
To put the new Cowboys stadium in perspective,
– featuring the most spectacular
column-free room in the world – stretching a
quarter-mile in length. Encasing 2.3 million square
feet, the majestic scale of the stadium measures
the length of the Empire State Building. In
addition, the Statue of Liberty could stand inside
the structure. The magnitude of the stadium’s size
and scale will place it on the world’s stage of
iconic structures.
For Bryan Trubey, AIA, principal designer with HKS
Sports & Entertainment Group, the announcement
marked a public moment for a multi-year
collaboration with Dallas Cowboys owner Jerry
Jones and his family to create a design that
epitomizes the dynamic Cowboy brand – one of the
top sports brands in the world.
“The Dallas Cowboys are progressive and
innovative in their approach to sports development,
fan experience, marketing, and communications,”
said Trubey.
He added, “In recognition of time-honored
traditions and the timeless dynamic nature of
the Dallas Cowboys, we chose a modern palette of
simple forms and materials that creates a
fitting progressive architectural expression for the
new stadium.
“Our goal is to create a venue that lives up to and
enhances the celebrated Dallas Cowboys brand,” he
continued. “The overall form of the stadium was
developed to create
The simplicity of the form is key to
its strength as a monumental building.”
THE IMMEDIATE REACTION TO THE DESIGN WAS OUTSTANDING.
IT WILL BE THE LARGEST NFL VENUEEVER BUILT
A SENSE OF POWER ANDMOTION.
22
Equating the design to the qualities of sports, the
long sweeping forms experienced in the building
plan, elevation, and section produce an awareness
of grace and agility that will dominate the Dallas
Cowboys new venue.
The sweeping canted, 800-foot glass walls span the
entire length of the stadium, following the
deeper concourse requirements at the upper
concourse levels. In contrast, the concave forms at
the end zones, which serve as monumental entry
areas, receive fans experiencing the building
through 120-foot- and 180-foot-wide retractable
glass doors providing views and access directly into
the open end zone areas of the stadium.
as a visible expression of the stadium’s structure.
Two architectural steel arches, spanning the entire
1,290-foot length of the stadium, frame the end
zones and rest on massive concrete abutments in
the approach plazas. As the longest single-span
arches in the world, the arches are powerful enough
to support the roof structure and to define the
central length of the stadium.
Retractable roof panels travel over 400 feet along
the length of the arches to rest in the open
position. Simultaneously, the glass end zone walls
open on each end of the stadium to transform
the experience of indoor stadium to that of an
outdoor venue.
A large center-hung video board will span between
the 20-yard lines and features four individual
boards – two facing the sidelines and two facing the
end zones. Combined with 360-degree matrix
boards, the technology will immerse spectators
with video imagery, creating a premium on upper-
level seats and presenting games in a way never
before experienced.
“The center-hung video board will be the first of its
kind in an NFL venue,” said Mark Williams, AIA,
associate principal and project director, HKS
Sports & Entertainment Group. “The design will
let fans enjoy the game in person – without
sacrificing the detail they now enjoy in their
living rooms watching a 50-inch, high-definition
flat-screen television.”
The exterior façade also will feature exterior
media walls at the end zones and VIP entries.
“Visible from the entire site, the media walls will
offer broadcast-quality images for pre-game and
post-game entertainment,” added Williams.
With a capacity of 80,000 and flexibility in the end
zones, sponsorship platforms, and corner plat-
forms, the new Cowboys Stadium can expand to
host 100,000. This will allow a wide spectrum of
events to be held in the new venue.
Fans can expect the new Dallas Cowboys venue to
be much more than a football stadium that hosts
10 to 12 football games a year. The entire venue
and site have been designed to host destination
events of all types for North Texas and the world.
The Dallas Cowboys Hall of Fame and Experience
will be open daily for visiting fans. The open plazas,
end zone decks, and operable walls will provide
flexibility within the venue for additional sporting
events, banquets, conventions, conferences, meet-
ings, and even birthday parties.
Whether it is a Cowboys/Redskins rivalry game,
a concert for 100,000 fans, NCAA’s Final Four,
or the NFL’s Super Bowl,
And with its location adjacent to Rangers
Ballpark in Arlington, Six Flags, and the Arlington
entertainment district, the new home for the Dallas
Cowboys will be an attraction for the world to
experience, not only a Cowboys victory, but also
the ultimate in entertainment.
POWER, AS AN INHERENT QUALITY OF SPORTS, IS REFLECTED
THE VENUE CAN ADAPTAND PERFORM LIKE NO OTHER.
23
THE
St. Rose Dominican Hospital – Siena CampusHenderson, Nevada
ARCH
Today, retail branding is easilyrecognizable. FedEx Kinko’s, BestBuy, and Starbucks are just a fewexamples of companies that asso-ciate a product or service throughtheir architecture.
Many of the United States’ most influential healthcare
providers, from Kaiser Permanente to Cleveland Clinic,
are also designing their workplaces to align with their
marketing approach and mission.
Branding by means of architecture has been evident for
centuries from world-renowned cathedrals in Europe
designed by famous architects of the time such as
Sir Christopher Wren, Maurice de Sully, and Arnolfo
di Cambio. Twentieth-century examples include trend-
setting homes by Frank Lloyd Wright and world-class
museums by Frank Gehry.
In regard to healthcare, Filippo Brunelleschi was ahead
of his time when designing the Foundling Hospital in
Florence, Italy in 1419. The precedent-setting hospital,
with its arched colonnades and connection to nature,
was reflective of healthcare throughout the next
several centuries.
The integration of branding into healthcare facility
designs sends a clear, concise message about the
healthcare provider’s values, commitment to quality
care, and innovative service.
Healthcare architecture in the United States has
changed dramatically over the past two decades. The
healthcare facility of the 60s, 70s, and early 80s reflected
institutional medicine – with little regard for the
patient and staff journey. With the introduction of
healing environments and evidence-based design,
healthcare providers are now able to measure the
effectiveness of the building environment – from
patient safety to staff satisfaction.
OFHEALTHCARE
BRANDINGby Jeff Stouffer, AIA, Design Principal, HKS, Inc.
ITECTURE
25
Health Central was one of the first healthcare
facilities designed to promote the practice of
contemporary medicine in a modern-day,
branded setting. Opened in 1993, the health-
care facility – located on a former orange
grove on the north side of metropolitan
Ocoee, Florida – is a sight for passersby with
its futuristic, colorful, multi-dimensional
brick, glass, and metal cladding.
HKS designers symbolically allowed the
building to come to life. It is divided into
separate anthropomorphic components. The
red component is the heart while the patient
wings are the arms and legs. The ancillary
areas are the major organs. Together, it
creates a building that evokes emotion.
The uniqueness of the building’s exterior (and
brand) doesn’t stop there. It also plays with
shapes, forms, and colors. In all, more than
six shapes and forms, ranging from triangles
to ellipses, and primary color schemes are
part of the design. All of these architectural
elements continue to signify Health
Central as a unique and innovative
healthcare provider.
In the 90s, Intermountain
Healthcare took a step for-
ward to brand all of its
Utah-based healthcare
facilities. Beginning
with its palette of colors, commonly used
materials, and gabled roof form, the health
facilities are designed to establish a unique
sense of identify for its hospitals and clinics.
Since that time, more than 10 buildings have
been built – from the 690,000-square-foot
McKay-Dee Hospital Center in Ogden to the
30,000-square-foot Intermountain Healthcare
Health Center in Layton – helping to reflect
Intermountain Healthcare’s mission of healing
for life.
Catholic Healthcare West (CHW), the eighth
largest hospital system in the nation, is
comprised of 41 hospitals and medical cen-
ters in California, Arizona, and Nevada.
CHW’s latest healthcare facilities are designed
to embody the character of a Catholic Spanish
Mission.
Respecting the Dominican Sisters’ tradition,
the design of the St. Rose Dominican
Hospitals’ Siena and San Martín campuses in
Nevada evoke a mission-style setting. A bell
tower element is the tallest feature of the
buildings and acts as an icon, drawing people
into the main entry. It also serves as the heart
and soul of the facility as well as the element
that defines the hospital as a Dominican
place of healing.
Working with a liturgical consultant, spiritual
concepts and sacred books are part of the
brand at the St. Rose Dominican Hospital
campuses. The hospital’s values are displayed
in scriptures and thoughtful phrases painted
at arched entrances and exits.
“With our new San Martín campus we
sought a design that would be striking-
ly beautiful and memorable in its own
right but would also bear a signifi-
cant resemblance to our estab-
lished Siena campus and draw
upon the positive community
image that is now well-
known at that hospital,”
said Vicky VanMeetren,
San Martín president.
Intermountain Health Care McKay-Dee Hospital Center – Ogden, Utah
When design began on Cleveland Clinic in
Weston, Florida, the team was asked to study
Cesar Pelli’s Crile Building in Ohio. The
building’s overall shape, geometry, and
materials created a consistent brand among
the buildings of the Cleveland Clinic medical
campus in Ohio as well as Florida. The
buildings’ hallmarks are their stepped-back
skyline identity, granite exterior cladding,
and banded windows.
Major healthcare provider Kaiser Permanente
– with an 8.5 million member system located
throughout the United States – is leading the
way in healthcare architectural branding.
The provider created the Care Environment
Team, which focuses on brand and innovation
of its built environments.
“We acknowledge that our buildings are a
physical expression of our brand and
organizational values,” said Barbara Denton,
national team manager, National Facilities
Services, Strategy, Planning & Design at Kaiser
Permanente. “People equate the quality of care
they receive with the built environment, and
the built environment supports the delivery
of a consistent experience. The environment
should evoke a positive response from every-
one who enters and works within it – clini-
cians, family members, and patients.
“If the parking structure is not well lit and it’s
difficult to find the front entrance, you’ve sac-
rificed a positive experience,” she
continued. “Effective, efficient space
planning, excellent craftsmanship,
enduring materials, sustainable
design, and easy maintenance are
some of our brand attributes. We also
focus on walking distances, a sense of
destination, wayfinding, natural light,
and views to nature.”
Methodist Health, part of the non-profit
The Methodist Hospital Corporation, also
wanted to boost its identity in Houston,
Texas and the surrounding suburbs. Through
a prototype health center program, the sys-
tem focused on creating less institutional,
neighborhood-based facilities. The centers
are branded by defining each building with a
similar, gabled Dunn tower (named after a
prominent Houston resident) distinctly
defined with a Methodist Health logo.
Not only are the big healthcare systems get-
ting on the branding bandwagon, many
regional healthcare providers acknowledge
its benefits.
Texas’ Laredo Medical Center’s focal point is a
bell tower, which is symbol of hope. A special
effort was made to design a hacienda-like
environment reflecting Mexican-American
values and traditions, due to the hospital’s
border location. The health center is designed
with building materials unique to the region
including tile roofs, Mexican stone, colonnades,
and trellis canopies to reflect its unique brand
of regional architecture.
Today’s branding isn’t just about re-energizing
an organization with a new logo and slogan.
It means communicating a corporate
culture from the inside out – which
thoughtfully and intuitively involves
its architecture.
Health CentralOcoee, Florida
Cleveland Clinic – Weston, Florida
36
CONSULTANTS IN:• MEDICAL
COMMUNICATIONS
• SECURITY
• TECHNOLOGY
• AUDIO-VISUAL
EDI, Ltd.ATLANTA - SEATTLE770.956.7000 www.ediltd.com [email protected]
Trust the Advice;Experience the Value.Trust the Advice;Experience the Value.
37
To advertise in future issues of INNOVATE, please contact Bryan Zehnder
at 502.423.7272 or [email protected].
www.ipipublishing.com
RETURN SERVICE REQUESTEDIF UNDELIVERABLE TO ADDRESSEE, PLEASE RETURN TO:
HKS INC. 1919 McKINNEY AVENUE DALLAS, TX USA 75201
