Showcase 1 - Gresham, Smith and Partners

G r e s h a m , S m i t h a n d Pa r t n e r s

showcaseone Selec ted Projec ts of 2007

G r e s h a m , S m i t h a n d Pa r t n e r s

showcaseone Selec ted Projec ts of 2007

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Parting the Waters

17th Street Canal and London Avenue Pump Stations

Energy-Producing Bacteria Enjoy a Propylene Glycol Buffet

Akron-Canton Regional Airport Deicer Collection and Treatment System

From No Place to Show Place

Alfred Williams & Company

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A New Hospital Tends to the Health of Its Patients and the Environment

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Updating a High-Volume Interchange Poses Unique Challenges

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Solving a Problem in a Roundabout Way

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A Client Becomes a Partner in Design

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Mother Nature Is Practically a Staff Member

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A Community Strives for Thoughtful, Harmonious Growth

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A Balance of Contemporary and Conservative Results in Timeless Design

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An Aging Infrastructure Demands Big Ideas

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A Whole New Meaning to Street Life

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A New Gateway to the Historic City of Franklin

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Character-Preserving Development

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Articulating Clear Intent

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Jeffersonian Architecture Meets 21st Century Air Travel

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A Heavy-Duty Makeover

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Nothing Lost in Translation

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Amery Regional Medical Center

Briley Parkway and I-40 Interchange

Briley Parkway Phase IV: Two Rivers Roundabout

Community Health Systems Corporate Headquarters

Florida Hospital Altamonte

Hurstbourne Area Transportation Study and Small Area Plan

Johnston, Allison & Hord Corporate Office Building

KUB Wastewater Storage Facilities

Louisville Metro Streetscape Design Manual

McEwen Drive Single-Point Urban Interchange

Old Brownsboro Crossing

Rawlings Group Headquarters

Richmond International Airport

Ring Power Corporation

St. Vincent’s Medical Center, King Street Development

Shelter from the Storm

Tampa General Hospital

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An Urban Oasis in the Middle of Suburbia

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Punctuating a Pattern for Learning

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A River Runs Through It

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A Healing Environment Emerges from Logic and Efficiency

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Urbana Cityspa and Teabar

Wachovia Training Center

Walmart Nashville South Store #688

Wayne Memorial Hospital

A Congregation’s New Home Reflects Its Diversity and Purpose Word of Life Christian Center

In mid-2007 several GS&P designers began a discussion centered on the question, “what is good design?” and the conversation eventually turned to, “how does GS&P define good design?” Replies were an expected mix of perspectives, and as anticipated, even the word design was defined differently by each discipline. The common ground among our architects, engineers, interior designers and planners, however, focused on design’s ability to help clients achieve success.

To help promote the continued discussion of “what is good design?” throughout GS&P, we decided to launch the Showcase: our first published record of design excellence as defined by our practices. Project teams were asked to submit recent work and build a case for why their design is considered successful. Submittals were then judged against a list of factors, including: exceptional space/experience design; complexity; innovation; social, economic, and sustainable considerations; and, client satisfaction and success. The result is an impressive group of projects that not only presents a snapshot of recent work, but also illustrates GS&P’s unique ability to serve a wide variety of industries and client types.

I am sure that with time the method and outcome of the Showcase will change, but the intent never should—a collection that instills pride in GS&P’s ability to deliver world class design services to so many aspects of the built environment and facilitate success for the clients we serve.

I am proud of this collection and look forward to many more years of successful design.

G r e s h a m , S m i t h a n d Pa r t n e r s

showcaseone Selec ted Projec ts of 2007

25659.00 1 7 t h s t r e e t a n d lo n d o n av e n u e c a n a l pu m p s tat i o n s New Orleans, Louisiana Engineering Sustainable Practice

Parting the waters

A short 50-foot walk from the front steps of Pontchartrain Baptist Church provides a panoramic view of Lake Pontchartrain. The sanctuary building is all that remains for nearly a block in every direction since Hurricane Katrina. Houses on all sides were either destroyed or have been demolished, and the vacant lots surrounding the church have left it isolated like an island. But two years after suffering through the devastating floods, services have now resumed. While life will never be the same for the congregation, doubts have been calmed at the completion of the 17th Street and London Avenue Canal Pump Stations.

In the aftermath of Hurricane Katrina, as part of its plan to prevent future levee failures, the U.S. Army Corps of Engineers authorized the design and construction of a series of isolating gate structures, more than 15 feet in height, across the northern end of two particularly vulnerable canals. A team was assembled to design, test and construct the gates as well as pumping stations housing 33 huge directdrive pumps. Total capacity of all pumps running together is 5.4 billion gallons per day over the gates into Lake Pontchartrain.

The US Army Corps of Engineers’ (USACE) project was managed by Weston Solutions, Inc., of West Chester, Pennsylvania, and the Engineering Research and Development Center (ERDC) in Vicksburg, Mississippi. The GS&P team, lead by Mike Barry, P.E., consisted of a group of engineers who would design two of the pumping stations and produce plans and specifications for civil-site, civil-process and structural aspects of the project. Their responsibilities included work at the 17th Street Canal and London Avenue Canal.

Even larger than the tasks of the project were the doubts of the public. Project Manager Mike Barry explained that at the start of the project, the team made a commitment to the

people of New Orleans, the entire U.S. Senate, the House of Representatives and to each other that the pumps would be up and running before the height of the 2009 hurricane season. The pressure was enormous. Crews of 50-100 worked 24-hours a day seven days a week for six months straight, getting only one day off during the entire time—Father’s Day. But Barry said, “Everyone understood that this was the project of a lifetime.”

Lake Pontchartrain is not actually a lake at all. It opens into the Gulf of Mexico and is therefore subject to the same tides as the Gulf. Thus, the lake is also affected by storm surges. Surges of five feet or higher cause the lake to back feed into the canals and force the gates to be closed. After the gates are shut, the canal pumps must be started to remove the initial storm surge and the storm water being pumped into the canals by the City of New Orleans.

During Hurricane Katrina, the storm surges were between 12 and 15 feet high. With the canals already overflowing, water poured over the dry side of the levees. The storm surge, as well as the movement of the water, degraded the materials in the levees, leading to several collapses. New Orleans filled up with 3

an endless, unstoppable flow of water coming directly from the sea, causing the unbelievable devastation that the outside world watched on TV screens in August 2005. It was believed that the 15foot-high gates mandated by the USACE, which would be closed during a storm surge, would provide the best benefit/cost ratio for future hurricane events.

Early in the design phase there were concerns, which modeling later confirmed, that the original concept would not allow the huge volume of water to enter the pump intakes without cavitation and vortexing. This refers to the possible rapid formation and collapse of vapor pockets as well as violent whirlpools during intake that would compromise pump efficiency and possibly cause serious structural damage to the equipment. ERDC’s modeling efforts defined the necessary intake modifications, and the GS&P engineers immediately incorporated them into the final designs. Construction proceeded on schedule. Later, full-scale testing proved that vortexing and cavitation would not be issues.

“In addition,” noted Mark Markham, P.E., GS&P’s team project professional, “our hydraulic modeling efforts and pump discharge header design helped optimize pump performance and exceed the pumping rate objective by over 15%. This enhanced the ability of the stations to meet near-term and future City of New Orleans’ and USACE’s storm water control objectives.”

Matthew Beatty, Vice President, Mid-Atlantic Division of Weston Solutions, said, about GS&P’s work, “It is truly remarkable how you were able to completely shift gears on day one with the modeling redesign and still keep the critical path for materials procurement and construction moving forward. To not have one claim from our…subcontractors for delays is a miracle.”

On May 13, 2008, the Corps of Engineers put the gates to the test during a simulated hurricane named “Zeus.” As the residents of New Orleans looked on, the symbol of teamwork and unshakable commitment performed flawlessly. A New Orleans resident, who was in the city during Hurricane Katrina, said of the team, “They worked unbelievably hard. We know there will be other hurricanes, but we feel safer thanks to those people.”

On September 1, 2008 the pumps were tested again by Hurricane Gustav. Although the brunt of the storm was felt in areas west of New Orleans, the gate structures and pumps at 17th Street and London Avenue canals performed as expected. Col. Al Lee, USACE District Engineer in New Orleans, was responsible for operating the gates and pumps, and reported that the emergency structures functioned at a high level. “All the pumps worked, all the gates locked in place, all of it worked,” Lee said.

For Barry and his team, there was never any doubt. ■

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17th Street Canal Pump Station Before the job was finished over 12 thousand tons of materials and equipment would be required to complete the two pump stations. In order to operate the 33 individual pumps a minimum of 41,000 horse power is required. That’s enough to support the energy requirements of over 19,000 households all the while lowering the water level in the canal, when floodgates are closed, by about one foot every 12 minutes.

How much water?

Pontchartrain Baptist Church The condos directly in front of the church have been purchased by the USACE as they still lie in the flood plain and will be razed.

Together, the pumps can push through enough water to fill the Titans Stadium or 56 billion cans of Coca Cola in a day.

That is equal to a quarter of the flow of the Cumberland River and the total flow of the Delaware River. It could also provide water for 53 midsized American cities a day.

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London Avenue Canal Pump Station University of New Orleans campus (top right corner of picture) and adjacent neighborhoods (top left) experienced extensive flood damage.

Above With such a tight deadline many of the project’s welded components were fabricated elsewhere while the site was prepared. The 17th Street Canal pump platform was built in a shipyard in New Iberia, Louisiana, cut up into moveable pieces, carefully numbered, loaded on barges to travel back up the intercoastal waterway to be reassembled and welded secure on site. To mitigate the intense vibrations from the pump engines, the 240 foot long x 42 foot wide x 3 foot deep frame was filled with reinforced concrete. Should the earth explode tomorrow, this platform will still be intact orbiting the sun. Left The first pump, delivered and installed on schedule, weighed 95,000 pounds, or roughly 47.5 tons.

Where are we?

Lake Pontchartrain New Orleans, Louisiana Most of the city lies at or below sea level. Although protected by levees, a simple summer shower can trigger almost instant flooding. Streets, curbs and gutters fill with water, and the permanently saturated earth struggles to absorb. The city’s only solution to rid itself of all this water is a series of canals, which channel it northward by gravity into Lake Pontchartrain.

Gulf of Mexico London Avenue Canal Pump Station is made up of two elevated concrete platforms which house four 350 cfs pumps per platform. Water is pumped out of four 84 inch steel discharge pipes into the lake.

17th Street Canal Pump Station is made up of eleven 350 cfs pumps on a new elevated steel platform and a gate structure housing fourteen 114 cfs pumps. Three new 108 inch discharge pipes and one modified existing 108 inch discharge pipe discharge the water into the lake.

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Energy-producing

b ac t e r i a

e n j o y a p r o p y l e n e g ly c o l b u f f e t

23044.00 a k r o n - c a n to n a i r p o r t D e i c i n g s ys t e m North Canton, Ohio Engineering Sustainable Practice 2008 o u ts ta n d i n g ac h i e v e m e n t awa r d e n g i n e e r i n g E xc e l l e n c e Awa r d s The American Council of Engineering Companies, Ohio

To an air traveler scheduled to depart in the middle of a winter storm, the sweeping arms of the deicing truck spraying the aircraft before takeoff is a welcome sight.

Because this process makes air travel safe in treacherous weather, passengers are glad this process exists. But they probably don’t consider what happens to the deicing fluid, the primary constituent of which is propylene glycol, after it is sprayed onto the aircraft.

Akron-Canton Airport (CAK) in

North Canton, Ohio, has served record-breaking numbers of passengers over the last several years, and has seen a rapid expansion in its aircraft operations as a result. Up to 3,000 aircraft per month are deiced each winter, with 300 to 500 gallons of deicing fluid applied to each aircraft. If significant quantities of the applied propylene glycol reach streams through the airport’s drainage system, the aquatic life in the water can be negatively affected. Prior to 2007, the airport did not have a system in place for managing the environmental impacts of deicing fluids.

In response to the EPA’s National Pollutant Discharge Elimination System (NPDES) permit program, CAK engaged the project team in 2004 to evaluate the effectiveness and cost of potential deicing management systems.

The system chosen is a state-of-the-art facility unique in the aviation industry and one of only two systems of its kind currently operating in the world. It consists of three components: (1) two contained-area aircraft deicing pads, (2) a deicer/storm water collection and storage system including two 750,000-gallon

concrete storage tanks, and (3) a deicer treatment plant featuring Anaerobic Fluidized Bed Reactor (AFBR) technology.

“Before starting,” GS&P project engineer Tim Arendt, P.E. explains, “the team built a sophisticated computer model in our Columbus office to simulate all the various possibilities for the different system elements. We looked at a lot of possibilities utilizing this homegrown model and basically found the system combination that would meet the client’s regulatory obligations at minimal cost.”

The deicing pads include several in-pavement catch basins that capture the effluent, or runoff and overspray, and route it to diversion structures, as well as a system for monitoring the concentration of pollutants in the fluid.

Depending on the level of contaminants found, diversion valves release the effluent either directly into the storm sewer or to storage tanks for detention prior to treatment.

It was imperative that the tanks neither interfered with airport operations nor became aesthetically unbearable for neighboring

Left GS&P performed the modeling for sizing of the storage tanks. The tanks are partially buried and conceal the bulky 750,000-gallon structures which hold up to 1,500,000 gallons of glycol-contaminated water known as effluent. The positioning of the tanks allows gravity to guide the flow through the drainage system, avoiding interference with airport operations and minimizing the visual impacts of the tanks on the surrounding community.

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communities. They were partially buried in an area that slopes downward from the main airfield, leaving only the domed roofs of the bulky 750,000-gallon structures exposed.

sources, as well as in business and industryrelated media, the project has received an overwhelmingly positive response for its innovation, cost-effectiveness and green design.

Local congressional representative Ralph The team chose the AFBR treatment method Regula noted, “As a matter of public safety and due to its ability to treat high concentrations of responsible environmental stewardship, the glycol-contaminated effluent at a low operatAkron-Canton Airport is moving in the right ing cost and its envidirection with the introducronmental benefits. tion of this new technology “The advanced engineering Prior to treatment, to its operations.” in this system will surely be the effluent is heated helpful to airports around the “This system goes beyond and run through country that are looking to two 10-foot diameter, simply compiling with CAK as a model to build their State mandates for water 32-feet high bio-reown deicing systems.” actors. Both reactors discharge by setting a new contain a community standard in environmen— Rick McQueen, of anaerobic bacteria tally friendly processes and Akron-Canton Regional Airport Director which “eat” the glycol, recycling,” said airport direcremoving it from tor Rick McQueen. “The the contaminated runoff. Methane gas, a byadvanced engineering in this system will surely product of the bacterial buffet, is captured and be helpful to airports around the country that burned in the plant’s boilers to heat incoming are looking to CAK as a model to build their effluent and the building itself. The sustainown deicing systems.” able process nearly eliminates the plant’s reliance on external fuel sources.

As CAK continues to grow and expand as one of the Midwest’s busiest airports, the vast improvement to its deicer management capabiliThe deicer management system serves as a ties will stand as testament to the very best in model for effective, sustainable engineering.* Covered extensively by local and regional news engineering, design and civic responsibility. ■ 10

Propylene glycol is a colorless, odorless liquid soluble to various extents in a wide range of organic materials. Although propylene glycol is used in benign concentrations in things like carbonated beverages, salad dressings and baking products, its biodegradation in streams can result in oxygen depletion, resulting in ecological harm to aquatic plants and fish.

Molecular formula: C3H8O2

*How it works: glycol, which also is used in many household products removes snow and ice from planes. But glycol also removes oxygen from water that can cause ecological harm to stream plant life and fish. The run-off flows into a drainage system where it is stored in two storage tanks constructed to hold glycol contaminated water known as effluent.

The Anaerobic Fluidized Bed Reactor System (AFBR) uses a biotic community, the bugs, to eat the glycol out of the effluent. It’s first pumped into the treatment plant, heated and ran through a large reactor where the bugs eat the glycol leaving the water. The water is then re-oxygenated and released into a detention pond downstream.

There are two by-products of this process: biosludge and methane gas. The small amount of biosludge is dehydrated through a gravity sand filter, which uses no external power, while methane is reclaimed and burned in the plant’s boilers to heat the incoming effluent and the building itself. This process almost eliminates the plant’s reliance on fossil fuels and allows it to operate with minimal additional costs to the airport. The building was designed by Reynolds Smith and Hills Inc. while the glycol treatment system was completed by GS&P. As for the little bugs, they hibernate in the summer when they’re not being used. A little sugar helps the biotic community grow and restores the bugs again for next winter.

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25506.00 Alfred Williams & Company Nashville, Tennessee Architecture, Interior Design Sustainable Practice 2007 Associated Builders & Contrac tors Construc tion Excellence Award Renovation Under $2 Million Category

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Alfred Williams & company, the exclusive rep-

resentative for Herman Miller in Nashville, Tennessee, had run out of space in an unimpressive office building in the Gulch, a formerly seedy area in downtown that is quickly being revitalized. The company wanted to stay in the area, and purchased a two-story warehouse that had been badly renovated and expanded a number of times in its 75-plus years.

The original project intent was to use most of the existing shell, but plans to gut it and build anew on the “good bones” had to be rethought when it was revealed that most of the bones weren’t very good.

Tasked with turning the building into a modern, trendy showroom worthy of the company’s high-end commercial furniture line, the GS&P design team, led by Jack Weber, IIDA, decided almost immediately that it would be much more

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dynamic as a two-story open space. The team envisioned being able to view the furniture from above, on catwalks or mezzanines and from below. They saw spaces in which people had room to walk around the furniture and view it from different angles, space for design firms to hold planning meetings with clients and spaces large enough to host design industry events like cocktail parties, seminars and educational classes.

The resulting design makes brilliant use of existing structural elements—the good bones—like load-bearing masonry walls. These were initially an impediment to the openness and connectivity that were envisioned, but in the end became the base for a bridge that travels through openings punched in the walls. The bridge, or catwalk, is both a thoroughfare and viewing platform for the furniture below.

Below The furniture is found in surprising places: in a nook under a stairway, on pedestals and balconies, in working conference rooms and at employee work stations. (The space also houses a working office.)

Bright splashes of color on walls and arresting artwork around the space create light and elegance without competing for attention.

Before

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The interior was opened up from the ground floor to the ceiling girders. Heating and air conditioning ducts and masonry walls remain exposed. Light from windows punched through exterior walls floods every corner of the showroom and provides views of Nashville’s increasingly spectacular skyline.

The client also wanted the finished space to be as green as it is stunning. Demountable wall systems, regional materials, recycled content products and energy-efficient equipment and appliances were used throughout. The bridge that connects the front and back of the facility is made from timbers removed during demolition.

True to Alfred William’s original intent, clients want to stay longer and explore the showroom. A number of open houses have been held, and the showroom is a magnet for design professionals, both during and after working hours.

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Before

Blount Williams, Alfred William’s president, summarized the project by saying he wanted to establish a serious presence in Nashville, and was “most appreciative that Jack Weber and his team even wanted to take on a project as complex and as small as this. The space, the feeling, the finishes, the way that it’s furnished have helped brand us as a legitimate office furniture player in Nashville.” ■

“The space, the feeling, the finishes, the way that it’s furnished have helped brand us as a legitimate office furniture player in Nashville. Business is growing in Nashville, and the staff is invigorated by their new surroundings.”

— Blount Williams Alfred Williams & Company Owner, President

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A NEW HOSPITAL TENDS TO THE HEALTH OF ITS PATIENTS and THE ENVIRONMENT Nestled on the Apple River is the small town of Amery, Wisconsin.

Its hospital, a 25-bed critical access facility, was built in the late 1950s and was no longer able to adequately serve the growing community. When the hospital administration decided to build a new facility, they set out to achieve three goals—be as environmentally responsible as possible, provide an exceptionally high level of care and foster an environment of both emotional and physical healing.

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24200.00 amery regional medical center Amery, Wisconsin Architecture, Interior Design, Engineering Sustainable Practice

As a leader in the local community, Amery Medical Center wanted to set a strong example of being environmentally responsible. With the guidance of the GS&P design team, the project became a Green Guide for Health Care* pilot project. The Green Guide for Health Care represents a growing movement in support of sustainable design that acknowledges the challenges hospitals face when trying to balance environmentalism with the unique demands of a healthcare facility. The program provided guidance and tools for design and construction and, in the case of Amery, also provided a vehicle for GS&P’s unique multidisciplinary approach to project design.

Maintaining a connection between the facility and the natural surroundings was one of the first concepts developed by the design team. In order to incorporate this idea into the building design, a regional stone was used to construct low planting walls as well as a large two-story fireplace in the central lobby. To Jane Skelton, CSI, CDT, LEED AP, IIDA, Associate ASLA, interior designer on the project, the hearth is representative of the spiritual center for family and community and is an unmistakable symbol of the hospital’s relationship to the town.

*The Green Guide for Health Care™ is the healthcare sector’s first quantifiable, sustainable design toolkit integrating enhanced environmental and health principles and practices into the planning, design, construction, operations and maintenance of their facilities. For more information, visit www.gghc.org.

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Being a visual reminder of Amery’s unique sense of place, the hearth creates a central point for the physical environment as well as a spiritual pivot point for the community of patients, visitors and staff within the building.

The first-floor hearth area serves as a welcoming aspect for larger groups of people, while the second-floor hearth provides a more intimate setting for smaller groups. Smaller seating areas are also provided at the ends of the patient corridors that are suitable for groups of one or two people.

In addition to using natural materials to stimulate patients, the layout of the hospital and use of standardized patient rooms aim to eliminate confusion in wayfinding, increase staff efficiency and reduce the possibility for medical error.

To get people outside enjoying nature, pathways were designed to intersect existing walking trails along the river, and an osprey nest was built on the river bank in hopes of reestablishing the osprey population in the area.

Native grasses were also introduced in the open areas surrounding the facility.

It is this close connection to the natural environment and surroundings that drove the team to incorporate many of the sustainable

Low IMpact development

Above An example of one of the types of bio-rentention used on the site to help storm water filter safely into the soil. Low Impact Development (LID) techniques were used to create elongated bio-retention areas that allow storm water to enter the ground in a natural way, nurturing the soil for native plantings and rain gardens.

Top Right The new facility’s adjacency to the Apple River provides visual, health and recreational benefits, but also meant measures had to be taken to ensure storm water containment.

Middle Right A walking trail integrated into the public river walk system encircles the perimeter of the site and allows users a connection with the nearby river. Bottom Right The central lobby boasts a two-story Kasota Stone fireplace that serves as a destination point or a quiet introspective area.

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initiatives in the design process. The new facility’s adjacency to the Apple River, in spite of providing visual and recreational benefits, mandated measures to ensure storm water containment. Low Impact Development (LID) techniques were used to create elongated bioretention areas that allow storm water to enter the ground in a natural way, nurturing the soil for native plantings and rain gardens.

Green design and sustainability initiatives also went into the heating and cooling aspects of the facility. A team of GS&P mechanical engineers designed a heat recovery system that used tested technology in an innovative way. In

the most basic terms, air conditioning works by taking heat out of a building so that the only air being circulated is cold. Amery’s system captures some of the heat before it leaves the building and stores it in a heat-reclaiming dispenser until it is needed.

“If you think of a cooling system as catching buckets of heat and throwing them out,” said project engineer David McMullin, P.E., LEED AP, “we’re saving some of those buckets to use when we need them.”

The alternative to this heating system is to turn on a boiler, fire it up with fossil fuels and

Conventional A hospital has independent heating and cooling systems that operate simultaneously. The temperature inside of the hospital is maintained to satisfy the needs of the occupants and to maintain a safe, reliable environment for healthcare delivery.

Heating All of the heating demands for space temperature control, including reheat, are met by fuel-fired hot water boilers.

Cooling All of the heat generated inside the hospital by the lighting, equipment and people, along with the energy used to cool the outdoor air for ventilation, is transferred outside through a refrigerant-based cooling system.

HEAT RECOVERY System The heat recovery system links the conventional heating and cooling systems together to capture waste heat and redirect it to heat the hospital.

Heating The hot water storage tank acts as the first source for heat to meet the building’s needs. The building automation system and boiler control work together to use the recovered heat first, before resorting to burning fuel in the boilers. In the winter, when the cooling system is not operating, the building automation system and boiler control adjust and provide all required heating, assuring comfort and clinical conditions are met.

Cooling Heat recovery condensers take advantage of the refrigeration cycle to draw highgrade heat (120 degrees or higher) off the cooling system and store it in a hot water storage tank.

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Top Left Over 50,000 square feet of green roof was installed on the first-floor roof to mitigate storm water runoff and improve patient views.

Bottom Left Nurse stations incorporate recycled materials such as agrifiber substrates and recycled rubber flooring.

Right Standardized patient rooms provide repetitive device locations in order to reduce medical error.

reheat the air by pumping it through a water coil in the air duct. “All the heat we save in the new system is an in-kind reduction in the amount of fossil fuel that we don’t have to burn,” said McMullin. Because it was designed into the building’s control structures, all other mechanical coordination can take advantage of this heat recovery system.

In partnership with this innovative technology, a roof garden on the first floor also increases energy efficiency by allowing the temperature in patient rooms to be controlled within 1.5 degrees Fahrenheit with even less environmental impact. It also enhances patient views and reduces storm water runoff.

Every aspect of the planning, architectural and interior design programs reinforces the hospital’s determination to be both good stewards of the environment and diligent, effective 22

caregivers. GS&P planning experts worked with hospital staff members to achieve ideal patient, material and process flow. Modern technologies as well as progressive strategies for patient and staff safety were also infused throughout the design. Interior and exterior finishes include sustainable recycled content as well as regional materials. Door and casework substrates are made of agrifiber, an easily replenished material with low levels of formaldehyde, and floors throughout the outpatient clinic are rubber, increasing longevity and reducing staff fatigue.

Amery Regional Medical Center’s CEO, Mike Karuschak, praised GS&P’s client-centered processes, “GS&P’s unique design approach and ability to understand our objectives helped shape a facility that exceeded the expectations of our community, patients and staff.” ■

“The feedback we have received regarding the new campus from our community, employees and medical staff has been extremely positive... responses we received were not only extraordinary but also touching and heartfelt.”

— Mike Karuschak ARMC Chief Executive Officer quoted from ARMC’s Health Happenings

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Updating a high-volume interchange poses unique challenges As one of the busiest interchanges in the Nashville, Tennessee area, the Interstate 40/ Briley Parkway interchange needed a major overhaul. But an interchange this busy would have to remain operational during construction, which posed many unique challenges.

18989.00 B r i l e y Pa r k way a n d I - 4 0 I n t e r c h a n g e Nashville, Tennessee Engineering Sustainable Practice

The high-volume Urban Freeway loop corridor connects I-40 to major Nashville destinations such as the Grand Ole Opry, Opryland Hotel, Opry Mills, a major medical center, hotels and other busy commercial complexes. Due to multiple traffic lights the existing interchange was unable to handle the current volumes of traffic. The dangerous weaving patterns required to maneuver on and off the interchange often caused accidents resulting in further delays for commuters and Nashville International Airport traffic.

GS&P was initially contracted by the Tennessee Department of Transportation (TDOT) in June 1998 to conduct an Interchange Modification Study and recommend lane configurations that would allow the interchange to operate more efficiently.

After TDOT accepted the recommendations, GS&P was directed to proceed with the design phase of the project. Principal-incharge Michael Flatt, P.E., who led the multidisciplined team throughout the project commented, “This was an extremely challenging project due to the many restrictions surrounding the area.”

The interchange’s close proximity to Nashville International Airport runways and bustling commercial areas posed unique design challenges for the team. The flight path and protected airspace for the airport’s east/west runway crosses directly over this interchange, eliminating the possibility of adding fly-over ramps in certain areas. Nearby hotels,

offices and other commercial buildings also severely limited the amount of available right-of-way.

Furthermore, another nearby major arterial, Elm Hill Pike, added more traffic feeding the industrial areas that run parallel to I-40.

Several alternatives were explored to minimize the impact on the surrounding stakeholders and for their operational characteristics and costs. The agreed-upon solution was to vertically stack lanes, remove all signalized ramps, provide direct-connection ramps between I-40 and Briley Parkway and eliminate all dangerous weave areas. Limited right-ofway made horizontal and vertical alignments, as well as clearances and acceptable grade levels, critical throughout the interchange.

To maximize operational efficiency throughout the project, GS&P designed a six-phase traffic control plan that utilized temporary traffic signals and ramps to maintain smooth traffic flow throughout construction. With this design the project was able to reduced vehicle emissions by decreasing traffic idling time, resulting in fuel conservation. In addition to the miles of new interconnected roads, the work included the construction of 10 bridges, 18 retaining walls and the widening of a 3.15-mile stretch of I-40. GS&P provided construction services for the project which, when it went to contract, was the largest road project ever contracted in Tennessee, costing nearly $66 million. The completed project opened in July 2007. ■

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Solving a Problem in a R undaboutWay

18615.00 B r i l e y pa r k way p h a s e i V : T w o R i v e r s R o u n d a b o u t Nashville, Tennessee Engineering Sustainable Practice

Several years ago, the Tennessee Department of Transportation (TDOT) engaged GS&P to implement an upgrading of Briley Parkway from I-40 to I-65 (9 miles total). The job included widening the route anywhere from four to 12 lanes, replacing numerous bridges and upgrading eight interchanges. But the interchange at Briley Parkway and the western end of Two Rivers Parkway posed a more challenging problem.

Five important arteries intersect at this point: Two Rivers Parkway; Two Rivers Court, which continues along the scenic bank of the Cumberland River; Gaylord Drive, providing access to Gaylord Headquarters; and the entrance and exit ramps to Briley Parkway. In addition to the complex intersection, two major concerns were expressed to the GS&P team: maintaining traffic flow and clearly communicating access to the five different arteries.

In the mind of GS&P principal-in-charge Michael Flatt, P.E., this five-way transition from the highly traveled Briley Parkway to Two Rivers Parkway seemed well suited for a roundabout. However, this aid to smooth continuous traffic flow, common in the UK and Europe, is seldom seen in the southeastern United States causing some reluctance to use this design.

only the roundabout but also the newly approved Metro Greenway Trail which runs straight through the heart of the intersection.

Safety was a big concern for TDOT as there was great chance of a driver entering the wrong direction ramp. Without the roundabout design it would have been extremely difficult to inform the motorist of the abrupt artery connections. The roundabout design allows travelers to easily navigate the turns using simple signage pointing out each entry and exit path.

As design work on the roundabout and its connectors proceeded, a sunken pathway was designed for the Greenways trail as it passed under the freeway ramp. This preserved the continuity of the trail, as individuals were shielded from the visual intrusion of both the

Throughout the project, the GS&P team continued to continually suggest that the roundabout would be a good solution. Eventually their suggestions found an attentive audience. Although construction was well under way, TDOT directed GS&P to go forward with the roundabout design. The original deadline would still be met, leaving the team only six weeks to complete the design changes.

GS&P quickly and expertly accommodated not traffic and the physical engineering of this busy intersection.

The single-lane urban roundabout opened on time, smoothly and safely guiding traffic without a signal, and Greenways patrons now follow their trail undisturbed. Today, TDOT is pleased with the decision to be part of this innovative solution. Every aspect of the project was completed and operational on time, and on budget. â–

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A client becomes a partner in design 28

Wayne T. Smith, Chairman, President and CEO of Community Health Systems (CHS), is passionate about postmodern design. So when his rapidly expanding company outgrew its Brentwood, Tennessee, offices, he wanted the design of the new headquarters to incorporate the postmodern aesthetic—the key element of his charge to the GS&P design team.

24119.00 Communit y health systems Nashville, Tennessee Interior Design, Planning Sustainable Practice

The GS&P design team, headed by Steve Johnson, AIA, with Ramona Batt, IIDA, as project interior designer, was tasked with transforming a shell space and partially fitted first-floor lobby into CHS’s new Franklin, Tennessee, home. The team was involved in all aspects of the interior architecture, interior design and furniture selection.

Entering the lobby, one sees rich woods and polished stone floors.

Portals have been carved into walls and crowned with heavy square coffered ceilings. Light wood tones combine with medium tones for contrast, and forms created of painted gypsum board add interest to an otherwise simple space.

Smith wanted people arriving on the seventh floor from the elevator to be able to look left or right to the ends of the building and see outside to the rolling hills of middle Tennessee. So the designers cut apertures through all walls that stood between the central elevator lobby and the exterior windows. The apertures themselves take on the aspect of a sculpture with a receding interior, and the team was able to replicate these apertures, although in simpler form, on all other floors.

Below The executive suite incorporates the same elegant finishes and materials from the lobby and reception area to reflect the rather formal nature of the company.

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Smith also wanted a staircase connecting the executive floors, so the GS&P team, knowing him to be an avid art lover, decided to create a functional sculpture in the form of a spiral staircase. In order to keep within the budget, gypsum board was sculptured into a form that appears as a giant stylized conch shell. The result is sinuous and elegant, very much a work of art.

A conference/training center for headquarter employees and those traveling from distant CHS hospitals was constructed adjacent to the main reception area on the ground floor. It includes several large conference and training rooms flanked by smaller spaces that can be used for breakout sessions or smaller meetings.

The team incorporated lounge areas for breaks, phone calls, impromptu meetings or brief laptop usage. An office provided strictly for the use of visitors attending training sessions or conferences avoids disrupting headquarter employees when a private office is temporarily needed. The center’s amenities include refreshment areas and a pantry used for luncheon preparations. Finally, a large coat/luggage room greets grateful out-of-town visitors loaded down with carry-on luggage.

The success of the design reflects the team’s understanding of the CHS culture and, as Batt recalls, Smith’s clear vision and dedication to partnership. “Like many projects, we had to balance scope with budget, but the entire process was all positive. The team got along very well and the client knew exactly what he wanted. It was challenging to have a client with such strong vision, and rewarding to have designed a space that brought it to life.” ■

4119c207.dgn 11/2/2006 4:13:08 PM

The nature of CHS’s work involves confidentiality issues that can’t be properly addressed with typical workstations. Floor space had to be developed to accommodate private offices for 80% of the employees; however, shortly after design development, growth projections showed that the number of private offices would quickly be inadequate. To address the issue of finding more private office space without adding to the building, the team developed a number of 8’ x 10’ semiprivate offices with ceiling-height T-walls for privacy. The design has proven to be an extremely satisfactory solution, allowing for a reduced footprint without compromising confidentiality.

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“GS&P did an outstanding job creating our corporate headquarters. The functionality of our training center combined with the aesthetics of our lobby and work floors provides our team a professional and comfortable environment.”

— Wayne T. Smith CHS Chairman, President and CEO 31

61444.00 F lo r i da h o s p i ta l a ltam o n t e Jacksonville, Florida Architecture, Interior Design Sustainable Practice

Mother Nature is practically a staff member When executives at Florida Hospital Altamonte invited proposals for an expansion of their facility, they had several key goals. They wanted to leave those who came after them a legacy— a better hospital than the one they inherited, and they wanted the design of their new facility to meet eight design drivers including to “embrace the soul of the campus.”

The 37-year-old existing hospital was outdated, dysfunctional and code deficient. The emergency department was undersized and overcrowded. Patient rooms and the surgery suite were substandard. Patients and visitors arriving at the front entrance were met by idling ambulances outside and difficult way-finding within.

The GS&P design team, led by Skip Yauger, AIA, NCARB, Jim Kolb, AIA, and Elisa Worden-Kirouac, IIDA, found inspiration in the natural world just outside the hospital’s front door.

Majestic oak trees and small gardens that dot the campus and features of Florida’s natural environment were incorporated into the materials, colors and textures of the project. Using organic shapes throughout, curves on vertical planes simulate 32

gently swaying grass. On horizontal planes, contours in the earth and waves on the ocean are suggested. The faรงade of the new building has undulating planes and exterior colors suggesting warm hues of nature.

The great oaks that surround the campus have been recreated in the form of large supporting columns both outside and in the new lobby, which is surrounded by a pool of gently moving water. Reached by crossing a symbolic bridge, it is akin to an island sanctuary from urban life, a calming transition to the environment of care. The use of large windows wherever possible brings in natural light and views of the surrounding landscape. Natural themes are used throughout, from stone walls in the chapel to waving

sea oats in the railings and beach scenes in artwork.

Essential to the design was the expansion of deficient function areas to improve patient care. Improvements included new state-of-the-art patient rooms, a new enlarged emergency department, a new cardiology department, a new chapel, new classrooms for education, new staff amenities, and expanded capacity in the ICU. A new surgical suite is currently under construction.

Traffic into the building has been segregated to improve traffic flow, with staff, service and ambulance vehicles redirected to the back of the building. While the main entrance with a new entry and lobby is easily reached by patients and 33

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visitors from a convenient tree-shaded parking area in front. Separation of public and private circulation within the building and improved wayfinding were key design objectives.

For patient rooms, family-centered care and evidenced-based design solutions were guiding principles. Large windows with views of nature and daylight plus dedicated areas for the use of family members and friends are provided. The patient’s rooms are larger and are equipped with advanced interactive communication technology to support the involvement of family members, improve patient experience and foster healing. The rooms also provide dedicated work zones for nurses, physicians and other staff.

The nursing units are planned to improve staff satisfaction as well. Support functions in nursing units have been decentralized to reduce travel distances for staff thus minimizing distractions, reducing stress and improving patient safety. A particularly successful feature is a staff retreat in each nursing unit, which provides nurses with a space to quietly escape the stressful environment for a few minutes.

As described by the design team, “Nothing is allowed in that room except the nursing staff, soothing artwork and some music; no food, no TV, no microwave, no refrigerators…just some lounge chairs, some piped-in music and,” in reference to the large windows in each room, “a great view.”

The most significant feature of the project is a healing garden that is the central organizing design element on which the whole building is focused. All paths lead to it, and from it. It is “true north” in the hospital’s wayfinding schemes, and a place for both contemplation and orientation. The goal was to create a beautiful place and to bring an overall sense of calm to the facility, something every visitor and staff member greatly appreciates. Crossing into a brightly sunlit lobby that appears to float in a pool of water, with a garden centerpiece and chapel, speaks to every patient and family member, and offers a sanctuary for healing, of hope and renewed spirit. ■ 35

24359.00 Hu r s t b o u r n e A r e a T r a n s p o r tat i o n S t u dy a n d S m a l l A r e a P l a n Louisville, Kentucky Engineering Sustainable Practice

A Community strives for Thoughtful,

The community of Hurstbourne, Kentucky, lies due east of Louisville and is surrounded by busy roadways—I-64 to the south; Shelbyville Road to the north; Hurstbourne Parkway on the east; and just outside the city’s western limits, I-264. The city has lately experienced the kind of growth that transforms small suburban towns and brings with it urban growing pains such as traffic congestion.

Traffic will only increase in the coming years, and Hurstbourne and several neighboring communities were faced with inevitable concerns and the need for longterm solutions. A team of GS&P transportation engineers, under principal-in-charge Bill Seymour, P.E., P.L.S., was asked to conduct a transportation study and provide some recommendations.

The team members endorsed a few already-planned road projects, such as the extension of Bunson Parkway, which would provide a parallel route as well as the planned widening of Hurstbourne Parkway. In addition, they recommended carpooling programs to alter traffic demands as well as improvements to pedestrian and cyclist routes.

Also considered were some intersection improvement projects and realignments within the study area. Suggestions included improved traffic signal coordination along with better access management, which involves altering the organization and spacing of driveways on existing roadways. GS&P team members offered some traffic-calming techniques such as creating dead ends on some roads or incorporating selected areas into gated communities. But, as Bill comments, “Traffic calming is a double-edged sword.

It can help. It can hurt. It can certainly divide.” While these

Above An advisory committee made up of more than a dozen stakeholders participated in an exercise to determine their hopes for the community’s future, including achievements in land planning, transportation and urban design. The result envisioned the Hurstbourne area in 2025 as having become “a community…recognized for its diverse and vibrant centers, stable neighborhoods, community design and high quality of life.”

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Above On each of Hurstbourne’s horizons (area outlined in red) are two major developments: a 386-acre multiuse complex called Oxmoor Farms (blue) and an expansion of the University of Louisville’s Shelbyville campus including offices, research facilities and classroom space (pink).

solutions greatly improve conditions for those living in the calmed areas, they worsen conditions for the roads to which their traffic is routed. It was finally decided that the best way to view the transportation issues was in conjunction with land use issues, so GS&P landscape architect and planner Jon Henney, AICP, ASLA, was asked to create a smallarea plan to complement the transportation study.

Shelbyville Road and Hurstbourne Parkway would retain their residential character, ensuring that future development in those areas would be more favorable to residents.

The transition from the multiuse suburban section of the corridor would start with visual cues—streetscape designs, architectural and landscape treatments that create a “gateway” to residential neighborhoods. Roads narrow, speed As Hurstbourne and surrounding communities grew, nonbumps and pedestrian crossings are placed at decreasing residential development, pardistances from each other, and ticularly along Shelbyville Road bicycle lanes create a need for “GS&P took an extremely complex and Hurstbourne Parkway, inlower speeds. More circuitous project and produced beautiful creased dramatically. This led to routes on side roads discourage results affecting both neighborhood valid concerns about preserving cut-throughs, and bump-outs at the residential character of the intersections physically narrow quality and community progress.” area. Although some stakeholdthe roads and signal that the — Julie Adams ers completely resented developcommercial corridor is being left Louisville Metro Councilwoman ment, others acknowledged the behind. function and value of the two corridors as economic engines and sources of employment.

Many of these suggestions influenced modifications in the existing form district regulations. Form districts, unlike The small-area plan was designed to examine land use in zoning districts, dictate design guidelines and standards as terms of future development and redevelopment that would well as other elements such as setbacks and height restricbenefit the area while preserving the character of adjacent tions. Ideally, these changes will influence the behavior of Hurstbourne and nearby communities. It was suggested motorists and also encourage future patterns of developthat higher concentrations of nonresidential development designed to protect the residential character of the ment could take place around the large intersections of corridor. ■ these roadways. Moving away from the intersections, both 37

“Our entire staff loved it, which is a consensus we have never been able to duplicate.�

-John Morris,

23442.00 J o h n s to n , A l l i s o n & H o r d Charlotte, North Carolina Interior Design Sustainable Practice

A balance of

contemporary and

conservative results in timeless design Johnston, Allison & Hord, a long-established, highly respected law firm in Charlotte, North Carolina, faced conflicting views of the image they wanted their new offices to convey. The older partners wanted to make a conservative statement. The younger ones felt a need for a more contemporary image. Both sides agreed, however, that their new space must communicate to their clients professionalism, restraint and a certain gravitas.

Left A hallmark of every law firm is its law library, though it is used less in these days of Internet access and online research. Not wanting to lose the symbolic significance, the design team relocated the Johnston, Allison & Hord library along the walls of the elevator corridors. The result maximizes the firm’s limited space, and, more importantly, conveys the firm’s stature, greeting clients with symbols of wisdom, experience and justice.

GS&P project manager Scott Wilson, AIA, and the design team listened carefully as the competing sides articulated their visions for the space. For their solution, the team reached back to the 1940s and borrowed art deco influences, the perfect compromise according to Wilson. “Unlike so many iterations of modernism, art deco remains timeless and its elements sit comfortably with traditional or avant garde design. It speaks of elegance, tradition and modernism in the same breath, and does so quietly. It will not look dated in a few years; it doesn’t look stodgy today.”

In addition to the image divide, space constraints in both public and private areas presented some design challenges. In the firm’s previous quarters, every attorney and

paralegal had his or her own office. There simply wasn’t room in the new building, so the team designed a solution that moved paralegals into a cubicle environment. Initial reluctance disappeared when they found that their new spaces had superior, more efficient layouts while privacy was not entirely compromised. Work flow improved, efficiency and morale rose as a new era of community and conversation was established. In fact, the paralegals have expressed a desire never to go back to the old environment.

Spatial restrictions also influenced the design team to create offices that encouraged professional equality between attorneys of all levels of the firm’s hierarchy. With the exception of a few corner offices, both junior and senior

partners at Johnston, Allison & Hord enjoy offices of a standard size. As proof of their successful design, these comfortable, well-furnished offices often serve as meeting places between attorneys and clients—rather than richly furnished corporate conference rooms—due to their unintimidating, intimate atmosphere.

The space Johnston, Allison & Hord now occupies conveys the impression of a law firm with significant history that is also progressive, forward-looking and contemporary. Best of all, it is what both sides wanted. Managing partner John Morris says of the new space,

“The building has

timeless appeal

joy

and is a

to work in.”■

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AN Aging infrastruc ture demands

23953.00 K U B Wa s t e wat e r s to r a g e Fa c i l i t i e s Knoxville, Tennessee Engineering Sustainable Practice

big ideas As is the case in many cities in the U.S., sections of Knoxville, Tennessee’s infrastructure included dilapidated sewer pipes—many more than 60 years old. During heavy storms, rainwater found its way into the aging sewer system via pipes and other porous entry points. The corroded system became unstable even during moderate storms, allowing a mixture of rainwater and raw sewage to overflow and enter nearby creeks and streams. The Knoxville Utilities Board (KUB) maintenance programs weren’t able to compensate for the rapid pipe deterioration. Finally, an Environmental Protection Agency (EPA) federal order mandated that the KUB tackle the problems immediately.

KUB launched PACE 10, Partners Acting for a Cleaner Environment, in 2004 as an accelerated 10-year program aimed at helping to clean up Knoxville’s area waterways, improve citizens’ quality of life and support the city’s economic health. With over 36,000 customers, 30,000 manholes, 1,250 miles of sewer mains and 60 pump stations, the scope was daunting.

KUB selected a program management team of CH2M Hill and GS&P to manage the design, construction and implementation of short- and long-term solutions to these problems.

After repairing some of the most critical sewer lines and replacing others, the main focus of the plan became the design and construction of four wastewater storage tanks led by GS&P project manager Craig Parker, P.E. These would temporarily store excess wastewater during peak flows and reduce the incidence of sanitary sewage overflows. Commonly called equalization basins, the tanks are designed to automatically store excess wastewater once the trunk sewer reaches capacity. After the storm

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Upper First Creek Storage Facility - 9 MG below grade tank - 12.6 MGD pumping capacity - 6 MGD pump (empty) - Gravity/pump fill, pump empty - Dual electric power supply - Odor control

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subsides, the stored liquid flows back into the system for subsequent treatment.

All of these basins have been built and put into service. Each consists of a concrete storage tank, a diversion structure located on the trunk sewer, a pump station to route the flow from the diversion structure into the storage tank, a grinder station, an odor control facility, an electrical building, and associated piping, valves and controls.

One of the more complex aspects of the design was the system’s automation. Without operator involvement, electronic devices detect impending overflow, divert excess flow to the storage facility and then route it back into the collection system after the event has concluded. The facilities can be operated manually, if necessary, but normal operation is monitored by the KUB at a remote site.

Of the critical success factors identified by KUB and the PACE 10 project team, the need for neighborhood-friendly designs was paramount. In response, the design team incorporated many aesthetic elements: screen walls with brick veneer, cast stone trim and standing seam metal roofing with curved rooflines;

ornamental wrought iron security fencing; brick and cast stone columns; and extensive restorative landscaping, including evergreen shrubs, trees and native grasses. Amazingly, all the elements were achieved while building in difficult geotechnical site conditions requiring rock anchors, thickened slabs to bridge-over mud seams, excavation of rock pinnacles and driven “H” piles.* The project has exceeded the client’s expectations by providing cost-effective solutions to the overflow problem while minimizing the impact on the surrounding areas. Both goals were achieved as a result of the GS&P design team’s close involvement with KUB personnel at all stages of the project, from conceptual design through construction. ■

MG = volume in million gallons MGD = flow rate in million gallons per day You’d have to flush your home toilet approximately 625,000 flushes to fill one million gallons of storage.

A million gallons would be the approximate volume generated if everyone in Memphis, Tennessee, flushed simultaneously. *An “H” pile is a collection of H-shaped steel beams driven vertically into the ground in a cluster. Typically driven till the point of refusal then capped by a concrete slab, the beams become a solid foundation upon which to build.

Rain

Storm Drain

How does it work?

When it rains and the treatment facility reaches capacity the tanks store excess wastewater during peak flows and reduce the incidence of sanitary sewage overflows. After the storm subsides, the stored liquid flows back into the system for subsequent treatment.

Wastewater

Treatment Facility Excess Wastewater

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Storage Tank

Clean water

Walker Springs Storage Facility - 3.25 MG capacity - 14 MGD pumping capacity - Aboveground tank - Geotechnical issues - Dual electric power supply - Odor control

Lower First Creek Storage Facility - 5 MG capacity - 14.2 MGD pumping capacity - Expandable to 10 MG - Aboveground tank - Pump fill, gravity drain - Standby generator - Odor control

Third Creek Storage Facility - 4 MG capacity - 14 MGD pumping capacity - Aboveground tank - Pump fill, gravity drain - Dual electric power supply - Odor control

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a whole new meaning to

Street life In 2006, the Louisville Metro Planning and Design Services Department asked GS&P to help them establish definitive standards for the design and construction of roadways that welcome all user groups—not just cars, trucks and public transportation—but pedestrians, cyclists, wheelchair users and more. They also wanted the future design of streets to reflect their individual context—urban, suburban or rural; residential or commercial—rather than being one size fits all.

Responding to this request, the GS&P team merged the principles of the increasingly popular Complete Streets movement with Metro Louisville’s form-based development code to encourage that streets be designed in context with their surrounding areas. Complete Streets is a fairly new concept that encourages the design and redesign of streets to accommodate vehicles of all size and function, along with pedestrians of all ages and abilities. It has already achieved some success in Seattle, Chicago, Sacramento and Charlotte, as well as throughout Oregon and Massachusetts.

Louisville Metro had established a second tier of regulatory controls in addition to zoning known as Form Districts. Each Form District contains a unique set of regulations pertaining to mass, scale and compatibility of structures and uses, all in context with existing and

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emerging development for that area. This concept however, had never been applied to road design—and all roads in the Louisville Metro area shared the same existing standards.

Project manager Jon Henney, AICP, ASLA, and his team developed a design manual that managed to significantly change road design while balancing the demands of different user groups. The manual listed design objectives that included guidelines for planning and design of new and/or rebuilt streetscapes; context-sensitive design addressing the character of an area; and the functional classification of the roadway, for example, major or minor arterial, collector, local road, or alley/lane.

Design criteria were established to accommodate usage by pedestrians, cyclists, cars and transit vehicles. Other design elements such as street furnishings, lighting, trash receptacles,

24815.00 Lo u i s v i l l e M e t r o S t r e e t s c a p e D e s i g n M a n ua l Louisville, Kentucky Engineering Sustainable Practice

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bike racks, parking meters and landscaping were incorporated. The manual also details intersections as well as transitions from different types of bicycle and pedestrian paths.

To ensure the intent of the Complete Streets Design Manual is understood, it addresses applicability issues and includes streetscape master plans and a section on “Next Steps.”

According to Henney, both the manual and Complete Streets policy have been adopted by the Louisville Metro government. The manual is now being crafted into language that will become part of the city’s Land Development Code.

Christopher French, a Louisville Metro planner who managed the project, said, “The Streetscape project was an important first step in our community’s development of a Complete Streets policy. This project will lead to enhancements in our development regulations to promote the incorporation of contextsensitive design standards in future development projects.” ■

“I’m very happy with the work GS&P provided...the final document is very appealing visually and provides a great deal of information in a format that is easy to use.”

— Christopher French Louisville Metro Project Planner

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A new gateway to the historic City of

FRANKL N Rapid development in the Cool Springs area combined with growth on the east side of Interstate 65 created a significant demand for an additional east/west connector. By incorporating an interchange into the planned McEwen Drive extension, the area has experienced an immediate reduction in congestion as well as improved commute times to major shopping areas, a local high school and a growing number of offices, including the new Nissan Americas corporate facility.

“We are very proud to have this stateof-the-art interchange...it will help serve our growing transportation needs and also be a beautiful new gateway into our city.” ­— Tom Miller Former Franklin Mayor Right One of the prime objectives of the client was to incorporate roadway design aesthetics. GS&P utilized cost-effective and common-place construction techniques and materials that were enhanced with architecturally pleasing finishes to reflect the character and natural beauty of the area.

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22059.00 McEwen Drive Interchange Franklin, Tennessee Engineering Sustainable Practice 2 0 0 8 e n g i n e e r i n g e xc e l l e n c e H o n o r awa r d ACEC of Tennessee 2008 grand champion Tennessee Concrete Association

Recognizing the need to minimize right-of-way impacts while efficiently handling the anticipated high traffic volumes, the City of Franklin engaged GS&P to develop a distinct and effective design that conserves valuable commercial property. The design team, headed by principal-in-charge Michael Flatt, P.E., recommended a Single-Point Urban Interchange (SPUI) design. This design allows for increased traffic capacity and reduced delays by eliminating a step in maneuvering through the interchange.

In the SPUI design, all traffic movements are initiated at one large intersection controlled by one traffic signal. When the traffic signal turns green, opposing traffic moves quickly through the intersection. This is more efficient than traditional diamond interchange design, which contains signals at the end of both exit ramps, that can cause left-turning vehicles to often wait at two traffic signals.

Though creating an intersection where all traffic movements are aligned to intersect at a single point is complicated, the elevated structure required for McEwen created an even greater deal of geometric complexity.

Each exit and entry ramp approaches and crosses the bridge with curved alignments. The bridge was designed to accommodate these ramp curves and traffic alignments, which required a wide bridge at each end that narrowed in the middle.

In order to incorporate unique aesthetics into the project, GS&P used the extra width of the bridge created by the ramp curves to design sidewalk plazas that include landscape planters, colored and stamped concrete, decorative metal pedestrian railings and 19th century-style lighting fixtures. The retaining walls were designed with exposed wall finishes and capstones to closely resemble the native fieldstone rock walls common to the area. These design elements, along with the welcome monument signs at the ramp islands, help create a sense of place and arrival.

The new interchange has already significantly improved traffic conditions in the vicinity. On completion of the Carothers Parkway extension, which will intersect McEwen Drive, a significant number of Nashville commuters are expected to access Interstate 65 via the new interchange.

And the aesthetic enhancements, not typically found in interchange improvement projects, have generated reactions of both surprise and delight among members of the community. ■Top Left The “bow tie� shape of the bridge, as seen from an aerial viewpoint, is a result of the alignment of the ramps.

character-preserving development Many years ago, the Von Allmen Dairy served Louisville from vast bucolic pastures on the eastern fringes of the city. More recently, the historic property was a sod farm. Today, tucked into the intersection of I-71 and I-265, the land holds Old Brownsboro Crossing, a large multiuse complex of retail spaces, office buildings and medical centers, serving both local and regional markets.

When the developers first announced their plan to create a mixed-use complex on this 114-acre site, local residents were alarmed as they wanted to retain the rural character of the area. To help allay these concerns, Main Street Realty and the McMahan Group turned to GS&P’s planners and landscape architects to provide a master plan that could meet the developer’s needs while being sympathetic to many of the residents’ fears.

According to GS&P’s Jon Henney, AICP, ASLA, the solution was to organize the site into a series of unique “activity centers” while unifying the overall development through landscape design, streetscape elements and signage. A central feature of the development is a 3-acre park linked to the activity centers by a system of multiuse trails that weave through the complex, creating more green space than is normally associated with a complex of this type.

One of the team’s important suggestions placed the larger structures, including several chain stores and a hospital, fronting the two interstates. As the complex moves away from the interstates toward residential areas, only smaller retail and mixed-use areas are found.

Their more intimate scale, design and building materials are much more compatible with their residential neighbors.

To further enhance the community feel, GS&P incorporated landscape design, major corridor redesign and civil design to position smaller retail stores and restaurants clustered around a “town square.” Here, residents can 52

meet at a restaurant on breaks from their jobs, or just to enjoy remnants of small-town Kentucky.

While the project was under construction, the management of Costco expressed an interest in opening their first Kentucky store at this location. After determining that its inclusion would not significantly alter the developer’s vision, it was decided that the structure would replace proposed medical office space overlooking I-71. Costco was required to make some previously unheard of architectural and landscaping concessions as part of this occupancy agreement.

The project, which is nearly two-thirds complete at this time, incorporates elements of a small town to soften the effects of the presence of large chain stores and multistory buildings where dairy cows once grazed in picturesque meadows. Even the old dairy farmhouse has survived this latest use of its land and sits in the center of the complex, now an upscale restaurant owned by a well-known Louisville restaurateur.

Joseph H. Cohen, general counsel for the project from its inception, hails GS&P’s creative design efforts, leadership and enthusiasm.

He applauds team members who “…took the lead and helped develop a viable concept and continued work through the zoning process and construction with excellent follow-up, which has resulted in a successful, progressing development.” ■

21429.00 old brownsboro crossing Louisville, Kentucky Engineering Sustainable Practice

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articulating clear intent 54

24377.00 The Rawlings Group LaGrange, Kentucky Architecture, Interior Design Sustainable Practice

The Rawlings Group, a comprehensive health insurance data mining and claims recovery company, had labored for years in various downtown Louisville offices described as labyrinthine, cluttered, and “…like a rabbit warren.” So when it was time to move, owner and CEO George Rawlings, in his brief to several architectural firms, used the descriptives of his business to render a vision for his new headquarters—transparency, clarity, openness, efficiency.

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Building 2 contains the executive suite, conference rooms, a high-end deli seating 200, a fitness center and a gourmet coffee shop in the lobby that unites the two buildings.

Building 1 houses all the staff. Called the “Engine� this open plan concept provides the flexibility to support a landscape of constantly shifting teams needed to drive the company to success.

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Mr. Rawlings was very specific about seeing the functionality and flexibility of the clean, high modernism he loves, and ultimately chose the GS&P design team, headed by Jeff Kuhnhenn, because the architects clearly understood and appreciated his vision as well as his requirements.

The 160,000-square-foot space that resulted sits on the edge of a ridge overlooking open fields and woods in a newly developed 60-acre office park. Two conjoined buildings present a façade of overlapping solid and glass forms, organized to externalize the notions of flexibility and clean, crisp organization that define the inside of the building.

The building’s placement on the site allowed the architects to save money on earthwork and use the best of the site for construction.

Ceilings were kept as high as possible, allowing floor-to-ceiling windows to flood the interior with natural light and provide peaceful views of the fields and woods beyond. The materials used, as well as colors, shapes and furnishings, are thoughtful, elegant and contemporary without demanding attention.

Left Main lobby reception desk, visitor seating and cafe.

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Above The cafe acts as a connection point between the two buildings while also giving patrons a stunning view of the outdoors. Middle Outdoor seating for the cafe and cafeteria; 2nd floor conference rooms; 3rd floor executive suite.

Far Right Cafeteria with high-end deli seating.

The interior of the larger building, in which most of the staff work, reflects Rawlings’s requirements for flexibility and functionality.

He calls it the “engine”, where most of the work takes place. As the company continues to grow and its needs change, the engine can be altered to accommodate that change. The extremely open plan fosters the kind of teamwork that the group believes is essential to its success. It also makes an unambiguous statement about the business conducted therein—to bring order and sense to complex insurance issues and documents.

A smaller building houses the executive offices, HR support and shared amenities. The cafeteria includes a 200-person capacity, high-end deli modeled after establishments like Panera Bread and Bread & Company. There is also a fitness center, which is accessible to every Rawlings Group employee, and a gourmet coffee shop in the lobby that unites the two buildings.

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Playing on Louis Sullivan’s famous dictum, “form follows function,” Kuhnhenn characterizes this particular form as articulating intent—the building symbolizing the character of the business conducted within. He adds that the Rawlings Group headquarters is a very efficient machine that is also very attractive.

George Rawlings calls it, “…logical, efficient, exactly what I envisioned. I asked for the best corporate headquarters you can possibly build. This beats my highest expectations.” ■

“...logical, efficient, exactly what I envisioned.”

— George Rawlings Owner and CEO of The Rawlings Group

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JA r c h i t e c t u r e

effersonian

meets 21st century air travel A long-standing relationship culminates with an inspiring, progressive centerpiece and an elegant expression of a city’s heritage.

A metropolitan airport is much more than just a transportation venue—it is often an air traveler’s first and last impression of the city. Architecturally, it can symbolize the region’s character and history.

Economically, it can influence business relocation and convention planning, making it a potential major source of revenue for the area.

In the early 1990s, Richmond

International Airport (RIC) was

having difficulty filling these roles. Its facilities were outdated, and gate space was completely leased out, leaving no room to attract low-cost carriers. Consequently, its fares were among the highest in the nation, causing it to lose about one million travelers annually to other airports in the region. With the aviation industry experiencing moderate growth, Richmond was well positioned to benefit by upgrading and expanding their facilities.

17986.00 Richmond International Airport Richmond, Virginia Architecture, Interior Design Sustainable Practice 2000 Merit Award/AIA Richmond Chapter 2003 Honor Award/AIA Richmond Chapter 2004 Honor Award National Terrazzo & Mosaic Association 2008 Best Commercial Project/Greater Richmond Association for Commercial Real Estate 2008 Merit Award/AIA Tampa Bay Chapter

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In 1994, the Capital Region Airport Commission engaged GS&P to provide long-range programming and development plans for the airport campus. Since that time, GS&P has executed more than a dozen significant projects to help improve upon nearly every aspect of the airport. This has included significant concourse expansions and renovations, multiple new and expanded parking structures, a new bi-level curbside roadway system, comprehensive campus-wide signage and wayfinding, and a new remote central utilities plant.

As a tribute to Jeffersonian architecture, the terminal boasts soaring 60-foot ceilings and striking elements such as a strong central core delineated with a white colonnade complimented by symmetrical wings. The contextual use of red brick and other materials gives way to a steel and glass canopy which transitions to large expanses of glass culminated by a gently vaulted roof.

The work at RIC came to its highly anticipated pinnacle in July 2007 when the new terminal building was dedicated. This cornerstone of the airport’s expansion and renovation program provides two levels and 160,000 square feet of ticketing, baggage claim and concessions space. Floors of magnificent terrazzo

The new terminal has not only made travel easier but also more memorable with architectural elements that are as representative of Virginia as they are of air travel. Construction of the terminal took 26 months to complete, an impressive feat considering that the new terminal was built immediately in front of the

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form beautiful geometric patterns in well-balanced shades of blue, gray and mauve.

“There is a striking and elegant new front façade that makes being dropped off a pleasure visually... Architecturally, [it is] simple, sensible, dignified and unflashy.”

— Edwin Slipek, Jr. Reviewer for Richmond’s Style Weekly

existing terminal without adversely impacting the ongoing operations of the airport or airlines.

Fourteen years after the Capital Region Airport Commission and GS&P started planning, the new terminal at Richmond International Airport now supports nine airlines with plenty of room for additional carriers. The airport currently boasts some of

the lowest airfares in the nation, and passenger traffic is steadily increasing. Maybe of most significance, the new terminal adeptly fills its role by welcoming air travelers, introducing them to Richmond as an historic city of elegance, timeless architecture and 21st century ambition. â–

A h e av y - d u t y

makeover

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24633.00 R i n g P o w e r C o r p o r at i o n Tampa, Florida Architecture, Interior Design Sustainable Practice

Ring Power Corporation is the largest Caterpillar dealer in the southeastern United States. Since its founding in 1961, it has grown steadily to become a multimillion dollar business. But their large regional facility in the Tampa area, housing administrative offices, sales, support and service for Caterpillar equipment, was showing its age and needed a complete renovation.

The client wanted to present an image that was up-to-date and forward-looking, polished but somewhat industrial and a bit formal at the same time. The company’s “Customer First� reputation meant that the new space must appeal to vastly different customer segments, ranging from small, independent contractors needing to rent equipment or find replacement parts to large construction companies negotiating the purchase of huge equipment costing hundreds of thousands of dollars.

Before

The company also does a large international business involving very sophisticated international and high-volume clients. The space had to make this diverse group of customers feel comfortable and also needed to be environmentally sensitive, highly functional and a terrific place to work.

After competing with a number of other architectural firms, GS&P was awarded the job.

The design team proceeded to gut the 32,00067

square-foot building, down to the bare tilt-up exterior walls and concrete floors. Dry wall disappeared. Electrical systems, fire protection and plumbing were torn out. When the demolition was complete, it was, according to principal-in-charge Jacqueline Russo, IIDA, like starting over with a brand-new building.

Beginning with the exterior, windows were punched in the old walls to bring in natural light and views. A new canopy was designed for the entrance and aluminum awnings were added to the exterior to filter sunlight but remain unobtrusive.

The new lobby, the first thing customers at every level see, presents a sophisticated, high-tech image with quality finishes while not looking, in Russo’s words, “like a bank.”

Before

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Before

Exposed ceiling girders lend an industrial quality to the lobby. Retail space occupies part of this area as well, selling hats, shirts and other logo items that have a down-to-earth appeal.

audio/visual technology. The space can hold several dozen people assembled for employee training, equipment demonstrations or company conferences.

A training center in the old building was antiquated and small, holding only about 20 people. Now it is more like a theater, more functional and equipped with the latest in

Nearby, there is a more private waiting area for customers who will meet with sales representatives and executives. In an adjacent corridor, the design team created a history wall that 69

follows the timeline of the company and its founders, the Ringhaver family. Small meeting rooms and a large conference room are in this area as well.

Finishes in the facility are of high quality materials, rich and sophisticated to the eye, but easy to maintain and inexpensive.

Workstations were designed with efficiency and future flexibility in mind. Organized around central supply areas, the stations

Before

don’t need to hold large quantities of supplies or printers and fax machines and thus are slightly smaller than traditional workstations.

Through an indirect lighting system, employees can choose the level of light they want. The addition of natural light and pleasant views from the new windows provides various lighting levels, reduces the need for intense lighting and helps save energy.

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It was a complex job, according to Russo, involving very detailed programming and design development. In the end, she is proud to have delivered exactly what the client requested: a highly designed, highly functional new facility that has boosted employee confidence in Ring Power and, in turn, the confidence of all their customers. â–

“…a very positive workplace that everyone enjoys. Our clients and vendors have all…made positive comments regarding our changes.”

— Tommy Ball Vice President and Regional Sales Manager

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23383.00 S t. V i n c e n t ’s M e d i c a l C e n t e r R i v e r h o u s e Sp i r i t ua l i t y C e n t e r Jacksonville, Florida Architecture, Interior Design, Planning Sustainable Practice

Nothing lost in

translation St. Vincent’s Medical Center has been a presence in the historic Riverside Avondale area of Jacksonville, Florida, for decades. But it’s always been an uneasy fit in what is essentially a residential neighborhood on the banks of the St. Johns River. So when the hospital proposed a six-story addition to the campus to accommodate expanded cardiology services, family overnight stay suites, a spirituality center and Sisters’ residence, the neighbors came out to protest the plan.

Joe Thompson, AIA, NCARB, principal-incharge, said, “GS&P was not involved in the design of the proposed six-story building solution, but offered some ideas to St. Vincent’s that might appease the neighbors." Instead of one massive structure dominating the neighborhood, GS&P suggested a design solution that would create an architectural bridge between the eight-story main hospital and the area’s two-story homes. The mass would be broken into structures no more than three stories high. GS&P was subsequently hired to be the architect for this project.

After a process of negotiating with neighbors, the hospital and Riverside Avondale Preservation (RAP), a final design solution was developed that

met the requirements of both the hospital and its neighbors.

Three structures—the cardiology building, a parking structure and the Riverhouse—step down in height along a full city block of King Street that extends to the riverfront. The exteriors of all three buildings are brick, as are many of the houses in the area.

At the top of the block, the cardiology building, at three stories high, is the tallest and acts as a transition between the existing hospital and the surrounding residences. It is designed so that there are minimal windows overlooking neighboring houses.

Also rather than being built out to the property line, the cardiology building has a backyard delineated by an aesthetically pleasing wrought iron fence, which becomes the neighbors’ back fences, too.

The nature of the services provided in the cardiology offices required a bridge that would stretch across King Street to the main hospital. Because King Street leads directly to the river and a popular walking path, it was important not to obstruct the view from the street beyond the hospital. So the bridge uses as much glass as possible and users enjoy panoramic views of the river.

The parking structure servicing the new facilities is located further down King Street. At two stories, it blends into the complex without disturbing the neighborhood at night. Since the complex is only open during the day, the lights on the open top deck are low and one façade is a solid wall, reducing the amount of sound and light that can spill into the neighbors’ backyards.

At the end of the street, overlooking the St. Johns River, stands the Riverhouse, which includes the Sisters’ residence and almost two dozen family overnight stay suites. The building also houses a Spirituality Center dedicated to the needs of the hospital’s employees and includes a chapel that overlooks gardens and the river beyond. There are meditation spaces in quiet corners throughout the

Above Left The chapel in the Riverhouse enjoys vistas of the St. Johns River and a diffused blue light from the north. Left The Riverhouse’s arts and craft lobby sets the inviting character of the project’s interior.

Above Overnight stay rooms are provided in the Riverhouse as a convenience for patient families from out of town. Below The community room of the Spirituality Center opens to the library and chapel beyond.

building, on patios and in tranquil gardens, while the interior arts and crafts millwork suggests the tranquility, simplicity and exquisite craftsmanship of another time. Jack Logue, who retired recently as Chief Operating Officer of the medical center and now runs the Spirituality Center within the Riverhouse as a volunteer, says people tell him, “It reminds me of my grandmother’s house.”

The hospital put the former Sisters’ residence, a historically important property, on a barge and floated it down the river, to make way for the Riverhouse. It now sits on another waterfront site one block away, rehabbed and repurposed, helping to maintain the neighborhood’s character. Derelict buildings on the King Street site were demolished, the new buildings are surrounded by trees, shrubs and other greenery and the architects left the historic neighborhood better than they found it.

The Mission style of the design pays homage to Henry John Klutho, a prominent early twentieth-century architect. According to the project designer, Jim Kolb, Klutho had a significant impact on the original development of the area. This distinct style is what Riverside Avondale Preservation wanted to protect when they protested the original plans for a hospital addition.

It was GS&P’s ability to really listen to the organization’s needs and translate them into a design that really made this project a success. “They have gone from protesting the design to naming us their ‘Architect of the Year,’ ” said Jim Kolb. ■

Riverhouse Spirituality Center Overnight Stay Suites Sisters Residence Spirituality Center Parking Structure

“You don’t have to ask people how they feel about the space, They love telling you.”

—Jack Logue Former Chief Operating Officer St. Vincent’s Cancer Center

St. Vincent’s Cardiology Building

Left The morning sun awakens the chapels, solarium and terrace. They overlook a private garden which showcases river vistas. Above The Spirituality Center’s library opens to the terrace, garden and river.

Below The family lounge and kitchen beyond support the family overnight stay rooms.

St. Johns River

68228.00 bayshore pavilion at tampa general hospital Tampa, Florida Architecture, Engineering, Interior Design, Planning Sustainable Practice 2008 AIA People’s Choice Award Tampa Bay Chapter

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storm Shelter from the

Tampa General Hospital’s Bayshore Pavilion is a perfect example of a healthcare facility feeling the stress to provide everyday emergency services while also being adequately prepared for disaster. With an emphasis on disaster planning, TGH implemented more recommendations of Project ER One than any other facility in the country, and has since become a case study in preparing for the worst.

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Originally built as an urban public hospital, Tampa General Hospital, not unlike a majority of other hospitals, suffered from a limited site and increased patient volumes during its early years. New administration recognized the need for growth. One of the most challenging design issues was an extremely limited footprint on Davis Islands. The Bayshore Pavilion occupies the last unbuilt area on campus between the existing building, access bridge to the island and the seawall.

Of main concern—and often an afterthought in hospital design—were disaster planning issues, addressed early in the project by a Multidisciplinary Steering Team* including GS&P principal/project manager Bob Berry, AIA, NCARB, and project designer Jim Kolb, AIA. Taking guidance from Project ER One, the federally funded initiative to develop all-risksready emergency care facilities, the team incorporated emergency preparedness for medical, natural and man-made disasters. Special attention was paid to the hospital’s position as the only level 1 trauma center in west-central Florida, as well as its physical location on an island vulnerable to the effects of hurricanes.

Since all critical functions of a hospital must be above the 100-year flood plain and SaffirSimpson storm surge level, the new emergency department was located on the second level above dedicated emergency parking. Access to the facility employs a high-volume, airportstyle traffic scheme to ease maneuvering and assist traffic flow. If a mass casualty event causes a large influx of patients, the understory can function as the initial arrival point for triage and mass decontamination (up to 200 patients/hour) which can be accommodated

*The group, a Multidisciplinary Steering Team (MDST), included representatives of several GS&P offices, the hospital’s Emergency Medical team, trauma surgeons, radiologists, EMT, ED nursing, security, aero-medical programs, social services, law enforcement and EMS partners and other medical disciplines and related services.

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Above Although planned as a 280,000-square-foot, five-story addition, it was decided before construction began to add another story and expand the square footage to a total of 340,000 square feet. Below Elevated safely, the addition is above the 100-year flood plain and protects the emergency department from potential storm surge .

LOCKED SURGE CABINET WITH MED GAS AND ELECTRICAL

EXAM/TREATMENT POD WITH ALL ISOLATION ROOMS

SURGERY

“GS&P’s leadership in a collaborative design process with Tampa General has created an inspiring environment customized to our unique needs.”

CHEST PAIN

— Ron Hytoff Chief Executive Officer Tampa General Hospital

Right With thoughtful emphasis on preparing for disasters during the programming and design process, Tampa General Hospital has successfully equipped their emergency and trauma center with scalability for disaster.

Each of the universal exam/treatment rooms and trauma bays can be doubled up if needed.

Plus the 71 surge cabinets throughout the public areas and others will provide well over 200 patient care stations.

PHARMACY

ADULT

TRAUMA TRAUMA ENTRY

ADULT

CT CT

ADULT WAITING

TYPICAL POD OF 10 EXAM/TREATMENT ROOMS

FAST TRACK RADIOLOGY

WALKIN ENTRY PEDIATRIC

MRI

CAFE

PEDIATRIC WAITING AC 2NDCESS R LEV AMP EL E TO NTR Y

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with provisions already in place for shower enclosures with quick-connect tempered water for showers.

During design, several hurricanes battered Florida and the Gulf Coast, and were unfortunate reminders of the potential threat to Tampa Bay. Tampa General, originally designed to withstand code-required 120 mile-per-hour winds, increased the strength of the structural frame to withstand hurricane gusts of up to 140 miles per hour. With nearly 900 beds, TGH decided to “defend in place,” eliminating the danger of trying to evacuate large numbers of high-acuity patients while allowing service to additional patients after a hurricane.

The emergency department layout consists of six 10-room pods, one of which is designed with all isolation rooms capable of handling a SARS-like event. All of the 60 emergency department exam/treatment rooms are similar in size and services. Each is designed as a private room but can accommodate two patients in a surge event.

The pods are also designed to emphasize a healing, calming environment for patients. For instance, the emergency department’s pediatrics pod is designed with a nautical theme related to the island. Soothing colors and oceanic elements are provided throughout, from undulating soffits above to tide-like flooring patterns below. The nurses’ station resembles a fanciful boat, with brightly colored flags and waterlines painted on its hull, all designed to help ease anxiety and promote effective care.

Berry takes great pride in the team’s efforts, especially its impact on the region’s ability to respond to crisis. “As designers, we seldom hope certain aspects of a design won’t be put to the test. But as a resident of Tampa, I’m honored to know that our work has a direct and positive impact on the ability to save lives in time of disaster.” ■

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Above Left The pediatric department boasts portholes, sailboats, waves and other nautical elements, all designed to help ease anxiety and promote effective care.

Below Left Purposefully located with a calming view of the bay, the trauma ICU waiting area offers families an oasis during a stressful time. Many families stake claim to parts of the windowed area while loved ones receive days of treatment.

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an Urban Oasis

in the middle of

Suburbia

Tucked away in a nondescript shopping center in Charlotte, North Carolina, patrons are surprised to find a sleek and modern loft-style spa, art gallery and tea bar commonly referred to as “the spa with the cool ceiling,” says Scott Wilson, AIA, GS&P senior design principal. But there is much more to the Urbana Cityspa and Teabar than just its ceiling.

Early in 2005, GS&P was asked to design a prototype for a unique upscale spa. The client wanted a space with an urban look that also evoked a relaxing, rejuvenating feel. Their vision for this facility, a first of its type in the country at the time of its design, also included eight massage rooms, a custom tea bar, a retail space and a spacious lounge—all within 3,650 square feet.

The design team, led by Wilson and interior designer Kristie Nicoloff, IIDA, NCIDQ, overcame strict spatial limitations to present a design that remains as sleek, dramatic and unique as the owner’s concept.

The lounge and tea bar area—a newcomer’s first sight of Urbana Cityspa and Teabar—was envisioned as a posh lounge minus the pretense, drawing all parts of the spa together. This area would provide a place for relaxed socializing, sipping high-end teas and, after dark, enjoying wine, champagne and hors d’oeuvres. It would 84

24036.00 Urbana cit yspa and teabar Charlotte, North Carolina Architecture, Interior Design Sustainable Practice 2008 Retail Design Merit Award Design Works for IIDA Carolinas Chapter

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also encompass the retail offerings of the establishment. With such an ambitious plan for confined space, several measures had to be taken to achieve the intended atmosphere while providing smooth transitions between areas.

The high ceilings were left exposed, contributing to a New York City loft-like atmosphere and the illusion of larger space. At the center of the space, a bold and captivating undulating ceiling fixture is lighted from above, casting reflections that resemble water cascading across the floor. “As soon as guests walk into the tea bar entrance or walk from the reception into the lounge, they are drawn to it,” owner Nancy Goodwin says.

All of the spa’s windows are shaded only by Shimmer Screen beaded curtains. During the day, soft, natural light is filtered through, adding a further source of visual interest. At night, the dimmed lighting creates a sensual atmosphere.

A black granite tea bar serves as the focal point of the main space.

Beyond are sleek Italian sofas and chairs by Minotti. Xilo tile by Viva Ceramica and finishes that borrow the colors of various teas present a clean, uncluttered look. There is no heavy ornamentation; the few decorative objects placed within the interior reflect the formality and simplicity of a tea ceremony. The surroundings are open, yet intimate.

The massage areas consist of six single rooms and two couple’s rooms, in which 12 different types of massages are offered. These rooms surround the outside of the space, evoking a sense of embracing the lounge and tea bar. They are small and cozy, promising a soothing, intimate ambiance. “Accordingly,” Nicoloff explained, “more attention had to be paid to sound attenuation than might be expected.”

The owner’s wish was to convert a small, raw space in a suburban shopping area and transform it into an inspiring place that would provide a dual experience that rejuvenates both mind and body—a very private, tranquil massage, accompanied by socializing in a sophisticated yet relaxing environment. GS&P’s design granted that wish, and the experience and the space have proven to be extremely popular in Charlotte. Other Cityspas are planned for the future.

A rapidly growing client base also awards the design with its approval, making comments such as, “The atmosphere, with its stylish design and ambient lighting, added a sense of upscale tranquility.” Nancy Goodwin, President of Urbana Cityspa and Teabar said, “Thank you to GS&P for creating a space that created the buzz that creates Urbana clients.” ■

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Punctuating a pattern FOR

Learning Starting with the design of a three-building suburban office complex in Birmingham, Alabama, Wachovia Bank and GS&P have enjoyed a long and successful working relationship since the mid1990s. So when the bank decided to relocate their regional training center, GS&P was again tapped to reinvent the facility by creating a vibrant and welcoming environment for employees.

24059.00 Wa c h o v i a R e g i o n a l T r a i n i n g Fa c i l i t y Birmingham, Alabama Interior Design Sustainable Practice 2 0 0 7 IIDA B e s t o f C o r p o r at e i n t e r i o r D e s i g n awa r d Alabama Chapter

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Top The distinctive painted grid pattern on the feature wall is punctuated with translucent panels.

Bottom Inside the training rooms, the grid introduced in the seating area becomes a series of functional tackboards and whiteboards.

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Wachovia told the GS&P design team, headed by Julie Roquemore, IIDA, exactly what they wanted. They envisioned an environment that stressed education as a fun experience and one where people would want to spend time. Existing furniture, equipment and A/V components had to be reused, but the center needed to be an aesthetic departure from their general office space. Most importantly, as the center intended to train employees at all levels of the company, they wanted the new training center to represent their commitment to training.

The design team started by reinventing the space. Some ceiling areas and pipes were left exposed. Curving walls were painted in a grid pattern with vivid colors. Punctuating the pattern, translucent windows were included among the squares. Visitors walking in the corridors can catch a faint glimpse of what’s going on in the classrooms. The grid pattern becomes tackboards and whiteboards inside the classrooms.

There is a high energy level in the space, enhanced by the use of varied geometric shapes, patterns, colors and contrasts between finished walls, bright blue soffits and exposed

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structural elements. Fifteen classrooms, a self-guided training room, numerous breakout areas and several informal zones where employees can check email, make phone calls and relax between classes complete the space.

GS&P was awarded the Alabama IIDA Chapter’s 2007 Best of Corporate Interior Design Award, but the real winners are the Wachovia employees.

Sharon Tucker, Wachovia’s Corporate Real Estate Portfolio Manager reflected, “This project was very successful, especially when you look at the timeline, complexity of the technology and relocation process. I take a lot of pride in [it]… and still like showing it off.”

Tiese Stroup, site coordinator of the learning center, quoted some of the trainers: “This training center is so different from others, and we love training here.” “The technology is great.” “…Ranks up there with the corporate training center in Charlotte.”

Stroup herself declared the facility, “Awesome.” ■

Above The custom reception desk contrasts with the plan’s curving elements while incorporating the color scheme.

Left The breakout area acts as a central place for trainees to break from learning.

Upper Left The vertical curve reflects other forms used in the building both in elevation and plan form. It also sets the tone for architectural forms within the training center.

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20877.24 Wa l m a r t N a s h v i l l e s o u t h S to r e # 6 8 8 Nashville, Tennessee Engineering Sustainable Practice

iver uns

th ough It

A south Nashville site abounding with challenges provided a unique opportunity for GS&P to meet client needs, clean up the environment, and improve the community.

The aging WalMart store on Nolensville Road in Nashville, Tennessee, was the third highest performing store based on sales per square foot in the country. But time had taken its toll, and the store was in need of expansion and renovation in order to continue to meet the needs of the rapidly growing community. Insufficient property made expansion at the current site impossible, so the owner’s real estate group located an underdeveloped piece of property in an ideal location with a footprint large enough to accommodate a new store.

GS&P was retained to evaluate and develop the proposed site. Developing environmentally sensitive concepts and obtaining permits was a daunting task that took five years and involved working through Metro Nashville Zoning Regulations, TDEC Water Quality Regulations, USCOE 404 permitting and Walmart development criteria.

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The challenge to developing the site was to create a building pad large enough to support both the retail store and ample parking space while protecting a TDEC 303 (d)-listed stream that crossed the site. Although the available property was of adequate size to support the development, it was split diagonally by the Whittemore Branch creek. Engineers and landscape architects worked together to explore opportunities to develop the site in a way that would enhance the environment and the community as well as accommodate the owner’s needs for development. One unusual aspect of a development of this type was the overwhelming community support this project received. Many local homeowners, businesses and churches rallied around the prospect of a new development that could replace the existing eyesore.

A full range of GS&P engineers was utilized in this development project. Landscape architects designed a creekside greenway including a pedestrian bridge over the creek and a revegetation plan for repairing the creek buffer where a trailer park previously stood. Traffic engineers conducted on- and off-site traffic studies and recommendations for traffic flow and signal improvements. Hydraulic and hydrology specialists incorporated floodplain and storm water routing, pervious pavement, LOMR permitting and storm water detention. Our bridge specialists designed six structures including two that provided parking and two that routed storm water across the creek to the detention basin. Site design engineers were tasked with the overall site grading and layout, parking layout and storm sewer design. Environmental engineers managed phase 1 & 2 site assessment, infiltration/inflow elimination and sanitary sewer design. Regulatory and zoning approvals for the site were managed and obtained by site design engineers.

Right, Top to Bottom The Walmart property was previously home to a rundown trailer park that directly discharged waste and raw sewage into the creek, as well as a local honky-tonk that was a regular stop for Metro Police.

By removing the existing property tenants, which included approximately 45 mobile homes situated precariously along the creek’s banks, the Walmart development at this site greatly improved the water quality of the Whittemore Branch creek.

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Top The Walmart site spans 42 acres, with the Whittemore Branch creek flowing from the southwest to the northeast corner of the property. Located on Nolensville Road, just south of the Old Hickory Boulevard, the new store gross square footage totals 203,819. Above The green highlighted area shows the entire site including the trailer park. The orange line represents Whittemore Branch creek.

This combination of engineering professionals formed a plan to develop the site that allowed the creek to remain in place and undisturbed by construction. The focal points of this unprecedented Walmart design are the six bridges that cross the creek and connect the parking lot to the front of the store. The position of the bridges allows natural lighting to flood the creek, providing an enhanced natural habitat for the endangered Nashville crayfish. Not only was the creek left intact, but GS&P went a step further by relocating and upsizing a sewer line that had serious infiltration/inflow problems, stabilizing a seriously eroded portion of the creek and reestablishing one of the creek’s tributaries to return it to its natural course. These actions notably improved the water quality of the creek to the point that this section should be removed from the impaired list in the near future. One additional highlight of the design is the fact that the bridges and landscaping were integrated into the site in such a manner that the 95

bridges seem to disappear into the overall site design. Saya Qualls, Chief Engineer for the Tennessee Department of Environment and Conservation, Division of Water Pollution Control said, “The development of the Walmart site represented a successful collaboration between the engineer, the developer and the state and local regulatory agencies to employ green infrastructure practices to improve and protect the water quality of the creek that runs through the site.”

To continue with the site’s green design, GS&P planted 250 trees in the area, installed green rather than concrete islands in the parking area and utilized porous pavement in the parking lot, which allow heavy rains to be absorbed back into the ground and the creek.

The concept of allowing a creek to flow between the building and the majority of the parking was so novel to Walmart that they dubbed the site “A River Runs Through It.” ■

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A healing environment emerges from

logic a n d efficiency

Since 1956, Wayne Memorial Hospital has proudly served a large rural area in southern Georgia. Through the years the hospital had gone through numerous renovations and expansions, creating a maze of hallways and department adjacencies that were not advantageous to a healing environment and created an inefficient workplace.

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23972.00 WAYNE MEMORIAL HOSPITAL Jesup, Georgia Architecture, Engineering, Interior Design Sustainable Practice

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For example, a patient needing a cesarian section required transporting a woman in labor past public areas of the hospital, through multiple turns and corridors along the path to the operating room. It was clear to the hospital’s administration that a new facility was necessary.

Before a floor plan was even created, GS&P architects, planners and engineers met with hospital staff to understand the operational processes currently taking place throughout the facility, including patient and material flow. GS&P healthcare strategist, Marc SauvÊ, led studies to review the flow of operations, Above The hospital is filled with natural light that pours through the numerous windows, especially those at the ends of corridors. There are even windows in the post-anesthesia recovery unit to help encourage patients. Above Right and Right The interior design uses colors and materials that reflect its natural environment—the low coastal terrain and its vegetation. It fits very comfortably in the context of southeast Georgia.

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Right Charming outdoor dining allows for staff as well as family members visiting patients to get some fresh air.

systems and functionality to create a plan from which department locations and adjacencies could be culled. In the case of Wayne Memorial it was decided to locate all hospital registration—inpatient, outpatient and emergency department—in one place. Marc’s research also helped shape how the staff worked.

Hospital administrators were able to implement many of Sauvé’s suggestions while still operating in the old facility.

In the new facility, the operational efficiencies that were planned and designed into the building helped alleviate wait times by 50 minutes in the emergency department. The early process mapping also significantly improved both patient experience and safety. Although the hospital area grew from a one-story building to four stories, travel distances within the hospital and the chance for medical errors have been greatly reduced. Labor and delivery

rooms are adjacent to surgical suites, so a need for immediate procedures is not delayed by a long journey through corridors and around corners.

Another important feature that the hospital staff wanted implemented was creating a healing environment for patients. GS&P architects and interior designers designed several features that accommodate patients’ families such as kitchens in waiting rooms and a charming outdoor dining venue and a small chapel.

Space in the hospice room was doubled. Also a clear delineation between public and private sectors stresses patient dignity and privacy.

An unforeseen challenge to the team was the sudden rising cost of construction labor and materials. Between the project kickoff and the start of construction, Hurricane Katrina caused the costs to soar nearly 10% higher than

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expected, putting the project suddenly millions over budget. The team and the hospital administration worked together to revise the budget and reduce the size of the new building, bringing scope and cost down. This was made possible by the administration’s purchase of a nearby armory, to which they relocated services that don’t directly impact patient care, such as accounting and administration.

The new hospital was built on the same location as the old facility, which created a hurdle for design and construction. Its location near a major state highway and convenience to the community was a key driver in the decision to use the same site, but keeping the existing hospital functional while building a new facility required major coordination and careful planning. Joe Ierardi, Wayne Memorial Hospital’s President and CEO, recalls, “People expect me to tell them this project was a huge headache, but it wasn’t because we had experts with us.

We put our trust in them, and in our employees, and all parties delivered.”

Even with the challenges, Wayne Memorial Hospital moved into their new facility ahead of schedule, with the transfer to the new facility occurring in September 2007. The partnership between GS&P and the hospital staff produced a facility that residents of Jesup, Georgia, will be proud of for many years to come. ■

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“Everything that was promised… was delivered. And then some.

The firm has always gone above and beyond what was expected.

[The] project was able to exceed all of its targets and goals, and the citizens in our service area are thrilled by this new, state-of-the-art building…”

— Joseph P. Ierardi President of Wayne Memorial Hospital

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&Purpose

Diversity A congregation’s new home reflects its

The Word of Life Church is a 26 year-old nondenominational congregation with a somewhat nontraditional style of worship ill-suited to their original building. After quickly outgrowing it, they purchased a 172acre parcel of land on which to realize their vision of a ministry not limited by facility or size restrictions. When GS&P first met with the congregation, which numbers between 2,000 and 3,000 members, Jim Griffo, AIA, and his design team were immediately struck by the ethnic, racial, social and economic diversity of the membership. That diversity became the foundation of the design.

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23109.00 W o r d o f L i f e C h u r c h C h r istia n C e n t e r Birmingham, Alabama Architecture, Interior Design Sustainable Practice

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At first glance, the 56,000-square-foot structure, cascading down the ridge line of the property, appears as one building. Upon closer inspection it is actually two linked buildings: the worship center and an education building.

Different materials, brick patterns and colors combined with a seemingly random placement of windows break down the façade of the two buildings; distinguishing each of them as separate buildings, with unique personalities. These diverse elements purposely reflect the diversity of the people inside the buildings.

The larger building houses an assembly area, or worship center, seating 1,500 people. It has a nautilus shell floor plan, delineated by curved walls and an arc where floor coverings transition from carpet to tile. A dark, soaring ceiling hides lights and suppresses sound, all the while helping this vast space seem intimate.

The second building is devoted to children’s classes and worship services. It is, however, anything but a typical religious space. Corridors and worship spaces are painted in an array of 18 vibrant colors. Windows of varying sizes have been punched through walls in surprising places, to both reflect the random nature of the exterior windows and to bring more light into interior rooms.

The whole effect invites celebration, not just in the children’s areas, but also throughout the building.

Jim Griffo thinks one of the unique things about the project is that people don’t expect it to be a church. Once they realize it is a church, the reaction often is: “Well that’s pretty cool. Somebody really did something different,” a sentiment that fits comfortably with the congregation’s view of itself. The design/builder of the project, Myrick, Gurosky & Associates, recently reported that the congregation has experienced considerable growth since moving into their new home. Because community outreach is one of the most important

parts of their ministry, one could say that the project has clearly been a success. ■

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Right The worship center is wrapped in a common area, or lobby, that is bathed in light from expansive curtain wall windows during the day. The space includes a coffee cafe, bookstore and comfortable seating areas, making it a perfect place for gathering and fellowship before and after services.

Far Right The children’s game area is enlivened by varying paint colors, carpets and vinyl flooring which bring life to the spaces even on a tight budget.

Right The worship space looks and feels like a permanent sanctuary and provides an intimate worship experience throughout the room.

But with seating that is half stadium and half flexible seating on the floor, and dual projection screens, it can function as a multipurpose space for fellowship events, dinner theater and other activities. The carpet performs an acoustical function in the worship center, and the tile in the lobby/ common area provides ease of maintenance.

Right The floor plan for both the buildings and the two levels. Far Right The varying motifs of the exterior reflect the diversity of the congregation. A simple palette of three brick colors and metal panels provides visual interest.

PHOTOGRAPHY CREDITS Aerial Innovations of Tennessee, Inc. Walmart Nashville South Store #688 Tim Buchman Urbana Cityspa and Teabar Coldsnap, John Gregor Amery Regional Medical Center Creative Sources, Rion Rizzo Tampa General Hospital Chris Cunningham Richmond International Airport Joe Lapeyra Florida Hospital Altamonte, St. Vincent’s Medical Center Monique Larroux Alfred Williams & Company Joel Lassier Johnston, Allison & Hord Chad McClaron Briley Parkway and I-40 Interchange, Briley Parkway Phase IV: Two Rivers Roundabout, McEwen Drive Single Point Urban Interchange Rob Pepple Wayne Memorial Hospital Quadrant Photography, Ted Wathen Rawlings Group Headquarters Neil Rashba Florida Hospital Altamonte Mike Rixon Ring Power Corporation Bob Schatz Community Health Systems Corporate Headquaters

SPECIAL THANKS TO Adrienne Chase of Aquent, Sarah Buckland of the Buckland Group, Maine Proofreading Services, and Daniel Boone with Lithographics Printing

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