Page 1

D O O W H T U R 9 O E E S T S A N E C NT ICAL CE E S H OW N A M E MED R E P R ENSIV E S I A K PREH D D E S I G N COM R - F O C U S E GR

RTN N D PA ITH A M S , M E SHA

M A ME

BE

ERS


A MEMBER-FOCUSED D E S I G N


Kaiser Permanente Southwood Comprehensive Medical Center LOCATION

Jonesboro, Georgia C L IENT

Kaiser Permanente SERVIC ES

Architecture Interior Design Civil Engineering Mechanical, Electrical, Plumbing Engineering Environmental Graphics and Wayfinding Landscape Architecture


H

K AISE R PERMANE NTE SOU THWO O D C O MPRE H E NSIVE ME D I CA L C E NTE R

1 51

eadquartered in Oakland, California, Kaiser Permanente is one of the nation’s largest not-for-profit health plans, serving more than 10.6 million members across the United States. As part of a strategic growth initiative for the Atlanta market, Kaiser Permanente sought to expand and renovate its Southwood Comprehensive Medical Center facility in Jonesboro, Georgia, to improve its medical efficiency, technology, and ability to meet the needs of a growing community. In 2011, the healthcare leader selected GS&P to provide comprehensive building design, site layout and phasing plans for the project. The three-phase expansion and renovation of the outpatient medical center included a 5,500-square-foot addition to the existing 40-year-old structure (Building 1), a new 65,000-square-foot multispecialty building (Building 2), and a 58,000-square-foot renovation to revitalize and transform the original areas of Building 1.

“We were tasked with developing a design that was guided by Kaiser Foundation Health Plan’s design guidelines, which are nationally instituted,” says architect Adam Smith. “Although we’d previously been involved in some design competition work with Kaiser Permanente that put us on their radar screen, this was our first official project with the organization. We went through goal-setting and visioning exercises at the beginning of the effort to gain a better understanding of what they wanted to achieve with this project and how we could incorporate our own design solution with their established standards. A big part of setting those goals was simply listening to the client and talking through their needs.” As a result of those early visioning sessions, the team identified three major project goals: promote efficiency, provide a “Total Health Environment,” and respond to the organization’s responsibility to society.


PHASE I PHASE II PHASE III

Provide for an immediate need of Imaging technology

5,500-square-foot addition (BUILDING 1) Expand a variety of medical clinics

65,000-square-foot addition (BUILDING 2) Revitalize and transform the existing facility

58,000-square-foot renovation (BUILDING 1)

ADAM SMITH, ARCHITECT

152

SHOWCASE 9

“We went through goal-setting and visioning exercises at the beginning of the effort to gain a better understanding of what [Kaiser Permanente] wanted to achieve with this project and how we could incorporate our own design solution with their established standards. A big part of setting those goals was simply listening to the client and talking through their needs.�


Existing nurse work areas in hallways

K AISE R PERMANE NTE SOU THWO O D C O MPRE H E NSIVE ME D I CA L C E NTE R

1 53

PROMOTING EFFICIENCY

New nurse station. Orange accents highlight all staff work locations so that visitors intuitively know where assistance can be reached.

Intuitive wayfinding, a seamless continuity between the new and Acknowledging that the needs of existing facilities, and flexible clinic modules came together to the healthcare market can rapidly produce a more efficient design for the client. change, clinics were designed with “Medical centers can be extremely difficult to navigate,” notes standardized exam room modules, interior designer Ashley Wood. “To create a more patient-friendly giving staff the flexibility to expand or experience, we incorporated bold colors and clear and concise focal reduce a clinic’s exam room quantities points that enhance wayfinding. For example, we used orange accents based on need. to highlight all staff work locations so that visitors will intuitively “The incorporation of flexible know where assistance can be found in any department. clinic modules will allow the building The consistent use of finishes throughout the facility “To create a more also provides clear direction.” to adapt to changing patient-friendly “Graphics and signage were another key considclinical needs without having to incur major eration in the design,” adds architect Clint Harris. experience, we “Wayfinding cues, such as the use of supergraphics in renovations,” explains incorporated public areas, ultimately led to an additional level of Smith. “Standardizing distinction between public and staff zones.” the exam rooms means bold colors and To support operational efficiency, the layout of the that whether you’re in clear and concise medical center was developed to create a seamless oncology, urology, pedifocal points connection between the new and existing buildings atrics or primary care, while also providing a secondary entrance. Direct all of the rooms are set that enhance public and staff connections were made between up exactly the same wayfinding.” the two buildings, further promoting efficiency as so staff can flex back well as continuity. and forth between the “To connect the new building to the original medical various specialties. The center, we designed a two-story glass lobby that was hospital’s existing clinic inspired by Kaiser Permanente’s ‘Thrive’ campaign, modules simply didn’t allow that flexibility.” which focuses on the total health and wellness of its staff and members,” says Harris. “The new connecting lobby ASHLEY WOOD, promotes physical movement and features a monumental staircase for easy access from one clinic floor to the next.” INTERIOR DESIGNER


BUILDING 1 (1970)

BUILDING 2

154

SHOWCASE 9

Waiting area for clinics on second floor of Building 2

Existing chemotherapy infusion

Renovated chemotherapy infusion


PROVIDING A TOTAL HEALTH ENVIRONMENT

K AISE R PERMANE NTE SOU THWO O D C O MPRE H E NSIVE ME D I CA L C E NTE R

1 55

Incorporating Kaiser Permanente’s signature brand elements throughout the facility was key to creating a Total Health Environment—a member-focused initiative for the organization. Senior architect Brent Hughes explains: “Kaiser Permanente is unique in being a nonprofit integrated health plan that provides healthcare to its patients—or members, as Kaiser Permanente refers to them. They treat patients more like consumers who have a choice in their healthcare. Kaiser Permanente’s mission is to take care of the customer and make sure they have nothing but a positive experience in their encounters. The organization also wants people to have a consistent experience at every location—whether it’s a clinic in Georgia or a hospital in California. Kaiser Permanente’s philosophy is that great brands evoke emotional experiences, and they wanted their customers to experience the ‘Total Health’ promise that’s featured in their advertising campaigns. This idea extended to the rebranding effort for the hospital’s exterior as well as the design of the new entry for the facility.” To highlight the Kaiser Permanente brand, the design team oriented the entrance for Building 2 toward the site’s primary traffic artery. The increased visibility allows its sleek metal-panel facade featuring the organization’s distinctive logo to act as a billboard and key piece of wayfinding. The new entrance combines several clinic registrations, significantly reducing congestion at the medical center’s main entrance. Design features throughout the new and renovated interiors also support Kaiser Permanente’s Total Health Environment by inspiring visitors to lead a more active lifestyle. “As you enter Building 2, there’s signage that points out areas of active-occupant design,” notes Smith. “For example, visitors are encouraged to take the stairs instead of using the elevator. Kaiser Permanente is devoted to keeping patients healthy, and our design solutions support their various initiatives for preventive care.”

“...they wanted their customers to experience the ‘Total Health’ promise that’s featured in their advertising campaigns.” BRENT HUGHES, SENIOR ARCHITECT


Existing lobby

156

SHOWCASE 9

New lobby, Building 2


Energy-efficient rooftop mechanical system with energy recovery

100 percent of roof drainage is captured in cisterns for site irrigation

Energy-efficient LED light fixtures

K AISE R PERMANE NTE SOU THWO O D C O MPRE H E NSIVE ME D I CA L C E NTE R

1 57

The facility maintains performance by incorporating a well-designed thermal envelope, energy-recovery units, occupancy sensors, and full energy monitoring reported to Kaiser Permanente's regional headquarters.

Stormwater runoff from the buildings' rooftops is collected in a 65,000-gallon underground water cistern. This provides 100 percent of the site's irrigation needs. More than 50 percent of wood-based materials and products used in construction are certified in accordance with the Forest Stewardship Council's principles on forest management.

To maximize efficiency in all aspects of the project, the multidisciplinary effort was coordinated throughout design and construction via the use of Building Information Modeling (BIM). The end result is a functional and flexible model that Kaiser Permanente can use facility-wide.

Materials that contain lower levels of VOCs were selected to reduce the quantity of air contaminants.

Thirty percent of all building materials contain recycled content, which reduced the demand for virgin materials. Twenty-five percent of the materials used were sourced from within 500 miles of Jonesboro.

Alternative transportation strategies include bicycle racks and showers, and preferred parking spaces for lowemission vehicles.


RESPONSIBILITY TO THE ENVIRONMENT AND COMMUNITY

158

SHOWCASE 9

Known for their environmental stewardship, both GS&P Sustainable design features and Kaiser Permanente agreed that creating a sustainable such as dual-flush toilets, waterless and energy-responsible facility would increase the medical urinals, and low-flow faucets and center’s long-term viability and make it a better steward of showerheads were incorporated the surrounding community and its vital resources, such into the interiors, reducing water as water and energy. consumption by 20 percent. “Sustainability and maximizing Below ground, a 65,000 -gallon ® “ENERGY STAR energy efficiency were key guiding water cistern collects rainwater principles for the project from sets a target of 100 runoff from the buildings’ roofthe very beginning,” says engitops and provides 100 percent EUIs—or energy neering project manager John of the site’s irrigation needs. use intensity—for a Diminishing the demand for virgin Horst. “We conducted a life-cycle cost analysis that evaluated not facility of this type materials, 30 percent of all building only the initial cost of purchasmaterials contain recycled content. and size. Since ing and installing the building’s Twenty-five percent of materials mechanical systems but also the renovation and used were sourced from within the operating cost over the 500 miles of Jonesboro. expansion effort, lifetime of the facility. Working Also contributing to the facility’s closely with Kaiser Permanente, Southwood now has LEED Silver status are features that we ultimately selected an extremely promote the overall health of an EUI of 78, 22 occupants, such as low -VOC efficient mechanical system that materials to improve indoor helped us meet our goal of achiev- percent lower than air quality, recycled content in ing LEED Silver certification.” our benchmark.” indoor finishes, and providing Other energy-reduction measures include a well-designed for alternative transportation means. thermal envelope, energy-recovery units, occupancy sensors, and full energy monitoring reported to Kaiser Permanente’s regional headquarters. JOHN HORST, “In terms of overall perfor® ENGINEERING mance, ENERGY STAR sets a target of 100 EUIs—or energy PROJECT MANAGER use intensity—for a facility of this type and size. Since the renovation and expansion effort, Southwood now has an EUI of 78, 22 percent lower than our benchmark,” adds Horst. “I truly believe the active dialogue and coordination between GS&P and Kaiser Permanente played a pivotal role in this accomplishment.”


K AISE R PERMANE NTE SOU THWO O D C O MPRE H E NSIVE ME D I CA L C E NTE R

1 59

AN ELEGANT DESIGN SOLUTION Providing additional medical services and patient capacity by nearly doubling its size, the revamped Southwood Comprehensive Medical Center meets the needs and goals outlined in Kaiser Permanente’s strategic market expansion plan. Through careful coordination with the owner, the team successfully implemented the desired member-focused design and completed the expansion and renovation effort several million dollars under budget. “As a full-service project, Southwood is a great example of what makes GS&P successful: a multidisciplinary effort to understand and realize the client’s goals,” says Hughes. “Working as a unified team, we provided an elegant solution that meets Kaiser Permanente’s high standards for design and quality. Due to the success of the Southwood project, GS&P is now a member of Kaiser Permanente's Preferred Provider program, which has selected us to provide professional services for numerous projects going forward.” “We have worked with GS&P on numerous projects over the last five years,” says Stephen Cox, Manager of Facilities Design and Construction at Kaiser Permanente. “Their collaborative spirit and design leadership have exceeded Kaiser Permanente’s expectations and helped transform our vision into reality. By focusing on our goals and the membership experience, GS&P has consistently delivered projects that are safe, efficient, sustainable and an integral part of the communities we work in.”


TE A M

PIC Steven P. Johnson, aia, ncarb PD Brent Hughes, aia, ncarb, edac, leed ap PM John R. Horst, p.e., leed ap, cpd PP Adam Smith, aia, ncarb, leed ap PC Clint H. Harris, aia ID Ashley S. Wood, rid, ncidq, iida

Tisha Bandish Bill Butler Brennon Clayton Chandra Clonan Joyce Ferguson James R. Harding, segd Justin Hethcote, p.e., leed ap bd+c, cxa Christopher D. Hoal

“By focusing on our goals and the membership experience, GS&P has consistently delivered projects that are safe, efficient, sustainable and an integral part of the communities we work in.”

Michael D. Hunkler, p.e., leed ap, env sp Deanna Kamal Melissa Long, eit Mack McCoy, aia, ncarb, leed ap E. Michele McMinn, iida, leed ap id+c, edac David V. McMullin, p.e., leed ap Jeffery E. Morris, aia, leed ap, lean, edac, ncarb Terence S. Mulvaney, rla, clarb Parhem Penn O'Briant Tim A. Rucker, segd Trey Rudolph, rla Jane S. Skelton, ncidq, iida, edac, leed ap William Curtis Smith, p.e., leed ap bd+c

STEPHEN COX,

Kristen Vaughn, leed ap

MANAGER OF

Bogue M. Waller, p.e.

FACILITIES DESIGN

Jack E. Weber, iida, mcr, leed ap

AND CONSTRUCTION,

Johnathan C. Woodside, p.e., leed ap o+m, c.e.m., gbe

KAISER PERMANENTE


.GRE S WWW

HA M S

MI

M/S TH . C O

H OWC

AS E

Showcase 9 - Kaiser Permanente Southwood Comprehensive Medical Center  

Showcase is Gresham, Smith and Partners' annual collection of employee-submitted projects, reviewed and selected by an external panel of jud...

Advertisement