March 14th, 2013
For its February issue, Interiors & Sources focused on what’s ahead for the healthcare industry and profiled the Los Angeles Center for Women’s Health. Editor Robert Nieminen wrote in his editorial that HMC’s design is “shattering age-old expectations of what a visit to the doctor’s office should be like. At first glance, the center appears to be a cross between a spa and a contemporary office space—which was intentional, of course.”
Pam Maynard, CID, principal and director of interior architecture at HMC, explains, “We spent a lot of time with potential clients from L.A. and asked them what types of environments they felt would be most comfortable in which to receive medical care. And the places that they asked for were places that seemed to be very peaceful. The environment itself participates in the healing process by offering a space that’s reminiscent of a calming spa where women go to relax and de-stress.”
January 31st, 2013
By Raymond Pan, Design Principal
The First People’s Hospital in Shunde was topped off on January 15, 2013 for all its concrete structures. The ceremony was attended by the highest provincial officials and delegation from Chinese central government. The project is well noted by the Chinese central and provincial governments for its unique design and successful implementation. In fact, the Governor of the province tours it on regular basis.
In the photograph, the officials and the local architect are setting the monument stone for the topping off ceremony. The characters on the monument say, “Topping Off Commemoration.” Since it is a predominantly concrete structure, they don’t sign last beams to put in place. The photos below show the 19 stories tall (79 meters) inpatient tower and outpatient building.
The next phase of the construction is the assembly of the steel framework for the Eco Atrium and exterior envelope system. The project is currently scheduled for completion during the first quarter of 2014.
January 18th, 2013
Bob J. Kain, AIA, ACHA, principal and healthcare market leader of HMC Architects, announced his retirement today. Kain has been with HMC since 1981 and will officially retire on March 1, 2013.
Since 1981, Kain has played an integral role in the firm’s leadership and managed all aspects of healthcare facility development for the firm. He most recently served as principal in charge for several large replacement facilities including the new Kaiser Permanente (KP) Fontana Replacement Hospital and the KP Downey Medical Center. Over the years he has worked side-by-side with multi-tiered healthcare systems to implement master plans, build new medical center campuses, complete seismic remodels, and improve the overall operational viability of aging facilities. He excelled in the planning, programming, design, and construction of complex projects—some of which took more than a decade to complete.
During Kain’s tenure, he led HMC through substantial growth and developed its outstanding reputation for innovation in healthcare planning, garnering recognition from the American Institute of Architects Academy of Architecture for Health, Modern Healthcare, and Healthcare Design magazine. From 1995 to 2000, he served as HMC’s President/CEO, and from 2000-2004 as its Chairman of the Board, directing the firm’s corporate governance and its strategic vision. Kain helped expand HMC from a single office to an international firm with ten offices. He was responsible for hiring and mentoring new leaders within the budding firm, many of which are still at HMC today.
December 12th, 2012
In the November issue of Interior Design, HMC was published as a newcomer to the magazine’s Healthcare Giants list. With healthcare interior design billings of $3 million, HMC ranks #29 nationally.
According to the magazine, its’ annual 2012 Healthcare Giants survey “reveals that the temperature is rising in this sector of the industry, especially if you look at the number of design staffers hired for healthcare… Hospital projects garnered the largest fees in 2012, bringing in a total of $226.54 million, while assisted-living facilities brought in the least at $2.04 million. Breaking down hospital projects even further, community hospitals account for 48 percent, academic hospitals account for 27 percent, specialty hospitals 14 percent, and 11 percent were counted as other.”
November 19th, 2012
“In Healthcare Design, Start Team Effort Early,” Building Operating Management, November 2012
By: George Vangelatos AIA, LEED AP, EDAC,
Design Principal, HMC Architects
It’s no surprise that the healthcare industry, one of the single largest variables impacting our nation’s economy, is constantly scrutinized for its lack of efficiency and effective use of resources, from both a financial and physical perspective. Those of us involved with designing and upgrading these facilities are constantly challenged to do more with less. This necessitates that planning coordination to maximize design value is vital in the design process. To create a healing environment, that also addresses reduction of waste and achieves efficiency, requires a genuine commitment and a nuanced understanding of all the variables defining a high-performance, healthcare facility.
The design process of a medical facility involves the review of thousands of factors. Though many of these are consistent from project to project, what may not be consistent is the timing of their consideration and the team members involved in the evaluation process. Early team integration and expanded decision making involving a range of disciplines can lead to lower life cycle costs and significant design and construction cost savings.
Many project teams and owners are seeing the value of shifting the investment of time and resources to earlier in the process to help foster these opportunities. In fact, the new LEED for Healthcare v2009 recently added “Integrated Project Planning and Design” as a prerequisite for certification. To meet this prerequisite, the project must demonstrate that key team members are involved at the concept stage, in the process that includes the development of the Owner’s Project Requirements document, as well as the LEED checklist. This makes every team member, and the owner, accountable for the early decisions being made. By using an integrated team approach, critical decisions and input from team members occur early and provide tremendous value to the design at the optimal time. It becomes a process that encourages the search of new creative integration and optimization, with a clear set of goals and metrics in place. This approach allows owners to be delivered a facility that promotes the “ideals” vs. “make do’s” in the design. Team members tend to approach the design process starting with a blank page. Imagine if each stakeholder was asked to idealize their design parameters. If we pose a question – what would you do if you had no constraints?
Early sharing of the various perspectives that go into the design of a facility, and its operations, broadens the decision-making process and more effectively validates the end results of the design for owners and facility managers.
To demonstrate this concept, the article “In Healthcare Design, Start Team Effort Early” highlights perspectives from the owner, architect, contractor, and mechanical engineer on design parameters being considered early in the design process for a new healthcare facility, such as building gross square footage, department adjacency, building envelope and building mechanical system. These collective views depict a range of ideas and thoughts as they pertain to individuals with a particular focus or expertise; not including this depth of perspective would limit the ultimate design solution and building performance.
READ FULL ARTICLE >>
November 15th, 2012
HMC is expanding its healthcare practice with the addition of two new hires: Juan Balas in our San Francisco studio and Michael Williams in Phoenix.
Juan Balas joins HMC as a Senior Project Manager and leader of the firm’s healthcare practice in Northern California. He brings more than 18 years of professional experience primarily in medical planning, healthcare design, project management, and has extensive experience and expertise in engineering coordination. His work experience ranges from new medical campuses to remodeled facilities. Juan’s client service, technical experience, and team leadership make him a vital member of HMC’s growing healthcare practice. Prior to joining HMC, Juan was a project architect at Rafael Viñoly Architects in San Francisco.
“We’re excited to have Juan join the team. His proven background in the coordination and management of complex projects will be an asset to our firm as we continue to grow,” said Forrest McMullen, AIA, ACHA, LEED BD+C, principal at HMC Architects. “Juan brings a unique balance of detailed technical knowledge and larger scale planning expertise. His skillsets truly complement HMC’s design strength and he’s already been a tremendous addition to our team.”
Michael Williams joined HMC’s Phoenix operations as a senior medical planner. Michael’s 24 years in the profession have been focused on healthcare planning and design. He has provided planning and design services for healthcare projects in 13 states and three foreign countries, with experience ranging from smaller departmental remodels to critical access hospitals and large-scale international facilities. Michael brings specialized skills in strategic facility planning, needs analysis/studies, market analysis, master planning, programming, space planning, design, and project management. He owned his own firm for 15 years and over the last eight years he served as a specialized healthcare planning consultant working in association with design firms and directly with healthcare entities.
“Michael brings an extensive background in medical master planning and strategic planning aimed at assisting our clients in arriving at optimal solutions to meet their needs immediately and over time,” said Erik Hanson, principal at HMC Architects. “Michael is also a strong designer with exceptional technical skills. He is an asset to any team, and an excellent addition to our office. We look forward to introducing him to our southwest clients and the Phoenix market.”
October 15th, 2012
Contract magazine published the Los Angeles Center for Women’s Health in its October issue, which covers design as a solution for health. John Czarnecki, Editor in Chief of Contract, focused this issue on, “seeing examples of the impact and power of design in solving global problems can be a source of inspiration, no matter the scale or location in which designers are practicing.”
The article on the Center for Women’s Health highlights Dr. Ari Babaknia’s original vision for the project, which was for a comfortable inviting space where busy professional women can satisfy many of their medical needs under one roof. The facility offers treatment and management of health conditions, screenings, risk assessments, wellness, and health education. HMC’s Pam Maynard and her design team helped Dr. Babaknia’s vision become a reality by designing a facility that possesses the character of an upscale spa and aligning it with the quality and caliber of care provided by the Center.
September 26th, 2012
By Bob Kain, AIA, ACHA, Principal
Last week, Sandy Smith, Senior Vice President, Real Estate, Facilities, Construction and Operations at Hoag Hospital, and I hosted the second advisory board meeting of the Cal Poly Pomona (CPP) Healthcare Architecture Initiative at Hoag Hospital in Newport Beach. Eighteen colleagues came together from DPR, Jones Lang LaSalle, SnyderLangston, WareMalcomb, HOK, Health Care REIT, PMB, McCarthy, and Nelson-Okerlund, to discuss the future of the industry and the implications for the expansion of CPP’s healthcare architecture curriculum with Michael Woo, Dean, CPP College of Environmental Design; Hofu Wu, Professor, CPP Department of Architecture; and Judith Sheine, Chair, CPP Department of Architecture.
September 3rd, 2012
Healthcare Facilities Symposium and Expo
October 2-4, 2012
The Institute of Healthcare Improvement (IHI) was established in 1991 with the mission to lead the improvement of healthcare throughout the world. It focuses on motivating and building the will for change; identifying and testing new models of care in partnership with both patients and health care professionals; and ensuring the broadest possible adoption of best practices and effective innovations. This presentation is a case study illustrating the innovative strategies being used to design and construct Temecula Valley Hospital and how it aligns with the tenants of the IHI.
Presented by Rebecca G. Hathaway RN, MSN, Senior Operations Executive, UHS Temecula Valley Hospital; Ken Lindsey, Sr. Project Manager, Southland Industries; Dean Shipcott, Project Manager, Berg Electric; Edward Straub, DPR Construction; Steven Wilson, Principal, HMC Architects
August 17th, 2012
The May/April 2012 edition of D+A Magazine, publication out of Chile about design and architecture, featured an interview with HMC’s Alvaro Velasquez about the firm’s international presence and healthcare experience. Flip to page 66 below to read the full article, “Presencia Internacional and Practica Local.”