Bersama Kita Sehat - : Medical Facility

University of Hawai’i Cancer Center Opens Hawaiʻi’s First Early-Phase Cancer Clinical Research Center

Edusehat — Tue, 07 Jul 2026 10:55:06 +0700

Patients treated through Hoʻōla EPCRC will be able to remain close to home and ʻohana while contributing to the development of future cancer treatments. | Photo Credit University of Hawai’i Cancer Center

The University of Hawaiʻi Cancer Center opened the Hoʻōla Early Phase Clinical Research Center on July 6 in Kakaʻako.
UH says the center is the first dedicated facility in Hawaiʻi designed to conduct early-phase clinical trials for cancer.
The 7,500-square-foot center includes infusion bays, patient rooms, exam rooms, a pharmacy and clinical research space.
A pilot Phase I trial is already underway, and the center aims to support 30 active early-phase trials by 2031.

HONOLULU — The University of Hawaiʻi (UH) Cancer Center has opened the Hoʻōla Early Phase Clinical Research Center, a new Kakaʻako facility intended to expand local access to early-phase cancer clinical trials.

In a statement, UH said the center, which opened July 6, is the first dedicated early-phase clinical research center for cancer in Hawaiʻi. The project is designed to allow qualifying patients to participate in Phase I and Phase II studies without leaving the islands.

The center opened during a private ceremony attended by more than 200 federal, state, university, healthcare and community leaders. The event included hula by Nā Wāhine Hula ʻĀkala, a hālau of cancer survivors, remarks from dignitaries, a maile-lei untying and a clinic tour.

“The opening of the Hoʻōla Early Phase Clinical Research Center marks a major milestone for cancer care in Hawaiʻi,” according to an article from University of Hawaiʻi News. UH Cancer Center Director Dr. Naoto T. Ueno said the center will give qualifying patients access to investigational therapies in Hawaiʻi rather than requiring travel to mainland medical centers.

UH said early-phase clinical trials, also known as Phase I and Phase II trials, are used to evaluate new cancer therapies for safety, dosage and potential effectiveness. Patients treated through Hoʻōla EPCRC will be able to remain close to home and ʻohana while contributing to the development of future cancer treatments.

“These early-phase clinical trials through the Hoʻōla Early Phase Clinical Research Center are critical, because this is one of the ways that we develop new protocols and new treatments for cancer,” said U.S. Sen. Mazie Hirono during the opening event.

The center includes dedicated patient treatment areas, clinical research space, a certified pharmacy and staff who will work with investigators, referring physicians and research sponsors. UH said a pilot Phase I clinical trial that began in 2025 has one patient enrolled and is being used to confirm that the center can safely provide treatment and conduct required clinical research operations.

The facility spans 7,500 square feet on the first and second floors of the UH Cancer Center. Its features include six infusion bays, five patient rooms, two nurses’ stations, a pharmacy, two exam rooms, a clinical research laboratory, a patient lobby and reception area.

Construction began in October 2022 and was completed in December 2025. UH said approximately $19.5 million in federal and state funding supported design and construction, with additional support from donors and organizations, including more than $1 million from The Leona M. and Harry B. Helmsley Charitable Trust.

The center’s goal is to have 30 active early-phase clinical trials by 2031. UH said each Phase I or Phase II study will typically enroll no more than three participants from Hawaiʻi to ensure investigational therapies are closely monitored.

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Designing Facilities That Support the Caregivers Behind Specialty Care

Edusehat — Sat, 04 Jul 2026 00:30:07 +0700

Decentralized workstations and direct patient room access support staff visibility and ease of movement along a nursing unit. | Photo Credit (all): Courtesy of Shepley Bulfinch

By David Meek AIA, LEEP AP

Conversations about the healthcare workforce crisis tend to focus on numbers. There are too many patients and not enough clinicians — and the gap just keeps widening. Less examined is what the daily work actually feels like for the people inside that gap and how much of that experience is shaped by the physical spaces where care is delivered.

In specialty care settings, from cancer centers to neurological hospitals and pediatric facilities, the relationship between design and workforce sustainability is especially pronounced. These environments serve patients with complex, high-acuity needs, and the operational demands on staff reflect this level of care. With the global healthcare workforce shortage projected to widen over the next decade, health systems and healthcare design professionals are rethinking how design can improve staff experience, efficiency, and retention and recruitment in specialty care spaces.

Staff Wellbeing as a Design Priority

The family lounge at Boston Children’s Hospital’s Hale Family Building offers a dedicated space for patients and caregivers to step away from the clinical floor.

Across the industry, health systems investing in new specialty facilities are approaching the design process with a more holistic set of goals. While clinical performance remains the baseline for facility design, there is a growing focus on the lived experience of the people who will spend their careers in these buildings. Now, that intention materializes in how support spaces are planned. For instance, pharmacies and clinical laboratories have long been assigned to basements and interior corridors, but newer specialty facilities are exploring placement around the building’s perimeter, where daylight and openness are introduced to staff who might otherwise spend entire shifts without either. What may appear to be a simple planning decision is supported by evidence that demonstrates how natural light affects mood, alertness and the sustained focus that specialty care demands.

Overall design response is also incorporated at a variety of scales. At the building level, this can be seen where staff entrances are located, how break areas are positioned relative to clinical zones and whether the building provides meaningful access to the outdoors. In terms of individual rooms and work areas, it appears in acoustic decisions, lighting controls, and the degree to which staff workstations account for the physical demands of long shifts. Furniture and casework decisions matter here as well, with movable, adaptable furnishings often better serving staff over time than fixed configurations, particularly as workflow shifts and new equipment is introduced without requiring costly renovation.

Individually, each of these design decisions may seem modest. Collectively, however, they shape whether a building feels like it is working with its staff or quietly adding to their burden. In specialty care, where staff are routinely navigating some of the most demanding work in the health system, decisions around recovery spaces, acoustic control and spatial clarity have an outsized impact on overall well-being.

Designing for the Emotional Weight of Specialty Care

In specialty care, staff wellbeing is also shaped directly by the emotional intensity of the work. Clinicians in these environments often form relationships with patients managing chronic or terminal conditions, and the accumulation of that emotional weight over time is a meaningful driver of burnout and turnover. Designing for that reality requires ergonomic and wayfinding considerations, as well as attention to where staff go between difficult cases to meaningfully decompress and how the building allows them to step away from the demands of the floor. These spaces are no longer afterthoughts placed into leftover square footage but are instead programmed with the same rigor applied to clinical spaces.

In pediatric-care environments, these dynamics become even more visible. Because children are typically accompanied by parents or caregivers throughout treatment, staff are operating alongside a consistent family presence that adds complexity to care delivery and communication, uncommon in traditional acute care settings. Longer treatment periods extend these interactions, and they require teams to regularly navigate care management and interpersonal engagement for staff. Both operational planning and spatial design play a critical role in reducing friction in daily workflows by supporting clearer interaction and accommodating families through enlarged patient rooms, family lounges and shared amenities. For staff, this creates an environment where emotional and operational demands are constantly correlated, ultimately reinforcing the importance of designing spaces that actively support recovery, focus and ease of movement throughout the day.

The System Behind the Space

A NICU patient room accommodates both clinical practice and family presence with ceiling-mounted equipment arms that keep critical tools accessible while leaving room for a parent to stay close.

Specialty care environments demonstrate how closely the success of healthcare delivery is tied to the relationship between the workforce and the built environment. As care becomes more complex and staffing conditions remain strained, outcomes increasingly depend on how effectively buildings support the realities of day-to-day clinical work. That now includes keeping pace with how the practice of medicine itself is changing. New technologies, including robotic systems and AI-assisted documentation, are shifting workflows and carrying spatial implications as much as clinical ones. Buildings change more slowly than medicine, and the gap between how care is practiced and how spaces are configured often shows up first in staff inefficiency. What ultimately defines performance is the alignment between operational demands and physical conditions over time.

This connection influences how projects are framed from their earliest stages. Clinical requirements, staffing realities and spatial organization are developed as interdependent considerations rather than separate tracks. Within that framework, design structures the conditions of work itself through shaping how tasks are sequenced, how movement flows through the facilit, and how teams maintain focus across periods of care.

The real measure of this approach is how these environments perform over time, and they’re defined by how reliably the system holds together under pressure: from the consistency of operations to the clarity of workflows and the endurance of the staff within them. Rather than functioning as finished products, specialty care facilities continue to evolve and adapt in real time to the needs of the teams who operate within them. The most effective specialty care environments will be those that quietly absorb and redirect pressure away from staff by allowing care to continue without exhausting the system behind it. The distinction lies in whether a facility ages well or begins catching up to itself the moment it opens.

David Meek AIA, LEEP AP, is Principal at Shepley Bullfinch.

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Luis R. Viña Appointed Board Chair of International Facility Management Association

Edusehat — Sat, 04 Jul 2026 00:30:06 +0700

The International Facility Management Association (IFMA) announced the member-elected executive committee and appointees to the global board of directors for the 2026-27 fiscal year (1 July 2026 – 30 June 2027), including Luis R. Viña as board chair.

“Luis has spent years influencing the FM industry in Latin America, raising awareness, growth and collaboration,” said IFMA President and CEO Michael V. Geary, CAE. “His global experiences will help IFMA continue to connect professionals and further our ability to guide our members to be positive forces for the organizations and people they serve.”

Viña, a native of Madrid, has lived in Mexico City since 2013. He earned a Master of Business Administration as well as degrees in philosophy and theology. He has built his career around real estate, integrated facility management and workplace services for global portfolios. Viña has served on IFMA’s Global Board of Directors since 2022 and was the second vice chair in 2024-25 before becoming first vice chair in 2025-26. Since 2019, he has participated in IFMA’s development in Latin America through a variety of initiatives.

“I am very grateful to IFMA’s membership and Global Board of Directors for entrusting me with the leadership of the association for the 2026-27 term,” said Viña. “IFMA has come a long way since 1980. We want our association to continue being that North Star pointing the way for leaders and professionals in the built environment across the globe for the next 45 years. How do we lead in a fast-paced, AI-enhanced world? How do we serve as a global organization? These are questions I intend to address during this term with the support of our membership and board of directors.”

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Decorative Lighting Solutions

Edusehat — Sat, 04 Jul 2026 00:30:05 +0700

Eureka, a leader in decorative lighting solutions, announced the release of its River luminaires. The family features a range of pendant and surface-mount fixtures in multiple shapes.

River is made with a transparent 3D-printed polymer that creates a signature ridged body. Light and shadow naturally play with the textured surface, creating a distinctive effect. Inside, an LED tube provides continuous illumination of up to 400 lumens per foot.

Thirteen eye-catching sizes and shapes may be selected, including linear, square, oblong, ring, lagoon, or freeform. Each mounting option brings a unique aesthetic. As a pendant, River’s aircraft cables carry both form and power, creating a floating effect. When surface-mounted, light moving through its transparent body casts an ambient glow onto the wall or ceiling.

River’s metal brackets bring a deliberate hit of color, with 16 possible hues to create a specific mood or tone in a space. Potential applications include large retail areas, including food courts, shared amenity spaces, boardrooms or office receptions.

Eureka Lighting

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Pocket Gardens Provide Sustainability at Scale Across Healthcare Campuses

Edusehat — Thu, 02 Jul 2026 01:55:05 +0700

Pocket gardens are small, strategically implemented areas that feature plants and greenery, and provide respite from densely built environments. | Photo credits (all): Courtesy of Jeffery Totaro

By Eric Galipo

Across the United States, decades of development have greatly lessened people’s direct access to nature; however, a growing understanding of the benefits of access to even small outdoor space outdoors has encouraged designers exploring ways of subtly weaving green space into unexpected places. As cities expand, “pocket gardens” have emerged as a scalable response to introduce green interventions into densely built streetscapes. One surprisingly purposeful place that pocket gardens have taken root is in areas close to hospitals and healthcare facilities.

Pocket gardens are small, strategically implemented areas that feature plants and greenery, and provide respite from densely built environments. Many repurpose underutilized spaces to provide patients, staff, and residents with greater access to nature while softening the boundary between a campus and adjacent streets. When thoughtfully designed, these gardens enhance walkability, advance urban sustainability goals, and reconnect neighborhoods with nature without requiring large-scale redevelopment.

Improving Healthcare Campuses Through the Landscape

One of the most significant advantages of pocket gardens is their capacity to effect incremental change at a reasonable cost.

At the Newark Beth Israel Medical Center (NBI) in Newark, N.J., FCA worked with healthcare leaders to update and expand the 11-acre campus with the goal of reshaping how it connects to the surrounding neighborhood. NBI’s leadership emphasized the need for an improved sense of place and safety, ensuring that visitors would feel welcomed and reassured by the quality of the facility’s neighborhood and surroundings. Deliberately located pocket gardens were a specific urban design response to this effort create a more legible entry experience, showing that small green interventions can soften boundaries and create easily accessible natural moments day-to-day.

The project involved adding more than 50 new trees across NBI’s urban campus, along with strategic planting beds and mini plazas within expanded sidewalks and the transitional spaces between buildings. Equal parts aesthetic and functional, these pocket gardens reshaped the building’s relationship with its neighborhood and reinforced its broader goals of encouraging healing through intentional exterior urban design.

Historically, many medical centers contain hard boundaries that make them feel disconnected from their neighborhoods. The redesign of NBI softens its edges that abut historic residential neighborhoods, giving way to human-centered spaces that support interaction and connection to nature. They offer accessible moments of respite along city blocks, and the sense of a healthy campus that is tailored for both patients seeking comfort and neighborhood residents seeking leisure.

Whether someone is coming to or from NBI, or lives in the community, any pedestrian can make use of these restorative green pockets to pause, reset, linger, or support their physical and emotional well-being.

Enhancing Environmental Performance and Human Experience

These areas also improve public health outcomes by encouraging the quality of pedestrian environments and access to comfortable outdoor spaces.

NBI’s pocket gardens play an essential role in catalyzing interaction within the campus’s streetscapes. They also serve as open space and green infrastructure for the surrounding community, contributing to rainwater absorption that reduces stormwater runoff. Shaded areas with understory plantings also support cooling and mitigate urban heat island (UHI) effects that are characteristics of urban environments.

With cities working to address aging infrastructure and climate resiliency amidst population growth and development, pocket gardens provide an achievable, flexible, and minimally disruptive tool for enhancing environmental comfort and ecosystem services. They are particularly transformative for large-scale institutional campuses that are unable to accommodate more significant, green-focused changes or additions.

These areas also improve public health outcomes by encouraging the quality of pedestrian environments and access to comfortable outdoor spaces. Urban areas are typically automobile oriented, but these spaces refocus usability around the pedestrian. Thoughtfully integrated lighting, seating, and greenery around bus stops and key pedestrian routes also work to enhance visibility and safety of the campus while ensuring that these outdoor spaces can be enjoyed by anyone at any time.

Working together, these strategies elevate pocket gardens from a quaint feature to high-performing elements that merge environment, community and social infrastructure seamlessly.

Scalable Models for Other Campuses

One of the most significant advantages of pocket gardens is their capacity to effect incremental change at a reasonable cost. The inherent flexibility associated with these green spaces allows for gradual introduction, providing a scalable model that can be adjusted to the needs of different campuses, contexts and implementation phasing. At NBl, this flexibility allowed the FCA team to embed green infrastructure directly into the design process, making sustainability and community integration core tenets of the overall campus plan.

As healthcare systems look to expand in urban areas and attempt to bridge the gap between interior and exterior, the need for human-centric environments is only growing. Pocket gardens present an effective and impactful opportunity to enhance well-being and community connectivity while prioritizing environmental responsibility.

The lessons from our work at NBI demonstrate an opportunity: even the smallest green interventions can have an impact when envisioned and implemented strategically.

Eric Galipo is the Director of Strategic Planning and Design and an Associate at FCA.

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Ascension Saint Thomas Breaks Ground on Clarksville Hospital Campus

Edusehat — Wed, 01 Jul 2026 11:35:05 +0700

The broader campus is planned to include physician and subspecialty services, an inpatient rehabilitation hospital, outpatient surgery, advanced imaging and specialty ambulatory care. | Photo Credit: Ascension Saint Thomas

Ascension Saint Thomas has broken ground on a $148.5 million full-service hospital and integrated health campus in Clarksville, Tenn.
The 96-acre campus will be located near Highway 76 and Interstate 24 and will open with 44 inpatient beds, with planned capacity for 132 beds.
Initial services will include emergency care, inpatient surgery, cardiology, neurosciences, women’s health, neonatal intensive care, oncology and orthopedics.
The project is expected to create about 250 hospital jobs and support an estimated $316 million in annual economic impact.

CLARKSVILLE, Tenn. — Ascension Saint Thomas has started work on a new full-service hospital and integrated health campus in Clarksville, Tenn., a $148.5 million project aimed at expanding care access in Montgomery County and the surrounding region.

Health system leaders, public officials, physicians and healthcare partners gathered Tuesday for the groundbreaking. The campus is planned for 96 acres near Highway 76 and Interstate 24 and is designed to serve a community Ascension described as one of Tennessee’s fastest-growing.

The hospital is expected to open with 44 inpatient beds and be designed for future expansion to 132 beds as local needs increase. Ascension said initial services will include emergency care, inpatient surgery, cardiology, neurosciences, women’s health, neonatal intensive care, oncology and orthopedics.

The broader campus is planned to include physician and subspecialty services, an inpatient rehabilitation hospital, outpatient surgery, advanced imaging and specialty ambulatory care. Ascension said the campus is intended to support coordinated care closer to home across different stages of life.

Healthcare partners expected to be part of the campus include Tennessee Oncology, Tennessee Orthopaedic Alliance, Ascension Saint Thomas Heart, Howell Allen Clinic and Lifepoint Health, which is planned to be involved with a new inpatient rehabilitation hospital. Montgomery County also is partnering on a new ambulance and EMS station on the campus.

“This groundbreaking is a direct response to community leaders and physicians who championed a bolder future for local healthcare,” said Fahad Tahir, president and CEO of Ascension Saint Thomas, according to an article from Ascension. Tahir said the campus is being built to anticipate and evolve with the region’s growth.

Clarksville Mayor Joe Pitts also connected the project to the city’s growth. “This new hospital will enhance access to healthcare services and strengthen the overall well-being of families throughout our community,” Pitts said, according to an article from Ascension.

Montgomery County Mayor Wes Golden said the project will help address ongoing care needs for residents. “By expanding access to care close to home, we continue to meet the healthcare needs of the people and families who live and work in our community every day,” Golden said, according to an article from Ascension.

Ascension said the project is expected to create about 250 hospital jobs and generate an estimated annual economic impact of $316 million while supporting more than 1,300 direct and indirect jobs in the region.

Ascension Saint Thomas opened its first Clarksville-area location in 2005 and now operates 17 care locations in Montgomery County. Construction is expected to begin immediately after the groundbreaking, with additional updates on construction timelines and future services to be announced as the project advances.

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Facility of the Month: Children’s Nebraska Behavioral Health and Wellness Center Reflect Exemplifies Shift Toward Recovery-based Design

Edusehat — Mon, 29 Jun 2026 23:45:05 +0700

The 107,000-square-foot facility opened Jan. 7. | Photo Credit (all): Bonnie Ryan/Children‘s Nebraska

By Sue Haigh

Images from nature line many of the walls.

Behavioral health facilities present architects and builders with a difficult challenge: creating spaces that are safe for patients in crisis without making them feel institutional.

At Children’s Nebraska’s new $114 million Behavioral Health & Wellness Center in Omaha, project leaders said the answer was to design for healing and safety simultaneously rather than treating them as competing priorities.

“Sometimes when you only focus on safety, you engineer out all the things that actually help for healing,” said Renee Rafferty, Senior Vice President for Behavioral Health and Wellness at Children’s Nebraska, noting how the team met frequently during design and construction to stay on track with their mission. “We’ve learned that over time, really, those two things can exist at the same time.”

Brian Giebink, Director of Behavioral and Mental Health at project architect HDR, said safety is a “baseline” throughout the design process and HDR selects “materials, finishes, furniture and technology that meets aesthetic, therapeutic and functional goals without compromising safety.”

“The entire team embraced this approach, which informed a unique design solution that is calm, welcoming and instills a sense of hope to those who need it most,” he said.

The 107,000-square-foot facility, which opened Jan. 7, features wide hallways and special lighting designed to make rooms feel open and spacious rather than closed in. Images from nature line many of the walls, from a peaceful birch forest and a green vista dotted with puffy white clouds to a waterfall framed by sun-dappled trees. Along one hallway, graphics of a towering pine tree share space with a playful cat chasing a butterfly. Nearby, the entrance to a private crisis stabilization room, painted blue with rounded edges throughout for safety, is softened by oversized prairie wildflower silhouettes.

Giebink said such wall graphics can be calming and simulate a connection to nature.

HDR also designed rooms to be “flexible and normative to promote a healing environment,” he said.

“Simple strategies like color-changing lights and comfortable moveable furniture go a long way to provide autonomy and choice which can be very therapeutic for behavioral health patients,” he said.

The project includes a 24/7 crisis assessment center, a 40-bed pediatric inpatient facility, partial hospitalization programs and outpatient behavioral services.

The exterior of the building also features a calming color palette and colored translucent panels and the welcoming design is even extended to the secure sallyport, where patients in crisis may arrive in a police car.

Such intentional use of color and engaging spaces reflects a shift away from earlier thinking that behavioral health facilities needed to be sterile, Rafferty said.

The Nebraska facility also was built to ensure patients and their families can have private and reflective time, facilitated by private nooks where a child can read a book while feeling sheltered and secure. There are also places where kids can interact, including an activity room where they can create art, watch movies, dance and enjoy karaoke nights. Many of the details, from the furniture to the layout, were tested by young people during design sessions to help planners better understand what felt calming and comfortable to children.

“You can really tell people invested in the building because so many details were considered to create a sense of joy and play,” said Rafferty, noting how joy and playfulness through connections with others should be available during a person’s darkest times.

“We focus on de-escalation and connection as part of the strategy for safety rather than creating a barrier,” she said. “The entire building is focused on creating an open connection, supporting the staff interacting with the teams and making sure that they were not separated from the kiddos behind plexiglass.”

The facility also embraces the use of natural light, with floor-to-ceiling windows in some areas, and outdoor space. There is a therapeutic courtyard with walking paths and mindfulness areas to connect the patients to nature. Designed for patients through age 19, it includes basketball, musical instruments and other activities surrounded by trees and calming landscaping.

The project includes a 24/7 crisis assessment center, a 40-bed pediatric inpatient facility, partial hospitalization programs and outpatient behavioral services. Technical features include circadian-rhythm lighting, rooms that accommodate virtual reality therapy, and CoWin interactive wall panels that allow patients to choose activities and help de-escalate crises. There are also design elements that reduce crowding and lower the risk of agitation or aggression through circulation strategies and “back of house access routes” for staff, according to HDR. The patient units were further designed to balance clear staff sightlines with patient dignity and privacy.

There are also places where kids can interact, including an activity room where they can create art, watch movies, dance and enjoy karaoke nights.

The project was built in partnership with the Nebraska-based nonprofit Mental Health Innovation Foundation, led by Ken Stinson, a philanthropist and retired Chair and Chief Executive Officer of Kiewit Corp., the construction firm that built the center. In a recent interview, Stinson said the goal extended beyond constructing a new facility.

“Our hope is that we want it to be transformational in the community, that it takes mental health care to a new level,” he said.

Project Data 

Project Name: Children’s Nebraska Behavioral Health and Wellness Center
Client: Children’s Nebraska
Size: 107,000 square feet
Cost: $114 million
Architect: HDR
Structural Engineer: HDR
General Contractor: Kiewit Building Group
Landscape Architect: HDR
MEP Engineer: HDR
Civil Engineer: HDR
FF&E: Equipment Planning – HDR, Kitchen and Cafe Equipment – Trimark, Furniture -Sheppard’s Business Interiors & HDR
Owners Representative: CBRE
Interior Wall Graphic Artist: HDR

Product Data  

Windows/Integrated Blinds: Unicel Architectural
Wall Graphics: Inpro, 3M, Designtex
Flooring :  Altro, Tarkett, Nora, Patcraft, Hero Flooring, Interface
Tile: Crossville, Caesar Ceramiche, Daltile
Carpet:  Interface, J+J Flooring
Casework - Solid Surface:  Corian  
Millwork:   Kaydee 
Specialty Ceiling:   Arktura, Gordon – WinLock
Acoustic Ceiling Tile:  Armstrong

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Self-Adjusting Hem Bar

Edusehat — Mon, 29 Jun 2026 02:15:06 +0700

For outdoor roller shade applications where uneven surfaces can create gaps, Draper’s Align Bar provides a self-adjusting solution designed for FlexShade ZIP systems. The floating extruded aluminum hem bar attaches to the standard hem bar and automatically follows sloped or uneven exterior floors, helping maintain a continuous seal and finished appearance. Compatible with shades up to 16 feet wide, Align Bar accommodates floor variations of up to 4 inches and can also be retrofitted to existing FlexShade ZIP installations. Black brush liners along the bottom edge and endcaps further enhance the seal, while coordinated finishes match the shade’s hem bar, headbox and side channels for a consistent aesthetic.

Draper Inc.

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Jamie Easterling Named President of Memorial Hospital of South Bend

Edusehat — Mon, 29 Jun 2026 02:15:05 +0700

Beacon Health System announced that Jamie Easterling, MBA, has been named President of Memorial Hospital of South Bend, effective June 29, 2026.

A seasoned healthcare executive, Easterling has more than 30 years of experience with a strong track record of operational excellence, data-driven performance improvement and people-centered leadership.

He most recently served as Chief Executive Officer of Whitesburg ARH Hospital, part of nonprofit Appalachian Regional Healthcare, in Kentucky and previously spent 24 years with TriHealth in Cincinnati, Ohio, where he served as President and Chief Operating Officer of Good Samaritan Hospital and later as President and Chief Operating Officer of Bethesda North Hospital.

His selection follows a comprehensive national search with broad engagement from Beacon board members, physician leaders, hospital leaders and system leadership.

“Jamie is a proven leader whose track record of building high-performing teams and driving results across complex hospital environments positions him well to build on Memorial’s strong foundation,” said Mark Brett, Chief Operating Officer of Beacon Health System, in a statement. “He leads with the trust, integrity and compassion that are central to who we are at Beacon, and I am confident he will strengthen our ability to deliver outstanding care and connect with heart in South Bend.”

Easterling holds a Master of Business Administration from Morehead State University and is a member of the American College of Healthcare Executives.

“What drew me to Memorial Hospital is its deeply rooted commitment to both its patients and its people,” Easterling said in a statement. “Healthcare is ultimately about connection, and I am eager to begin collaborating with our exceptional teams, listening to our frontline staff and fostering a culture of transparency and shared success. Remember, it is the atmosphere that heals.”

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Jupiter Medical Center Breaks Ground on Second Hospital at Avenir

Edusehat — Thu, 25 Jun 2026 22:40:05 +0700

The 53,000-square-foot hospital is planned with 29 inpatient beds, four operating rooms, 24-hour emergency services, a diagnostic laboratory and imaging services. | Photo Credit: Jupiter Medical Center

Jupiter Medical Center has broken ground on its second hospital, a new campus planned for The Health Park at Avenir in western Palm Beach County.
The 53,000-square-foot neighborhood hospital is planned with 29 inpatient beds, four operating rooms, 24-hour emergency services, a diagnostic laboratory and imaging services.
The hospital will sit next to a three-story, 47,000-square-foot medical office building for Jupiter Medical Center physicians.
Both facilities are expected to open in early 2028.

PALM BEACH, Fla. — Jupiter Medical Center has started construction on its second hospital, advancing a planned expansion of emergency and specialty care in western Palm Beach County.

The Jupiter Medical Center Neighborhood Hospital at The Health Park at Avenir is designed to serve the region’s growing population and bring hospital-based services closer to where patients live and work.

The 53,000-square-foot hospital is planned with 29 inpatient beds, four operating rooms, 24-hour emergency services, a diagnostic laboratory and imaging services. The campus also will include a three-story, 47,000-square-foot medical office building dedicated to Jupiter Medical Center physicians, with services expected to include primary care, concierge medicine, orthopedics, cardiology, gastroenterology, pulmonary care and general surgery.

Both the hospital and adjacent medical office building are expected to open in early 2028.

“Today is a proud and historic moment for Jupiter Medical Center and for the communities we serve,” said Amit Rastogi, MD, MHCM, President and CEO of Jupiter Medical Center. “Breaking ground on the second hospital in our health system’s history represents a defining step in our continued growth and our mission to expand access to the highest-quality care across our region. As western Palm Beach County continues to grow, this new campus will allow us to bring advanced emergency, surgical, and specialty care closer to home for patients and families, while strengthening the seamless continuum of care that defines Jupiter Medical Center.”

The Health Park at Avenir is being developed by Palm Beach Gardens-based Sina Companies. Black Diamond Construction is serving as general contractor.

The campus is located at the corner of Northlake Boulevard and Landstar Drive within Avenir, a master-planned community approved for 3,650 homes, as well as retail, office and recreational amenities.

“Breaking ground on The Health Park at Avenir is an exciting milestone for Sina Companies and for the future of health care in western Palm Beach County,” said Malcolm Sina, Executive Chairman of Sina Companies. “This project reflects our commitment to developing thoughtfully planned medical destinations that meet the needs of growing communities. We are proud to partner with Jupiter Medical Center to help bring high-quality, accessible care closer to the families who live and work in this rapidly expanding area.”

The health complex also is expected to include two separate two-story, 25,000-square-foot medical office buildings, with space available for lease. Jupiter Medical Center said those buildings will break ground at a later date.

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Scripps Memorial Hospital Encinitas Opens Lusardi Tower as First Phase of Campus Transformation

Edusehat — Thu, 25 Jun 2026 01:10:05 +0700

The tower includes 36 private medical-surgical beds, a 16-bed intensive care unit, a 16-bed postpartum unit connected directly to the hospital’s birth pavilion and a 26-bed perioperative unit for patient care and monitoring before and after surgery. | Photo Credit (all): Courtesy of Taylor Design

By Lindsey Coulter

Interior materials and finishes, including warm neutrals and soft blues combined with curated local artwork, contribute to a calming setting while connecting to the diverse communities of Encinitas.

Scripps Memorial Hospital Encinitas has completed the first phase of a long-term campus transformation program with the opening of the new Lusardi Tower, a major expansion designed to increase clinical capacity, modernize patient care environments and support future growth. The three-story, 140,000-square-foot acute care facility serves as a new hub for the campus and represents a significant milestone in Scripps Health’s broader effort to expand access to healthcare services throughout North County San Diego.

Constructed at the center of the hospital campus, the Lusardi Tower brings together acute care services, surgical functions and critical support departments while creating new connections between existing facilities. The project is the first completed phase of a nine-phase modernization and expansion program expected to continue through 2030.

Taylor Design announced the completion of the initial phase, which was carefully planned and executed within the constraints of an active hospital campus. The completion comes as Scripps Health responds to growing demand for healthcare services in the region. The expansion increases the hospital’s licensed bed count from 187 to 235 and introduces new acute care capabilities designed to support a growing and increasingly complex patient population.

“We’re inserting a new hospital into an existing, fully functional facility,” said Bill O’Rourke, project architect with Taylor Design. “Every step was carefully sequenced to keep the hospital running, the project moving forward, and most importantly to allow the hospital to continue caring for patients with the same high level of care.”

The new acute care building adds 36 patient beds and brings together medical-surgical and ICU units, surgical services, and expanded labor and delivery. Additionally, it consolidates laboratory, pharmacy, dietary, and other key support functions.

According to Scripps Health, the tower includes 36 private medical-surgical beds, a 16-bed intensive care unit, a 16-bed postpartum unit connected directly to the hospital’s birth pavilion and a 26-bed perioperative unit for patient care and monitoring before and after surgery. The facility also introduces advanced digital monitoring technology and updated clinical infrastructure intended to support both patient care and staff workflows.

The building was named in honor of philanthropist Warner Lusardi and his late wife, Debbie Lusardi, whose $25 million commitment helped launch fundraising efforts for the project.

Designing for Healing and Connection

Private rooms incorporate advanced clinical technology while emphasizing comfort, family involvement and connections to nature through abundant natural light and regional design references.

Patient rooms maximize daylight and outdoor views, reinforcing a connection to the surrounding coastal environment. Interior materials and finishes, including warm neutrals and soft blues combined with curated local artwork, contribute to a calming setting while connecting to the diverse communities of Encinitas. In postpartum areas, abstract murals provide visual interest and a positive distraction.

The patient-centered design reflects evidence-based planning principles developed through collaboration among physicians, nurses, administrators, architects and support staff. Private rooms incorporate advanced clinical technology while emphasizing comfort, family involvement and connections to nature through abundant natural light and regional design references.

Centralized nursing stations, articulated through wood-slat ceilings and material changes, anchor each floor. Glass-enclosed physician huddle rooms offer proximity to care areas while supporting administrative needs.

A full-service café adjacent to the campus’ main entry serves as a gathering space for patients, families and staff. A wood portal marks the entrance, creating a wayfinding element and intimate seating alcoves for private conversations.

“In addition to enhancing the patient experience, we considered how to elevate the staff experience. Staff spaces such as break rooms and offices were placed along the window walls to bring in daylight and offer views of the campus,” said Jamison Delfino, principal and lead interior designer at Taylor Design. “A dedicated staff support corridor and coordinated nursing stations allow care teams to move efficiently, outside of patient spaces.”

The emphasis on staff wellbeing aligns with broader operational goals for the facility. Centralized care hubs, visibility between patient and caregiver spaces and strategically located support areas were designed to improve communication and efficiency while maintaining patient privacy.

Building Within an Active Campus

Constructing the Lusardi Tower presented significant logistical challenges because the building occupies a central location within an active healthcare campus. Construction activities occurred alongside ongoing hospital operations, requiring careful coordination to minimize disruptions to patient care.

“Every step was carefully sequenced to keep the hospital running,” O’Rourke said.

Scripps Health noted that demolition, infrastructure improvements and new construction had to be carefully scheduled around clinical operations, requiring extensive coordination among design, construction and hospital teams. The project also complies with California’s seismic building requirements while supporting long-term campus resiliency.

A glass-enclosed stair at the south end of the building, paired with a large-scale mural visible from nearby Interstate 5, serves as a beacon and visual anchor for the campus. The artwork depicts regional landscapes including coastal Torrey pines, North County flower fields and California poppies, reinforcing the project’s connection to the surrounding community.

Long-Term Vision

“The Scripps Encinitas program is a vital project for the region, and we are proud to have Taylor Design as part of our team,” said Whitley Robinson, Scripps Health corporate vice president for facilities, design and construction. “It is no easy task to design and implement a project on an active healthcare campus. We look forward to the next few years as we continue through the next phases of the program.”

Future phases will expand clinical capacity, improve campus circulation and introduce new outdoor spaces, including a landscaped plaza and courtyard leading to a redesigned main entrance.

Scripps Health has also announced a second phase of the Lusardi Tower project, expected to be completed in 2029, that will add new surgical suites, a cardiac catheterization laboratory, interventional pulmonary and radiology suites and expanded imaging capabilities.

The Lusardi Tower builds upon previous investments at the Encinitas campus, including the medical office pavilion that opened in 2021 and the Leichtag Foundation Critical Care Pavilion, which expanded emergency and inpatient services. Together, the projects represent a long-term effort to modernize the campus and accommodate continued population growth throughout the region.

Taylor Design served as the architect-of-record providing architecture and interior design services. Project partners included Rudolph and Sletten, contractor; IMEG, structural engineer; Fuscoe Engineering, civil engineer; P2S, MEP engineering, and Open Air Kanvas, landscape architect.

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Virtua Our Lady of Lourdes Hospital Marks Topping-Out for $500 Million Expansion

Edusehat — Wed, 24 Jun 2026 07:15:04 +0700

More than 100 guests attended the topping-off event, which included remarks from elected officials and Virtua leaders. | Photo Credit: Array Architects

Virtua Health held a June 9 topping-out ceremony for the Marvin Samson Pavilion at Virtua Our Lady of Lourdes Hospital in Camden, N.J.
The seven-story, nearly 200,000-square-foot addition is part of a $500 million renovation and expansion and is scheduled for completion in spring 2028.
The project will expand the hospital’s size by 35% and create a new main entrance with six floors dedicated to patient care.
Planned clinical spaces include 78 private patient rooms, 10 operating rooms, eight cardiac catheterization labs and a neuro-surgical stroke intervention suite.

CAMDEN, N.J. — Virtua Health has reached a major construction milestone on the Marvin Samson Pavilion at Virtua Our Lady of Lourdes Hospital in Camden, New Jersey, after crews placed the final steel beam atop the seven-story patient tower. The beam signing and topping-off ceremony, held June 9, marked progress on the nearly 200,000-square-foot addition, which is part of a $500 million renovation and expansion at the Haddon Avenue hospital. The addition is scheduled for completion in spring 2028. Once complete, it will increase the hospital’s size by 35% and serve as its main entrance. Six of the pavilion’s seven floors will be dedicated to patient care.

The pavilion is named for businessman and philanthropist Marvin Samson, a Virtua board member and longtime supporter. Samson has pledged $5 million to support Virtua’s education and workforce development programs, which Virtua identified as the largest gift in the health system’s history.

“The Marvin Samson Pavilion demonstrates our commitment to the future of care in Camden and beyond,” Virtua President and CEO Dennis W. Pullin said, according to an article from Virtua Health. “We look forward to welcoming every patient with compassion and supporting our staff and clinicians with a space that reflects their exceptional work.”

More than 100 guests attended the topping-off event, which included remarks from elected officials and Virtua leaders. Rev. Jon Peter Thomas, vicar general for the Diocese of Camden, blessed the 20-foot, 700-pound beam before it was lifted into place by crane. Attendees signed the beam with colorful permanent markers before construction crews hoisted it to the top of the structure.

The new pavilion will connect to the existing hospital at Haddon and Euclid avenues and support specialized services already centralized at Virtua Our Lady of Lourdes Hospital, including advanced cardiovascular care, organ transplantation and a neurosciences program in partnership with Penn Medicine.

“This beautiful, state-of-the-art pavilion will be the new heart of our hospital,” Lisa Ferraro, RN, Senior Vice President of Virtua Health and President of Virtua Our Lady of Lourdes Hospital, said, according to an article from Virtua Health. “It will provide a private room for every patient, advanced surgical facilities, dedicated spaces for specialized care, and areas for reflection and remembrance. As the hospital’s new front door, it will include an uplifting and welcoming lobby.”

Planned project components include 78 private patient rooms; 10 operating rooms, including two hybrid suites; eight cardiac catheterization labs; three electrophysiology labs; two gastrointestinal endoscopy rooms; 40 surgical prep and recovery rooms; a neuro-surgical stroke intervention suite; and a centralized post-anesthesia care unit with 40 adaptable patient bays.

Additional renovations are underway across the hospital. In the past year, Virtua Our Lady of Lourdes opened its first Neurosciences Intensive Care Unit and renovated its Mother-Baby Unit and several Acute Care Rehab Unit rooms.

The project team includes Vivid Project Management, Array Architects, mechanical engineer TLC Engineering Solutions, structural engineer O’Donnell & Naccarato, contractor L.F. Driscoll Company, civil engineer Taylor Wiseman & Taylor, and geotechnical engineering consultant Haley Aldrich.

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U.S. Department of Health and Human Services Announces $700 Million in New Funding for Behavioral Health, Recovery, Crisis Response and Homelessness Support

Edusehat — Fri, 19 Jun 2026 05:10:04 +0700

HHS Secretary Robert F. Kennedy Jr. announced more than $700 million in new behavioral health funding, including a $96 million opportunity for the STREETS program and $612 million for additional programs.
The STREETS program will award eight communities up to $3 million annually for four years to support care systems for people experiencing homelessness who have substance use disorders, serious mental illness or co-occurring disorders.
Additional funding includes $223.1 million for Certified Community Behavioral Health Clinics, $238.6 million for the 988 Suicide & Crisis Lifeline, $80 million for substance-use prevention, treatment and recovery, and more than $70 million for mental health services and supports.

WASHINGTON — The U.S. Department of Health and Human Services has posted more than $700 million in new funding opportunities aimed at expanding behavioral health treatment, recovery services, crisis response and support for people experiencing homelessness.

The announcement includes a $96 million opportunity for the Safety Through Recovery, Engagement, and Evidence-based Treatment and Support program, known as STREETS, and $612 million in funding opportunities across other behavioral health programs administered through the Substance Abuse and Mental Health Services Administration.

HHS Secretary Robert F. Kennedy Jr. announced the funding during a press conference following a visit to the Easterseals MORC Certified Community Behavioral Health Clinic. The funding is tied to the Great American Recovery Initiative and includes support for homelessness response, behavioral health clinics, the 988 Suicide & Crisis Lifeline, substance use programs and mental health services.

“These investments will help move people from the streets into treatment and recovery, strengthen families, save lives and make communities safer,” said Kennedy in a SAMHSA press announcement.

The STREETS program will provide up to $24 million each year, for a total of $96 million over four years. SAMHSA said eight communities will be eligible for awards of up to $3 million annually. The program is designed to help communities build multisector care systems for people experiencing homelessness who have substance use disorders, serious mental illness or co-occurring disorders.

The program places emphasis on rapid, comprehensive and coordinated street-based engagement, treatment and recovery support services. SAMHSA said the approach is intended to bring together local government, health and housing providers, law enforcement and courts. The funding announcement also states that awarded programs may not use housing first approaches or prohibited harm reduction services.

The broader funding package includes $223.1 million for Certified Community Behavioral Health Clinics. That total includes $117.1 million for CCBHC Improvement and Advancement Grants, $94 million for CCBHC Planning, Development and Implementation Grants and $12 million for CCBHC State Planning Grants.

“Every community deserves access to effective behavioral health services that help people prevent addiction, achieve recovery, address mental health challenges and respond to crises,” said SAMHSA Principal Deputy Assistant Secretary Christopher D. Carroll in a SAMHSA press announcement.

SAMHSA also announced $238.6 million for 988 Suicide & Crisis Lifeline programs, including $211.1 million for states and territories to improve local 988 capacity, $20 million for Tribal response cooperative agreements and $7.5 million for crisis center follow-up programs. Another $80 million will go toward substance use prevention, treatment and recovery programs, including rural emergency medical services training, recovery community programs, drug courts, youth services, opioid technical assistance, Tribal opioid response and services for pregnant and postpartum women.

More than $70 million is slated for mental health services and support. Those opportunities include funding for childhood trauma services, Tribal behavioral health suicide prevention, mobile crisis team partnerships, early diversion, services for American Indians and Alaska Natives, trauma-informed care for children and youth, and infant and early childhood mental health.

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David Zambrana Elevated to President and CEO of Jackson Health System

Edusehat — Tue, 16 Jun 2026 23:25:06 +0700

On June 1, David Zambrana, Ph.D., officially assumed the role of President and Chief Executive Officer at Florida’s Jackson Health System, one of the nation’s largest public academic health systems. A healthcare executive, nurse leader, and longtime member of the Jackson team, Zambrana brings decades of experience in healthcare operations, patient care, and strategic leadership to the role. Prior to becoming CEO of Jackson Health System, Zambrana served as the system’s President and Chief Operating Officer. He is also the former Chief Executive Officer of Jackson Memorial Hospital. Additionally, Zambrana previously served as Chief Nursing Officer, Chief Operating Officer and Chief Executive Officer of University of Miami Health System. Zambrana earned a doctorate in nursing as well as a Doctor of Nursing Practice degree from the University of Miami. He also holds a Master of Business Administration and bachelor’s degrees from the University of Phoenix.

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Chris Jann of Wold on Trends, Technology and the Evolution of High-Performing Healthcare Environments

Edusehat — Tue, 16 Jun 2026 23:25:05 +0700

In April Wold Architects & Engineers announced Chris Jann as a Healthcare Business Development Leader in the company’s Minneapolis office.

A 30-year veteran of some of the world’s largest multidisciplinary design organizations and architectural firms across the country, Jann has honed a unique perspective on client needs and sharp insights on the delivery of high-performing healthcare environments. After serving in senior roles at Introba, HDR and Ellerbe Becket, Jann said two significant factors brought him to the firm

“The first is the way they embrace technology in every aspect of their business operations. Of course, all firms are using design software to deliver projects, but Wold is going beyond that with tools that enable the team to deliver higher-quality client projects more efficiently,” Jann said. “The second factor … is the quality of people. I have never been in a company where there is so much laughter and joy. I believe a big part of that is because the team feels they are being heard. Leadership listens.”

Jann spoke with Healthcare Construction + Operations News (HCO) about the trends and tech he’s watching and how the concept of a “high-performing healthcare environment” has rapidly evolved.

HCO: You’re known for translating market intelligence into actionable strategy. What healthcare market trends should providers and design firms be paying the closest attention to right now?

Jann: Mergers and acquisitions are a part of everyday life in the healthcare market. C-Suite executives continuously scan the competitive landscape for opportunities to expand their market share or enhance departments that generate the highest revenue. Specific service-oriented standalone facilities are becoming more prevalent, so systems are looking for holes in the market where a new specialized facility would prove profitable. These facilities range widely in the services they provide, but several examples include free-standing emergency departments, rehabilitation hospitals and orthopedic practice facilities. These projects are also driven by specialized physician groups like orthopedic surgeons, but developed by real estate and construction companies. Our job as a design firm is to understand this trend and anticipate the spatial needs of the practitioners who will use these spaces so they can provide the best care possible.

Larger healthcare systems are also surveying the rural healthcare ecosystem, looking for regional facilities that are performing well and have the potential to bring them a new geography of clients. This is putting even more pressure on rural hospitals, which rely on outside grant funding for a substantial part of their revenue stream. These “grants and funding sources” are very competitive among rural healthcare providers, and so they must often rely on philanthropy and the communities they serve to help balance the budget. Relying on these sources of funding makes it difficult to maintain existing facilities, much less build new, modern ones.

HCO: Healthcare systems are navigating financial pressure, workforce shortages, aging infrastructure, and shifting care models. How can design firms help clients succeed in this increasingly complex environment?

Jann: Partnership is everything. Understanding these pressures is the first step, and proactive listening and research are crucial to helping us respond to the specific problems these systems face. Large healthcare systems have sophisticated internal facilities management teams, design groups and real estate departments, whose job it is to stay current on trends and changes in technology. They also have a stable of trusted consultants to turn to when it comes to delivering design and construction projects. Most rely on architectural firms like Wold to develop their systems-wide master plans and individual campus master plans. When we’re tasked with this, we start with research: our team evaluates the physical status of the owners’ facilities to establish a baseline of needs, and makes informed recommendations from there. In an environment where time and resources are extremely limited, starting with the facts allows us to guide smarter decisions and planning. The quality of these plans can make or break the success of any project. Our goal is to function as a true partner and a seamless extension of our clients’ in-house teams.

HCO: What differentiates a “high-performing healthcare environment” today compared with even five or ten years ago?

Jann: Almost every aspect of running a healthcare system has changed over recent years. From the automated distribution of pharmaceuticals to the use of robotic-assisted platforms such as the da Vinci Surgical System, automation is everywhere. From the first scanning of the bar code on the wristband patients are given upon arrival, to a barcode being scanned as they leave, everything is tracked and checked. Healthcare organizations must keep up with today’s standards of care, or the doors will be closed. But technology isn’t cheap, and some providers just don’t have the revenue stream to maintain operations.

HCO: Technology is becoming central to both care delivery and facility operations. How do you see AI, smart building systems, and digital planning tools shaping future healthcare projects?

Jann: More and more repetitive, mundane tasks are being completed through nonhuman means. At the same time, highly sophisticated tasks are being augmented by robotics. Artificial “smart” systems will continue to learn human processes and make enhancements unseen today. Flexibility and agility will be the mantra for architectural designs. For the owner and the architect, continuous learning will be the standard. Planning flexible spaces that can support technological implementation in the future, even if we aren’t exactly sure what it looks like, is crucial.

HCO: Looking ahead over the next three to five years, what is your vision for Wold’s healthcare practice, and where do you see the biggest growth opportunities?

Jann: With the advent of new tools, I believe we will be more focused on “Forecast Design,” which is often called future-proofing healthcare facilities. Everything we plan and design must be flexible when implemented. As a firm, we are committed to embracing change and to serving as knowledge leaders when it comes to implementing technology changes in the healthcare environment. No longer is the surgical team restricted to just those who are physically in the room. Surgeons can participate in a procedure from the other end of the country. Additionally, with the ever-evolving understanding of our own genetics, preventative healthcare will become a larger part of medical practice, and facilities will need to adapt. New imaging tools and robotic-assisted surgery equipment that support this will need to be accommodated, and our healthcare facilities are equipped with designs to do just that.

Simply put, technology changes drive practice changes, which drive physical facility changes. Technology, along with the consolidation of the market, will be major drivers for future healthcare architecture in the US.

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Security System

Edusehat — Tue, 16 Jun 2026 01:55:05 +0700

SentriZone® by Crotega is a facility-based security system designed to help organizations respond to active threats through a controlled, zone-based deployment approach. The system integrates detection, monitoring and activation technologies with strategically placed ceiling-mounted components that can be deployed remotely from a secure location. SentriZone utilizes Crotega’s REPULS® solution and is engineered to support rapid response while minimizing disruption to surrounding areas. The platform can be customized to accommodate a variety of facility layouts and operational requirements, incorporating elements such as cameras, sensors, control panels and touchscreen interfaces. Designed for scalability, SentriZone can be configured for single areas or larger multi-zone installations, providing building operators with an additional layer of security as part of a comprehensive safety strategy.

Crotega

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ChristianaCare Opens Neighborhood Hospital in Aston, Pa.

Edusehat — Tue, 16 Jun 2026 01:55:04 +0700

Services will include around-the-clock emergency care, inpatient services, imaging, laboratory services and virtual specialty consultations delivered locally. | Photo Credit (all): ChristianaCare

ChristianaCare plans to open a fully licensed neighborhood hospital in Aston, Pa., in early June, pending final inspection by the Pennsylvania Department of Health.
The 24/7 facility is expected to treat about 15,000 patients annually and will offer emergency care, inpatient services, imaging, lab services and virtual specialty consults.
The first phase of the Aston Campus includes a full-service ED and 10 beds; an outpatient health center is slated for fall 2026.
The project is a joint venture with Emerus Holdings, Inc., which will manage day-to-day operations, ChristianaCare said.
ChristianaCare said the Aston Campus represents an approximately $50.9 million investment and is expected to create 75 jobs.

ASTON, Pa. — ChristianaCare opened the $50.9 million ChristianaCare Hospital in Aston in early June, expanding 24/7 emergency and inpatient care options for Delaware County, Pa., residents.

The new neighborhood hospital is the first phase of ChristianaCare’s Aston Campus at 700 Turner Industrial Way. A second-floor outpatient health center is expected to open in fall 2026. ChristianaCare Hospital, Aston, is expected to care for about 15,000 patients per year, or roughly 40 a day, the health system said. Services will include around-the-clock emergency care, inpatient services, imaging, laboratory services and virtual specialty consultations delivered locally.

“For too long, people in Delaware County have had to travel farther and wait longer for care. With the Aston Campus, we are bringing high-quality emergency and inpatient care closer to home — delivered with compassion, clinical excellence and a deep commitment to serving this community,” said Janice Nevin, M.D., MPH, president and CEO of ChristianaCare, according to an article from ChristianaCare News.

The emergency department is designed to treat common emergencies such as falls and injuries, as well as heart attacks and strokes.

Developed through a joint venture with Emerus Holdings Inc., the facility is a fully licensed hospital that will operate 24 hours a day, seven days a week. It includes a full-service emergency department and 10 beds for patients who need observation or inpatient care. ChristianaCare said Emerus will manage day-to-day operations and will draw on its experience operating neighborhood hospitals nationwide.

The emergency department is designed to treat common emergencies such as falls and injuries, as well as heart attacks and strokes. Patients will have access to onsite CT scans, X-rays, ultrasound and laboratory testing, allowing diagnosis and treatment in one location, the system said. The hospital also will offer virtual specialty consultations in cardiology, infectious disease, critical care and hospital medicine.

ChristianaCare said the campus will expand outpatient access in a second phase. The health center planned for the second floor is expected to offer primary care, cardiology, cardiac diagnostics and imaging services when it opens in fall 2026.

Together, the neighborhood hospital and outpatient center represent an approximately $50.9 million investment and are expected to create 75 jobs, according to ChristianaCare. The system said it selected the Aston site after community engagement and analysis of population trends, health care access and regional service gaps.

ChristianaCare described the Aston Campus as part of a broader strategy to bring emergency, inpatient and outpatient services closer to where patients live and work. The system opened its first Pennsylvania neighborhood hospital at its West Grove Campus in southern Chester County in August 2025 and said a third campus is planned for Springfield, with an anticipated opening in fall 2027.

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Canopy LED Fixture

Edusehat — Sat, 13 Jun 2026 01:50:04 +0700

The Ace LED Canopy (AC2) by Linmore is made to last with its rugged aluminum die-cast housing and shatter-resistant lens. A silicon-sealed gasket ensures dust, water and contaminants do not enter the fixture. Easy to install and maintain, the canopy fixture features integrated switches to select three output wattage options, 20W/30W/40W, and three color temperatures: 3000K/4000K/5000K. Its integrated photocell makes this fixture perfect for energy-saving projects in all canopy and parking garage applications.

Linmore

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Jack Reed Joins NexCore Group as Vice President of Design & Innovation

Edusehat — Fri, 12 Jun 2026 22:15:05 +0700

Jack Reed, AIA, recently joined the healthcare real estate development firm NexCore Group in Denver as Vice President, Design & Innovation. Reed previously spent more than six years with EYP in Denver (which later became Page, now Stantec). There, he contributed to multiple large-scale healthcare projects nationwide and helped to establish the firm’s Studio X design exchange, which fosters collaboration across sustainability, storytelling, fabrication and advanced technology teams. He has previously served in roles such as Senior Associate and Design Architect. Reed studied environmental design and architecture at the University of Colorado Boulder and earned his master’s degree from the College of Architecture and Urban Studies at Virginia Tech.

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Planning for Growth: How Healthcare Systems Are Designing Hospitals to Support Ongoing Change and Expansion

Edusehat — Fri, 12 Jun 2026 00:40:05 +0700

The University of Kansas Medical Center Health Education Building combines performance with visibility and connectivity. | Photo Credit (all): © Bill Timmerman

By Christopher Giovannielli

Healthcare facilities have always been complex to design and build, but today’s environment is introducing a new level of pressure. Hospitals are expected to perform for decades, while the conditions within them change almost constantly. Medical technology is evolving rapidly, patient expectations are shifting and operational demands are expanding. As a result, many healthcare systems are finding that their buildings need to adapt far sooner than originally planned.

In many cases, that means renovations or upgrades begin shortly after a project is completed. In others, it means expansion, from adding floorings and extending wings to building out the surrounding infrastructure. Increasingly, the conversation is about designing a hospital that will last and one that can change in the future.

Designing for Continuous Change

A glass-enclosed pedestrian bridge at the University of Kansas Medical Center Health Education Building spans 250 feet across the site, serving as circulation space and as an extension of the learning environment where students can gather, study and collaborate.

One of the biggest drivers behind ongoing renovation in healthcare is the pace of medical innovation. Equipment used in imaging, robotics and specialized care continues to advance rapidly, often requiring different spatial conditions than originally planned. Rooms that once supported a specific function may no longer accommodate newer systems, either because of size constraints or because the integration of equipment into care delivery has changed.

That reality is pushing healthcare design toward more flexible, standardized approaches. Rather than highly specialized rooms, many facilities are incorporating adaptable layouts that can support multiple uses over time. Wider corridors, larger openings and sliding systems allow for easier movement of beds and equipment, while universal room configurations provide flexibility as patient needs shift.

At the same time, patient expectations are reshaping the design conversation. Today’s healthcare environments prioritize comfort, privacy and experience in ways that were not always standard. Access to natural daylight, open views and more welcoming interiors are becoming essential components of care.

This emphasis on experience is especially evident in projects like St. Anthony Hospital in Gig Harbor, Wash., where the design is rooted in the connection between environment and healing. Located on a wooded peninsula in the Pacific Northwest, the hospital was designed to reflect the natural beauty of its surroundings and support a patient’s journey from illness back to health.

The building incorporates natural light throughout, with an L-shaped layout organized around a central healing garden and additional viewing gardens along the perimeter. A two-story lobby and expansive window walls provide direct visual connections to nature, reinforcing moments of pause, reflection and calm within the patient experience. 

These design strategies highlight how healthcare environments are evolving to support overall well-being through light, materiality and connection to place.

Combining Performance Requirements with Experience

Increasingly, projects are being developed as part of integrated campuses that bring together inpatient care, outpatient services, research and education.

Integrating daylight and openness, however, requires careful coordination with building performance.

Hospitals demand strict environmental control, including higher air exchange rates, regulated airflow and careful management of temperature and condensation. Systems must balance patient comfort with operational requirements, particularly in environments with high oxygen levels and sensitive equipment.

Envelope systems play a critical role in achieving this balance. At St. Anthony Hospital, high-performance glazing systems were used to bring daylight into areas that would traditionally be interior or windowless, including waiting rooms and emergency spaces, while still meeting stringent energy and safety requirements.

The University of Kansas Medical Center Health Education Building expands on this idea by combining performance with visibility and connectivity. Designed as the primary teaching facility for the schools of medicine, nursing and health professions, the building showcases a range of high-tech learning environments, including simulation centers, labs and collaborative spaces. 

A defining feature of the project is its building-within-a-building concept, where a transparent, glazed “lantern” box surrounds two interior structures. This design allows natural light to illuminate the building while visually revealing the activity inside, reinforcing a sense of openness and engagement across disciplines. 

The project also prioritizes connectivity at multiple levels. A glass-enclosed pedestrian bridge spans 250 feet across the site, serving as circulation space and as an extension of the learning environment where students can gather, study and collaborate. 

Together, these elements demonstrate how building systems can support both performance and purpose, creating environments that are efficient, adaptable and highly interactive.

From Hospital to Campus

While individual buildings are becoming more adaptable, healthcare systems are also rethinking how facilities are planned at a broader scale. Increasingly, projects are being developed as part of integrated campuses that bring together inpatient care, outpatient services, research and education.

This reflects how healthcare is delivered today. Hospitals are rarely standalone entities. They are supported by networks of medical office buildings, specialty clinics and diagnostic facilities. Planning these components together creates a more cohesive system for both providers and patients.

Campus environments also make it easier to expand over time. Instead of developing new sites, healthcare systems can build on existing infrastructure, adding floors, extending buildings or developing adjacent spaces as demand grows. This allows for more efficient growth while maintaining continuity of care.

Where Research, Education and Care Converge

The integration of research and education is a defining feature of modern healthcare campuses.

Facilities like the Whitehead Biomedical Research Building at Emory University illustrate how research environments are becoming central to healthcare planning. The eight-story, 325,000-square-foot facility is one of the largest biomedical research buildings in the Southeast. It was designed to support advanced research while prioritizing long-term performance and efficiency.

As one of the first LEED-certified buildings in Atlanta, the project incorporates energy- and water-efficient systems, along with high-performance thermal windows that support both sustainability goals and design flexibility. The result is a research environment that meets current demands and can adapt to future needs, reinforcing the role of research facilities within the broader healthcare ecosystem.

The University of Kansas Medical Center Health Education Building further reflects this convergence. Its design does more than support education. It actively showcases this through transparency, shared spaces and circulation pathways that connect students, faculty and healthcare professionals. The result is an environment where learning, collaboration, and clinical insight are closely intertwined.

Planning for What Comes Next

Together, these trends point to a fundamental shift in healthcare design. Hospitals are no longer static assets designed to meet a fixed set of requirements. They are dynamic environments that must respond to ongoing advancements in medicine, evolving patient expectations and long-term growth.

Designing for continuous change requires anticipating future needs, even when they are not fully defined. At the same time, campus development provides a framework for expansion, allowing systems to grow in a more coordinated and efficient way.

The most successful healthcare projects will be those that balance immediate performance with long-term adaptability. By creating flexible buildings within connected campus environments, healthcare systems can better position themselves to respond to whatever comes next.

Christopher Giovannielli is Director of Product Management at Kawneer.

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The Best Healthcare Spaces Aren’t Just Designed, They’re Planned

Edusehat — Wed, 10 Jun 2026 01:05:05 +0700

Major corridors at Revelus Dermatology are anchored by windows to reduce the enclosed, maze-like feeling common in many healthcare offices and help patients remain oriented throughout their visit. | Photo Credit (all): Courtesy of S. Tipton Studios, Revelus Dermatology

By Christie Schultz, NCIDQ, RID, and Daniel Soteldo

Modern dermatology practices often combine medical care, cosmetic services and retail offerings under one roof. Supporting those functions successfully requires more than an attractive space. It requires operational planning long before construction begins. As practices continue expanding beyond traditional clinical care, many are rethinking what a dermatology office should feel and look like. Patients increasingly expect spaces that feel welcoming, elevated and easy to navigate rather than cold or institutional.

That shift creates a new challenge for healthcare providers and design teams: how do you balance a hospitality-driven patient experience with the operational efficiency and clinical functionality required in a medical environment?

At Revelus Dermatology in Austin, Texas, the project team approached those priorities simultaneously rather than sequentially. From the earliest planning stages, workflow, patient comfort and brand identity were all considered together, helping create a space that supports multiple service lines within one cohesive environment.

Before the First Hammer Swing

The reception area at Revelus Dermatology integrates the practice’s brand identity directly into the space, blending medical dermatology, aesthetics and retail offerings within a cohesive, hospitality-inspired patient experience.

Some of the most important operational decisions in a healthcare build-out are often made too late. A supply closet may not be accessible to the areas that need it most. A treatment room may not have the right storage. Equipment may technically fit, but interrupt staff workflow once the clinic opens.

Waiting to finalize equipment placement, storage needs and circulation until construction is underway can make changes far more disruptive and expensive.

During the planning phase of Revelus Dermatology, the project team mapped operational workflows and equipment needs, from medical equipment down to trash cans. Exam room layouts, millwork, storage locations, technology requirements and support spaces were coordinated early to help the clinic function efficiently from day one.

This level of coordination is more commonly associated with laboratories and procedural environments, where every piece of equipment must be carefully accounted for before walls are framed. Applying a similar planning approach to a specialty clinic helped ensure the space could support multiple service lines while maintaining operational efficiency within a relatively compact footprint.

Early coordination also created flexibility for future growth. The clinic was designed to accommodate evolving services without requiring major renovations as the practice expands.

Designing Patient Flow, Not Just Floor Plans

Patient experience extends beyond provider interactions and clinical outcomes. The way a patient moves through a space can significantly influence how comfortable and confident they feel during their visit.

Confusing layouts, dead-end corridors and limited access to daylight can contribute to the disorienting, maze-like feeling common in many healthcare environments. In specialty clinics where patients may already feel anxious or overwhelmed, intuitive circulation becomes an important part of the overall experience.

At Revelus Dermatology, the existing suite presented a unique challenge: a stairwell positioned directly in the middle of the space. Rather than forcing the plan into a traditional corridor layout, the design team used the stairwell to help divide public and private zones, improving circulation and helping patients navigate the space more intuitively throughout their visit.

Natural light was also a major priority. To strengthen the connection to the outdoors and improve wayfinding, major corridors were designed to terminate at windows whenever possible. These visual anchors help patients maintain a sense of place while reducing the enclosing feeling often associated with medical offices.

These decisions may appear subtle from a design perspective, but they can have a significant impact on how people experience a healthcare environment. They are also some of the most difficult elements to change once the project moves into construction.

Balancing Hospitality and Clinical Function

The skincare retail at Revelus Dermatology is integrated directly into the clinic’s patient experience, helping create a cohesive space that supports medical dermatology, aesthetics and product retail.

As specialty healthcare practices evolve, many are balancing a broader mix of services and patient expectations within a single environment simultaneously. Revelus Dermatology needed to support clinical care, aesthetic treatments and retail skincare sales simultaneously.

Material selections, lighting, circulation and retail displays were evaluated not only for appearance, but also for how they supported staff workflow and the patient experience. The challenge was meeting clinical requirements while creating a space that felt welcoming, elevated and aligned with the practice’s brand.

Several space-saving strategies helped maximize efficiency throughout the clinic. Pocket doors, side-entry doors and integrated storage solutions preserved usable square footage while improving circulation and reducing visual clutter.

Integrated cabinetry and concealed storage also helped keep printers, supplies and other operational necessities out of the patient’s direct line of sight, supporting a cleaner and more hospitality-driven environment without sacrificing functionality.

In specialty practices that mix healthcare and consumer-facing services, every square foot must serve multiple purposes. Early planning helped the Revelus team accommodate those competing demands without compromising workflow, patient comfort or future growth.

Designing With Operators, Not For Them

Designers and architects may understand healthcare environments, but they are not the people using those spaces every day. Bringing operators and staff into the planning process can lead to better outcomes once the facility opens.

At Revelus Dermatology, the physician-owner participated directly in real-time Revit walkthroughs throughout the design development process. Rather than waiting for polished presentations, the team reviewed the evolving design together, allowing operational concerns, workflow adjustments and patient experience considerations to be evaluated and refined in real time.

This collaborative process helped identify opportunities, address concerns and build consensus from the beginning, while also allowing the design team to better understand how the practice would function day to day and incorporate those insights into the final environment.

Digital visualization tools are making this level of collaboration more accessible, enabling healthcare providers to engage with their future spaces long before walls are framed or finishes are installed.

Going Beyond the Traditional Clinic Model

The success of a healthcare facility is not measured solely by its appearance. It is measured by how effectively the environment supports the people who use it every day.

For specialty clinics, that means thinking beyond floor plans and finishes to consider workflow, patient movement, future growth from the earliest stages of planning.

The most important operational decisions are often made before construction begins. By aligning operators, designers and builders early, healthcare organizations can create spaces that support staff, adapt to changing needs and make it easier for patients to navigate care long after opening day.

Christie Schultz, NCIDQ, RID, is Associate Director of Commercial Interiors at S. Tipton Studio. Daniel Soteldo is Chief Operating Officer at Revelus Dermatology.

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Henry Ford Health Tops Out 20-story Grand Patient Tower in Detroit

Edusehat — Tue, 09 Jun 2026 00:00:06 +0700

When it’s complete, the new part of the hospital will offer 432 private patient rooms, each with the highest levels of interactive smart technology; the 449 patient rooms that will remain at the existing hospital will be converted into private spaces. | Photo Credit: DLR Group

Henry Ford Health marked a topping-out milestone as steel reached the full height of a new 20-story patient tower for its Destination: Grand campus expansion in Detroit.
Plans outlined by the project team include 432 private patient rooms, 28 operating suites, five floors of specialized intensive care units, and a 75,000-square-foot emergency department with 100 private treatment spaces.
The tower is expected to connect to the existing Henry Ford Hospital via bridges and convert all 881 licensed beds to private rooms.
HDR and DLR Group | Tsoi Kobus Design are among the design team members
The broader expansion remains on track for completion in 2029.

DETROIT — Henry Ford Health celebrated a topping-out ceremony in May for the new $2.2 billion Henry Ford Hospital patient tower at its Destination: Grand campus expansion, marking when the steel structure reached its full 20-story height above West Grand Boulevard in Detroit.

During the event, the final steel beam — signed by hundreds of team members — was placed atop the tower as work continues on a 1.2-million-square-foot expansion, according to the project announcements.

When it’s complete, the new part of the hospital will offer 432 private patient rooms, each with the highest levels of interactive smart technology; the 449 patient rooms that will remain at the existing hospital will be converted into private spaces. Five floors of the new patient tower will be dedicated to specialized intensive care units. Twenty-eight new operating suites capable of handling complex surgical cases — from transplants to brain surgery — will be housed in the low-rise section of the building. From robots delivering medical supplies to AI integration to support the most innovative care, every detail of the new hospital is being selected with medical excellence in mind.

“This steel beam symbolizes the strength of our commitment to the city we’ve called home for more than a century,” said Henry Ford Health President and CEO Bob Riney in a statement. “This milestone moment brings us one step closer to opening the hospital of the future, where people from Detroit and around the world will have access to the very best in medical breakthroughs, technology, treatment, and healing environments, regardless of where they live or their socio-economic status.”

Destination: Grand also includes a new 1,500 space parking garage; a Shared Services Building, which will house the hospital’s kitchen, pharmacy, laboratory and more; and the Central Energy Hub, which will produce clean energy for the hospital, making it one of the largest all-electric hospitals in the country.

HDR is serving as designer and architect of record, DLR Group | Tsoi Kobus Design as design partner, and Hamilton Anderson Associates as collaborating architect. Crews from BTD, a joint venture created by Barton Malow, Turner Construction and Dixon Construction, are on track to complete the hospital in 2029.

This article is based on reporting originally published by HDR on May 19, 2026, and DLR Group on May 20, 2026.

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PJ Glasco and Ai Kurokawa Named Health Market Leaders at CannonDesign

Edusehat — Fri, 05 Jun 2026 22:50:14 +0700

PJ Glasco and Ai Kurokawa have been named Central and East Region Health Market Leaders, respectively, at CannonDesign

In these newly created roles, Glasco and Kurokawa will focus on leading and growing the company’s health market across these geographies, overseeing strategy and market intelligence, business development and strategic client positioning, as well as client and team leadership and recruitment.

Kurokawa joins the firm after nearly eight years at isgenuity, a Boston-based design firm that works in the healthcare, education and science and technology markets. While there she built and led isgenuity’s Higher Education and Community Health & Wellness sectors while also driving brand visibility and talent recruitment and retention. Before that, she was Operations Director at Steffian Bradley Architects.

Glasco has been with CannonDesign since 2006, most recently as the Health Market Leader for the firm’s Houston and Dallas offices. She has strong relationships with signature Texas healthcare institutions, including University of Texas Medical Branch, Harris Health, Texas Children’s, MD Anderson and more. She is Project Executive and Healthcare Strategist for the Bentonville Health Care Campus in Arkansas, commissioned by the Alice L. Walton Foundation and set to reshape the standards for community healthcare, research and education.

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Solo Pod

Edusehat — Fri, 05 Jun 2026 22:50:12 +0700

The The Nook Solo offers a personal and private retreat from chaotic environments so users can focus and reset. Featuring a pitched roof and 1” recycled PET acoustic panels that reduce noise by up to 23 decibels, a table, individual seat, door, power-surge protected electrical outlets including USB plug ins to help keep all your devices charged, adjustable user-controlled lighting, a small shelf over the table, heavy-duty lockable casters, and two ultra-quiet fans that replace the air 1.5 times per minute. Built to last, the Nook Solo can be easily upgraded, repaired, and recycled and is covered by a 3-year warranty. Upholstery is made of 55% post-consumer recycled materials and has a soil and stain repellent finish.

Nook

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Beyond the First Wave: What’s Next for Healthcare Energy Efficiency?

Edusehat — Fri, 05 Jun 2026 01:05:04 +0700

Technologies such as Transparent Insulation are helping redefine what is possible by reducing HVAC demand at the source while preserving occupant comfort, daylight and operational continuity. | Photo Credit (all): LuxWall

By Scott Thomsen

In recent decades, healthcare facilities have reduced energy intensity. Following lighting upgrades, advanced controls, and filtration improvements, hospitals that once operated at 300-500 kBTU per square foot annually now often operate in the 200-400 range.

Yet many systems are now confronting an efficiency plateau, where additional gains are incremental and harder to justify under traditional payback models amid rising electricity rates, stricter codes and operational strain.

Energy Intensive by Design

By easing strain on continuously operating HVAC systems and enhancing sound attenuation, Transparent Insulation can improve both operational efficiency and the patient environment.

Healthcare buildings are fundamentally different from other commercial assets. A typical office building operates at 50-80 kBTU per square foot annually, while multifamily properties fall between 60-120 kBTU. Hospitals consume more than double that amount due to strict temperature and humidity requirements, air change rates of 6 per hour for patient rooms to 20-25 for operating rooms, and controlled ventilation tied to infection control and compliance. These conditions are non-negotiable and directly linked to patient safety and litigation risk.

Most low hanging fruit has already been captured. LED lighting, variable frequency drives, and energy efficiency building controls are widely deployed. Equipment optimization has been pursued aggressively. What remains are capital intensive levers: HVAC systems, building envelope performance, and exterior insulation.

Rising Energy Costs Are Reshaping ROI

If a performance upgrade cannot be clearly quantified, it becomes difficult to prioritize within complex healthcare operations. Comfort, acoustics, and daylighting all contribute to patient healing and overall experience, while healthcare systems must also evaluate investments through the lens of cost control, operational efficiency and risk reduction. In many regions, healthcare systems face rising electricity rates and demand charges. A shift from 12 cents to 18 cents per kilowatt hour may seem modest, but for a healthcare system spending $75 million annually on utilities, it can push costs towards $100 million.

Facility leaders are reframing efficiency as energy risk management. Reducing peak loads, stabilizing HVAC demand and insulating against rate volatility are now central to capital planning.

Retrofit and Construction Complexities

Transparent Insulation helps mitigate humidity challenges by maintaining warmer interior glass surface temperatures while improving thermal performance.

The barrier to deeper efficiency gains is not awareness, but the complexity of upgrading legacy infrastructure while maintaining compliance.

Many legacy hospital facilities were built before today’s ventilation standards and infection control requirements were established. Modernizing aging HVAC infrastructure to meet current codes often requires invasive upgrades that can impact entire wings or occupied floors. In some cases, phased retrofits introduce costs, complexity and operational disruption that rivals new construction. As a result, some healthcare systems build new rather than modernize, especially when compliance gaps are significant. While new construction offers flexibility, it requires substantial capital and long lead times. For healthcare organizations seeking near-term energy stabilization, solutions that reduce HVAC strain without major mechanical overhauls or the need to shut down patient wings are increasingly critical.

The Building Envelope as the Next Lever

Glazing upgrades have historically been avoided in healthcare environments because traditional window replacement is invasive, disruptive and operationally complex. Closing patient wings, decanting rooms and coordinating around critical care operations can make façade modernization difficult to justify.

Transparent Insulation is changing that equation. As the only high-performance glazing technology capable of delivering wall-like thermal performance with full transparency, it significantly reduces heating and cooling loads while preserving daylight and supporting patient comfort. By easing strain on continuously operating HVAC systems and enhancing sound attenuation, Transparent Insulation can improve both operational efficiency and the patient environment. Retrofit approaches such as Glass-Only Retrofit also enable room-by-room installation over short durations, minimizing disruption and reducing the need for prolonged shutdowns or patient relocation.

Beyond Patient Rooms

Many research labs and healthcare environments operate at elevated humidity levels, often around 55%, to support critical processes and occupant requirements. Under these conditions, conventional glazing can become vulnerable to condensation, increasing the risk of mold growth, freeze-thaw damage and indoor air quality concerns.

Transparent Insulation helps mitigate these challenges by maintaining warmer interior glass surface temperatures while dramatically improving thermal performance at the window. The result is reduced condensation risk alongside lower heating and cooling demand, a critical advantage in high-ventilation, humidity-controlled facilities that operate continuously.

These sector-specific demands reinforce a broader reality: in healthcare and laboratory environments, building performance cannot be separated from clinical performance. Every infrastructure decision must support infection control, regulatory compliance, operational resilience and uninterrupted care.

From Efficiency to Resilience

The next phase of healthcare energy strategy will be defined not by incremental efficiency gains, but by long-term resilience planning.

Healthcare systems are among the largest energy consumers in their regions, operating facilities that must remain functional 24/7 regardless of grid strain, extreme weather, or rising utility costs. As incentives, collaborative financing structures and performance-based programs continue to expand, the industry is entering a new chapter of infrastructure modernization.

The economic returns from first-wave upgrades such as lighting and controls have largely been captured. What comes next will require healthcare organizations to take a broader view of building performance, one that evaluates the building envelope alongside mechanical systems and prioritizes solutions capable of delivering meaningful impact with minimal operational disruption.

Moving beyond early gains will require:

Quantifying the full cost of energy volatility
Reevaluating envelope performance alongside mechanical systems
Prioritizing retrofits that minimize disruption
Integrating efficiency into long term risk management strategy

Technologies such as Transparent Insulation are helping redefine what is possible by reducing HVAC demand at the source while preserving occupant comfort, daylight and operational continuity. In environments where uninterrupted care is non-negotiable, solutions that improve performance without requiring prolonged shutdowns or invasive mechanical overhauls are becoming increasingly important.

Healthcare buildings are critical infrastructure. In an era of rising demand, tightening codes, and escalating energy costs, the next phase of performance will depend on investments that extend beyond lighting and controls.

The easy upgrades are done. What comes next will define how resilient and financially sustainable healthcare facilities remain in the decades ahead.

Scott Thomsen is the Chief Executive Officer and Founder of LuxWall.

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Facility of the Month: New $326 Million Tower at Connecticut Children’s Addresses Health While Also Honoring Wellness

Edusehat — Wed, 03 Jun 2026 23:25:06 +0700

The 190,000-square-foot tower project marks the largest expansion for the hospital since it first opened in 1996. | Photo Credit (all): Courtesy of Connecticut Children’s

A towering two-story illuminated “Tree of Life” sculpture that greets visitors as they enter the expansive light-filled lobby.

By Susan Haigh

Special amenities like balconies and outdoor spaces can fall victim to economics when a new space is being built. But that was a nonstarter for the new clinical tower project at Connecticut Children’s in Hartford, Conn., where such features are considered critical to patient and staff well-being.

The thoughtfully designed $326 million, eight-story structure, which opened in December 2025, boasts an outdoor space on every floor for staff, patients and families, except for the surgical floor. Each provides a welcome respite for those needing a breath of fresh air close to a patient or loved one receiving care at the state’s only dedicated children’s hospital.

“CT Children’s [leaders], from the very onset, said, ‘these are important elements that we want to maintain in our design. Let’s create these outdoor patios and outdoor green roofs because of what it will mean for the healing of everybody involved in healthcare,’” said Joshua DiGloria, a Project Executive with DPR Construction who has been involved with the project since its inception about four years ago.

“It was something that was very humbling as a team member to say, ‘alright, let’s figure out how to make those costs economical as possible and not take those away from the project,’” he said.

Child-Centered and Human-Centered Design

The 190,000-square-foot tower project marks the largest expansion for the hospital since it first opened in 1996. It houses multiple specialties, including a 50-bed neonatal intensive care unit with private rooms and enhanced outpatient services.

Both the interior and exterior of the structure are designed to reduce stress and anxiety, highlighted by child-centered features and dynamic lighting that mimic the natural 24-hour cycle of the sun to regulate a person’s biological clock. That includes a towering two-story illuminated “Tree of Life” sculpture that greets visitors as they enter the expansive light-filled lobby with floor-to-ceiling glass panels, nature-themed artwork and directional signage designed to ease stress.

“We’re really striving with our aesthetic environment to engage the imagination of every age range,” said Reaghan Schicker, Director of Planning, Design and Construction at Connecticut Children’s. “We also like to look at things a little bit differently, aiming to create environments where anxiety gives way to imagination, and where it feels less intimidating and more hopeful.”

Crafting a Calming Environment

Much of the imagery focuses on “high-anxiety touchpoints” for patients and families, including the initial bank of elevators resembling submarines, complete with portholes. Shannon Grad, Senior Director of Clinical Design and Care Delivery at Connecticut Children’s, said the hospital reviewed its own records, including autistic-patient data, and decided a submarine theme with muted colors would avoid potentially overstimulating the population.

“We’re really just applying the data, applying the science and making it appropriate for the kids we care for in the place that they’re at,” Grad said.

There’s evidence that more natural light and fresh air can have a positive effect on patient outcomes, Schicker said. One of the largest green spaces in the new tower is a therapeutic imagination-and-healing garden on the fifth floor, where there’s a major connection to the original structure that also had to be brought up to current structural code. It includes a section where specialists work directly with longer-term patients to get them outside to play and participate in activities. The design includes fun features such as a mini stage and pavers that children can use for chalk drawings. There are also spaces for quiet reflection for patients at the end of their lives.

Working Creatively with Constraints

The facility houses multiple specialties, including a 50-bed neonatal intensive care unit with private rooms and enhanced outpatient services.

Besides making sure patient care continued uninterrupted, the design and construction team had to work in a confined space, given the fact CT Children’s abuts Hartford Hospital on one side and a major city street on another. Planning tweaks were made to the interior of the tower to ensure staff-controlled balconies wouldn’t be on top of one another in a straight stack, like an apartment building, but rather in a teardrop pattern. That allows greater access to the outdoors — or at least the feeling of being outdoors.

Brian McKenna, CannonDesign’s client leader for the project, acknowledged it’s unusual to have direct access to the outdoors on every clinical floor, but the team understood the importance of this particular feature.

“[The balconies] were intended for places of respite,” he said. “Because we all know hospitals aren’t exactly stress-free.”

Project Data

Project Name: Connecticut Children’s In-Patient New Tower
Client: Connecticut Children’s
Size: 193,000 square feet
Cost: $326 million
Architect: CannonDesign
Structural Engineer: CannonDesign
General Contractor: DPR Construction
Landscape Architect: Fuss & O’Neill
MEP Engineer: Salas O’Brien
Civil Engineer: Fuss & O’Neill
FF&E: Kitchen and Cafe Equipment – Trimark, Furniture -Interscape Commercial Environments and Red Thread, Medical Equipment – Blue Cottage, Information Systems – IMEG
Owners Representative: Colliers Engineering

Product Data

Terrazzo Flooring : Terrazzco, Depaoli Mosaic – custom
Tile: Crossville  Carpet: Milliken  
Casework: Solid Surface: Caesar Stone and Corian, Wright Architectural Millwork – Caesar Stone and Corian   
Specialty Ceiling: Professional Drywall Corporation Inc. –  LINEA Plank Wood Grille Ceiling 
Acoustic Ceiling Tile: Professional Drywall Corporation Inc. –  Certainteed
Interactive Wall: Dillon Works
Donor Wall: Cannon Design
Salvaged Tree Artistry: City Bench
Local Artist: Tracy MacLauchlan

To see your project featured, contact Sarah Clow at sarah@wmhmedia.com.

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Cape Fear Valley Health Opens Dedicated Adolescent Care Facility in North Carolina

Edusehat — Wed, 03 Jun 2026 01:30:05 +0700

The state-of-the-art facility will include a multidisciplinary team of psychotherapy staff, psychiatrists, recreational therapists and other behavioral health professionals, all working together to provide comprehensive evidence-based treatment tailored to adolescents. | Photo Credit (all): Courtesy of Robins & Morton

LILLINGTON, N.C. — Cape Fear Valley Health recently celebrated the upcoming opening of Cape Fear Valley Dorothea Dix Adolescent Care – Lillington during a ribbon-cutting ceremony.

The one-story, 8,843-square-foot freestanding behavioral health center includes 21 inpatient beds, a group therapy room, an outdoor recreation area and a quiet activity room.

Located on the campus of Central Harnett Hospital in Lillington, the new inpatient psychiatric unit was created to provide specialized behavioral health care for adolescents ages 12 to 17 while also supporting the needs of their families. The one-story, 8,843-square-foot freestanding behavioral health center includes 21 inpatient beds, a group therapy room, an outdoor recreation area and a quiet activity room.

The addition of this specialized unit expands access to behavioral health services for families in surrounding communities, including Fort Bragg, Fayetteville, and Raleigh, according to John Bigger, Corporate Director of Psychiatric Services for Cape Fear Valley Health.

“Providing this unit at Central Harnett Hospital allows families much closer access to care and affords them the opportunity to be more connected with their children,” Bigger said in a statement. “The unit also affords families from other nearby communities the opportunity to receive care in a central location with easy access to nearby highways and resources.”

Children experiencing a psychiatric crisis and their families often face extended waits in emergency departments until an inpatient psychiatric bed becomes available elsewhere in North Carolina. The new adolescent care unit aims to reduce those delays by providing timely access to care in a dedicated therapeutic setting.

During a typical short-term stay of three to five days, adolescents will participate in individual, group and family counseling, with treatment centered on evidence-based adaptive skill building to support successful reintegration into home and community life.

The new unit aims to reduce delays in care by providing timely access to care in a dedicated therapeutic setting.

A key component of care will be identifying underlying issues and providing evidence-based recommendations to guide future treatment. The unit will also assist adolescents and families in connecting with community support services to improve functioning at home and beyond.

“This is going to help keep kids out of our Emergency Department and get them the help they need,” Bigger said.

The state-of-the-art facility will include a multidisciplinary team of psychotherapy staff, psychiatrists, recreational therapists and other behavioral health professionals, all working together to provide comprehensive evidence-based treatment tailored to adolescents.

The need for expanded adolescent behavioral health services in North Carolina remains urgent. Every day, dozens of youth across the state remain in hospital emergency departments under involuntary commitment holds while awaiting placement in behavioral health facilities.

Robins & Morton served as the general contractor. McMillan Pazdan Smith Architecture was the architect.

“We are honored to have partnered with Cape Fear Valley Health to build this thoughtfully designed center that will have a lasting, positive impact on our community for many years to come,” Robins & Morton Operations Manager Mike Bumgardner said in a statement. “We look forward to seeing this facility serve young people by providing a safe and supportive environment.”

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University of Minnesota Breaks Ground on New Community-University Health Care Center

Edusehat — Tue, 02 Jun 2026 00:10:04 +0700

The Center offers a full range of medical, dental and mental health services, including pediatric care, midwifery and psychiatry. | Photo Credit: University of Minnesota

MINNEAPOLIS — University of Minnesota leaders and faculty, state officials, clinic staff and patient board members broke ground in May on a new Community-University Health Care Center building. Twice the size of the current clinic, the new, advanced facility will expand patient access, enhance care delivery and strengthen the University’s health professional training programs.

Founded in 1966 by University of Minnesota Medical School faculty, the center is the state’s first and longest-running community health center, providing health and wellness care to low-income community members, refugees and immigrants. In 2025, the clinic served more than 12,000 patients through more than 53,000 visits.

“The Community-University Health Care Center is where our University of Minnesota land-grant mission comes to life — expanding access to high‑quality, community‑centered care while training the next generation of health professionals alongside and within the communities they will serve,” said Dr. Carol Bradford, Interim Sean for the University of Minnesota Medical School and interim University Executive Vice President for Health Affairs, in a statement. “This new clinic strengthens our ability to meet patients where they are today and prepare our students to deliver compassionate, real‑world care for Minnesota’s future.”

The Center offers a full range of medical, dental and mental health services, including pediatric care, midwifery and psychiatry. It also provides access to critical social services, including financial navigation programs, food support, interpreters and pro bono legal services offered in partnership with Stinson LLP. In addition to medical and social services, the clinic conducts and shares research that brings together community members, researchers and healthcare providers to advocate for and transform community health.

The new clinic will add patient exam rooms and dental stations, on-site pharmacy services so patients can fill prescriptions on-site and new offerings such as physical therapy and imaging. With the expansion, the clinic will be able to accommodate an additional 36,500 patient visits over the next decade.

The Community-University Health Care Center is one of the largest urban primary care training sites in Minnesota, annually providing interprofessional, experiential training to 175 residents and students from the University’s College of Pharmacy, Medical School, School of Dentistry, School of Public Health, School of Social Work and others. The new clinic will be able to expand its training opportunities in areas such as physical therapy, radiology and pharmacy.

That educational mission is grounded in real-world care for a diverse and underserved community. The clinic provides care to a diverse patient population: its patients collectively speak more than 55 languages and most rely on public healthcare coverage. As a Federally Qualified Health Center, the center provides accessible, affordable care regardless of ability to pay.

That commitment extends beyond the exam room: the Community-University Health Care Center is jointly governed by the University of Minnesota and a community board of directors that includes patient representation, ensuring community voices shape what services are available and how care is delivered.

The new facility is made possible by a $45 million renovation and expansion approved by the University of Minnesota, a $20 million capital campaign by the University of Minnesota Foundation and support from the Twin Cities philanthropic community. The building was designed by the design firm HGA and will be constructed by JE Dunn Construction. The current clinic will remain open during construction, which is expected to be completed by July 2027.

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MercyOne Announces Robert Baxter as New President and CEO

Edusehat — Fri, 29 May 2026 23:55:05 +0700

Robert Baxter, FACHE, will join Trinity Health as the new president and CEO of MercyOne beginning June 22. Baxter will succeed Michael Taylor who has served in an interim capacity since the beginning of January and will remain at MercyOne through July 1 to ensure a smooth transition.

Baxter brings more than 30 years of healthcare experience, most recently serving as President of the Toledo market for Bon Secours Mercy Health, the largest healthcare system in Ohio. There he created strategies to improve trauma performance, increase retention and recruitment, regionalize and negotiate new joint ventures while leading Mercy Health to a CMS Five-Star rating. In joining MercyOne, he returns to the state where he earned his Master of Business Administration and Master of Arts in hospital and health administration at the University of Iowa.

In his new position, Baxter will be responsible for setting strategic direction, advancing the mission and ensuring operational excellence across all MercyOne. The organization employs more than 20,000 colleagues and is comprised of more than 230 clinics, medical centers, hospitals and care locations throughout the state of Iowa and beyond.

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Ceiling Heater

Edusehat — Fri, 29 May 2026 23:55:05 +0700

For spaces that need unobtrusive comfort, the Marley Engineered Products downflow ceiling heater delivers powerful warmth to offices, conference rooms, lobbies or entranceways. The product is available in surface or recessed-enclosure models, depending on ceiling type and available install space. Surface mounting extends only 6 inches into the room, while the recessed enclosure requires only 7 inches of internal clearance. Optional relays allow clients to connect the ceiling heater to a central building management system. Included thumb pins hold the unit together, freeing both hands for installation on the ceiling surface or within an enclosure. The heaters fan waits until the desired temperature (range of 45-90 degrees Fahrenheit) is achieved before blowing air into the room, and discharges all residual heat before shutting off.

Marley Engineered Products

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Construction Firms Selected for $2.3 Billion Kenneth C. Griffin Pavilion at Memorial Sloan Kettering Cancer Center

Edusehat — Thu, 28 May 2026 22:35:04 +0700

Upon completion, the facility will feature 12 operating suites and 208 single-occupancy inpatient beds, all dedicated to patient care. | Photo Credit: Courtesy of Memorial Sloan Kettering Cancer Center

NEW YORK — A joint venture of Turner Construction Company and Consigli Construction Co., Inc. was selected this week to provide construction services for new $2.3 billion The Kenneth C. Griffin Pavilion at Memorial Sloan Kettering Cancer Center (MSK), a state-of-the-art cancer care facility to be built on MSK’s main campus in Manhattan.

The Kenneth C. Griffin Pavilion at MSK will be exclusively dedicated to patient care. The Leadership in Energy and Environmental Design (LEED)-certified full-service facility will be built entirely within MSK’s existing footprint, devoted to ensuring greater access to cancer care and meeting the needs of New Yorkers and people from around the globe. A two-story bridge will provide a critical connection to Memorial Hospital between the two buildings and ensure safe and convenient access for patients and staff.

“We are honored to partner with Memorial Sloan Kettering Cancer Center and Consigli on this transformative project,” said Jason Tavarez, Project Executive, Turner Construction Company, in a statement. “The Kenneth C. Griffin Pavilion at MSK combines advanced technology, thoughtful design, and a patient-centered approach. Together with our joint venture partner, we are committed to delivering this project safely and efficiently while ensuring the hospital remains fully operational throughout construction.”

The new pavilion, designed by CannonDesign in a association with Foster + Partners, will also significantly enhance MSK’s ability to treat more patients and accommodate more complex cases in the future. Upon completion, the facility will feature 12 operating suites and 208 single-occupancy inpatient beds, all dedicated to patient care. It will also include advanced technology to care for patients, leading-edge robotics and a digital infrastructure as well as enhanced operating and procedure suites.

Construction of the pavilion, which will stand at 481 feet tall on a 25,000-square-foot foundation, is expected to be completed in 2030. Throughout the project, MSK, Turner, and Consigli will work closely with community members, as well as City and State stakeholders, to ensure the safety, health, and care of patients, staff, and neighbors.

“Memorial Sloan Kettering Cancer Center provides world-class care and cutting-edge treatment services that make it possible for patients to navigate their cancer journeys with dignity and compassion, and this new facility will equip providers with the resources necessary to meet growing healthcare needs,” said Thomas Drumm, Project Executive at Consigli Construction Co. Inc., in a statement. “Consigli looks forward to our continued partnership with Turner Construction in delivering The Kenneth C. Griffin Pavilion at MSK on its existing campus as we help bring MSK’s vision for a stronger, healthier future to life.”

The Pavilion is named in honor of Kenneth C. Griffin, Founder and Chief Executive Officer of Citadel and Founder of Griffin Catalyst, who made a landmark gift to support clinical innovation at MSK in 2023.

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View Behavioral Health Opens New 52-bed Colton Children’s Facility

Edusehat — Thu, 28 May 2026 00:55:04 +0700

VBHCC is a 24,000 square foot, one-story facility featuring four inpatient units, indoor and outdoor recreation areas, dining rooms, admitting suites, and staff areas. | Photo Credit (all): Courtesy of VBHCC

COLTON, Calif. — View Behavioral Health (VBH), a southern California-based behavioral health organization, recently cut the ribbon on the new View Behavioral Health Colton Children’s (VBHCC), a 52-bed inpatient Psychiatric Health Facility for children and adolescents. VBHCC is the largest facility of its kind in California’s Inland Empire region and will more than double the region’s inpatient psychiatric bed capacity for individuals under 18 as a statewide, multiyear shortage persists.

“California’s inpatient psychiatric bed capacity for children and adolescents is severely limited and unevenly distributed, and we must do all that we can to increase access to behavioral health resources for these future generations,” said Jack Stephens, CEO of View Behavioral Health, at the ribbon-cutting ceremony. “This facility will expand the Inland Empire’s total inpatient psychiatric bed capacity for this population by more than 55% and help address the broader statewide shortage of beds.”

Working collaboratively to expand behavioral health resources in the Inland Empire, VBH has established a medical staffing partnership at VBHCC with UC Riverside, School of Medicine at VBHCC.

According to the California Hospital Association, there were 7.6 inpatient psychiatric beds per 100,000 children/adolescents across California in 2017 (latest available data) and the minimum necessary number is 50 beds per 100,000 children/adolescents. Even further, CHA found that only 15 counties statewide have inpatient psychiatric beds for individuals under age 18 and 23 counties have none.

VBHCC is a 24,000 square foot, one-story facility featuring four inpatient units, indoor and outdoor recreation areas, dining rooms, admitting suites, and staff areas. Unique in the industry, the facility features primarily single occupancy rooms and has been designed with colors, finishes, and other features that create a welcoming, healing, and supportive space for patients.

Working collaboratively to expand behavioral health resources in the Inland Empire, VBH has established a medical staffing partnership at VBHCC with UC Riverside, School of Medicine at VBHCC. Through this partnership, UC Riverside’s medical staff and faculty, including physicians and advanced practice providers in psychiatry and internal medicine, will work alongside VBH employees to provide the patient care.

VBHCC is the first facility to be completed as part of VBH’s new three-building behavioral health campus in the City of Colton. The campus will also include an adjacent 72-bed inpatient Psychiatric Health Facility for adults and an outpatient facility with programs for all age groups. VBH will pursue a combination of California Department of Healthcare Services (DHCS) Licensing, Lanterman-Petris-Short (LPS) Designation, and The Joint Commission accreditation for the campus. With a planned completion in 2027, this campus will greatly strengthen the behavioral health system in San Bernardino County.

“We commend and welcome View Behavioral Health Colton Children’s and also the future expanded behavioral health campus,” said City of Colton Mayor Frank J. Navarro. “This partnership will turn previously vacant industrial buildings into much needed centers of care for children, adolescents, and adults in need of mental and behavioral health services.”

With the completion of construction, the VBHCC team will now begin a comprehensive licensing and accreditation process through the State of California, San Bernardino Department of Behavioral Health, The Joint Commission, and other agencies that would allow VBH to begin admitting patients later this summer.

VBH’s project team included Uprite Construction, Sign Imaging, Pineapple Furniture, and Uno Furniture, among others.

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Why Digital Infrastructure Deserves a Seat at the Table from Day One

Edusehat — Tue, 26 May 2026 23:50:05 +0700

As a building nears completion, owners often discover just how deeply technology infrastructure affects day-to-day operations and the path to a Certificate of Occupancy. | Photo Credit: CSP Consultants Group

By Josh Vickery

A building can be structurally sound, beautifully designed, and delivered on schedule and still fall short on day one. That’s because building performance is no longer defined by the physical structure alone. It also depends on the systems that make the space usable, connected, and secure every day: security, Wi-Fi, AV, and access control. Yet those systems are still too often treated as secondary considerations, brought in after floor plans, room layouts and major design decisions have already been locked in.

The pattern is familiar across the industry. A building is delivered on schedule, the ribbon gets cut and then the real problems begin. Employees can’t connect to the network. Conference rooms are unreliable. Access control is incomplete, creating last-minute scrambles. Wi-Fi is spotty because coverage was never properly accounted for during design. The building may be technically complete, but operationally, it still isn’t ready.

The good news is that this is a process problem and process problems can be fixed.

The Invisible Trade

Low-voltage systems, including structured cabling, Wi-Fi, AV, physical security and access control are the central nervous system of a modern building. Yet most architects and engineers don’t include these systems in their base scopes, so they aren’t considered during initial design. Most companies also fail to involve their IT departments in early project planning, pushing technology requirements to the final weeks of construction, when changes are costly and options are limited.

The result is fragmented technology delivery: multiple vendors working in silos, technology drawings misaligned with architectural drawings, and scopes that fall through the cracks between trades. Here’s what that looks like in practice:

Missed scope. Cabling and pathways needed to support security, or AV gets left out because vendors weren’t coordinating in real time.
Costly rework. Once the slab is poured, walls and ceilings are closed, running infrastructure is exponentially more expensive. Systems also compete for space. A server room may not have room for other systems like security panels because nobody accounted for both cabling racks and hardware from the start.
Day-2 deficiencies. When technology vendors arrive in the final stretch, the bare minimum gets installed to hit the move-in date. The real costs surface in the months after occupancy.
Schedule drag. Managing multiple vendors across a compressed timeline consumes disproportionate project management resources, and something always falls between the cracks.

While these outcomes are predictable, they’re not inevitable. They follow directly from a process that treats digital infrastructure as a secondary feature.

When Technology Integration Should Actually Start

While earlier is always better, the most impactful entry point is Schematic Design (SD).

Once an architect releases the SD drawing set, the technology team has enough context to communicate major infrastructure requirements like how much square footage is needed for server rooms, whether there are complex AV requirements like video walls, town halls, or boardrooms that require structural or electrical coordination, and which doors need access control. Getting these answers on record at SD matters because Design Development (DD) is the first set of drawings where significant changes begin triggering revision costs and schedule impacts. Technology requirements that miss the SD window tend to show up later as change orders.

An integrated approach engages a single technology partner at SD to ensure all low-voltage requirements are reflected in architectural and engineering drawings from the start. IT stakeholders participate in the design process early, not at move-in. Technology and architectural drawings are coordinated in real time rather than reconciled after the fact. And systems are designed to communicate with each other rather than simply installed in parallel.

That last point is increasingly critical. A decade ago, building management systems, access control, security cameras and intrusion detection were entirely separate platforms. Today those systems are converging, and buildings being designed now need to account for that trajectory.

What Owners Learn Too Late

As a building nears completion, owners often discover just how deeply technology infrastructure affects day-to-day operations and the path to a Certificate of Occupancy. General contractors can’t close out if access control isn’t complete. An entire floor goes without connectivity when cabling hasn’t been properly installed and tested. Conference rooms that weren’t planned around actual business workflows become a source of daily frustration. Spotty Wi-Fi coverage signals a design that was never properly performed in the first place.

Oftentimes, building owners chalk this up to growing pains as they settle into the building. But there doesn’t need to be growing pains. These are simply the standard outcomes when technology gets treated as a commodity line item sorted out at the end of a project.

Designing for What’s Next

Future-proofing a building’s digital infrastructure doesn’t require a complex strategy. It requires the right decisions made during design rather than corrections made after construction. A few principles worth building around:

Install Cat 6A and 6A Shielded. Category 6A cabling supports the bandwidth demands of current and future wired systems. Wireless bandwidth is a shared, finite resource under constant pressure from growing employee device usage, and hardwired infrastructure remains the reliable backbone for high-demand applications.
Choose PoE-enabled, cloud-based security systems. Power over Ethernet devices paired with cloud-based management platforms are easier to upgrade and simpler to scale, reducing long-term hardware refresh costs compared to legacy systems.
Keep AV systems simple. All-in-one videoconference soundbars and straightforward touchscreens consistently outperform complex processor-driven systems in usability and longevity. When technology advances, individual components can be swapped without redesigning the entire room.
Select systems with open architecture. Most security platforms today operate in their own silo. The expectation going forward is that those same systems will interface with lighting, HVAC and life safety to deliver genuine building intelligence.

The Case for Single-Point Accountability

Consolidating low-voltage responsibility under one integrated partner changes the risk profile of a project in meaningful ways. Cabling doesn’t get missed because it fell between the AV vendor and the security subcontractor. Infrastructure doesn’t get undersized because the IT team was never consulted. Systems don’t conflict because all drawings were coordinated from the start.

For building owners and developers, the timing question has a clear answer. Addressing technology infrastructure before design is locked is far less expensive, far less disruptive and far more likely to produce a building that performs on day one. Waiting until after the ribbon is cut means paying to fix problems that were entirely avoidable.

Changing the sequence and adding IT as a priority in the beginning is all it takes.

Josh Vickery is Chief Executive Officer and Co-Founder of CSP Consultants Group.

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Right-Sizing Reliability: Hot Water System Planning for Modern Healthcare Facilities

Edusehat — Tue, 26 May 2026 02:15:02 +0700

Incorrectly sized systems can create long-term operational and financial consequences. | Photo Credit (all): Courtesy of Bradford White

By Lindsey Coulter

As hospitals and healthcare campuses continue to modernize, expand specialty services and adapt to changing patient demands, hot water systems are becoming a far more critical design consideration than many project teams realize. According to Bradford White Senior Manager of Mechanical Solutions Cheryl Wagner, healthcare facilities frequently encounter performance and efficiency challenges because water heating systems are sized incorrectly during the design phase.

“Project teams most often miscalculate demand by relying too heavily on building size or fixture counts instead of actual use patterns,” Wagner said. “Healthcare facilities have highly variable loads depending on patient population, laundry, food service, sterilization and bathing schedules.”

While square footage remains a common benchmark during early planning, Wagner noted that it rarely reflects how healthcare facilities actually consume hot water. Two similarly sized hospitals may have dramatically different demand profiles depending on occupancy, specialty care services, kitchen operations, laundry requirements and clinical workflows.

“In healthcare, the system must support critical functions, not just serve a floor area,” Wagner said. “That makes demand a much better basis for design.”

Instead, healthcare project teams should focus on operational demand and peak-use scenarios when designing systems. Hospitals often experience simultaneous spikes in hot water usage during morning bathing schedules, kitchen preparation, sterilization cycles and laundry operations. If engineers fail to account for these overlapping peaks, systems may struggle to maintain temperatures and recovery rates during critical periods.

Wagner explained that high-demand departments such as laundry, food service and sterile processing can significantly influence system sizing despite occupying only a relatively small portion of the overall building footprint.

“These loads can require higher recovery capacity, additional storage or dedicated systems,” Wagner said. “Engineers should treat these areas as load drivers, not secondary assumptions.”

To properly estimate hot water demand, engineers should evaluate multiple operational factors, including fixture counts, flow rates, patient beds, occupancy levels, delivery temperatures and recirculation losses. Redundancy must also be built into the system design, particularly in hospitals where outages can quickly affect patient care and daily operations.

“Peak-load planning should be a formal part of the design process, not an afterthought,” Wagner said.

Incorrectly sized systems can create long-term operational and financial consequences. Undersized systems often lead to temperature fluctuations, slow recovery times and service disruptions that affect patient bathing, food service and infection control processes. Oversized systems present a different set of challenges, including inefficient cycling, increased standby heat loss, unnecessary energy consumption and higher capital costs.

“The goal is not simply more capacity, but the right capacity matched to the demand profile,” Wagner said.

The design approach can also vary significantly between new construction and renovation projects. New facilities typically allow engineers greater flexibility to optimize equipment layouts, storage capacity, venting systems and controls around projected demand. Renovation projects, however, often require teams to work within the limitations of existing infrastructure.

“Renovations often require a deeper look at distribution losses and legacy recirculation issues,” Wagner said. “Existing buildings also provide valuable operating history that should be used to validate sizing assumptions.”

As healthcare delivery models evolve, Wagner also recommends designing systems with long-term adaptability in mind. Modular systems, scalable storage solutions and staged equipment configurations can help facilities respond to changing patient populations and operational demands without requiring major system overhauls.

“Adaptability is especially important in healthcare because services, patient mix and operating schedules can change over time,” Wagner said.

Proper specification also plays a central role in system reliability and long-term performance. According to Wagner, specifications should extend well beyond basic efficiency metrics to address recovery rates, redundancy, controls, venting, condensate management and serviceability.

“In healthcare, reliability depends on the complete system, not just the water heater,” Wagner said.

To avoid costly redesigns later in a facility’s lifecycle, Wagner recommends involving facility operations teams early in the planning process and coordinating closely across design, engineering and construction disciplines.

“The best projects are designed around real operating conditions and reviewed collaboratively before construction begins,” Wagner said.

As healthcare facilities continue to grow more complex, water heating infrastructure is increasingly becoming a strategic planning issue rather than a routine mechanical specification. For healthcare design and construction teams, understanding real-world demand profiles may ultimately determine whether systems operate efficiently and reliably for decades—or require costly corrections long after occupancy.

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Wellstar Kennestone Opens 9-Story Tower, Expand Specialty Capacity and NICU Services

Edusehat — Fri, 22 May 2026 01:05:05 +0700

The Yellow Tower marks one of the largest healthcare investments in the region, ensuring community members have access to expanded, specialized care. | Photo Credit: Gary Gomez

Wellstar Kennestone Regional Medical Center opened its new Yellow Tower to patients April 15, 2026.
Wellstar described the project as a nine-story, approximately 300,000-square-foot tower and a $400 million investment.
The tower adds private adult rooms, a 49-bed neonatal intensive care unit and expanded specialty units in areas including cardiology, neurology, oncology and surgery.
The tower addition includes 151 new acute-care beds, two shell floors, and new kitchen and servery space.

MARIETTA, Ga. — Wellstar Kennestone Regional Medical Center in Marietta, Ga., recently opened a new nine-story patient tower designed to expand inpatient capacity and specialty services across several high-acuity lines.

Wellstar said the Yellow Tower began receiving patients April 15, and added new inpatient units, technology-enabled rooms and expanded support services tied to trauma, women’s and children’s care to the network.

The Yellow Tower is a nine-story, 235-bed patient tower spanning roughly 300,000 square feet and representing a $400 million investment. The project is intended to increase acute-care capacity while strengthening cardiology, neurology, oncology and surgical services.

The tower also includes dedicated units for cardiac critical care, surgical care, neurological care and medical oncology, as well as a dedicated Women’s & Children’s entrance and a next-generation neonatal intensive care unit.

All adult inpatient rooms are private and incorporate features intended to support comfort, infection prevention and staff workflows. The system also highlighted smart-room tools including interactive digital whiteboards, as well as remote monitoring and virtual nursing intended to support admissions, discharges and documentation.

“Expanding our neuro beds allows us to bring advanced technology and specialized brain and spine care directly to more patients,” according to an article from Wellstar Health System.

In women’s and children’s services, the tower’s 49-bed NICU is designed for premature and critically ill infants and includes a centralized milk lab and six couplet-care rooms intended to keep mothers and infants together during care.

The project also includes food and nutrition upgrades. A 22,000-square-foot kitchen under the tower supports hospital-wide in-room dining and expanded retail dining. “We designed this program to give patients more control over their dining experience—so they can order what they want, when they want it,” according to an article from Wellstar Health System.

Designed by HKS and CDH, with Aptitude: Intelligent Integration providing IT support, the project required extensive enabling work and thoughtful coordination to minimize disruption to existing operations. JE Dunn maintained access to critical patient care areas and integrated complex infrastructure upgrades throughout the complicated project, which required 15 connection points between the new tower and three existing towers. The new tower’s unique design features — such as flexible care spaces that can flex up for higher acuity patients, and advanced technology integration — underscore Wellstar’s mission to deliver nationally recognized clinical programs and patient experience.

The Yellow Tower marks one of the largest healthcare investments in the region, ensuring community members have access to expanded, specialized care. This project included two pandemic-ready floors, central energy plant enhancements, an expansive kitchen to serve the entire campus, as well as multiple dining options and a coffee bar for the public and staff.

“I was born at Kennestone, so this is a full-circle moment for me,” JE Dunn Project Director Brad Stolz shared. “It’s been rewarding and incredibly meaningful to contribute to this new tower that will play such a pivotal role for patients and families in our community. This is exactly why we do what we do.”

This article is based on reporting originally published by Wellstar Health System on April 13, 2026, and project information published by JE Dunn Construction (dated Nov. 28, 2023 on the project page).

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Next Generation Dovetail Deck and Pintail Anchors

Edusehat — Wed, 20 May 2026 02:10:05 +0700

Rapid installation, easy reconfiguration when it’s most critical.

Next Generation Dovetail Deck and Pintail Anchors by Nucor Vulcraft and Verco.

Modern healthcare facilities demand building products that are both practical and adaptable—capable of anticipating future renovations. To meet this challenge, Vulcraft-Verco developed the PinTail Anchor: a robust hanging solution designed exclusively for our next-generation Dovetail Floor Deck. It’s a smart way to futureproof today’s facilities for tomorrow’s needs.

Nucor Vulcraft and Verco

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General Leonard Wood Community Hospital Opens at Fort Leonard Wood

Edusehat — Tue, 19 May 2026 08:15:06 +0700

The new General Leonard Wood Community Hospital replaces one of the oldest healthcare facilities in the Army’s inventory. The Kansas City District, U.S. Army Corps of Engineers managed the project with JE Dunn Construction as the design-build contractor and RLF Architects as the designer. Construction for the hospital began in 2019. Photo by Samuel Weldin. | Photo Credit: Diana McCoy

A ribbon-cutting ceremony marked the opening of the new General Leonard Wood Community Hospital at Fort Leonard Wood, Miss.
The facility replaces the installation’s hospital built in 1965, described as one of the oldest in the Army’s inventory.
The Kansas City District, U.S. Army Corps of Engineers managed the project with JE Dunn Construction as design-build contractor and RLF Architects as designer; major construction was completed in November 2025.
Project leaders credited early partnering and the use of “collaborative analytics” to resolve issues during construction.
Demolition of the old hospital is expected to be completed in late 2028, with a new parking lot planned for completion by 2030.

PULASKI COUNTY, Miss. — After six years of construction, Fort Leonard Wood marked the opening of the new General Leonard Wood Community Hospital with a ribbon-cutting ceremony, bringing regional partners together to celebrate the project’s completion.

The hospital is intended to provide modern inpatient and outpatient services for the military community in and around Fort Leonard Wood in Pulaski County, Missouri, and is designed as a patient-centered healing environment.

The Kansas City District, U.S. Army Corps of Engineers managed the hospital project, with JE Dunn Construction serving as the design-build contractor and RLF Architects as the designer. Construction began in 2019 with creation of a temporary helipad, and major construction was completed in November 2025.

Project leaders tied progress to early alignment among stakeholders. “The number one item that contributed to the success of this project was the partnership that was established with JE Dunn and the Defense Health Agency from the very beginning,” Steven Lanni said, according to an article from the U.S. Army.

Officials also highlighted a structured approach for surfacing friction points before they became delays. David Manka, chief of the Kansas City District’s Construction Division, described the district’s use of “collaborative analytics,” according to an article from the U.S. Army.

The article describes collaborative analytics as a process that gathers monthly stakeholder feedback, then visualizes results using a red-amber-green system to identify trends and help leaders address issues early. In one example cited, the project team uncovered a sinkhole during construction and used the process to support a faster resolution.

The new hospital replaces the existing facility built in 1965. Brig. Gen. William Hannan Jr., commander of the Northwestern Division, U.S. Army Corps of Engineers, was among the officials providing remarks at the ceremony, noting he led the Kansas City District when the project began and later returned to see the ribbon cutting.

Work on the broader program will continue after the opening. Once operations fully move out of the old hospital, the hospital residence office is expected to oversee demolition of the former facility, targeted for completion in late 2028. A new parking lot is planned for the site, with completion expected by 2030.

This article is based on reporting originally published by the U.S. Army on April 22, 2026.

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Powering the Future of Cognitive Care at USC’s New Brain Health Center

Edusehat — Tue, 19 May 2026 08:15:05 +0700

The Brain Health Center will provide timely cognitive screenings, evaluations, and community-based support services for patients in seven underserved areas across South Carolina. | Photo Credit (all): Courtesy of RMF Engineering

By Michael Scruggs, PE

The Brain Health Center works in conjunction with USC’s statewide Brain Health Network, which includes seven brain health clinics statewide.

Located on its Health Sciences Campus in Columbia, S.C., the University of South Carolina (USC)’s Brain Health Center expands access to diagnostic support and specialized care for patients with cognitive conditions, such as Alzheimer’s disease and related dementias. The project, which celebrated its opening in March 2026, unifies clinical services, advanced imaging, infusion therapy, rehabilitation, and research under one roof. This allows the center to create opportunities for patients to engage in clinical trials and studies aimed at improving treatment options and outcomes.

The 65,000-square-foot facility required an expansive power supply and safety system to bring the facility online and maintain uninterrupted service. Quackenbush Architects + Planners partnered with Perkins&Will to design the facility, with Hood Construction Company as the general contractor. RMF Engineering provided the MEP and fire protection design for the project to meet these complex needs, allowing the facility to provide advanced care well into the future.

Comfort and Care at the Core

The Brain Health Center features state-of-the-art technology and clinical and research spaces designed with patient care and comfort at the forefront. The outpatient facility offers 16 exam, testing, and treatment rooms, an eight-bay infusion room for therapeutic treatments, and spaces dedicated to physical, occupational, and speech therapy. A small data center located in the lower level of the building supports the facility and its operations.

The Brain Health Center works in conjunction with USC’s statewide Brain Health Network, which includes seven brain health clinics statewide. A neurological and rehabilitation hospital is also in development. The Brain Health Center will provide timely cognitive screenings, evaluations, and community-based support services for patients in seven underserved areas across South Carolina. The facility will also aid the growth of USC’s research into brain-based disorders, supporting advancements in both treatment and understanding of brain health.

Safety Protection Systems

The central air handling and chilled water systems are sized for the eventual fit-out of the entire building, creating a plan to minimize the disturbance to the facility when the fit-out takes place.

The MEP and fire protection design for the project supports modern clinical, research, and imaging environments within a high-performance facility that is both sustainable and flexible.

Redundancy was designed in key locations to support the resiliency of the mechanical systems, with components including redundant air handling unit fans, building chilled water pumps, data center chilled water pumps, and data center computer room air conditioning units. In the event of a component failure, this set-up allows for replacement to be planned when convenient for the maintenance team rather than on an emergency timeline.

The central air handling and chilled water systems are sized for the eventual fit-out of the entire building, creating a plan to minimize the disturbance to the facility when the fit-out takes place. The rooftop location of this equipment allowed the architectural team to intentionally design a complete rooftop screen wall that is consistent with the other changes to the building façade.

The fire protection system was also strategically designed with resiliency at its core. A new, combination manual wet standpipe and automatic wet sprinkler system serves the building, with double interlock pre-action sprinkler systems in the MRI suite and data center to limit risk to the expensive equipment. The pre-action equipment is located in the incoming water service room alongside the fire protection backflow preventer to facilitate convenient maintenance and testing.

One of the biggest challenges with the fire protection system was installing new standpipes within existing stairwells. The design team worked together to provide a standpipe route that accommodates existing door and wall locations. On the ground level, the exterior wall of the existing stairwell was adjusted to provide the necessary space for piping and the floor sprinkler zone valve assembly.

Powering Technology

The center is powered by the latest technology and tools, including South Carolina’s first 7-Tesla MRI dedicated to patient care and a 3-Tesla MRI scanner that is more than twice as powerful as standard scanners. The ultra-high-field 7-Tesla MRI scanner offers an unprecedented precision in brain imaging, enabling earlier detection of subtle abnormalities. It also provides clear, detailed images for USC researchers conducting pioneering research into neurological conditions.

A dedicated chiller and quench vent was strategically designed for each of the MRI scanners. The piping and ductwork associated with this equipment was carefully sized and routed through the building to an exterior mechanical yard with another screen wall, allowing for a clean visual at the low roof above the MRI suite while also intentionally limiting access to service personnel.

As a result of this careful planning and implementation, the long-term performance of USC’s Brain Health Center is anchored in a thoughtfully integrated approach to fire protection and building technology. These systems form a cohesive backbone that safeguards occupants and equipment while enabling uninterrupted clinical care and research. In doing so, the Brain Health Center demonstrates how forward-thinking approaches to these project elements can elevate both safety and performance in highly specialized healthcare environments.

Michael Scruggs, PE, is a Project Manager at RMF Engineering.

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Alexandria Supino on Leading Gresham Smith’s Charlotte Healthcare Studio

Edusehat — Tue, 19 May 2026 08:15:05 +0700

By Lindsey Coulter

Alexandria Supino, AIA, NCARB, EDAC, recently joined Gresham Smith’s Charlotte, N.C., office as healthcare studio leader. In her new role, Supino will oversee studio operations and project delivery, partner with market leadership to support professional development and design excellence, and help strengthen client relationships and pursuit efforts across the region. Supino most recently served as studio lead at Scope Architectural Consulting and previously was a senior associate with E4H Architecture. She also held leadership roles at HDR across healthcare and Department of Defense projects, is a licensed architect, and earned a Bachelor of Architecture from the University of North Carolina at Charlotte.

Healthcare Market Vice President Corie Baker said Supino brings “a valuable combination of healthcare planning insight, design leadership and project delivery experience,” adding that her patient- and staff-centered approach and mentoring capabilities will support growth.

As she steps into her new role, Supino spoke with Healthcare Construction + Operations News about why she returned to lead in her hometown, what she plans to prioritize in year one, and how human-centered and evidence-based strategies translate into practical, buildable decisions.

HCO: What drew you to join Gresham Smith as Healthcare Studio Leader in Charlotte at this point in your career?

Supino: Charlotte is my home, and as a native Charlottean I care deeply about the Queen City. This role gives me the opportunity to make a real impact on healthcare right here in our community and help ensure Charlotte has the very best. After getting to know the Gresham Smith team, I could genuinely see myself building something meaningful here and now as Studio Leader, I’m excited to mentor and support the team, grow the practice, and bring the lessons I’ve learned throughout my career to help others succeed.

HCO: What are your priorities for the Charlotte Healthcare Studio in your first year?

Supino: In my first year, my top priorities are to support and develop our team, put a clear growth strategy in place, and strengthen our reputation as Charlotte’s go-to healthcare design studio, known for elevated design and deep local expertise.

HCO: You’ve emphasized patient-, family-, and staff-centered environments. What does truly human-centered healthcare design look like in today’s market?

Supino: Human-centered healthcare design starts with designing for every occupant from patients and families to visitors and staff, because each group experiences spaces differently. In our Charlotte Studio, we identify those users and map their journeys through spaces to understand what they need and how they move through the environment. From there, we design spaces that support great care delivery while feeling more intuitive, comfortable and welcoming for everyone.

HCO: How do you translate research into practical solutions for healthcare clients?

Supino: I translate evidence-based research by pairing proven best practices with direct input from the people who use the space every day. Our team listens closely to our clients and then turns what we learn into clear, buildable decisions — down to the placement of equipment, accessories, charging locations and outlets. That level of detail supports smoother workflows for staff and helps create better outcomes for patients.

HCO: Charlotte and the broader Southeast continue to grow rapidly. What healthcare facility trends are you seeing in this region, and how should providers prepare?

Supino: One major trend that healthcare is seeing is the rapid growth of advanced therapies like Bone Marrow Transplant (BMT) and CAR T-cell therapy. Delivering these programs effectively requires a coordinated set of spaces, including the BMT lab, phlebotomy, and infusion, designed to work together as one clear patient experience. Providers should prepare by planning flexible, scalable environments that keep these functions together, potentially in a dedicated outpatient facility, so care can be located closer to the communities that need it with less travel and fewer steps for patients.

HCO: You’ve led work ranging from renovations and clinic fit-outs to medical office buildings and larger healthcare projects. How are client priorities shifting across these project types?

Supino: Across project types, clients are still prioritizing the patient room and the care experience, but they’re getting much more intentional about how every remaining square foot is used. Once patient capacity is met, many health systems are investing the remaining space for staff support, such as larger break rooms, additional charting or dictation areas, more storage, and practical amenities for visitors. The shift is to design smarter, more efficient layouts that improve day-to-day operations and boost both staff and patient satisfaction.

HCO: Many healthcare systems are balancing cost pressures with the need to modernize facilities. How can design teams help clients achieve both financial discipline and innovation?

Supino: Design teams can help clients balance cost and modernization by focusing first on what drives care delivery and performance, especially the right equipment and the spaces that support it. From there, we look for durable, low maintenance materials and a neutral, flexible base palette that can evolve over time with targeted updates like art, lighting, and wall finishes. Those smaller, strategic improvements can create a modern feel and measurable impact without overextending the budget.

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Flat Handrail

Edusehat — Tue, 19 May 2026 08:15:05 +0700

Wallprotex’s wX7 Flat Handrail is a commercial vinyl handrail designed for high-traffic interiors such as hospitals and nursing homes. An aluminum retainer and vinyl impact absorber are concealed by a replaceable vinyl cover for long-term performance and easy refresh. Adjustable mounting attachments support straightforward installation while helping the rail stay secure in daily use. Built to balance durability with visual appeal, the Flat Handrail delivers dependable corridor support and wall protection in one streamlined profile. Standard length is 12 feet, with ordering available for lengths 8 feet and over. Choose from 10 standard vinyl colors—including black, brown, gray, ivory, khaki brown, pale yellow, sand, sawdust, taupe and white—with specialty colors also available. Specify with or without fasteners to match your installation needs.

WallProtex

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DesignGroup Welcomes Christian Kyle Jordan Perry as Senior Lab Planner

Edusehat — Tue, 19 May 2026 08:15:04 +0700

Christian Kyle Jordan Perry recently joined DesignGroup as Senior Lab Planner. Perry began his career in healthcare planning and now specializes in laboratory planning, partnering with clients across biotechnology, pharmaceutical, translational research, clinical processing and GMP manufacturing. Known for his collaborative approach, Perry works closely with clients and end users to understand their goals and translate complex operational needs into functional, scalable, and future-ready facilities. He focuses on creating innovative lab environments that support scientific discovery, advanced research, and complex manufacturing operations.

Prior to joining DesignGroup, Perry was a Lab Planner with Ewing Cole and HOK. He is also the Board President and co-founder of Little Angels of Honduras, and organization that provides design oriented solutions to improve infant maternal health conditions in Honduras. He studied architecture at Alfred State College – SUNY College of Technology.

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Modular Waste Receptacle

Edusehat — Sat, 16 May 2026 04:45:05 +0700

Designed by QDesign, SOTARE® is a modular family of curvilinear waste and recycling receptacles which includes a 34-gallon half-elliptical unit and 2 quarter-elliptical units. These units combine with waste, paper and circle top options to create numerous configurations. Fourteen top options are available in order to create the ideal solution for the client’s design aesthetic, recycling-program requirements and available footprint. SOTARE® units are constructed of powder-coated steel and can stand alone or be grouped together. All SOTARE® units can also be configured with all units in the VALUTA® family. LEED v4 SOTARE® also contributes to various LEED prerequisites and credits.

Magnuson Group

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Rob Orvis Joins Wells as Chief Technology Officer

Edusehat — Sat, 16 May 2026 04:45:04 +0700

Wells, a leader in prefabricated building solutions, announced the appointment of Rob Orvis as Chief Technology Officer. In this role, Orvis will lead Wells’ core technology organization, guiding enterprise systems, cybersecurity, and digital strategy to support daily operations and future expansion. Based in the Maple Grove, Minnesota office, Orvis will collaborate closely with teams across Wells’ national footprint.

“I was drawn to Wells because of its growth momentum, industry leadership, and the quality and breadth of solutions delivered to clients,” said Orvis. “The culture and interactions throughout the interview process were a tipping point. I walked away from every conversation believing this was a team where collaboration, trust, and enjoyment in the work truly mattered.”

Orvis joins Wells with more than eight years of experience in the building-services industry, following earlier leadership roles in large-scale distribution environments. He brings a strong background in industry processes, prioritizing how technology supports execution, performance and scalable outcomes. A graduate of Bethel University, Orvis holds degrees in business and marketing. His career also includes unique supply-chain leadership experience, offering firsthand insight into how high-performing organizations operate and scale effectively.

“Rob brings a strong track record of technology leadership within complex organizations, along with the practical experience needed to help scale our business for the future,” said Ryan Stroschein, Chief Corporate Officer at Wells. “As Wells continues to grow, we are investing in innovation to strengthen our operational capabilities. Rob’s leadership is instrumental in advancing our technology strategy.”

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Humidity Control: The Missing Layer in Healthcare Infection Prevention

Edusehat — Thu, 14 May 2026 23:45:09 +0700

Humidification systems designed for large buildings help maintain consistent indoor humidity in healthcare environments with high air volumes and continuous operation. | Photo Credit (all): Courtesy of DriSteem

By Dave Schwaller

Infection prevention is a top priority in healthcare. Ventilation rates are defined down to the air change. Filtration levels are closely tracked. Pressure relationships are monitored and tested. These controls are well established in healthcare design and day‑to‑day operations.

Humidity control, however, is often treated differently. It is usually present but not always managed with the same level of intent or attention as other environmental controls.

Research referenced by ASHRAE and the CDC indicates that maintaining indoor relative humidity between 40 and 60 percent helps reduce airborne transmission risk and supports occupant health. When humidity control is not actively addressed, even well‑designed infection prevention strategies can lose an important layer of support.

Where Humidity Control Breaks Down and Why It Matters

Humidity matters. Too dry, infectious droplets hang in the air. Balanced humidity levels help contain them.

High air change rates, continuous HVAC operation, and aging infrastructure all make precise humidity control more difficult in real‑world operation. As a result, indoor relative humidity in many healthcare facilities falls below recommended levels. When humidity control is not consistently maintained, several risk factors tend to appear together.

Dry air causes respiratory droplets to evaporate quickly, forming smaller particles that can remain airborne longer and travel farther. Some pathogens also persist longer in dry environments. At the same time, low humidity dries out mucous membranes in the nose and throat, reducing the body’s ability to trap and expel contaminants.

These effects are easy to miss because they rarely trigger alarms or immediate failures. Over time, however, they can increase infection risk, affect patient outcomes negatively, and contribute to higher staff illness rates.

Humidity control also plays a direct role in equipment reliability, building durability, and the performance of medical materials and supplies.

Dry air increases the likelihood of electrostatic discharge in sterile processing areas, imaging suites, and other spaces with sensitive electronics. It also accelerates wear on the building itself. Flooring, millwork, and finishes tend to degrade faster under dry conditions, driving up maintenance needs. Medical equipment is affected as well, as prolonged dryness can contribute to performance issues and reduced service life.

Medical materials and supplies are impacted too. Extended exposure to low humidity can compromise sterile packaging, shorten the usable life of certain disposables, and create static‑related handling challenges. Over time, these conditions increase waste and add hidden costs to materials management.

The Hidden Costs of Poor Humidity Control

Maintenance costs rise as equipment and finishes wear out faster than expected. Energy use is another concern, as comfort complaints often lead to increased heating or ventilation, which can further reduce humidity while adding energy load.

The greatest disruption often comes from reactive solutions. Portable humidifiers and temporary fixes may address symptoms, but they are rarely efficient or reliable long term. Facilities with well‑designed, centrally managed humidity control systems typically see fewer interruptions and more predictable operating costs.

Evaluating humidity control strategies in healthcare

Electric humidifiers are often applied in large healthcare and institutional buildings where flexible, space‑efficient humidity control is needed.

When healthcare facility leaders evaluate humidity control options, first cost should be only one consideration.

Both steam and adiabatic humidification systems are used successfully in healthcare when properly selected, designed, and maintained. Steam humidification is commonly chosen when precise control is essential, while adiabatic systems are often used when energy efficiency is a priority and strong water management and maintenance practices are in place.

Regardless of technology, evaluation should focus on long‑term performance. Key questions include:

Can the system maintain target relative humidity under real operating conditions?
How will water quality be managed over time?
What staffing time and maintenance are required?
How will performance be monitored and documented?

In healthcare environments, long‑term reliability and maintainability often matter more than initial cost.

Project Examples: Lessons from hospital and Senior Care Facilities

Humidification systems designed for large buildings help maintain consistent indoor humidity in healthcare environments with high air volumes and continuous operation.

Two DriSteem projects illustrate how intentionally designed humidity control can support patient health, staff performance, and system reliability across different healthcare settings.

At a large hospital in Buffalo, New York, aging air handlers serving operating suites, sterile processing, the pharmacy, and patient areas were replaced in phases to avoid interrupting critical operations. A key lesson from the project was the value of clean humidification steam. The hospital selected a steam-to-steam humidification system that used boiler steam as the energy source to generate humidification steam from fresh water. By treating humidity control and air purity as integral to the HVAC upgrade, the facility strengthened its environmental control strategy at a time when operational reliability mattered most.

A similar lesson emerged at a skilled nursing facility in Michigan’s Upper Peninsula, where a major renovation introduced 100 percent outdoor air and higher indoor temperature setpoints to support resident comfort and health. These conditions significantly increased humidification demand. Steam humidification was installed to help reduce the risk of virus transmission for a vulnerable population. The project reinforced an important takeaway for senior care environments: humidity control is not a comfort feature, but a critical component of resident safety, infection prevention, and long‑term operational performance.

Making Humidity Control Part of Infection Prevention

Effective humidity control belongs alongside ventilation, filtration, and pressurization as a core element of environmental control. On its own, it will not eliminate the risk of infection. But when humidity is managed intentionally rather than left to chance, it strengthens the overall system. In healthcare environments where patient safety, staff performance, and operational resilience are tightly connected, humidity control is more than a comfort consideration. It is a fundamental part of doing the job well.

Dave Schwaller is an Application Engineer with DriSteem.

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Aspirus Breaks Ground on $227 Million Wausau Hospital Expansion; Work Expected Through 2028

Edusehat — Thu, 14 May 2026 02:15:04 +0700

The expansion represents a $227 million investment and is intended to address growing critical care needs as patient care becomes more complex and the region’s population ages. | Photo Credit: Aspirus Health

Aspirus Wausau Hospital held a groundbreaking ceremony May 8 for a multi-year expansion project, with construction expected to continue through 2028.
The expansion is a $227 million investment — the largest in its history — intended to meet growing critical care needs and support more complex, specialized care.
Planned upgrades include 48 intermediate care beds, a 16-bed observation unit, expanded surgical facilities, redesigned specialty-care spaces and a new fixed PET/CT scanner.
Construction will proceed in phases to minimize disruption to hospital operations, with regular updates planned on milestones and community impact.

WAUSAU, Wis. — Aspirus Wausau Hospital formally launched its expansion project May 8 with a groundbreaking ceremony that brought together leaders from Aspirus Health, design partner HGA, Miron Construction and local officials.

Aspirus says the multi-phase effort — scheduled to begin in early 2025 and continue through 2028 — is designed to increase capacity, expand diagnostic and surgical capabilities and support specialized care closer to home for northcentral Wisconsin patients.

Dozens of attendees participated in the May 8 ceremony, which it framed as a milestone reflecting the hospital’s growth and the organization’s long-term commitment to expanding access to high-quality care across the region.

The expansion represents a $227 million investment and is intended to address growing critical care needs as patient care becomes more complex and the region’s population ages.

“This expansion positions Aspirus Wausau Hospital as the destination for specialized health care in Northcentral Wisconsin,” said Matt Heywood, Aspirus Health president and CEO, according to a project overview from Aspirus Health Care.

Aspirus outlined several clinical and operational components for the project, including 48 intermediate care beds and a 16-bed observation unit, with provisions for future intensive care expansion. The plan also calls for a new fixed PET/CT scanner to strengthen cancer diagnostics and reduce travel for certain imaging needs, along with redesigned specialty-care spaces and expanded surgical facilities, Aspirus said.

Heywood said the project is intended to improve patient movement and care coordination as the hospital’s service mix evolves. “This expansion is designed for flexibility and foresight,” Heywood added.

Aspirus said construction will proceed in phases to minimize disruption to ongoing hospital operations, and it plans to provide regular updates on project milestones and community impact through its communications channels.

This article is based on reporting originally published by Aspirus Health Care on May 12, 2026, and a project overview posted by Aspirus Health Care in 2025.

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Florida’s New Alan B. Miller Medical Center Celebrates Ribbon-Cutting Ceremony

Edusehat — Wed, 13 May 2026 08:20:05 +0700

Project partner Gresham Smith completed architecture and engineering work for the 156-bed facility, which it described as a new flagship subsidiary hospital for UHS and part of a broader push to expand access to care in the fast-growing market. | Photo Credit (all): Gresham Smith

Universal Health Services held a ceremonial ribbon cutting April 29 for the Alan B. Miller Medical Center in Palm Beach Gardens, Florida, ahead of an expected May 2026 opening, according to a company news release.
Gresham Smith, the project’s design and engineering firm, said the hospital is a 156-bed, full-service facility and noted the building and site were planned for future expansion.
UHS described the project as a nearly $430 million investment expected to create more than 800 jobs and serve as an anchor for community health and economic development.

The building is sized to accommodate up to 291 beds in the future and that the site plan allows for a forthcoming 80,000-square-foot medical office building.

PALM BEACH GARDENS, Fla. — Universal Health Services (UHS) cut the ribbon April 29 on the Alan B. Miller Medical Center, a new hospital in Palm Beach Gardens that the company says is scheduled to open to patients this month. The hospital will offer emergency care; cardiac, orthopedics and surgical services; labor, delivery, recovery and postpartum care; advanced imaging; and inpatient concierge services. The building is sized to accommodate up to 291 beds in the future and that the site plan allows for a forthcoming 80,000-square-foot medical office building.
Business and community leaders, healthcare professionals and invited guests attended the ceremony and toured the seven-story hospital. Located on a 34-acre campus, the facility includes 156 private patient rooms, including six suites and capacity for future expansion. The nearly $430 million investment is expected to create more than 800 jobs while supporting local partnerships. The hospital is named for UHS founder and Executive Chairman Alan B. Miller.

“I got into the hospital business to help people. I never intended to be the biggest; I always wanted to be the best,” said Alan B. Miller, according to a news release from Universal Health Services.

“The Alan B. Miller Medical Center symbolizes both the personal legacy of my father and a transformative advancement for healthcare,” added Marc D. Miller, president and CEO of UHS.
Project partner Gresham Smith completed architecture and engineering work for the 156-bed facility, which it described as a new flagship subsidiary hospital for UHS and part of a broader push to expand access to care in the fast-growing market.

“Our goal was to create more than just a hospital — we set out to design a landmark facility that communicates UHS’ commitment to excellence, innovation and patient-centered care,” said David Zegley, project executive at Gresham Smith, according to a news release from Gresham Smith.

The firm used horizontal sunshades and specialized glazing on the south facade to optimize natural light while minimizing heat gain and supporting sustainability goals. It also incorporated a hospitality-inspired interior and seventh-floor concierge-style patient rooms, along with landscaping intended to create a welcoming environment for patients and visitors.
This article is based on news releases originally published by Universal Health Services and Gresham Smith in May 2026.

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Learning From the Field: Why Owner‑Led Case Studies Matter More Than Ever in Healthcare Facilities

Edusehat — Tue, 12 May 2026 07:15:04 +0700

The Healthcare Facilities Symposium & Expo (HFSE) Advisory Board is a diverse group of leaders from healthcare systems, facilities, design, construction, engineering, and operations meets twice each year to guide the direction of the Symposium — once for deep strategic planning, and again mid‑year to refine priorities as industry conditions evolve. | Photo Credit (all): Courtesy of HFSE

By Jenabeth Ferguson, Vice President & Symposium Director, Healthcare Facilities Symposium & Expo

Each January, the Advisory Board gathers to set the foundation for the upcoming HFSE conference program.

One of the most valuable aspects of working in the healthcare industry is how willing people are to share — not just successes, but lessons learned. Healthcare facilities work is complex, high‑stakes and deeply human. None of us gets it exactly right every time, which is why learning from each other has never mattered more.

That spirit of shared learning is what defines the Healthcare Facilities Symposium & Expo (HFSE) Advisory Board. This diverse group of leaders from healthcare systems, facilities, design, construction, engineering, and operations meets twice each year to guide the direction of the Symposium — once for deep strategic planning, and again mid‑year to refine priorities as industry conditions evolve.

Each January, the Advisory Board gathers to set the foundation for the upcoming HFSE conference program. In January 2026, the conversation quickly moved past trends and buzzwords and focused on a practical question: What are people working in healthcare environments being asked to solve right now — and where do they need real, experience‑based guidance? The message was consistent. The industry needs more honest, owner‑led stories that connect planning, design, and construction decisions directly to operations, staff experience and patient care.

The Project Types Driving Today’s Challenges

Across the advisory board discussions — both at the January annual meeting and during follow‑up sessions throughout the year — several project types consistently rise to the top. Health systems are investing heavily in large hospital replacements and expansions, while also accelerating care delivery closer to communities through outpatient, ambulatory and specialty facilities. Behavioral health projects — across acute, residential and crisis settings — remain a critical focus, along with cancer care, pediatrics, women’s health, rural and critical access hospitals.

What connects these projects isn’t scale or budget. It’s uncertainty. Care models are changing. Workforce strain is real. Supply chains remain unpredictable. Technology is evolving faster than many capital programs can fully anticipate. Advisory board members emphasized that future‑ready facilities must be flexible, resilient, and grounded in operational reality, not idealized assumptions.

Those priorities directly shaped the 2026 HFSE conference program.

Turning Real‑World Challenges Into Practical Learning

As I look at this year’s program, what stands out is how consistently sessions are anchored in real facilities — often with healthcare providers speaking candidly about their experience.

Large‑scale transformations like Valleywise Health’s multi‑year, multi‑campus modernization provide a behind‑the‑scenes look at how resilient design, phased delivery, and operational data influenced decisions that affect safety, access, and surge capacity every day. Similarly, the Atrium Health Carolinas Medical Center expansion explores how collaboration, trust, and team health directly influenced schedule reliability, staff confidence and performance under pressure.

Outpatient growth is another recurring theme shaped by advisory board input. Organizations such as Moffitt Cancer Center and UNC Health share how their facilities had to adapt mid‑project — sometimes after construction was already underway — to meet shifting patient volumes and service demands. These case studies don’t gloss over constraints; they show how flexibility in planning and delivery protects patient access and clinical workflows when conditions change.

When Design Decisions Reach the Bedside

One of HFSE’s defining characteristics has always been bringing multiple perspectives into the same room. I’m especially proud that the 2026 program continues to elevate provider and operator voices as central to each case study.

At Nemours Children’s Health, clinicians describe how an advanced delivery unit was designed to keep mothers physically close to high‑risk infants—supporting bonding while strengthening clinical coordination. Leaders from MD Anderson Cancer Center share the challenge of activating a Therapeutic Radiation Center well ahead of a larger hospital build, and how meticulous planning enabled safe, uninterrupted care amid ongoing construction.

Behavioral health sessions further reinforce how deeply the built environment affects dignity, safety and workforce resilience. Providers and operators discuss how thoughtful design choices — such as staff respite spaces, circulation clarity, and normalized environments — can reduce stress, support care teams and improve outcomes for vulnerable patient populations.

Why This Ongoing Dialogue Matters

What continues to resonate through every advisory board meeting is a shared belief that healthcare facilities education must stay grounded in reality. This is not the moment for polished success stories or one‑size‑fits‑all solutions. It is the moment for honest dialogue, shared lessons and applied insight.

By convening its advisory board year-round and anchoring the conference program in owner‑led case studies, HFSE reflects how this industry truly works: collaboratively, across disciplines and always in service of care delivery.

At the end of the day, buildings are not just projects. They are places where care happens, staff show up day after day and patients experience some of the most important moments of their lives. When we learn directly from those who operate these facilities, the entire industry moves forward together.

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Scott Steindler Joins Global Drain Technologies

Edusehat — Fri, 08 May 2026 09:30:05 +0700

Global Drain Technologies (GDT), a North American leader in innovative drainage solutions announced the appointment of Scott Steindler, CPD, GPD, GGP, LEED-AP BD+C, FASPE, to its Business Development team. Steindler most recently served as National Industrial Manager for Watts Water Technologies. With more than 31 years of experience spanning field plumbing, wholesale, and fire protection design, Steindler has held numerous high-level positions within the American Society of Plumbing Engineers (ASPE), including serving on the Society Board of Directors as Vice President Technical, Vice President Membership, and Region IV Director. In 2020, he was inducted into the ASPE College of Fellows (FASPE), one of the highest honors in the profession. He was also named the 2024 Plumbing Engineer of the Year by PM Engineer.

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HonorHealth Completes $170 Million Deer Valley Medical Center Expansion, Adds Beds and OR Capacity

Edusehat — Fri, 08 May 2026 09:30:05 +0700

Launched in 2023, the effort includes a new patient care pavilion, added inpatient beds, expanded surgical capacity and upgrades to campus arrival and support services. | Photo Credit: HonorHealth

HonorHealth has completed a $170 million renovation and expansion at HonorHealth Deer Valley Medical Center in north Phoenix.
The hospital expanded to 238 beds from 204, anchored by a new four-story, 166,000-square-foot patient care pavilion.
Campus upgrades include four new operating rooms, expanded pre- and post-op areas, and a redesigned main entrance and lobby.
Remaining elements, including a new first-floor cafeteria and renovated kitchen, are expected to open this summer, with a ribbon-cutting planned later in 2026.

PHOENIX — HonorHealth has completed work on a $170 million renovation and expansion at HonorHealth Deer Valley Medical Center, a project the nonprofit health system said is designed to increase capacity and modernize care environments for the growing north Phoenix community.

Launched in 2023, the effort includes a new patient care pavilion, added inpatient beds, expanded surgical capacity and upgrades to campus arrival and support services.

With the expansion, the medical center increased capacity from 204 beds to 238 patient beds. At the center of the work is a new four-story, 166,000-square-foot patient care pavilion, alongside renovations and additions across the campus.

“This expansion is about more than growing our footprint, it’s about strengthening our ability to care for our community,” said Matt Morgan, administrator of HonorHealth Deer Valley Medical Center, according to an article from HonorHealth.

In addition to the pavilion, the campus upgrades include four new operating rooms, expanded pre- and post-operative areas, a redesigned main entrance and lobby, and updated amenities intended to improve navigation and comfort for patients, visitors and team members.

Local officials also tied the expansion to broader population growth in the area. “As north Phoenix grows, so does the need for accessible, high-quality healthcare,” said Phoenix City Councilwoman Ann O’Brien, according to an article from HonorHealth.

The $170 million investment was delivered over a two-year period. A new, one-story support services building added nearly 23,000 square feet and was completed in August 2024, including a larger loading dock, a dedicated team member and vendor entrance, and a tunnel connection intended to support more efficient service delivery. Meanwhile, a two-story addition to the surgery area added 14,000 square feet and four operating rooms and was completed in January 2025. The ongoing pavilion construction is expected to accommodate 34 new patient beds, expand and renovate departments including food services, lab and pharmacy, and include shelled space on multiple floors for future growth.

The final project elements, including a new first-floor cafeteria and renovated kitchen, are expected to open this summer. A ribbon-cutting and grand opening celebration is planned for later in 2026.

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Impact-Rated Wall Assembly

Edusehat — Thu, 07 May 2026 01:00:06 +0700

Sto Corp., a leader in building envelope solutions, announced enhancements to its High Velocity Hurricane Zone (HVHZ) Systems, now featuring a Level E impact-rated wall assembly designed to meet the highest performance demands for critical building applications exposed to extreme weather and multi-hazard conditions. With this update, Sto expands its offering to include Level E impact resistance, delivering an additional layer of protection for essential facilities such as hospitals, emergency response centers, and other structures that must remain operational during and after severe storm events.

Sto HVHZ Systems are fully engineered and tested assemblies designed to meet the stringent requirements of the Florida Building Code, with systems carrying Miami-Dade County Notice of Acceptance (NOA) and/or Florida Statewide Product Approval as applicable. These systems are evaluated for wind load, impact resistance, air leakage and water resistance, ensuring comprehensive performance across the entire wall assembly. While developed to meet the stringent requirements of High Velocity Hurricane Zones, these systems also provide proven protection against other severe weather conditions, including tornado-force winds, hail impact and wind-driven rain.

www.stocorp.com

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Children’s Mercy to Build New Acute Care Tower at Adele Hall Campus

Edusehat — Thu, 07 May 2026 01:00:06 +0700

Early plans call for a new home for the PICU and NICU and an expansion of the Emergency Department to increase patient capacity and support complex pediatric needs. | Photo Credit: Children’s Mercy, HDR

Children’s Mercy unveiled plans for a new acute patient tower at its flagship Adele Hall campus in downtown Kansas City, Missouri.
The health system said third-party assessments project existing capacity could meet only 67% of total bed needs and 40% of NICU demand within five years.
Children’s Mercy estimates the project will cost more than $1 billion and expand total capacity by 25% to 30%.
Early design plans include relocating the PICU and NICU into the new tower, expanding the Emergency Department, and adding a surgical center with robotics.
Enabling work is expected to begin this fall, with a goal of completing the project in 2031.

KANSAS CITY, Mo. — Children’s Mercy is planning a new acute care tower at its Adele Hall campus in downtown Kansas City, Mo., citing rising demand for highly specialized pediatric care and tightening pediatric capacity at general hospitals.

In a statement, the health system said the project — estimated to cost more than $1 billion — would add 25% to 30% in overall capacity and reposition key high-acuity services, including intensive care and emergency care, into spaces designed for future growth and technology integration.

Children’s Mercy serves children across a multi-state region and nationwide, and high-acuity areas such as the Pediatric Intensive Care Unit (PICU), Neonatal Intensive Care Unit (NICU) and Emergency Department consistently care for some of the region’s most medically complex patients.

The hospital cited third-party assessments by Deloitte and HDR that warned capacity constraints could worsen over the next five years, with existing space meeting only 67% of projected total bed needs and 40% of projected NICU demand.

“Demand is already pressing our capacity, so this is about readiness and responsibility. When a child in our community needs an ICU bed, and minutes matter, we must have the space and the very best teams ready to act,” said Alejandro Quiroga, MD, MBA, President and CEO of Children’s Mercy, in a statement.

The tower is intended to support more flexible care environments and next-generation technology. Early plans call for a new home for the PICU and NICU and an expansion of the Emergency Department to increase patient capacity and support complex pediatric needs. The tower is also expected to include a surgical center with future-ready technology, including robotics; improved clinical flow and proximity of services to support collaboration; and more natural light, green space and comfort-focused areas for patients and families.

In addition, Children’s Mercy said the project would include space designed to translate research into real-world treatments and cures, as well as a new lobby with dedicated areas to support patients, families and staff.

“This moment reflects real momentum and a clear choice to honor our legacy by building what kids need next,” Quiroga said.

Diane Gallagher, chair of the Children’s Mercy Board of Directors, framed the expansion as a capacity and workforce need for pediatric care. “This new tower is being built because of the urgent need we have for more pediatric beds in the region and for our care teams to push what’s possible in pediatric medicine,” she said, according an article from Children’s Mercy Newsroom.

Children’s Mercy said the project will be supported by private-public investments built on community philanthropy and long-standing collaboration. Enabling work is expected to begin this fall, and the health system set a goal of completing the tower in 2031.

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Single-Source Manufacturing Harmonizes Door Specification with Prefabricated Construction

Edusehat — Tue, 05 May 2026 01:50:04 +0700

Complicated and repeated throughout a facility, doors can drive design optimization across the entire built environment. | Photo Credit: Courtesy of AD Systems

By Andres Chavez

Designing and building healthcare facilities requires a complex balance of planning for user comfort, optimizing floorplans, meeting code requirements, achieving best practice recommendations and more. In the past, ensuring a building plan found the intersection of all these goals and requirements took time, and constructing it took even longer.

A prefabricated approach to construction changed that. With it, the full process of planning and building medical centers is streamlined without compromising the ability of a design to meet the unique functional needs of a project’s specialties — whether that is a pediatric intensive care unit or a medical office building.

While prefabrication can deliver multiple efficiencies to healthcare projects, it is not the only way. In fact, carefully specified architectural elements, like doors, can support prefabrication and optimize planning and construction.

Prefabrication, Modular and More

When specified from single-source manufacturers, flexible openings extend the efficiencies of modular builds. | Photo Credit: Courtesy of AD Systems

Prefabricated building, also known as modular construction, speeds up the construction process by allowing sections of the built environment to be fabricated in a factory and then shipped to the jobsite. On one hand, this streamlines construction logistics by reducing the effort needed to coordinate different trades. On the other hand, it allows project teams to work on multiple elements simultaneously and piece them together later in the process.

That said, not every element in a healthcare facility can be included in a prefabricated approach. Although these elements can be small in comparison, their design and specification can create large complications. For instance, doors are often cited as one of the more difficult aspects of the built environment to specify. Not only do they have to meet static requirements for code-compliance (such as opening width and approach clearances), but their operation must also meet code requirements and best-practice recommendations for safety and accessibility.

While door systems can reduce the benefits of prefabricated construction, they do not have to. When design teams collaborate with single-source opening suppliers, they can create efficiencies across the entire built environment.

How Door Specification Fits into Prefabricated Construction

Doors can be installed directly onto prefabricated elements in the factory or after arriving onsite. They can also be specified into traditionally built elements of a project. In this instance, they extend the benefits of modular construction to areas that would not be able to be built offsite.

For both direct and indirect avenues, specifying doors manufactured from a single source can ease potential complications and streamline the entire process. Single-source door suppliers provide all system components, from perimeter frames and door leaves to hardware, closers and seals.

From a specification perspective, this minimizes combining incompatible components and helps ensure doors meet code and accessibility requirements as well as best-practice recommendations for durability and resilience. For installers and prefabricators, it supports an efficient install, whether that is taking place on a factory floor or on a jobsite.

Sliding Doors Connect to Modular Patient Bathrooms

Houston Methodist Hospital offers a prime example of how single-supplier door systems can be incorporated into prefabricated architectural elements. This project incorporated several prefabricated bathroom pods within patient rooms in the hospital’s Paula and Joseph C. “Rusty” Walter III Tower. To alleviate concerns about useable square footage, the design team specified sliding doors in the pods. These systems eliminated the need to accommodate swing arc trajectories and minimized approach clearance requirements, which can save up to 30 square feet per door.

These sliding doors were installed in prefabricated bathroom pods offsite to maximize efficiency. Because they were manufactured by a single-source supplier, the systems arrived at the fabrication factory with all necessary door components for a seamless installation. Once installed, the complete pods were delivered to the site and connected. This approach and collaboration between parties optimized design and construction processes.

Flexible Openings Expand Prefabricated Efficiency

Door specification can also align with the benefits of modular construction in areas that must be built on site. Like with direct installation to prefabricated elements, selecting systems from a single-source manufacturer is essential.

In addition to minimizing mistakes in engineering a full door system, this approach to door specification streamlines installation and minimizes delays in reaching punch lists. It also works in tandem with prefabricated construction to strengthen supply chain efficiencies and minimize delays from both manufacturing and logistics.

Project teams leveraged the benefits of single-source suppliers to extend the speed of modular construction for a new hospital in North Carolina. The build incorporated 19 flexible opening swing doors from a single-source supplier to help ensure the project could be completed as soon as possible.

Open the Doors to Construction Efficiency

Prefabrication offers project teams unprecedented speed both in terms of design and construction. Its benefits can be aided with mindful specification of architectural systems throughout the built environment, whether they are directly or indirectly connected to modular elements.

Because doors are both nuanced and repeated aspects of healthcare facilities, they provide an excellent example of how systems can support the benefits of prefabrication within and beyond modular building components. When these systems come from a single-source manufacturer, they can mitigate the potential for mistakes in the installation process and ease difficulties with logistics and punch-list coordination.

The considered coordination of prefabricated and traditionally constructed elements can help healthcare projects deliver more future-focused environments with optimal efficiency.

Andres Chavez, Managing Director, Doors & Windows SBU at Allegion, has over 20 years of experience in the door and window industry. Learn more at www.specadsystems.com.

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Randy Guillot Joins SOM as Director of Health Design

Edusehat — Fri, 01 May 2026 00:25:06 +0700

Randy Guillot, FAIA, LEED AP, has joined Skidmore, Owings & Merrill (SOM) as Director of Health Design, bringing more than two decades of experience shaping complex institutional environments. Based in Chicago, he most recently served as Design Principal and Co-global Healthcare Practice Leader at Gensler, where he led global strategy, design excellence and practice growth across a diverse healthcare portfolio. His career also includes senior leadership roles at CannonDesign, where he advanced award-winning work in healthcare, higher education and science facilities. A Fellow of the American Institute of Architects, Guillot is widely recognized for integrating design innovation with operational performance, while mentoring teams and contributing to the evolution of healthcare design practice.

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Washroom Accessories

Edusehat — Fri, 01 May 2026 00:25:05 +0700

The Elvari washroom accessories collection from Bradley Corporation is a coordinated suite of commercial restroom fixtures designed to create a unified, modern aesthetic while enhancing functionality. Featuring a Euro-style, pill-shaped design with smooth curves and soft edges, the collection integrates handwashing and toilet areas into a cohesive environment. It includes a wide range of accessories such as grab bars, dispensers, mirrors and waste receptacles, available in multiple sizes, mounting styles and finishes. Constructed from durable stainless steel, Elvari products incorporate features such as magnetic locking systems, refill indicators and anti-slam mechanisms to support efficient maintenance, long-term performance and improved user experience in high-traffic facilities.

Bradley Corporation

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Chris Jann Joins Minneapolis Office of Wold

Edusehat — Wed, 29 Apr 2026 01:40:06 +0700

Wold Architects & Engineers, a full-service planning, architecture and engineering firm specializing in healthcare, senior living, education and government, today announced Chris Jann has been hired as a Healthcare Business Development Leader in the company’s Minneapolis office.

Jann brings over 30 years of business development and market research experience to Wold’s senior leadership team. A veteran of some of the world’s largest multidisciplinary design organizations and architectural firms across the country, he has honed a unique perspective on client needs and sharp insights on the delivery of high-performing healthcare environments. Previously, he served in senior roles at Introba, HDR and Ellerbe Becket. His proven track record positions Wold to deliver highly tailored, insight-driven solutions for healthcare clients navigating an increasingly complex landscape.

“Chris brings a unique and impactful combination of business development leadership, market intelligence and technological fluency to our team,” said Josh Ripplinger, AIA, ASHE, LEED AP, National Healthcare Practice Leader at Wold. “His ability to translate complex market data into actionable strategy will be instrumental as we continue to expand our footprint in the healthcare market and deliver exceptional value for our clients and the communities they serve.”

This hire comes on the heels of the firm’s appointment of Chris Powers as a healthcare practice leader in its Brentwood, Tenn., office and its acquisition of Indiana-based firm VPS Architects.

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Mary Bridge Children’s Hospital to Celebrate Grand Opening May 2

Edusehat — Tue, 28 Apr 2026 06:05:04 +0700

Designers sought to balance environments for a broad pediatric age range, creating spaces that feel engaging for younger children while remaining comfortable for teenagers and older adolescents. | Photo Credit: Mary Bridge Children’s Hospital

Mary Bridge Children’s Hospital will mark the grand opening of its new standalone pediatric hospital on May 2 in Tacoma, Wash.
The six-story facility spans more than 250,000 square feet and is estimated to cost about $480 million, with planning that began in 2018.
Design and programming emphasize a child-centered environment, including private rooms with family space, eight operating rooms and age-appropriate amenities.
Project leaders redesigned elements after COVID-19 to address cost escalation and operational lessons tied to flexibility, patient flow and modern clinical needs.
Hospital leaders say the building is intended to expand pediatric capacity for a network serving more than 100,000 children annually in the region.

TACOMA, Wash. — Mary Bridge Children’s Hospital is preparing for the grand opening of its new standalone pediatric hospital on May 2, marking the completion of a major healthcare construction project designed to expand children’s services in the South Puget Sound region.

The new facility, located on the hospital’s original Tacoma campus, represents a return to a freestanding children’s hospital model after pediatric operations spent decades housed within Tacoma General Hospital. Hospital officials have described the project as a long-term investment in dedicated pediatric care environments tailored specifically to children, teens and families.

The six-story facility will span more than 250,000 square feet, making it one of the most significant recent healthcare developments in the Tacoma area. The project carries an estimated cost of about $480 million and has been under development for several years, with planning beginning in 2018.

Construction teams spent approximately six years bringing the project from concept to completion. During that time, the building underwent redesign work following the COVID-19 pandemic as project leaders adjusted to rising construction costs and incorporated lessons learned from healthcare operations during the public health emergency. Those revisions reportedly influenced planning for flexibility, patient flow and modernized clinical space needs.

From a design standpoint, the hospital was conceived as a child-centered environment rather than a conventional acute-care tower. Interior spaces incorporate Pacific Northwest themes, using regional imagery and nature-inspired elements intended to create a calmer, more welcoming setting for patients and families. Designers also sought to balance environments for a broad pediatric age range, creating spaces that feel engaging for younger children while remaining comfortable for teenagers and older adolescents.

Programmatically, the building includes private patient rooms with dedicated family areas, allowing caregivers to remain close to children during treatment and overnight stays. The facility also includes eight new operating rooms equipped with updated medical technology, along with treatment preparation areas intended to reduce anxiety before procedures. One example cited by hospital officials is a child-scale scanner used to help patients understand imaging procedures through play-based demonstration.

Beyond clinical areas, the project emphasizes family amenities and developmental support. Plans include playrooms for younger children, recreation zones for teens and updated food service options. These features reflect a broader trend in pediatric hospital construction, where design teams increasingly prioritize emotional well-being, family presence and age-appropriate engagement alongside medical performance.

The opening is expected to strengthen pediatric capacity in the region. Mary Bridge Children’s Hospital serves more than 100,000 children annually and is identified as the only Level II pediatric trauma center in Western Washington. Officials have said the new building is intended to improve care delivery efficiency while giving providers space designed specifically for pediatric medicine.

For the construction and design community, the project highlights continued demand for specialized healthcare facilities that combine complex building systems with hospitality-style interiors. Pediatric hospitals typically require highly coordinated mechanical, electrical and life-safety systems, while also meeting stringent infection control, accessibility and patient comfort standards.

With the May 2 grand opening approaching, the new Mary Bridge Children’s Hospital stands as a prominent addition to Tacoma’s healthcare infrastructure and a milestone project in the Pacific Northwest pediatric care market.

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Inova Tops Out Two New Hospital Campuses, Keeps 2028 Completion Target

Edusehat — Fri, 24 Apr 2026 23:05:04 +0700

With the buildings topped out, the organization said work will shift from structural construction to interior buildout as the hospitals take shape as patient-centered facilities. | Photo Credit: Inova

Inova held two “topping out” ceremonies marking completion of the structural framework for its new Alexandria and Franconia-Springfield hospital campuses.
The dual-campus replacement effort follows same-day groundbreakings in 2024 and remains on track for completion in 2028, Inova said.
Inova said the two-campus build will total more than 1.4 million square feet and is designed to expand access and modernize care delivery in Northern Virginia.
Plans call for 192 licensed inpatient beds at the Alexandria Campus and 110 licensed inpatient beds at the Franconia-Springfield Campus.

ALEXANDRIA AND FRANCONIA-SPRINGFIELD, Va. — Inova reached a construction milestone for its Eastern Region expansion with “topping out” ceremonies for two new hospital campuses in Alexandria and Franconia-Springfield, signaling that both projects have reached full structural height.

The health system said the facilities — intended to replace the current Inova Alexandria Hospital while adding a second inpatient site — remain on schedule for completion in 2028. The ceremonies mark completion of the structural framework for the new Inova Alexandria Campus, planned at the WestEnd site of the former Landmark Mall, and the Inova Franconia-Springfield Campus, which will build on the existing Healthplex.

“What began with two groundbreakings on the same day has now grown into a once-in-a-generation transformation of healthcare delivery,” said J. Stephen Jones, MD, FACS, president and CEO of Inova, in a statement. “From their earliest days, these facilities were designed not just as hospitals, but as a reimagining of how we deliver Inova’s world-class care in way that is innovative, accessible, and built around the evolving needs of our patients and communities.”

The two campuses are expected to total more than 1.4 million square feet. With the buildings topped out, the organization said work will shift from structural construction to interior buildout as the hospitals take shape as patient-centered facilities.

The Alexandria Campus is planned to include 192 licensed inpatient beds in fully private rooms and services spanning advanced cardiac and neurosciences care, women’s health, outpatient specialty services and a standalone Inova Schar Cancer Center.

The Franconia-Springfield Campus is planned to include 110 licensed inpatient beds, advanced emergency and surgical services, specialized inpatient care and an outpatient center focused on orthopedic and surgical services.

“This investment is about more than new buildings — it is about a long-standing commitment to this community,” said Fairfax County Board of Supervisors Chairman Jeffrey C. McKay, in a statement.

“Inova has been part of Alexandria’s story for more than 150 years, caring for generations of individuals and families and standing alongside our community through times of growth and change,” said City of Alexandria Mayor Alyia Gaskins, according to an article from Inova Newsroom. “This exciting new campus at WestEnd will expand access and elevate the healthcare experience for city residents now and into the future.”

Inova also identified project partners, stating that both campuses were designed by Ballinger and Ennead Architects. Construction teams include Clark Construction for the Alexandria Campus and DPR Construction for the Franconia-Springfield site, with full completion expected in 2028.

This article is based on reporting originally published by Inova Newsroom on April 13, 2026.

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OHSU Opens 14-story Vista Pavilion, Shifting Inpatient Cancer Care and Adding 128 Beds

Edusehat — Fri, 24 Apr 2026 01:00:05 +0700

Vista Pavilion opened April 7, adding 128 beds for high-acuity adult cancer care and supporting additional specialty expansions elsewhere on campus, according to OHSU. | Photo Credit: OHSU/Christine Torres Hicks

OHSU’s Vista Pavilion opened April 7, adding 128 high-acuity adult cancer-care beds at its Marquam Hill campus.
The 530,000-square-foot, $650 million tower is dedicated to cancer treatment through the OHSU Knight Cancer Institute and connects to existing facilities via three skybridges.
OHSU says moving services into Vista Pavilion will free space to expand other complex specialty care, including additional brain- and heart-care beds in Kohler Pavilion.
The broader expansion also includes an emergency department project adding 17 beds, with additional milestones extending into 2028.

PORTLAND, Ore. — Oregon Health & Science University has brought a new inpatient cancer tower online at its Marquam Hill campus, positioning Vista Pavilion as a major capacity expansion for Oregon’s largest hospital.

Vista Pavilion opened April 7, adding 128 beds for high-acuity adult cancer care and supporting additional specialty expansions elsewhere on campus, according to OHSU. The 530,000-square-foot, 14-story addition is connected to OHSU Hospital and Kohler Pavilion by three skybridges spanning Campus Drive.

OHSU says the $650 million building is dedicated to cancer treatment through the OHSU Knight Cancer Institute, a move the organization says will also free up space in the existing footprint for other complex specialty care.

“Today marks a milestone for OHSU and for Oregon as Vista Pavilion greatly expands the state’s overall inpatient hospital capacity,” said OHSU President Shereef Elnahal, M.D., M.B.A., in a statement. “This expansion will enable people to get their care close to home, instead of traveling to Seattle or the Bay Area for complex specialty care.”

OHSU describes Vista Pavilion as an inpatient facility intended to expand capacity for adult cancer care and other complex needs, with design elements that include natural light and views in every room, calming colors and Oregon landscape art.

“We see this building as an opportunity to double down on our commitment to transform the way that cancer care is delivered, making OHSU the national leader not only in patient outcomes but also in patient experience,” said Brian Druker, M.D., chief executive officer of the OHSU Knight Cancer Institute, in a statement.

Inpatient services at Vista Pavilion include stem cell transplants, CAR T cell therapy, complex surgical procedures, cancer intensive care, diagnostic imaging, interventional radiology and brachytherapy, and the Vista Pavilion opening is tied to planned specialty-bed expansions outside the new tower. OHSU says some services will move to Vista Pavilion from Kohler Pavilion, freeing space for 42 new beds for brain care and 18 new beds for heart care. OHSU says that would bring totals to 72 brain-care beds and 60 heart-care beds.

Separately, an emergency department project will add 17 beds, improve safety for patients and staff, and create separate entrances for adult and pediatric emergency care.

Board members first approved the hospital expansion project in October 2021. Construction started in January 2022. OHSU lists upcoming milestones of Aug. 1 for new heart-care space in Kohler Pavilion and Dec. 1 for new brain-care space, with the emergency department expansion targeted for completion in January 2028.

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Air vs. Paper in Healthcare Restrooms

Edusehat — Thu, 23 Apr 2026 07:00:06 +0700

The Infection Control Board determined that traditional high velocity dryers, where hands are held beneath the airflow, offer a more hygienic solution than trough style units. | Photo Credit (all): Excel Dryer Inc.

By William Gagnon

For years, a quiet battle has been unfolding in public restrooms, one most people rarely notice. In healthcare settings, that debate carries far greater weight. Paper towels and hand dryers have long competed for dominance, each claiming to support cleanliness and efficiency. But as hospitals and healthcare facilities face increasing pressure to reduce costs, meet sustainability goals and maintain the highest hygiene standards, the conversation is no longer about preference. It is about what actually performs in environments where sanitation is critical.

For healthcare facilities, hand drying is not a minor detail. It is part of a larger system that affects infection prevention, maintenance demands and user perception.

At Northwestern Memorial Hospital, that question became central to a broader initiative. The hospital launched a “Clean hands every time” campaign, aimed at reinforcing proper hand hygiene among staff, patients and visitors. At the same time, facilities leadership began rethinking restroom design to better align with infection control, operational efficiency and long-term sustainability goals.

For healthcare facilities, hand drying is not a minor detail. It is part of a larger system that affects infection prevention, maintenance demands and user perception. Facility managers, architects and engineers are not simply choosing between two drying methods. They are selecting between two operating models that directly impact labor, plumbing systems, waste streams and hygiene outcomes.

Paper towels have long been the default. They are familiar and easy to use. But in a hospital environment, they introduce a range of hidden challenges. Dispensers require constant monitoring, inventory must be stored and managed and waste must be collected and removed continuously. In high traffic healthcare settings, that cycle becomes relentless.

At Northwestern Memorial Hospital, those challenges were compounded by the use of low-flow plumbing fixtures. “The paper towels were getting flushed down the low flow toilets, causing blockages,” said David Stout, director of facilities engineering. What began as a convenience issue quickly became a significant operational burden. Frequent plumbing calls, combined with ongoing restocking and cleanup, consumed valuable staff time and resources.

This intersection highlights a critical issue for healthcare construction and design. Low-flow toilets are a cornerstone of sustainable restroom design, but when paired with paper towels, they can undermine performance. Clogs, overflows and increased maintenance costs become common, especially as handwashing rates have increased in recent years.

As part of its restroom refurbishment efforts, Northwestern Memorial Hospital evaluated alternatives. The facilities team worked closely with the Infection Control Board to assess hand drying options, with hygiene as the top priority. Unfounded concerns about air dryers have circulated for years, but the scientific literature does not support them.

A 2020 critical review published in the Journal of Applied Microbiology analyzed dozens of studies comparing paper towels and electric dryers and found the results to be mixed, inconsistent and often limited by study design. The review concluded that the existing body of evidence does not support one method as more hygienic than the other and that no data links hand drying methods to actual health outcomes. What is clear, however, is that proper handwashing followed by thorough drying is essential, as wet hands are far more likely to transfer bacteria.

At the same time, not all dryer designs perform equally. After evaluation, the Infection Control Board determined that traditional high velocity dryers, where hands are held beneath the airflow, offered a more hygienic solution than trough style units, which can collect standing water and debris. That distinction proved important in a healthcare setting where every surface must be considered.

With approval in place, the hospital began installing XLERATOR® high speed hand dryers across its campus. The results were immediate. Plumbing issues tied to paper towel disposal were eliminated. Restrooms became easier to maintain. Waste streams were reduced.

A global survey conducted with MetrixLab found that cleanliness is the top concern in restrooms and that paper towels are the leading factor making spaces appear dirty, whether in overflowing bins or scattered on the floor. In healthcare environments, where perception is closely tied to trust, that carries added importance.

The impact extended beyond maintenance. Cleanliness perception also improved. A global survey conducted with MetrixLab found that cleanliness is the top concern in restrooms and that paper towels are the leading factor making spaces appear dirty, whether in overflowing bins or scattered on the floor. In healthcare environments, where perception is closely tied to trust, that carries added importance.

Cost savings followed. An internal analysis comparing paper towel usage to the installation of high speed dryers showed annual savings exceeding $20,000 in the initial phase. Additional benefits came from reduced storage needs, lower transportation costs and less waste handling. Over time, more than 120 dryers were installed across the hospital’s main campus, with additional units planned for new facilities.

For those involved in healthcare construction and facility planning, the implications are clear. Restroom design decisions do not operate in isolation. Choices around fixtures, materials and systems must work together. Pairing low flow plumbing with paper towels can introduce unintended consequences. Integrating high efficiency hand dryers offers a more cohesive solution.

For architects and designers, this means ensuring sustainability goals are not compromised by downstream maintenance issues. For facility managers, it presents an opportunity to reduce labor demands and eliminate recurring problems. For owners and operators, it reinforces the link between cleanliness, efficiency and patient confidence. For procurement professionals, it shifts the equation from ongoing consumable costs to a long term investment with measurable return.

Hygiene remains central to the discussion. Modern touchless hand dryers equipped with electrostatic HEPA (eHEPA®) filtration provide an added layer of air quality control while supporting fast, effective drying without the waste associated with paper towels. In environments where infection control is paramount, that combination of performance and efficiency is increasingly important.

The debate between paper towels and hand dryers is not new. In healthcare, however, the stakes are higher and the variables more complex. When evaluated through the lens of infection control, plumbing compatibility, maintenance efficiency and sustainability, the case becomes clearer.

At Northwestern Memorial Hospital, the shift was not just about replacing one technology with another. It was about aligning every element of restroom design with the broader goal behind its campaign. Clean hands every time, supported by systems designed to make that standard easier to achieve.

William Gagnon is the Executive Vice President and COO of Excel Dryer Inc.

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How Does Rubber Flooring Support Patient Safety and Experience in Healthcare Design?

Edusehat — Tue, 21 Apr 2026 22:45:05 +0700

In large-scale environments like Renown Health, flooring must perform consistently across a wide range of spaces, from corridors to patient care areas, without compromising aesthetics or function. | Photo Credit: Garrett Rowland Photography

By Anne Marie Lisko

Healthcare design traditionally prioritized efficiency, sterility, and sanitation. Today, patient-centered care is reshaping how these spaces look, feel, and function. Patient and staff safety is non-negotiable, and comfort increasingly influences outcomes including well-being, cognitive health, and recovery.

Patient rooms are now being designed to feel more like luxury hotel rooms. And waiting areas, operating rooms, and hallways are becoming less clinical by incorporating natural, biophilic-inspired influences.

Flooring is foundational and sets the tone for the space while also meeting the high-performance demands of healthcare environments.

For years, healthcare environments have focused on the use of resilient flooring, especially rubber, for its durability, safety, and ease of maintenance. Now, with recent innovations in design across the category, healthcare designers can better address aesthetic needs without compromising performance requirements.

Designing for Occupant Well-Being and Comfort

Constant foot traffic, rolling equipment, and frequent cleaning repeatedly test material performance in healthcare facilities. | Photo Credit: Interface

In healthcare environments, well-being and safety are paramount. As care becomes more patient-centered, facilities are taking a more holistic view that includes both clinical outcomes and how spaces support and comfort occupants.

Physical Well-Being

Comfort is essential in care delivery. Patients, visitors, and staff spend long periods of time in these spaces. That means the materials and products that make up these environments must work hard to support them.

Rubber flooring supports physical well-being in many ways:

Underfoot comfort creates a more forgiving walking experience and reduces fatigue during long shifts
Supportive surfaces provide stability for patients with limited mobility
Reduced noise with sound-absorbing solutions
Wayfinding through color, pattern, and transitions guides movement through complex environments

Emotional Experience

Equally important is how a space feels. Design choices and materials shape the care experience before a patient even registers it.

Today’s rubber flooring takes cues from hospitality design principles, cultivating a healing experience through:

Warmer, natural aesthetics, including wood-inspired visuals and softer color palettes
Biophilic-inspired design, bringing elements of nature into the built environment, creating regenerative and healing spaces
Design flexibility that aligns with human-centered strategies and addresses both current and future needs

Designers at the YUNA Fertility Center in St. Gallen, Switzerland, looked for design materials cultivate an environment where patients immediately feel calm and at ease. They selected noravant® from Interface, a warm woodgrain rubber floor, to complement a regenerative, coordinated interior concept.

Performance Without Disruption

Flooring is often viewed as a background element, but in healthcare design, it’s central to both safety and experience.

Healthcare spaces operate continuously, leaving little room for downtime. Even brief interruptions can directly impact continuity of care, patient safety, staff well-being, and overall productivity and profitability. Materials must perform reliably during installation, renovation, and maintenance.

Flooring solutions designed for continuity can help minimize disruption to patient care. For example:

Efficient installation methods reduce construction timelines
Modular solutions limit operational interruptions and increase opportunities for reuse
Ease of maintenance and cleaning helps maintain a consistent, high-quality environment while reducing strain on facilities teams

Kern Medical’s executive and facilities management teams prioritize building materials that can stand up to the demands of a busy healthcare facility. The hospital implemented nora® rubber flooring products to support ongoing operations while enhancing the look and feel of the space. This demonstrated how material choices can align with both performance and patient experience needs.

Standing Up to Demands of High-Traffic Environments

Constant foot traffic, rolling equipment, and frequent cleaning repeatedly test material performance in healthcare facilities.

Rubber flooring is well-suited to these conditions, offering:

High durability to withstand heavy, continuous use
Resistance to wear and indentation from rolling loads and equipment
Long service life that limits the need for frequent replacement, while also reducing life cycle costs

In large-scale environments like Renown Health, flooring must perform consistently across a wide range of spaces, from corridors to patient care areas, without compromising aesthetics or function.

By maintaining performance under pressure, nora rubber helps ensure that healthcare environments remain safe, functional, and visually consistent over time.

Designing for Long-Term Impact

As healthcare organizations evaluate materials more holistically, long-term performance and environmental impact are increasingly important. Selecting low-carbon and long-lasting building materials helps reduce carbon footprints and contribute to a better environment for patients and staff.

Rubber flooring supports these policies through:

Extended product life cycles, reducing replacement frequency with some products lasting up to 50 years
Lower maintenance requirements, minimizing resource use over time
Material transparency, supported by third-party documentation like EPDs and HPDs
Resilient flooring solutions deliver against the needs of healthcare environments through durability and material make-up, including options without PVC and plasticizers. These characteristics support healthier environments while aligning with broader sustainability goals.

Supporting Better Outcomes Through Flooring

Flooring is often viewed as a background element, but in healthcare design, it’s central to both safety and experience. By leaning into hospitality-inspired and biophilic design principles and prioritizing holistic patient well-being, flooring becomes a strategic tool to support occupant needs.

When thoughtfully specified, flooring can:

Reduce risk through reliable, slip-resistant surfaces
Enhance comfort for patients, visitors, and staff
Support calming environments that promote rest and recovery
Maintain performance over time without disruption

Materials that successfully balance performance, aesthetics, and patient experience are essential as healthcare design evolves. Better outcomes start with a strong foundation designed with intention and care for everyone who interacts with the space.

Anne Marie Lisko is Vice President of Global Product Category Management.

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Tennessee Lawmakers Approve $311 Million for New UT Health Sciences College of Medicine Building

Edusehat — Tue, 21 Apr 2026 01:15:06 +0700

A rendering of the College of Medicine Interdisciplinary Building shows a modern building that would be a focal point for the Memphis campus and a point of pride for the College of Medicine and UT Health Sciences statewide. | Photo Credit: University of Tennessee Health Science Center

Tennessee General Assembly approved $311 million recommended by Gov. Bill Lee for a new College of Medicine Interdisciplinary Building at the University of Tennessee Health Science Center (UT Health Sciences) in Memphis.
The project totals $350 million and is planned as a 275,000- to 300,000-square-foot facility on Madison Avenue.
UT Health Sciences said the building will support growth, including expanding the medical student cohort from 175 to 250 and the Physician Assistant Program from 30 to 60 students per year.
The university said it must raise an additional $50 million in philanthropic support; construction is targeted to begin in late fall 2026, with substantial completion anticipated in 2029.

MEMPHIS, Tenn. — State lawmakers have approved $311 million in funding for a new College of Medicine Interdisciplinary Building at UT Health Sciences, a project university leaders say will expand training capacity and support statewide workforce needs.

The funding, recommended by Gov. Bill Lee, supports a $350 million facility planned for the Memphis campus on Madison Avenue. The Tennessee General Assembly approved the funding April 17 for construction of the new facility, which UT Health Sciences describes as a focal point for its Memphis campus and a major investment in health care education statewide.

The university plans a 275,000- to 300,000-square-foot building on Madison Avenue, between the College of Pharmacy Building at 881 Madison Ave. and the site of the former Holiday Inn at Madison Avenue and Pauline Street.

“This is a transformative step for UT Health Sciences, as well as for health and health care of the people of Tennessee,” Chancellor Peter Buckley, MD, said, adding that the building is intended to serve as “a hub for training future health care professionals to practice collaborative, state-of-the-art care across Tennessee,” according to an article from UTHSC News.

UT Health Sciences said the added space would allow the College of Medicine to expand its class size from 175 to 250 students per cohort. The Physician Assistant Program would also be able to grow from 30 to 60 students per year, the university said.

Project leaders tied the investment to workforce projections. “This is an investment in continuing to meet the significant deficit in physicians and physician assistants in the state of Tennessee, with projections suggesting that there will be a need for 6,000 additional physicians in the state by 2030,” Executive Vice Chancellor and Chief Operating Officer Raaj Kurapati said, according to an article from UTHSC News.

Beyond classroom and simulation space, the university said the facility will support telehealth training and increase online educational opportunities for the College of Medicine and other colleges, with the goal of growing academic certificate programs and enrollment. UT Health Sciences also said the project is expected to bolster its response to rural health care challenges in Tennessee.

As Tennessee’s only statewide academic health science center, UT Health Sciences said it expects the new building to enable the university to graduate an additional 1,450 health care professionals practicing in various fields during its first five years of operation.

The state’s allocation represents the lead investment, but UT Health Sciences said it must raise an additional $50 million in philanthropic support to complete the project. That total includes $39 million toward building costs, plus additional funding for specialized equipment and program support.

UT Health Sciences said HOK conducted a strategic space inventory and developed programming for the building. The university has selected Memphis-based brg3s architects to design the facility in collaboration with HOK. After remaining state approvals are received, the university said it aims to begin construction in late fall 2026, with substantial completion anticipated in 2029.

This article is based on reporting originally published by UTHSC News on April 17, 2026.

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Grant Regional Health Center Celebrates Groundbreaking for $18.5 Million Expansion

Edusehat — Wed, 15 Apr 2026 05:00:05 +0700

Grant Regional said updated spaces are expected to improve flow, expand capacity and add amenities aimed at patients and staff. The scope includes approximately 11,400 square feet of new construction and 15,600 square feet of renovations. | Photo Credit: Kahler Slater

Grant Regional Health Center hosted a groundbreaking ceremony April 13 ahead of an $18.5 million expansion project.
The project targets outpatient counseling and behavioral health, rehabilitation, laboratory services, and kitchen/nutrition services.
Plans call for about 11,400 square feet of new construction and 15,600 square feet of renovations, with phased work to minimize disruption and completion anticipated in June 2027.
The Grant Regional Health Center Foundation has launched a fundraising campaign with a $3 million private-donation goal; the news release says nearly $1.7 million has been committed.

LANCASTER, Wis. — Grant Regional Health Center broke ground April 13 on an $18.5 million expansion and renovation project intended to update long-serving spaces while adding capacity for several service lines, according to the hospital.

The project, designed by Kahler Slater will expand outpatient counseling and behavioral health, rehabilitation, laboratory and nutrition services, with construction expected to run in phases through mid-2027.

Grant Regional said the effort builds on its 2018 expansion and is designed to modernize areas that have served the community for decades while creating new care environments. The hospital will stage the work to limit disruption to operations.

“Our commitment has always been to provide exceptional care right here at home,” said Tami Chambers, President and CEO, in a statement. “This project is about strengthening that promise—enhancing services, modernizing our environment, and making it easier for patients to access the care they need when they need it.”

In the news release, the hospital listed four focus areas for the project: outpatient counseling and behavioral health; the rehabilitation department and therapy gym; relocated and upgraded laboratory services; and a modernized kitchen and nutrition services area.

Grant Regional said updated spaces are expected to improve flow, expand capacity and add amenities aimed at patients and staff. The scope includes approximately 11,400 square feet of new construction and 15,600 square feet of renovations. Grant Regional said it anticipates final completion in June 2027.

“This is an exciting step forward for our organization and the communities we serve,” said Jason Kenney, GRHC Board President, said in a statement. “By investing in our facilities and enhancing key services, we’re building a stronger foundation for the future of healthcare in our region.”

On its foundation campaign page, Grant Regional said recent community health needs assessments have continued to identify mental health as a top priority. The page also cites 1,320 counseling/behavioral health patient visits in 2024 and outlines plans for dedicated space intended to support service growth.

The foundation page also points to the age and workload of support areas as drivers for the project, including a kitchen and dining area described as original to 1955 and meal volume figures from 2025.

The Grant Regional Health Center Foundation is seeking donations and pledges and lists recognition options that can include donor walls and acknowledgements in hospital communications. The foundation page also notes that naming opportunities may be offered for key spaces within the expansion.

This article is based on information published by Grant Regional Health Center on April 6, 2026, and additional project details posted by the Grant Regional Health Center Foundation.

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Rubber Flooring

Edusehat — Wed, 15 Apr 2026 01:25:11 +0700

StaticWorx EclipseEC (Electrically Conductive) rubber is a fault-tolerant, low-charging ESD floor introduced in 2010. It earned the ESD Journal Seal of Approval as suitable for Class-0 ESD applications, and independent lab testing shows it inhibits static generation regardless of footwear. Available in sheets or tiles, EclipseEC can cover whole rooms or be installed as mats, runners or islands. Carbon and colored chips are mixed into the rubber to create grounded conductive pathways through the floor and conductive adhesive. The flooring is PVC-free and maintained with soap and water. It meets ADA slip-resistance requirements and offers sound-dampening, anti-fatigue performance in use.

StaticWorx

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Kent McCullough Joins HOK as Director of Design, Interiors

Edusehat — Wed, 15 Apr 2026 01:25:11 +0700

Kent McCullough was recently appointed Director of Design, Interiors, for HOK’s Washington, D.C. studio. He brings nearly 20 years of experience in strategic planning and interior architecture for major corporations, universities, healthcare institutions, transportation authorities and government agencies.

McCullough champions a creative and inclusive design process, and partners with clients to harness design in the advancement of their needs and unique cultures. His portfolio includes work with Google, Amazon, Panasonic, Penn State, the University of Virginia, the National Institutes of Health, Johns Hopkins Hospital and the U.S. General Services Administration. His work has received awards from associations including the American Institute of Architects, International Interior Design Association, NAIOP, Urban Land Institute, Society for College and University Planning and the U.S. Green Building Council.

Beyond project work, McCullough is a member of the International Interior Design Association’s Mid-Atlantic Chapter and the U.S. Green Building Council’s National Capital Region Chapter. He earned a bachelor’s degree in architecture from Virginia Polytechnic Institute & State University.

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From Data to Design: How AI Is Reshaping the Future of Academic Healthcare Campuses

Edusehat — Tue, 14 Apr 2026 00:10:04 +0700

Academic healthcare campuses have always been complex ecosystems where education, research, and clinical care intersect. A clear example of this emerging design approach can be seen at Florida International University’s Herbert Wertheim College of Medicine campus in Miami. | Photo Credit: OBRmarketing

By Arturo Vasquez, AIA, NCARB

Across the United States, universities and healthcare institutions are entering a new phase of transformation driven by artificial intelligence. Academic programs are rapidly evolving to incorporate AI, data analytics, and computational science into fields ranging from medicine and life sciences to architecture and engineering. Yet while educational programs are advancing quickly, the physical environments that support them including campuses, laboratories, and clinical facilities are only beginning to catch up.

For architects and planners, this moment presents a fundamental challenge: how to design buildings and campuses that can support technologies and educational models that are still emerging. The use of artificial intelligence, advanced analytics, and computational modeling technologies is shaping the future of healthcare and research to rethink how academic health campuses are conceived, planned, and built for the future.

A New Generation of Academic Health Environments

By using AI-enabled planning tools and simulation software, a model can show how spaces might evolve over time. | Photo Credit: OBRmarketing

Academic healthcare campuses have always been complex ecosystems where education, research, and clinical care intersect. But artificial intelligence is accelerating the convergence of these disciplines. Across the country, universities are launching new programs focused on AI in medicine, biomedical sciences, and computational research. These programs are reshaping not only what students learn but how institutions organize their campuses. Increasingly, universities are looking to create integrated academic health environments where clinical care, research laboratories, data science, and education coexist in a flexible ecosystem.

Many of these organizations are recognizing that the traditional separation between academic facilities, research laboratories, and healthcare clinics is no longer viable. Instead, they are moving toward hybrid environments where life sciences, healthcare delivery, and computational research converge.

This convergence is particularly evident in healthcare education, where artificial intelligence is becoming deeply embedded in diagnostics, patient analytics, and treatment planning. As a result, the physical infrastructure that supports medical education must evolve as well.

Designing for an AI-Driven Future

One of the most significant implications of artificial intelligence for campus design is flexibility. Traditional laboratory buildings were designed around fixed programmatic uses like wet labs, lecture halls, and specialized research spaces. But AI-driven research and digital medicine increasingly rely on computational laboratories, data analysis environments, and collaborative research spaces that evolve rapidly as technology changes.

To address this, flexible building typologies can be developed to adapt between different types of research and learning environments. By using AI-enabled planning tools and simulation software, a model can show how spaces might evolve over time. For example, testing how a laboratory floor might transition from traditional wet labs to computational research environments, or how teaching spaces could support simulation-based medical training. These models allow architects to anticipate future program shifts before construction even begins. Rather than designing buildings for a single purpose, adaptable frameworks are designed that can evolve alongside the technologies and academic programs they support.

Data-Driven Campus Planning

Artificial intelligence is also transforming how universities plan entire campuses. In the past, campus master planning relied heavily on demographic projections and long-term enrollment forecasts. Today, AI-enabled analytics allow planners to analyze vast datasets related to enrollment trends, research funding, healthcare demand, and patient experience.

Predictive analytics are integrated into campus planning to help universities align physical infrastructure with long-term institutional strategy. These models allow us to examine how student populations may grow, how clinical demand may shift, and how new research programs might affect space utilization. By connecting these datasets to architectural planning, institutions can make more informed decisions about where to invest in new facilities and how those buildings should function over time.

A Case Study in Miami

A clear example of this emerging design approach can be seen at Florida International University’s Herbert Wertheim College of Medicine campus in Miami.

The new 120,000-square-foot academic and clinical facility will support the partnership between FIU and Baptist Health South Florida. The building integrates outpatient healthcare services with academic training environments, creating a platform for the next generation of physician education and clinical research. The $162-million project represents more than just a new medical facility. It reflects a broader shift toward AI-enabled academic health environments where data analytics, digital medicine, and medical education operate in tandem.

To support this vision, AI-assisted tools, including advanced rendering platforms and computational analytics are used to prototype building layouts, test workflow scenarios, and explore how the campus may evolve over time. These tools allow the design team to simulate clinical operations, optimize patient flow, and ensure that academic and healthcare functions can adapt as medical technologies evolve.

The Architect’s Role in an AI Era

The rise of artificial intelligence is transforming many industries, and architecture is no exception. But rather than replacing the architect’s role, AI is expanding it. Architects now have the ability to analyze more information, test more design scenarios, and better understand how buildings will perform long before they are constructed. This allows designers to become strategic partners in shaping institutional growth rather than simply responding to predefined building programs.

In academic healthcare, this shift is particularly significant. Universities are competing to attract students and research talent in emerging fields such as AI-driven medicine and computational biology. The campuses that succeed will be those that can rapidly adapt their physical environments to support these disciplines. Architecture therefore becomes part of a larger institutional strategy, helping universities visualize the future of education, research, and healthcare delivery.

From Machines Learning to Humans Learning

Artificial intelligence is often described as machines learning from human data. But in the built environment, the relationship is increasingly reciprocal. Designers are now learning from machines by using computational tools to uncover patterns, analyze data, and explore design possibilities that were previously impossible to see.

For academic healthcare campuses, this partnership between human creativity and machine intelligence is opening a new frontier. The next generation of medical campuses will not simply house classrooms and clinics. They will operate as dynamic environments where students, physicians, researchers, and data systems interact continuously.

And as artificial intelligence reshapes how we learn, teach, and deliver healthcare, architecture must evolve with it, transforming campuses into living systems designed for discovery, innovation, and better patient care.

Arturo Vasquez, AIA, NCARB, is Design Principal and Senior Architect, Stantec in Miami.

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Cordless Window Shade

Edusehat — Sat, 11 Apr 2026 00:30:05 +0700

Draper Inc. offers the Elevate, a new cordless manual window shade system engineered to meet the growing demand for safer, cleaner and more contemporary shading solutions. Designed for architects, commercial dealers, and specifiers, Elevate delivers a modern aesthetic, intuitive operation, and eliminates exposed chains and cords entirely, offering a safe, tamper‑resistant solution that supports compliance with emerging safety guidelines while maintaining a clean, minimalist appearance. The Elevate system is designed for effortless, user‑friendly control. Occupants can raise or lower the shade with a single, natural motion, and the system maintains smooth, balanced operation over time. This intuitive experience is ideal for classrooms, offices, patient rooms, and other spaces where ease of use is essential.

Draper Inc.

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Napa County to Build New Behavioral Health Treatment Center

Edusehat — Fri, 10 Apr 2026 03:00:05 +0700

The facility, originally completed in 2019, will be redesigned to support behavioral health services and provide a modern, safe, and therapeutic environment for both clients and staff. | Photo Credit: Napa County HHSA

By Lindsey Coulter

NAPA, Calif. — Earlier this month, the Napa County Health and Human Services Agency (HHSA) was awarded $4.7 million through the California Department of Health Care Services (DHCS) Behavioral Health Continuum Infrastructure Program (BHCIP) Bond Round 2 to support the development of a 21,000-square-foot Behavioral Health Treatment Center (BHTC). The project will repurpose the county’s former Probation Department Reentry Facility into a modern, community-based treatment center designed to expand access to mental health and substance use disorder services. The new BHTC will expand local treatment capacity, reduce reliance on emergency systems, and improve access to coordinated, community-based care for Napa County residents.

“We are incredibly grateful to receive this full award, which reflects the strength of our project and the need for expanded behavioral health services in our community,” said HHSA Director Jennifer Yasumoto. “This investment allows us to continue building a more responsive, coordinated system of care that supports individuals on their path to wellness and recovery.”

The facility, originally completed in 2019, will be redesigned to support behavioral health services and provide a modern, safe, and therapeutic environment for both clients and staff. The design also will allow providers to deliver care more effectively, with appropriate space for treatment, collaboration and safety, helping improve both service delivery and staff experience.

Specifically, the BHTC will expand local capacity for three essential programs:

Sobering Center – Providing short-term care for individuals in crisis and offering alternatives to emergency departments and law enforcement involvement
Residential Substance Use Disorder Treatment and Withdrawal Management Program – Relocating from the Napa State Hospital grounds to improve accessibility and continuity of care
Lanterman-Petris-Short Act-designated Mental Health Rehabilitation Center – Supporting individuals with serious mental illness, severe substance use disorder, or both, and helping meet requirements under Senate Bill (SB) 43

The need for behavioral health treatment has remained strong throughout the community, according to Yasumoto. Programs like Napa County Health & Human Services’ Mobile Response Team, launched in 2022 to provide community-based interventions for individuals experiencing a mental health crisis, continue to demonstrate that need.

“For example, from 2024 to 2025, our clinicians provided 25% more in-person responses—helping stabilize crises and connect individuals to care and resources,” Yasumoto said.

At the same time, expanding behavioral health treatment infrastructure has been a statewide priority due to a shortage of facilities and treatment beds across California. State programs like the BHCIP were created to address this gap by funding new and improved facilities.

“Here in Napa County, this dedicated facility expands local treatment capacity, supports the long-term sustainability of critical residential programs, and provides an appropriate setting for care, offering an alternative to emergency rooms and jails,” Yasumoto added. “It also positions the County to meet growing and evolving treatment needs, including those driven by changes in state law.”

Design and planning for the remodel are underway, led by Nacht and Lewis, which also designed the original building. Rubicon Builders of Sonoma was selected to complete construction, which is anticipated to finish in late 2026. The total investment in the project is approximately $24 million and aligns with the County’s strategic initiatives to expand access, improve equity, strengthen partnerships and close service gaps.

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Christine McSweeney Joins Dignity Health

Edusehat — Thu, 09 Apr 2026 09:05:04 +0700

Dignity Health this week named Christine McSweeney as the new president of Dominican Hospital in Santa Cruz, Calif., and Sequoia Hospital in Redwood City, Calif. McSweeney will begin her tenure on April 13.

Prior to joining Dignity Health, McSweeney was president of Holy Cross Hospital-Jordan Valley and Holy Cross Hospital-West Valley in Utah. In that role, she helped the facility earn recognition as a Leapfrog Top General Hospital and a top 5% hospital for quality and safety from Healthgrades. She earned a Master of Business Administration from Arizona State University and is a Fellow of the American College of Healthcare Executives (FACHE).

“I am deeply committed to continuing the excellent work already underway at both facilities and working collaboratively with our dedicated caregivers, staff, and the communities we serve,” McSweeney said in a statement. “I look forward to building on the strong foundations here and contributing to the health and well-being of the Central Coast.”

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Designing for Dignity: Reshaping Trauma-Informed, Universal Design in Supportive Housing

Edusehat — Wed, 08 Apr 2026 00:50:05 +0700

Freedom Village, a new 65,000-square-foot residence providing permanent supportive housing, empowers its community through dignity, autonomy and inclusion. | Photo Credit (all): Garrett Rowland

By James E. LaPosta, Jr., FAIA, LEED AP

Designing an environment that felt safe and trauma-informed while remaining uplifting and aspirational required a delicate approach from the team.

Healthcare and supportive housing share a foundational mission of helping those in need and present opportunities for each field to learn from the best practices and approaches of the other. Across each, design plays a powerful role in supporting healing and the successful delivery of services to clients. Thoughtfully implemented universal design principles and trauma-informed approaches create the infrastructure required for these building typologies to respond to the unique and complex needs of the people they serve.

Freedom Village, a new 65,000-square-foot residence providing permanent supportive housing, presents a compelling case study in the application of these principles. Located in New York City’s Lower East Side (LES), the project challenges common assumptions about the aesthetics of supportive housing. It creates an environment that is both empowering and universally supportive for individuals and families living with disabilities, while promoting connection and well-being through the integration of natural light, color, and controlled access to the outdoors.

A Project with Pride and Purpose

Barrier Free Living (BFL) is a nationally recognized organization dedicated to supporting individuals with disabilities and assisting them in living dignified lives free from abuse and bias. Building on its longstanding presence and legacy as a pillar of the LES community for more than 45 years, BFL developed Freedom Village to reflect its commitment to accessibility, independence, and connection within the vibrant neighborhood.

BFL engaged JCJ Architecture to design a thoughtful approach to accessible interiors paired with a unique architectural presence in the rapidly evolving community. The design team carefully considered each element of the program, which includes a mix of 74 studio, one-, two-, and three-bedroom apartments, along with administrative offices, community and support spaces, a rear garden, and an elevated outdoor recreation area.

Enhancing Accessibility Through Universal Design

The design team carefully considered each element of the program, which includes a mix of 74 studio, one-, two-, and three-bedroom apartments, along with administrative offices, community and support spaces, a rear garden, and an elevated outdoor recreation area.

Design for the project was the result of a close collaboration between JCJ and BFL and focused on creating a universally accessible facility that would welcome individuals as well as families. The design exceeds local requirements as well as the Americans with Disabilities Act (ADA) and fosters a more direct and confident relationship between residents and their environment. The design team was challenged with addressing residents’ wide spectrum of needs, including mobility, visual, and hearing impairments, within a single, cohesive design framework. Freedom Village creates spaces that are intuitive and legible for all residents without relying on specialized or separate solutions – the results of a cohesive approach that carefully considered circulation, unit layouts, wayfinding, lighting, and sensory cues.

From the group floor up, the color palette was purposefully selected to signify entrances and signage in recognizable shades to assist in wayfinding for those who cannot see in color. Throughout the building, every hallway is widened to accommodate wheelchair traffic in both directions to support uninterrupted movement and circulation.

The spacious residential units feature bathrooms and kitchenettes fully equipped to handle a variety of needs and abilities. Counter heights and cabinets were strategically selected to accommodate the reach of someone in a wheelchair, while stoves shut off automatically once they reach a certain temperature as a safety precaution. For those who are hearing impaired, select units are outfitted with special devices featuring flashing lights that alert residents to someone knocking at the door.

At the door itself, visual security holes are located at two different heights to cater to those using mobility devices, and floor tiles that transition colors indicate the entrance for each unit. By embedding universal design principles throughout the building from its inception, residents are able to navigate their environment confidently and without limitations, reinforcing a sense of equality and self-sufficiency.

Trauma-Informed Design for Dignity

Freedom Village creates a residential environment that empowers its community through dignity, autonomy, and inclusion. For residents, many of whom have experienced trauma, the project offers a stable home designed to support both independence and well-being. The design team’s approach to the project was rooted in the prioritization of trauma-informed principles and guided by BFL’s unwavering goal of creating spaces that provide a sense of safety, respect, community, and dignity for all.

Designing an environment that felt safe and trauma-informed while remaining uplifting and aspirational required a delicate approach from the team. Clear sightlines were essential for security, yet the spaces needed warmth, color, and visual interest to avoid an institutional atmosphere. Outdoor access was prioritized as a wellness strategy, resulting in two landscaped terraces on the second and ninth floors with expansive views of the New York City skyline. These spaces are actively programmed for therapy, recreation, and social events, and reinforce the connection between physical health, mental well-being, and access to nature.

Collectively, the universal, trauma-informed design of Freedom Village transforms the project into more than a residential building; it is a thoughtful, socially responsive, and materially expressive environment that elevates the standard for supportive housing and demonstrates how design can be a catalyst for dignity, inclusion, and community pride. In doing so, Freedom Village illustrates how thoughtful design can shape supportive housing that meets functional needs while uplifting the lives of the people it serves.

James E. LaPosta, Jr., FAIA, LEED AP, is Principal and Chief Architectural Officer at JCJ Architecture.

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ICU Expansion at Children’s of Alabama Delivers 50 New Patient Rooms

Edusehat — Tue, 07 Apr 2026 03:15:04 +0700

The 12th floor was originally constructed as shell space when the hospital opened in 2012 and had been reserved for future expansion. Before the buildout, the area was used primarily for storage. | Photo Credit (all): Hoar Construction

The buildout of the 12th floor at Children’s of Alabama’s Benjamin Russell Hospital for Children in Birmingham was completed in March

The project added 50 intensive care patient rooms plus more than 49,000 square feet of critical support space.

Work began in August 2024 and patient move-ins started at the end of February, with the hospital remaining operational during construction.

Project partners included Hoar Construction, Poole & Company, BBG&S Engineering Consultants and SSOE Group.

The project broke ground in August 2024, and patient move-ins began at the end of February.

BIRMINGHAM, Ala. — The 12th-floor intensive care expansion at Children’s of Alabama’s Benjamin Russell Hospital for Children in downtown Birmingham was completed in March, delivering 50 new intensive care patient rooms and more than 49,000 square feet of critical support space. The new unit combines the PICU and Special Care Units into a single critical care space, providing flexibility for both high- and low-acuity patients. It is the result of a multidisciplinary effort involving nurses, physicians, respiratory therapists, pharmacists, IT professionals, facilities, and other partners. The project broke ground in August 2024, and patient move-ins began at the end of February.

“This new unit addresses the increasing demand for pediatric critical care, particularly for children with complex medical needs,” said Tom Shufflebarger, President and CEO of Children’s of Alabama. “It features leading-edge design and technology that will support more efficient care, improved communication, and a healing environment for patients and their families.”

The 12th floor was originally constructed as shell space when the hospital opened in 2012 and had been reserved for future expansion. Before the buildout, the area was used primarily for storage.

“This project is especially meaningful for Hoar because it represents the continued trust Children’s of Alabama has placed in our team for more than a decade,” said Micah Vance, Senior Project Manager at Hoar, in a statement.

“Since the hospital first opened in 2012, we’ve supported everything from small renovations to major expansions like this one. Helping to strengthen the hospital’s ability to care for its most vulnerable patients speaks to the depth of our partnership and our shared commitment to the Birmingham community,” Vance said.

As Children’s of Alabama remained fully operational during the project, minimizing disruption was a priority. The construction team coordinated tie-ins to ductwork, medical gas and water lines with hospital leadership to avoid affecting active patient floors.

To reduce interference with daily operations and patient movement, the project team relied on hospital elevators to move equipment and materials. Deliveries and stocking were scheduled during off-peak hours.

“Throughout this project, keeping patients, families and hospital staff safe remained our highest priority,” said Andrew Bray, Superintendent on the project at Hoar, in a statement.

“Our team approached every phase of the build with that responsibility in mind, ensuring the hospital could continue delivering exceptional care without interruption,” Bray added.

Additional project partners included architect firm Poole & Company, BBG&S Engineering Consultants and SSOE Group. The project was made possible through support from the community, including a $3 million gift from Quarterbacking Children’s Health Foundation.

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Neil Sauer Joins DLR Group as Principal, Healthcare Leader

Edusehat — Sat, 04 Apr 2026 07:00:06 +0700

DLR Group recently welcomed Neil Sauer, AIA, LEED AP BD+C, as Principal and Healthcare Leader to lead and strengthen the firm’s relationships with healthcare clients across the Southeast. Based in the firm’s Charlotte studio, Sauer brings more than 30 years of experience advancing evidence-based and neuroinclusive design strategies that improve health outcomes, operational efficiency, and overall patient experience.

His expertise spans healthcare planning, sustainability, and stakeholder engagement, strengthened by a career leading multidisciplinary teams and shaping institutional standards across healthcare, higher education, and science and technology sectors.

“Neil’s focus on adaptable and equitable design which supports users with diverse needs reinforces DLR Group’s mission to elevate the human experience through design in our healthcare practice,” said Mark Tiscornia, AIA, ACHA, Principal, Global Healthcare Leader. “His leadership fosters transparent communication and ensures every decision upholds long‑term performance for caregivers, patients, and health systems.”

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LED Downlighting

Edusehat — Sat, 04 Apr 2026 07:00:05 +0700

DMF Lighting, an architectural lighting manufacturer of modular LED downlighting systems, announced the launch of its next generation H Series 3-inch and 4-inch downlighting collection. The enhancements include the addition of a 3-inch fire-rated and plenum-rated housing (H3FR), allowing for a fully recessed solution in shallow plenum applications or where space is limited for a clean, architectural appearance. Providing DMF’s high-quality optical performance, this value-engineered solution is ideal for the tightest spaces. Featuring DMF’s modular design (housing, light engine module and trim), the LED module’s field-selectable lumens switch features three low-glare output levels (350, 750 or 950 lumens), allowing for tailored illumination across a range of applications, including spaces with ceiling heights up to 12 feet. The H Series features a high 90+ color rendering index (CRI) and supports TRIAC/ELV dimming down to 5%. Available in 2700K, 3000K and Warm Dim technology (3000K – 2200K), the fixtures provide consistent, accurate color at full brightness while smoothly transitioning to a warmer, more intimate effect as they dim.

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SSM Health to Top Out New Cardinal Glennon Children’s Hospital in St. Louis

Edusehat — Thu, 02 Apr 2026 22:35:05 +0700

Design efforts have centered on creating a therapeutic healing environment that integrates advanced medical technology and research with patient- and family-centered planning strategies. | Photo Credit: HKS/The Lawrence Group

What You Need to Know

SSM Health will host a topping-out celebration for its new 14-story Cardinal Glennon Children’s Hospital in St. Louis on April 6

The 500,000-square-foot facility will feature approximately 200 inpatient beds and expanded pediatric services.

The project emphasizes patient- and family-centered design, advanced clinical environments and integrated technology.

Completion is scheduled for 2027 at the Midtown campus on Chouteau Avenue and Grand Boulevard.

Learn More

St. LOUIS — SSM Health will celebrate a major construction milestone on its new Cardinal Glennon Children’s Hospital: the topping out of the 14-story pediatric facility rising in the St. Louis’ Midtown district.

The April 6 ceremony will mark placement of the final structural elements and underscores SSM Health’s ongoing investment in expanding access to advanced pediatric care across the region. The project reflects the organization’s broader mission to deliver value-based, family-centered healthcare in a state-of-the-art environment.

Located at the intersection of Chouteau Avenue and Grand Boulevard, the new hospital will span approximately 500,000 square feet. The replacement facility is designed to accommodate about 200 inpatient beds and will significantly expand clinical capacity, including an enlarged pediatric intensive care unit, a dedicated bone marrow transplant unit and a dialysis unit tailored to younger patients.

Additional program elements include private, windowed neonatal intensive care unit rooms, advanced pediatric and cardiovascular intensive care units, larger operating rooms and expanded recovery areas. Project leaders note that these features are intended to improve clinical outcomes while enhancing the overall patient and family experience.

The hospital is being designed by a team led by HKS in partnership with The Lawrence Group, with Henderson Engineers providing mechanical, electrical and plumbing engineering services. McCarthy Building Companies is serving as the construction lead. The scale and complexity of the project are reflected in its structural footprint, which includes more than 30,000 cubic yards of concrete and over 1,000 concrete columns.

Design efforts have centered on creating a therapeutic healing environment that integrates advanced medical technology and research with patient- and family-centered planning strategies. The facility will include expanded spaces to accommodate families, recognizing the role of parents, siblings and extended support networks in pediatric care delivery.

The new hospital will replace the existing 195-bed Cardinal Glennon facility, which opened in 1956 as the nation’s first freestanding, not-for-profit Catholic children’s hospital. The replacement project is intended to support the next generation of pediatric healthcare while reinforcing SSM Health’s academic medical campus in St. Louis.

SSM Health Cardinal Glennon Children’s Hospital has been consistently recognized for clinical excellence, earning a place among U.S. News & World Report’s Best Children’s Hospitals for 12 consecutive years. In the 2025-2026 rankings, the hospital is listed among the top 50 nationally in multiple specialties, including cardiology, gastroenterology, nephrology and pulmonology.

Construction is scheduled for completion in 2027. Upon opening, the new facility is expected to serve as a regional hub for specialized pediatric care, supporting advanced treatment, research and education while addressing growing demand for neonatal and pediatric services.

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Why Parking Structures Matter in Healthcare Design

Edusehat — Thu, 02 Apr 2026 01:05:05 +0700

Bendheim’s custom glass façade for Blue Parking Structure enhances both light and wayfinding across the campus. | Photo Credit (all): Tricia Shay Photography

By David Groth

Healthcare organizations often focus on designing welcoming lobbies and patient-centered care environments. But for many visitors, the first impression happens long before they reach the front door. At the Froedtert & the Medical College of Wisconsin health network campus in Wauwatosa, Wisc., that first impression now begins in the newly completed Blue Parking Structure. The six-level, 2,274-space facility is designed to do more than store cars.

Part of a broader campus expansion, including a nine-story, 225,000-square-foot patient tower, the Blue Parking Structure replaces aging public parking while setting a new standard for healthcare infrastructure. EUA and our partners, American Design, Bendheim, CG Schmidt and GRAEF, worked closely with Froedtert to ensure the structure not only functions efficiently but also communicates the hospital’s values of transparency, care and community connection.

Reduce the Number of Decisions

Inside the Blue Parking Structure, custom Bendheim ventilated glass helps bring natural light deeper into the space, improving visibility.

One of the most common issues with parking structures is stress and decision fatigue. Drivers must quickly determine where to go, which level they are on and how to reach elevators or skybridges.

In healthcare parking, it’s especially important to make the navigation clear so people aren’t getting flustered or lost before their appointments. We made all the decks flat, so there are no sloped parking areas. You only go up and down on ramps at one end, improving sightlines and simplifying circulation.

Each level mirrors the others, allowing visitors to quickly understand the layout and locate elevators or the skybridge. Stair and elevator lobbies were intentionally designed as public-facing, daylight-filled spaces, creating a welcoming first impression that aligns with the hospital’s broader branding.

Daylight and Glass as Wayfinding Tools

Wayfinding in parking structures is often treated as a signage problem, but the Blue Parking Structure demonstrates how the building itself can guide visitors. Approximately 10,000 square feet of custom gradient Bendheim ventilated glass faces the new hospital tower and entry, allowing natural light to flood the deck and draw visitors toward elevators and the skybridge.

The gradient fritted glass both echoes the surrounding hospital tower and enhances the building’s aesthetic appeal while serving as bird protection. Beyond its visual refinement, the glass allows natural light and airflow to permeate the structure, creating a bright and comfortable environment while lowering costs of lighting and ventilation. At the same time, the façade establishes a clear visual connection to the campus, helping the parking structure feel fully integrated into Froedtert & MCW Hospital’s health network rather than a standalone utility.

Integrating Technology, Safety and Sustainability

Bendheim ventilated glass along the façade of the Blue Parking Structure brightens the exterior and provides a visual cue, leading visitors toward the skybridge.

Bendheim’s early design-assist support was critical to the project. By refining the glass panel attachment system, the team reduced the number of clips and streamlined installation. The glass façade is complemented by 44,550 square feet of custom patterned perforated metal panels, crafted by American Metalcraft and finished in Sherwin-Williams bone white. The materials were selected for low maintenance, durability and a projected 75-year service life, supporting long-term operational efficiency while maintaining high design standards.

Beyond aesthetics, the garage integrates advanced technology, including dynamic vehicle guidance signage, access control, car counting systems, snow-melting system and 10 electric vehicle charging stations. Other, more passive safety measures, such as extended parapets and integrated rooftop fencing, enhance security.

Lessons for Healthcare Design

Parking structures are not just functional, they are an extension of the hospital’s care philosophy. By making the arrival experience clear, safe and welcoming, the garage enforces the hospital’s commitment to patients from the very first step. By emphasizing intuitive circulation, daylight and high-quality materials, the Blue Parking Structure transforms a utilitarian necessity into a welcoming gateway for patients, family and staff.

As healthcare campuses evolve, every touchpoint from the garage to the lobby can reinforce a patient-centered experience. Thoughtful design ensures that even the parking experience reflects the hospital’s commitment to care. The Blue Parking Structure stands out as a model for hospitals nationwide seeking to merge functionality, sustainability and patient-centered design in every aspect of their campus.

David Groth, ACHA, is a senior design architect and associate at EUA in Milwaukee, specializing in healthcare architecture and medical planning.

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Harris County, Texas, OKs Eminent Domain Step for Ben Taub Hospital Expansion

Edusehat — Tue, 31 Mar 2026 22:20:06 +0700

The system said Ben Taub — one of only two adult Level I trauma centers in Harris County — has experienced sustained increases in patient volume and acuity | Photo Credit: Baylor College of Medicine

What You Need to Know

Harris County Commissioners unanimously approved using eminent domain to acquire approximately 8.9 acres of city-owned land within Hermann Park for a Ben Taub Hospital expansion, Harris Health said.

Harris Health said Ben Taub Hospital is “frequently operating beyond its capacity” as patient volume and acuity increase.

The system said the land would support expanded services, infrastructure modernization and new capacity; early planning envisions expanded inpatient capacity and improved trauma and emergency throughput.

Harris Health said it will begin detailed planning, design and community engagement, with timeline and scope refined as planning advances.

Learn More

HOUSTON — Harris County, Texas, Commissioners have authorized the use of eminent domain to acquire about 8.9 acres of city-owned land within Houston’s Hermann Park to support a major expansion of Ben Taub Hospital, Harris Health said March 19.

The move clears the way for Harris Health to begin planning and construction for the project, which the system says is aimed at responding to rising demand for trauma, emergency and specialty care and capacity constraints at the hospital.

Harris Health said the parcel sits adjacent to the existing hospital campus and would allow a “seamless expansion” of services, improved patient flow and enhanced operational efficiency.

The system said Ben Taub — one of only two adult Level I trauma centers in Harris County — has experienced sustained increases in patient volume and acuity and is “frequently operating beyond its capacity,” according to a Harris Health news release.

Harris Health President and CEO Dr. Esmaeil Porsa framed the commissioners’ vote as a milestone for the safety-net system. “This is a pivotal moment for the people of Harris County,” according to a Harris Health news release.

County Commissioner Rodney Ellis, Precinct 1, said the plan is intended to expand access to care while addressing concerns tied to parkland. “This plan expands access to lifesaving healthcare while honoring and protecting one of the most treasured green spaces in the county,” according to a Harris Health news release.

Harris Health said early planning envisions expanded inpatient capacity, improved throughput and greater volumes of trauma and emergency care, with a facility designed for potential future expansion or replacement.

Harris Health Board Chair Dr. Andrea Caracostis said securing the land is foundational to modernizing the campus. “Securing this land is an essential step toward building a facility that matches the scale and complexity of the care our clinicians provide every day,” according to a Harris Health news release.

The system said it will proceed with detailed planning, design and community engagement, and continue coordinating with the City of Houston, Hermann Park Conservancy, the Houston Zoo and other stakeholders. Harris Health also said it is committed to flood mitigation and resiliency similar to what it invested in at the John M. O’Quinn Hospital on the LBJ campus.

This article is based on reporting originally published by Harris Health on March 19, 2026.

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Raun Love Brings Design Side, Owner Side Experience to DesignGroup Indianapolis

Edusehat — Tue, 31 Mar 2026 00:10:05 +0700

By Lindsey Coulter

Architecture and design firm DesignGroup recently expanded into Indianapolis to serve the state’s growing healthcare, higher education and science and technology sectors. Key to that expansion is Raun Love, DesignGroup’s first hire for its Indianapolis team. A nationally recognized design leader with more than 25 years of experience delivering complex, large-scale projects, Love was appointed senior project manager.

Love previously served as a principal and healthcare practice leader at Indianapolis-based Meticulous, where he played a key role in overseeing the $2.3 billion Indiana University Health downtown hospital project in collaboration with Curis Design, as well as the 97,000-square-foot renovation of the Health & Hospital Corporation Headquarters. His portfolio includes large-scale work with multibillion-dollar health systems, major academic institutions, and civic-oriented projects across the country. A graduate of Ball State University, Love serves as president of the National Organization of Minority Architects and is a board member of the ACE Mentor Program of Indiana.

Healthcare Construction & Operations News (HCO) spoke with Love about the move to DesignGroup and how his experience as a design leader and project owner shapes his approach and vision.

HCO: What factors make Indianapolis a strategic location for DesignGroup’s health care practice right now?

Love: DesignGroup brings more than 50 years of proven experience delivering successful healthcare projects in Columbus—a city comparable in scale and character to Indianapolis. Like Columbus, Indianapolis understands that a community thrives when strategic investments are made in healthcare and life sciences. The city is anchored by nationally recognized institutions such as Indiana University Health and Eli Lilly and Company, whose contributions extend beyond patient care and research to meaningful economic impact across the state. As these and other organizations continue to expand in response to population growth and rapid medical advancement, DesignGroup is eager to partner with healthcare systems, universities, and research institutions to help shape a healthier, more resilient Indianapolis.

HCO: What types of health care projects do you expect will drive the most demand in Indiana over the next decade?

Love: What makes healthcare especially compelling is its constant evolution—driven by both changing population needs and rapid technological advancement. In Indianapolis, we see growing demand for behavioral health services, outpatient and ambulatory care, as well as life sciences and biotechnology facilities. Expanding access through digitally enabled healthcare environments also creates new opportunities to reach Hoosiers in rural and underserved areas, improving equity and accessibility across the state.

HCO: You helped oversee the $2.3 billion downtown hospital project for Indiana University Health. What were the most important lessons from a project of that scale?

Love: I was fortunate to work on a project of that scale and to collaborate with the many talented teams at IU Health, Curis Design and Wilhelm/Gilbane. This once-in-a-lifetime opportunity was deeply formative, shaping not only my approach to healthcare design but also strengthening me as a professional across all project types. The experience reinforced several key lessons:

Hospitals are operational systems, not just buildings. Every design decision must be evaluated for its operational impact—not solely for aesthetics or spatial efficiency.

Clinical workflow drives good design. Engaging clinicians early and listening carefully helps avoid costly redesigns and leads to more effective outcomes.

Coordination is the greatest challenge on mega-projects such as the IU Health New Downtown Hospital. Successful healthcare design relies on rigorous coordination, clear documentation and consistent communication.

Flexibility is critical, because change is inevitable. Designed during the COVID-19 pandemic, this project required decisions that prioritized resilience and long-term adaptability for unknown future needs.

Evidence-based design matters. Thoughtful healthcare environments can positively influence patient outcomes and staff performance.

Stakeholder management is a core design skill. Effective designers act as facilitators and translators, balancing diverse and often competing priorities.

Design has a real human impact. This project is creating lasting ripple effects throughout Indianapolis and served as a catalyst for the Indy Health District. With that influence came a profound ethical responsibility—to support healing not only for patients but for the surrounding community as well.

HCO: You’ve worked both as a design leader and on the owner side with Eskenazi Health. How does that dual perspective influence how you approach projects today?

Love: I have been fortunate to gain experience that bridges both design and operations, shaping a more practical and operationally grounded approach to my work. I begin every project with operations in mind, asking questions like How will this space be maintained? How easily can this system be replaced in ten years? I prioritize serviceability, access, and durability—not just appearance. With an understanding of the owner’s financial perspective, I focus on design solutions that are economically sustainable over the long term. Healthcare projects involve many voices—physicians, nurses, facilities staff, administrators, and designers—and I have learned to serve as an effective translator, aligning the language, priorities and needs of each group.

HCO: What do health system executives most want from their design and construction partners right now?

Love: Healthcare executives face unprecedented complexity. These include cost certainty and financial discipline, speed to market, and strategic thinking that extends beyond design alone. Operational efficiency, future flexibility, technology integration, and enhanced patient and staff experience are all critical considerations. Leaders also need partners who understand hospital operations, can address aging infrastructure, and are committed to true collaboration throughout the life of a project.

HCO: How is the concept of wellness influencing the design of hospitals and outpatient facilities today?

Love: Indianapolis has embraced a unified vision for health and well-being—one that supports a healthier, more vibrant community. Investments from anchor institutions such as IU Health, alongside nonprofit partners like the Indy Health District, are addressing the social determinants of health and strengthening outcomes across the city. The IU Health campus was intentionally designed as a true health district, integrating medical care, wellness programs, green space, housing and community services into a connected environment.

HCO: What role do adaptability and future-proofing play in modern healthcare facility design?

Love: Hospitals represent a major capital investment, often expected to serve communities for 40 to 60 years. Yet medical technology, care delivery models, and patient expectations can shift dramatically within a single decade. As a result, health systems increasingly demand facilities that can adapt without costly renovations or operational disruption. Rather than treating hospitals as static buildings, forward-looking healthcare architecture approaches them as flexible, evolving systems—capable of continuously supporting new treatments, technologies and models of care.

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Science-Based Lighting System

Edusehat — Sat, 28 Mar 2026 01:10:14 +0700

The Corelite Perceive PT series by Cooper Lighting blends subtle styling with a proprietary optical system to provide comfortable illumination with a distinctive touch, featuring high-lumen output options in a compact, shallow housing. Offered in 2×2, 2×4 and 1×4 sizes, the Perceive PT series is a patented design based on cognitive science. It includes unique geometric and organic optical patterns to add dimensionality, visual interest and glare reduction. Options with reduced maximum luminance below 6,000 candelas per square meter align with WELL v2 L04 Standards. High-lumen packages offer up to 10,000 lumens. The bottom surface of the lighting can be wiped down for easy cleaning and maintenance. The shallow housing does not include a door frame. Perceive PT lighting also offers flexible installation options, including recessed, drywall and surface mount. Integrated controls are available, such as WaveLinx Pro and WaveLinx Lite.

Cooper Lighting

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Starling Johnson to Chair SMHA Board of Directors

Edusehat — Thu, 26 Mar 2026 23:50:04 +0700

The Concrete Masonry & Hardscapes Association (CMHA) announced that Starling Johnson, Vice President of Sales at Johnson Concrete Products, has assumed the role of Chair of the CMHA Board of Directors.

Johnson is the first woman to serve as chair of a national trade association representing the producers of concrete masonry units, going back to the inception of the National Concrete Masonry Association (NCMA) in 1918. Johnson has been an active CMHA leader, serving on the Board of Directors, the Executive Committee and multiple committees, including leadership development initiatives that help cultivate the next generation of industry volunteers. During her year as chair, her priorities include advancing CMHA’s next strategic planning cycle, expanding year-round contractor engagement through Hardscape North America, strengthening coordination with state associations and other industry organizations, and continuing to advance advocacy efforts and building codes work.

“Starling brings a unique combination of industry knowledge, strategic insight and a deep commitment to the success of our members,” said Robert Thomas, President and CEO of CMHA. “She understands the challenges producers and contractors face because she lives them every day in a successful family-owned business. Just as important, she is a collaborative leader who is focused on aligning our industry, strengthening engagement and building the next chapter of CMHA’s growth.”

A fourth-generation leader at her family’s North Carolina-based company, Johnson helps guide one of the region’s most respected concrete masonry producers. Founded nearly 80 years ago, Johnson Concrete Products is known for its long-term customer relationships, strong internal leadership and continuous investment in people and operations — all values she brings to her role as chair.

“CMHA is at an important point in its growth,” Johnson said. “Our focus is on making sure the association is aligned, organized and delivering clear value to producers, contractors, and our state and regional partners. That means strengthening contractor engagement, advancing education and ensuring we are working in step with the many organizations that support our industry.”

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Medical Outpatient Building Report Highlights Aging Demographics, Limited New Facility Supply

Edusehat — Thu, 26 Mar 2026 00:25:04 +0700

The report also highlighted that outpatient buildings are becoming more complex, increasingly combining imaging, surgery centers, labs and physician offices. | Photo Credit: JLL

What You Need to Know

JLL reports medical outpatient building (MOB) occupancy hit a record 92.7% as outpatient growth continues to outpace new development.

New MOB starts fell in 2023, bottomed in Q4 2024, and edged up in H2 2025, keeping inventories constrained.

Health systems led tracked medical leasing in 2025, while consolidation and more aggressive escalations are reshaping deal terms.

Investor interest increased, with Q4 2025 volume boosted by Welltower’s $7.2B portfolio disposition to Remedy Medical Properties and Kayne Anderson.

Learn More

CHICAGO — Demand for medical outpatient buildings remains durable as health systems and provider groups expand ambulatory footprints to meet an aging population and rising disease prevalence, according to the 2026 Medical Outpatient Building Perspective published by Chicago-headquartered commercial real estate services and investment management company JLL.

At the same time, constrained development is keeping occupancy high and supporting rent growth, while policy and financial pressures are raising risk for both occupiers and investors, the firm said.

In its 2026 Medical Outpatient Building Perspective, JLL said the MOB sector is being reshaped by demographic demand, expanding outpatient service lines and limited new development. The firm reported record occupancy of 92.7% and said average rent growth continues to outpace the broader office market, alongside increasing institutional investment.

JLL said outpatient volume growth is being sustained by demographics and disease prevalence. Of the top 10 growth areas for patient volumes, eight are in outpatient services, the firm reported. Hospital systems are shifting more care to outpatient settings and adding locations, which JLL said can deliver lower costs than inpatient care.

The report also flagged policy pressures on hospital margins, pointing to rising uncompensated care burdens for uninsured patients. In response, JLL said providers are prioritizing operating-cost reductions and efficiency gains and are optimizing real estate portfolios with outpatient expansion at the forefront.

On the supply side, the report notes that new MOB starts fell in 2023 as higher financing costs limited construction. Starts hit a trough in the fourth quarter of 2024 at 1% of inventory, then increased slightly in the second half of 2025 to 1.1%. Speculative development remains limited, and JLL said health systems lead construction starts and occupy a large portion of new projects, leaving limited available inventory.

The report also highlighted that outpatient buildings are becoming more complex, increasingly combining imaging, surgery centers, labs and physician offices. With absorption consistently outpacing deliveries, landlords have gained pricing power, particularly with tenants in high-margin specialties. Lease structures are trending toward more aggressive escalations, JLL said, and new-construction rents are running at nearly twice in-place rents.

Leasing dynamics are shifting as consolidation continues across the provider landscape. According to the report, tenants backed by health system credit led medical leasing in 2025, with health systems accounting for 46% of tracked leasing. Expansion was focused on large multispecialty clinics in the 40,000- to 60,000-square-foot range. Specialty providers represented 36% of tracked leasing, and psychiatry and behavioral health accounted for 28% of that specialty activity.

For investors, JLL said strong fundamentals — including high occupancy and steady rent growth — continue to support interest in the sector. Transaction volume accelerated in the fourth quarter of 2025, led by Welltower’s $7.2 billion portfolio disposition to Remedy Medical Properties and Kayne Anderson, JLL reported. Outside that entity-level transaction, JLL said M&A was more limited than in 2024 even as single-asset and small-portfolio sales remained consistent with 2024 levels.

Institutional groups’ share of MOB purchases in 2025 was larger than any other year this decade. While dry powder is near all-time highs, the firm said funding transactions can be difficult for assets that do not fit neatly into common risk buckets, making pricing challenging. Looking ahead, The report said that improving operating fundamentals and more active debt markets could support stronger volume in 2026, but warned that policy changes and declines in coverage could materially affect specific assets and service lines.

This article is based on a report originally published by JLL on March 24, 2026.

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Modern Behavioral Health Design Expanding Towards Patient Visibility, Staff Protection, Access to Nature, Physical Activity

Edusehat — Wed, 25 Mar 2026 01:00:05 +0700

One of the most enduring design principles in behavioral health settings has been the elimination of blind spots and maximization of visibility. | Photo Credit (all): Alise O’Brien

By Ganesh Sathyan and Colleen Goodwin

Over the past several decades, the design of behavioral health environments has been shaped by a clear and critical priority: patient safety. Historically, facilities were developed with a strong emphasis on minimizing risk, particularly risks related to self-harm, elopement, or patient-to-patient conflict. Design strategies focused on durable materials, ligature-resistant fixtures, controlled circulation, and constant observation. While these principles remain foundational, the contemporary narrative in behavioral health design is expanding. Today, the conversation increasingly recognizes the importance of staff safety, operational efficiency, and flexibility to accommodate diverse patient populations, reflecting the growing complexity of behavioral healthcare delivery.

Beyond safety and observation, modern behavioral health design is increasingly focused on creating environments that actively contribute to the therapeutic process.

One of the most enduring design principles in behavioral health settings has been the elimination of blind spots and maximization of visibility. Direct observation has long been considered one of the most effective strategies for maintaining safety on inpatient units. As a result, unit planning frequently prioritizes clear sightlines from staff work areas into corridors, dayrooms, and other patient spaces. To support effective monitoring while maintaining a manageable care environment, many facilities have adopted a pod-based model, typically organizing patients into clusters of 10–12 beds per pod. This scale allows staff to supervise patients more effectively and fosters a more intimate, community-like setting that can be beneficial to therapeutic engagement. Within these pods, staffing ratios generally range from one staff member for every five to six patients, a balance intended to maintain safety while enabling meaningful interaction between caregivers and patients.

The design of the nurse station has also undergone significant evolution as behavioral healthcare has sought to balance safety with therapeutic engagement. Traditionally, nursing stations were fully enclosed spaces, physically separating staff from patients and serving as a secure operational hub for documentation, medication management, and communication. While this approach provided a strong sense of protection for staff, it often created a visible barrier between caregivers and patients, reinforcing a more institutional atmosphere.

In response, many facilities began experimenting with open or “no-barrier” nurse stations, aiming to reduce the physical and psychological divide between staff and patients. These open configurations were intended to foster trust, encourage communication, and create a more normalized environment that supports recovery-oriented care. However, operational experience over time has highlighted certain challenges associated with completely open stations, particularly related to staff vulnerability during moments of patient escalation or agitation.

As a result, many facilities are now gravitating toward a hybrid approach that attempts to capture the benefits of both models. Enclosed nurse stations are being reintroduced, but with laminated safety glass and improved visibility, allowing staff to maintain a visual and psychological connection with patients while still providing a measure of protection. This approach reflects a broader shift in behavioral health design thinking—acknowledging that staff safety is intrinsically linked to patient safety, and that care environments must support the wellbeing of caregivers as well as those receiving treatment.

Beyond safety and observation, modern behavioral health design is increasingly focused on creating environments that actively contribute to the therapeutic process. One of the most sought-after features in contemporary facilities is access to outdoor space. Secure courtyards, gardens, and walking paths offer patients the opportunity to engage with natural light, fresh air, and vegetation—elements that have been shown to reduce stress, improve mood, and support emotional regulation. For staff, these outdoor areas provide an additional therapeutic tool, allowing patients to decompress and participate in structured activities that extend beyond the traditional confines of the inpatient unit.

Complementing outdoor environments, many facilities are also incorporating dedicated indoor activity zones designed to promote physical movement and constructive engagement. These spaces may include features such as walking tracks, multipurpose recreation rooms, basketball courts, or fitness areas. Physical activity is increasingly recognized as an important component of behavioral health treatment, helping to reduce anxiety, channel energy productively, and support overall mental wellness. By integrating these spaces into the unit design, facilities can provide opportunities for both structured programming and supervised recreational time.

Importantly, access to both outdoor environments and activity zones is often integrated into the therapeutic and behavioral management framework of the unit. Participation in these spaces may be contingent on patient behavior and clinical readiness, allowing staff to use them as incentives that reinforce positive engagement with treatment. This approach aligns environmental design with therapeutic strategy, making the built environment an active participant in the care process.

However, the inclusion of these spaces also introduces operational considerations that must be addressed during the planning and design phases. Outdoor courtyards and recreation areas require appropriate supervision, and facilities must consider how staffing levels and circulation patterns will support safe access to these amenities. Designers and clinical teams must collaborate closely to ensure that these features enhance therapeutic value without inadvertently creating new safety or security challenges.

Taken together, these evolving trends reflect a broader transformation in the philosophy of behavioral health design. Rather than focusing solely on risk mitigation, contemporary facilities are striving to create environments that balance safety, dignity, therapeutic engagement, and operational practicality. The modern behavioral health unit is increasingly viewed not just as a place of containment, but as a carefully designed setting that supports healing, promotes positive behavior, and protects both patients and the professionals who care for them.

As behavioral health needs continue to grow and diversify, this integrated approach to design—one that combines visibility, staff protection, access to nature, and opportunities for physical activity—will play an increasingly important role in shaping the next generation of care environments.

Ganesh Sathyan is an Associate Principal, Healthcare, at Lawrence Group. Colleen Goodwin is an Architect at Lawrence Group.

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Cutting-Edge Behavioral Health Inpatient Unit Unveiled at SSM Health in St. Louis

Edusehat — Mon, 23 Mar 2026 22:40:06 +0700

The inpatient unit is made up of four self-sufficient pods of 10-11 patient rooms each, supported by a shared core that has functions for staff breaks, nourishment, and workspaces. | Photo Credit: Alise O’Brien

ST. LOUIS — SSM Health recently debuted a new, cutting-edge behavioral health inpatient unit thatsupports the provider’s commitment to advancing the accessibility and availability of mental health resources in the St. Louis region.

Located on the renovated fifth floor of Bordley Tower at the SSM Health Saint Louis University Hospital Campus in midtown St. Louis, SSM Health Saint Louis University Hospital’s new 42 bed/bath Behavioral Health Inpatient Unit thoughtfully repurposes aging infrastructure into a modern, comforting environment centered around therapeutic, safe healing and recovery.

Designed by Lawrence Group’s Healthcare Studio, the renovated 26,884-sq-ft space, formerly utilized as inpatient Med Surg and ICU units, employs high level behavioral health compliant design elements and custom, nature-inspired murals to create a healing atmosphere for patients and caregivers alike.

“Our goal for the overall design of this unit was to create an environment for healing that prioritizes patient and staff safety, while also promoting patient dignity,” said Lawrence Group Architect Colleen Goodwin.

The inpatient unit is made up of four self-sufficient pods of 10-11 patient rooms each, supported by a shared core that has functions for staff breaks, nourishment, and workspaces.

“The pod system provides better control and better patient care as the two nurses assigned to each pod are only caring for five to six patients each. Extensive use of glass at the nurse stations helps eliminate blind spots. Careful use of artwork helps de-institutionalize the environment, thereby ensuring a better patient recovery outcome,” said Lawrence Group Associate Principal/Healthcare Planner Ganesh Sathyan.

The patient room layout also provides for a less institutional environment with its dorm style design, individual restroom with saloon door, and private space.

Nurse stations are strategically located to offer expansive visibility across the facility’s color-coded wings, ensuring efficient observation and support to patients while affording a degree of separation for staff who are charting or getting medications.

“Staff safety was of the utmost concern, so the nurse stations provide a safe zone carefully designed with staff feedback and coordination with the trades,” said Lawrence Group Senior Interior Designer Becky Egan, NCIDQ. “All are wrapped in laminated safety glass with vertical aluminum stanchions strategically placed to provide extra vertical support and allowing for small openings to assist with communication between patients and staff.”

The design also includes quiet rooms, consultation rooms, and medication stations. Designers incorporated soft curves into the patient corridor walls, and radiused edges on the wood-look elements on the ceilings and outside corners of the nurse stations to soften the hard lines typical of most clinical spaces and to add visual interest to the spaces where patients spend most of their time. With the patient corridors, day dining and consult rooms all being inboard, the wall-protection printed artwork helps to bring biophilic elements into the interior spaces while the four accent colors help to identify each unit.

“The day/dining rooms in each pod were intentionally designed to support therapeutic interactions between patients and staff combining safety, dignity, and critical sightlines to ease observation. In addition, tamper resistant millwork within the nourishment areas and flexible open spaces allow furniture to be rearranged to support daily activities,” said Egan.

Construction on the inpatient unit was completed in November 2025. The general contractor on the project was St. Louis-based Alberici Constructors Inc.

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Planning for Power: Why Hospital Resilience Must Begin Long Before the Lights Go Out

Edusehat — Wed, 18 Mar 2026 00:00:05 +0700

Because even brief outages in healthcare environments can have severe consequences, system upgrades and maintenance must be planned with surgical precision. | Photo Credit: Courtesy of Commonwealth Associates Inc.

By Kristi Vilminot

Healthcare facilities today face unprecedented pressure to plan for power disruptions and infrastructure upgrades. Aging transmission lines, soaring energy demand from data centers, and evolving sustainability mandates have made resilience planning more complex than ever. For hospital leaders, planning for energy resilience is no longer a future consideration—it’s a present-day imperative. Many health systems struggle with where to begin, how far to go, and what tools to use to make the right investment at the right time.

Here we explore the often-overlooked complexities of long-term power resilience in healthcare settings, offering a pragmatic look at what successful planning and maintenance entail. We examine the technical, regulatory, and cultural pressures reshaping utility decisions—and why delays can expose hospitals to unacceptable risk. Drawing from industrial best practices that are increasingly relevant to healthcare, we outline a phased, step-by-step approach to building resilience without disrupting care.

Technical, Regulatory, and Cultural Pressures That Complicate Utility Decisions

Comparing fuel and maintenance costs of current systems with those of newer technologies—and calculating projected ROI—can illuminate the best path forward.

External forces—grid limitations, stakeholder perceptions, and state regulations—are influencing internal infrastructure decisions. Failure to navigate these forces effectively can leave hospitals exposed to both operational and financial vulnerabilities.

Limitations of the national grid have made long-term power resilience an urgent priority for healthcare facilities. Aging infrastructure, particularly transmission lines, has triggered nationwide efforts to upgrade substations and lines. Meanwhile, electricity demand—fueled by the proliferation of data centers and electronics—continues to rise, increasing the likelihood of brownouts.

Public pressure to pursue sustainable energy solutions can steer institutional decision-making in directions that aren’t always fiscally sound. For example, many universities in Michigan shifted from coal to natural gas in response to student protests, despite higher operational costs at the time. More recently, students have petitioned institutions to adopt renewables like wind and solar, which still come at a premium per kilowatt hour.

Financial incentives such as investment tax credits (ITCs) and state or federal grants can support sustainable power adoption—but only if healthcare leaders act quickly. These opportunities often come with deadlines, requiring that a certain percentage of construction be completed by a specific date. Delays can result in missed funding, while new incentives may emerge with little advance notice or publicity.

Clearly, power resilience today involves far more than installing backup generators. It requires strategic foresight and phased implementation to mitigate risks related to infrastructure failure, brownouts, and lost funding opportunities. In today’s landscape, a phased, deliberate approach offers the clearest path to resilience and continuity of care.

Assessing What to Back Up—and How Much

Hospital leaders don’t always know which systems require backup—or how much backup capacity they truly need. The first step is conducting targeted interviews and questionnaires to assess anticipated growth, outage history, and critical service needs. Will a new ICU or research wing be added that increases the facility’s energy demand? Could the expansion incorporate solar to enhance sustainability and provide usable backup power? When have power outages occurred in the past, and how long did restoration take?

Based on this data, facilities can create tailored backup strategies aligned with realistic thresholds. If outages have historically lasted several days, portable generators or supplemental systems may be essential. Decision-makers must identify which components truly need backup support—not all areas require it. Plans to incorporate solar or other alternatives must comply with state-specific regulations and incentives.

Keeping Systems Up to Date

Many facilities operate critical systems well beyond their intended lifespan without sufficient inspection or upgrades. It’s not uncommon to find plants from the 1970s—designed for 20- or 30-year lifespans—still in use today. Routine, code-mandated inspections such as energy piping assessments and arc flash testing are often delayed or overlooked amidst competing interests that emerge with urgency.

The ideal maintenance strategy is threefold: conduct routine inspections, initiate timely repairs when issues are identified, and plan for upgrades based on equipment efficiency and projected return on investment (ROI). Leaders focused on resilience should prioritize all three actions.

Pressure piping should be operated and maintained according to current codes. Metering systems must be closely monitored, and any irregularities should trigger immediate investigation and correction. Meters also need regular recalibration to match actual operating conditions.

Deciding when to upgrade becomes easier with sound analytics. If a system’s efficiency, maintenance costs, or reliability begins to decline, it’s time to assess replacement options. As with an aging vehicle, the optimal time to make a change is before it fails on the freeway—not after.

Performing Maintenance and Upgrades Without Disrupting Care

Because even brief outages in healthcare environments can have severe consequences, system upgrades and maintenance must be planned with surgical precision. The most effective approach involves phased isolation supported by accurate, up-to-date single-line diagrams for both piping and electrical systems. These diagrams help teams identify isolation points and reroute utilities around work zones without interrupting care.

Work can be scheduled during low-risk periods—avoiding times like flu season or peak cooling loads. For example, an isolation valve can be pre-fabricated offsite and installed during a planned one-day outage. In a subsequent window, piping can be replaced, sealed, or upgraded, minimizing disruption.

This preemptive, phased strategy reduces the risk of emergency shutdowns and avoids the steep costs of unplanned repairs—such as bringing in union workers on a weekend night. Leaders who adopt this method often find that resilience and cost-efficiency go hand in hand.

Balancing Sustainability with Practicality

In sustainability planning, perception often outweighs data—leading to costly, sometimes unnecessary, investments. To guide facilities toward sound choices, provide ROI-focused comparisons between existing systems and proposed upgrades. These can factor in stakeholder values, regulatory requirements, and long-term compliance goals.

For major equipment decisions, the evaluation often comes down to efficiency. Comparing fuel and maintenance costs of current systems with those of newer technologies—and calculating projected ROI—can illuminate the best path forward.

Delayed action can also cost money. Missed deadlines for tax credits or grants can translate into millions in lost funding. Proactive engagement with evolving state and federal incentive programs can help healthcare leaders avoid the financial penalties of indecision.

Planning is power

The future of healthcare resilience depends on decisions made today. As hospitals grapple with the risks of brownouts, missed incentives, and infrastructure failures, the smartest path forward is not reactive—it’s intentional. With expert guidance and a long-term perspective, healthcare leaders can ensure their facilities remain operational during crises and thrive amid an increasingly uncertain energy future. In a world where power can no longer be taken for granted, planning is power.

Kristi A. Vilminot, P.E., is Director of Engineering – Power Generation & Energy with Commonwealth Associates Inc., and can be reached at Kristi.Vilminot@cai-engr.com.

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Chip DeShields Brings 30 Years of Strategic Planning and Building Client Relationships to Goodwyn Mills Cawood

Edusehat — Wed, 18 Mar 2026 00:00:04 +0700

By Lindsey Coulter

Chip DeShields recently joined architecture and engineering firm Goodwyn Mills Cawood (GMC) as Vice President of Healthcare Business Development, where he will identify opportunities for the firm in the healthcare space throughout the Southeast.

DeShields has extensive experience in strategic planning and implementation, and his career of developing relationships and driving growth spans almost three decades. During that time he has served as a fellow and vice president of business development for the Health Facility Institute, a president of the Mobile Post of the Society of American Military Engineers and a member of the American Society of Healthcare Engineers, DeShields is active and involved in the AEC industry

With GMC, DeShields is now responsible for identifying, developing and securing new business opportunities in both the public and private sectors as well as engaging new healthcare clients and nurturing long-term relationships with existing ones, working with GMC teams in Alabama, Florida, Louisiana, Georgia, Tennessee and the Carolinas.

“Chip’s work ethic and integrity are respected in the healthcare community, and we are fortunate to have him on our team,” said Steve Alby, Vice President of Healthcare for GMC.

Upon joining GMC, DeShields spoke with Healthcare Construction + Operations News about the industry’s evolution and what continues to excite him

HCO: You’ve spent nearly three decades in business development. What pivotal moments or mentors shaped your decision to focus on healthcare, and what has kept you committed to this sector?

I have witnessed firsthand catastrophic failures by healthcare providers that have taken the lives of people I love far too early. The built environment, especially as it relates to healthcare, can serve to promote healing and can inspire healthcare providers to serve patients better. Well-planned and well-designed facilities can help to comfort and bring peace to loved ones who spend long hours bedside, helping to encourage healing. The trauma associated with supporting loved ones in a time of need in a poorly designed facility was a pivotal moment for me, and that shaped my decision to focus on healthcare. It has been a truly gratifying experience and a blessing to see first-class healthcare facilities open that inspire both patients and healthcare providers and provide a safe, nurturing environment.

HCO: How has your approach to healthcare business development evolved over the course of your career?

DeShields: Technology has radically changed my approach. As ridiculous as it sounds now, a typical day used to begin with settling in my office (nearly an hour drive from home) and flipping through my paper calendar planner to review unfinished business. I then made notes with a pencil and sorted through my Rolodex for contact information to make calls (on my landline telephone) to schedule lunch with a client to make a sales pitch.

These days, I manage many more client relationships and have an unlimited source of potential leads for which I am responsible. It is exciting every day to get started — and GMC helps make that easier by providing the latest technological tools. Maybe that’s what’s keeping me young!

That said [technology] can never replace the face-to-face interactions with clients, consultants, peers, and others important to GMC’s success—which is to help build relationships and the communities we are blessed to serve.

HCO: What advice would you offer to the latest generation of professionals joining the industry?

DeShields: My advice to younger professionals who are eager to meet client expectations and build new relationships is to consider the importance of taking the time for personal, face-to-face human interaction. While it may be easier and more comfortable socially to simply email, text or chat online with your clients and peers, lasting relationships built on human interaction will always have value. Young professionals who can master the ability to connect with people will have a valuable skill that others may not have or choose to have. There is something interesting, special, and beautiful about every person you meet if you are willing to take the time to see it — and those people make great clients.

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Cleveland Clinic Outlines Facility Expansion and Major Construction Milestones in 2026 State of the Clinic

Edusehat — Tue, 17 Mar 2026 07:00:07 +0700

The organization’s 2025 results position it to reinvest in its mission while advancing enterprise expansion and major campus initiatives. | Photo Credit: Cleveland Clinic

What You Need to Know

Cleveland Clinic said its 2025 performance enabled reinvestment across its mission, including multiple facility and campus-growth projects.

The health system reported progress on several Ohio capital projects, including completed updates to Cole Eye, enclosure of the Neurological Building with first patients expected in January 2027, and near-term completion of construction on the Innovation District.

Outside Ohio, Cleveland Clinic cited a move to a larger facility in Canada in November and continued construction of a new London cancer center with patient care expected to begin at the end of 2027.

CEO and President Tom Mihaljevic tied growth plans to the system’s strategy to expand access and sustain the organization as care demand rises.

Learn More

CLEVELAND — Cleveland Clinic used its 2026 State of the Clinic address to highlight construction and facility investments underway across its footprint, describing a pipeline of projects intended to expand capacity and support long-term growth.

CEO and President Tom Mihaljevic, M.D., said the organization’s 2025 results position it to reinvest in its mission while advancing enterprise expansion and major campus initiatives.

During the annual address, Cleveland Clinic reported nearly 16 million patient encounters and $18 billion in operating revenue in 2025, with an operating margin exceeding 4%, according to a Cleveland Clinic newsroom release.

In the facilities arena, the organization pointed to multiple projects tied to strategy and enterprise growth. “Serving more patients in more places is what sustains Cleveland Clinic,” Mihaljevic said.

In Ohio, Cleveland Clinic said “updates to Cole Eye are complete thanks to a transformative gift, setting the new standard for eye care and research.”

The system also provided a construction update on a new inpatient tower, announcing that the Neurological Building is now fully enclosed, with the first patient expected in January 2027.

Cleveland Clinic said construction on its Innovation District will be completed in the first quarter, positioning the organization “at the forefront of scientific discovery.”

As part of a broader Main Campus master plan, the health system said it remains committed to increasing capacity for critical care, including pursuing Level One Trauma Center designation for adults and children.

Cleveland Clinic also highlighted facility moves and builds outside Ohio. In Canada, the organization said Cleveland Clinic Canada will mark 20 years of operations and plans to move to a larger facility in November.

In London, Cleveland Clinic said construction is progressing on a new cancer center, with patient care expected to begin at the end of 2027.

Mihaljevic said the system will continue expanding across “regions, markets and specialties,” framing growth as central to sustaining the mission and expanding access, according to a Cleveland Clinic newsroom release.

This article is based on reporting originally published by Cleveland Clinic Newsroom on Jan. 26, 2026.

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Christina Grimes Promoted to Partner at NBBJ

Edusehat — Tue, 17 Mar 2026 07:00:06 +0700

Christina Grimes ACHA, AIA + LEED BD+C, was recently named a Partner and Firmwide Healthcare Practice Leader at NBBJ as well as a Global Leader of the firm’s healthcare practice. Based in the New York office, Grimes brings more than two decades of experience shaping transformative healthcare environments for leading institutions worldwide. She specializes in enterprise strategy, master planning, and capital planning for complex health systems, advising C-suite executives on some of the industry’s most ambitious and consequential investments.

Grimes’ work focuses on large-scale, system-wide hospitals serving both adult and pediatric populations. She is known for aligning clinical operations, business strategy, and design innovation to deliver high-performing, future-ready environments of care. By translating complex operational and programmatic demands into cohesive architectural solutions, she helps organizations strengthen performance while creating healing spaces that support patients, families and clinicians alike.

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Multimotor Plenum Fan

Edusehat — Tue, 17 Mar 2026 07:00:06 +0700

Q-PAC, a leader in the design and manufacturing of commercial HVAC fan systems, offers the Q-PAC Multimotor Plenum Fan (MPF), which is now covered under HCAI Special Seismic Certification Preapproval OSP-0875, giving engineers a seismically certified fan option for critical facilities and high-seismic regions. Q-PAC MPF is a code-compliant solution for new construction and retrofit air handler projects that must meet International Building Code (IBC) and California Building Code (CBC) seismic requirements. The complete MPF system, including all plug fan models, the frame, and the Q-PAC control panel, was tested at the University of Nevada, Reno, and certified by Pre Compliance for IBC 2024 and CBC 2025. The certification targets essential facilities such as hospitals, laboratories, and other critical infrastructure. It demonstrates that the fan system can withstand earthquake shaking and maintain operation at the specified seismic demands, providing a clear, code-based path that reduces risk and back-and-forth during plan review and inspection.

QPAC

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Translucent Ceiling Panel System

Edusehat — Sat, 14 Mar 2026 01:20:05 +0700

FLEXI-PANEL translucent ceiling panel system from EXTECH Exterior Technologies Inc. is a translucent ceiling panel system designed to diffuse overhead lighting while providing access to mechanical systems above the ceiling. The system uses lightweight polycarbonate panels that hinge open for maintenance and can be installed using hardware similar to traditional suspended ceiling systems. Panels are available in multiple translucencies, colors and finishes, allowing designers to control light levels and visual appearance. Continuous panels can reach up to 10 feet long and typically weigh less than 1 pound per square foot. The system is used in a variety of interior environments, including healthcare facilities requiring controlled lighting and accessible ceiling infrastructure.

EXTECH Exterior Technologies Inc.

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Southeast Michigan Psychiatric Hospital in Northville on Track for Fall Opening

Edusehat — Fri, 13 Mar 2026 15:30:09 +0700

MDHHS said the new complex will serve patients of all ages, with distinct facilities that provide separate living and program spaces for children and adults while sharing administration and food service. | Photo Credit: IDS

What You Need to Know

Michigan’s Southeast Michigan Psychiatric Hospital in Northville Township is expected to be completed in July and open to its first patients this fall, according to MDHHS.

MDHHS said the project was about 65% complete at the start of 2026 and remains on schedule.

The hospital is expected to consolidate staff and patients from the former Hawthorn Center (Northville) and the Walter P. Reuther Psychiatric Hospital (Westland); the state plans to close Reuther once the new facility opens.

Gov. Gretchen Whitmer’s FY 2027 budget proposal includes $72.2 million to begin operating the hospital, which MDHHS said will increase statewide capacity by 54 beds (32 adult, 22 pediatric).

IDS project information describes separate secure pediatric and adult units, a LEED Gold target and geothermal heating/cooling; IDS lists the facility at 260 beds, while MDHHS cited 264 beds.

Learn More

NORTHVILLE TOWNSHIP, Mich. — Michigan’s Southeast Michigan Psychiatric Hospital in Northville Township, the state’s newest state psychiatric hospital, is expected to be complete in July and open to patients this fall.

The Michigan Department of Health and Human Services said the 264-bed project was approximately 65% complete at the start of 2026 and is intended to replace both the former Hawthorn Center in Northville and the Walter P. Reuther Psychiatric Hospital in Westland.

State officials announced plans in April 2023 to build the new psychiatric complex on the former Hawthorn Center grounds with an initial estimate of $325 million. MDHHS now puts the total design-and-construction cost at about $383.4 million.

Gov. Gretchen Whitmer’s proposed Fiscal Year 2027 budget includes $72.2 million to begin operating the facility. MDHHS said the project will increase statewide inpatient psychiatric capacity by 54 beds, including 32 for adults and 22 for children.

MDHHS said the new complex will serve patients of all ages, with distinct facilities that provide separate living and program spaces for children and adults while sharing administration and food service.

Project information posted by Integrated Design Solutions (IDS), the project’s architect and engineer, describes a 400,000-square-foot replacement hospital with secure pediatric and adult units, shared indoor community spaces and direct access to outdoor recreation areas. IDS also says the project is targeting LEED Gold and will use a large geothermal field for heating and cooling. (Editor’s note: IDS lists the project as 260 beds and $371 million; MDHHS cited 264 beds and a $383.4 million total for design and construction.)

Hawthorn and Reuther were designated for replacement due to aging infrastructure; the state said the facilities opened in 1956 and 1979, respectively. Once the Northville hospital opens, the state plans to close Reuther, though officials said as of Feb. 26 a plan for that campus had not been finalized.

The construction update comes amid increased scrutiny of patient protections in the state’s public mental health system. A Sept. 30, 2025, audit from the Office of the Auditor General found Michigan was not doing enough to protect the rights of public mental health services recipients, citing issues with the timeliness of investigations and follow-up by the Office of Recipient Rights.

MDHHS said it recognized opportunities to improve processes and had taken steps to speed report timelines, pursue additional staffing and strengthen training. Separately, Sen. Michael Webber sought additional details from MDHHS Director Elizabeth Hertel on how the department will verify compliance with new procedures following its corrective action plan released Jan. 9.

“The department responded to serious findings with essentially ‘we’ll do better,’ but offered no evidence of real action,” he told MLive. “Paperwork alone does not equal results. Changes of this magnitude require leadership from Director Hertel to ensure her agency is protecting patients in the state’s care.”

No additional direct quotes were included because the IDS project page did not contain clearly attributable quotations in the material provided for this rewrite.

This article is based on reporting originally published by MLive in March 2026 and project information published by Integrated Design Solutions (IDS) on its Southeast Michigan Psychiatric Hospital project page.

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How Energy Is Shaping Healthcare Facilities in 2026

Edusehat — Fri, 13 Mar 2026 15:30:09 +0700

The UF Health Shands Inpatient Dialysis Suite in Gainesville, Fla. | Photo Credit (all): Courtesy of Armstrong World Industries

By Kelsey Herring

Healthcare leaders in 2026 are navigating a perfect storm: persistent staffing shortages, rising operational costs and mounting budget pressures. At the same time, the physical environments where care is delivered are being pushed to their limits. Energy use—long treated as a fixed cost of doing business—is now emerging as one of the most influential factors shaping healthcare facility performance, resilience and long‑term viability.

The Energy Costs of Around‑the‑Clock Care

The Dell Children’s Medical Center in Austin, Texas.

Healthcare facilities are among the most energy‑intensive building types in the United States, and for good reason: patient care doesn’t stop at 5pm. According to the US Energy Information Administration’s most recent Commercial Buildings Energy Consumption Survey, healthcare buildings account for roughly 9% of all energy consumed in the commercial sector. Their mean major fuel intensity (193.3) is nearly triple that of office buildings (65.6), underscoring the unique demands of clinical environments.

For facility executives, this level of consumption represents a substantial and growing operational burden. Every dollar spent on utilities is a dollar not available for staffing, technology upgrades or patient services. As utility rates continue to rise, energy performance is no longer simply a sustainability metric—it is a strategic business priority.

Investments in high‑performance building envelope systems, HVAC optimization, advanced ventilation strategies, LED lighting and materials that support thermal and acoustic efficiency can significantly reduce consumption. Over time, these improvements help healthcare organizations redirect resources away from energy spend and toward mission‑critical needs.

Energy Availability: A Growing Risk to Care Delivery

Cost is only one dimension of the energy challenge. Reliability is quickly becoming just as critical.

Extreme weather events, combined with rapid growth in energy‑intensive industries like data centers, are placing unprecedented strain on the electrical grid. The North American Electric Reliability Corporation’s 2025 Winter Reliability Assessment warns that large portions of the continent face elevated risk of insufficient energy supply during extreme conditions—demand has already increased by 20 gigawatts since 2024.

This strain is layered on top of an aging grid infrastructure. The 2021 Texas grid collapse remains a stark reminder of how quickly system failures can cascade across communities. For healthcare facilities, the stakes are uniquely high. Life‑saving equipment, digital health systems and critical building operations all depend on uninterrupted power. Backup generators provide essential redundancy, but even short‑term disruptions can compromise patient care, delay procedures and create long‑lasting operational challenges.

Building Resilience in an Era of Uncertainty

Climate‑driven events—hurricanes, flooding, heat waves and severe storms—are becoming more frequent and more intense. These events threaten both public health and the infrastructure that supports it. A major storm that knocks out power or a heat wave that overwhelms emergency departments can quickly push facilities to the brink.

A Climate Central analysis found that 80% of major US power outages from 2000 to 2023 were caused by weather. For healthcare organizations, resilient buildings are foundational to delivering continuous care.

The most resilient facilities are designed using a whole‑building approach, where systems and materials are integrated to support performance under both normal and extreme conditions. Low‑embodied‑carbon and circular materials, high‑efficiency mechanical systems and envelope solutions that reduce operational emissions all contribute to a facility’s ability to withstand external shocks. In healthcare environments, this integrated design mindset directly supports patient safety, staff well‑being and operational continuity.

Sustainability Beyond the Checklist

Globally, buildings account for 30% of final energy consumption and 26% of energy‑related emissions, according to the International Energy Agency. As the healthcare sector expands—and as systems invest heavily in new construction, modernization and deferred maintenance—energy demand will continue to climb unless addressed proactively.

In 2026, energy efficiency has evolved beyond a sustainability goal, growing into a strategic imperative that influences financial performance, regulatory compliance and patient experience. Healthcare facilities must be designed and operated to perform reliably not only under typical conditions but also during increasingly common extreme events.

Leaders who take a proactive approach—strengthening energy efficiency, reducing carbon emissions and investing in resilient building systems—position their organizations to deliver uninterrupted, high‑quality care in a rapidly changing world.

Kelsey Herring is Director of Sustainability & Government Relations, Armstrong World Industries.

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A Legacy of Humane, Evidence-Based Correctional Healthcare Design: Celebrating David Redemske’s Career at HDR

Edusehat — Fri, 13 Mar 2026 15:30:08 +0700

Internally, Dave Redemske’s leadership reshaped HDR’s culture. As he steps into retirement, colleagues say his impact will endure. | Photo Credit (all): HDR

By Lindsey Coulter

As he retired Monday after a nearly three-decade career with HDR, David Redemske, ASHE, CCHP, Senior Principal, Health Planning, leaves a legacy that reshaped how architects, clinicians and justice officials think about healthcare behind secure walls.

Redemske spent decades operating at the intersection of architecture, clinical operations and correctional systems. Over time, he became one of the profession’s most influential voices in correctional healthcare planning — not only designing facilities, but reframing the philosophical and operational conversations that shaped them.

Colleagues consistently point to an uncommon blend of credibility and compassion as the defining hallmark of his career.

Through scholarship, leadership and relentless advocacy for better care environments, Redemske has left an indelible mark on the profession — one that will continue shaping correctional health planning long after his final day at HDR.

“Dave brought a rare combination of advocacy, expertise, and genuine human connection to his role,” said Jim Dodge, MAATO, Dipl. Arch T.P. Justice Principal. “He had an innate ability to build trust; clients immediately felt understood and supported. Dave didn’t just present solutions — he invited collaboration. His ability to merge deep technical knowledge with empathy and creativity made him an exceptional designer and an even more exceptional planning partner.”

Technically rigorous yet deeply human-centered, Redemske was the first architect to earn certification through the National Commission on Correctional Health Care — a milestone that distinguished both him and HDR in a competitive marketplace.

“From the outset, Dave distinguished himself through his rare ability to speak fluently in both clinical and architectural terms,” said Matt Skarr, Justice Director for HDR. “He articulated how secure environments directly influence care delivery models and design outcomes—connecting operational realities, patient dignity, staff safety and evidence-based design in a way that resonated deeply with clients.”

Jim Atkinson, AIA, ACHA, EDAC, LEED AP, Director, Health Planning, for HDR, emphasized how that fluency translated into implementable solutions.

“Dave’s success stemmed from a rare combination of deep subject matter expertise and an ability to translate clinical needs into practical, secure design solutions,” Atkinson said. “He consistently paired technical rigor with operational realism — linking service models to security, staffing, circulation, and transport — so design recommendations were implementable within the constraints of correctional settings and reduced risk during schematic design, helping agencies make defensible programmatic and budgetary decisions.”

Gerry Guerrero, AIA, NCARB, DBIA, Civic Global Director for HDR, describes him as a pioneer.

“Dave was a visionary whose dedication transformed the way our industry thinks about healing within the justice system,” Guerrero said. “I deeply admired the commitment and compassion he put into creating environments that uphold dignity, promote recovery and offer true pathways to hope for those in need of treatment.”

A pivotal inflection point in Redemske’s career came during his year as HDR’s first research fellow studying healthcare delivery in U.S. prisons. The resulting publication, “Providing Healthcare in the Prison Environment,” became a practical industry framework. His research also shifted the tone of industry dialogue.

“Dave’s research introduced a vocabulary and conceptual framework that helped clients and policymakers understand how secure environments and healthcare delivery models intersect,” Skarr said. “His work pushed conversations beyond compliance toward exploring what humane, patient-centered correctional healthcare could look like.”

Redemske’s influence extended across projects nationwide.

“Dave’s presence elevated every opportunity,” Skarr said, offering a long list of Redemske’s projects. “He consistently brought depth, credibility and vision to the conversation.”

Even when challenges arose, Redemske remained steady.

“Dave advanced humane, evidence-based design in security-driven environments by staying grounded in patient advocacy, using clarity, empathy and evidence to guide stakeholders toward better care environments,” Dodge said.

Atkinson noted that Redemske also pushed the profession to reconsider long-held assumptions.

“Dave redefined how designers and agencies think about clinical operations in secure environments,” Atkinson said. “He linked care models to security, staffing, circulation and transport in ways that broadened the field’s understanding of what was possible.”

Internally, his leadership reshaped HDR’s culture. As he steps into retirement, colleagues say his impact will endure.

“Dave’s leadership, generosity and passion for improving the justice system will continue to guide our work,” said Heather Lorenzo, Associate AIA, EDAC, Justice Planner and Researcher with HDR. “His mentorship shaped many of us, and his influence will carry forward as we advance HDR’s correctional health practice.”

“His legacy is one of purpose-driven design — grounded in empathy, collaboration and patient advocacy,” Dodge added. “Those values will continue to shape HDR long after his retirement.”

“Dave was unquestionably a leader in correctional healthcare,” Lorenzo added. “His work, vision and spirit will continue to guide us as we move into the next phase of HDR’s practice.”

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Chad Lefteris Appointed to American Hospital Association Regional Board

Edusehat — Fri, 13 Mar 2026 15:30:08 +0700

Chad Lefteris, president and CEO of UCI Health, will serve as a California state delegate to American Hospital Association (AHA) Regional Policy Board 9. In the role, Lefteris will advise on national health policy development, advocating for patients and the community.

“It is an honor to represent California on the AHA board,” said Lefteris. “Working with colleagues across the west on important health policy issues reflects the longstanding UCI Health commitment to improving the health of our communities.”

The AHA is a national nonprofit that represents and serves all types of hospitals and healthcare networks, as well as those they serve. Its regional policy boards are part of the AHA’s formal governance structure. The organization uses regional recommendations to inform national health policy development.

Lefteris, who was appointed CEO of UCI Health in April 2020, has been a transformational and visionary leader. He steered the system through the COVID-19 pandemic, led the planning and development of the $1.3 billion UCI Health — Irvine medical campus, and established the UCI Health Community Network in 2024, which added four community hospitals to the system. He is also opening the system’s seventh hospital later this year, the UCI Health — Irvine Rehabilitation Hospital, designed for the needs of patients receiving acute inpatient rehabilitation care for stroke, traumatic brain and spinal cord injuries, amputation and other injuries and disorders.

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Modular Seating

Edusehat — Fri, 13 Mar 2026 15:30:07 +0700

The Soa Tandem Seating from Arcadia is a modular seating solution designed for waiting areas and shared public environments such as healthcare facilities, corporate offices and educational settings. Part of the Soa seating collection created in collaboration with Claudio Bellini Studio, the tandem system features softly contoured forms, an elliptical metal tube frame and upholstered seat and back cushions that emphasize comfort and durability. Configurations are available in two-, three- and four-seat arrangements, with optional connecting tables and multiple arm-cap materials. Practical features—including passive-flex backs, wall-saver legs and clean-out spaces between cushions—support ease of maintenance and long-term performance in high-traffic environments.

Arcadia

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Dana-Farber Outlines Timeline for Future Cancer Hospital Construction

Edusehat — Fri, 13 Mar 2026 15:30:07 +0700

First announced in September 2023, the region’s only dedicated inpatient cancer hospital will expand access to highly specialized, fully integrated cancer care. | Photo Credit: Payette

What You Need to Know

Construction tied to Dana-Farber’s planned Future Cancer Hospital is set to begin in March 2026, with completion targeted for the end of 2030.

Dana-Farber says the proposed 450,000-square-foot inpatient building is planned for 10 inpatient floors and 300 beds, pending regulatory approvals.

Early work runs March–November 2026 and includes deconstruction of the former Joslin Diabetes Center and site preparation.

Traffic and access changes start March 16, 2026.

Learn More

BOSTON — Dana-Farber Cancer Institute leaders say construction supporting the planned Future Cancer Hospital will begin in this month, bringing a multi-year building program and near-term changes to traffic and pedestrian access in Boston’s Longwood Medical Area.

According to a statement by Dana-Farber, the work is planned to continue through the end of 2030, beginning with deconstruction of the former Joslin Diabetes Center building and preparation of the site for new construction.

Dana-Farber is positioning the project as a dedicated inpatient facility designed around oncology care. “When all you do is cancer, patients benefit,” according to an article from Dana-Farber Cancer Institute.

The institute says the planned hospital, designed by Payette, will be located on the current site of the Joslin Diabetes Center and adjacent to both Dana-Farber and Beth Israel Deaconess Medical Center, which it says will support a more seamless transition from outpatient to inpatient care.

Dana-Farber lists the proposed building program at 450,000 square feet across 10 inpatient floors, including 300 beds, dedicated parking for patients and families, and features intended to support an inpatient experience focused on oncology patients. Construction is subject to regulatory approvals. Early activity from March through November 2026 will focus on deconstruction and site preparation, with associated changes to vehicle routes, pedestrian walkways, bike lanes, transit stops, ambulance routes, and patient drop-off locations.

“Throughout construction, patient safety and access remain our top priorities,” according to an article from Dana-Farber Cancer Institute.

First announced in September 2023, the region’s only dedicated inpatient cancer hospital will expand access to highly specialized, fully integrated cancer care. The 18-month, rigorous review was conducted by several state and city agencies, including the Massachusetts Health Policy Commission, Massachusetts Department of Public Health and Boston Planning and Development Agency.

The new hospital is anticipated to fuel significant economic growth in the region, creating approximately 2,400 new jobs across all levels including clinical, nursing, support services, radiation oncology, imaging, laboratory services and pharmacy. Dana-Farber, HMFP and BIDMC expect to recruit more than 200 additional physicians over the next five years and are actively engaged in searches for key leadership and clinical positions.

This article is based on information posted by Dana-Farber Cancer Institute on its Future Cancer Hospital webpages. Dana-Farber did not list publication dates on the referenced pages.

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Navigating Office-to-Medical Conversions in Dense Urban Environments

Edusehat — Fri, 13 Mar 2026 15:30:05 +0700

Medical office conversions (such as RMA of New York) can transform vacant buildings into high-value assets, but they often require significant infrastructure upgrades to make older office spaces suitable for healthcare use. | Photo Credit (all): Courtesy of TPG Architecture

By Al Thompson

Class A offices in Manhattan are leasing quickly, with some buildings reporting just ~3–4 % availability. While these spaces are in high demand, older, secondary buildings are seeing rising vacancies as they struggle to attract tenants. This trend presents a unique opportunity for architects and landlords to repurpose underutilized office buildings.

One promising solution is converting these spaces into medical offices to help meet the growing demand for specialized, long-term healthcare facilities. However, medical office conversions can be challenging. Retrofitting existing structures to accommodate heavy equipment, advanced electrical systems, specialized HVAC and patient-focused circulation requires careful planning.

Transforming Infrastructure & Specialized Systems for Clinical Use

Before and after images: RMA of New York, SoHo.

Medical office conversions can transform vacant buildings into high-value assets, but they often require significant infrastructure upgrades to make older office spaces suitable for healthcare use. Certain medical modalities require heavy equipment, which may necessitate structural reinforcement and higher floor-to-floor and ceiling heights to provide the necessary space. Along with spatial dimensions, architects must also consider electrical systems. Electrical systems have to accommodate high-powered equipment, including imaging machines, surgical lighting, and lab devices. In certain cases, on-site generators may be needed to provide emergency power for patients, on grade or on the roof, depending on site and building constraints.

Medical spaces also require enhanced environmental and safety systems. Specialized HVAC systems to maintain air quality and proper ventilation are necessary for infection control, along with plumbing modifications to accommodate additional hand-wash sinks, sterilization areas and more restrooms. If the space is more for emergency care, ambulatory surgery centers require medical gases supplied from bottles or an oxygen farm, each with its own safety requirements. Careful integration of these systems ensures that converted spaces meet code requirements and provide a safe, functional environment for both patients and staff.

Regulatory Challenges and Compliance Considerations

Healthcare conversions also demand careful navigation of local, state, and federal regulations to ensure the project meets all code and safety standards. Compliance often includes fire and life safety codes, accessibility standards, and, in many jurisdictions, meeting the (FGI) Facility Guidelines Institute for healthcare.

From the outset, landlords must ensure that an adaptive reuse project complies with all applicable codes, including inspection approvals, permits, and ongoing maintenance requirements. Failing to address regulatory needs early in the design process can result in costly delays, redesigns or fines. Engaging legal teams during the planning phase helps anticipate challenges and streamline approvals, ensuring the converted space is fully functional and compliant when tenants move in.

Optimizing Circulation & Patient Flow in Mixed-Use Buildings

In mixed-use buildings that combine healthcare and traditional offices, designing for smooth circulation is critical to ensure patients and office tenants can move efficiently and safely. Congested hallways, shared elevators, or crowded waiting areas can lead to dissatisfaction for both office tenants and patients and create operational inefficiencies for healthcare providers. Thoughtful circulation design enhances the patient experience, supports staff workflow, reduces delays in care delivery and minimizes conflicts with non-medical tenants.

Thoughtful circulation is particularly important in large practices exceeding 6,000 square feet, where high patient volumes can place significant demands on shared facilities. Elevators must accommodate stretchers and necessary medical equipment, which requires larger elevator cabs and entrances. To address these challenges, architects must collaborate with healthcare tenants and building owners to create dedicated lobbies and separate elevator banks for medical floors, keeping them distinct from the high-rise elevators serving office tenants. This approach improves patient flow, reduces congestion and enhances the experience for all building occupants.

Looking Ahead: Trends in Mixed-Use Healthcare Spaces

As outpatient care continues to grow, the ongoing needs of aging populations and patients with comorbidities are driving demand for both hospital beds and outpatient facilities. This dual demand creates unique challenges for landlords and healthcare operators, including the need to design flexible spaces that accommodate varying patient acuity and equipment needs. When design firms approach adaptive reuse for medical practices, they often begin by identifying a best-use scenario, outlining which types of practices are feasible within a building or on a particular floor. Starting with an ideal-case framework allows landlords and architects to anticipate the evolving needs of healthcare and ensures that conversions remain flexible and adaptable over time.

Focusing on adaptability sets the stage for healthcare delivery to evolve, as spaces must accommodate changing patient needs, technologies and care models over time. Office-to-medical conversions offer landlords a unique opportunity to leverage vacant or underutilized space. Success in these conversions depends on thoughtful planning, regulatory compliance and designing for patient flow. Done correctly, these conversions do more than address vacancy; they reshape buildings into essential healthcare infrastructure, while maximizing property value and long-term tenant relationships.

Al Thompson is Managing Executive & Healthcare Studio Leader for TPG Architecture.

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