Omaha VA Ambulatory Care Center named ‘Best of the Best’ by Engineering News-Record

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Omaha VA Ambulatory Care Center named ‘Best of the Best’ by Engineering News-Record

The project is one of 20, selected from more than 800.

ENR Award Acceptance group photo with Kim Cowman from LEO A DALY

After winning best healthcare project in the Midwest in November, Omaha VA Ambulatory Care Center has been named “Best of the Best” in healthcare nationwide. The project is one of 20 selected from more than 800 entries.

Nearly 100 members of the construction industry served as judges for the competition, which took place in stages for almost a year. According to ENR, the Best of the Best winners “represent the pinnacle of design and construction achievement in their respective categories from across the U.S. among projects completed between May 2020 and May 2021.”

In 2020, the project was named a Best of Year honoree by Interior Design, and it has earned more than a dozen industry awards to date.

ENR Award Acceptance group photo with Kim Cowman from LEO A DALY

After three years of design and construction, the landmark Omaha VA Ambulatory Care Center opened amid the pandemic in August 2020. Connected to the Omaha VA Medical Center, the 157,000 SF facility relieves the main hospital of most primary care services. LEO A DALY led all architectural, engineering and interior design services for the $86 million facility, which was delivered through a trailblazing public-private partnership (P3). The facility today provides state-of-the-art healthcare to the region’s roughly 40,000 veterans, with capacity for about 400 patients each day.

Architectural features honor military service through symbolism. Collaboration between architecture and engineering created unique expressions of freedom, sacrifice, honor and duty. A signature “flag” curtain wall encases waiting areas that run the length of the building’s north side. Sophisticated structural and architectural coordination created the folded glass form. Viewed from either side, the wall appears to undulate as capriciously as an American flag rippling in the wind. Against the western façade, alternating colors symbolize the “colored bars” earned by military servicemen and women for acts of gallantry and heroism. Both walls use transparent glazing to stream abundant daylighting into the interior spaces.

Inside are eight primary care clinics, including a clinic exclusively for women veterans, as well as a specialty care clinic. An outpatient surgery center suite on the third level has five operating rooms, a laboratory and  radiology.

The Omaha VA Ambulatory Care Center was the first P3 project to be delivered since Congress passed the Communities Helping Invest through Property and Improvements Needed (CHIP IN) for Vets Act of 2016. Its unique funding mechanism created efficiencies that abbreviated construction time and reduced costs. Learn more from ENR.

LEO A DALY recognized with regional design awards

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LEO A DALY recognized with regional design awards

Last week in our hometown of Omaha, two of our recent projects were invited into the spotlight.

The Omaha Rapid Bus Transit system’s 24 stations won awards from Omaha by Design, a community non-profit that advances people-centered urban design, and from the American Institute of Architects’ Nebraska chapter.

Meanwhile, the Blackstone District, which includes the Kimpton Cottonwood Hotel, was recognized with a Neighborhood Revitalization Award by Omaha by Design, while the hotel won People’s Choice Interior Architecture from AIA Nebraska.

 

Omaha by Design Laurels Awards

  • Access and Mobility Award: ORBT (Omaha Rapid Bus Transit)
  • Neighborhood Revitalization Award: The Blackstone District, which includes the Kimpton Cottonwood Hotel

AIA Nebraska 2021 Excellence in Design Awards

LEO A DALY selected to design $40M Tulsa air traffic control tower

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LEO A DALY selected to design $40M Tulsa air traffic control tower

In the Tulsa World, Avery Sarden, AIA, shares details of the state-of-the-art control tower now being designed at Tulsa International Airport

 

Air traffic control tower silhouette LEO A DALY

The following is adapted from the Tulsa World article by Rhett Morgan:

The Tulsa Airports Improvement Trust has chosen LEO A DALY to lead the design for a new, $40 million air traffic control and terminal radar approach control facility at Tulsa International Airport.

Selected from five consultants, LEO A DALY will develop plans and specifications to remove and replace the existing air traffic control tower, including the terminal radar approach control and base buildings. The design should be completed in March 2023, and the Tulsa Airports Improvement Trust is scheduled to solicit bids for construction two months later.

LEO A DALY “is pleased to bring our industry-leading expertise in control tower design to Tulsa International Airport,” Avery M. Sarden AIA, NCARB, LEED AP BD+C, vice president and director of operations, said in a statement.

“Our design goal is to provide a comfortable and state-of-the-art workplace for FAA and airport employees to enjoy while enhancing the airport’s ability to adapt, evolve and grow over the next 50 years.”

The current air traffic control tower was completed in 1961, and it doesn’t meet current building code. The average longevity of a control tower in the United States is about 30 years.

“The maintenance needs and costs to modify the existing tower have grown exponentially in recent years, making it difficult to provide basic facilities in a reliable operating environment for air traffic controllers,” airports trust CEO Alexis Higgins said in a statement.

“Our priority is to ensure the users of Tulsa International Airport and northeast Oklahoma are able to operate within a complex air traffic environment with the full attention of air traffic controllers in a modern facility.”

She said hiring LEO A DALY “is an exciting first step in our journey to build new air traffic facilities.”

Increasing visibility for controllers, the new tower will be 255 feet — 98 feet taller than the current one. The tower cab will contain 550 square feet of floor space and all new FAA equipment.

To be located roughly 1,500 feet west of the current tower, the new terminal radar approach control — or TRACON — and base building will encompass about 13,000 square feet. The existing tower, TRACON and base building will be removed once the new tower is commissioned.

Read the full article:

Tulsa World

UNMC administration building to anchor “innovation hub”

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UNMC administration building to anchor “innovation hub”

In today’s Omaha World-Herald, the University of Nebraska Medical Center unveiled LEO A DALY’s design for a major new redevelopment on Saddle Creek Road

UNMC Administration Building

A new megaproject at the University of Nebraska Medical Center campus will transform a stretch of Saddle Creek Road into an “innovation hub.” Anchoring the development will be a 350,000-square-foot administration building designed by LEO A DALY.

The following is adapted from the Omaha World-Herald article by Cindy Gonzalez:

The biggest piece of midtown Omaha’s new Saddle Creek redevelopment site should start rising as early as next spring: a 350,000-square-foot administration facility serving the University of Nebraska Medical Center.

Planned for the southwest corner of Saddle Creek Road and Farnam Street, the tiered complex could stretch as high as 17 floors and will house work and office space for clinical faculty as well as shops and retail bays.

Perhaps the most notable feature: The roof of the low-rise parking garage will resemble a small park that extends east and over busy Saddle Creek Road. Serving as a pedestrian crossing, the landscaped bridge could be as wide as 60 feet, and will link the new development to the existing UNMC campus.

When the overall, sprawling Saddle Creek redevelopment site is completely built out – that could take a decade or two – it should contain about 1.75 million square feet of building space, said Brian Spencer, director of facilities and clinical space planning for UNMC and Nebraska Medicine. That adds to the 9 million square feet of buildings already at the medical campus.

“Super meaningful campus growth,” said Spencer.

Read the full article:

Omaha World-Herald

 

Refrigeration engineering helps more fresh food reach hungry people

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Refrigeration engineering helps more fresh food reach hungry people

Celebrating World Refrigeration Day with an example of how our refrigeration engineers helped one non-profit fulfill an important mission

Pallet Jack operators at Second Harvest Heartland in Minneapolis

Photo: Second Harvest Heartland

In 2019, 800 events around the globe celebrated the inaugural World Refrigeration Day. This now annual, international awareness campaign celebrates the contributions of refrigeration engineers every June 26. The campaign was created to raise awareness of the importance of refrigeration technologies in everyday life and elevate the profile of practitioners. Like most engineers, they solve problems and advance society. Refrigeration engineers have developed many staples of modern life such as vaccine coolers, air conditioning and hygienically safe food storage. This year, World Refrigeration Day takes on greater meaning as the world emerges from a pandemic that left vulnerable populations without access to fresh food. The work of refrigeration engineers literally helped feed hungry people during a powerfully disruptive year.

Second-Harvest-Heartland-entrance-line-2Occupying a unique position in the emergency food chain, Second Harvest Heartland in Minneapolis opened a new food distribution center in March 2020, just as the pandemic took hold. The facility inhabits a repurposed industrial shell, newly equipped with cooler and freezer spaces. Cold storage enables SHH to rescue unsold food and store it safely. Designed by Senior Refrigeration Engineer Andy Campbell, these critical cooler and freezer spaces increased SHH’s capacity to distribute fresh foods just as demand spiked 30 percent. Andy’s refrigeration problem solving led to a cost-effective cold-storage solution inside a 233,000 SF ambient warehouse, using high-efficiency systems, precision controls and a configuration that conserved embodied carbon by leveraging the existing building envelope.

With almost four times the cooler and double the freezer space of their previous facility, SHH can now shelve more fresh, nutritious food. The new building encloses 18,000 SF of cooler space, in two temperature zones, and 12,000 SF of freezer space. They can now safely store more cold and frozen foods with ample room for palletizing orders awaiting distribution. “More cooler and freezer space helped us meet the increased demand for produce, dairy, deli and meats,” said SHH Director of Operations Omar Jarrar. “In our old facility, we had to move things three, four or five times a day, like playing Tetris, because we had no place to put things without moving something else. And staging pallets for pickup each night reduced our cold-storage capacity for inbound freight and limited the amount of food we could safely store. Now we have room to breath. We work more efficiently, and we can meet the growing demand.”

Maintaining freshness was paramount as requests soared for dairy, eggs, meat and produce. Facility staff and volunteers worked rapidly to fulfill orders on a short timeline. “Sometimes, that turnaround can be within 24 to 48 hours,” said David Laskey, SHH Director of Enterprise Efficiencies and Facilities Management. “They’ve got to keep moving because food doesn’t last forever.” The pandemic stoked demand into a hunger crisis unlike anything in recent memory. An additional 275,000 Minnesotans, including 112,000 kids, were now hungry. Second Harvest Heartland stepped up its distribution with extra shipments to nearly 1,000 hunger-relief partners across the state. Faced with increased transportation costs, emergency requests and a new mask protocol for staff, drivers and volunteers, its new facility, with ample cold storage helped further their important mission in ways previously not possible.

“We were growing even before the pandemic,” said SHH Director of Supply and Demand Planning Julie Vanhove. “Beyond greater capacity for important food items like lean meats, the design of the cold storage allows us to unload and load refrigerated trucks in just seconds to maintain the cold chain. It really enhances our ability to fulfill our mission.”

Reimagining the Workplace After the Pandemic: Q&A

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Reimagining the Workplace After the Pandemic: Q&A

In Commercial Property Executive, LEO A DALY thought leaders discuss how the pandemic will reshape the workplace in 2021 and beyond

LEO A DALY design studio

The following is excerpted from a Commercial Property Executive interview with LEO A DALY senior design architect Daniel Yudchitz, AIA, senior commercial market sector leader Kristina Crawley, AIA, and senior project manager Leif Eikevik, AIA.

CPE: The pandemic period will likely continue well into 2021. What do you envision as the main design trends for offices, considering all the changes 2020 has brought?

Yudchitz: Working from home has eliminated the cultural aspect of work and left only tasks, meetings and communications—all workplace functions—that can happen virtually. What we’re missing now are the intangible parts of workplace life that contribute so much to the way companies think and innovation happens.

Going forward, workplace design will need to fill that void and provide what remote work can’t, recognizing the new “virtual” reality we’re living in and making it better. The workplace of the future needs to be nimble, adaptable, clean, flexible, reactive, interconnected and integrated, with new spaces that merge virtually and physically. Office design is now catching up to what has happened in education, retail, banking, etc., Now we’re designing for convergence—of people, of ideas and of the virtual and the physical.

CPE: What will happen to the office design of the last decade—the open floor plans and mixed-use buildings?

Crawley: What we are witnessing—now that businesses have road-tested remote work on a large scale—is a desire for a hybridized work model. This leads to the ability to have home offices and places where one could meet remotely, which is a direct attribute of mixed-use.

capital one bank cafes work space
Courtesy of Capital One/Garrett Rowland Photography

The office is not dead, and mixed-use development will not cease to exist. Instead, both models will evolve into a better designed and more functional form. The office will no longer be the place for tasks, but instead for meetings, collaboration and strategic planning. Developments will evolve to include programming for those uses, and amenities will evolve to include more mixed environments, four-season outdoor venues and places for connecting without traversing to a specific office location.

When we look to the future, younger generations will expect greater adaptability and will be less dependent upon a specific place to perform their work. They will look for the “placemaking” environment which lends itself to the highest level of work they can achieve. Health and physical and mental well-being will play a vital role in the development of office space, office buildings and mixed-use developments.

Buildings of the B, B-minus and less range may become obsolete assets with land value that is more profitable as redevelopment into mixed-use, well-factored buildings. In that respect, we expect to see activity pick up steam around the country.

CPE: As in every other field of activity, technology can improve not just processes but overall safety and wellness. Which technologies currently stand out?  

Eikevik: The first consideration or line of defense is healthy and clean interior air. Some of this involves technology and some doesn’t. We need to increase access to clean, diluted outside air, move functions to the outdoors or bring outside air in.

The second line of defense is getting to a touchless office. Any door can become a touchless entry. The prohibiting factor is often cost. Owners and facilities must balance the cost of install, security and maintenance with the value of touch-free passage. Conversion options range from automatic sliding doors to automatic swing doors on actuators, to simply auto-unlatch function. Controls range from automatic eyes to wave-to-open technology, to actuators on push paddles mounted at elbow or hip height, to card reader activation. All of these require electrification and tie-in to security systems or card reader ID systems.

Private Workspace

The third consideration is increasing the sense of ownership of office spaces: The commercial office must psychologically compete with the comforts of a home office. It needs to be warm, secure, safe and healthy, with comfortable seating and private space, fully controlled by the user. This gives users peace of mind knowing they are not in a public or semipublic space. Card access and full wireless plug-and-play functionality can be set up to allow users to check into and “own” a space. These functions also allow for ease of cleaning and contact tracing, should a COVID-19 event arise in the office.

Survey your staff and find out what they truly love about a home office environment. These clues can become the first changes you make to your office hub.

Read the full interview:

Commercial Property Executive

Capital One Café – Georgetown wins AN Best of Design Award

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Capital One Café – Georgetown wins AN Best of Design Award

Architect’s Newspaper awarded LEO A DALY its top prize for the design of a retail space

Photos courtesy of Capital One/Garrett Rowland Photography

Architect’s Newspaper has chosen Capital One Café – Georgetown (Washington, D.C.) as the best retail project of the year in its annual AN Best of Design Awards competition. 

Capital One Café reestablishes the placemaking role of banking with flagship café. Less a branch than a local social/coworking space, the café offers a cozy environment for neighborhood residents to stress less, save more and find inspiration in the people around you. 

The interior creates neighborhood with a welcoming environment and local materials, furnishings and artwork. Three stories connected by a spiral staircase provide a variety of seating and functional options to support the social and entrepreneurial needs of neighbors. Communal tables and lounge chairs, meeting rooms with digital presentation media, free Wi-Fi with power outlets and video teller ATMs transform the bank into a social hub.  

The design is in synch with its historic Georgetown surroundingsThe interior design makes preservation of its storied 1920s architecture a focal point. Restored brick walls, exposed and repaired wood beam ceilings and repaired historic tile celebrate the building’s history. 

LEO A DALY helps Cedars-Sinai combat hospital bed shortage

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LEO A DALY helps Cedars-Sinai combat hospital bed shortage

In Healthcare Design, members of our Los Angeles healthcare team discuss how Cedars-Sinai responded to a bed shortage with an innovative, incremental project approach

The following is excerpted from the October 2020 issue of Healthcare Design:

Step By Step

By Robert Counter, Gerard Gulpeo, Linda Tan, and Pamela Goff

Surges in hospitalizations, such as those experienced with COVID-19, put health systems at risk. Operating over capacity makes it difficult for hospitals to provide care to patients in a timely manner and may also delay carrying out elective surgeries.

During the early days of the COVID-19 pandemic, we saw hospitals and governments mobilize to meet access challenges, erecting temporary facilities in parking lots and moving some patients to off-site quarantines. But bed shortages are also a concern during annual flu seasons, with many hospitals running near capacity during the winter months, sometimes resulting in the need for facilities to divert ambulances, set up temporary tents, or boost staff levels to deal with the overload of flu patients.

In early 2016, Cedars-Sinai Medical Center in Los Angeles realized the need to rapidly add beds to avoid shortages that fall. Thanks to an inventive, two-increment process, Cedars-Sinai and design firm Leo A Daly (Los Angeles) managed to convert an existing 29-bed rehabilitation department into an inpatient unit to meet the short-term crunch, while simultaneously working toward a comprehensive, code-compliant renovation of the unit.

As health systems seek ways to cope with fluctuating infectious disease rates, the story of Cedars-Sinai’s 7th Floor South West (7SW) renovation offers a model for meeting capacity needs in the short and long terms.

Read the full story at Healthcare Design.

Hotels in the time of COVID

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Hotels in the time of COVID

In Hotel Business magazine, Mark Pratt, AIA, and Ryan Martin, AIA, discuss the future of hospitality design post-pandemic

The following is excerpted from August 25, 2020 Hotel Business article by Adam Perkowsky.

NATIONAL REPORT—Architecture and design firm LEO A DALY has produced a white paper, “The New Guest Journey,” which reimagines the hotel stay during COVID-19 and beyond. It offers suggestions on how architects and designers can reconfigure existing hotels in the new age of enhanced health and wellness, as well as creating spaces the post-pandemic hotel will utilize going forward.

“What I was reading was all about the operation of the hotel [during the pandemic], and how an operator is going to reopen, how they’re going to keep their employees safe and how they’re going to clean,” said co-author Mark Pratt, VP/global hospitality practice leader. “We looked at this in a different sense. We looked at it from a design perspective, and how we can be involved in the transformation of a guest experience through design. We looked at it not from an operations perspective because we’re not operators of hotels. We get involved in understanding how they operate, but it was more about how we can really be a force in making a change through design. So that was the task at hand and what that journey looks like.”

Read the full article in Hotel Business

 

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