40
Dear Colleagues,
On behalf of the HKS Principals, we are pleased to present our second issue ofINNOVATE. Our first issue was a great success in communicating the innovationthat HKS offers to our clients, contractors, and consultants. We continue this tradition with our second issue.
Although it is impossible to mention all of our clients and projects, we will endeavor over time –and through future issues – to recognize as many as possible. This issue’s “Design Details” section provides a quick glimpse of several new projects and those receiving recognition.
You will see by the article that we are excited about our design for the new Radio Shack headquarters. The 38-acre campus has already been recognized locally as an innovativeworkplace built on the Trinity River in Ft. Worth. It is part of the continued and successful revitalization of the downtown area. We also salute our hometown father and son duo, JerryJones and Stephen Jones. In a recent interview, Jerry and Stephen shared their vision for thenew Dallas Cowboy’s NFL stadium and their strategies behind furthering the Cowboy’s brand.
Next, join us as we retreat to the South Pacific to visit a hospitality concept that was brought toreality in the enchanting, tropical paradise in Fiji. On the healthcare side, some of our clientsshare their views about the future of healthcare. Their forecasts are insightful and mindful ofan industry that is exceeding 15 percent of our Gross Domestic Product (GDP). Our sports education group then previews its own version of “Friday Night Lights” with an overview of ourrecently designed high school football stadiums. Finally, we are proud to announce HKS asbeing selected one of the top 25 “Best Places to Work in America.” Take a glimpse into whyemployees want to join and stay with architectural firms that offer more than just good pay.
In conclusion, we again express our appreciation to all who made this publication a possibilityincluding our trusted and valued consultants and contractors who have supported the first twoissues of INNOVATE. We also thank our staff who provides such innovative and exciting designservices to our clients. And most importantly, we extend special gratitude to our clients whomake it all possible.
Sincerely,
H. Ralph Hawkins, FAIA, FACHARonald L. Skaggs, FAIA, FACHA, FHFIC. Joe Buskuhl, FAIANunzio M. DeSantis, AIA
HKS is managed by a four-person executivecommittee comprised of (left to right) Nunzio M. DeSantis, Executive Vice President; C. Joe Buskuhl, Executive Vice President; H. Ralph Hawkins, President and CEO; and Ronald L. Skaggs, Chairman.
Spring/Summer 2005
1
3
4
6
10
14
18
24
28
Design DetailsTop HonorHKS Scores in MexicoCSI: REALITYLucasfilm at PresidioACE-ing ItBrilliant New Brit Hospital
RadioShack Gets AnswersThe new RadioShack corporate headquarters is ahigh-energy campus development located in theheart of Fort Worth’s downtown redevelopment efforts.
The Jones MethodThe father and son duo of Jerry and Stephen Jones sitdown to discuss their family’s success on and off the fieldand what’s in store for the Dallas Cowboys in the future.
Simply ParadiseWhen Nunzio DeSantis sketched his vision of beautyfor the manager of the Jean-Michel Cousteau Fiji IslandResort, the result was simply paradise.
Is Healthcare in America Broken?Is the healthcare system in the United States broken? Five of the nation’s leading healthcare experts lend theirinformative and thought-provoking healthcare solutions.
Where Are You on Friday Night?With nationally-televised high school football gamesfocusing on the popularity of the sport, athletic facilitiesare being reviewed, discussed, and debated. MarkVanderVoort explains why these new generation facilities are so popular.
Show Me the Benefits!Take an in-depth look at what attracts and retainsemployees at the nation’s top architectural firms.
Spring/Summer 2005
creditsEDITORIAL Trish Martineck; DESIGN HKS GrafxLab; PHOTO Front cover: Parker Adventist Hospital-Ed LaCasse; pg. 1: Portrait of HKS Executive Committee-HKS, Inc.;pg 3: (left to right) Parker Adventist Hospital-Ed LaCasse; RadioShack Corporate Headquarters-HKS, Inc.; Portrait of Jerry and Stephen Jones-HKS, Inc.; Jean-MichelCousteau Fiji Island Resort-James Walshe; Netting Information-Steven Swift; pg. 4: Parker Adventist Hospital-Ed LaCasse; Estadio Azteca in Ciudad de Mexico-HKS, Inc.;Pinellas County Forensic Science Center-Ed LaCasse; pg. 5: Letterman Digital Arts Center-View by View; ACE Mentoring student photo provided by ACE MentoringProgram; North Staffordshire NHS Trust-Ryder/HKS; pp.6 & 7: RadioShack-HKS, Inc.; pg. 8: RadioShack (left)-HKS, Inc., RadioShack (right)-Ed LaCasse; pg. 9:RadioShack-Ed LaCasse; pp. 10 & 11: Super Bowl trophies-HKS, Inc.; pp. 12 &13: Portraits of Jerry Jones and Stephen Jones-HKS, Inc.; pp. 14-17: Jean-Michel CousteauFiji Island Resort-James Walshe; pg. 20: Portrait of John Rich-HKS, Inc.; Portrait of R. Edward Howell provided by University of Virginia Hospital System; Portrait of JosephSwedish-Steve Collector; Portrait of John Duvall provided by Virginia Commonwealth University Health System; Portrait of Douglas D. Hawthorne provided by Texas HealthResources; pg. 24: Grand Prairie ISD Gopher Bowl-HKS, Inc.; pg. 26: Dallas ISD Jesse Owens Memorial Complex-HKS, Inc.; DeSoto ISD Ben Dial Athletic Complex-HKS,Inc.; pg. 27: Frisco Soccer and Entertainment Complex-HKS, Inc.; pg. 28: Netting Information-Steven Swift; pg. 30: Helping Hand-Steven Swift; pg. 31: CommunicatingIdeas-Steven Swift. PUBLISHING INNOVATE magazine was published in conjunction with Innovative Publishing Ink. IPI specializes in creating custom magazines forbusinesses. Please direct all inquiries to Aran Jackson at 502.423.7272 or [email protected].
Management at Estadio Azteca in Ciudad de Mexico is driven to keep their top-ranked facility at the pinnacle of thecompetitive world sports scene. The stadium, one of the largest in the world as well as the only stadium to host twoWorld Cup finals, is undergoing a variety of upgrades to further create a superior experience for its international fans.A 1,720-square-foot museum will focus on the stadium’s rich history as well as its popular Club America sports team.The renovations also feature a new interactive zone, soccer video-arcade, toddler area, an openmini-pitch, and a 140-seat restaurant withbreathtaking views – alldesigned to createenthusiasm and excite-ment for fans. HKS’sMexico City office,opened in 2002 to pro-vide design services tothe Latin American market, is serving as architect on the project.
GOOOOOOOOOAL!H K S S C O R E S I N M E X I C O
Every week, the television show CSI shines a spotlight onthe work of crime scene investigators, giving viewers aunique opportunity to see what goes on behind the scenesin crime labs around the world every day. The PinellasCounty Forensic Science Center, Largo, Florida’s mostrecent crime scene investigation unit, was highlighted recently by the AIA’s Committee for Architecture for Justice Knowledge Community (CAJ). The new 45,000-square-foot facility – the only one of its kind in the countyfeaturing the latest in forensics as well as a state-of-the artmedical examiners facility – was selected as part of theAIA’s CAJ Justice Facility Review 2004-2005. In additionto the project being published in the prestigious reviewbook, it will be exhibited through a traveling AIA CAJ display throughout 2004 and 2005.
CSI:REALITY
Parker Adventist Hospital was awarded Modern
Healthcare’s top honor, the award of excellence. The $52
million, 210,000-square-foot hospital hosts a lodge-like
environment created to emulate the healing environ-
ments of mountain retreats and spas. Unique design
elements, such as a three-story fireplace and a spacious
lobby with wooden accents, greet visitors and create an
inviting initial impression. The hospital is the second
generation of the innovative Celebration Hospital model
that was developed in Celebration, Florida outside of
Orlando, as a joint project between Florida Hospital and
the Disney organization. The new hospital features
large, private patient rooms with spectacular views of
the mountains, spacious and bright waiting areas with
stone fireplaces, therapeutic gardens, and easy access
to all patient treatment areas.
Through the use of local materials such as
appropriately sized and colored stone, as well as
familiar building and construction details, the design
team developed a more comfortable and inviting
human-scaled facility. The progressive forms and
modern materials are gradually more machined and
refined into the interior of the facility - allowing the
Parker Adventist Hospital to communicate its position
as a leader in the delivery of quality healthcare. The
design also recognizes that the complex, high-tech
facility is a place where people are entrusting their lives
to the hospital’s care. To that end, the idea of
expressing competence and comfort complement and
balance one another.
DES
IGN
DETA
ILS TOPHONOR
RyderHKS International, HKS's British subsidiary,
secured a £300 million project for North Staffordshire
NHS Trust. The University Hospital project is part of a
massive multi-billion dollar building program aimed
at completely rejuvenating the UK healthcare estate.
According to Paul Hyett, one of the directors of
RyderHKS, enormous change within both Britain's
health service and its construction industry is current-
ly taking place due to heightened demands of the con-
sumer-based society that modern Britain has become.
"To meet these ambitious needs, it is important to
understand the intelligence and care with which these
buildings are designed," he said. "This will determine
each healthcare facility's future success."
BRILLIANTNew Brit HospitalLucasfilm Ltd., the film company
founded by George Lucas – bestknown for its Star Wars andIndiana Jones franchises – is relocating several of its divisionsto the Letterman Digital ArtsCenter on the historical Presidioof San Francisco. The new facility occupies the 23-acre siteof the former Letterman Hospitaland comprises 900,000 square feet in four buildings above a 1500-car undergroundgarage. The site plan features a public park with a stream leading to a lagoon, a restau-rant and coffee shop, and a tree-lined public promenade giving spectacular views of theGolden Gate Bridge, the Palace of Fine Arts, Alcatraz, and the San Francisco skyline.
High school students aregaining real-world workexperience through therecently chartered ACEMentor Program of DFW.
The program teams the architectural, construc-tion, and engineering industries together withlocal school districts to help mentor students. Thisyear, industry volunteers have adopted a groupof architectural seniors from Dallas ISD’s SkylineHigh School and Bishop Lynch High School forthe duration of the 2004/2005 school year.Meeting every week, the mentors work with students on design projects, in addition to officetours and field trips, all geared at introducing students to various disciplines within industries .
ACE-ingit!
LUCASFILM at PRESIDIO
When RadioShack had questions about relocatingHKS and a team
RadioShackgets answers
RadioShack Corporation commemorated the grand
opening of its new riverfront campus in downtown
Fort Worth on March 2, 2005. The unique urban
campus, hailed as a one-of-a-kind development, gives
downtown Fort Worth a new and distinctive landmark.
The campus is at the hub of the proposed Trinity River
Project master plan which includes a town lake and
waterfront development. The downtown plan is
designed to help accomplish a renaissance of the
greater central city area resulting in a sustainable mix
of people living, working, playing, and learning.
“The new RadioShack Riverfront Campus is a significant
milestone for our company as well as the city of
Fort Worth,” said Leonard Roberts, chairman and chief
executive officer of RadioShack. “Our new home also
gives us state-of-the-art technology in an environment
that facilitates and encourages collaboration, teamwork,
efficiency, and innovation. These are things that are
essential to promoting the kind of service-oriented
culture that is the lifeblood of our company’s growth
strategy and future success.”
In designing the new headquarters, RadioShack focused
on process refinement and productivity improvement.
Recognizing that the workplace can have a significant
influence on both, RadioShack and HKS created a pilot
space, or idea lab.
“We developed, within the idea lab, unique spaces to
explore new ways of team-based working,” said David
Meyer, senior vice president and director of HKS
Interiors. “Through these spaces, we measured the
benefits of a workplace that is aligned with the changes
in work process and culture. The idea lab will greatly
enhance the management process of educating the
employees on tools and methods available to them in
the new headquarters.”
its 900,000-square-foot world headquarters, of professionals were there with the answers.
8
According to Dan Jeakins, principal-in-charge,
HKS, Inc., RadioShack desired to remain in
downtown Fort Worth but required the
flexibility and culture-supporting aspects
afforded in a low-rise campus development –
typically found in a suburban market.
“The new campus will improve RadioShack’s
effectiveness,” said Jeakins. “It is a high-energy,
open environment with connectivity among the
three office buildings, commons building, and
broadcast studio via ‘Main Street,’ a two-level
circulation element where employees, visitors,
and customers have a chance to interact.”
Inside, the open design plan, teaming
areas, commons areas, and wireless
Wi-Fi computer network connections
enhance interaction between teams
and groups and stimulate creative,
customer-centric business solutions.
Each of the campus’ 30,000-square-
foot office floors incorporates
collaborative, open workspace designs includ-
ing those for the most senior officers. This
places a premium on creating adjacencies
between departments that collaborate most
frequently – rather than in the outdated
hierarchical systems where rank earns bigger
offices on higher floors. In addition, all work-
spaces are located away from the exterior
windows, which allows everyone to enjoy the
maximum amount of outside light possible.
In regards to amenities, the campus includes
training and conference areas, a fitness
center, and an employee cafeteria. The public
entrance to the campus incorporates a flagship
RadioShack retail location where the company
showcases the latest in digital and electronic
technology. The flagship store will host
interactive displays and technology platforms
in addition to selling merchandise.
The headquarters building serves as an
environmentally-friendly neighbor. It is built
under the guidelines of the U.S. Green Building
Council’s (USGBC) Leadership in Energy &
Environmental Design (LEED) program. It is
sited to conserve the existing natural area and
complement the nearby water refuge. Its locale
offers numerous transportation options for
employees including nearby mass transit
outlets, bicycle storage and changing rooms,
and covered parking.
RadioShack also announced plans to open a
new flagship store named StoreOne this
spring. StoreOne, surrounded by a public plaza,
dramatic fountain and water-wall, will serve
as a retail storefront unlike any other
RadioShack store in existence. It will be a
learning laboratory and tourist attraction
designed with the goal of researching how
customers understand and respond to new
products, technologies, and services.
In addition to HKS providing architectural and
interior design, The Staubach Company is
providing project management services and
The Beck Group is providing construction
services. Additional team members include
Gideon Toal, The SWA Group, Walter P. Moore
& Associates, Carter & Burgess Inc.,
TechKnowledge Consulting Corporation, and
James Johnson and Associates.
“Our new home also gives us state-of-the-art
technology in an environmentthat facilitates and encourages
collaboration, teamwork, efficiency, and innovation.”
RadioShack Gets Answers
the
JONESmethod
The Successful Family Management Style of Jerry Jones
he Rooney’s, the Earnhart’s, and the Manning’s all
made sports a family business. Today, another family
leads the charge in successfully transitioning a passion
for sports to the next generation.
Jerry Jones, president/general manager and Stephen
Jones, chief operating officer of the Dallas Cowboys work
side-by-side in managing the success of “America’s
Team” – from hiring the head coach to overseeing the
negotiation of player contracts.
The family business doesn’t stop with Jerry and Stephen.
Jerry’s wife of 40 years, Gene, serves as an active
philanthropic member of the Dallas Cowboys Football
Club working with The Gene and Jerry Jones Family
Dallas Cowboys Charities. Charlotte Jones Anderson,
their daughter, serves as the Cowboys vice
president/director of charities and special events,
overseeing the club’s vast work in the community as
well as the Dallas Cowboys Cheerleaders. Their youngest
son, Jerry Jones, Jr., is the club’s chief sales and
marketing officer, responsible for managing one of the
most visible brands in all of sports.
Jerry and Stephen followed similar paths in high school
– realizing their passion for football at an early age. Both
attended the University of Arkansas and were vital
members of their football teams – Jerry as co-captain
and starting guard and Stephen as linebacker. They also
met and married their college sweethearts, Gene and
Karen, respectively, and relocated to their current
hometown of Dallas.
On February 25, 1989, Jerry Jones purchased the Dallas
Cowboys. But, that decision was not one he made on
his own. He brought together the entire family to
discuss the deal. After laying out all the details, the
family voted unanimously to purchase the club. They
went on to become the first owners in NFL history to
guide their team to three Super Bowl championships in
their first seven years of ownership – including the 1992,
1993, and 1995 seasons.
Over the past 16 years, the Jones’ have owned and
operated the Dallas Cowboys with a management
style that places just as much of an emphasis on
community leadership as it does on winning. The
dominant theme underscoring the Cowboys’ role in the
community is to maximize the visibility, energy, and
celebrity of one of the world’s most recognizable sports
franchise to help others. The results on the field have
brought Super Bowl championships to Dallas. The
results off the field have touched the lives of thousands.
HKS: You are a unique father/son management team.Why do you think the two of you work well together?Jerry Jones: “Like the rest of the family, I have a lot of
respect for how Stephen has evolved as a professional.
He has an excellent work ethic and is a diligent worker.
Have you ever heard the phrase, ‘if you want to get a job
done, give it to a busy person?’ That’s Stephen. He has
also been around the table, as a young person, with me,
my father, and grandfather, learning our business
philosophy, goals, strategies, and objectives.”
Stephen Jones: “We planned that I would be a part of
my father’s business from the start. I knew that this was
my career path. My father worked with his father and
learned a lot from him. In turn, Jerry has given me a lot
of responsibility and respect. That’s why we continue
to work together so successfully.”
HKS: What have you learned from each other?Jerry Jones: “Stephen really wanted to compete in sports
at the level of the Southwest Conference through a sports
scholarship at the University of Arkansas. So, I asked
that he choose an area of education that provided him
with a serious educational challenge. Stephen chose to
receive a degree in chemical engineering at the same
time he was playing ball. I know that it was a very
difficult thing for him to do. But he did it. Stephen has
never taken the easy way out. In football terminology,
he’s never run around the block. He runs through it.
That makes him an outstanding person to work with
because I take more risks and make one and one equal
three. Stephen is more pragmatic.”
T
Stephen Jones: “I like to make decisions
immediately and move onto the next topic.
Being a multi-tasking business person, I need
to strike things off of my list. Consequently, I
get into a hurry and not make the best deci-
sions. My father, on the other hand, lets things
play out before making decisions. From him,
I’ve learned to take my time before coming to
a conclusion. More than 90 percent of the time,
I’ve found that my best decisions were made
after weighing and researching my options.”
HKS: What motivates you?Jerry Jones: “I did not have the typical athletic
stature as a young man. So, I was motivated on
the field when people said “you can’t do it.”
I always had a quest to prove that I could. I
am also motivated by people saying “you
shouldn’t do it.” I take risks. I know that the
Cowboys’ fans have benefited from these
characteristics.”
Stephen Jones: “I think that I have been
motivated by example. I don’t have to look very
far to see things that I want to pattern my life
around. One of the things that I always remem-
ber about my father, as I was growing up, is how
important family was to him. Even when things
were very hectic, he made sure that he traveled
back from Oklahoma to Arkansas to coach our
football and basketball teams and be a
part of day-to-day family activities. That
motivates me to be a well-rounded person who
respects both my business and personal life.”
HKS: What are the elements of creating a winning football team? Do the same principles apply in business?Jerry Jones: “In business and sports, there are
risks involved in every decision that you make.
Our management philosophy is to become com-
pletely involved. It was an occupational change
for me - and my entire family – to buy the team.
We not only own the team – but our entire
family is thoroughly integrated in every aspect
of its management. However, we do not call
the plays. Our role is to be vitally and ultimate-
ly involved in the decision of who calls and
executes the plays. It has worked well over the
years and we’ve experienced success.”
Stephen Jones: “Running a football team is a
business. It is right up there with big business.
To have a good football team, you need a strong
organization with good players, coaches, scouts,
business managers, etc. The teams that are
successful are sound both on and off the field.”
HKS: How did you effectively and creativelydevelop the Cowboys brand over the years?Jerry Jones: “When we bought the team, we
knew that it had national significance and
interest. At that time, we were extremely
visible in the eastern media markets as well as
the state of Texas. The challenge was to turn
all of that visibility into economic value in terms
of sponsorships, more interest in the team
television-wise, etc. We had the publicity – but
we needed to increase the bottom line through
marketing. Our solution was to make the
12
Cowboys team and the Cowboys stadium a part
of the same image – not treat the two as
separate entities. This was a break-through idea
in the NFL. We wanted people watching a game
– as a spectator or a company sponsor – to feel
a proprietary relationship with the team.”
Stephen Jones: “As Jerry said, the Cowboys had
a national, well-recognized brand when we
bought the team. We incorporated that brand
into our business to make our franchise
stronger. The brand was and continues to be a
distinct part of our business.”
HKS: What are your plans for the newCowboys stadium in Arlington?Stephen Jones: “We have a unique opportunity
to further co-brand our stadium with our club.
With the help of HKS Architects, we are going
to have the opportunity to develop a truly
unique facility for our fans. The retractable-
roof, 75,000-seat Cowboys stadium will be
one of last NFL facilities to be built for some
time. So, we will be able to build on others’
successes and learn from their challenges. Our
stadium will incorporate the latest in
technology – which will set the stadium apart.
Restaurants, shops, entertainment venues, and
gathering places will create a destination
for fans and their families. In addition, the
Cowboys Experience and Hall of Fame –
an interactive, multi-faceted venue for
community activities, fan experiences, and
tourism – will be part of the entertainment
complex. When all is said and done, our goal is
to create a facility that our fans will enjoy for
decades to come.”
HKS: How do you want to be remembered?Jerry Jones: I don’t want to be known for just
owning the Dallas Cowboys. I hope to be
recognized for making the team better during
the time that I carried the ball, using my skills
to make the Cowboys team and franchise
better. One of the great things about the NFL is
the tradition of having families involved in
running and managing the team. I am proud
that our family is involved in every aspect of
the team. We knew that it would change our
lives but it was the right decision for all of us.
It took all of us – Gene, Stephen, Jerry, Jr., and
Charlotte – to make it a success. That’s how I
want all of us to be remembered.”
Stephen Jones: “I hope to be remembered as a
wonderful husband and father. I know that my
mother and father set that example for me. On
top of that, I hope that I am remembered as
someone who respected not only the NFL but
the Dallas Cowboys. It is also important that I
respect all of the individuals who make the
Cowboys organization a success.”
The Jones family has established itself as one
of the NFL’s most influential and active
owner/management teams in their 16 years at
the Dallas Cowboys’ helm. Their innovative,
out-of-the-box management tactics have set
new sports marketing standards. The Cowboys
stadium, to be open in 2009, will no doubt
continue to establish a new benchmark for the
NFL and the sports world.
13
S I M P L Y
15
t the Jean-Michel Cousteau Fiji Islands
Resort, guests are immersed in the true
nature of Fiji, while staying in comfort and style.
The resort’s quest for customer satisfaction is
further defined with the addition of the new
Point Reef Villas.
The luxurious and private villas feature the best
of resort living and accommodations. Redefining
the boundaries of indoor and outdoor living, the
gracious villa combines contemporary style and
natural elegance with traditional Fijian
architecture and ambience. The result is villa
design incorporating the finest of materials,
amenities, and views of the sea.
“Villa bure guests approach along
a curving stone pathway,
surrounded by organic privacy
walls and landscaped with lush
foliage and tropical flowers,” said
Nunzio DeSantis, principal, HKS,
Inc. “Once inside, the guest is
greeted with layered experiences
of indoor foliage, rocks, sun
decks, a private infinite edge
pool, and views of the Fijian
aqua blue ocean.”
The stunning master bedroom suite hosts
custom-designed furnishings. On either side
of the wide stairway are Vesi wood armoires
with elegant curved fronts and brass handles.
In the center of the room is a hardwood, four-
poster canopy bed. Above the king size bed,
a ceiling fan adds ambience and a breeze.
Separate living and dining spaces feature
comfortable seating areas for conversation
or drinks. The windows and doors on three
sides of the living room overlook the deck, pool,
and beach.
A luxurious personal bathing suite includes
a hand-detailed soaking tub with whirlpool, a
two person shower, and two vanity areas with
relaxation lounge chairs. The entire space looks
through 10-foot-tall, floor-to-ceiling windows
to private tropical gardens just beyond. The
lush landscaping is highlighted by an 11-foot
waterfall, shower, and intimate areas.
“The Jean-Michel Cousteau Fiji Island Resort
is the talk of Fiji,” said Mike Freed, managing
partner, Jean-Michel Cousteau Fiji Island
Resort. “The hotel is set apart because of its
quality of design and level of fantasy. No
other resort offers a waterfall right outside
of your Jacuzzi tub.
“The Point Reef Villa project adds a new
dimension to the resort,” he continued. “Now,
guests can own interest in the resort through
the purchase of their own personal villa.
We have already sold three and are in the
midst of building 11 additional villas, each
located on a 1/3 acre parcel of private land.”
The interior designer on the Point Reef Villa
project is resort General Manager Karen Taylor,
who also custom-designed many of the
furnishings. HKS’s Nunzio DeSantis worked
with Taylor to develop the luxurious, yet
primitive bure that captures the beauty of the
islands and the pleasures of the land.
The award-winning, five-star Jean-Michel
Cousteau Fiji Islands Resort is one of the most
renowned vacation destinations in the South
Pacific. Located on the island of Vanua Levu
on 17 acres of a coconut plantation, the
accommodations overlook the peaceful waters
of Savusavu Bay.
“The locale is a perfect complement for guests,”
said Freed. “It offers the beauty of Fiji combined
with a private, beachfront encounter. It is truly
a unique and memorable experience.”
16
IsHealthcarein America
Once considered the nation with the
best healthcare system in the world, the
United States is now challenged with rising
insurance premiums of 11 percent annually,
leading to a growing number of Americans
without healthcare coverage.
he United States is dealing with a growing
debate – a necessary debate – about the future
of its healthcare system. Once considered the
nation with the best healthcare system in
the world, it is now challenged with healthcare
insurance premiums rising an average of
11 percent annually, leading to a growing
number of Americans without healthcare
coverage. The United States is currently
spending more than 13 percent of its gross
national product on medical liability reform –
twice the percentage spent by other countries
such as the United Kingdom or Japan.
Faced with this perplexing and rapidly
changing healthcare environment, industry
executives are working to identify and
anticipate future trends in healthcare to allow
the best possible care for patients while
maintaining its cost. According to the following
leading industry executives, the healthcare
system of the future must be ready to
incorporate high-tech molecular medicine,
promote information technology, train and
motivate qualified healthcare staff, and lower
liability and healthcare costs through stream-
lined integrated healthcare systems.
John Rich, Vice President
Intermountain Health Care
“Our nation’s healthcare system is most
effective when it is organized and managed
regionally – not as one worldwide entity. This
provides a more efficient platform from which
to improve quality and learn the most effective
means of patient care. At Intermountain Health
Care, we serve more than 2.5 million people –
at a much lower cost than the national
average. We are able to do this because we
have implemented physician-generated,
clinical-quality criteria, and decision-
making tools that improve efficiency of the
treatment process. This program has been
proactively developed by IHC’s Institute for
Healthcare Delivery Research. We also use
our HMO plans to educate the community
through e-mails, seminars, and other
gatherings promoting preventative care.
More than 500 of the system’s physicians
participate in this process by studying best
models of care and developing ways to stream-
line or improve the processes. Each hospital is
compared to the next to determine, for
example, why certain procedures require
longer lengths of stay – thus, increasing the
cost of care. This also promotes a consistency
in care promoting best practices.
People, including nurses, physicians, techni-
cians, etc., will always have the biggest impact
on patient healing. However, architects who
understand the specifics of the healthcare
practice such as patient flows, adjacencies,
infections control, and patient room design will
continue to make a significant impact on the
built environment. I believe that certain aspects
of the healing environment design will be
pushed ahead, due in no small part to patient
requests for clinical quality as well as comfort.
Flexibility will also continue to be a key design
factor for the future. Today’s hospitals are
renovating its facilities every three to five
years – mainly to keep up with technology. To
maintain versatility, single rooms must be
designed for easy reconfiguration to serve
multiple acuities. In addition, future plans in
the industry call for the expansion of
outpatient services, the need for more
intensive care services, the continued move
toward information systems technology, and
further concentration on safety in the clinical
practice areas. All of these advances will prove
critical in providing the best quality of care for
patients today and in the future.”
R. Edward Howell, President and CEO
University of Virginia Hospital System
“Molecular medicine will have the largest
impact on the healthcare industry in the next
decade and beyond. Medical practices will be
based on understanding and diagnosing
disease at a cellular and sub-cellular level –
instead of within organ systems. At the
University of Virginia Health System, physicians
are beginning to study the causes of disease
at the molecular level. These physicians are
learning to treat patients by researching
the genetic predetermination or change that
causes the propensity to disease rather than
simply diagnosing the disease. This entire
practice evolved, in part, from the Human
Genome project which analyzed the 23 human
chromosomes that account for all of our body
functions – essentially providing a roadmap of
20
John Rich
R. Edward Howell
Joseph Swedish
John Duvall
Douglas D. Hawthorne
Five of America’s Leading Healthcare Experts Discuss
How to Fix the SystemT
humankind. This provided a premise from
which to build and develop molecular studies.
The University of Virginia Health System is
planning to meet molecular medicine
challenges in a number of ways. We have
developed a strategic plan to support clinical
differentiation and are investing part of the
Health System’s annual endowment in clinical
programs that apply molecular research. In
the last six months, we invested in a clinical
program that allowed the transplant, not of an
organ, but of cells specially modified which
will produce insulin in the liver. We are also
developing educational programs to develop a
better understanding of this new medicine
and to develop a better understanding of
molecular medicine by physicians in
community practice. The move to molecular
medicine is going to be a costly one. Much
of the required technology does not now exist.
Healthcare systems will have to properly
plan to host the staff, equipment, and space
needed to move into the future of molecular
healthcare.”
Joseph Swedish, President and CEO
Trinity Health
“In the next decade, we will witness society’s
response to the nation's healthcare challenges.
Arguably, the United States has the best
healthcare system in the world. However, it
must transform to meet today’s population –
creating a system that provides the best
access, the lower costs, and the highest
quality of care and public safety. A blend of
business and industry, federal, state, and local
government will have to collaborate to
create an economically and clinically-feasible
healthcare model.
Public policy that creates a rational healthcare
delivery model will become a national passion
demanding bold legislative solutions. On a
federal level, payment to providers will be
restructured to compensate for high quality
care that is demonstrable (i.e. rewards based on
a good medical outcome). Competitive
practices sanctioned by more efficient and
effective state regulation will help to promote
a market-based change that is aligned with
community need. Business and industry will
also have a significant impact on healthcare
reform based on an immutable fact – it is a
primary payer bearing an escalating cost for
its employees. Solutions being advanced by this
sector include consumer-driven healthcare
where decisions and risks have been redistrib-
uted to the consumer – theoretically creating a
consumer that is an informed purchaser.
Is Healthcare in America Broken?
21
Likewise, providers will advance many
solutions that assure quality and safety such
as computerized physician order entry, adverse
drug event alert systems, and electronic
medical records.
There is no short-term fix for the current
system. However, an effective mix and match
of business and industry, government, and
supporting advocacy interests will create the
best system for access, lowest costs, and
highest quality care for patients nationwide.
In the end, the next decade will witness policy
decisions that will literally affect every
American – and secure the best possible
healthcare treatment for future generations.”
John Duvall, President and CEO
Virginia Commonwealth University
Health System
“The vitality of the healthcare workforce is a
key concern for the next decade and beyond.
Ensuring adequate numbers of well-trained
professional and support staff is a key concern
as we look forward to increasing demand from
an aging population for inpatient care.
Increasingly, shortages are forecast in all areas
of the industry including nurses, physicians,
respiratory therapists, pharmacists, dieticians,
and support personnel.
These shortages stem from a number of
causes. The impact of managed care during the
1990s significantly reduced inpatient capacity
nationally, changing workers perceptions of the
long term stability of hospitals as employers.
Coupled with this, new alternative care
settings (home healthcare, long term acute
care facilities, specialty hospitals, surgery
centers, other outpatient care settings) grew up
during this period creating intense competition
with traditional acute care hospitals for
staff. Healthcare, and in particular hospitals,
must now compete with many other industries
for talent.
At Virginia Commonwealth University Health
System, the workforce has been placed at
the center of its strategic plan. Competitive
compensation, creative use of benefits, quality
of life initiatives for staff, and many other
strategies have been initiated to ensure this
health system is viewed as an employer of
choice. From dependant tuition benefits to
outreach programs in local schools, the
organization is busy investing in its people
and as a result is building good will and
recognition. This was evidenced in it being
named in 2004 as one of Working Mother
magazine’s “Top 100 Best Places to Work”.
22
Kitchell, the choice of leading healthcare providers, delivers technical expertise,a collaborative approach, creative problem solving, performance not promises.
TOGETHER,BUILDING BETTER HEALTHCARE
www.kitchell.com
Parker Adventist Hospital, Parker, CO
With 72 million “Baby Boomers” approaching
retirement age, the need is clear to ensure that
there is access to health services nationally.
With a wide variety of strategies in work,
Virginia Commonwealth University Health
System is doing its part in building the
workforce of tomorrow and meeting the needs
of Virginia.”
Douglas D. Hawthorne, CEO and President
Texas Health Resources
“One of the greatest challenges facing
healthcare in the United States is the
increasing number of people without adequate
health insurance or other financial means to
pay for their care. We as a society must address
this and other issues or in the not-too-distant
future our population will be divided into haves
and have-nots – those who have access to
adequate healthcare and those who do not.
Population growth is driving the need for new
and expanded hospitals and clinics. But, the
financial support for new or upgraded
facilities is lacking. State governments face
tremendous budget pressures and threats of
further cuts in funding for Medicaid and the
Children’s Health Insurance Program as well
as reduced reimbursements under Medicare.
Yet the states’ burden of taking care of
the indigent and the uninsured working
population continues to increase.
The growing burden of uncompensated
charity care threatens not only publicly-
funded hospitals but also nonprofit hospitals
that provide the safety net of uncompensated
care. Yet some people are attacking the
tax-exempt status of nonprofit hospitals
in a misguided attempt to generate
additional tax revenues. The tax-exempt
status is what makes it feasible for
nonprofit hospitals to provide charity
care and collaborate with community
benefit programs for prevention
and wellness.
Business people, community leaders,
and healthcare professionals must
work together to address these
critical issues facing our health care
system. It is time for courageous,
bipartisan leadership to step forward with a
workable proposal for a National Health Care
Policy based on the principles put forth by the
American Hospital Association. The quality of
our lives and the future health of our society
depend on how we meet these challenges.”
Is Healthcare in America Broken?
The healthcare system of the future must be ready to incorporate high-techmolecular medicine, promoteinformation technology, trainand motivate qualified healthcare staff, and lower liability and healthcare coststhrough streamlined integrated healthcare systems.
23
Bovis Lend Lease — Partnering With HKS For Over 20 Years
Construction Management • General Contracting • Project ManagementDesign/Build Construction • Technical/Preconstruction Services • Commissioning
Bovis Lend Lease, Inc.1801 West End AvenueSuite 600Nashville, Tennessee 37203615 963 2600
300 South Orange AvenueSuite 1500Orlando, Florida 32801407 551 1000www.bovislendlease.com
Holmes Regional Medical Center Melbourne, Florida
fridaynDuring the fall, every hometowncomes alive beneath the Fridaynight lights. Every seat is filled bythe entire community to cheer onthe home team. For each person,every moment is a chance to celebrate community.
Where Are You On
These facilities aren’t your typical high
school outdoor fields; they are high-tech,
high-performance facilities that increasingly
aspire to emulate college and professional
venues. From their digital scoreboards to
accommodating press boxes and suites,
these affordable, yet compelling facilities are
designed to promote the local Friday night
sport as if it were an NFL experience.
The Lights of Friday NightAcross the nation, public school districts are
updating, renovating, or replacing high school
stadiums and other event locales. These
facilities are more than places for Friday
night high school football, they represent
community, camaraderie, and family. They
provide a sense of place, bringing people
together to celebrate teamwork, pride, and a
winning spirit.
Growing All of the WayThe obvious source of facility need, as well
as funding, is growth. Communities are
outgrowing older facilities simply by the
numbers. Either there aren’t enough
seats, or there aren’t enough fields to meet
scheduling demands, or both. Growth solutions
include building larger facilities that can
accommodate bigger crowds and building
centralized facilities that are shared for
competitive events by multiple high schools.
Centralized facilities are typically centrally
located – separate from the high school
campus. A community growing from one to
two (or three) high schools will often build a
competition facility at one high school
campus, where it can serve both uses compe-
tition and practice. This strategy is cost
effective and suitable for school districts with
less than 20,000 students.
In Midlothian, Texas, the school district
has increased 33 percent in the past five years
ranking it one of the top 15 fastest growing
districts in Texas. The district weighed
improvements to the existing 5,000-seat
playfield versus construction of a new
stadium. They found that significant building
and accessibility code upgrades would be
triggered if improvements or expansion were
pursued at the existing location. Additionally,
the expansion of the existing facility would
impose too great a load on the current
bounding roadways, available land, and
adjoining neighborhood. The cost to retrofit
and expand the existing stadium rivaled the
cost of a new facility.
Ultimately, they elected to pursue a new
8,000-seat stadium to respond to the future
growth of the district. The new facility,
estimated to open in July 2006, is a symbol
of community pride. It is located on a new
highway bypass allowing visibility, access, and
egress and is designed in a unique park-like
environment for community gatherings. Its
initial seating can be expanded to 12,500 seats
to meet the future needs of the fast-growing
school district.
In With the OldWhen you can’t part with your existing
facility, due to sentimental or budgetary
reasons, it’s time to renovate. The Grand Prairie
Independent School District’s Gopher Bowl,
when it was built in 1957, was the leading
high school sports center in the area. Many
football greats have played at the Gopher Bowl
throughout the decades. When overcrowded
and outdated facilities became an issue, the
school district could have simply built a new
stadium on another site. Instead, they chose
to reinvest in their beloved bowl respecting
the wonderful, intimate, and friendly venue of
the original Gopher Bowl.
Today, the Gopher Bowl has been upgraded
with a new, dynamic entry gate, new athletic
turf, upgraded lighting and public address
systems, and team locker rooms for a total cost
of $4 million. The home stands are renovated
to accommodate a new reserved seating
section with comfortable folding seats, while
contemporary concession stands provide fans
by Mark VanderVoort, Associate Principal/Education, HKS, Inc.
25
ynight?
with a variety of food and
drink selections. A new,
three-story press box rises
majestically over the home
side, providing excellent
visibility to the field, and
state-of-the-art telecom
connectivity from all points
within. A crowning feature
of the facility is a large
mural that will commemorate the history of
the bowl and the town of Grand Prairie.
DeSoto ISD also chose to renovate in respect of
the facility’s legacy in the community. At the
Ben Dial Athletic Complex, plans are underway
to update the existing facility with a new, open
concourse design. The new facility will include
a 5,000-seat home-side addition with 30,000
square feet of athletic facilities, symbolizing the
community’s long-standing heritage.
Making the CodeThe decision to renovate or build new often
hinges on two relatively new building code
issues. The first is “potty parity” while the
second has to do with accessible routes
and seating. Prior to the 90s, when many
stadiums were built, these requirements did
not exist. Today, if the event center project
includes more than cosmetic repairs, the new
codes have to be met. While these codes vary by
municipality, every city must abide by them.
The potty parity as it sounds is determined by
the number of seats versus restroom facilities.
The accessibility code states that patrons with
disabilities must have entry to accessibility-
ready seating. Approximately one percent
of all seats provided in a sporting venue must
be wheelchair accessible with comparable
views to those offered to able-bodied season-
ticket holders.
Modern Planning Meets High-Tech Sports Recent developments in athletic turf
alternatives have spurred construction
activity in the sports arena, but there are
other considerations that have compelled
many high school communities to renovate
or build anew.
New infill turf systems, an upgrade to Astroturf
carpet-type systems, which offered realistic
look, feel, and performance, were introduced in
1999. Due to its life cycle cost, lower injury rate,
and maintenance benefits, the turf is being
installed throughout the country. In fact, the
decision to install new turf is illuminating the
need for further upgrades. Off the field, light-
ing is an issue when hosting a sports event that
takes place at night. Sports facilities built in
the 60s and 70s are often lit to only a 15 or 20
foot candle level. Today, lighting systems should
have a minimum 50-foot candle level and
75-foot to 100-foot candles for TV broadcast.
As stadium seating grows, so must the access
to and from the facility. City planning
representatives have to play a role in the
design of the renovated or new facility. Big
business is stepping in to sponsor cost for the
games’ visual centerpiece, the scoreboard.
Local businesses also lend a hand to support
event concessions – in addition to traditional
booster clubs.
The press box is a key component of any sports
facility due to new broadcast and internet
technologies. Many facilities need savvy spaces
that allow the broadcast of the entire game, as
well as instant replays, in addition to providing
high-tech quarters for today’s media. At the
Dallas Independent School District’s Jesse
Owens Memorial Complex, a press box area
provides a signature appearance for the
stadium and a home for its local television
station, DSTV. The press box contains booths
for home and visitor coaches, radio and
television broadcasts, and a video platform – as
well as piped in sounds from the crowd below.
It also houses seating areas and booths for
scouts, scorekeepers, announcers, and special
dignitary areas, while providing unobstructed
views for fans above.
Seating can be designed using concrete risers
or steel and aluminum, based on the client’s
budget and durability issue. Reserved stadium
seating for season ticket holders must
include amenities such as fold-up arm chairs
and padded seats – knowing these ticket
holders generate the revenues that maintain
the facility all year long.
A Game of InchesWhen the green light is given to build a new
facility, budget is always a challenge. While the
community cheers the addition of a new
stadium, cost is always an issue – especially
since school districts have an obligation to place
academics ahead of sports. The Dallas
Independent School District took this
Above: DISD Jesse Owen’s Memorial Complex; Right: Ben Dial Athletic Complex in DeSoto; Opposite: Frisco Soccer Complex
26
challenge and met it working with HKS,
designing and building a new $33 million,
12,000-seat stadium and 7,500-seat field house.
The facility’s simplicity is an expression of good
stewardship of the Dallas Independent School
District’s allocated funds. Many of the facility’s
support functions, including locker rooms
and training facilities, are combined and
consolidated. In turn, the stadium is sited on
nearly half of the area needed for a stadium and
field house providing similar services, saving
the district millions of dollars in building costs.
In Frisco, Texas, cost-saving measures were
implemented through a unique public/private
partnership with the Frisco Independent School
District, Major League Soccer, Dallas-based Hunt
Sports Group (HSG), and Collin County.
Together, they are underwriting funds for
a soccer-specific stadium and adjacent
soccer complex.
Another cost-saving measure includes
incorporating athletic work-out facilities for
players into the home/visitor stand designs. At
DeSoto ISD’s Ben Dial Athletic Complex, a
30,000-square-foot athletic facility, complete
with locker rooms, a weight room, community
classrooms, coach office spaces, and equipment
storage, is located underneath the home field
stands of the stadium. This concept allows the
space to be used year-round as well as easy
access for players during game-time.
It’s All About the CommunityThe community is the focus of these event
centers. They provide a familiar place to
encourage and promote togetherness, values,
and teamwork. Today, it’s not just about
football. The community is showcased through
band performances, performing arts, track
meets, soccer games, and drill team assemblies.
These venues are designed with the district, its
staff, the kids, and the community in mind.
Whether a renovation or a new facility, it’s all
about providing a sense of place – a building
that will be a steadfast part of the community’s
heritage and legacy.
Where Are You on Friday Night?
SHOWMETHE
When it comes to planning their next
career move, today’s professionals
aren’t necessarily content with landing
the best paying job. According to the
monthly newsletter DesignIntelligence,
compensation is less important than
four other key factors–the company’s
reputation, its vision for the
future, its core values, and a
nurturing environment.
any architectural firms are responding to this new
trend by focusing on retaining valued workers, and the
shift is proving to be successful both for the firms and
their employees.
“Architectural firms are thriving because of their peo-
ple,” said Jim Cramer, president/CEO of The Greenway
Group, publisher of DesignIntelligence. “The firms need
to attract and retain talent and then provide an
environment in which these people can do their best.
Good people love a challenge and working with
colleagues who will push them to achieve more than
they thought they could.”
HKS, Inc., a 650-person architectural firm based in
Dallas, Texas has proven a success in recruiting new
talent and maintaining its base of valued employees. It
was recently selected one of the top 25 medium-sized
companies (251-999 employees) to work for in the
U.S., according to the Great Place to Work Institute
which produces Fortune magazine’s annual “100 Best
Companies to Work For” list.
“We recognize that our most important resource is
our family of employees,” said Ralph Hawkins, FAIA,
president and CEO of HKS. “Management values their
ideas, input, and work product. We strive to create an
environment where employees are productive,
enthusiastic, and, above all, like what they do. Everyone
has a voice at HKS regardless of job position. Each
person has the opportunity to go as far as he or she wants
to go in the firm.”
The firm’s values are its cornerstone. HKS’s values were
developed through a unique collaborative effort of the
professional staff and senior management. “With so
many new people joining our firm, we wanted to share
with them who we are and what we expect from them
and vice versa including excellence, responsive
services, work ethic, honesty and integrity, leadership,
and mutual respect and dignity.
“We feel that employees are happiest when they are
challenged – not just picking up red lines or printing
invoices,” said Hawkins. “We developed DoubleCheck,
a new, innovative program aimed at providing
education and improvement through instructional
programs, resources, and guidance – enriching every
employee on a personal and professional level. More
than 120 professional educational programs were held
in 2004.”
HKS is also committed to the industry and its
community. “Our firm provides opportunities for
employees to serve their community as well as
industry. We have founded and participated in a
number of activities including Hearts & Hammers, the
ACE Mentoring program, The Business of Design for
small business owners, Make a Wish Foundation,
United Way, We Care, and numerous other agencies as
well as served on countless committees and boards
representing our industry.
“When you join HKS, you become a member of the
family,” continued Hawkins. “We launched Operation
HKS Cares to extend our gratitude to service men and
women overseas. What we found is that many of our
own extended family members were overseas. We’ve
already sent three shipments of care packages. The last
package included a DVD filled with well wishes from
HKS staff members. This is just one of the ways that we
let our employees know that they are important – and
so are their families and loved ones.”
According to Jennifer Schramm, manager, Workplace
Trends and Forecasting, Society for Human Resource
Management, job satisfaction surveys in the past were
varied by age group of the employees surveyed. “Today,
we find that balancing work/life is among the top five
job satisfaction issues”. While employers have little
control over the economy and healthcare costs, they can
provide a safe, motivating environment for employees.
MONEY!
29
M
“The best places have already taken care of
employee basics, such as healthcare, benefits,
401(k), etc., and are more focused on a higher
level of employee satisfaction,” said Schramm.
“These employers, such as HKS, are surveying
employees to find out what
makes them work more
creatively as well as efficiently,
achieve productivity, and
most importantly, what makes
them happy.”
The desire to work in a creative environment
rather than focusing strictly on pay is not
unique to the current crop of graduates,
according to Kevin Alter, associate dean of
graduate programs at the University of
Texas at Austin’s School of Architecture. “For
generations, architects have chosen the
profession because of their interest in it and
passion for it,” Alter said. “They are taught to be
ambitious and creative. So a job that offers
working with talented people
who are completing exciting
projects might attract a student
more than a higher paid, less
involved position.”
Though that passion has remained unchanged
through generations, there is one significant
new development in recruiting that has caused
many architectural firms to realize that they
can’t rely on career fairs and office visits to
“Today, we find that balancing work/life isamong the top five job
satisfaction issues”
30
Show Me the Benefits
31
sustain their pools of talent. That development
is the Internet, which has led architectural
firms, big and small, to develop high-energy
Web sites designed to catch the attention of
architectural students. “The web is serving as
an incredible recruitment tool for students.
They can go to a site and review a firm’s
projects, people, and get a feel for the firm’s
personality,” Alter continued. “Today, their
choices and opportunities are greater and more
worldwide than ever.”
“Our market is continually becoming more
ethnically and globally diverse,” said Schramm.
“As we look to the future, employers must find
their own specialized niche, focusing on their
employees’ unique attributes.”
Westfall Constructors Ltd.G e n e r a l C o n t r a c t o r s a n d C o n s t r u c t i o n M a n a g e r s
Westfall Constructors Ltd.713.681.6160
Tricia WestfallBusiness Development
Tim WestfallOperations
Scott & White Memorial
Hospital is a new specialty
hospital and eye clinic
facility in Temple, Texas.
We proudly include it
in our construction portfolio
of recently completed
healthcare projects.
Request our company
profile today.
Architecture by HKS, Inc.
C O M M E R C I A L
H E A LT H C A R E
I N D U S T R I A L
R E TA I L
FA M I LY L I V I N G
E N V I RO N M E N TA L E A RT H WO R K
33
General Contractors / Construction Managers
Dallas Austin Houston San Antonio
3333 Welborn Street, Suite 200Dallas, Texas 75219
214-520-3353www.constructors.com
L.A. Fuess Partners, Inc. STRUCTURAL ENGINEERS
3400 Carlisle St., Suite 200, Dallas, TX 75204 214.871.7010 www.lafp.com
Lead Structural Engineer: DFW Terminal D
Celebrating 25 Years of Structural Engineering Integrity
• Civil • Structural• Surveying
5445 La Sierra • Suite 300Dallas, Texas 75231
214/739-8100 • Fax 214/739-6354
www.rlginc.com
ENGINEERING SERVICES
• Mechanical• Electrical• Plumbing• Fire Protection/Life Safety• Telecommunications/IT• Security• Architectual Lighting Design• LEED® Sustainable
Engineering Design SAN FRANCISCO405 Howard St.Suite 500San Francisco, CA 94105T/415.398.3833F/415.433.5311www.flackandkurtz.com
36
CONSULTING MECHANICAL/ELECTRICAL ENGINEERS
1550 DOVER STREET • SUITE TWO
LAKEWOOD, CO • 80215-3132
303/232-6200 (Phone) • 303/233-3701 (Fax)[email protected] • www.catorruma.com
Your Partner forRenovations and
New Constructionfor Over 45 Years
Serving theCommercial,Industrial andInstitutionalCommunity
HVAC
Power
Lighting
Tele/Data
Plumbing
Fire Protection/Detection
SustainableDesign
InformationTechnology
37
RETURN SERVICE REQUESTEDIF UNDELIVERABLE TO ADDRESSEE, PLEASE RETURN TO:
HKS INC. 1919 McKINNEY AVENUE DALLAS, TX USA 75201
