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Dear Readers:
Welcome to our 2005 second edition of INNOVATE by HKS Architects.Our ongoing intent with this magazine is to communicate our firm's visionthrough the projects designed for our esteemed clients.
In this issue, we discuss the reinvention of RadioShack from the personal perspec-tive of David Edmondson, the company's new CEO. This award-winning project isthe result of major strategic changes in the way that RadioShack does business.Our sports feature this month focuses on the new home for the Indianapolis Colts.The NFL stadium will creatively recall the football field houses of the past whileincorporating many of today's state-of-the-art features. On the residential side, thestylish, 12-story Artisan offers Fort Lauderdale dwellers a hip, new mixed-use development to live and play.
Also this month, we focus on one successful for-profit healthcare company,Universal Health Services (UHS). UHS has expanded rapidly across the U.S., providing cost-effective designs that allow healthcare services to a growing numberof communities. We are also excited about our role on the new D/FW AirportInternational Terminal D and Grand Hyatt Hotel. This new terminal is one of themost inviting in the world. It incorporates art and architecture in a seamless design– serving travelers who arrive into the Dallas/Fort Worth area from all over theworld. HKS's ARCHengine is also featured. The ARCHengine program allowsowners to see their buildings in 3D animation even before they are built.
Again, I would like to personally thank all those who made this magazine possible.Our clients offer HKS the challenges to create exciting architectural design whileour consultants and contractors allow us to innovate. With the firm's current $4 billion in construction underway, it takes a collaborative effort to build and designmemorable and enduring structures.
We hope that you enjoy this issue of INNOVATE.
Sincerely,
H. Ralph Hawkins, FAIA, FACHAPresident and CEO
HKS is managed by a four-person execu-tive committee comprised of (left to right)Nunzio M. De Santis, Executive VicePresident; C. Joe Buskuhl, Executive VicePresident; H. Ralph Hawkins, President andCEO; and Ronald L. Skaggs, Chairman.
Fall/Winter 2005
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INSIDE VOLUME 2, ISSUE 1
Fall/Winter 2005
creditsEDITORIAL HKS Communications; DESIGN HKS GrafxLab; PHOTO pg. 1: HKS, Inc.; pg. 4: Clinica Columbres-HKS, Inc.; US CellularField-Ed LaCasse; pg. 5: Nak Choon Kim-HKS, Inc.; pg. 6: (left) Brad Feinknopf; (right) Brad Feinknopf; pg. 7: (left) HKS, Inc.; (right) HKS,Inc.; pg. 8: Brad Feinknopf; pg. 9: HKS, Inc.; pg. 10: Brad Feinknopf; pg. 11: (left) Brad Feinknopf; (right) Brad Feinknopf; pp. 20-21: HKS,Inc.; pg. 24: HKS, Inc.; pg. 25: HKS, Inc.; pg. 28: Ed LaCasse; pg. 30: Rick Grunbaum; page 31: John Larson; page 32: (left, middle, andright) provided by United Health Services; 3D IMAGE Front cover: HKS, Inc; pg. 5: W Hotel-HKS, Inc.; University of Michigan Women’s andChildren’s Replacement Hospital - HKS, Inc.; pg. 13: HKS, Inc; pg. 14: HKS, Inc.; pg. 15: HKS, Inc.; pg. 16-17: HKS, Inc; pg. 18: (top, middle,and bottom) HKS, Inc.; pg. 19: HKS, Inc; pp. 26-27: HKS, Inc.
4 Design Details Chic Clinica Cumbres, Chi-town Show, HKS Awarded Stevie, Renowned Architect
Visits States, Welcome to W Hollywood, Women and Children First. 6 The Terminal D/FW
International Airport’s new Terminal D, designed for passenger convenience, comfort, and service, positions
the airport to serve as a gateway to the Dallas/Fort Worth region and a welcome venue for international
travelers. 12 3D Accessibility Powered by ARCHengine Imagine not just viewing a building
but actually walking through it as it is under design. ARCHengine creates real-world architecture from
conceptual designs. 16 Staying Ahead of the Game Respecting the past while designing a savvy
sports stadium is the name of the game for principal architect Bryan Trubey, as he designs the new
Indianapolis Stadium. 20 Reinventing RadioShack David Edmondson, president and chief
operating officer, is revitalizing the 86-year old firm, reinventing the environment from the inside out.
26 Living at the Artisan Doug Compton's design vision was to create a contemporary, mixed-use
building to command the attention of the young and young at heart. 28 UHS: Taking Care of the
Healthcare Business The ingredients for a winning healthcare system include careful planning, cost
effective design and operations, and high-quality healthcare, according to UHS.
Ambulatory care is an established servicemodel in the United States. Mexico is followingthe ambulatory surgical healthcare trend byoffering outpatient services with the completionof Clinica Cumbres, a 15,000-square-footambulatory surgery center. The center, the firstof its kind in the area, is located in Chihuahua, acolonial town located in the northernMexico region. A group of local surgeons and anesthesiologists, alongwith local investors, developed the center to better serve the one-million-plus-person community. “Ten years ago, thispart of Chihuahua was a remote desert,”said Bruce Johnson, AIA, vice president,HKS, Inc. “Now, the area is growingwith housing, retail, and healthcare serv-ices. It is one of northern Mexico's fastestgrowing areas due to the economicsurge and easy access to a major free-way thoroughfare.”
CHIC CLINICA
CUMBRESHKS was named a top-20 Stevie finalist in the“Best Overall Company” category at the sec-ond annual American Business Awards held onJune 6 at the Marriott Marquis Hotel in NewYork City. Hailed as “the business world's ownOscars” by the New York Post (September 22,
2002), The American Business Awardsis the first national, all-encompassingbusiness awards program highlightinggreat performances in the workplace.HKS was noted in the “Best OverallCompany” category for successfullyexpanding its services into new marketsand new locations in Washington DC;Mexico City, Mexico; and London,England – as well as continually developing its 10 existing U.S. offices.It was also noted for furthering its open-door, employee-involved man-agement practices.
HKSGETSSTEVIE
The spirit of the city and the long-standing
history of the Chicago White Sox baseball
team are celebrated through a series of
photographic murals located throughout
the newly renovated U.S. Cellular Field in
Chicago, Illinois. Called “For All Ages,” the
murals – designed by HKS Environmental
Graphics– bring together Chicago's
sophisticated architectural growth, superior
transportation modes, and exciting
entertainment venues with the famous
White Sox. Images of famous buildings as
well as political, entertainment, and sports
figures are mixed with images from six eras
of Chicago's rich baseball history from the
early 1900s to today.
CHITOWN
SHOW
DESIGN
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DESIGN
WOMEN &
CHILDREN
FIRSTWomen and children are priority at the
University of Michigan Children's and
Women's Replacement Hospital in Ann
Arbor, Michigan, one of the nation's top-10
children's hospitals. The $200 million, one
million-square-foot project, under design
by HKS, is aimed at creating an
environment of care focused on comfort
and healing that supports the academic,
research, and clinical care missions of the
University of Michigan Health System.
“The distinctive and prominent building
will host wide spans of glass to allow
natural daylighting as well as views to
nature due to its location across from the
University of Michigan's Nichols
Arboretum,” said Ronald W. Dennis, AIA,
ACHA, principal-in-charge, HKS, Inc.
“Inside, the environment will be playful and
inviting for children and sophisticated and
meaningful for women.”
Renowned South Korean architect, Nak
Choon Kim, recently visited the United
States to study American architecture. His
work, including oil paintings and
architectural studies, has been the subject
of gallery openings throughout the world.
HKS Architects and the University of Texas
at Arlington hosted the visiting professor
who was awarded a research grant. Kim,
born in Seoul, Korea, is currently serving as
professor of architecture at Chungbuk
National University in the Republic of
Korea. He instructs on urban architecture
and architectural design.
RENOWNED
ARCHITECT
VISITS STATES
Celebrity-like living, working, and entertain-ment is within reach at the new W HollywoodHotel and Residences. Located at the world-famous intersection of Hollywood andVine, the mixed-use development plan includesa 300-room hotel, 144 luxury residences, andmore than 40,000 square feet of street-levelretail. With upscale shopping, dining, andentertainment, the W Hollywood Hotel and
Residences offers hotel guests and condominium owners alike the opportunity to capture the essence ofHollywood glamour and glitz. The WHollywood Hotel and Residencesopens in late 2008. The project breaksground in the first quarter of 2006.Starwood, the parent company of WHotels, manages the hotel and residences. Gatehouse Capital servesas the project developer.
WELCOME TO
WHOLLYWOOD
DETAILS
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DETAILS
D/FW INTERNATIONAL AIRPORT’S NEW TERMINAL D IS DESIGNED FOR PASSENGER CONVENIENCE, COMF
ORT, AND SERVICE – POSITIONING THE AIRPORT TO SERVE AS THE GATEWAY OF CHOICE FOR INTERNATIONAL TRAVELERS.
ravelers passing through theDallas/Fort Worth International Airport's new TerminalD will experience a new look and feel – unlike anyother airport terminal. Boutique-style retail shops, aday spa, children's play area, upscale restaurants, andgathering plazas allow the terminal to seem more likean intimate community village.
Enhancing the airport experience begins even beforeentering Terminal D. From the new 8,100-space park-ing garage to the inter-terminal Skylink automatedpeople mover system, the emphasis on customer convenience is unmistakable.
First-time D/FW Terminal D traveler, Daniel Chungcommented, “the new terminal is impressive. It isbeautiful and functional. Picking up my luggage andgoing through customs was a snap.” Other travelers
and crew noted its original design, intuitive wayfind-ing, and expressive artwork.
Adding to the traveler's feeling that Terminal D ismuch more than a destination of arrival and a place ofdeparture is an integrated 298-room D/FW Grand Hyatthotel. Travelers arriving at Terminal D can take advantage of the hotel's lounge, experience five-stardining, schedule a massage, relax at the hotel's rooftoppool and spa/fitness center, and sleep for the night orrest between flights. Special business traveler amenities include conference spaces, meeting rooms,a full-service business center, and valet services.
The centerpiece of the positive passenger experienceis the 100,000-square-foot, one-of-a-kind concessionspaces. Courtyards with skylights and windows,multi-level open spaces, and upscale concessions and
TRAVELERS CAN TAKE ADVANTAGE OF THE HOTEL’S LOUNGE, ROOFTOP POOL, SPA,
amenities are just a few of the things that differentiateTerminal D from other typical airport spaces.
“The airport terminal is designed to create an enjoy-able experience for travelers - not a rushed and harriedoccurrence,” said Clay Paslay, executive vice presidentof airport development, D/FW International Airport.
According to Wesley Wong, AIA, senior HKS designerfor the Terminal D project, most airports have a runway of retail and restaurant spaces. “Terminal Doffers two distinct, two-level spaces, creating a villagewith a community-like environment. Glass accentsallow an abundance of natural light to enter the area.The dynamic facility provides open spaces, views, anda sense of activity, along with world-class dining andretail experiences.”
All of the terminals at D/FW airport currently providetypical concession and specialty amenities such asduty free shopping and currency exchange for interna-tional passengers, ATMs, Internet access, along withbarbershops and shoe shine services.
In addition to these amenities, the new Terminal D village features exclusive retail boutiques includingBachendorf's Fine Jewelry, MallaSadi Men's Boutique,and Le Bodega Winery as well as a variety of upscalerestaurants such as Cantina Laredo, La Duni LatinCafé, and Blue Mesa Café.
“The goal was to design two varied concession areas –the north and south villages – that evoke an innovativelook while following the design tenets that are presentthroughout the terminal,” said Wong. “Consisting of itsown color palette and textures, the design allows forfuture redevelopment flexibility. The distinctive concession signage allows tenants to express theirindividuality while supporting the overall wayfinding.
“Walk-up food service and retail, along with news andmagazine stands, are located in both villages andthroughout the terminal,” he continued. “The northvillage is designed for travelers with short connectiontimes. These concessions are designed with highertraffic and quicker services in mind.”
The south village focuses on passengers with moretime for amenities such as upscale restaurants, a dayspa, and duty-free shopping. Instead of runningthrough the airport, grabbing a bite to eat, and pickingup a newspaper, passengers are provided with a variety of restaurants and shops. Fine restaurantsoffer uptown cuisine in a relaxed environment.Additionally, upscale coffee shops provide an areawhere guests can read and drink a cup of java whilewaiting for their plane.
“The concession layout provides constant stimuli andinteraction for passengers,” said Sheldon Klapper,president, Center for Airport Management. “We
AND FITNESS CENTER, AND SLEEP FOR THE NIGHT OR REST BETWEEN FLIGHTS.
left: A sweeping rooflinedefines Terminal D.
above: Dramaticcanopies provide shelterat the Terminal D/GrandHyatt entrance.
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located one village in visible view of the other,placing high-profile, appealing shops along thepath. If you don't want to shop or eat, the villageoffers places of retreat as well as entertainment.”
Two children's playgrounds, one sponsored byPepsi and the other by McDonalds, provide an areafor kids to play with choices ranging from playground equipment to interactive games.Located nearby is a staged performance area for special entertainment venues, creating a festiveenvironment for passengers.
Art celebrates D/FW's world-class distinction,enhancing the identity of the airport. Local,national, and international artists lent their talents to create an enhanced passenger terminalexperience through paintings, sculptures, andmosaics. A glass labyrinth, entitled “Circling,” byChristopher Janney, hosts a corridor of colored-glass panels with hidden sound effects and
lighting cues. Its colored terrazzo and curved glasswalls are interspersed along labyrinth paths toconvey a sense of playfulness to an essentiallybusiness-like environment.
Public art also serves to aid those with disabilities.Floor textures, such as medallions fabricated fromstone and mosaic materials, give the floors a different texture from the rest of the flooring – allowing sight-impaired travelers to identify gateareas without assistance. From the “DestinationGame” by Pamela Nelson to “Celebration” byBeatrice Lebreton, each piece is uniquely designedto integrate art and wayfinding into architecture.
Another unique aspect of the project is its abilityto meet the needs of non-passengers – specificallymeeters and greeters and well-wishers. FollowingSeptember 11, security regulations prohibited non-passengers in the terminal.
LOCAL, NATIONAL, AND INTERNATIONAL ARTISTS LENT THEIR TALENTS TO CREATE
“People were waiting to meet family members andfriends without access to concession services,”said Klapper. “To meet the needs of our valuablehometown folks, the baggage claim areas havebeen redesigned with coffee shops, delis, book-stores, newsstands, and other amenities.”
"D/FW considers the International Terminal DProgram the 'crown jewel' in its CapitalDevelopment Program,” said Rick Lee, HKS projectmanager for the Terminal D project. “The $1.2 billion, two-million-square-foot project provides asignature terminal for D/FW that consolidates allof its international flights and Federal InspectionServices, capable of processing 2,800 passengersper hour, under one roof. The terminal is the gateway to the Dallas-Fort Worth region and a welcome venue for all travelers."
Opened on July 23, 2005, Terminal D, with 99 ticketing positions, accommodates 37,000 passengers daily and 12.8 million annually. TheTerminal D project was designed in a collaborationof three design firms. HKS, executive designers forthe project, designed the terminal in conjunctionwith HNTB and Corgan Associates, Inc.
The D/FW Grand Hyatt was designed by HKS, Inc.,who served as lead architect, with Vidaud +Associates as lead architect-of-record. Wilson &Associates served as the interior designer. Thehotel opened to the public in July 2005.
“Over the past 30 years, D/FW InternationalAirport has become one of the world's preeminentairports,” said Pasley. “We believe that TerminalD's design will immediately become a preferencefor passengers and will provide D/FW Airport with a competitive advantage over other U.S. entry points.”
AN ENHANCED EXPERIENCE THROUGH PAINTINGS, SCULPTURES, AND MOSAICS.
left: Distinctive artworkthroughout enhances theairport experience.
above left: 99 ticketingpositions expedite travel.
above right: Arriving international passengers.
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3DACCESSIBILITY
A first-time 3D presentation technology, ARCHengine, offers a means for the architect, client, and othersto come together as avatars (an avatar is a 3D representation of one's self in virtual reality) to tour theproject and discuss the 3D environment with full interaction capabilities.
ARCHengine, an exclusive HKS program, was developed in-house through the HKS Visualization Studio -alongside world-renowned Epic Games. The program adapts a gaming engine to create functional 3Dvisualizations of architectural space, complete with moving figures, operational elevators, flowing water,and running escalators.
“No other architectural firm offers this scale of 3D presentation technology,” said Pat Carmichael, manager, advanced technologies, HKS, Inc. and co-founder of ARCHengine. “We are the first to offer acomprehensive 3D environment displaying all elements of design (e.g. site context, interior, exterior,function, etc.). Additionally, ARCHengine allows architects the ability to render their project 100 timesfaster than typical 3D software packages.”
ARCHengine was recently used to create project-winning presentations for the Grand Prairie ISD'sGopher Bowl renovation in Grand Prairie, Texas; Desoto ISD's Ben Dial Athletic Complex renovations inDesoto, Texas; and the Frisco Soccer & Entertainment Complex in Frisco, Texas.
D POWERED BY
According to Phil Jimerson, Grand Prairie IndependentSchool District's assistant superintendent of operations and facilities, the software allows peoplewho are not familiar with construction drawings areal-life glimpse into the project. “Our project requiredupdating a 1956 sports facility into a cutting edge destination complete with a contemporary press box,inviting entry, and ADA-compliant seating. I don'tknow how we could have effectively portrayed theproject to our staff, the board, or the community without ARCHengine.”
Clients are also using ARCHengine to market their newbuildings to generate private funding. “It's alwayshard to sell a building to prospective donors before it isbuilt,” said Thomas Schramm, director of development, Baptist Health's Homestead HospitalFoundation. “With ARCHengine, we were able to incorporate a virtual tour into the campaign video toshow patient rooms, lobby spaces, operating rooms, and more. We didn't even print a brochure. The virtual tour said it all.”
Traditionally, the only way to communicate a design in its early phase is to build scale models, referto concept sketches, or spend days creating 3D computer renderings using commercial 3D modelingand rendering applications – generating single viewpoint renders or pre-determined animated walk throughs frame by frame. According to ChrisRoberts, ARCHengine co-founder, ARCHengine's collaborative opportunities allow the architect todepict texture, detail, and lighting to create anunprecedented experience.
“The client stopped us in one of our recent educational presentations and asked if they could seea view from the press box of the stadium,” said JesseCorrigan, AIA, senior vice president and director of theHKS Education Group. “So, we did. No one else coulddo that for them. We won the job on the spot due toour ability to show them what they were buying.”
The ARCHengine technology was introduced, in part,through the movie industry. However, most movieproductions are given more time and a bigger budgetto produce. The chart-buster movie “Finding Nemo”took four years to produce – given a $100 million budget and 1,500 person staff. Architects are given significantly less time and funds.
The gaming industry also played a role in developingtoday's ARCHengine technology. “The gaming industry is currently using a low-polygon version ofARCHengine,” said Carmichael. “Our version is 10 timesmore complex than any game currently on the market.
“The next iteration of the technology, which we arecurrently working on, will incorporate real-time shadows and lighting to projects,” he continued. “Thepinnacle of this technology will be to incorporate realistic people within the facility. In the future, the client, meaning a life-like version of the client, willbe able to walk into a stadium, order hot dog, and interact as they watch a baseball game.”
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page 13: Frisco Soccer & Entertainment Complex; Frisco, TXleft: W Hotel and Condominiums; Dallas, TXabove: Frisco Soccer & Entertainment Complex; Frisco, TX
n a national competition held in early 2005, HKS Sports & Entertainment Group was awarded thedesign for the retractable-roof stadium that will serveas the venue for NFL, NCAA, and other IndianaConvention and Visitor’s Bureau events.
“The team is excited about the opportunity to workwith a nationally-acclaimed firm in creating anothersports landmark in the state of Indiana,” said JohnKlipsch, executive director, Indiana Stadium &Convention Building Authority. “HKS came to the tablewith innovative ideas allowing us to create a uniquevenue for Indiana.”
Fred Glass, president of the Capital ImprovementBoard, added, “HKS understands the challenges ofIndianapolis being a middle market city and provides abuilding design that is economically viable. The firm
I
came to the table with original ideas regarding stadium design including different price points in thesuites and a flexible bowl design that allows us to create a unique venue that responds to a variety ofevents, our players, fans, and the community.”
In May 2005, the State of Indiana General Assemblyapproved a financing plan for a new multi-purpose stadium and expansion to the Indiana ConventionCenter. The move will inject $2.5 billion into the localeconomy – creating 4,200 permanent jobs and 4,900construction jobs over the next 10 years – and furthersolidify Indianapolis’ place in the sports and entertain-ment market.
The step also further promotes the city’s future withthe NFL’s Indianapolis Colts. Across the country, citiesare vying to keep their sports teams intact by
designing updated facilities that offer the revenuesand amenities needed to woo the team’s top talent totheir cities and provide a year-round setting that hostsmultiple events.
The new multi-use stadium will replace the existingRCA Dome opened in 1984. According to Klipsch, professional sports stadiums do not have a long life.“Today’s stadiums have to generate income throughrestaurants, special club seating, luxury suites, sponsorships, and more.
“You can’t support the team just through ticket saleslike you could in the 70s and 80s when a quarterback’sannual salary was $200,000 instead of today’s $10 million to $14 million per year,” Klipsch continued. “Itcosts millions of additional dollars today to keep theteam on the field.”
HKS, ranked among the top five architectural/engineering firms according to Building Design& Construction magazine, has been responsiblefor designing many of the past two decades’most innovative professional venues includingits current work for the new Dallas CowboysStadium in Arlington, Texas; Miller Park inMilwaukee, Wisconsin; and US Cellular Fieldrenovations in Chicago, Illinois.
“Our goal is to design an exciting setting forthe team and fans, incorporating many elements unique to Indiana and its history asa football and basketball sports powerhouse,”said Bryan Trubey, AIA, design principal, HKSSports & Entertainment Group.
The brick exterior, reminiscent of the old collegiate football stadiums of the early 20thcentury, is part of the stadium’s design. “Thebrick, steel, and glass structure reflects the traditional forms and historical feel of thestate’s venerable collegiate and high schoolvenues,” continued Trubey.
A massive, operable, clear-glass window, located on the stadium’s north side, providesfans with dramatic views of downtownIndianapolis. The expansive window can beopened before or after the game as well as during halftime shows. From an architecturalstandpoint, the facility is also noteworthy dueto its distinctive retractable roof and seatingbowl configuration which add to the stadium’sunique look and further enhances its function.
“The building’s roof creates a branded lookthat is instantly recognizable,” said Trubey.“This is especially important due to the factthat most of the stadium’s coverage will comefrom national broadcasts of the Colts games.The blimp view becomes extremely importantand the best opportunity to make an impressionon tens of millions of viewers.”
“Also, most roofs are designed with overlapping panels that extend from each ofthe stadium’s end zones,” continued Trubey.“Our retractable pitched roof design will open along the longest sides of the building andcome together at the top of the building’shighest pitch.”
The dynamic stadium bowl sets this sportsfacility apart from others. The plan calls for avariety of seating to best serve the fans –including general admission, club seats, minisuites, and luxury suites for all intendedevents. Since Colts fans were used to theirclub seats being located on street level, that’swhere HKS left them. These premium seatsare thoughtfully located near private clublounges and restaurants.
While the Colts only host eight to 10 gamesper year, the stadium is designed to host over200 additional events including conventions,religious gatherings, supercross races, bandfestivals, concerts, etc. The stadium will alsohost the NCAA Final Four for both men’s andwomen’s basketball games.
To promote flexibility and improve site lines,the design team incorporated articulatingseating that can be mechanically raised forbasketball and lowered for a football setting.“We also have retractable and removable stadium platforms that create infill for theFinal Four,” said John Hutchings, project manager, HKS, Inc. “Instead of a typical endzone design, we will run the court parallel withthe football field, incorporating all of the premium suites and amenities.”
More than 45,000 square feet of additionalspace is earmarked to accommodate NCAAevents. This adaptable space can be convertedfor dining, media interviews, or exhibit space.
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previous page: The sliding north window opens to views of downtownIndianapolis.
this page, top images: Football andbasketball configurations take advantage of premium seating.
this page, inset images above: The stadium’s retractable roof maximizesblimp views.
The NCAA, the Indiana Sports Corporation,and the Colts helped to make the city’s vision of a new stadium a reality. The NCAAand Indiana Sports Corporation signed a memorandum of understanding awardingIndianapolis a variety of high-profile NCAAevents through 2039 assuming the RCA Domeis substantially improved or replaced by 2010.The Colts are also in negotiations with the cityto stay in Indianapolis for 30 years.
In addition to being a good corporate citizen,the Colts are a good value, according to MarkRosentraub, PhD, Dean of Maxine GoodmanLevin College of Urban Affairs at ClevelandState University. The Colts-commissionedstudy found that the annual value of theintangible benefits of the Colts to Indiana residents is $83.9 million. It also concludedthat residents believe the Colts make a criticalcontribution to the state’s identity and pride.
“You can somewhat put a dollar amount onthe economic development generated from a sports team – but you can’t evaluate the intangible portion of building a new stadium,”said Klipsch. “However, it is easy to demonstrate economic decline when a teamleaves the city.”
“We feel that the addition of an NFL team provides unmatched exposure for any city,”said Indianapolis Colts senior executive vicepresident, Pete Ward. “The Colts brand andfranchise is well recognized not just in thestate but throughout the region. We want tocelebrate this by designing an extraordinaryfacility that will reflect our rich football history in Indiana as well as the NFL’s roots inthe Midwest.”
The stadium project is targeted to breakground in the fall of 2005 with an August 2008opening date.
The apex – hosting a Super Bowl.“Indianapolis would likely bid for the opportunity to host a Super Bowl in the newvenue,” said Klipsch. “If Indianapolis is awarded a Super Bowl, it would become one of a small, select group of cities to host the prestigious event. That – and, of course, a Super Bowl win – would be a victory for Indianapolis.”
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TAKING ONE OF THE NATION'S LARGEST RETAILERS TO THE TOP
REINVENTING
David Edmondson joined RadioShack in 1994 as vicepresident of marketing. His leadership impact wasimmediate, powerful, and positive. He began buildinginnovative marketing programs that energizedRadioShack. He reintroduced America to the companyby letting them know that “You've Got Questions …We've Got Answers.” His marketing savvy earned himthe title of “one of the top marketers in the country” byAdvertising Age magazine.
It didn't take long for senior leadership to notice hishigh-energy management style and innate ability toestablish and maintain long-term and mutually-beneficial business partnerships. In 1995, he was promoted to senior vice president of marketing andadvertising. He became executive vice president andchief officer just three years later. In January 2005,RadioShack's board of directors selected Edmondsonas chief executive officer.
Today, he is the driving force behind the implementa-tion of the company's solutions strategy – namely, todominate cost-effective solutions to meet everyone'sroutine electronics needs and families' distinct electronics wants. He continues to modernize andstreamline RadioShack by improving its efficiency andeffectiveness. He has also played a key role in formulating strategic alliances with Sprint, Hewlett-Packard, Cingular Wireless, and SAM'S CLUB.
HKS: Can you discuss the transformation thatRadioShack is undergoing as a company?“RadioShack is a very good company and has been avery good company for a long time. However, our ultimate goal is to become a truly great company.Achieving that goal requires a relentless focus on thecustomer. We realize that customers in different
locations have different needs and wants. Today, weare developing a customized assortment of productsbased on neighborhood. We want to accommodatetheir specific needs and thereby provide the best service to our customers. We are also strengtheningthe training of our people who operate the stores –improving how they interact with customers. And,finally, we are changing the store environment to bebrighter, less cluttered, more appealing to the eye, andeasier to locate the exact item that you are looking for.By the end of this year, 1,000 stores – or 20 percent ofour network - will be completely remodeled.”
HKS: What are some of the exciting products thatyou have in your stores now?“You'll see new products this holiday season. We'reintroducing a high-tech modeling product called VexRobotics. We developed Vex to teach math and science to high school students. In fact, students actually used the product to create a robot that helpedus cut the ribbon at our StoreOne opening this year.Cinego, an instant theater projector featuring TexasInstruments' proprietary Digital Light Processing (DLP)technology, is another new product at RadioShack.This all-in-one video projector, progressive-scan DVDplayer, and theater-like sound system unit – which isabout the size of a New York phone book – allows digital quality projection indoors and outdoors. For$1,299, there isn't a product on the market like it for the price. We are also introducing a new, comprehensive line of Apple products.
In addition, we just signed a 10-year agreement withCingular and extended our Sprint agreement foranother 11 years. This brings RadioShack front andcenter in high-tech CDMA, GSM, and iDEN wirelessnetwork platforms.”
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D avid Edmondson, president and chief executive officer of RadioShack, believes
that positive leadership creates outstanding results. He demonstrates that commitment
by helping a work force of 40,000-plus feel empowered to dothe right thing for customers and shareholders.
HKS: How do you differentiate yourselves fromcompetitors such as Best Buy and Circuit City?What sets you apart from others?“Our biggest asset is our multitude of convenient storelocations. Approximately 94 percent of all Americanseither live or work about five minutes away from aRadioShack store. We also offer an intimate, customer-focused environment to ensure that the customerfinds the right product, at the right price, and at theright store. When you walk into our stores, you won'tbe among 100 people. Our customers typically call us,'their RadioShack.' We've also found that people connect extremely well with our store teams. Forexample, when you have a problem, you can call Bill atyour RadioShack and he will take the time to help you.That's the difference between our business model andthat of other big-box retailers. They have to sell large-ticket items to make aprofit. Our averagetransaction is $35. Acustomer typicallystops by to pick up convenience items suchas a cable, connector, ora wire. If they are interested in purchasinga cell phone at the sametime, that's great. Butour strengths are helpful service, know-ledge, convenience, andreliability.”
HKS: What isStoreOne, your newconcept store?“StoreOne offers an incredible experience to visitors,but even more importantly, it provides valuableinsights that enable us to strengthen our people,processes, and product offerings for the benefit of ourcustomers. While product selection is quite similar towhat we have online or through your local store, theenvironment is vastly different. Through the store's RFbadge identification system, we are able to track howpeople shop and even how long people look at theproducts. This will provide helpful data to determinewhether or not to produce a particular item for massconsumption. It's a great testing ground that allows us
to learn about consumer needs and wants and thenimplement those findings systems-wide.”
HKS: What is RadioShack's business philosophy?“RadioShack is about connecting with people, technol-ogy, and convenience. Philosophically, we've alwaysbeen about helping Americans by providing access totechnology and assistance to effectively use it. Unlikesome businesses, we're not trying to reach a specific segment of the market. We want to reach allAmericans - from Manhattan, New York to Boseman,Montana - whether they shop in suburban, urban, orrural areas.”
HKS: What is your management philosophy?“I believe that you shouldnever forget where youcame from. My grand-father was a truck driverand my father was a soldier. I know thatbecoming CEO of one ofthe largest companies inAmerica could not havehappened in many otherparts of the world. I'mwell aware that it is aprivilege to beRadioShack's leader. Ibelieve that everyone inthe company providesvalue and importanceand should be treatedwith dignity and respect.
That doesn't mean that we don't have a hierarchicaldecision-making process or levels of management.What makes us different is that we are a performance-based organization. Your value is based on your performance rather than your job title. We rewardemployees through raises, additional responsibility,and rewards and recognition programs that supportstellar performance. We want people to work in anenergetic team environment and contribute to theoverall viability of the company. I don't believe inentitlements. You earn your job every single day.Those who don't fit in with this culture and work philosophy are simply promoted to customer.”
“...we are able to track howpeople shop and even howlong people look at theproducts. This provide(s)helpful data to determinewhether or not to producea particular item for massconsumption.”
23
very employeeenters through one entrance that we call‘Main Street.’ This allows everyone to interactand get to know each other – even thoughthey might work in different departments.”
24
HKS: Does the design of your new headquarterscampus reflect this philosophy?“Like our management philosophy, our building is veryopen and inviting. In our prior headquarters, we had23 entrances. Today, every employee enters throughone entrance that we call 'Main Street.' This allowseveryone to interact and get to know each other – eventhough they might work in different departments. Asyou walk around the building, it is amazing to see howthe work environment creates excitement and pride.This morning, for example, we had a Beatles tributeband on 'Main Street' to kick off our United Way campaign. We held a bingo match during lunch in theRiverfront Café. You can walk down the hallway andsee people smiling. Employees also really enjoy all ofthe free coffee bars on every floor, amenities like casual work spaces, and the full-service café. If youcome in on a Sunday afternoon, you'll see employeestouring their families and relatives through the building. It speaks to a new, less formal, more interactive and productive work style. And that's whatwe're all about these days.”
HKS: Why did you choose to maintain your corporate headquarters in Fort Worth?“Our desire was to stay in Fort Worth. Our roots arehere and we know that Fort Worth is a great community. RadioShack had the opportunity to dosomething truly fantastic for the downtown area. Wehappened to own 23 riverfront acres and had theopportunity to purchase 22 acres around the nearbybluffs. It's not often that a company has access to 45acres of continuous property in a downtown area todevelop a corporate headquarters. We also hadunprecedented cooperation with the City of FortWorth. The end result is a win-win situation for everyone involved.”
HKS: What have been some of your proudestmoments with RadioShack?“I am very proud of the fact that 10 years ago, wesigned a long-term contract with Sprint Corporationbased on a technology that some scientists said defiedthe laws of physics and would never work. We took atremendous risk and it paid off. Recently, we celebratedour $1 billion dollar of residual income from our wireless model and signed further long-term agree-
ments with Sprint and Cingular Wireless. Of course, becoming CEO was a proud day for my family and meas well as the people who I worked with along the way.Moving into this new corporate headquarters was afive-year endeavor that I feel is a complete success.We've truly come a long way as a company and have along way to go. We can never stop evolving.”
HKS: What are your future plans for RadioShack?“We want to be a retail innovator. I believe that CEOsshould have term limits because you can lose yourability to look at your business in a fresh and inventiveway. My goal in the next decade is to makeRadioShack synonymous with technology like TheLimited is to clothing, Brinker International is torestaurants, and Walt Disney is to entertainment. Weplan on focusing on operational excellence, retail innovation, replication and acquisitions, and interna-tional expansion. We feel that these future plans willcreate a truly unique and successful company.”
HKS: How do you want to be remembered?“I hope to be someone who made a positive differencein the lives of people who worked at RadioShack. Iwould also like to be known as someone who wasbrave enough to take charge as well as give chargewhile being caring enough to actively manage people'shopes and dreams. Finally, when I leave, I hope thatpeople look back and say that he didn't lead for himself but for the people that followed him. That'svery important to me.”
Edmondson's success is mirrored by the firm's bottomline. RadioShack is one of the nation's largest retailersof consumer electronics with over $4.8 billion in annual revenues. The company operates a vast network of sales channels including nearly 7,000 company-owned and dealer stores.
However, he is acutely aware that nothing meaningfulever happens without the help, support, and hand workof others. As a leader, he continues to be committed tocreating a powerful and positive difference in the livesof RadioShack people, customers, community, andshareholders. His vision – to keep providing answersto America's many high-tech questions.
left: “Main Street” lobby and entrance
below: RadioShackCorporate Headquartersmain entrance, Fort Worth, Texas.
Offering chic, cool living
environments was one of
the goals of HKS architect
Doug Compton when he
began designing the
contemporary, mixed-use development called the Artisan. The stylish 12-story
high-rise, located in the midst of a revitalized area in northeast Fort Lauderdale, is the
inspiration of Key West Hobe Sound developers John Doyle and Paul Kozel.
“Our goal was to design a contemporary building that offers unique alternatives to typical area condominiums,” said Compton. “We wanted to speak to the vitality andvibrancy of today's younger generation by creating an open, crystalline structure withduplex loft apartments.”
The loft building is thoughtfully sited to be oriented perpendicular to the east and west,allowing its floor-to-ceiling, glass-walled sides to capture scenic canals, coastal areas,and ocean views. The building's slender east side is designed to face toward existingsingle-family residential housing.
A four-story icon, made of backlit glass and metal framework, is a welcoming andwayfinding beacon at the building's entrance – located along Federal Highway. Everyone of the units hosts generous balconies for outdoor leisure activities and enjoyment. A fourth-floor pool is located atop the entrance garage. Additional building amenities include a fitness area with sauna, media room, and 4,000-square-foot upscale
restaurant. “We incorporated a variety of interesting designexpressions into the building,” said Compton. “From our cantilevered-style pool to the entry icon, the building will be awelcome, inviting addition to the neighborhood.”
A three-story covered parking garage, located off of Federal
Highway, is available for condominium tenants. The
development also includes three contemporary townhouses. A
back-of-house approach to parking was taken for the
building's town homes, allowing residents to drive down a
service alley to an adjacent parking garage. This allows less
congestion and friendlier views to the townhouses from the
neighboring residential area.
The Artisan includes three townhouses and 42 loft condominiums ranging in price from $449,900 to $995,000.Each town home offers more than 3,200 square feet of space.The loft units range from a 1,200-square-foot, one-bedroom,1.5-bath unit to a 1,885-square-foot, three-bedroom, three-bath unit.
According to Doyle, a surge in South Florida-area owned properties took place about three years ago. “We originallypurchased the property to build a medical office building.When that did not reach fruition, turning the development into a condominium/rental community justmade sense.”
Today, the building's condominiums and town homes are
completely sold out,” he continued. “We expect to receive the
development permits in September, break ground by
Christmas, and complete the project by early 2007.”
theArtisanatLiving
27
TAKINGCAREof theHEALING
UHSBUSINESS
The healthcare system that began as one hospital in
1978 has grown into more than 100 full-service acute
care, behavioral health, ambulatory surgery, and
radiation oncology centers located throughout the
United States.
The system’s successful growth has stemmed from
the acquisition and development of hospitals located
in fast-growing cities across America. After the
system buys or builds the facilities, they develop them
into strong franchises - based on exceptional service
and effective cost control.
According to founder and president/CEO, Alan Miller,
UHS maintains one of the strongest balance sheets
in the industry. “At a time when many healthcare
operators are struggling to meet the challenges
of a changing market, UHS has recently posted
consecutive years of increased earnings from
continuing operations.”
In 2004, the company posted a net income of $169.5
million on net revenues of $3.9 billion. “UHS owes this
success to a responsive management style and a
service philosophy that is based on integrity,
competence, and compassion,” said Miller. “We are
committed to providing the lowest cost care with the
highest quality healthcare facilities to all of the
communities in which we serve.”
getting startedPrior to founding UHS, Miller served as chairman and
president of American Medicorp, until its takeover by
Humana Inc. in September of 1978. At age 35, he
became president of Medicorp, at a time when the
company’s future was uncertain. He resolved the
company’s serious financial and organizational
problems, and over the next five years, built it into one
of the most profitable healthcare companies in the
industry. This same forward thinking was applied
when he was named president and CEO of Universal
Health Services in 1978.
The first accomplishment attributed to Miller’s
leadership was the acquisition and development of
four healthcare facilities located in Florida, Texas,
California, and Nevada. “Many companies expand
by region – typically around their corporate
headquarters,” he said. “However, coming from a
national firm, I knew that we could successfully
expand nationally. Our secret was hiring a good
management group, seeking appropriate business
opportunities, and acquiring the capital needed to
make the facilities a reality.”
Another savvy move had to do with the creation
of a unique design and construction department.
Just like the organization, the group is run with
little bureaucracy and numerous opportunities to
continuously streamline and improve processes.
“We learned to work together to create high-quality,
low-cost architecture through a method that begins
with operational planning,” said Don Pyskacek,
assistant vice president, design and construction,
UHS. “Before we design, we look at the area’s
demographics, the culture, the types of patients
served, the severity of illnesses in that part of the
country, etc. None of the UHS designs are cookie
cutter. However, certain parameters and principles are
continuous. You won’t find two UHS facilities that are
exact replicas.”
The healthcare provider targets areas or existing
hospitals where they could improve or expand upon
their services to benefit the community. Some of its
early successes in the 70s and early 80s included the
acquisition of Valley Hospital Medical Center in Las
Vegas, Nevada and five hospitals, two in Chicago and
three in Washington State, purchased from the
Steward Foundation. In 1983, UHS acquired Qualicare,
Inc. which added 11 acute-care and four psychiatric
facilities to its list of facilities in addition to new
facilities in Nevada, Louisiana, Arkansas, Michigan,
and Georgia.
Universal Health Services (UHS) knows how to create a successful, sound business that is dedicated to the
art of healing.
30
In the late 80s, a vast number of hospitals
began to close due to financial difficulties.
Universal Health Services continued to grow
geographically and in revenues – with first
quarter net earnings up $1.1 million.
Boosting its vast behavioral health portfolio,
the healthcare provider opened Two Rivers
Psychiatric Hospital in Kansas City, Missouri,
Glen Oaks Hospital in Greenville, Texas, River
Crest Hospital in San Angelo, Texas in
addition to acquiring La Amistad Psychiatric
Treatment Facility in Maitland, Florida,
and Chalmette Medical Center in Chalmette,
Louisiana.
the trendsThe 90s served as a platform for steady
growth for Universal Health Services – with 22
new developments or acquisitions expanding
outreach to Massachusetts, South Carolina,
Illinois, Indiana, Washington DC, and
Puerto Rico.
Healthcare trends, such as
centers of excellence, served
as the basis of many health-
care designs in the decade.
Wellington Cancer Center, an
award-winning project, was
designed to create a peaceful
setting for cancer patients.
At the same time, trends in
professional office buildings
continued to change to adapt
to new reimbursement systems in the 90s.
Universal Health Services shaped the indus-
try with the inclusion of a number of medical
office buildings including the Auburn Medical
Office Building in Auburn, Washington and
the Medical Office Building at Doctor’s
Hospital in Hollywood, Florida.
“We have found that medical office buildings
serve as a necessary adjunct business to a
community hospital as the population ages,”
said Miller. “Most are necessary in supporting
the basic business. They serve as the roof to
the healthcare house.”
more expansionIn 1992, the healthcare provider took a
step outside of its typical business plan –
defined by fast-growing suburban areas – to
acquire downtown Washington DC’s The
George Washington University Hospital.
According to Jay Hornung, director of design
and construction, UHS jumped at the chance
to work with one of the most prestigious
hospitals in the country. The replacement
facility, constructed in 2002, is a premiere
healthcare facility, designed specifically to
meet the high-tech needs of its clientele. It
serves the President of the United States and
Congress, when in session.
Today, UHS has expanded throughout the
United States with a number of targeted
high-growth areas. South Texas has seen
rapid expansion in the past 10 years with
more than 27 projects completed or under-
way. Numerous projects are also underway in
Nevada, Florida, and California.
construction creativityUHS’ cost per bed – versus the national
average – is lower than any healthcare system
in the United States. To accomplish this, the
healthcare system employs a number of
honed construction methods to save time
and costs.
UHS develops solid, long-lasting relationships
with its architects and engineers – including
a 20-plus-year relationship with HKS –
in addition to in-house medical equipment
planners. “Given the strength of these
individuals and a full-time UHS design/
construction staff, we are able to produce
air-tight documents for bid to pre-qualified
contractors – reducing change orders, errors
and omissions, and additional services,”
said Hornung.
Noel Barrick, AIA, HKS principal-in-charge
of UHS projects said, “the team designs
high-quality, low-cost architecture by
investigating architectural, structural, civil,
and MEP options. We simplify the project’s
structural system minimizing costly
formwork allowing them to be constructed
quickly. Working with our engineers, the
team also compartmentalizes the mechanical
distribution system. These items reduce
construction material and labor costs as well
as construction time, allowing UHS to occupy
the facility early.”
“We think before and as we design,” said
Pyskacek. “For example, we wouldn’t design a
facility with a decorative piece of marble in
every bathroom if that were the only use of
that trade. That one aesthetic element could
set us back months on our schedule because
we would have to basically wait for one trade.
Instead, we investigate other materials that
are equally as functional and good-looking to
do the job.”
The task of working with user groups has also
been streamlined. “Typically, the hospital
a decade of successPage 28: The George WashingtonUniversity Hospital, Washington, DC; below: Wellington Cancer Center,West Palm Beach, Florida; right: Auburn Medical OfficeBuilding, Auburn, Washington
operations people mandate the design
working with various user groups from
project start to opening,” he said. “We work
directly with the administrative staff and
users, guided by the community, to develop a
design that meets everyone’s needs. During
the early design presentations, we ask ‘what
won’t work?’ At that point, we evaluate input
and develop a design that receives final
sign off at design development – not the
construction document phase or, worse yet,
during construction.” Lessons learned also
provide a means of improving the healthcare
environment. The group conducts post-
occupancy reviews at six, 12, and 18 months
and continuously shares the information
with its internal staff as well as close-knit
architects and engineers.
Most recently, UHS created a new corporate
subsidiary to make the most of its unique
design and construction capabilities, UHS
Building Solutions. Viewing its solid success
in building better quality hospitals at a lower
cost as a major competitive advantage, UHS
offers design and construction services to
other hospital systems.
a new dayNow in its 27th year of operation, UHS is
operating 82 facilities in 22 states and the
District of Columbia. Currently, UHS oversees
an estimated 48 acute care hospitals with
more than 6,250 beds, 20 ambulatory surgery
and radiation oncology centers, and 45 behav-
ioral health centers with 4,400 beds – making
it the largest behavioral health provider in the
U.S. Additionally, the company currently has
90 renovation and addition projects.
“While some markets fluctuate
in activity, healthcare is steady,”
said Pyskacek. “A major factor in
continued design/construction
opportunities is the constant
change in technology. All of our
new hospitals are designed to
incorporate wireless technology.
We’re retrofitting our older
facilities. Healthcare equipment
is also always changing. In many
cases, the new equipment has
new physical requirements –
requiring a move or renovation.”
“Continued growth is in Universal Health
Services’ strategic plan,” said Miller. “We will
continue to face the future with optimism –
trusting in our strength, experience, and
foresight to chart a successful course.”
31
Trust the Advice;Experience the Value.Trust the Advice;Experience the Value.
CONSULTANTS IN:• MEDICAL
COMMUNICATIONS
• SECURITY
• TECHNOLOGY
• AUDIO-VISUAL
EDI, Ltd.ATLANTA - SEATTLE770.956.7000 www.ediltd.com [email protected]
Alan B. MillerPresident and CEO
Don PyskacekAssistant Vice President of
Design & Construction
Jay HornungDirector of Design &
Construction
Alan B. Miller, the founder of Universal Health
Services, Inc. (UHS), combined his business
savvy with his desire to help people by
solidifying a career in the healthcare
profession. An authority on hospital
management and development, Miller served
as healthcare advisor to the Federal
Mediation and Conciliation Service and has
formulated positions on healthcare policy
that have affected major national legislation.
Miller's accomplishments are many and
highly regarded in the healthcare industry
including recently receiving the first
“Lifetime Achievement Award” from the
Federation of American Health Systems, “CEO
of the Year for Health Service Industry” from
the Financial World Magazine, and being
listed in Modern Healthcare magazine as one of
the “100 Most Powerful People in Healthcare.”
Don Pyskacek’s passion for healthcare
architecture goes back more than 45 years.
He was one of the first architects in the
country to focus solely on healthcare
architecture – opening his own practice in
1958. With the knowledge gained through his
own practice, design work as well as
experience with other high-profile, Chicago-
based firms, he joined UHS in 1982 as founder
and director of the design and construction
department. He has since been promoted
to assistant vice president of design and
construction. According to Pyskacek, his
greatest satisfaction is working to design
aesthetically-pleasing, functional facilities
that meet the criteria of the people they
are intended to serve – patients, families,
and staff.
Jay Hornung grew up knowing that the
healthcare industry was of interest to him, in
part, due to the fact that his mother was a
nurse. While earning his bachelor’s degree in
business administration from Temple
University – after a two-year stint at the
school of architecture – he joined Franciscan
Health Systems, a non-profit healthcare
system located outside of Philadelphia,
where he worked his way up the ranks. He
has been with Universal Health Services for
10 years, serving today as the director of
design and construction. He manages an
11-person staff responsible for more than
$300 million in construction annually.
32
“...committed to providing the lowest costcare with the highest quality healthcare facilities
to all of the communities in which we serve.”
35
Proud to be part of the HKS Team!AMERICAN TERRAZZO COMPANY
972.272.8084309 Gold Street • Garland, Texas 75042 • Fax: 972.276.4736
A M E R I C A N
T E R R A Z Z O
36
Charles M. Salter Associates, Inc.t: 415.397.0442 f: 415.397.0454 www.cmsalter.com [email protected] C
onsu
ltant
s in
Aco
ustic
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udio
visu
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yste
m D
esig
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ecom
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After fifteen years of successful collaboration, Charles M. Salter Associateswould like to welcome HKS to San Francisco
Portside CondominiumsLetterman Digital Arts CenterW Hotel HollywoodWilshire Club View ResidencesTemple Lofts
Pacific PlaceCondominiums
CSA has worked with HKS on the following projects:
38
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39
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Celebrating 25 Years of Structural Engineering Integrity
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