Rather than build-out the existing space, it was transformed into an atrium spanning the majority of the height of the project’s façade. The facility is expected to complete in March 2008. Instead of crowding the newly created space with furniture, built-in seating was selectively included, but kept to a minimum.

Durable and timeless finishes such as wood and stone wall paneling and the subtle two-toned coloring of the terrazzo floor were used in an effort to draw the visitor’s focus directly to the atrium, visible from the building’s exterior from within the main lobby and from all interior reception areas on each floor.

“In healthcare, there are always challenging restrictions on any project, and you rely on the expertise of the architect to maximize the financial limitations and provide an enhanced clinical and patient experience,” Van Benthuysen says.

Ease of access was crucial to the design of the facility, as was the use of natural light and a connection to the surrounding communities. Perkins Eastman selected nearby Central Park as the unifying theme for the architectural and interior design.

Beginning in the main entrance of the lobby, Perkins Eastman worked with photographer Victor Gaguliardi to incorporate photographs of Central Park, which provided a “less clinical and warmer environment for the patient,” Van Benthuysen notes. The photos are thematically organized to create a recognition system that helps patients and visitors familiarize themselves with the different levels of the Center for Advanced Medicine.

“The transformation of the building has been remarkable and it speaks to the creative talent of the firm whose design transformed a parking garage into a large, viable operational and research facility that has allowed us to consolidate a large portion of our outpatient programs into an aesthetically beautiful setting,” Van Benthuysen says.

“The facility is a community facility,” she continues. “It is a sophisticated medical center where neighbors go for healthcare. It has a responsibility to the community to provide exemplary healthcare in a beautiful and efficient setting.”

Talent Wars
A tight labor market for architects and interior designers is a challenge Perkins Eastman is facing head-on. “Everybody is looking for people right now,” DiMotta notes. “People are recruiting and hiring people from one another – it’s a tough market. It’s easier to find entry-level people, and more difficult to find intermediate people with five to eight years of experience.”

Not only do firms compete with each other for talent, but they are also competing with construction firms who have expanded their in-house design and architecture capabilities.

To address the talent shortage, a company committee focuses on recruitment, development and retention. The committee runs an internally staffed recruiting program, development and training programs and leadership coaching and mentoring programs. “I work closely with interior design schools mentoring and reaching out to schools and helping them critique their senior projects,” DiMotta explains. “It gives us an opportunity to be more proactive rather than reactive.

“We have a very good rapport with most of the design schools, such as the New York School of Interior Design, The Fashion Institute of Technology, New York Institute of Technology, etc.”

Sharing Knowledge
Adopting an action plan to recruit the best talent is the first of many strategies that Perkins Eastman puts in place. DiMotta says technology is helping advance the practice internally.

In mid-2002, Perkins Eastman implemented an online intranet system to better manage best practices companywide. The system, known as ORCHARD, allows the company’s 750 employees to communicate across project teams, studios, offices and practice areas.

“It’s a unique aspect of the firm,” DiMotta says. “Even before evidenced-based design in healthcare, we have always been a knowledge-based firm.”