PDC Blog

PDC Midwest, Inc. Hires New Design Associate

Wed, 02 May 2012 13:35:58 -0500

Hartland, WI – Today PDC Midwest, Inc. announced its recent hire of Michael S. Fortuna, Assoc. AIA, LEED GA as a new Design Associate.

Michael will be responsible for the pre-planning analysis for future projects identifying critical development components prior to project kick-offs.

Michael previously operated a design firm where he worked on a variety of residential and small commercial building projects. His emphasis on Green Architecture and Sustainable Design garnered him as a reputable consultant. He has taught professional courses in Architecture and Construction Management.

Michael graduated with a Masters in Architecture from the University of Wisconsin-Milwaukee School of Architecture and Urban Planning where he also received his Bachelors of Architectural Studies.

PDC has over 40 professionals with diverse backgrounds in the senior care and healthcare markets.

The firm’s headquarters reside in Hartland, WI. PDC Midwest Inc., is an architect and engineer owned professional services firm that specializes in the design/build of senior living, healthcare and commercial facilities. PDC’s specialization in the development of healthcare, elderly care and biotechnology manufacturing facilities includes nationwide experience and has resulted in the development of several million square feet of projects in forty five states; including Canada, Puerto Rico, Brazil, China, Russia, Germany and Mexico.

Planning in Health Care Facilities - Five Planning Dynamics to Consider

Tue, 01 May 2012 12:31:00 -0500

When planning a new health care facility, in today’s changing health care environment, there are five dynamic factors that can potentially make or break a project. In the ‘new normal’, created by the current reform and economy, Providers are expected to deliver and provide greater patient quality outcomes for less financial reimbursement. This creates major challenges for Providers; however well executed planning can mitigate these challenges. Proper planning, executed at the earliest stages of facility consideration, will provide the least expensive solutions while offering the most profound impact on facility development.

The opportunity for success greatly increases when these five dynamics are addressed during the planning phase of a project.

1. Perceptive Scheduling-Generating revenue, sooner rather than later, while providing the highest quality of patient care possible is the ultimate goal when developing a schedule. Proper planning is intended to identify any obstacles in a project schedule, and provide a solution to eliminate them. Making changes during planning is the least expensive and most promising for the efficient execution of the schedule.

2. Project Cost Controls-The earlier the problems are identified and resolved the less expensive it is to take corrective action.The planning process represents the greatest window of opportunity to identify, establish, test and make corrections. There are two primary manifestations of well-executed planning. First, it provides a realistic and specific cost-controlled development process, preempting cost-overruns; secondly, it identifies goals and objectives for the design and construction within pre-determined parameters.

3. Design Efficacy- Clearly defined objectives and goals, will result in an effective design response. Without this template created within the planning phase, a design solution becomes architecturally vague and less responsive to specific Provider needs. The purpose of design is to respond to a set of abstract conceptual issues, and translate pre-determined functional uses into spatial solutions. Too often design is incorrectly viewed as the identification process of problems to be solved rather than in its purest form of response. It is the objectives and goals determined during the crucial planning phase that set the boundaries for the design.

4. Cultural Translation- Proper identification of a Provider’s culture, during the planning phase, translates their efficiencies in operations, systematic activities or particular methods of patient care and any underlying, foundational beliefs into a synergistic design. Identifying the culture during the planning phase provides the best opportunity to strengthen and establish the Provider’s current culture within the new development.

5. Viable Quality of Care-Providing quality patient care outcomes within a viable business model is one of the biggest challenges Providers face today. Typically, improving business efficiencies and increasing patient quality outcomes are opposing demands. Effective planning that identifies a balanced solution will prove to be the most successful. An experienced health care planner will continuously test planning efforts against this paradox of demands in order to determine the best solution for the Provider’s specific needs.

Health care facility planning is a combination of science, art and experience. There are many approaches and methodologies that are used by planners as tools to create relevant solutions. Some are more effective than others, but none of the approaches can replace planning experience.

To speak with someone further about the benefits of planning within the development process, please contact Wade Taylor, AIA at wtaylor@PDCmidwest.com or 262-367-7770.

Return to the Time Honored Design/Build Approach

Wed, 28 Mar 2012 10:16:00 -0500

When the citizens of classical Greece envisioned their great temples, public buildings and civil works, Master Builders were engaged to both design and construct these monumental structures. Master Builders accepted full responsibility for integrating conceptual designs with functional performance. To assume anything less than complete accountability for delivering a project was unthinkable. Enduring structures such as the Parthenon and the Theatre of Dionysus are testimony to an age and a process that are greatly admired, though the process has been virtually abandoned by modern designers and constructors. Today, however, there is a resurgence of the master builder’s approach in project delivery that centers responsibility with one entity and offers Owner’s better control of design content and corresponding cost.

By selecting a fully-integrated design/build firm you have Single Source of Responsibility with a team of professionals that interact daily. There is a single obligation for understanding and meeting the Owner’s expectations by a “Master Builder”.

Communications are improved between the planning, design and construction phases of your project. The relationship between Owner and Designer continues throughout the life of the project. With one responsible party for both design and construction activities, there is a clear and unencumbered line of communication between Owner and Design/Builder from start through finish.

Owner’s save time. A schedule, or work plan, driven process begins with the end in mind. This “holistic” approach to project delivery avoids wasting time through multiple contractor objectives.

Owner’s experience cost savings. A more efficient and effective process saves time. Time savings translates into less management and lost opportunity costs.

Involving construction experts throughout the design phase saves significant time and dollars. Designs are always accompanied by a construction professional’s assurance that the specific design feature can be executed in a timely, cost effective manner.

Early value engineering accelerates project delivery while reducing errors. Cost savings alternatives are developed during design and bidding by a team of design and construction professionals.

Owners take on less liability when they select a design/build firm. Since the adversarial relationships of the conventional delivery process are removed, disputes are substantially reduced minimizing potential for claims and damages.

Design/Build results in less change orders. The scope of the work is fully communicated between two parties reducing work forgotten due to communications lapses. Change orders are reduced to scope increase requested by the Owner.

Design/Build delivery results in less owner administrative time. The Owner does not waste time communicating, coordinating, or arbitrating between unrelated Design and Construction parties. The single source of responsibility provides the Owner better project control.

During the past decade the use of and interest in design/build in the United States has greatly accelerated, making this delivery method one of the most significant and expanding trends in the design and construction industry. According to the American Institute of Architects, “Design/Build is attracting a lot of attention, because owners are finding it attractive for complex and unusual projects, and because it eliminates some of the major seams in getting a project built.”

To speak with someone further about the benefits of a design/build delivery method on your next project, please contact Bob Gummer at rgummer@PDCmidwest.com or 262.367.7772.

Sensory Design 5 – Unlocking a Memory SD5©, or Sensory Design...

Tue, 13 Mar 2012 14:05:00 -0500

Conceptual Country Kitchen

Appealing to the Sense of Smell

Conceputual Discovery Courtyard

Memories of Previous Eras

Conceptual Floor Plan

Sensory Design 5 – Unlocking a Memory

SD5©, or Sensory Design 5, is a user-focused, design philosophy meant to stimulate and engage all five senses; sight, smell, sound, taste and touch, specifically within the health and senior care markets. By integrating SD5 throughout a senior care campus or other health care solution facility the user’s senses are stimulated which creates an understanding of the environment around them. Depending upon previous perceptions of certain stimuli, mental representations are formed providing the user with an extraordinary opportunity of unlocking or enhancing a memory. From the core of the building to the landscape surround, the proper application of SD5 has the ability to enrich the environment giving the user an enhanced sensory experience while creating emotional pleasure.

The components that make up a Memory Care or Senior Care Campus which offer the opportunity of infusing the SD5 design philosophy include a vestibule, living room, a resident café, resident gallery, covered garden, community club room, a country kitchen, spa, discovery courtyard, and backyard courtyard.

The Resident Café, where resident involvement and family participation are encouraged, is one of the most significant spaces that have the potential to unlock or enhance a memory weather it’s baking cookies with your daughter or preparing and smelling a special meal the resident use to prepare for their own family. The Living Room offers back ground music of varying musical style and form inviting the resident to indulge in an enjoyable recollection of past events. Further SD5 components can be applied in the Multifunctional Club Room. These rooms provide space for not only new activity experiences, but to aid in the recall of past experiences or previous hobbies. The Discovery Courtyard can enliven the senses as well and offers residents the opportunity to plant and enjoy sensory gardens. Often times plants and other design elements are selected with intentions of providing a fragrance garden while others may focus on several senses.

There are hundreds of elements to take into consideration when designing a comfortable and effective senior living community or other health care solution facility. To speak with an SD5 expert, please contact Nancy Mooney, Allied ASID at nmooney@pdcmidwest.com or Amy Schoenemann, AIA at aschoenemann@pdcmidwest.com.

PDC Midwest, Inc. Hires New Construction Manager

Tue, 13 Mar 2012 12:09:00 -0500

PDC Midwest, Inc. announced that Thomas W. Abel has joined the firm as construction manager. Tom will be responsible for on site management of construction projects throughout the United States.

Tom has been a project superintendent for several area construction firms. Tom brings over 25 years of experience in the construction industry to PDC. Tom will work with the firms Project Managers and the Vice President of Construction, Dennis Spindler.

Tom graduated from the University of Stevens Point, Stevens Point, WI with a Bachelor of Science degree in Business Administration.

PDC Midwest, Inc. Hires New Interior Design Associate

Tue, 13 Mar 2012 12:04:00 -0500

PDC Midwest, Inc. announced today that Lana L. Bates has joined the firm as Interior Design Associate. Lana will be responsible for assisting the interior design department and will work directly with the firm’s Senior Interior Designer, Nancy Mooney.

Lana was previously employed at an area interior finishes supplier firm. Lana is a University of Wisconsin- Madison graduate with a Bachelor of Science degree in Interior Design.

PDC Midwest, Inc. Hires New Assistant Project Manager

Tue, 13 Mar 2012 11:59:00 -0500

PDC Midwest, Inc. announced today that Robert J Olin has joined the firm as Assistant Project Manager. Bob will work with the construction team and will report directly to the VP of Construction, Dennis Spindler.

Bob was previously employed as Project Engineer for one of the area’s general contractors, and prior to that worked for a family-owned carpentry contractor.

Bob graduated from the University of Wisconsin-Platteville with a Bachelor’s of Science in Construction Management.

PDC has over 40 professionals with diverse backgrounds in the senior care and healthcare markets. The firm’s headquarters reside in Hartland, WI.

PDC Midwest Receives Construction Award Hartland, WI...

Fri, 17 Feb 2012 11:24:00 -0600

PDC Midwest Receives Construction Award

Hartland, WI –Associated Builders & Contractors (ABC) of Wisconsin awarded PDC Midwest the Silver 2011 Projects of Distinction Award. PDC won the award for the design and construction of a 55,000 GSF radiation and medical oncology, internal medicine and diagnostic imaging center for Alpha Med Enterprise. Alpha Med Physicians Group, LLC is a multi-specialty physician group in Chicago’s southwest suburbs providing radiation and medical oncology services.

ABC of Wisconsin holds the Projects of Distinction Awards Program yearly. “Every year our judges remark on how the projects being submitted are greater than the past year. I think that is a testament to the members of ABC of Wisconsin.” says Chris Reinhart, marketing director for ABC of Wisconsin. Dennis Spindler, vice president of PDC remarked “The competition is stiff but we are honored again to receive such a great compliment for our work.”

Alpha Med Enterprises Expansion

Fri, 17 Feb 2012 11:10:00 -0600

Tinley Park, IL – Alpha Med Enterprises completed a new 55,000 outpatient cancer treatment facility in 2011. Six months after the facility opened Alpha Med experienced exceptional demand for their outpatient cancer treatment services and determined expansion was needed for additional patient services. PDC had completed the design and construction for the original medical office building and was contracted to complete the new addition.

To expedite the development schedule, Alpha Med and PDC determined that a modular shielding design would be advantageous to the function, cost and timetable. The modular shielding used less space, allowed a direct patient into the procedure room, and allowed unimpeded installation during winter months. This solution resulted in a substantial cost and time savings compared with conventional concrete construction

Construction is underway with completion expected in May 2012 without any disruption to the current cancer treatment services.

PDC Midwest Inc., is an architect and engineer owned professional services firm that specializes in the design/build of senior living, healthcare and commercial facilities. PDC’s specialization in the development of healthcare, elderly care and biotechnology manufacturing facilities includes nationwide experience and has resulted in the development of several million square feet of projects in forty five states; including Canada, Puerto Rico, Brazil, China, Russia, Germany and Mexico.

PDC Midwest, Inc. Hires New Design Associate

Wed, 15 Feb 2012 14:53:00 -0600

Hartland, WI – Today PDC Midwest, Inc. announced its recent hire of Scott Hatton as a Design Associate.

Scott will be responsible for coordination between the designer and construction through CAD drafting, 3D renderings and construction documents. He will report directly to VP of Architecture, Peter Johntson.

Scott was previously employed at another area architecture firm as a Project Manager and has over 12 years experience in architecture. Scott is also an artist, painter and designer and brings many talents to PDC Midwest.

Scott graduated from the University of Wisconsin – Milwaukee with a Bachelor of Science Architectural Studies and a minor in art.

PDC has over 40 professionals with diverse backgrounds in the senior care and healthcare markets. The firm’s headquarters reside in Hartland, WI.

PDC Midwest, Inc. Hires New Business Development Coordinator

Wed, 15 Feb 2012 14:46:00 -0600

Hartland, WI – Today PDC Midwest, Inc. announced its recent hire of Michelle A. Peterson as Business Development Coordinator.

Michelle will be responsible for the coordination of all marketing and sales activities for the firm and will report directly to the President, Bob Gummer.

Michelle was previously employed as Marketing Director for one of the area’s largest and leading municipal engineering firms, and prior to that she spent nearly ten years in marketing leadership roles for credit unions. She also worked in television broadcasting for three years.

Michelle graduated cum laude from Olivet College, Olivet, Michigan with a Bachelor of Arts degree in journalism and has attended Milwaukee Institute of Art & Design.

PDC has over 40 professionals with diverse backgrounds in the senior care and healthcare markets. The firm’s headquarters reside in Hartland, WI.

“LEAN” PLANNING IS THE KEY FOR HEALTH CARE DEVELOPMENT...

Mon, 06 Feb 2012 11:03:00 -0600

“LEAN” PLANNING IS THE KEY

FOR HEALTH CARE DEVELOPMENT EFFICIENCY & COST SAVINGS

5 Strategies for Health Care Providers

Every healthcare provider is faced with the challenges of a health care system in turmoil. There are physician shortages, reduced reimbursement and funding, increased regulatory challenges, demands for higher patient care quality and a general uneasiness about healthcare reform. If higher quality care is going to be required, but reimbursement for the services is going to be reduced: then new sources of efficiency and cost savings will need to be identified and implemented.

A significant key to higher efficiencies and cost savings is the process of Planning in the early stages of a project. This is a comprehensive Planning of all aspects of development prior to any design activities. Strong planning efforts establish the road map to guide future design and avoid inefficient redesign. By establishing “Lean” planning efforts it sets the stage for a Lean delivery process though out the life of the project.

The following chart illustrates the facility development process and the declining opportunity to influence costs as the process unfolds. Even the best of teams have to be wary of impatience and the desire to design the facility too soon; resulting in a stifling of the crucial planning process.

A new awareness and appreciation for the value of “Planning and Programming” is emerging during this recent paradigm shift in healthcare delivery. This activity should include the following five essential components:

1 Conduct a strategic evaluation of the anticipated development.

Sometimes an organization’s mission, philosophy and vision evolve and morph without interim redirection or planning. Should they be analyzed and realigned with new market forces and delivery expectations? Are your Board and Senior Management responding to current operations in a coordinated and cooperative manner that supports success? Will the anticipated development fit your organizational goals and build upon its strengths?

2 Develop a detailed development program.

Programming is a planning tool that studies a future facility’s use and quantifies its potential contents based upon that use. It is more than a list of spaces and areas. Programming is an analytical process that matches health care services strategy with functional uses that support that strategy. The methodology should remove personal opinions and replace them with logical, business based analyses. Any programming discussions that contain the phrase “I like…” indicates a personalization of the efforts and lack of strategic focus.

3 Develop a functional relationships study based upon strategy.

The physical relationship of one space to another has a major impact on the functionality and efficiency of a new development. For example, if part of a health care provider’s strategy is patient-centered delivery; should a physician’s personal preference for arranging examination rooms around their personal office prevail at the expense of patient convenience?

4 Establish evidence based best practices that match health care outcomes to design responses.

Part of a health care provider’s strategic planning should be the determination of the quality of health care outcomes expected from the new development. Reduction of patient falls, increased staff efficiency, reduction of infections, increased revenue, etc. are all strategic health care outcomes that should be identified and paired with programmatic design responses to support the intended outcomes.

5 Test the anticipated costs and financial impact of the projected development.

As the planning process takes form, realistic preliminary budgeting of the development should be created based upon prior experience and empirical data rather than ill-defined or uncategorized “safe” amounts that might be padded to satisfy personal agendas. Budgeting should include a comprehensive consideration of all hard and soft development costs that the project will incur from start to finish. A preliminary pro forma model should then be developed as a viability tool to measure the financial impact of the project as it progresses though the design process.

The assistance of an experienced health care facility developer during the planning phase is an invaluable asset to an organization’s success in determining the best cost-controlled solution to meet intended strategic goals. Please feel free to contact me to discuss how strategic facility planning can contribute to your organization’s success. I can be reached at Wtaylor@pdcmidwest.com.

A REPOSITIONING STRATEGY FOR SENIOR COMMUNITIES The current...

Fri, 03 Feb 2012 11:13:00 -0600

A REPOSITIONING STRATEGY FOR SENIOR COMMUNITIES

The current business climate for today’s senor care providers is complex and contains increasing risks. More stringent regulatory controls, increasing operating costs, staff retainage, and a seemingly unpredictable senior market are among the daily challenges facing senior management.

Attracting an emerging or shifting senior market with static, inflexible community facilities is often a source of declining occupancies and eroding revenue. A building developed 10, 20, or 30 years ago was designed to serve market expectations of that time – not today. Senior demands are constantly changing and often move away from the premises which created an older community. How can a community adapt to meet new and future senior expectations?

A successful strategy for repositioning an existing senior community is composed of seven basic phases in an integrated, market centered process.

1 Develop a Strategic Plan that answers the questions of:

Who we are?
What is our mission?
What are we doing and how?
What must change?
How do we get there?

2 If change is needed, select an Experienced Development Team and incorporate an integrated project delivery with representatives for:

Market Research, Operations, Financing, Physical Improvements

3 Market Analysis should begin the study process for executing the Strategic Plan and include:

Demographic Study, Competition Evaluations, Senior Market Attitudes
Quantification of Emerging Senior Market Demands

4 Community Planning based upon the market analysis findings would incorporate:

Experienced Design with Evidence Based Criteria
Facility Improvements to Meet Market Expectations
Enhanced Building and Site Design
Furniture and Equipment Planning
Alternatives and Future Steps

5 Determine Investment Viability with the synthesis of:

Improvement Budgets
Projected Financial Performance
Lender Search
Loan Capacity

6 Test the Market Assumptions

Present Improvement Plans to Focus Groups
Develop Select Groups for Feedback
Acquire Perceptions and Attitudes to Fine Tune Approach

7 Capture the Market Quickly

Execute Before the Competition
Finalized Design Modifications
Logical Competitive Bidding Experienced Construction
Marketing During Construction

PDC has assisted dozens of senior communities across the country with developments to protect and acquire market positions. If you would like to discuss how PDC might assist your planning efforts, please feel free to contact me directly at 262-367-7772 or email RGummer@PDCmidwest.com

PDC Midwest, Inc. Receives Construction Award Hartland, WI...

Fri, 03 Feb 2012 10:58:00 -0600

PDC Midwest, Inc. Receives Construction Award

PDC is an Architecture, Engineering, Interior Design, and Construction firm known nationally for its work in senior care communities, diagnostic imaging, cancer centers and other technology based healthcare developments.

PDC has over 40 professionals with diverse backgrounds in the senior care and healthcare markets. The firm’s headquarters reside in Hartland, WI.

PDC Midwest Inc., is an architect and engineer owned professional services firm that specializes in senior living, healthcare and commercial planning, architecture, engineering, interior design, furniture & equipment planning, and construction services.

Economic Recovery Repositioning for Senior Care Providers Every...

Fri, 03 Feb 2012 10:20:00 -0600

Economic Recovery Repositioning for Senior Care Providers

Every business is dealing with challenges from the Great Recession and senior care providers are no exception. Add the uncertainty from health care reform, declining home sales with inaccessible equity, a sluggish senior market, and most providers find themselves searching for a clearer crystal ball. Experts say that the worst is behind us and better days are ahead. While this view can be argued, it is clear that a different paradigm for senior care is emerging and planning for the future should include five key issues:

1 Conduct a strategic re-evaluation of your business.

Sometimes an organization’s mission, philosophy and vision evolve without interim redirection or planning. Should they be analyzed and aligned with new market forces and delivery expectations? Are your Board and Senior Management responding to current operations in a coordinated and cooperative manner that supports success?

2 Consider the impact of generational market shift.

The Baby Boomer’s impact to senior care during the last few years has been primarily to influence decisions of their parents. Generational shift is a dynamic, constantly changing market force that has an acute affect to providers. When will Baby Boomers become senior care users and Generation Y begin to impact decision making in your service area? Does your market’s future generational alignment match your service and facility offerings?

3 Determine if aging-In-place has emerged as a critical planning challenge.

Health acuity needs naturally increase for senior residents and an entrenched reluctance for relocation emerges gradually over time. Can your operations accommodate those needs and will your facilities comply with building codes and other regulatory requirements for higher levels of health care services?

4 Evaluate operation cost efficiencies and market competitiveness.

Operational cost efficiency is more than a temporary survival technique during recessionary times – it has become a market expectation. Are you prepared for the “less for more” expectations arising from the economic recovery? Does your business model reflect the expectations of your senior care market and are your facilities helping or hindering your efforts?

5Innovate to increase market access and revenue opportunities.

Think out-of-the-box regarding new business acquisition. Do your discharges or resident requests suggest a new business opportunity? Are you now providing free additional services that could be formally structured to enhance income? Are there diversification or expansion strategies that could both mitigate risk and offer new revenue streams?

Consulting with an experienced senior care facility developer may be of assistance at this crucial time in your organization’s planning. Please feel free to contact me, Bob Gummer at rgummer@pdcmidwest.com, to discuss how strategic facility planning can contribute to your organization’s success.

Hillview Terrace Hillview Terrace, a recently completed project...

Tue, 17 Jan 2012 00:19:00 -0600

Hillview Terrace

Hillview Terrace, a recently completed project by PDC, held their grand opening ceremony in La Crosse, Wisconsin. Over 100 guests attended the ceremony and were able to tour the senior campus. PDC provided design and architectural services for the client, La Crosse County, for a new 30-unit assisted living (RCAC).

The new 2-story, 29,000 GSF building was master planned on the existing health care campus which features an independent living building and skilled nursing facility. The assisted living community is a welcome addition providing a continuum of care within the campus grounds. The building features a community dining room and resident gathering spaces such as a solarium, club room, game room, a fitness center and spa, a salon and country store.

The project was overseen by Bob Gummer, principal and president of PDC. The project team included Chris Vecitis, Justin Marshall and Nancy Mooney. Please direct any questions about this project to info@pdcmidwest.