About Us

Everyone at DRS shares the belief that thoughtful architecture can enrich lives and strengthen communities, and with every project we strive to acquire a deeper understanding of design. Our practice engages clients and specialists as partners in a collaborative effort to produce meaningful, healthy environments. The joy we experience in our work is a product of the people we meet, the institutions we learn from, the communities we support and the artful solutions we achieve together.

David W. Bostak

Senior Architect

Jon Funari

Principal

Nicole Mooney

Graduate in Architecture

Patti Weisgerber

Administrative Assistant

Rich Gazda

Senior Project Coordinator

Scott Hazlett

Principal Emeritus

Thomas J. Beatty

Project Coordinator

Tobie Nepo

Principal Emeritus

Marketing Coordinator

Michael Larche II

Senior Architect

President

DRS Architects
60th Anniversary
Newsletter by Decade

(1969-1978)

DRS Welcomes
New Senior Architect, Stephen Ponter!

DRS Dimensions
Design Considerations for Medical Imaging Departments

Architect Wes Wise featured in
MBM Contracting article

DRS Dimensions
Post-Pandemic Design Considerations for Healthcare Facilities

DRS Dimensions
Future of Higher Education

AJ Palumbo Center
Renovation Project Tour

DRS Architects 60th
Anniversary Newsletter
by Decade (2009-2019)

Ashley Solomon
Becomes a WELL
Accredited Professional

Yanet Kaplanski
Joins DRS!

Progress Made on
the New UPMC
Cooper Fieldhouse

DRS Dimensions
Designing a
Connection Within

DRS Architects
60th Anniversary
Newsletter by Decade

(1999-2008)

DRS Architects
60th Anniversary
Newsletter by Decade

(1989-1998)

When Architects
Give Back

Less is More

Beam Signing
Ceremony for the
New Dream Big Studio

New MIBG Suite
Dedication Event

DRS Architects
60th Anniversary
Newsletter by Decade

(1959-1968)

2018 Timeless Award,
AIA Pittsburgh

UPMC Cooper
Field House Unveiled

YMCA Thelma Lovette Honored
by GBA

AHN Waterworks
Outpatient Center Opens

DRS Highlighted in
Breaking Ground Magazine

UPMC Opens
the Brick
Side Eatery

Drug/Alcohol
Treatment Facility Opens

5 New Principals at DRS Architects

Master Builder Finalist

Salk Pavilion
Nominated for
MBA Award

DRS Architects Makes
Pittsburghs Magazine’s
Top 10 List

What is the
Healthcare Facility Model in 2014?

Contact

General
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412-391-4850



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David W. Bostak

Senior Architect

David Bostak is a registered architect in the State of Pennsylvania. He graduated with a Bachelor of Architecture from Virginia Polytechnic Institute and State University in 1999. David is NCARB (National Council of Architectural Registration Boards) and LEED AP accredited.

David joined DRS in 2016, and served as project architect for several important projects including the new DNA Lab Facility for the Pennsylvania State Police and numerous projects for the Federal Government.  In addition to his project work, David’s professional focus has been on implementation and use of technology in architecture and the technical aspects of detailing and construction.

Jon Funari

Principal

Jon Funari joined DRS Architects in 2013 after a career working for various firms in Pittsburgh, Arizona, and Washington DC. His portfolio of projects is diverse, and although he considers himself a generalist, his experience has an emphasis in higher education and laboratory buildings. During his career, Jon’s work has won numerous awards for design and historic preservation. He is a graduate of the University of Virginia and Arizona State University.

Nicole Mooney

Graduate in Architecture

Nicole Mooney is a graduate in architecture for DRS Architects. She graduated with a Master of Architecture from Wentworth Institute of Technology in 2017 and is an AIA Associate Member.

Since joining DRS in 2017, Nicole has worked on various healthcare and university projects, including the innovative MIBG Therapy Suite.  In addition to her project work, Nicole’s university thesis focused on urbanism and how the layout of cities can impact all areas of design.
 
Nicole enjoys sketching, photography, and exploring new places.

Patti Weisgerber

Administrative Assistant

Patti Weisgerber is the administrative assistant for DRS Architects. Patti assists the principals and architects with project documentation from startup to closeout. She is also the lead assistant for the preparation and editing of healthcare proposals and materials for the marketing department.

Patti loves to read and enjoys being a member of the DRS book club that meets once a month to discuss a variety of book selections of each member.

Rich Gazda

Senior Project Coordinator

Rich Gazda is a Senior Project Coordinator at DRS Architects with over 35 years of experience working on projects in the commercial, higher education, transportation and healthcare sectors. Notable Projects included the Allegheny Station portion of the North Shore Connector project in Pittsburgh PA, Duquesne University Student Union Atrium enclosure and Dormitory Renovations, and most recently, multiple floor renovations for the BNY Mellon Service Center and BNY Mellon Client Service Center buildings.

Rich’s attention to detail, and solid understanding of all aspects of the design and construction industry have made him a valued asset as he excels in the construction document and construction administration phases of all our projects.

Over the years Rich has personally developed skills as a welder, machinist and metal fabricator hosting weekend workshops for his peers. Rich lives with his wife of 31 years in a 130-year-old Victorian home that he and his wife have spent countless hours restoring.

Scott Hazlett

Principal Emeritus

Scott Hazlett is a principal at DRS Architects. Since graduation from Kent State University in 1981, Scott has worked primarily in healthcare design and construction while developing a wide range of solid experience from one room renovations to major facility renovations to the new construction of complete replacement hospitals.

As a project manager/medical designer, Scott approaches every design project from multiple perspectives to understand the needs of the staff who will work there, the patients and family who come there for treatment, the maintenance staff who will take care of it and the contractor who will build it. His goal is to envision each project through all of their eyes and then meld this into a single vision that meets all of their needs within a single solution. Scott is ACHA (American College of Healthcare Architects), NCARB (National Council of Architectural Registration Boards) and EDAC (Evidence-Based Design Accreditation and Certification) certified and serves as the leader for the DRS healthcare design group and the firms quality assurance group.

Thomas J. Beatty

Project Coordinator

Thomas Beatty is a Project Coordinator at DRS Architects. Thomas graduated from The Pittsburgh Technical Institute in CAD Drafting. He has over 20 years of computer aided design and building information modeling experience. Thomas’ project experience includes corporation, educational, commercial and industrial projects.

Tobie Nepo

Principal Emeritus

Tobie is an Interior Design graduate of the University of Cincinnati and a LEED AP ID+C accredited professional. As member of the DRS team for over 20 years, she has had the opportunity to lead projects in a variety of market sectors and is an advocate for sustainability within the firm. Understanding a client’s challenges and goals, and integrating their needs with her years of acquired knowledge and experience leads to successful projects that improve and support the lives of those in the spaces. Most recently, she was the Principal in Charge and Designer for the new Dream Big Studio at UPMC Children's Hospital of Pittsburgh and their Creative and Expressive Arts Therapy Suite.

An advocate for the professional development of women, she is a committee member for the Pittsburgh Chapter of WELD, Women for Economic Leadership and Development.

Marketing Coordinator

Monica is the Marketing Coordinator at DRS Architects. She graduated from San Diego State University with a degree in Business Administration / Integrated Marketing Communications.

Since graduating, she has built on her knowledge in marketing communications, digital media marketing, public relations, and proposal writing. Her most recent experience led her to the A/E/C industry where she specialized in the proposal process and continues to showcase these skills at DRS Architects.

Monica is an active member of SMPS and enjoys growing her network and knowledge at various industry events. In her spare time, Monica enjoys gardening, exploring the Pittsburgh local brewery scene with her husband, and spending time outside with her young daughter.

Michael Larche II

Senior Architect

Steve Ponter_Senior Architect

Stephen Ponter is a Senior Architect with over 30 years of professional experience in the industry. He graduated from the University of Pittsburgh, dual majoring in Architectural Studies and Computer Science. Over the course of his career, Stephen has been involved in various projects and building types including commercial, healthcare, corporate tenant fit out, industrial, high-end residential, and multi-family residential projects.

Stephen spent 18 years at Burt Hill, where he spearheaded the implementation of PC migration on every desk during the revolutionary micro computer technology era of the late 80s and early 90s. As fate would have it, Stephen’s journey to become a Registered Architect led him to sit for both the final paper and the first ever computer administered ARE® tests.

Out of the office, Stephen loves traveling with his wife. They celebrate their anniversary each year by vacationing in a new destination. At the top of his Bucket List is visiting Florence and the Tuscany region of Italy. Stephen also enjoys mountain and road biking, gardening, cooking, welding, home improvement projects, and working on anything VW.

President

Patrick Thornton is a proud graduate of Kent State Universi­ty with over thirty years of experience in the design and construction realm. Patrick has a passion for client relation­ship development and maintenance that he can demon­strate on a wide breadth of project types. Through a broad range of experience, he has developed problem-solving skills that can be applied to any market or client type, from residential to commercial, municipal to industrial. A drive to constantly improve as a professional inspired Patrick to be­come a Master Plans Examiner. Patrick is responsible for developing and maintaining rela­tionships for the organization and ensuring all brands are aligned with our core values.

DRS Architects
60th Anniversary
Newsletter by Decade

(1969-1978)

April, 2019

This year DRS Architects is celebrating 60-years of design excellence in architecture, planning and interior design. We want to share more than six decades of our history with you and thank our clients for their continued support. Please follow this link for the years spanning from 1969-1978.

DRS Welcomes
New Senior Architect, Stephen Ponter!

August, 2023

Steve Ponter_Senior Architect

DRS Architects is delighted to welcome our new Senior Architect, Stephen Ponter!

Stephen joins our team with over 30 years of professional experience in the industry. He graduated from the University of Pittsburgh, dual majoring in Architectural Studies and Computer Science. Over the course of his career, Stephen has been involved in various projects and building types including commercial, healthcare, corporate, industrial, high-end residential, and multi-family residential projects.

We are excited about the wealth of experience and expertise Stephen brings to our team, and we couldn’t be happier to have him on board.

DRS Dimensions
Design Considerations for Medical Imaging Departments

March, 2022

Design Considerations for Medical Imaging Departments

Authored by: Apoorva Juneja, Architect, AIA, EDAC

 

Healthcare facilities are continuously evolving. Recent updates in technology, research, and the global pandemic have left an impact on healthcare delivery. Current design considerations for imaging departments improve safety, security, quality, and performance in environments of care for patients and their families.

medical imaging DRS Architects

Imaging services have seen a trend towards decentralization and evolution from being organized within a central department in a hospital to being distributed throughout the health system geographic area, including outpatient facilities and physician offices. To increase efficiency and reduce travel distances for staff, similar imaging modalities and their support spaces are often grouped into clusters with shared support spaces. Workflow discussions involving separate considerations for patients, staff, and support functions are encouraged with the use of digital walk-throughs.

Collaboration is critical in the design of imaging departments, especially early in the design process when key decisions are made. Recent years have seen improved participation from a wider variety of healthcare personnel, often facilitated with the use of digital collaboration software. Radiologists, equipment vendors, imaging technicians, patients, and their families all contribute to the design that successfully meets the needs of advanced imaging technology.

New imaging equipment continues to deliver digital images faster, clearer, and more efficiently. Hybrid imaging (i.e. PET / CTs, SPECT/CTs, PET / MRIs) have become more common. The number of patients being served by shared modalities has therefore increased. This has resulted in better patient flow and a decreased number of required patient support spaces. Preventing bottlenecks or slowdowns in the patient imaging workflow has become increasingly critical in imaging departments.

The recent pandemic has demanded detailed attention to infection control considerations during design. Participation from infection control personnel in the design and consideration phases has become a regular part of user group meetings. The pandemic has also yielded explosive growth for telehealth, including teleradiology, in the last two years.

Imaging procedures are commonly stressful for patients and their families. Many imaging departments are embracing the use of positive distractions with the enthusiastic use of full-room decals, artwork, illuminated ceiling murals and music. This is particularly important in pediatric imaging facilities.

Accessibility beyond ADA & ANSI requirements has become standard practice for most imaging facilities. Utilizing larger clearances and turning radiuses allows for more comfortable patient transitions to imaging tables, improves clearances for stretchers, and allows future flexibility for equipment replacement. Additionally, many imaging departments are requesting additional accommodations for patients of size.

Imaging departments are regularly involved in the exchange of personal information between patients and staff.

Many facilities are renovating to improve visual and auditory privacy in all patient areas including check-in, patient holding, interview, and imaging spaces.

Flexibility is crucial in healthcare facilities since imaging departments are continuously growing and upgrading equipment. Early considerations in design can optimize the functional use of space, now and in the future, to provide the best outcomes for patients and their families.

Rendering credit: Midmark

 

 

Architect Wes Wise featured in
MBM Contracting article

March, 2022

Friends of MBM

Wes Wise

Senior Architect

DRS Architects

Wes grew up in Forest Hills and graduated from Woodlands Hills High School. He then went to Virginia Tech where he earned a Bachelor of Architecture degree and has been a Registered Architect in PA since 2002.  Wes is a Senior Architect at DRS Architects and specializes in healthcare. DRS Architects is a small firm with 22 employees but has a high level of expertise in many areas of design. From high-end corporate interiors and higher education / labs to sports complexes to healthcare design work. Wes and his wife Deanna have four children who are all teenagers. His two oldest are twins and will be heading to college in the Fall. When he has the time, he enjoys skiing, fishing, and photography. Wes would love to travel the world with a camera.

What do you like most about your job?

I like finding solutions that not only meet the client’s needs but exceed their expectations. A happy owner and user of a new space is the best part of my job.

What has your experience been like working with MBM on the Asbury Heights Skylights and other projects?

My experience with MBM over the years has been excellent. MBM understands the challenges of working in healthcare facilities and takes a proactive role in ensuring a project’s success. They are a true team player and are always looking after the owners’ best interests. They go above and beyond on every job.

What was the biggest challenge with the Asbury Heights Skylight project?

We were originally going to replace the skylight at Asbury Heights with a similar skylight. Through our analysis we decided that building a clerestory roof would be a better solution long term, while meeting the design intent.

Tell us three things most people don’t know about you…

I’m left-handed, I am an Eagle Scout, and this summer my son will be the fourth generation in our family to go to Philmont Scout Ranch. I’m also Charles Wesley Wise IV and my youngest son is the fifth.

Big thanks to our client, UPMC, as well as MBM Contracting and Ed Rombout Photography.

UPMC Asbury Heights

February, 2022

UPMC Cooper Fieldhouse

Go Inside Duquesne University’s Newly Renovated UPMC Cooper Fieldhouse

DRS Dimensions
Post-Pandemic Design Considerations for Healthcare Facilities

March, 2021

Post-Pandemic Design Considerations for Healthcare Facilities 

(Also found with images here.  Sources listed below.) 
Authored by: Apoorva Juneja, Architect, AIA, EDAC
Reviewed by: Wesley Wise, Senior Architect, AIA and Gretchen Zetler, NCIDQ, IIDA

 

Healthcare facilities are in a constant state of evolution. Flexibility has long been a key component of healthcare facility design due to continuously developing technologies, research, needs of patients, and needs of families. The COVID-19 pandemic has further significantly impacted the urgency and scope of healthcare design considerations.

Even before this pandemic, healthcare professionals, researchers, architects, and designers across the globe have been studying the long-term effects of pandemics on healthcare facilities. Recent events have brought those studies to the forefront and made us look at even more design factors. To expand our collective knowledge base, below are post-pandemic design considerations observed by healthcare architects and designers at DRS Architects.

Infection Prevention and Source Control
For many healthcare facilities, coordination with the infection prevention and control team is an essential part of the post-pandemic design process. As new research and technologies emerge, healthcare buildings are adapting to maximize infection transmission prevention and source control.

There is a growing body of research regarding COVID-19 and its impact on the built environment. Occupant density, airflow patterns, air filtration, and surface contact are some potential transmission vectors for infection that should be considered in the design of a hospital’s-built environment. To address the risk of occupant density, it is critical to provide adequate space and design for social distancing to prevent direct contact transmission. Due to the pandemic, universal source control masks have also been observed as common protocol within healthcare facilities to address the risk of direct contact transmission.

Telehealth is observed to be a prominent factor in reducing occupant density within facilities, maintaining continuity of care for routine check-ups, monitoring without risk of infection transmission, and allowing screening of patients who may have COVID-19 symptoms for referral as appropriate.  The post-pandemic popularity of telehealth may reduce facility sizes for outpatient centers. Fewer outpatient exam rooms and smaller outpatient waiting rooms might become common as telehealth continues to trend.

It is essential to design airflow patterns that protect patients, staff, and families from potentially transmitting aerosolized viral droplets. Post-pandemic healthcare systems require increasing isolation capacity with negatively pressurized rooms and units. Airflow patterns within operating rooms require careful consideration to protect both the patient and staff. Additional anterooms and airflow modeling can be considered to improve the patient and staff protection. In addition to utilizing increased outdoor air exchanges and higher efficiency filters in shared spaces, there are also ultraviolet light methods available for HVAC systems to filter circulating air. Ultraviolet light filters have been available for over 10 years and are commonly used in operating rooms. Indiana Regional Medical Center has utilized UV light arrays in their operating room for over 5 years. Wesley Wise, Senior Architect at DRS Architects, has observed that UV light arrays have become relatively affordable and effective over the years. Due to the pandemic, we have also observed increasing consideration for UV applications for shared hospital spaces, such as Emergency Waiting & Triage rooms.

To reduce the risk of direct and indirect surface contact transmission, disinfection protocols with highly efficient chemicals drive the need for cleanable surfaces with chemically resistant materials. Technologies utilizing UV light or sterilizing mists are increasingly being evaluated for sensitive areas to reduce transmission risk. To reduce direct surface contact, hands-free design techniques, products, and fixtures are anticipated to become standard.

Designated Treatment Units / Isolation Room Capacity
Utilizing designated treatment units to manage operations during the COVID-19 pandemic is recommended by the CDC. Emergency plans and implementation for the assigned units and circulation have been developed as a response over the past year. Designated treatment units are designed to encourage patient, staff, and equipment movement to remain within specified areas. Allocated parking, corridors, and utility rooms allow for the units, associated personnel, and associated equipment to be safely distanced from the main facility’s workflow. It is anticipated that this trend, which allows operations to be isolated from the rest of the facility, will become a long-term, post-pandemic consideration for hospitals.

In an interview DRS Architects had with Jim Beck, Senior Program Manager at Allegheny Health Network, strategies for implementing phased isolation units at Forbes Hospital were discussed. The priority is to reduce risk of contamination with planning and preparation. By developing a phased approach for isolating existing wings and floors into isolation units to keep up with anticipated surges, the hospital prepared for surge capacity beyond the hospital’s existing Intensive Care Unit. Plans and a flow diagram were developed by the hospital which could expand isolated units with independent circulation (including elevators, parking, and access) and independent support functions (including the movement of staff, supplies, and utilities) in phases at each threshold. The hospital evaluated capacity for isolation rooms daily. Based on a flow diagram, increased demand would trigger the hospital to open the next isolation unit. Fortunately, capacity within the hospital’s ICU is not threatened to date. However, this method of planning and preparation remains a vital part of the hospital’s post-pandemic efforts.

The University of Pittsburgh Medical Center (UPMC) has maintained designated treatment and testing functions where access is separate from the main traffic flow. For example, UPMC utilized a trailer on-site in Oakland to keep positive COVID cases participating in research isolated from the hospitals and facility buildings. The trailer utilized designated parking, circulation, staff, and service functions to and from the trailer.  In a testimony to the Pennsylvania Senate on May 13th 2020, Steven Shapiro, UPMC’s chief medical and scientific officer stated that, “One thing is certain: Pandemics will be part of our future, and we must be better prepared. We can’t be put in a position to have to choose between death by pathogen or death by economic shutdown.”

Re-envision Shared Spaces for Social Distancing
Staff breakrooms, nurse stations, waiting rooms, cafeterias, and other shared spaces are being re-envisioned to allow for social distancing and appropriate disinfection protocols. The pandemic has incentivized de-centralized shared spaces, and they are now configured to allow for distancing per CDC guidelines.

Re-envisioning staff spaces and maintaining a warm and friendly environment is critical. Providing relaxation spaces for staff decreases the risk of stress, anxiety, and burnout. Following social distancing guidelines established by the CDC in staff breakrooms reduces the risk of transmission, which can lead to absenteeism and put additional strain on other employees. Social distancing in staff spaces also reduces anxieties related to transmission concerns.

Reconfiguring waiting rooms, public spaces, and meeting areas is also important for reducing transmission and associated anxieties. Meeting areas for families, patients, and healthcare practitioners are now designed to maintain social distancing while allowing parties to communicate in a warm and friendly environment.

Due to the pandemic, corridors and circulation patterns in healthcare facilities are also being re-imagined. In new healthcare facilities, it is anticipated that discussions regarding separate corridors for staff, patients, and/or support services will occur early in the process and continue post-pandemic. In existing facilities, increased interest in behavior and circulation mapping is anticipated to prevent congested spaces.

Emergency Department Workflow
Pre-screening & triage for COVID-19 symptoms & facility preparedness for receiving & treating potential COVID-19 patients is observed. Many hospitals are allowing patients to wait in their cars before being called into the emergency room. In a phone interview with AHN Director, Jim Beck, it was discussed that Forbes Hospital allows patients to wait in their cars and be virtually screened for symptoms prior to entering the main patient area. If a patient presents symptoms, they are directed accordingly to minimize contact with the main flow of patients.  To minimize direct and indirect contact, it is common for emergency departments to utilize partitioned areas in waiting rooms for potentially affected patients.

Surge Capacity & Emergency Protocols
Many hospitals are continuously developing protocols for surge capacity & emergency scenarios. As stated by Mr. Beck, Forbes Hospital had developed a phased emergency plan which allowed sections of patient units to be isolated from the remainder of the facility, depending on the current surge of COVID-19 patients. Circulation and workflow were developed to minimize direct and indirect contact within these isolated spaces.

Mental Health Concerns & Design Considerations
A survey organized by Centers for Disease Control, CDC, stated that in June 2020, 40.9% of adults in the United States expressed “considerably-elevated adverse mental health conditions associated with Covid-19” Children’s mental health is also impacted by the pandemic. Many studies indicating the type of trauma and stress experienced by children can result in chronic, long-term health impacts. Therefore, increases in both short-term and long-term demand of mental health services are anticipated. Maintaining the mental health of healthcare workers is also essential, and therefore it is important for staff to have relaxation areas within healthcare facilities.

DRS Architects recently completed a TV / Radio studio and Creative and Expressive Arts Therapy (CEAT) suite at UPMC Children’s Hospital of Pittsburgh. The studio actively engages patients in the production of educational programming, games, crafts, and entertainment that can be enjoyed both from a patient’s room or within the studio. The CEAT program’s therapists provide patients and their families another form of healing through music, dance and art. The positive impact of artwork and creative communication methods for children was studied by architects, Dr. F. Vavili and A. Kyrkou in their article, “Safe Healthcare Facilities for Children and Adolescents,” which promotes positive distractions, such as artwork, to assist with healing emotional and stressful situations encountered in healthcare settings.

Personal Protective Equipment Supply Chain
At the height of the first wave, several healthcare facilities throughout the nation experienced a shortage of Personal Protective Equipment (PPE). Innovative solutions involving 3D printing were developed by healthcare facilities, designers, and local production centers to provide makeshift PPE during this time. Mask accessories, including straps to relieve pressure on the ears and provide an adjustable fit were also developed and produced. Healthcare facilities, including UPMC Presbyterian, developed 3D printing rooms within the healthcare facility to produce test swabs.

Healthcare facilities are evolving due to the COVID-19 pandemic. The urgency and scope of design considerations are significantly impacted due to the global outbreak. Providing flexibility and maintaining a current working knowledge regarding long-term effects of the pandemic is critical for healthcare professionals, researchers, architects, and designers across the globe.

This Special Edition of DRS Dimensions was written by DRS Project Architect, Apoorva Juneja, AIA  |  412.391.4850

Sources:

1. Healthcare Facilities: Managing Operations During the COVID-19 Pandemic. (n.d.). Retrieved February 01, 2021, from https://www.cdc.gov/coronavirus/2019-ncov/hcp/guidance-hcf.html
2. Using Telehealth to Expand Access to Essential Health Services during the COVID-19 Pandemic. (n.d.). Retrieved February 01, 2021, from https://www.cdc.gov/coronavirus/2019-ncov/hcp/telehealth.html
3. Santarpia, J., Rivera, D., Herrera, V., Morwitzer, M., Creager, H., Santarpia, G., Lowe, J. (2020, January 01). Aerosol and Surface Transmission Potential of SARS-CoV-2. Retrieved February 01, 2021, from https://www.medrxiv.org/content/10.1101/2020.03.23.20039446v3
4. Wise, W. (2020, October 23). Post-Pandemic Design Considerations for Healthcare Facilities [Phone interview].
5. Beck, J. (2020, October 23). Post-Pandemic Design Considerations for Healthcare Facilities [Phone interview].
6. May 13, 2. (2020, May 13). Drs. Yealy and Shapiro Share COVID-19 Insights with State Senate Committees. Retrieved February 01, 2021, from https://inside.upmc.com/yealy-shapiro-senate-testimony/
7. Is the Country Experiencing a Mental Health Pandemic? (n.d.). Retrieved February 01, 2021, from https://www.psychiatrictimes.com/view/are-we-really-witnessing-mental-health-pandemic
8. Harris, N., Easing the long-term stress-related toll of Covid-19 on children. Retrieved February 01, 2021, from https://www.statnews.com/2020/08/04/children-long-term-stress-related-costs-COVID-19/
9. Vavili F and Kyrkou A., Safe Healthcare Facilities for Children and Adolescents
10. August 12, 2. (2020, August 11). Made by UPMC: 3D Solutions to COVID-19 Challenges. Retrieved February 01, 2021, from https://inside.upmc.com/made-by-upmc-swabs/

DRS Dimensions
Future of Higher Education

September, 2020

Moving Forward- What Does the Future of Higher Education Look Like?

Even before the long-term effects of this crisis take hold, our practice has been speculating about changes to the various markets in which our clients compete. We’ve been active in a variety of sectors, and each market seems to face a host of challenges, but I’d like to focus on possible trends and solutions affecting the higher education market. In our 60-year history, DRS has been fortunate to have worked with most of the colleges and universities in our region and we’ve recently felt an acute responsibility to think deeply about the difficulties our clients may face as they respond to myriad threats to their finances, pedagogy, operations and traditions.

As they rapidly responded to this health threat, universities were forced to implement radical changes to the way they deliver services to students, including not only instruction, but housing, nutrition, healthcare, transportation, etc. Moving forward, a priority must be to develop the infrastructure and protocols for the uninterrupted delivery of student services with minimal loss of effectiveness. Certainly, issues related to future revenue, asset assessment / allocation, department consolidation, resource sharing and remote learning which we have tackled for years as university master planners, have acquired new meaning in recent days. We’ve been working with several of our clients to triage the options available to them in terms of feasibility of implementation – immediate priorities, near-future essentials and long-term necessities.

Planning for the future means predicting trends that may affect the higher education market. The reform of higher education trends to arrest and reverse costs that have been escalating out of control has been a strategic priority for most university administrations in recent years. While the present restructuring necessitated by the Covid crisis has precipitated spontaneous innovation, in many cases changes in practice are an acceleration of a long-anticipated reformation. The specific choices an institution will make moving forward will certainly depend upon its particular niche in the market. Among the possible general trends affecting our clients’ future decisions may be the following:

Student Demographic Shifts

The continuity of the academic year can no longer be taken for granted. As institutions focus on the uninterrupted delivery of services, students are re-evaluating on-campus residency and the proximity of their college to their parents’ homes. Colleges will have to assess their capability to provide student services, particularly transportation, housing and nutrition, when health threats emerge. Limitations on campus assets and financial resources may demand that colleges shift their traditional recruitment strategies. For instance, if a university lacks sufficient space to safely house students in private dorm rooms, they may choose to recruit a greater percentage of commuting students. Easing demand for dorm space might allow existing dormitory capacity to accommodate a less concentrated resident student population. As schools make these adjustments, we may find that colleges become more community-based, as location limits the size of those preferring the on-campus instruction model.

It will be interesting to see how shrinking recruitment radiuses interact with another predicted trend: curriculum reform and consolidation. While the density of state college campuses in our region suggests that specialization of curricula would be systemically efficient, a specialized faculty may not be compatible with the more narrowly prescribed recruitment boundaries prompted by new health concerns. Recent legislation affecting the PASSHE system will undoubtedly address balancing curriculum consolidation and geographic range as the system reorganizes.

Interestingly, pre-Covid thinking may have assumed larger, remotely situated campuses with extensive facilities inventories were disadvantaged relative to their counterparts located in more densely populated, urban environments. Frequently, such campuses have been viewed as less efficient to operate and less attractive to prospective students. This Fall, however, certain rural campuses are finding institutional isolation can be a powerful asset – an effective alternative or complement to personal distancing. Isolated campuses may be better equipped to rigorously screen and effectively sequester a student body for the duration of an entire semester. If a high degree of vigilance can be maintained by the entire campus community, these institutions may be able to adhere most closely to their traditions. Therefore, certain attributes of rural campuses, very recently considered liabilities, are suddenly re-acquiring their value.

Faculty Changes and College Stratification

The higher education workforce may change dramatically as a result of this sudden shift to remote learning. Think of how newspaper and music publishing has been affected by on-line consumer trends. Imagine gifted professors suddenly being accessible to many more students. This successful and popular group may want to be syndicated like journalists or recording artists. Talented instructors will acquire new value in a changed higher education economy. Universities might act as agents for faculty, marketing their exclusive talent, or they will aggregate teaching talent from multiple sources, repackaging it for delivery. Alliances will grow between universities that pool instructional talent and lecture content will become increasingly proprietary.

Faculty and curricula reform will broaden the spectrum of university types. Certain colleges and universities will focus on maintaining the traditional physical campus experience and others will aim toward simulating that experience with a virtual campus. Exclusivity may be based on the quality of the instruction, the quality of the environment, or both. Divisions within larger universities may form “colleges” within universities, recreating the identity that term once had. The way colleges market themselves will certainly change. Universities may attempt to “atomize” their footprint creating a network of small, dispersed nodes of physical access to support a virtual academic community. As Barnes and Noble has taken over the college bookstore, similar franchising alliances may proliferate, operating satellite campus nodes that bring, for instance, Dartmouth to downtown Seattle. The “arms race” that has arisen in recent years between institutions competing to provide the swankiest dormitories, may shift away from residential accommodation, to equipping the best appointed satellite node serving a largely commuting student body.

Restructuring Administration and Instructional Platforms

Instruction methods are already adapting to new trends in physical proximity and remote learning. New metrics for determining space capacity are being applied to every type of shared campus space. A range of innovative solutions for de-densification are being explored, which include new scheduling patterns, physical distance rules and virtual environments. The common denominator in every accommodation seems to be a necessary investment to re-equip classrooms, train staff and ensure student connectivity. Stretched budgets will lead to shrinking facilities inventories. Large, technically-capable spaces, flexible enough to accommodate socially distanced classes from a variety of academic disciplines, will be highly valued.

Administering increasingly virtual universities will also demand the acquisition of alternate kinds of skills and procedures by a modified workforce. Techniques for evaluating the quality of instruction and student achievement will have to evolve, possibly requiring the construction of new technical platforms to monitor and maintain performance standards.

Specialized vs. Broad-Based Curricula

The broad range of study universities have typically provided may no longer be economically viable as on-line options proliferate, competition increases and revenue streams shift. Colleges, particularly smaller institutions, may need to change course, restructuring their curricula to become “boutique” education specialists, focused on limited subjects or, alternatively, broad-based, liberal arts generalists stressing critical thinking rather than technical expertise. Reshuffling faculties as pedagogies evolve will certainly present administrative challenges. It’s possible that when the dust settles, two types of colleges will exist: preparatory colleges that teach core/analytic skills and finishing colleges that focus on expert/technical skills.

We wonder whether this moment in our history isn’t an opportunity for higher education to be re-branded. Perhaps the luxury of acquiring two levels of experience, analytic and technical, will be beyond the financial means of some students, however, the complementary options may offer advantages. Designing education to be consumed “a la carte” may increase both its availability and its affordability. If the goal of the reformation is to reward the technically trained with higher wages and greater esteem, then maybe we can use this period as an opportunity to destigmatize higher education while reducing the bloat that makes it unaffordable for many students.

A faltering national economy precipitating chronic unemployment may, by the next political leadership cycle, necessitate large-scale federal investment in infrastructure similar to depression-era WPA programs. The first step toward mobilizing a workforce in transition will be (re)training it. This may be a short-term opportunity for many universities and colleges, particularly the community colleges that may be most prepared to meet an immediate demand. Retooling campuses for the day a new political administration flips that switch should be planned now. No matter how abundant future funding may be, the better prepared universities with “shovel-ready” strategies will have a competitive advantage.

Corporate Partnerships and Institutional Alliances

To remain economically competitive, even some elite universities may need to adapt their pedagogies to target specific market trends. Curricula may become more specialized and colleges may form more direct connections with corporate and government partners. Physical campuses may re-form themselves to reflect these new corporate alliances, and a class of universities may become more overt “farm systems” for particular businesses or industries. Excess space capacity on campuses could be absorbed by corporate sponsors un-consolidating and decentralizing their workforce. Informal partnerships that currently exist between industry and academia, may harden to form a new type of institution.

On a less dystopian note, another trend that may develop is more structured alliances among universities, creating interconnected networks of institutions pooling their strengths to create value for students and operational efficiency. The leagues and conferences that have served to organize university athletics may begin to affect academics.

Until this point, we have operated under the assumption that required safety protocols tempered by fiscal realities would drive the transformation of campus environments. However, the strength of certain institutions’ endowments may insulate them from dependence upon sponsorship, alliances and curriculum reform for their survival. Among the 5,000+ American colleges and universities, a handful have amassed substantial endowments exceeding $10B (Harvard’s is near $40B,) insulating them from both tuition and sponsorship as existential worries. It will be interesting to watch these campuses respond to a changed health safety landscape, less encumbered by fiscal concerns.

Performance-Based vs Admission-Based

While earning a degree from an elite college is unquestionably a significant achievement, our system places even greater importance on admission. After all, the term “Gentleman’s C” (if you’ll forgive the anachronism) isn’t without substance.  Moving forward, we wonder whether the bars for admission and achievement will not be reversed?  As instruction increasingly happens on-line, maybe we should expect the higher education business model to shift toward a lower threshold for admittance and a much higher threshold for granting degrees. Building a level of confidence in student achievement will likely require testing to occur on-campus or at testing centers. We predict that the demand for computer labs for testing will immediately surge.

As university master planners, architects and designers, we have become skilled at assessing function, determining need and reconfiguring campuses to meet projected budgets and academic goals. However, the depth of consideration this most recent crisis demands is unprecedented.  As the urgency for on-line instruction explodes, universities have been forced to re-evaluate the effectiveness of their physical assets, financial models, staff structure, marketing targets, strategic alliances and pedagogical imperatives.

This loosely structured stream-of-consciousness was meant to capture thoughts and discussions we have been having during this turbulent time helping our clients overcome a unique set of challenges to fulfill their mission and deliver the highest quality education in a safe, reliable form.  As the shock of this shifting higher education paradigm dissipates, we foresee many exciting opportunities for growth and much-needed reform. 

This Special Edition of DRS Dimensions was written by DRS Architects Principal, Paul Cali, AIA pcali@drsarchitects.com | 412.391.4850

 

AJ Palumbo Center
Renovation Project Tour

September, 2020

Peter Harjung, Project Architect at DRS Architects, led a firm tour of the renovation of Duquesne University’s AJ Palumbo Center and transformation to the new UPMC Cooper Fieldhouse. Originally designed by DRS, the name of the facility was changed to honor Chuck Cooper, an Alumni of Duquesne University and one of the first African American basketball players in the NBA in 1950.

 Peter explained how the addition extended the building an additional 20 – feet towards Forbes Avenue, and how two new additional floors were inserted to create a restaurant / club lounge as well as six luxury suites on the new fourth floor. The new façade creates a sense of place as it wraps the corner in a way reminiscent of the former Forbes Field in the neighborhood of Oakland. The renovation of the AJ Palumbo Center to the new UPMC Cooper Fieldhouse re-configures this 3,500-seat venue to create an exciting game-day experience for fans while consolidating athletics training and administrative functions in one multi-purpose facility. The project is led by Principal, Paul Cali working with Peter, Jason Woynar, and Sneha Mansukhani and is expected to be complete in Spring 2021.

DRS Architects 60th
Anniversary Newsletter
by Decade (2009-2019)

December, 2019

This year DRS Architects is celebrating 60-years of design excellence in architecture, planning and interior design. We want to share more than six decades of our history with you and thank our clients for their continued support. Please follow this link for the years spanning from 2009-2019.

Ashley Solomon
Becomes a WELL
Accredited Professional

August, 2020

Congratulations Ashley Solomon, Interior Designer at DRS Architects, for becoming a WELL Accredited Professional! The WELL APs are leading the movement to make buildings healthier for all. Ashley now has expertise in the WELL Building Standard, the premier standard launched in October of 2014, that supports and advances human health and wellness. Ashley joined DRS in 2012 and has served as project designer for a variety of interior projects ranging from offices, healthcare facilities, classrooms and public space renovations to new building projects. With her accreditation, Ashley will help guide clients to improve occupant health through the built environment, a concept whose relevance has proven even more important in light of recent global events.

 

To read more about the WELL Building Institute, click the link below.  https://www.wellcertified.com/

Yanet Kaplanski
Joins DRS!

July, 2020

Yanet Kaplanski, AIA, LEED AP recently joined DRS Architects as a senior architect. Yanet is a registered architect in the State of Pennsylvania and brings over 20 years of experience designing and managing an assortment of projects for colleges and universities, healthcare, residential, and corporate clients. Yanet has jumped right into her role at DRS and is currently assisting with the renovation of the Ronald McDonald House Charities in Morgantown and projects for the US Department of Energy. We are excited to have her and welcome her to our team!

Progress Made on
the New UPMC
Cooper Fieldhouse

We are excited to share our first progress photo of Duquesne University’s extensive renovation to their basketball arena. The renovation of the former AJ Palumbo Center, to the new UPMC Cooper Fieldhouse begins the implementation of a comprehensive athletics masterplan DRS completed for the University in 2017.  The new UPMC Cooper Fieldhouse re-configures this 4,000-seat venue to create an exciting game-day experience for fans while consolidating athletics training and administrative functions in one multi-purpose facility.  Wrapping the restructured and expanded building envelope with a generously glazed brick arcade, Duquesne contributes a new civic presence to its Uptown neighborhood and welcomes all of Pittsburgh with a view of University life.

DRS Dimensions
Designing a
Connection Within

March, 2020

January 16th was the official opening day of Dream Big Studio! The Studio is an independent TV and radio studio designed to increase the social, creative and learning opportunities for patients and their families during their stay. With the current outbreak of Covid-19, the options for interactive play and socialization in the hospital were required to adapt. Dream Big Studio has been a wonderful resource by stepping up with creative programming that engages children and their families while remaining in their patient rooms.The creative Child Life staff have developed daily broadcasts to engage the patients including BINGO that allows children to play and call in to the studio when they win a game! Additional programming includes the Creative and Expressive Art Therapy team where they share music and art projects that children can follow and create themselves with packets that are delivered to their rooms. The Studio has been a wonderful resource helping to keep patients and their families entertained and connected during their stay at the hospital.

The Studio Design Team

The success of the project was due to the entire team including the hospital team, Allen & Shariff Engineering, The Sextant Group, and Taylor Structural Engineering. MBM Contracting led the construction of the project. The DRS team was led by Principal, Tobie Nepo and included Graduate Architects’ Sneha Mansukhani and Michael Larche.

The Child Life Department

DRS was first introduced to the Department in 2016 when brought in to complete a study for both the Studio and the Music and Art Therapy Suite. During this time, DRS had the pleasure of working with Riley Hammond, Child Life Specialist Coordinator for the Dream Big Studio.

Could you please share a little about your background and how you became Child Life Specialist Coordinator of the Dream Big Studio?

I’m a Certified Child Life Specialist with my Masters in Family & Child Studies from Texas State University and my Bachelors in Psychology from Texas A&M University. I’ll celebrate 7 years in this profession in August and have worked in a variety of settings – inpatient (acute care, Pediatric Intensive Care Unit, Intermediate Care), outpatient (dialysis) and emergency care. I was looking for growth in my profession and found the coordinator opening for Dream Big Studio. After learning more about the position and interviewing, I knew the position would be a good fit. I’ve been able to use my strategic thinking and initiative to develop and coordinate programming for Dream Big Studio. I’m a born and raised Texan with all of my family still in Texas. I took a chance that moving from the state I love would pay off and it definitely has!

How many children are typically tuning into the TV Radio Studio a day?

We’re unable to formally track viewership; however, we have some anecdotal ways to measure engagement. On average, we have 2-20 callers for our daily live bingo shows. Our tune in & make it shows draw the largest crowd with between 42-90 kits given out to patients and family members.

Do you have a favorite story you could share?

I love the joy that bingo brings. We’ve had many patients (and adult family members) who play daily and count on being able to call in. When they call in we celebrate with a fun noise maker (ex. Cow bells, rubber chickens, giant hand clappers), talk with the winner and either have a question to ask them or a joke to tell them. Children love being able to be on air to be heard, celebrated and continue their fun from winning with a BINGO. The joy doesn’t stop on air. Following the show, we go to all the children’s rooms to deliver prizes. This is a second round of fun and joy as children get to choose their prizes, staff get to see how much fun they had playing and family members express gratitude for what we’re offering.

We have seen your wall of celebrities, who has visited the Studio?

Brett Keisel, Brett Kissel, Andrew McCutchen, Karl Smith aka Dr. Sparks, Mickey Mouse, Daniel Tiger, Santa Claus, the Easter Bunny, Children’s Museum art studio staff, the mayor, and Sidney Crosby.

What shared activity do patients enjoy the most?

The most popular show outside of the grand opening has been the slime show. Children love to make things, especially slime.

NOMA’s Project Pipeline

The National Organization of Minority Architects (NOMA) Pittsburgh’s 2nd Annual Project Pipeline was a success! DRS Graduate Architects Sneha Mansukhani and Michael Larche joined 60 talented middle school and high school students at  Carnegie Mellon University , leading them in a design project to introduce them to the field of architecture last summer. Planning has already begun for this summer’s Project Pipeline. To help show your support, click the link to donate to NOMA’s Project Pipeline or watch the website for further details.

Looking Forward

Spaces and the way we interact in them have dramatically changed over the past few months. We are learning different ways to engage, share ideas, socialize, and acquire new skills remotely. The Dream Big Studio created new programming, understanding the importance of organized activities and filling the void where active open spaces were no longer possible. The Studio continues to support the patients, their families, and the medical staff to engage in music, art and entertainment, as part of the healing process on a daily basis.

We understand that a major event such as Covid -19, can have a lasting impact on the way we think about space within healthcare. The need to design facilities for resilience and increased responsiveness will mean providing spaces that may not be for inpatient beds today, but can be used as such in a crisis. Rethinking active and populated waiting areas to allow for social distancing while working within the physical parameters of a building may require change to both medical processes as well as the physical spaces where they occur. Carefully choosing smart materials, and reducing the amount of surfaces that patients and healthcare workers come into contact with, will help mitigate the transfer of pathogens throughout a building. Similar to so many industries the healthcare environment is one that will be reevaluating process and implementing change as a result of this most recent pandemic.

DRS Architects
60th Anniversary
Newsletter by Decade

(1999-2008)

October, 2019

This year DRS Architects is celebrating 60-years of design excellence in architecture, planning and interior design. We want to share more than six decades of our history with you and thank our clients for their continued support. Please follow this link for the years spanning from 1999-2008.

DRS Architects
60th Anniversary
Newsletter by Decade

(1989-1998)

September, 2019

This year DRS Architects is celebrating 60-years of design excellence in architecture, planning and interior design. We want to share more than six decades of our history with you and thank our clients for their continued support. Please follow this link for the years spanning from 1989-1998.

When Architects
Give Back

September, 2019

From an article in the AIA Pittsburgh’s Columns.

DRS Architects was recently featured in AIA Pittsburgh’s Columns, When Architects Give Back. AIA Pittsburgh started this feature section to share the positive impact architectural firms have by getting their firms involved with local volunteerism. We at DRS believe volunteering for local organizations is what enriches our society, brings us together as a community, and helps keep local businesses and other organizations afloat in our city we love, Pittsburgh!

DRS has contributed time by volunteering with local organizations such as Western Pennsylvania Conservancy, Ronald McDonald House Charities, The Center for Creative Reuse, The Greater Pittsburgh Community Food Bank, NOMA’s Project Pipeline, and many more area non-profits.

Less is More

May, 2014

Is less really more?  Or can only more be more?  This aphorism, “Less is More”, surfaced in the 1855
poem Andrea del Sarto by Robert Browning, but was later attributed to Ludwig Mies van der Rohe, a German/American architect of the modern era, as his motto due to repeated use by him and his followers.  He used this simple concept as a way of expressing the spirit of twentieth-century architectural style and adopted it as a precept for minimalist design, or in layman’s terms, “keep it simple”.

How does this “less is more” concept apply to healthcare in the twenty-first century?  From an architectural and facility perspective, “less is more” describes where the hospital of the future is going, or has been going for the last 10 years.  Many of us just didn’t notice this evolution.  Driven by changes in insurance reimbursement, escalating healthcare costs, fierce competition for the healthcare dollar and the wants and desires of the healthcare consumer, the hospital facility is shrinking and outpatient locations and homecare offerings are growing.  The winner in this race is going to be the healthcare systems that downsize their hospital-based facilities and grow their outpatient and homecare facilities as quickly as possible.  The large hospital building that housed all services in one location used to be thought of as an asset, but now, in these changing times, it has become a liability.

Hospital construction is one of the most expensive square footages to build, maintain, heat, cool and constantly meet the highest level of regulations and scrutiny by authorities having jurisdiction.  The new model of healthcare delivery will reduce the size of a hospital to its smallest possible functional size to house the 24-hours-a-day critical care and inpatient care components only.  All other outpatient care, administrative and support services will be housed elsewhere in construction that is less costly to build, maintain, heat, cool and has much less stringent regulations to meet.  And, these non-hospital facilities will be located closer to healthcare consumers’ homes, which will increase patient satisfaction.  Sounds like a win-win situation for everyone involved.

A smaller hospital, with less square footage to heat, cool, clean, supply, staff, secure, light and maintain 24-hours-a-day, 365 days a year, every year, will save many dollars and FTEs.  The hospital’s chief financial officer will be smiling from ear to ear.  But to realize these savings, there are only two ways to achieve this size reduction.  The first option is to build a newer, smaller, more efficient and flexible hospital and abandon the old facility.  The second is to consolidate services into existing areas that are the newest and most efficient and tear down the inefficient and more costly wings.  Simply closing or abandoning some of the existing space is not a solution.   “Less is more” in this case means having space that is only in use generating income and eliminating the rest.

Allowing the hospital facility and campus to be smaller and more compact provides a number of benefits including:  less parking required, improved circulation simplicity and clarity, lower energy and maintenance costs, reduced distances between departments and services, fewer staff members required to run the facility and the option to have windows in most spaces to promote healing.  By reducing the 24- hours-a-day portion of the healthcare system to the minimum square footage and increasing the 8am -5pm portion to the maximum, major cost savings should be realized.  This is a 180º turnabout in the healthcare delivery model after spending the last 50-100 years making hospitals bigger so that they can be everything to every person in one location.  This new model may now result in a hospital that is only about 25% of a health system’s area and the other 75% is non-hospital space for outpatient services, administration and support.

The “Lean Design and Operation” concept that has been adopted by many hospitals nationwide in the last 5-10 years has had the goal of trying to reduce healthcare costs, improve efficiency, shorten steps for staff members, improve patient and staff safety and make facilities more user-friendly.  Many institutions have been pleased with their efforts and results to make their facilities and processes leaner and more efficient.  But, like most good things, “Lean” is not a new concept, it is just a validation that “Less is More.”

Scott Hazlett is a Senior Architect and Medical Designer at DRS Architects in Pittsburgh, PA.  As one of Pennsylvania’s leading architectural, planning and interior design firms, DRS Architects has experience and expertise in a wide variety of healthcare specialties.  We pursue quality, technology and innovation in creating facilities that enhance the designed and natural environment.

Beam Signing
Ceremony for the
New Dream Big Studio

March, 2019

DRS Architects had the pleasure of being a part of a beam signing ceremony for the new Dream Big Studio that is currently under construction and planned to open August of 2019. The event included all those in attendance signing a new structural beam for the Studio construction, a peak into the Studio construction area (led by DRS Principal, Tobie Nepo), and a tour of the nearly completed Music and Art Therapy suite.

The vision behind the Dream Big Studio is to increase the social, creative and learning experiences for the children and their families during their stay at the hospital. The Studio is divided into a Radio Studio and a TV Studio and will be visually accessible from all floors above surrounding the multi-story atrium space. The addition of the studios will allow patients to participate in Radio and TV broadcast as a means of therapeutic healing. An operable glass partition in the front of the studio space will be able to open up to the atrium and allow more people to participate in the studio activities. An adjacent Control/Edit Room will complete the facility allowing patients to also be a part of the entire production process.

New MIBG Suite
Dedication Event

March, 2019

The DRS Architects project team was pleased to have the opportunity to join the named donors Paul “Triple H” Levesque and Stephanie McMahon Levesque in the Dedication Event for the new MIBG Therapy Suite. The new MIBG Treatment Suite is one of the very few of its kind in the country.

MIBG therapy is a new treatment used for of neuroblastoma patients with inoperative tumors that have not responded to standard induction chemotherapy and relapsed patients. MIBG therapy is also currently being studied for use in newly diagnosed neuroblastoma patients as well. It is projects like this one that gives our healthcare design team the passion they all have for designing new and innovative healthcare facilities. Thank you for allowing us to participate in such a moving and awareness driven event.

For an article in the Pittsburgh Post-Gazette.

For an article in the  Pittsburgh Business Times.

For a news clip from KDKA Pittsburgh News.

DRS Architects
60th Anniversary
Newsletter by Decade

(1959-1968)

February, 2019

This year DRS Architects is celebrating 60-years of design excellence in architecture, planning and interior design. We want to share more than six decades of our history with you and thank our clients for their continued support. Please follow this link for the years spanning from 1959-1968.

2018 Timeless Award,
AIA Pittsburgh

November, 2018

The Alcoa Building and Mellon Square were selected for the 2018 Timeless Award by the AIA Pennsylvania at their recent Awards Ceremony. The Timeless Award is given to architecture which has endured the test of time and still resonates with the design community and the public. Mitchell & Ritchey, a predecessor firm to DRS Architects, designed Mellon Square and served as local architects to Harrison & Abramovitz on the design of the Alcoa Headquarters Building. DRS was one of the firms honored during the ceremony receiving recognition for the Timeless Award. As DRS approaches its 60th Anniversary, receiving the Timeless Award truly demonstrates our continuing commitment to providing excellent architecture and designing a sustainable future.

Read more by clicking the link below on the development of Mellon Square from an excerpt taken from a profile of Dahlen K. Ritchey, FAIA, written by Diane Gliozzi. Mr. Ritchey was a founding principal of Deeter Ritchey which continues today as DRS Architects. For the article in the Popular Pittsburgh.

UPMC Cooper
Field House Unveiled

October, 2018

The DRS project team was honored to join in the unveiling of the UPMC Cooper Fieldhouse that was announced at Duquesne University’s A.J. Palumbo Center. The comprehensive renovation of the A.J. Palumbo Center is being designed by DRS and set to break ground in March of 2019. The UPMC Cooper Fieldhouse will be named in honor of men’s basketball legend, Chuck Cooper.


For an article in the Trib Liv.

For an article by Duquesne University.

YMCA Thelma Lovette Honored
by GBA

September, 2018

DRS was delighted to be a sponsor for this year’s Green Building Alliance Emerald Evening at the Carnegie Science Center. The GBA celebrated the remarkable progress that has been made in sustainability here in Pittsburgh and the surrounding area over the past 25 years. To celebrate their accomplishment, the GBA honored 25 projects that significantly advanced the region’s green building movement.

The Thelma Lovette YMCA, LEED Silver accredited building, designed by DRS was one of the projects honored at the Anniversary Awards event!

AHN Waterworks
Outpatient Center Opens

August, 2018

Construction for Allegheny Health Network’s (AHN) Outpatient Center at the Waterworks was recently completed this past June. DRS completed the architectural design and interior design for the renovation of the previous 13,400 SF Old Navy store into the current AHN Outpatient Center. The Outpatient Center is a key resource for Highmark members to get primary and express care including cardiology, orthopedic, OB/GYN and diagnostic imaging (X-ray, CT scans, and 3-D mammography) care.

The new Outpatient Center includes 21 exam rooms, X-ray room, CT scan room, 3-D mammography room, MRI scanning room, ultra sound room, multiple staff work areas, offices, staff lounge, and registration and a waiting area. Maintaining the goal of a consistent look and feel for the AHN Outpatient Centers the project was successfully completed on time and budget.

DRS Highlighted in
Breaking Ground Magazine

July, 2018

DRS was recently highlighted in the latest edition of Breaking Ground Magazine! Breaking Ground Magazine is Pittsburgh’s source of information on commercial building construction and real estate development published by Tall Timber Group and edited by Jeff Burd, one of the region’s industry experts.

Our Firm Profile in this edition of Breaking Ground discusses how our firm has been evolving with the promotion of five new Principals in November of 2017, new staff additions, and changing in culture. DRS will celebrate its 60th anniversary in 2019 and our transition will continue with the five new Principals putting their imprint on the firm.

For an article in the Breaking Ground Magazine.

UPMC Opens
the Brick
Side Eatery

April, 2018

The Brick•Side Eatery brings new menu options to the University of Pittsburgh Medical Center’s staff and visitors at the Montefiore campus. A complete renovation to the existing seventh floor cafe at UPMC Montefiore brought opportunities for a new and unique style of retail operation. The Brick•Side Eatery — the first restaurant-style operation of its kind on the University of Pittsburgh Medical Center campus — serves medical center staff, patient visitors and the public. DRS worked closely with UPMC to fit this new concept eatery into the 2,000 square foot existing footprint they were given. It was a fun and challenging project.

Drug/Alcohol
Treatment Facility Opens

March, 2018

This month, UPMC McKeesport Hospital opens a new DeTox unit designed to support the current epidemic of opioid and other drug and alcohol users. More than 300 people celebrated at the Open House provided the first look at this new facility. This 27-bed unit will be the first time that inpatient detox and rehab are in the same unit, located within a hospital and all its services. Patients can move directly from the ER to DeTox and continue their stay for behavioral therapy and medically managed addiction treatment. In addition to the individual rooms, this fresh and bright unit features a wellness room, music room, therapy room and dining room which will support the programs and the people. The simple features of each area provide a safe space those who struggle with depression and other issues associated with addiction.

DRS worked closely with UPMC to create a cost-effective renovation of a former surgical unit which responds to a community needs assessment. It provides the first facility in the region to provide this continuum of care.

For an article in the The Pittsburgh Post Gazette.

For an article in the The Trib Live.

For an article in the The Pittsburgh Business Times.

5 New Principals at DRS Architects

November, 2017

DRS Architects, a leading Pittsburgh architecture, planning and interior design firm, is pleased to announce the promotion of five new Principals. Paul Cali, AIA; Scott Hazlett, AIA; Jon Funari, AIA; Tobie Nepo, IIDA; Gretchen Zetler, IIDA have been promoted as Principals and will continue their leadership through design excellence, strong client focus and sustainable design.

The 59 year old firm of DRS Architects is best known for taking on and resolving complex challenges with award winning results. Engaging projects for the Department of Energy, Children’s Hospital of Pittsburgh of UPMC, PA Department of General Services State Police DNA Laboratory, Cranberry Doubletree and Slippery Rock University follow on the firm’s precedent projects in government, healthcare, laboratory, hospitality and higher education.

DRS Architects has announced new owners as follows:

Paul Cali, AIA-Paul joined DRS Architects in 2007 and has led the firm’s design through such successful projects as Thelma Lovette YMCA on Centre Avenue, Nemacolin Woodlands Ski Lodge and the North Fayette Township Community Center. Paul has provided leadership through thoughtful Master Planning and design for Slippery Rock University, Edinboro University and an exciting new plan for significant upgrades to athletic facilities at Duquesne University. Paul is a graduate of Lafayette College and The University of Pennsylvania and an award winning designer completing the Staten Island Ferry Terminal while with a prior firm. Paul is an avid gardener and lives in the Lawrenceville area of Pittsburgh. Paul serves on the foundation board of Thelma Lovette YMCA and supports their mission to strengthen local communities.

Jon Funari, AIA-joined DRS Architects in 2013 and has since led a variety of projects, including a comprehensive facilities condition assessment of over 70 buildings for the Department of Energy/NETL at the Pittsburgh and Morgantown campuses and an historic property study for the Albany campus of NETL. He is currently in charge of the design and construction documents for the new Pennsylvania State Police DNA Analysis Laboratory in Greensburg. During his career, Jon’s work has won numerous awards and citations for design excellence and historic preservation. He has a diverse portfolio of projects in higher education, government, high-design retail, residential, and historic preservation. He is a graduate of the University of Virginia and Arizona State University. Jon enjoys commuting to work on his bicycle and admiring the great city of Pittsburgh.

Scott Hazlett, AIA, ACHA, EDAC-Scott joined DRS Architects in 2014 to reinvigorate a longstanding DRS specialty in healthcare. Focusing on health facilities in this region, Scott has developed relationships with many area hospitals, particularly through UPMC at Children’s Hospital but also at Presbyterian, Montefiore, McKeesport, East, Passavant, St. Margaret’s and other UPMC outpatient facilities. Other healthcare clients include Excela Health, Ohio Valley Hospital, East Liverpool City Hospital, Alliance Community Hospital, Armstrong County Memorial Hospital, and the senior living communities of Strabane Woods and Strabane Trails. He is a 1981 graduate of Kent State University. Scott serves on the Pediatric Cardiology Auxiliary of the Children’s Hospital Foundation and is an avid golfer and excels at skeet shooting.

Tobie Nepo, IIDA, LEED AP ID+C-who has anchored the firm’s practice of interior design for nearly twenty years, focusing on higher education, healthcare, and government design. Committed to sustainability, she has worked with clients to achieve LEED certification on multiple projects. Tobie has completed significant projects for the North and Allegheny Campuses of the Community College of Allegheny County, Slippery Rock University, the University of Pittsburgh Salk Hall, Duquesne University and other area institutions of higher learning. The PNC YMCA at Market Square and the USX YMCA demonstrate her expertise with health and wellness facilities that meet client goals and exceed their expectations. Tobie is currently engaged at Children’s Hospital developing creative therapy spaces for those children under treatment. Her expertise has also been demonstrated at North Fayette Community Center, the Port Authority of Allegheny County, the Department of Energy and other governmental clients. Tobie is a graduate of the University of Cincinnati.

Gretchen Zetler, IIDA-joined DRS Architects in 2013 and is an interior design graduate of La Roche College. She has had a significant career in corporate design and has completed projects in Pittsburgh, Philadelphia, Phoenix, Washington, DC, Alexandria VA and Miami FL, among other locales. Since joining DRS Architects she has completed work in office, hospitality, higher education and healthcare design. Corporate clients include Oxford Development, BNY Mellon and Excel4Apps. Gretchen has led renovations to conference facilities for diverse clients such as Nemacolin Woodlands Resort and Spa and BNY Mellon. Currently Gretchen is working in healthcare, developing renovations to food service, conference, office and other public spaces. She is a member of the Commercial Real Estate Women (CREW) of Pittsburgh.

Current principals S. Philip Hundley, AIA; Greg Madej, AIA, LEED AP BD+C; and Kathryn Jolley, MBA, ASID, LEED AP will continue as Senior Principals making this the seventh major ownership transition for DRS Architects.

Master Builder Finalist

March, 2016

The 2015 Master Builders Awards celebrate the relationship between the Contractor and other Team Members in creating exceptional buildings. This year’s winners were no exception. DRS Architects was proud to be a Finalist in the BEST NEW CONSTRUCTION OVER $25 MILLION category for the Salk Pavilion at the University of Pittsburgh. Burchick was the contractor with Joe Wardman as their Project Manager. Owen Cooks and Chris Nieman represented the University. Kathryn Jolley accepted on behalf of DRS Architects, who was the Associate Architect to Ballinger of Philadelphia.

This 80,000 SF facility features state-of-the-art research laboratories, office and conference facilities for the dental and the pharmacy schools at the University. One highlight of the project is The Commons, a stunning area which serves not only as a physical link to the original Salk Dental School, but also as a flexible collaborative, study, and presentation area as needed. Featured is an original enamel mural by Virgil Cantini called Aerial Scape.

Salk Pavilion
Nominated for
MBA Award

February, 2016

It has been a great opportunity for DRS Architects to serve as associate architect in the design and construction of this 80,000 SF research laboratory. Salk Pavilion serves the dental and pharmacy schools at Pitt. It is a significant addition to Salk Hall, a facility that DRS has worked on since the 1960s.

While DRS was fully engaged throughout the design process, we had the specific responsibilities for the LEED certification registration and for much of the construction administration. Through these phases, we have worked directly with Burchick Construction. Regarding LEED, Burchick assisted in the pursuit of credits by diverting all the asphalt and site concrete waste to a facility that processed it into fill material. Burchick also supported the LEED certification process through the use of regional construction materials and the careful management of construction waste. During construction, there was a code issue that affected the zinc flatlock wall panel assembly. Burchick used the mockup process to demonstrate a solution and collaborated on the related details that not only resolved the code issue, but also worked with the window sequence that helped to make up for lost time.

This was a complex project. We worked closely with Burchick to complete this exceptional project for the University of Pittsburgh. Congratulations to the entire team.

DRS Architects Makes
Pittsburghs Magazine’s
Top 10 List

November, 2015

DRS Architects made the list in Pittsburgh Magazine City Guide 2015-16: 10 Things We Love Around the Point.
The Thelma Lovette YMCA on Centre Avenue, which was completed in 2012, is noted for wellness, fitness and workouts.
It’s also LEED Silver certified and features a roof top garden.

For an article in the Pittsburgh Magazine.

What is the
Healthcare Facility Model in 2014?

June, 2014

Healthcare delivery has been changing rapidly over the last 10 years in our local region and across the country. The traditional healthcare points of delivery that included the community hospital, the hospital owned outpatient clinic and the physician-owned doctor’s office are quickly fading into the past as the healthcare model evolves.

What is the healthcare facility model in 2014 and the future? What is driving this rapid change that is altering the healthcare delivery model that we have known most of our lives? There are no simple answers to these questions because of the many influences creating these changes: healthcare insurance and changes in reimbursement; mergers and acquisitions; facilities that look like luxury hotels;  healthcare campuses that look more like a college campus; healthcare available at your local Walmart or Walgreen’s for convenience; high-end rehabilitation facilities that are close to home; retirement communities that offer many levels of care including independent living, assisted living, nursing home care and hospice care all in one place; home healthcare that comes to you; and home monitoring that allows you dial in and download for medical care in your own home. This list could go on and on, but you get the idea.

It is not that the physicians and hospital administrators want to have a base hospital and dozens of satellite locations to maintain and travel between; it is the insurance companies that want to reduce costs and the healthcare consumer who wants convenient outpatient or at-home services that are driving these changes. Hospitals and healthcare systems are required to meet these needs because competition for every healthcare dollar is fierce and they need to find strategic advantages in order to secure these dollars. Whether it is two large regional health systems or two community hospitals in neighboring towns, they are all chasing the same healthcare dollars.

For a majority of the last 50-100 years, hospitals have been challenging architects and engineers to continue adding space to hospitals with new additions, air rights expansions over existing buildings and even adding subterranean spaces below existing buildings, parking garages and plazas to accommodate their need for space to house new procedures, new equipment and larger patient through put capacity. The hospital in most communities was always considered a permanent anchor in the context of a great community. It was thought to be too big and too costly to ever move or replace, so renovations, additions and updates were the only logical course of action. Unfortunately, the result was a mega-block of a building that had a lot of contiguous clinical space, no windows, a maze of hallways and the highest cost-per-square foot to build, renovate and maintain than any other place designed for use by people. Lost were the cues given by natural light and views from windows, internal landmarks that were removed for new clinical space and the directional orientation.

Sometimes it seems that more people fear going to the hospital because of what hospital buildings have become. People are in fear of not knowing where they will park and of the hospital building that they know they are going to get lost in, more than they fear the exam or treatment that they are going there for and causing added stress to every visit. Something is wrong with this picture. So maybe the change in the healthcare delivery model was inevitable and long overdue, and the healthcare industry is ready to blow up the old tired model and move on to the new one.

Unfortunately, the new model for healthcare is becoming the opposite of what we have been doing for the last century. The new model is making the hospital smaller and leaner to house mostly critical care and inpatient services. All other services are moving to outpatient or home settings.

What is the Healthcare Facility Model for 2014 and beyond? While there is not a clear-cut answer, here is a partial list of options to start the thought-process and that every healthcare facility can use to evaluate, rank and incorporate for patient satisfaction, recruiting and retaining staff, insurance reimbursement, competitive advantage and affordability.

College campus atmosphere
Close, adequate and safe parking, valet parking also
Clear signage/way-finding
Hotel-like spaces for patients, visitors and staff
Education centers for patients and families
Restaurant-quality foodservice
Family spaces that include books, videos, computers, WI-FI
Adult and child daycare for staff and visitors
Expanded hours to cater to employed customers 6am – 10 pm
On-site retail/dining choices
Expand outpatient services to shopping malls and off-campus locations
Reduce size of hospital facility and use only for critical care and inpatient services
Provide hotel/housing for families of patients
Rehab facilities close to home that look like high-end health clubs
Lower construction costs by building off campus
Lower costs for testing and treatments by taking them off campus
Home visits by doctors, nurses, IV therapy and rehab specialists

Tele-medicine for rural patients
Home monitoring for patient’s convenience
Provide free patient transportation for appointments
Reduce waste. Reduce waste. Reduce waste.
Reduce facility square footage
Reduce energy use and maintenance costs
Cater to the geriatric market (Boomers)
Build flexibility and change into every decision that is made
Expand preventative care medicine offerings

Scott Hazlett is a Senior Architect and Medical Designer at DRS Architects in Pittsburgh, PA. As one of Pennsylvania’s leading architectural, planning and interior design firms, DRS Architects has experience and expertise in a wide variety of healthcare specialties. We pursue quality, technology and innovation in creating facilities that enhance the designed and natural environment. Scott can be reached at

Description

At DRS Architects we are always in search of creative and talented architects and interior designers to join our team.

Procedure

Potential candidates should forward their resume and portfolio to careers@drsarchitects.com.

Description

WHO WE ARE
Everyone at DRS shares the belief that thoughtful architecture can enrich lives and strengthen communities, and with every project we strive to acquire a deeper understanding of design. Our practice engages clients and specialists as partners in a collaborative effort to produce meaningful, healthy environments. The joy we experience in our work is a product of the people we meet, the institutions we learn from, the communities we support and the artful solutions we achieve together

For over 60 years DRS Architects has been contributing notable additions to Pittsburgh and the surrounding region. Our diverse, collaborative practice continues to be active in a wide variety of markets including Government, Hospitality, Transportation, Health Care, Recreation and Athletics, Master Planning.

YOUR OPPORTUNITY
As Project Architect you will have the opportunity to make a meaningful impact on the built environment, enhance and expand your personal and professional growth and have the opportunity to lead teams, mentor junior and intermediate team members, develop new business and expand current market sectors. You will have the freedom to be a creative problem solver, team coordinator & knowledge sharer.

The Project Architect possess and share the following skills:
• Registered Architect required
• LEED BD+C Accredited & experience with LEAN construction methods preferred
• Ability to manage a team and take ownership of a project from marketing through CA
• Solid understanding of design, construction methods & materials, detailing, and MEP systems
• Ability to collaborate & lead in a team environment to develop strong project solutions that translate to well-coordinated construction documents and specifications.
• Strong time management, organizational and communications skills
• Strong problem-solving skills
• Ability to communicate clearly and effectively through drawing, rendering, and written documentation with team members, clients, consultants, and contractors.
• Proficiency with Revit, AutoCAD, Sketch-Up; MS Office Suite, Bluebeam / PDF-XChange

WHY JOIN OUR TEAM
• We are an award-winning Pittsburgh based architecture and interior design firm that has been practicing design for over 60 years
• We offer competitive salary commensurate with qualifications
• We offer a generous benefits package
• We support your professional growth and advancement
• We foster a collaborative working environment and support both in-person and remote working
• We encourage involvement with professional organizations
• We focus on higher education, government, laboratory, corporate, healthcare, and recreation market sectors offering a variety of project types and sizes for you to excel in

DRS Architects is an equal-opportunity employer

Procedure

Interested candidates should send a cover letter, resume, and portfolio to careers@drsarchitects.com

Description

WHO WE ARE
Everyone at DRS shares the belief that thoughtful architecture can enrich lives and strengthen communities, and with every project we strive to acquire a deeper understanding of design. Our practice engages clients and specialists as partners in a collaborative effort to produce meaningful, healthy environments. The joy we experience in our work is a product of the people we meet, the institutions we learn from, the communities we support, and the artful solutions we achieve together.

For over 60 years DRS Architects has been contributing notable additions to Pittsburgh and the surrounding region. Our diverse, collaborative practice continues to be active in a wide variety of markets including Corporate Offices, Higher Education, Healthcare, Research Laboratories, Recreation and Athletics, Government, Hospitality, Transportation, and Master Planning.

YOUR OPPORTUNITY
As an Interior Designer with our team, you will have the opportunity to make a meaningful impact on the built environment, enhance and expand your personal and professional growth, and collaborate with a team of creative professionals. You will have the freedom to be a creative problem solver & knowledge sharer.

The ideal candidate should possess the following skills:
• 5-8 years of professional experience
• Professional interior design degree. NCIDQ Certification preferred
• LEED Accreditation, WELL Certification a plus
• Solid understanding of the design process, finishes & material, and FF&E systems and specifications.
• Ability to work well in a team environment with fellow designers, architects, owners, engineers, and contractors
• Ability to create construction documents and specifications
• Strong time management, organizational, and communications skills
• Strong problem-solving skills
• Ability to communicate clearly and effectively through drawing, rendering, and written documentation with team members, clients, consultants, and contractors.
• Proficiency with Revit, AutoCAD, Sketch-Up; MS Office Suite, Bluebeam / PDF-XChange

WHY JOIN OUR TEAM
• We are an award-winning Pittsburgh based architecture and interior design firm that has been practicing design for over 60 years
• We encourage good work/life balance and offer competitive salaries commensurate with qualifications
• We offer a generous benefits package
• We support your professional growth and advancement
• We foster a collaborative working environment and support both in-person and remote working
• We encourage involvement with professional organizations
• We focus on higher education, government, laboratory, corporate, healthcare, and recreation market sectors offering a variety of project types and sizes for you to excel in

DRS Architects is an equal-opportunity employer

Procedure

Interested candidates should send a cover letter, resume, and portfolio to careers@drsarchitects.com

Description

WHO WE ARE
Everyone at DRS shares the belief that thoughtful architecture can enrich lives and strengthen communities, and with every project, we strive to acquire a deeper understanding of design. Our practice engages clients and specialists as partners in a collaborative effort to produce meaningful, healthy environments. The enjoyment we experience in our work is a product of the people we meet, the institutions we learn from, the communities we support, and the artful solutions we achieve together.

For over 60 years, DRS Architects has been contributing notable additions to Pittsburgh and the surrounding region. Our diverse, collaborative practice continues to be active in a wide variety of markets including Healthcare, Higher Education, Government, Hospitality, Transportation, Recreation & Athletics, Corporate Interiors, and Master Planning.

YOUR OPPORTUNITY
As a Senior Healthcare Architect, you will have the opportunity to make a meaningful impact on the built environment within the healthcare sector. You will enhance and expand your personal and professional growth, lead teams, mentor junior and intermediate team members, develop new business and expand our healthcare market sector. You will have the freedom to be a creative problem solver, team coordinator & knowledge sharer.

The Senior Healthcare Architect possess and shares the following skills:
• Registered Architect required
• EDAC Certified preferred
• Thorough knowledge of the FGI Guidelines, IBC, NFPA, and other codes and standards for designing healthcare environments
• Ability to manage a team and take ownership of a project from marketing through CA
• Solid understanding of design, construction methods & materials, and detailing
• Ability to Communicate with and coordinate work with consultants
• Ability to collaborate & lead in a team environment to develop successful client solutions through well-coordinated construction documents and specifications.
• Strong time management, organizational, and communications skills
• Strong problem-solving skills
• Ability to communicate clearly and effectively through drawing, renderings, and written documentation with team members, clients, consultants, and contractors.
• Proficiency with Revit, AutoCAD, Sketch-Up; MS Office Suite, Bluebeam / PDF-XChange
• LEED BD+C, and WELL Accredited Professionals preferred.
• Experience with LEAN construction methods preferred

WHY JOIN OUR TEAM
• We are an award-winning Pittsburgh-based architecture and interior design firm that has been practicing design for over 60 years
• We offer competitive salary commensurate with qualifications
• We offer a generous benefits package
• We support your professional growth and advancement
• We foster a collaborative working environment and support both in-person and remote working
• We encourage involvement with professional organizations

DRS Architects is an equal-opportunity employer

Procedure

Interested candidates should send a cover letter, resume, and portfolio to careers@drsarchitects.com