TZL 1421 (web)

BUSINESS NEWS MD ARCHITECTS AWARDED GRAND PRIZE IN 2021 DVM360 VETERINARY HOSPITAL DESIGN COMPETITION A state-of-the-art more than 25,000 square-foot veterinary hospital designed by Indianapolis-based MD Architects was recently awarded the prestigious Grand Prize in the 2021 dvm360® Hospital Design Competition. dvm360’s Hospital Design Competition honors the most attractive, efficient, and customer-friendly veterinary hospitals in the country. A panel of veterinary hospital design experts evaluated the strengths and standout features of each submission to ultimately crown a Hospital of the Year winner in two size categories, as well as several Merit Awards. VCAWestCoastSpecialtyandEmergency Animal Hospital in Fountain Valley, CA, was named Hospital of the Year in the “Over 8,000 square feet” category for its thoughtful, well-organized floor plan, energy-efficient and environmentally friendly design, dedicated spaces for high-tech equipment, and attention to both animal and human needs. MD Architects’ team of architects and interior designers, led by Owner and

Founder Rick Renschen, AIA, NCARB, were hired by VCA to design a larger space than the 13,000 square-foot, two- building facility they had outgrown. “Our design work began with an analysis of the existing hospital, which was spread between several buildings,” Renschen said. “All departments had to be relocated into a single building. We redesigned their workflows into clear circulation modes, creating a more consistent, effective model. Because veterinary hospitals tend to evolve into elongated networks of structures, folding circulation paths to fit into a big box store was a challenge.” MD Architects’ winning design – housed in a former Staples store – transformed the physical space through innovative interior renovation and a new exterior addition, and enhanced the experience of the veterinarians and staff who work there, not to mention the pets who receive care. The hospital is now home to 16 exam rooms, air purifying systems that deliver 95-100% air purity in surgical suites, andadedicatedarea fordiagnostic imaging equipment, including X-ray, MRI, CT scan, and linear accelerator for radiation oncology treatment.

“Many pets are especially sensitive to the hospital surroundings, and few are comfortable outside their homes,” Renschen continued. “A growing base of research has been developed into ‘animal-friendly’ veterinary protocols, whichwe,asarchitects,haveincorporated into workable environmental design elements in the hospital, without conflicting with human needs of the space. That includes incorporating calming décor, an abundance of natural light, and separate spaces for dogs and cats to reduce their stress during visits.” Renschen knows a thing or two about the unique needs of veterinary facilities. He founded MD Architects in 2000, and the firm has since designed more than 180 animal care projects across the country, as well as human health environments and retail space. MD Architects offers a wide variety of services in the design and planning for many types of facilities. They are committed to assisting clients in each step of the design and construction process, from conceptual designs to the final inspection.

will act as if the marketing people can all be directed by anyone outside of marketing. That is a big problem and frequently leads to relationship problems between the marketing department and everyone else, and morale problems for the marketing people. The same situation exists for all managers of these “support” units. While each of them should have a single boss, many times anyone who is an owner of the firm thinks they work for them. 5. Owner or principal reporting relationships. I have worked with a number of AEC firms where the individual owners didn’t understand that they reported to someone else – some ONE other person – and the company is not just a lawless federation where any owner can do what they want or cross over any organizational lines to direct people as they choose to. Principals, too, have functional roles and each of them needs someone to report to. That “someone” is not a group or some amorphous collection of more senior owners or principals. I could undoubtedly go on here with more on this subject but hopefully I have stimulated your thinking such that you will be on the lookout for any of these issues in your firms and address them before they become more serious problems than they already are. Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com .

MARK ZWEIG , from page 11

steps not being followed and problems – morale and otherwise – as a result. 3. No real BOD-CEO reporting relationship. In too many AEC firms with multiple partners there is confusion here. Beyond the decision of who gets to be CEO and how that is made (a common issue), there is also the issue of who the CEO is accountable to. Is he or she accountable to the other owners? Or the BOD? It should be the BOD. The BOD is accountable to the shareholders – they elect the BOD. This whole thing needs to be very clear. I can’t tell you how often I have encountered this problem. 4. Support staff reporting relationships. While I hate to think of marketing people, for example, as support staff, the fact is that they are not part of the line (revenue- generating) functions, so we will consider them support for the purpose of this treatise. But who do they report to? The head of marketing, one would presume. Yet in some companies in this business, anyone who is a manager before they become more serious problems than they already are.” “Be on the lookout for any of these is- sues in your firms and address them

THE ZWEIG LETTER DECEMBER 27, 2021, ISSUE 1421

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