Tag Archives: Banner MD Anderson

2015 RED Award logo

RED Awards 2015: Best Healthcare Project

On Feb. 26, AZRE hosted the 10th annual RED Awards reception at the Arizona Grand Resort & Spa in Phoenix to recognize the most notable commercial real estate projects of 2014 and the construction teams involved. RED Award trophies were handed out in 10 project categories, to six brokerage teams and safety, subcontractor, architect, general contractor and developer of the year awards were also presented. AZRE also recognized Sunbelt Holdings President and CEO John Graham with a lifetime achievement award. Click here to view all 2015 RED Awards Winners.

BMDACC-2-Courtyard-35Banner MD Anderson Cancer Center Phase II Clinic Expansion

Developer: Banner Health
Contractor: DPR Construction
Architect: HKS, Inc.
Size: 110,904 SF
Location: Gilbert
Completed: January 2014

After completing the stunning first phase of the Banner MD Anderson Cancer Center, DPR Construction and HKS designed and built phase II, which consisted of a three-level expansion that houses linear accelerator vaults, radiation oncology, CT simulator, exam and infusion spaces. DPR completed this project with zero defects, meaning the project had no “punchlist” items at the time of substantial completion. This means during construction that 2,596 quality items were tracked and resolved “on the fly,” as one nominator put it.


Az Business honors healthcare leaders

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Each year, Az Business magazine hosts the Healthcare Leadership Awards to honor the women, men and institutions that bring excellence and innovation to Arizona’s healthcare system. Here are the winners and finalists who were chosen by a panel of industry experts and were recognized at the 2014 Healthcare Leadership Awards on Thursday, April 10 at the Ritz Carlton in Phoenix. See photos from the event here or on our Facebook page.

Winner: Translational Genomics Research Institute (TGen)
TGen has made great strides in the field if genomics medicine. TGen researchers work to help physicians prescribe drugs that are designed more intelligently, work more effectively and have fewer toxic side effects. They have received numerous grants to support research into brain cancer and brain injuries, advanced cancers, Parkinson’s, rare childhood disorders, and more.

Barrow at PCH
Sonora Quest

Winner: Barbara Kavanagh, Arizona Myeloma Network
Kavanagh’s mission is to change the lack of information and support resources for myeloma cancer by forming the Arizona Myeloma Network and the Living with Myeloma Conference, which has grown to 300 people. She also introduced the Pat and Bill Hite Cancer Caregivers Education and Support Program for caregivers to receive support and answers.

Catherine Ivy, Ben and Catherine Ivy Foundation
Kathleen Goeppinger, Ph.D., Midwestern University

Winner: Robert L. Meyer, Phoenix Children’s Hospital
Meyer is credited for the rapid and significant turnaround of Phoenix Children’s Hospital from the edge of financial failure to a successful $588 million expansion that made the hospital into one of the largest pediatric medical centers in the country. PCH is ranked in U.S. News & World Report’s Best Children’s Hospitals.

Tim Bricker, Chandler Regional and Mercy Gilbert
Mary Lee DeCoster, Maricopa Integrated Health System
Tony Marinello, CEO of Mountain Vista, IASIS Healthcare
Ed Myers, St. Luke’s Medical Center, IASIS Healthcare

Winner: Dr. John Chen, Maricopa Integrated Health System
Serving the community’s most vulnerable residents, Chen has helped thousands of patients within the Maricopa Integrated Health System. He sees patients who are in urgent need of treatment because of their lack of dental insurance or location in third world countries. He promotes dental care and hygiene to help prevent serious diseases.

Dr. Randal Christensen, Crews ‘n’ Healthcare
Gerri Hether, Orchard Medical Consulting

Winner: Blue Cross Blue Shield of Arizona
Marking its 75th anniversary in Arizona, BCBSAZ is committed to improving the quality of life for all Arizonans. The company focuses on providing the best value in health insurance as well as outside programs targeted to children and their families to help reduce childhood obesity.

Health Net of Arizona
UnitedHealthcare of Arizona

Winner: Kristen Rosati, Polsinelli
As an attorney dedicated to the healthcare industry, especially to healthcare privacy, health information exchange and clinical research, Rosati has written 12 books, 30 articles and made 200 presentations on healthcare topics. She also helped establish two nonprofits in Arizona that support health information exchange and health information technology.

Richard Mallery, Snell and Wilmer
Martin L. Shultz, Brownstein Hyatt Farber Schreck

Winner: Scottsdale Healthcare
As a nonprofit, Scottsdale Healthcare not only employs 6,500 staff members, but also is comprised of 1,400 volunteers who donate more than 155,000 hours of service each year. They are the largest employer in the City of Scottsdale and is known for its innovative medical technology, research and patient care.

Banner Good Samaritan Medical Center
Cancer Treatment Centers of America
St. Joseph’s Medical Center
St. Luke’s Medical Center

Winner: Ventana
Ventana is driving personalized healthcare through the development of “companion diagnostics” to identify patients most likely to respond favorably to specific therapies. Ventana has worked is currently engaged in more that 150 collaborative projects to develop and commercialize companion diagnostics globally.

W.L. Gore and Associates

Winner: Banner Alzheimer’s Institute
BAI has undergone a major prevention trial to evaluate a treatment in cognitively healthy older adults at the highest known genetic risk for developing Alzheimer’s disease at older ages. The study is part of the Alzheimer’s Prevention Initiative API, an international collaboration led by BAI to accelerate the evaluation of promising but unproven prevention therapies.

Banner MD Anderson
University of Arizona Cancer Center

Winner: Jimmy Chow, IASIS Healthcare
Chow improved the field of orthopedics by helping to design and teach a hybrid technique of a minimally invasive total hip replacement where the surgeon builds a new hip from inside the body. This surgery results in no post-operative limitations and many patients are discharged within 24 hours. Chow is one of 10 surgeons in the world to perform his surgery.

Karen Corallo Chaney, Magellan Health Services
David Notrica, Phoenix Children’s Hospital

Winner: Venkatesh G. Ramaiah, Arizona Heart Hospital
Ramaiah, the medical director and director of vascular and endovascular research, successfully created the “un balloon,” which is used to remodel thoracic endografts without the wind sock effect. This products was able to be marketed and sold.

David Jacofsky, CORE Institute
Glen Weiss, CTCA

Linda Hunt, Dignity Health
Hunt, who has served as the leader of Dignity Health in Arizona since 2012, has taken a leadership role to advance healthcare and the biosciences for the people of Arizona. She has worked diligently with legislators, business leaders, educators, scientists and community organizations in order to identify, formulate, and support policies that will give Arizonans better healthcare and raise the bar of knowledge.

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Expanded Banner MD Anderson to open April 1

Banner MD Anderson Cancer Center will open the second phase of its outpatient facility on April 1, a major addition which will greatly expand specialty cancer treatment services and prevention programs in Arizona.

The three-story addition includes The James M. Cox Center for Cancer Prevention and Integrative Oncology, additional clinic and infusion space, a separate hematology/stem cell transplant clinic, and expanded radiation oncology space.

The Cox Center, established through a $5 million grant from The James M. Cox Foundation, will provide preventative health consultations for patients to determine their risk for cancer. Medical experts also will offer integrative health consults for patients undergoing cancer treatment as well as cancer survivors. The center will feature services to assist patients during their cancer journeys, such as acupuncture, massage, exercise, nutrition programs and counseling.

“Expansion of our cancer services will allow us to continue advancing the level of cancer care in Arizona through multidisciplinary treatment and access to cutting-edge research,” said Dr. Edgardo Rivera, medical director of Banner MD Anderson. “These expansion projects are more than just adding rooms, space and equipment. Our team approach ensures each patient receives a comprehensive plan of care for his or her individual diagnosis.”

For radiation oncology, the expansion adds two new linear accelerators to the current three. These advanced radiation devices are used to treat a broad spectrum of tumors throughout the body, while enabling treatment of highly complex cancers that require extreme targeting precision. The new machines are housed in rooms with patient amenities such as ceiling-mounted video screens, featuring a variety of relaxing nature scenes patients can choose to watch during their treatments.
Patients undergoing treatment for blood cancers will receive care in the new stem cell transplant/hematology clinic, located on the third floor. This clinic will care for patients with a variety of blood cancers such as leukemia, lymphoma, multiple myeloma and many more, as well as stem cell transplant patients.

Additional infusion treatment areas will provide more space for patients receiving chemotherapy and other intravenous treatments.

Thirty additional clinic rooms will expand the capacity of the Multidisciplinary Clinic. Physicians, nurses, nurse practitioners, pharmacists and additional care providers see patients in this clinic, which is usually divided by disease type.

Banner MD Anderson will hold a free “Power of Prevention” community event from 9 a.m. to 1 p.m., March 22 at the facility, 2946 E. Banner Gateway Drive. This will include tours of the new Cox Center and additional treatment areas. Learn more about the event at www.BannerMDAnderson.com/events.

Banner MD Anderson Cancer Center in Phoenix.  Photo / Gregg Mastorakos

Healthy Outlook: Affordable Care Act means new healthcare opportunities in CRE

“Tastes great!”
“Less filling!”
The old beer adage flavors trends in healthcare commercial real estate entering the Age of Affordable Care Act (ACA). There are tasty opportunities for new types of healthcare real estate and a glut of less-filled medical office buildings (MOB) that may result from consolidations.
Healthcare providers are looking for patient-luring, high technology facilities and they want to pay less for the capital development. Facilities will be smaller, more flexible and expandable. Look for an airline-style hub-and-spoke system.
The new law and changes in healthcare delivery are also going to affect real estate — building sales and leasing, and the value of physician practices and clinics. Many existing medical office buildings will have to re-adapt. Some older facilities may be destined for scraping and redevelopment into other uses.
Deadline on evolving trends

Healthcare has been evolving over the past decade and ACA merely deploys previously evolving trends. All healthcare providers are now implementing change. To understand the future trends in healthcare, the ACA backend effect has to be understood.
Cars and people both run better with 5,000 mile oil changes and 25,000 mile tune-ups — for people, it’s periodic blood tests and annual physicals. It costs significantly less to deal with preventive healthcare for people than treating preventable illnesses.
“The top five illnesses in terms of cost and numbers are lifestyle-related and preventable,” says Mark Stapp, professor of real estate practice and the director of the Master of Real Estate Development programs at the W.P. Carey School of Business at Arizona State University. Stapp says ACA’s focus on wellness is going to have “profound effects on medical real estate and economic development.”
While most political and public discourse focus on the consumer side of the law, healthcare providers are gearing up for what the law means in terms of delivering healthcare and the facilities required for delivery. ACA deploys three fundamental healthcare delivery changes:

1. Creation of Accountable Care Organizations (ACO)
2. Emphasis on keeping people healthy
3. Using hospitals for only the most acutely ill

Meeting the standards of care financially rewards healthcare providers; failing to meet the new standards results in financial penalties. The solution is a model deployed by Banner Health in the Valley — deliver healthcare into neighborhoods using a hub-and-spoke system. This is one reason Banner has built six health centers across the Valley.
Private sector healthcare organizations are not the only ones affected by the law. The Maricopa Integrated Health Service is considering a bond issue to fund its strategic plan. If passed, resulting construction and renovations will enhance its already-existing hub-and-spoke healthcare delivery system.
With thousands of Arizonans obtaining health insurance for the first time, there is an increased demand for healthcare providers. That component of ACA alone would seem to make MOBs an ideal real estate investment. The reality is, to obtain efficiencies, older buildings may not work.
“There are a lot of medical office buildings and clinics that are going to be functionally obsolete; and not just old ones,” reports Tom Weinhold, managing director of Cassidy Turley’s healthcare practices group. “Owners are going to have adapt to general office use or possibly tear offices down and replace them with other uses. Medical infrastructure has requirements today that some buildings cannot accommodate.”
Stapp says it could be a double-whammy in an already over-built office market.
“General demand for office space is decreasing,” he says. “Real estate has value from supporting an activity. If that activity goes, so does the value. The changes in medical care are driving changes in building design.”
Stapp says there are prospects because of ACA, too.
“Much of the public discourse is focused on the healthcare delivery, but there are rippling opportunities,” he says. “The emphasis on wellness is going to more broadly open that field. Community design, how and where people live, transportation options will all change development patterns. The population wants a healthy environment and business will find opportunities in that demand.”

Development opportunities

“The days of the ‘build it and they will come’ hospital towers are over,” suggests Layton Construction’s Steve Brecker, executive vice president-healthcare. “Owners large and small are looking at their dollars much more carefully than before. There is a bigger analytical process in the decision to build or renovate a facility.”
Brecker’s comment, which comes from the firm’s nationwide perspective, is that no healthcare organization is overbuilding. Everything is right-sized for staff efficiency. “Interiors are the focus today. Unlike the ‘70s and ‘80s, a lot of forethought goes into everything from the lobby design to the comfort of the waiting areas,” he says.
At McCarthy Building Companies, Vice President of Business Development Chris Jacobson has a similar observation. “It’s a lot less expensive to build a clinic in an outlying area and bring healthcare to the patients as opposed to forcing patients to drive a long distance to a medical center,” he says. “The outlying clinics capture market share for a provider, and feed more acutely ill patients into the central medical center.”
This is the gist of the hub-and-spoke system deployed by Banner.
“Banner is the trendsetter,” Jacobson says. “They are using an accountable care model (as an ACO) and emphasizing wellness to save money.”
Banner’s Vice President of Development and Construction Kip Edwards says, “We’re going to deliver care at the most convenient and accessible level to our patients. This means not only clinics, but online, telemedicine and other support and educational services.
“What we’re doing is putting physicians, PAs and nurses into a neighborhood setting, so that a patient does not have to wait to see a doctor. In the current system, you’re sick today. You call the doctor and can be seen in three days or next week. You’re not sick next week, you’re sick today. Banner is developing the facilities so a patient can get into the doctor today at the place where all his records are located. Then, if he needs x-rays, prescriptions and a lab test, it’s all in one place; no more running all over town.”
“What all this means for designers and builders is that owners are cautious and we’re not seeing new mega projects,” says Steve Whitworth, healthcare division manager for Kitchell Development. “Most projects these days are in the $5M to $10M range. We’re seeing outpatient space expansion, practices combining and technical upgrades.”

Clinics are being absorbed

Banner, along with Vanguard, Cigna and other major providers, are buying up medical practices to be those family clinics.
“Some of the practices are going to stay in their office condo or leased space,” reports Weinhold. “We’re seeing the big providers saying to doctors, ‘We’ll take your debt and administration, give you some up-front money, and you can work for us.’ Sometimes, there will be an agreement to keep current space for three to five years.”
The consolidations and acquisitions have completely chilled the market for medical practice sales. Although not CRE, many physicians and groups used to plan on a practice buy-out — with or without real estate — that would fund retirement.
“That’s just not the case anymore. No one wants to buy a medical practice except the accountable care organizations,” Dave Peterson says. The owner and designated broker of Arizona Business Intermediaries, LLC, has seen the market grind to a near halt, “It used to be I could take on a practice listing, send it out to a direct marketing list of other physicians and close a deal. Small physician practices used to value at two- to three-times earnings. Now, it’s sometimes less than one times earnings.”
Peterson says that the big healthcare organizations are buying practices on set formulas and with some upfront money. In the end, he says, the now-employee doctors will move into a neighborhood or community clinic.
“There are two impacts on the value of practices and the interest of physicians being their own boss,” he adds. “The first is [ACA]. It’s putting practices in the position of only one interested buyer — large healthcare organizations. The second, which a lot of people don’t consider, is the cost of medical school and its related debt. All of this makes working for a healthcare organization on salary appealing.”
It also causes medical practice values to plummet — dental clinics, cosmetic surgeons and other discretionary practices are not affected by ACA.

New opportunities

“With the emphasis on efficiency and limited dollars, today’s builder is a construction manager and trusted advisor,” observes Layton Construction’s Brecker. “We’re not waiting for plans and giving estimates, we’re involved in the design to use our experience to help the owner and architect design a project that delivers what’s needed for the dollars available. It’s different than just a few years ago.”
Hamilton Espinosa at DPR talks about ROI and efficiency, “As providers are pushing healthcare into the neighborhoods, they are going to spending less to build or remodel. At the hospitals and medical centers, major renovations are not going to be funded unless there is a return on investment.”
Espinosa says full-time equivalent employees and energy are the biggest operating costs for a healthcare system.
“If we can show that a renovation is going to increase staff efficiency and cut energy cost, the owner is going to be willing to put more capital into the project,” he adds.
This is another example of the builder becoming part of the overall design team early in the process. Builders may have an opportunity for more development money if offsetting operational savings are part of the construction project.
Following the Banner model opens other opportunities.
“John C. Lincoln is developing a freestanding emergency department (off Carefree Highway and I-17, Phoenix). Scottsdale Healthcare is building neighborhood clinics and urgent care centers,” points out Kitchell’s Whitworth. “The freestanding (emergency department) is the seed of a future hospital. Dignity (Health) is doing the same thing in Glendale.”
Kitchell is also using new construction techniques to build medical facilities. “It started with the Chandler Regional (Medical Center),” Whitworth explains. “We’re building modules in a warehouse and then bringing them to the site for installation. There’s a safety factor by cutting the number of people interacting onsite. Because healthcare organizations are almost using the same template for interior work, there is a cost savings building offsite.”
Kitchell does not have its own facility, but uses partner warehouse space or on occasion, leases space, for the offsite panel construction.
“We’re constantly looking for new ways to do things to reduce costs and increase quality,” he says.

New moves for service delivery

Other healthcare providers are getting ready to implement ACA strategies. Rather than acquiring practices and building all its own clinics, the Mayo Clinic seeks to affiliate and partner. This move is not at the exclusion of building its own clinics, but in addition to greenfield facilities. Mayo has affiliations with the new cancer center at Yuma Regional Medical Center and the Sierra Vista Regional Health Center is developing a Mayo telemedicine connection.

John C. Lincoln Health Network North Mountain Hospital in Phoenix. Greg Mastorakos

John C. Lincoln Health Network North Mountain Hospital in Phoenix. Greg Mastorakos

“We’re putting less focus in inpatient services,” reports Cheryl Lisiewski, director of facilities project management for Mayo Clinic. “Our remodeling and expansion are creating a better environment for outpatient services and increased examination space.”
Mayo is undergoing a nearly $350 million expansion on the Phoenix campus with a proton beam therapy facility and new cancer center.
“We’re looking to develop new clinical offices, but primarily, the expansion allows us to renovate and backfill offices for departments that are now in compressed spaces,” she says. The expansion does generate some new inpatient beds, but it’s almost exclusively designed to meet outpatient needs.
The investment on campus is not preventing Mayo from reaching into the community. “We may develop stand-alone and primary care facilities,” explains Lisiewski. “We’re also interested in strategic partnerships for the Mayo Care Network. It’s similar to what we’ve done in Minnesota and Wisconsin.”
Mayo Clinic expects to announce its first primary care clinic in an outlying community in the near future. Negotiations were not completed at press time. Mayo’s model is good news for MOB leasing, but on a small scale compared to the number of facilities. Its partnerships mean working with existing practices or newly consolidated groups.
“There isn’t a relationship between MOB office space that will be delivered and population growth,” cautions Weinhold. “Well-located space is being snapped up by REITs at premium prices. Outlying MOBs are seeing values decline. It’s not just a simple conversion to switch an MOB to a general office.”
“There are a lot of different vehicles being used,” he adds. “Walgreens, CVS and Walmart are developing in-store mini-clinics. The urgent care centers, FastMed and NextCare, are going into retail center end caps. NextCare has started building on retail pads.”
These options are not good news for owners of Class-B and -C office space.
“I had physicians who were buying medical office buildings before and during the recession,” recollects Arizona Business Intermediaries’ Peterson. “Now they want to get out, but they’ll be lucky to recoup the purchase price on some of those properties. It’s not just recession-pricing, it’s that the buildings are going to be empty under [ACA].”
“The big problem, too,” explains Cassidy Turley’s Weinhold, “is that a medical office is not

Banner Estrella Hospital, in Phoenix, during construction phase. Courtesy of McCarthy

Banner Estrella Hospital, in Phoenix, during construction phase. Courtesy of McCarthy

adaptable to a general office. Owners are going to need to come into these office condos and gut the place. It’s unlikely once vacated there are enough small practices to take up the space that’s going to be available.”

New buildings, new opportunities

“New businesses are going to model around the new ideas that come out of [ACA],” projects Stapp at the W.P. Carey School of Business. “There’s a huge impact from wellness, because healthy people reduce healthcare costs. This is going to create opportunities for wellness business — and these businesses are going to need facilities. For example, there is a shortage of primary care physicians. This increases opportunities for complementary integrative medicine. That opens the door to small niche practices not impacted by ACA.”
“Our marketing is going to change for healthcare,” McCarthy’s Jacobson advises. “Without the big projects, we need to adapt to smaller projects and facility upgrades. Cost is going to be a big driver in the process.”
Jacobson say smaller facilities provide opportunities for builders to take on multiple projects using big medical center experience: “The materials and systems are the same for the health centers. Redundancies are not required, but the electrical and HVAC still function the same way as a hospital.”
Jacobson sees opportunities with delivering healthcare into rural areas, “Telemedicine, robotics and web services may not means anything more than a room in a rural clinic, but the backbone is going to require central facilities like call centers and data centers.”
Whitworth echoes that comment, “We have a benefit at Kitchell that we can call a medical professional any time, 24/7, and they’ll tell us whether to take two aspirin, get to an emergency department or make an appointment for a doctor. That medical professional has to be located in a facility somewhere.”
“Banner is going to spend $15B over the next 10 years renovating its medical centers and building clinics,” concludes Banner’s Edwards. “Sometimes, we might find a facility we can renovate or repurpose. Other times, we might have a greenfield building. Occasionally, we might lease space.”
Multiply that by the number of healthcare organizations in Arizona, and the future of healthcare CRE has some potential.
“I just don’t see it happening next year,” says Espinosa.

Eric Jay Toll is a freelance writer based in Scottsdale. He covers CRE, development and construction, business, medical and travel news for a variety of publications. His work appears in AZRE, Az Business, USA Today, CardioSource World News, and Toll is the senior correspondent for Arizona Builder’s Exchange. Toll spent three decades as a land planner, including 17 years in public agency development and economic development department management. He lives in Phoenix.


Banner MD Anderson expanding

Banner MD Anderson Cancer Center on the Banner Gateway campus will break ground in January 2013 on an expansion of its outpatient cancer facility, offering a new service and additional equipment and treatment areas to meet the needs of its rapidly growing patient population.

The 111,000-square-foot expansion will take place to the south of the existing 130,000-square-foot building and will add:

·  Three linear accelerators (two at opening and one vault for future use) for a future total of six, used for external beam and internal radiation treatments
· 30 additional clinic exam rooms for a total of 60 rooms
· 13 additional infusion bays for a total of 53
· Expansion of Laboratory Intake Center and Welcome Center
· The Cox Center for Integrative Oncology and Cancer Prevention, funded in large part by a grant from the James M. Cox Family Foundation
· Dedicated space for the Stem Cell Transplantation and Cellular Therapy program
· Additional shell space for future expansion needs

“We’re proud to be living our vision of providing premier cancer services in the Valley,” said Todd Werner, CEO of Banner MD Anderson. “Our patients deserve nothing less than the best care and treatment options available.”

Banner MD Anderson will break ground on the $62.6 million expansion project on Jan. 22. The newly added area will open in spring 2014.

“We’re excited that we can expand our facilities and in turn, serve more people,” said Maggie Row, vice president of clinical operations for MD Anderson Cancer Network. “We look forward to enhancing our services in partnership with Banner Health and continuing to elevate the quality of care available in Arizona.”

Since opening in 2011, the cancer center has experienced rapid growth in outpatient volume. The center’s model of multi-disciplinary care, coupled with its relationship with The University of Texas MD Anderson Cancer Center in Houston, has attracted more than 5,000 patients and resulted in 50,000 patient visits since opening. In addition, more than 50 subspecialty physicians are now providing cancer care to patients in need.

The new Cox Center for Integrative Oncology and Cancer Prevention will incorporate traditional cancer treatments with evidence-based integrative therapies, such as relaxation techniques to aid in pain and/or stress management. The center will include individualized prevention, screening and diagnosis programs, rehabilitation and community outreach programs, and will also be an invaluable community resource for cancer prevention education.

Project architects are HKS, Inc. and the general contractor is DPR Construction.

Banner MD Anderson Lantern Of Hope

Banner MD Anderson Cancer Center’s Lantern Of Hope Honored

The Lantern of Hope positioned at the entry to Banner MD Anderson Cancer Center, was recognized among 15 architectural lighting design projects throughout seven countries at the 29th Annual International Association of Lighting Designers (IALD) International Lighting Design Awards. The ceremony was held May 10 in Las Vegas. The cancer center, located in Gilbert, Ariz., is a unique collaboration between Banner Health and The University of Texas MD Anderson Cancer Center.

Positioned at the entryway of the $109 million cancer center, the award-winning Lantern’s vivid, uniform glow serves as a beacon of hope and a symbol of the center’s commitment to the eradication of cancer. Judges noted the subtle color usage as a distinct differentiating factor within the project as many times color is over utilized in lighting design projects. Judges also noted the exceptional execution and design composition of the silhouette lighting in the vertical tower and the even wash of the horizontal awning.

“Symbols of hope abound at Banner MD Anderson Cancer Center,” said cancer center CEO Todd Werner. “We are honored that our lantern provides inspiration among such prominent architectural lighting design projects across the world.”

The Lantern of Hope was created with accessibility, maintenance and longevity in mind. Robust, yet small scale, IP66 luminaries with long-life LEDs were selected to withstand the hard desert climate and are situated in a double row at the base of the four-story panel spans in single rows at the bottom of the single-story spans.

The panels cladding the structure were cut to represent the canopy of the Palo Verde tree, also known as the “nurse” tree, fittingly, and filter sunlight to the entry and balconies through a fabric scrim by day while being backlit at night to create an inspiring visual icon. Playful contrasts of light and shadow provide a soft, luminous space of transition to the building during the day and relaxing vantage points for the ever-changing natural light show are offered from adjacent second and third floor balconies.

Generally, the Lantern glows in lavender – the universal color for cancer awareness. Through the use of a DMX control package, Banner MD Anderson officials can also use the Lantern to communicate cancer awareness months, holidays and special events through smoothly fading color and kinesis.

In addition to the Lantern of Hope, the center was designed merging the “high-tech” world of medicine with the “high touch” needs of cancer patients to provide holistic care. The center’s unique environment also incorporates proven evidence-based design theories to enhance healing such as natural light, artwork, water features and views of nature. Patient and family amenities at Banner MD Anderson include an expansive lobby, outdoor balconies, large patient rooms and treatment areas as well as unique boutique retail services.

Architect for the Banner MD Anderson Cancer Center was Cannon Design. General contractor was DPR Construction.

Located at US 60 and Higley Road, the 130,000-square-foot state-of-the-art facility is housed on the Banner Gateway Medical Center campus in Gilbert, Ariz. Banner MD Anderson joins Arizona’s leading health care provider with the nation’s leading cancer center to provide patients and their families the highest quality care possible. Top areas of patient care include medical oncology, radiation oncology, surgery, pathology, laboratory, diagnostic imaging and other supportive clinical services.

You can find out more about Banner MD Anderson Cancer Center at www.bannerhealth.com.