Six Lessons Inspired by 2024 DJC Women of Vision Honoree Mariah Kiersey

October 15, 2024

Held annually, the Daily Journal of Commerce (DJC) Women of Vision award recognizes and honors women who are shaping the built environment with their technical skill, leadership, mentoring, community involvement, and creation of opportunities for future generations of women in the industries. 

 

Nominated by her peers, Senior Principal and Office/Retail/Community Studio Co-Leader Mariah Kiersey was selected by the DJC as an honoree for her contributions to Ankrom Moisan and the greater Portland community. 

 

Mariah's PDX Closeup

 

Mariah Kiersey celebrates her recognition as a Woman of Vision in Ankrom Moisan’s Portland office.

 

The epitome of a strong female leader, Mariah consistently demonstrates exceptional leadership, creativity, and dedication to both her craft and team. According to Murray Jenkins, Vice President of Architecture, “her ability to inspire and guide her team has significantly contributed to our firm’s success and reputation in the industry. She consistently demonstrates a commitment to excellence and a passion for mentoring others.”  

 

However, Mariah’s contributions to our firm extend beyond her role as Co-Leader of the Office/Retail/Community studio; she is a trusted colleague and an inspiring leader who fosters an environment of innovation and inclusivity. 

 

Within Ankrom Moisan, Mariah is “one of those rare architects who have an incredible amount of grit,” said Dave Heater, President. “This shows up in how hard she works and how much she cares about doing great work for her clients and helping those on her team learn and grow.”  

 

One of her many contributions to the firm in this sense are the lessons she imparts – knowingly or unknowingly – to the rest of the firm. Here are six lessons on how to be an employee of vision, inspired by Mariah and her award-winning work ethic. 

 

 

1. Get Involved

 

Mariah is a passionate advocate for community health, often volunteering her time and expertise to support local initiatives aimed at providing essential services to individuals facing mental health challenges. Her work in designing and developing behavioral health facilities reflects her deep understanding of the critical role that well-designed spaces play in supporting mental health and wellbeing. 

 

Her involvement with the community extends beyond her professional responsibilities, as she consistently engages in various community initiatives and volunteer efforts. For example, she sponsors a local family each year around Christmas, providing the children with gifts and toys.  

 

It’s through her community involvement that Mariah exemplifies “the qualities of a true leader who is dedicated to making a positive impact both within and beyond her professional sphere,” according to Murray Jenkins. 

 

“Not only does she have an impressive resume of social and community volunteering,” said Alissa Brandt, Vice President of Interiors, “Mariah is someone that, both as a friend and a colleague, will jump in to assist with anything and everything that needs to be done.” 

 

 

2. Help Others Through Collaboration

 

Mariah’s commitment to collaborating with her counterparts in Interior Design demonstrates her ability to work seamlessly across disciplines to deliver cohesive and comprehensive design solutions. Her collaborative approach has been pivotal in the successful execution of various projects, enhancing the overall quality and coherence of the firm’s work. 

 

“She will always be there to provide support, guidance, and to honestly jump in and get her hands dirty, taking on any portion of work that needs to be done,” said Alissa Brandt. “Mariah doesn’t ask why. She just asks, ‘How can I help you?’ She treats every ask for help as an opportunity to make us better.” 

 

Her contributions have not only strengthened Ankrom Moisan’s project portfolio but have also played a crucial role in shaping the firm’s culture and values. Her leadership, vision, and collaborative spirit continue to inspire and drive the success of our organization. 

 

 

3. Set Clear Expectations

 

One of the notable changes Mariah’s led is the implementation of rigorous project management practices. She has established a culture of excellence by setting clear expectations and standards for design delivery. 

 

“Mariah’s leadership in this area has significantly improved the firm’s project outcomes and client satisfaction,” said Murray Jenkins. “Her meticulous approach ensures that projects are not only completed on time and within budget, but also meet high-quality standards.” 

 

Through her dedication to high standards and her unwavering support for her colleagues, Mariah’s inspired a culture of excellence and continuous improvement at Ankrom Moisan. 

 

 

4. Participate in Mentorship Opportunities

 

Mariah consistently gives her time to both local charities and young professionals as a mentor. Her contributions have significantly impacted her colleagues, mentees, and the industry as a whole. 

 

She’s a role model for young professionals in the industry, regularly volunteering her time to provide guidance, support, and professional development opportunities to aspiring architects and designers. She participates in career days, workshops, and mentorship programs, highlighting her commitment to fostering a diverse and inclusive industry. 

 

Her mentorship has helped many individuals navigate their careers and develop their skills, fostering a culture of continuous learning and growth within the firm, resulting in herself being seen as a “go to person at all levels of Ankrom Moisan,” according to Rachel Fazio, Vice President of People 

 

Within the Office/Retail/Community Studio, she mentors her team members, keeping in mind both the mentoring that she got as a young professional, as well as the mentoring that she wishes she received.  

 

“As a female leader in the firm, Mariah seizes every opportunity to assist emerging professionals, both within the office and beyond,” said Michael Great, Design Director of Architecture. “This dedication is demonstrated by her volunteer work with AFO’s Architects in Schools program and her role as a guest reviewer and contributor at the University of Oregon. She is always willing to share her time and expertise to advance the profession.” 

 

Through these mentoring and leadership efforts, Mariah continues to shape the future of architecture, fostering an environment of innovation, inclusivity, and excellence. 

 

 

5. Don’t Back Down From a Challenge

 

According to Dave Heater, Mariah became a team leader “at a young age due to her success at managing some of the most challenging projects for the firm.” Embracing this role with enthusiasm and determination, she was able to foster an inclusive and innovative environment within the Office/Retail/Community studio. 

 

“Mariah has volunteered endlessly at Ankrom Moisan to take on challenges and navigate them back towards success,” said Alissa Brandt. “She steps in to lead teams, clients, and projects.” 

 

In 2021, during a particularly challenging time when the Healthcare studio leader left the firm, Mariah took on additional responsibility as the interim leader of the Healthcare team. She knew that this was a huge lift and that the team/firm needed a large amount of her time to navigate the transition, but she took the challenge on with grace.  

 

“Mariah never alluded to the fact that this was an enormous task,” said Alissa Brandt. “She stepped up and took charge, leading with grace and poise, keeping the entire team moving forward. Without her leadership and commitment, we may not have been able to maintain this extremely important studio in our firm.” 

 

“She consistently goes above and beyond on every project and in every situation,” said Michael Great. “Mariah’s leadership, tenacity, and extensive experience has earned her the respect and admiration of many both inside and outside of Ankrom Moisan. Her unwavering commitment and dedication every day inspires all of us to do better and bring our full selves to every project.” 

 

 

6. Hold Yourself and Others Accountable

 

Mariah’s leadership has had a lasting impact on the firm’s operations and has set a benchmark for future leaders to aspire to. Her ability to hold her project managers accountable has instilled a sense of responsibility and ownership across the team. She encourages open communication and transparency, allowing for proactive problem-solving and continuous improvement. 

 

This accountability framework has not only enhanced project performance, but also built a culture of trust and mutual respect within the team.  

 

She’s been instrumental in driving significant changes within the firm, particularly through her rigor in project management and her ability to coach, mentor, and hold her project managers accountable to high standards. 

 

“She created this accountability revolution well before we had studios,” said Dave Heater. “Mariah began tracking key financial metrics on her own to show her team how they were performing. Her efforts are now being replicated at a firm level.” 

 

Mariah in the PDX Office

 

Mariah at the base of the stairs in Ankrom Moisan’s Portland office.

 

Congratulations, Mariah, on your recognition as one of 2024’s Women of Vision! You are a role model to the firm, embodying how to make deeper connections and be a better person to work with daily.  We are all lucky to call you a coworker.

 

Project Walkthrough: Plaza Los Amigos

September 23, 2024
Where Friends Become Family

 

Named after the large, multigenerational mutual aid society created by Mexican and Texan farmworkers who migrated to Cornelius in the 1950s, Plaza Los Amigos honors the traditions of the past while supporting the development of new relationships.

 

 

Opportunities to come together, celebrate, and support one another, much like the original Los Amigos group “Los Amigos Club” did, can be found throughout the property. Inside and out, community is emphasized through connected amenities and shared spaces, all designed with the traditions of the local Hispanic culture in mind.

 

 

By embracing the heritage of Cornelius’ Hispanic demographic, the affordable, family-oriented housing complex seeks to strike a cohesive balance between reminders of home in Mexico and the aesthetics of the Pacific Northwest’s agricultural history.

 

Offering the promise of homemade food, a place to sleep, and a sense of belonging and support, the new Plaza Los Amigos is where strangers become friends, and friends become family.

 

Home on the Range

 

 

Inspired by the geographical location and the agricultural history of Cornelius, material choices traditionally tied to farmhouse aesthetics influence the design palette of Plaza Los Amigos, positioning the affordable housing complex as a spacious sanctuary of the new frontier.

 

Simple, yet hardy materials like lap and board and batten siding are paired with white trim and window frames, calling back to classical agricultural architecture and adding flashes of brilliance that stand apart from the rest of the structure’s grey-on-grey color scheme. The building is a zig-zag shape, permitting many connections between interior and exterior spaces and the residents that occupy them.

 

 

Saltillo tiles sourced from Mexico are used in planters and benches in the front courtyard of the site, bringing together the vibrant traditions of Hispanic culture and the regional, outdoorsy aesthetic of Oregon. The outdoor front plaza was a crucial element to the site, allowing residents to gather, host events, or enjoy the outdoors as they wait for a friend or rideshare to pick them up.

 

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In the building’s back is an open space with a covered futsal court and greenery. Connecting to a park on the east of the site, both the front and back courtyards provide plenty of open space for use in get-togethers and other celebrations.

 

 

Where Families Flourish

 

Comprised of 113 affordable 2- and 3-bedroom units, Plaza Los Amigos is designed as a home for families to flourish. An understanding that these units would be the backdrop for multiple generations to grow up and grow old in led to an emphasis on family-oriented elements throughout the individual units and shared spaces.

 

 

To support resident families through the challenges of raising kids, a unique decision was made to place residential kitchens along the exterior walls of units. This allows parents to keep an eye on their kids as they play outside in the plaza, while still being able to cook dinner or wash dishes.

 

Partnering with Sequoia Mental Health Services, the building offers culturally competent, accessible resources and support aimed at the safety, security, and well-being of residents. Sixteen individual residential units are designated to provide stability to unhoused community members.

 

Other forms of support are seen in the two lobby photo rails, which encourage residents to share and show off their accomplishments, whether they are good grades, a creative art project, a recent certification, or any other acknowledgement that they are proud of. A strong connection to the Dreamers resulted in this feature – Plaza Los Amigos wanted to highlight the dreams and achievements of its residents to encourage a more connected community.

 

 

Spacious elevator lobbies on each floor – elevated by the patterns of colorful graphic tiles – serve as meeting points, overlooking the Plaza courtyard below and leading residents to shared amenities throughout the building. These amenities include laundry rooms on each floor, a community room and adjoining community kitchen, and an outdoor covered futsal court. The community kitchen includes a six-burner stoves, designed to help facilitate large celebrations and shared feasts that bring the community together as one.

 

 

As a special gift to Bienestar, one of the key architects on the project spent their own personal time transforming lumber from a  oak tree on a nearby Bienestar site into two custom benches, to be utilized in the elevator lobby at the heart of the community. Engraved with a note explaining the collaboration between LMC Construction and Ankrom Moisan, the benches recognize and celebrate the significant work that Bienestar and Plaza Los Amigos do to provide affordable housing to those who need it in Washington County.

 

 

Get to Know Our Student Housing Team

September 5, 2024
A Q&A with Jenna Mogstad, Mackenzie Snyder, Zach Stofferahn, Sydney Ellison, and Alex Kuzmin

Our Higher Education designers share why they’re excited about the future of student housing – from rising global demand to an increasing desire for sustainable design – and what they enjoy most about their work.

 

 

Ankrom Moisan’s Student Housing Team (From left to right, starting in the back row: Jason Jones, Jenna Mogstad, Matt Janssen. Front row: Cindy Schaumberg, Alex Kuzmin, Mackenzie Snyder, Zach Stofferahn, Sydney Ellison)

 

 

Jenna Mogstad

4 Years

Associate Interior Designer

 

What do you like best about designing student housing?

 

I love it because it’s FUN. Student housing is invigorating and creative, with really unique requirements and programs to consider. Designing spaces that inspire and cater to young adults and users that are in such a formative stage of their life is really rewarding.

 

What has excited you about future work in this sector?

 

I’m most excited about incorporating trauma-informed design principals into student housing and higher education projects. Creating safe and non-triggering spaces for users from every possible background is something I take very seriously. We need to ensure that this population can thrive and be successful, for the future of us all.

 

What interesting changes have you seen in this sector over the years?

 

Since I graduated college in 2017, I’ve seen a big shift in the level of amenities that are provided in student housing. Each new project seems to just get better and better in terms of the activities and spaces that students are offered – right in their homes. Bars, theaters, spas, fitness, you name it. There’s a whole new level of approachable luxury that didn’t exist even just a short time ago when I was a student. It’s really exciting to see!

 

 

Mackenzie Snyder

1 Year

Interior Designer

 

What do you like best about designing student housing?

 

There are endless possibilities to be creative through finishes (fun colors, patterns, textures, etc.) and functions of a space (feature stairs with integrated seating, rock climbing walls and fun fitness zones, variations in study areas, etc.).

 

What has excited you about future work in this sector?

 

I like that this sector will always give us the opportunity to help create environments that help young students feel comfortable in the process of moving away from home and going through formative new steps in their life. The fact that design can help make that transition smooth is something that will never change, even as other trends do.

 

Is there anything that makes you uniquely suited to working in this sector?

 

I’m the youngest on the team and therefore the most recently out of college. I think because of that I can bring a unique perspective. I’m close to the current generation of students and can see firsthand how they tend to interact in their college environments. That can be very useful.

 

 

 

Sydney Ellison, Jason Jones, Cindy Schaumberg, and Matt Janssen at a design charette.

 

 

Zach Stofferahn

3 Years

Job Captain

 

What do you like best about designing student housing?

 

Student housing has a much bigger focus on communal spaces than a typical multi-family project.

 

What has excited you about future work in this sector?

 

I have seen several student surveys indicating sustainability is important to students today. We are always looking for ways to incorporate sustainable features into our buildings, so it is exciting to work with a user group that shares that value. I am hopeful that as students continue to seek those features, our design solutions can become more and more bullish on sustainability.

 

What’s uniquely challenging about designing student housing?

 

Schedule is important on all projects, but in student housing even more so because it is so critical to align building completion with the academic calendar. Pushing the schedule is typically not an option.

 

 

Sydney Ellison

6 Years

Interior Designer

 

What do you like best about designing student housing?

 

Getting to be very playful with our designs.

 

What has excited you about future work in this sector?

 

I’m excited by the increasing focus on mental health and wellness being integrated into off-campus housing.

 

What inspires you?

 

Our higher-ed team is inspiring; we have a great dynamic and collaborative environment.

 

 

 

Alex Kuzmin

3 Years

Technical Designer, Project Architect

 

What do you like best about designing student housing?

 

There are unique opportunities to be creative that don’t present themselves in other market sectors. I enjoy striking that delicate balance with budget and client expectations.

 

What has excited you about future work in this sector?

 

Rising global demand. With a projected 594 million higher education students by 2040, our studio is uniquely positioned to capitalize in this market sector with our experience and specialized knowledge base.

 

What’s uniquely challenging about designing student housing?

 

Designing student housing is uniquely challenging because you need to strike a balance when considering functional, flexible spaces with the design of an engaging, communal environment that supports both academic and social development.

 

 

Want to get to know the Higher Education Studio leaders? Hear from Cindy Schaumburg and Jason Jones here. Hear from Matt Janssen and Alissa Brandt here.

 

Employee Spotlight: 2024 Employee Ownership Champion, Stephanie Hollar

August 22, 2024
Embracing Teamwork to Make a Difference

Honored as a champion of employee ownership within the first round of Ankrom Moisan’s rewards & recognition program, Stephanie Hollar sees the greater whole of our efforts and embraces teamwork to make a difference.

 

Stephanie's Headshot

 

Stephanie Hollar’s headshot.

 

Stephanie first came to Ankrom Moisan at the behest of her then-boyfriend (now husband). It was over a decade ago, back in 2013. She was living in Washington state and wanted to make the move down to Portland “My husband recommended that I reach out to Ankrom Moisan because he knew Amanda Lunger,” Stephanie explained. “They were friends in college, and since he knew I was interested in housing, he thought this would be a good spot for me. I sent my portfolio to Amanda, and that’s how I got my foot through the door.”

 

When she started at Ankrom Moisan, getting through the rest of the door, Stephanie recalled that it was a really exciting time. “We were doing lots of projects in Portland, and there was a lot of hiring. We hired quite a few people who were just right out of college,” she said. “It was fun to start with a bunch of people who were in the same boat as me, carrier-wise.”

 

In addition to the excitement of starting her first post-grad job with a group of similarly aged coworkers, Stephanie found lots of stimulation in her work. She described her first project, Goat Blocks, as “cool, interesting, and exciting,” due to its location just a quick bike ride away from where she was living at the time. Now, over ten years later, Stephanie is still just as passionate about the work she does as a Technical Designer, doing CA (Construction Administration, AKA Administration of the Contract for Construction) work on affordable housing projects. “I just love the reason behind doing affordable housing,” Stephanie said. “There’s absolutely a housing crisis going on. Being able to feel like you’re doing something to help fix that is really nice.

 

Stephanie's recognition banner

 

Stephanie’s recognition banner.

 

Having worked consistently to make an impact on the housing crisis with Ankrom Moisan’s affordable housing team, Stephanie knows that she’s grown a lot in her time at the firm. “I’ve become a lot more confident over the years,” she said. “Confident and more comfortable asking questions and stepping into conversations, especially as a woman. It can be hard to bring your voice to the table when it’s all just men, but that’s something I’ve become more comfortable and confident with, with age and experience.”

 

Stephanie is a groundbreaker in holding space for women in architecture, leading research into the consequences of gender disparity in the industry as part of Ankrom Moisan’s 2023 Do Good Be Well research scholarship program. Her collaboration with Amanda Lunger and Elisa Zenk, titled “Where are the Women,” revealed six key challenges faced by women within the industry, and proposed solutions to boost equity and support women in architecture.

 

Elisa, Amanda, and Stephanie

 

Elisa, Amanda, and Stephanie together in the Portland office, from their Do Good Be Well research project feature.

 

It was that spirited drive and initiative that led to Stephanie being nominated as Ankrom Moisan’s Employee Ownership Champion. When asked what ’employee ownership’ means to her, Stephanie revealed that it means “taking responsibility and ownership not just for your work, but also for your team’s work.”

 

Making the point that a document set is not created by a single person on their own, but rather by a team of people, Stephanie looks at the bigger picture, seeing how each team member contributes to the greater whole of a project’s design. “It’s important to recognize that it’s all of us together. We need to own that. That’s how I think of employee ownership; what we produce is our work.

 

 

Stephanie’s Employee Owner Champion Nomination Video

 

Stephanie found out about her acknowledgment when she received a ‘congratulations’ text from Amanda. “I didn’t understand what she was talking about,” Stephanie admits. “Then I saw it on the Insider. I was very flattered and honestly a little bit shocked. I don’t have a project team I’m working with, so I didn’t think that this was something I had a chance of winning. I’m very appreciating of the nice words from everyone who nominated me and recognized the kind of work I’m doing, even if it’s just me doing it right now.”

 

Once the shock of winning subsided, Stephanie began to think about the future of what the Rewards & Recognition honor could be. “I really hope that this program encourages us to acknowledge when people do a job well done. Having a culture that values employees who do a good job and a program to celebrate that is a good thing that we should keep moving forward,” she shared.

 

Called out in her nomination video by David Kelley for leading the first ‘Lessons Learned’ with the housing studio, Stephanie stepped up to share what different teams can do to support CA work. The studio wanted to have some informative discussions with groups that weren’t in the same studio, discipline, or practice as them to provide updates on what’s going on in the office. “I put together a list of dos-and-don’ts for construction administration (CA) and other things I found helpful for what I’m doing,” Stephanie said. “I was trying to provide knowledge about what I thought was good and what I thought could be worked on. I think it led to some good conversations, because everybody has their own opinions on the best ways to do certain things. It was a productive work session that I think everyone appreciated, since it was the first of its kind.”

 

Being able to communicate to different studios how to support the CA work she does was huge for Stephanie. As the only one doing CA for the Shea project she is working on, she has a lot on her plate. She revealed that one way she’s supported in her role is by checking in with Don Sowieja, her direct manager, every other week. “He has a lot of trust in me. It helps me be successful, knowing I can come to him,” she shared. “He provides me with guidance but doesn’t overstep. He allows me to do work that maybe I haven’t done before, but he trusts I can do it well. That’s something I find very supportive – having trust as an employee.”

 

Outside of work, Stephanie continues spreading support by volunteering for ACE, and Architecture, Construction, and Engineering after-school mentorship program for high school students in the Portland area. “It helps me feel rejuvenated and excited about where architecture is going,” Stephanie said. “It’s fun to see students get excited about what we do. They come up with some very cool designs and ideas, so seeing the next generation really inspires and excites me.”

 

Stephanie with the ACE group

 

Stephanie with the ACE group in the materials library at Ankrom Moisan’s Portland office.

 

Her advice for the next generation of architects and interior designers is simple, yet impactful. “There are no dumb questions,” she said. “When you’re so young and first starting your career out, you think that school prepares you for everything in the real world, but it really doesn’t. It gets your mind ready to absorb all the information that you can’t learn in school.” Stephanie encourages young professionals to ask questions and absorb all the knowledge they’re receiving. “Don’t pretend you know everything right off the bat, because that’s not true,” she emphasized. “Every day I’m learning new things. Be open to always learning more.”

 

Going back to the idea of employee ownership, Stephanie’s second lesson for young professionals just starting out in their careers is that architecture – at least here at Ankrom Moisan – is a team effort. She emphasized being open to collaboration, saying “It’s not just one person doing everything. I really encourage everybody to have a mindset where they’re working as a team and being a team player.

 

Working together as a team means many challenges are overcome quicker, and with less difficulty. That doesn’t mean that there will be no challenges, though. For Stephanie, the biggest challenge she’s faced in her position is leading a team that’s constantly changing. “Trying to keep things moving forward while everything in the background is shifting around you is really difficult,” she said. “To overcome that, being able to rely on other people in the office for guidance was huge. I had to come up with a work plan so that even if my team is changing, I still have a path to move forward.”

 

Just over the horizon is a new challenge for her, though – motherhood. “I’ll be confronting another big challenge moving forward, which is balancing both motherhood and working. I’m really curious to see how that will work out, moving forward,” Stephanie said. She plans on using her recently earned sabbatical to take an extended maternity leave, adjusting to her new life as a mother before coming back to work. Though this challenge will be one she must face herself, without a team, Stephanie knows that all of Ankrom Moisan is supporting her in her journey through this new stage of life. As the Employee Owner Champion, she knows that she is never truly alone here.

 

Employee Spotlight: 2024 HOWNOW Champion, James Lucking

July 24, 2024
Embodying our HOWs

Acknowledged in the first wave of Ankrom Moisan’s Rewards & Recognition program winners as a HOWNOW Champion, James Lucking embraces and celebrates AM’s culture, going the extra mile to embody the firm’s HOWs.

 

 

James in Ankrom Moisan’s Seattle office.

 

As a Technical Advocate, James’ primary role is quality control. “The bottom line is that I have to ensure the quality of deliverables when they pass through my hands,” James explained. “The unique thing about the way we do it at Ankrom Moisan is that the other Technical Advocates and I get assigned to a team and go through the entire process with them.” In this sense, James is there every step along the way. “I’ll do review at each milestone,” he elaborated. “I’m also a resource for when people want to ask quick, one-off questions.”

 

Because of his role as a resource for project teams throughout the design process, James is deeply immersed in the firm’s culture. He knows the ins and outs of each studio and helps to streamline the project design process for each of them. His work spans project types, but his favorite is renovations. “I enjoy working on projects with an existing component as well as new,” he shared. “When we have a project where we’re saving a historic facade and building onto it, those are always interesting to me. The intervention between the new and the old is very interesting to me.”

 

 

James’ HOWNOW Champion Recognition banner.

 

James first came to Ankrom Moisan around a decade ago, enticed by an open position that would ultimately become his. “I saw an opening for a Technical Advocate (TA) role and thought it was a good fit for my personality and the type of experience I had in my career, which has been much more technical than design-oriented,” he said. When he first started, Ankrom Moisan was still operating out of an office in Pioneer Square. “The space was pretty full, and we were growing really fast. It was quite a roaring economy at the time, it was great to experience this super high-energy design firm.”

 

“It was a highly collaborative environment,” he recalled. “We would have pin-ups around once a week. At other firms, people typically present their work in a general, architectural way. Ankrom Moisan does it differently. People are very directed and focused on what they’re contributing, and always open to suggestions. People would say ‘hey, we’re working on this and have this specific challenge’ and everyone would give ideas. It was a new way of doing things.”

 

Though James and the rest of Ankrom Moisan worked hard back then, they also embraced our HOWs by having fun with it. “We had a lot of celebrations of milestones. When the team completed some SD or DD milestone, they’d all go out to lunch and invite the TAs on the project,” James said.

 

Over the course of his career, James’ areas of focus have changed slightly. “I came with a lot of experience in building enclosures and exteriors,” he explained. “I’ve gotten to learn quite a bit about various codes, how they work together, and how to quickly find the right answer to a problem within the code. Sometimes it can be a little challenging.” He’s learned that if you think you’ve found the answer you’re looking for, but haven’t looked in at least two different places, there’s a good chance it’s not right.

 

 

Illustrated graph of Ankrom Moisan’s HOWs.

 

Nominated by Cara Godwin, Associate Principal, Murray Jenkins, Vice President, and David Kelley, Senior Principal, James found out about his recognition as a HOWNOW Champion the day after it was announced on SAM. “I felt really flattered,” he stated. “It felt good to have someone say that they thought I embodied the firm’s values and methods.”

 

Explaining how he embraces Ankrom Moisan’s HOWs, James said that he doesn’t see any other way to do it than to look at them frequently. “I look at the HOWs and ask myself if one of them will help me bring my best self to the problem I’m facing. They usually help with challenges when you’re struggling with something,” he stated. “To step back for a second and refresh your understanding of the HOWs is kind of like asking ‘what would David Kelley do?'” It helps put things in perspective. In James’ view, adhering to the firm’s HOWs ensures that Ankrom Moisan’s operations run smoothly. “We created the HOWs to try and make our firm really awesome, so if we look at the list and pull the rope in the same direction, so to speak, it helps everyone in the firm.”

 

 

 

James’ HOWNOW Champion nomination video.

 

The easiest HOW for James to embrace is simply being himself. “Being a technically oriented architect, this role is tailor-made for me,” James shared. “I feel like I can really be myself here, whereas at other firms I haven’t felt that way. The architectural field can be so design-focused that you can feel unworthy if you’re not a creative conceptual designer or architect.”

 

While he’s been with Ankrom Moisan for over a decade now and a lot has changed since he first started, James claims that the hardest HOW for him to follow is embracing change. “I can tend to resist change when it comes along, he revealed. “I always have to remember that we’ve got a bunch of really talented people here who are very ambitious and that there’s going to be changes that will come out of that, and that’s a positive thing.”

 

 

James working with Omar Torres, Chie Yokoyama, and Nancy Kwon (Left to right).

 

As a TA, James is a member of TAG, the Technical Advocate Group, where he does his best to bring Ankrom Moisan’s HOWs into their daily operations. Within TAG, specifically, James recognizes that there are many advocates for change that help him adjust to and embrace change. “The hard changes for me don’t come from the internal TAG group, because we discuss them and how to get onboard with them,” James explained. Rather, it’s technological changes that are difficult to adapt to. “The second that IT changes something, I have to step back and remind myself ‘this is changing for a reason. Those technological changes have gone through a vetting process and are being made by people who want to make things better.'”

 

Although it’s the HOW that he finds the most difficult to embrace, James finds his inspiration to embrace change in the people he works with. “There are so many talented people that come up with creative ideas of how to solve various problems and ways to add value to a project that the owner might not have thought of themselves,” James said. “I’m inspired by that every day.”

 

With the future on his mind, James’ advice for young professionals who may just be starting out in their careers and are looking for ways to embrace HOWs – whether they’re their own HOWs or the firm’s – is to keep learning and never be afraid to ask questions. “You’re not going to know it all,” he imparted. “You can still ask questions no matter how far along in your career you are. Architecture is big and complicated, and it’s always changing. Stay humble and always be ready to ask questions.”

 

Employee Spotlight: 2024 Design Champion, Filo Canseco

June 18, 2024
Putting a Piece of Himself in His Work

Recently honored as Ankrom Moisan’s first-ever Design Champion through the new AM Rewards & Recognition program, Filo Canseco goes above and beyond, pushing the boundaries of graphic design by putting part of himself into his work.

 

 

Filo’s Design Champion Banner.

 

Filo became interested in design at an early age. Coming from a creative family, he was naturally attracted to anything related to art and design, often taking up the modes of expression shared with him by his relatives. “My uncle Aaron, who is an illustrator, introduced me to graphite and chalk early on in my childhood. Similarly, my aunts embroidered, so I learned embroidery,” Filo shared. It wasn’t until later that he realized why his family were passing on their creative abilities. “They knew that because of our family’s immigrations status at the time, having recently become naturalized citizens, they had missed their opportunity to pursue the arts. I was the only one who had a chance of pursuing design in college and as a career.”

 

Interested in animation and the process of making illustrations come to life, Filo applied to The Art Institute of Portland after high school. He wasn’t accepted at the time, which was “devastating,” but something he’s glad about now. Despite not immediately applying to a college design program again, Filo pursued his passion for design wherever he could. “I created business cards and websites for friends’ small businesses, designed posters for friends in bands, and later picked up photography and videography,” he said. Though he was immersed in creating unique one-of-a-kind designs for friends, he felt that his lack of technical knowledge meant he didn’t qualify as a true graphic designer. “I designed my entire brand identity in Photoshop without knowing much about Adobe’s software. It wasn’t until a friend suggested I start charging for my design services that I considered this as a potential career.”

 

Filo saw his opportunity to follow his dream and practice design and took it. When he returned to higher education nine years later, it was confirmation that a career in graphic design was indeed meant for him. Even though he already had some experience under his belt, learning the ins and outs of design in an academic setting changed his perspective on his process. “I was captivated by the fundamentals of graphic design, graphic design history, hand-lettering, pottery, digital graphic design, and all its multifaceted realms,” Filo said. “We learned design, we learned what the great classical artists were thinking and feeling, then we broke down their designs to be put back together with a little piece of ourselves in there. That was huge for me. I didn’t understand it at the time, but now I feel that change in approach is what keeps me producing innovative work.

 

 

 

Filo at his desk in the Portland office.

 

When Filo first started at Ankrom Moisan after graduating from Portland State University in 2022, it was during the pandemic, before AM’s offices instated a two day per week in-person requirement. Because of this, Filo only met a handful of people after starting. “I might have seen Juan Conci or Fernando Abba, our Visualization Managers, once or twice,” he recalled. “It was very lonely. There was nobody in the office. Everything was through Teams meetings.”

 

Looking back, Filo believes that this slow introduction to the world of Ankrom Moisan worked in his favor. “I was fresh and brand new not only to an architecture firm, but also to having a graphic design job. Pandemic distancing and remote work gradually got me into Ankrom Moisan’s firm culture and what my role was.” He feels lucky to have been able to meet people one at a time, as it gave him a better chance to form connections with new coworkers and assimilate to a new industry than if he had met everyone all at once.

 

Being able to integrate into AM’s work culture at his own pace deeply influenced how Filo takes a project’s design direction and turns it into an effective deliverable that resonates with the company’s culture and wins new projects.

 

 

Filo’s design work for the ‘Women Rising’ DEIB campaign

 

Over the past two years, Filo and his eye for design have grown considerably. He’s grown accustomed to taking the lead on design campaigns, and the responsibility that comes with it, thanks in part to Ankrom Moisan’s unique structure and system of support. “I don’t think I would have grown as fast as I did if Ankrom Moisan’s work culture wasn’t so well established. If I had my first job at a popular downtown design firm, I would have had to go through a lot more hierarchy to get where I am today,” he remarked. “I would have been forced into the box of ‘junior graphic designer,’ and wouldn’t have had the opportunity to grow and realize that I have a lot more capabilities than that.”

 

Growing into his new capabilities, Filo realized that one of his favorite parts of doing graphic design at Ankrom Moisan is the glowing feedback he often receives after completing a deliverable. “It feels so rewarding to do so much with such a small team,” Filo expressed. “People will come to us and ask what external team we hired, and it’s just like ‘no, we’re just a group of three people taking Ankrom Moisan’s supportive culture and producing this collateral.'” For this reason, the DEIB people-centered campaigns have been a favorite of Filo’s. “These campaigns have really projected me into a space where I can be a graphic designer as well as a creative lead.”

 

 

 

Filo with Emily Lamunyan and Dani Murphy behind the scenes of the AMasterclass DEIB campaign.

 

When he found out about his recognition as Design Champion, Filo didn’t know how to react. “I didn’t know our president, Dave, would make a video response. I was completely blown away and had to take a moment to really let it sink in,” he said. It was a bit of a surprise. “I found out in a Teams meeting. It was a little awkward finding out and then making my own poster,” he joked. “I guess it had to happen though, since I’m the one doing graphics; there was no way of having somebody else make it.”

 

 

Filo’s Design Champion nomination video.

 

Recognized in his nomination video by President Dave Heater, Vice President Alissa Brandt, Director of Marketing Emily Lamunyan, and Visualization Manager Juan Conci for his willingness to step outside of his comfort zone as well as for his game-changing design work that gives Ankrom Moisan a competitive advantage, Filo shared just how and why his graphic design efforts have had such a big impact on the firm. “Feeling like I can reach out to anyone on the marketing team at any point to get feedback is just golden. I haven’t experienced that with any other job.” Aside from his team’s support, Filo can produce such stellar graphics, putting part of himself into his designs, because of his working process. “My process is about staying curious to ensure the final design is innovative and cutting-edge, not formulaic,” he explained. “I’ve been fortunate to have an innately curious personality. I didn’t realize it until recently, but it’s what helps me out of my comfort zone, allowing me to integrate my lived experience into my designs.”

 

 

Filo’s promotional work for the Asian American Native Hawaiian Pacific Islander Heritage Month celebration DEIB campaign.

 

As one of the first Ankrom Moisan employees to be celebrated through the new Rewards & Recognition program, Filo has high hopes for the future of the program. “I hope and envision that the rewards and recognition program transcends Ankrom Moisan. It’s a great way to show how important and strong our culture is here,” Filo said. “I also hope future champions see the acknowledgement as a milestone and an opportunity to reflect on their career. Being recognized made me step away from work and life and realize how I’ve changed as a professional.

 

Reflecting on advice for emerging young professionals in the field of graphic design, Filo had this to offer. “You’ve done the hard work when it comes to learning and educating yourself. Now that you’ve graduated, take it slow. Have fun. I know it sounds cheesy since it’s one of our HOWs, but having fun with what we do is super important to creating balance.” He also emphasized that “making mistakes, as well as connections, is ultimately what helps you get to know your team and everyone else at the firm.”

 

Taking his Design Champion recognition as a chance to look back at his career, Filo reflected on how everything he learned from his family, high school, gap years, and time at PSU has led him to this moment. “Being a graphic designer has always been my goal, but I now see new opportunities to become much more,” he revealed. “I see myself in a role where I can share my experiences – perhaps as a mentor, a supervisor, or a director. Who knows!” Right now, Filo’s focus is on just enjoying his moment. It’s more than deserved.

 

Two Steps Forward, One Step Back

March 14, 2024
Dancing Toward a More Efficient Design Process

The design process for healthcare spaces is multi-layered, spanning months to years, and involving numerous stakeholders. Healthcare Project Manager Greg Salandi is the first to admit that there are many areas where it can be improved. It isn’t unheard of for there to be hiccups when bringing a project to life, however, in the case of medical spaces, having to repeatedly go back to the drawing board to accommodate new information, changes in stakeholders, or evolving technologies can delay the opening of a project and waste both time and money. For the Healthcare sector, specifically, challenges like this can diminish or delay the much-needed care that patients in our communities seek.

 

To explain the current design process, where issues arise, and what Ankrom Moisan is doing to streamline early design and improve the process of designing healthcare spaces, Greg and Healthcare Principal-in-Charge Hao Duong sat down to discuss efficiency concepts in the design of healthcare spaces for better overall project delivery.

 

 

Greg and Hao in Ankrom Moisan’s Seattle office.

 

Current Process

 

The current design process employed by Ankrom Moisan’s healthcare team (AMHC) begins with a “dance of coordination with client stakeholders and the design mechanical, electrical, and plumbing (MEP) consultants as it pertains to equipment in a given space,” according to Greg. Within this dance, architects are typically viewed as the instructor who leads the choreography that all parties, including vendors and technical specialists, come together and orient themselves around, ensuring everything jives together before initiating a transition to the next step.

 

The process begins with understanding everything from organizational drivers for a project, to budget and schedule, and eventually the details of where precisely to locate specific ports and receptacles. Options are often presented by the design team and in turn, design decisions are made in collaboration with stakeholders. Decisions typically build upon each other so it is important to avoid revisiting these choices later in the process, as they may affect other decisions and result in increased project costs and extended schedules. For example, an early decision to not accommodate individuals of size in a patient room can profoundly affect many aspects of the room if reversed at a later date. Room size increases, fixture and equipment revisions, redesigns of overhead infrastructure, additional structural elements, and door size revisions are among some of the immediate impacts of a seemingly small shift in direction like that.

 

Generally, project stakeholders will come to the table with specific goals: the patient demographic, the type of nursing unit, special equipment or services to be provided, bed counts. Sometimes those stakeholders have more subjective goals such as the creation of an inviting, home-like environment to put patients, family, and staff in a more relaxed mental state. For a lot of projects, combining technical requirements with more atmospheric elements is a challenge for the design team.

 

After defining the project goals, the programmatic ensemble – where things land within the space and how workflow will come together – comes next. This step entails deciding room formatting and purposes, as well as ensuring that all surrounding spaces are cohesive, and that their positioning makes sense for everyday use and workflow. The design team puts their best foot forward, creating drawings to illustrate the parts and pieces of the design, the rooms, the adjacencies, and the details that flow between those elements. A recent project for Greg and Hao involved a nursing unit at a local top-rated hospital that included typical nursing workspaces, nurse stations, clean and soiled rooms, and nutrition and hospital operations closets. This project also included 12 patient rooms that were to be completely demoed down to structure and built back to refinished space.

 

Inpatient Programmatic Layout

 

Example of the In-patient Wing portion of a programmatic layout.

 

The process of demolishing the two floors of the nursing unit down to the structure provided an opportunity to revisit all aspects of the design, adjacencies, and flow from a base level. The healthcare design team went through the process of redesigning the whole wing, meeting with the project team and client stakeholders to define the essential aspects of the project and establish guide rails to define their goals for the space. Since everything other than the structure itself was redone, the AMHC team took it as an opportunity to work on the nuances of each space within the larger unit, discussing the equipment and features needed in those spaces.

 

As healthcare teams move towards smaller details like the location of outlets or determining where nurse stations will go, they start “creating hardline plans and designating zones and elevations for where those things will be found,” explains Greg. An increasing amount of documentation is produced at this step, with an equally increasing amount of design effort and coordination spent to create them.

 

Up until this point, all design work, plans, interior elevations, renderings, and story boards have only occurred digitally. The design has not jumped into the real world. This point is important because not all project parties are versed in the reading of design documents or drawings. Often, a physical representation of the project space is needed for many to “see” the design.

 

Once the programmatic layout is decided upon, a mockup of the space is put together to share with users and stakeholders so they can ‘dance’ through the physical space and make overall adjustments to the design. This mockup can be basic or diagrammatic, as long as it represents each item that will appear in the final room format. Mockups can be cardboard, foam, or even real building products, with details represented by post-it notes and/or pictures of physical design elements. The project stakeholders and design team walk through the space to discuss and tweak those details. At the end of such a session, the design team is inched closer to reality and further documentation is created to record that status.

 

 

A patient headwall during a project space mockup.

 

Another element of this process that is unique to healthcare design is the many different types of equipment that need to be accommodated within these spaces. This is often a challenge in one way or another. Whether it involves replacing an old MRI machine or adding a new dialysis machine to a patient room, “there is always some nuance of the new equipment or required infrastructure that has changed over time,” claims Greg. “It never just plugs right in, and often the impacts behind the wall or floor or ceiling are not readily apparent.”

 

The required versatility of healthcare spaces and the differing technology requirements for those spaces necessitates more of the right people to be in the room to provide their thoughts on the given space’s design. “There’s a lot of technology with lots of requirements within a constrained environment which requires additional detail, additional organization, all that stuff,” says Hao. Having a wider range of end users in the space to provide their individual expertise during a design review ultimately results in a more well-informed project layout. “Everyone has a say,” Greg explains, “everyone has the ability to provide their input, because they have an inherent knowledge and expertise of what they do.” If we miss an opportunity to get the right people in a space to provide their feedback, it can open a door to additional setbacks for the project.

 

 

Greg and Hao reviewing a physical mock-up of a project layout.

 

The key players consulted in this process are all project stakeholders ranging from the primary client (e.g. owners or provider reps) to the facilities personnel and end-users (e.g. doctors, nurses, patients). Having a wide range of perspectives on how a space will be used helps the design team meet the needs of the final occupants and allows them to maximize the full use potential of a room.

 

Typically, once feedback on a design mockup has been received, the process begins again, starting by incorporating the new design suggestions and user needs provided by stakeholders. The design team continues to build upon their drawings and create further secondary documentation to illustrate the project design. Time and money go into these efforts every step of the way.

 

Patient headwall diagram resulting from a mockup

 

Project design diagram resulting from a mockup.

 

With stakeholder input, the design team begins the process of submittals and reviews with the authorities that have jurisdiction (AHJ), such as the Seattle Department of Health, for example. Most AHJs only want to know about certain required features, such as the number of outlets or receptacles, meaning that the space’s design can still be a work-in-progress at this stage since the actual layout really only matters to end-users and stakeholders. This can take weeks, if not several months, to work through. All the while, the design team builds upon the ever-growing stack of drawings to create a Bid Set for general contractors to provide bids, or a Construction Document if the general contractor is on the project team already. At this point, nearly 70% of the design team fee has been spent documenting – on paper – the designs created through the several iterations of meetings and review.

 

Process Challenges

 

There are challenges to this process, however.

 

Hao points out that challenges like “changes in frontline staff and leadership are fairly common in projects that take a year or more to complete. Each new person brings additional experiences and ideas that, if incorporated, may improve the design. But additional input from new individuals can have the adverse effect of creating more work or rework, increasing costs, and impacting the schedule.”

 

An example of this type of challenge occurred during a recent project that Greg and Hao worked on. At the stage of in-field box walks, facilities users and representatives for MEP operations showed up to participate in the physical review. As the first time seeing the result of the mockup drawings, MEP reps identified necessary adjustments to several features, including the dialysis box’s design and location, which requires specific types of plumbing accommodations to move. Since those facilities users had not seen the original mockup, the design team had to redesign the head wall to implement those requested changes, opening the floodgates for additional weeks and months of design adjustments and site visits. Multiple iterations of a physical install were required to gain approval from final facilities users and stakeholders.

 

 

Snapshots from a physical box walk.

 

This demonstrates the importance of physical vs. digital or diagrammatic representation, with Architecture and Engineering processes existing largely in the latter. Combined with stakeholders that don’t 100% “read” or “see” the drawings or grasp the impacts that those details influence in the final product, there is a larger chance for information to slip through the cracks, requiring later revisions or adjustments.

 

Greg used the example of a dialysis service box – an in-wall infrastructure connection point for a dialysis machine – to explain this idea further. “Actual in-field location comes later in the design/construction process, before the facilities users can actually see a tangible example. Alterations at that stage can change the whole headwall. Movements to the box location to accommodate behind-the-wall plumbing changes the flow of the bedside, and it changes all sorts of other stuff, also behind the wall.” This means that the traditional linear documentation process takes on yet another iteration of design as all the components are fit and re-fit into the final physical space.

 

 

A dialysis box headwall that has had location adjustments following the initial box walk. Note the two dialysis boxes side by side – the one on the left is ‘moved loc.’

 

Because hospital rooms have all kinds of ports and receptacles, especially at headwalls, for both patient and staff use of equipment, the largest aspect of the challenge in designing these spaces is ensuring that those ports and receptacles are in the correct and most opportune position for everyday use. Electrical outlets, medical gas outlets, low voltage data outlets, equipment rails, workstations, dialysis boxes, and even in-room furniture like chairs or the patient bed are intertwined in a dance with each other in this way. Adjusting one often entails adjusting the rest. The real issue arises, as noted above, when the location or adjacencies of these ports and receptacles are indicated on design drawings in ways that can’t be visualized or understood by critical stakeholders. This can lead to things being missed or overlooked during drawing reviews that remain undiscovered and unaddressed until the rough-in stage is complete and box walks are done in-person.

 

Additional challenges that can complicate and prolong the design/construction process include the rapid pace at which medical equipment or its interface with the built environment, as well as the hospital code or construction requirements for those pieces of equipment, advances and evolves. Greg summarizes the issue, stating how “certainly over time, codes can change, particular equipment can change, the technical requirements or even the detailing requirements desired by a facility – the lessons learned from real world installations – for some of those essential elements, can change. That change or request can impact a longer-duration project, as those code changes or equipment changes throw off progress that has been made.” During the long project timeline, requirement changes or stakeholder requests can necessitate document changes in the drawings and potentially in the AHJ process that is already spinning away.

 

Requested changes to detailing and installation for the dialysis service box itself (not just the location) can necessitate alterations to the documents and submittals that brought the project to this skeletonized, built form. AHJ submittals need adjustments that require dialog with reviewers and ultimate buy-off on the new final product or install. The stakeholders requested a more robust installation for their new dialysis boxes, and those improvements were made during the active construction period, rather than during previous design phases, and based on lessons learned from previous projects. In this particular case, a change to the dialysis service box placement and detailing extended the project schedule by over one month, triggering many meetings and incurring budget impacts in excess of $100K. Ultimately, the project’s go-live date was pushed out farther into the future than originally planned, resulting in concern and frustration by hospital leadership.

 

Both of the situations noted above influenced the project’s schedule and budget. Additional time and costs are added with every change to the previously drawn documents in the prior design phases.

 

“Even though the process is multi-layered, it’s never going to be perfect,” Greg admits. However, just because the process will never be perfect does not mean it isn’t worth improving.

 

Solutions

 

Greg and Hao identify a few solutions embraced by the industry that address the primary challenges of the typical design process, such as changing staff, changing equipment and code, and extended timelines and budgets, among others. The solutions they employ range from the ‘big room’ idea where everybody is collocated in the same place to discuss everything both big and small, to the ‘design workshop’ idea, where the design process is more like a sprint from start to finish within a set amount of time. Both solutions occur early in the design development phase with the goal of solidifying all the details, parts, and pieces of a project, setting those decisions in stone, not to be revisited.

 

“There are some things that have been tried by other firms that have not been considered standards, and then there are other things that have evolved standards but are not yet adopted,” Hao clarifies, indicating that there is no one-size-fits-all solution for the challenges faced by Ankrom Moisan’s healthcare team.

 

A lot of the proposed solutions are in no way new ideas for Ankrom Moisan. “It’s one of those things that has been there from the beginning of time, and we just keep trying to improve upon it and make tweaks to our process individually and as a team and as a firm that might differentiate us from others,” Greg explains. “Most solutions implemented follow a traditional design process timeline and cadence, meaning they are enacted early-on, before real, physical field work has been done on a project.”

 

Ultimately, Greg and Hao are trying to reorganize the early design documentation process to streamline the efforts of the project team and schedule, preventing re-work and safeguarding time and fees in the process.

 

In terms of making this a reality, the AMHC team intends to dedicate time and effort toward creating templated lists and details of requirements to be shared with stakeholders and end-users early in the design process. Having those templates on hand allows the project team to quickly vet those requirements for a given space with the stakeholders and end-users, and can therefore make headway on the design process for other spaces and areas of the project instead of focusing on the minutiae of the exact location of headwall ports and receptacles, for example.

 

As noted earlier, AHJs don’t necessarily need to know the exact location of a headwall element, and headwall elements don’t necessarily need to be drawn on the documentation. What the AHJs do want to see is that certain ports, receptacles, and quantities will be present at the project’s conclusion. The design and construction teams inevitably provide AHJs that information through inspections and record documents of those final locations. In this example, what Greg and Hao propose is diagrammatically designing the headwall for the purpose of stakeholder design intent sign-off and AHJ approval to begin construction, therefore continuing overall project cadence and momentum, moving those decisions and location changes from the drawn world into the physical. “We’re trying to prevent re-work by pushing those decisions into the built environment, which is more tangible to the everyday end-user than a set of technical drawings,” Greg reveals. The permitting documents can serve as a scaled-down design package that provides the necessary information for the AHJs initial approval for go-ahead into construction.

 

Once into the physical construction, the build and design teams produce the skeletonized headwall and can finally “see” locations and adjacencies. Project stakeholders and end-users typically participate in this review to “see” design solutions in a tangible form. After these reviews take place, the design drawings are finalized with the locations and dimensions of ports, receptacles, and equipment that will be provided to AHJs and submitted as a project record.

 

 

Final iteration of the diagrammatically-designed headwall assembled by Greg and Hao.

 

Solution Impacts

 

Greg summarized the impact of implementing these changes to the current healthcare design process, saying that it would be “an opportunity to get our arms completely around the large aspects of a project early on to ensure the linear design process keeps moving and advancing.” This is significant when trying to prevent backwards steps, as those backslides cost more time and money in the long run. “We’re always trying to have steps going forward so that every time we go to a new phase or the next step, the smaller details we incorporate build upon the existing design.”

 

Another positive impact of incorporating these changes is that projects can adhere to existing budgets and schedules without as many design iterations and backwards steps. “A lot of times with our clients, our stakeholders, they’re worried about getting a project open and operational to provide services as quickly as possible.”

 

Overall, a revision of current design processes to be more streamlined and efficient will have positive impacts on the design teams that create healthcare projects, as well as the owners, clients, stakeholders, and end users of those projects. It’s a win-win solution that establishes choreographed design and construction processes to secure the momentum and success of our healthcare work.

 

In the end, once the shuffle of design and detail coordination is over, these choreographer architects can lace up their shoes and begin participating in the dance of bringing their essential healthcare projects to completion.

 

The Ins and Outs of Adaptive Reuse

February 20, 2024
Turning Underutilized Assets into Housing

What is Adaptive Reuse?

 

Adaptive Reuse Residential Conversions are projects that repurpose existing buildings for uses other than what the space was originally designed for.

 

Adaptive reuse offers developers the unique opportunity to save their investment, create and unparalleled story for end users, and make money by converting a disused or underutilized project into a one-of-a-kind residential space.

 

Chown Pella

 

Chown Pella Lofts, an old factory warehouse converted into a multi-story residential condominium in Portland, OR’s Pearl District.

 

However, updating old buildings comes with layers of complexity.

 

Since 1994, Ankrom Moisan has been involved with adaptive reuse projects and housing conversions. The depth of our expertise means we have an intimate understanding of the limits and parameters of any given site – we know what it takes to transform an underperforming asset into a successful residential project.

 

Why Conversions?

 

There are many reasons to choose conversion over construction when considering how to revitalize old structures or adapt unused sites.

 

Rental Housing Demands

 

According to the National Association for Industrial and Office Parks (NAOIP), the United States needs to build 4.3 million more apartments by 2035 to meet the demand for rental housing. This includes 600,000 units (total) to fill the shortage from underbidding after the 2008 financial crisis. Adaptive reuse residential conversions are an affordable and effective way to create more housing and fulfill that need.

 

Desirable Neighborhoods

 

The way we see it, the success of our buildings, neighborhoods, and infrastructure is our legacy for decades to come. Areas with a diverse mix of older and newer buildings create neighborhoods with better economic performances than their more homogeneous counterparts. By preserving and protecting existing structures, conversions contribute positively to the health and desirability of the neighborhood, leading to a quicker tenant fill.

 

Being committed to the places we occupy, live in, and care about is another reason to embrace adaptive reuse residential conversion projects; they revive our cities. Reducing the number of buildings that sit empty in urban areas plays a major role in activating downtown districts.

 

Reduced Waste

 

Saving older, historic buildings also prevents materials from entering the waste stream and protects the tons of embodied carbon spent during the initial construction. AIA research has shown that building reuse avoids “50-75% of the embodied carbon emissions that would be generated by a new building.”

 

New Marketing Opportunities

 

Aside from these benefits to the community, adaptive reuse conversions present a way for developers to recover underutilized projects and break into top markets like affordable, market-rate, and student housing.

 

Construction Efficiencies

 

Compared to new buildings, residential conversion projects save time, money, and energy, since their designs are based on an existing structure. Adaptive reuse conversions also benefit from not having their percentage of glazing or amount of parking limited by current codes, since they’re already established.

 

 

One-of-a-Kind Design

 

We don’t believe in a magic formula or a linear “one-size-fits-all” approach to composition. Each site is a unique opportunity to establish a one-of-a-kind project identity that’s tied to its history and surroundings.

At the outset of any conversion, we analyze each individual site and tailor our process to align with the existing elements that make it unique. Working with what you have, our designs and deliverables – plans, units, systems narratives, pricing, and jurisdictional incentives – are custom-fit.

 

It’s our philosophy that you shouldn’t fight your existing structure to get a conversion made; if you can’t fix it, feature it.

 

Chown Pella

 

Chown Pella Lofts.

 

Approaching each conversion opportunity with this mindset, we analyze the factors that set a site apart, and embrace those unique elements to ensure a residential conversion stands out. With this intricate and involved process, we’ve been able to get over 30 one-of-a-kind residential conversion projects under our belt.

 

Through these past experiences, we have identified six key characteristics that make a project a candidate for successful conversion, and six challenges that may crop up during the renovation process. To learn more about what attributes to look out for and what traits to be weary of when considering a residential conversion, read about our “Rule of Six” here.

 

Jennifer Sanin Headshot Smile Black and white headshot of Jack Cochran, the author of this blog post.

 

By Jennifer Sobieraj Sanin, Design Director of Housing and Senior Principal, and Jack Cochran, Marketing Coordinator.

Residential Conversion Case Study

February 15, 2024
A Retro Renovation in Sacramento, CA

Converted from a Holiday Inn hotel to a residential apartment complex, 728 16th St. embraces its midcentury hotel past while providing a new take on residential housing. By utilizing strategic efficiencies within the renovation process, Ankrom Moisan’s adaptive reuse and renovations design team contained costs, expedited construction, and completed the project in a sustainable fashion.

 

The Challenge

 

Originally constructed in the 1970s, the site of 728 16th St. had seen better days. Years of water damage to the roof and walls meant the building’s enclosure needed updating. Additionally, because the structure was originally designed for traveling guests, rather than as permanent lodging, many of the rooms lacked the necessary amenities for residential living, such as kitchen appliances and other utilities like washers and dryers.

 

Adding these appliances to the space uncovered unique challenges around the inclusion of proper ducts and plumbing for those utilities.

 

728 16th St. as a Holiday Inn

 

Before: 728 16th St. as a Holiday Inn

 

The Solution

 

Leveraging as much of the pre-existing space as possible resulted in the renovated 728 16th St. building’s unified design. Existing structure, utilities, and MEP infrastructure were optimized by the design team to maximize efficiencies and eliminate the need for a complete tear down. In this sense, the name of the game was understanding the parameters of the site and knowing how to work within those parameters to bring the design intent for the new building type to life.

 

Since the building’s enclosure was updated during the renovation, the design team was given the opportunity to reskin the building with a high performance rain screen system during the update, preventing any further water damage to the structure. This also allowed the team to shift the site’s layout and the location of amenities; the lobby itself was relocated, moved to a more central location of the site.

 

To increase the total number of units, portions of the existing hotel, such as the parking lot and food service kitchen were infilled and connected to the new lobby. Other existing hotel rooms were combined to create one or two-bedroom apartment units, with an emphasis on maintaining the pre-established bathroom layouts, since they contained plumbing fixtures and pipes that would be too difficult to relocate.

 

Rendering of 728 16th St.'s Renovated Design

 

During: A rendering showing what 728 16th St. might look like as a residential housing complex.

 

Addressing the challenges that were uncovered by the lack of plumbing, pipes, and appliance ducts in the individual new and existing units, the renovations team made large-scale adjustments to the height of the ceilings, to accommodate those appliance ducts and plumbing pipes.

 

The Impact

 

By maintaining as much of the original structure as possible and eliminating the need for a tear down, 728 16th St.’s renovation created an expedited development process that ended up being more sustainable than a new build.

 

728 16th St. following its renovation

 

After: 728 16th St., converted from a Holiday Inn hotel to residential housing.

 

Embracing the existing structure, room layouts, and utilities of the Holiday Inn, Ankrom Moisan’s renovations team turned the underutilized hotel space into an affordable-by-design residential project in a desirable area. Shifting the layout and positioning of the site itself allowed 129 new units to be built, both increasing the amount of available housing in the area and diversifying the unit types within 728 16th St., as the original design was repetitive.

 

The fresh perspective on modern residential housing brought to life by the Ankrom Moisan adaptive reuse conversion team sets 728 16th St. apart as a place that remains competitive in new markets.

 

Overall, the building type conversion for this project was successful because the site exhibited at least two of the six key characteristics for effective renovations, otherwise known as the “Rule of Six.” Being situated in a walkable location and having at least a 12,000 square foot plate set 728 16th St. up for success, but a prospective adaptive reuse conversion truly only needs one of the six key characteristics to be a qualified candidate for successful conversion. Read more about the Rule of Six and how to tell if your site would make for a successful residential conversion here.

 

For guidance through the adaptive reuse process, contact Jennifer Sobieraj Sanin, Housing Studio Design Director and residential conversion expert.

 

Jennifer Sanin Headshot Smile

 

By Jennifer Sobieraj Sanin, Housing Studio Design Director.

Contact: +1 (206)-576-1600 | jennifers@ankrommoisan.com

Should Your Building Become Housing? Critical Considerations for Adaptive Reuse

February 15, 2024
How to Evaluate Your Building's Candidacy for Conversion

It’s the question on every developer’s mind right now. Is adaptive reuse feasible for my building? Cost-effective? What will a housing conversion project entail?

 

Since 1994, Ankrom Moisan has been involved with adaptive reuse projects and housing conversions. The depth of our expertise means we have an intimate understanding of the limits and parameters of any given site – we know what it takes to transform an underperforming asset into a successful residential project.

 

For customized guidance through the adaptive reuse evaluation process, contact Jennifer Sobieraj Sanin, Housing Studio Design Director and residential conversion expert.

 

The Rule of Six

 

While there is no magic formula or linear ‘one-size-fits-all’ approach to conversions, we have a framework that should be considered when approaching an adaptive reuse project. We call it “The Rule of Six.”

 

The Rule of Six outlines six key characteristics that make a project a candidate for successful conversion, and six challenges to be prepared for during the renovation process.

 

With this informed process, we’ve been able to get over 30 one-of-a-kind residential conversion projects under our belt.

 

The Six Key Characteristics for a Successful Conversion

 

Not every building is a good candidate for conversion. By evaluating multiple structure types and working closely with contractors on successful projects, we’ve identified six key characteristics that lead to the creation of successful, low-cost, conversions.

 

If a property has any of these traits – whether it’s one characteristic of all six – it might qualify as a candidate for a successful conversion.

 

  1. Class B or C Office
  2. 5-6 Levels, or 240′ Tall
  3. Envelope Operable Windows Preferred
  4. Walkable Location
  5. 12,000 Sq. Ft. Plate Minimum
  6. Depth to Core Not to Exceed 45′

 

To find out if a property makes for a good adaptive reuse project, consider conducting a feasibility study on the site.

 

Reach out to get started on your feasibility study today.

 

The Six Challenges to be Prepared For

 

West Coast conversions can be particularly challenging with their seismic requirements, energy codes, and jurisdictional challenges – your conversion team should be prepared for these hurdles. The solutions vary by project; contact us to see how we can solve your project’s challenges.

 

  1. Change of Use: It’s the reason we upgrade everything. The simple act of changing a building’s use from office to residential immediately triggers a ‘substantial alteration.’ This label starts all the other necessary upgrades.
  2. Seismic-structural Upgrades: Buildings on the West Coast must meet a certain code level to be deemed acceptable for the health, safety, and welfare of end-users. Often, this required level does not match the current code, meaning negotiations with the jurisdiction are necessary.
  3. Egress Stairs: Stair width is usually within the code demands for conversion candidates, but placement is what we need to evaluate. When converting to residential, it’s sometimes necessary to add a stair to the end of a corridor.
  4. Envelope Upgrades and Operable Windows: West Coast energy codes require negotiated upgrades with jurisdictions, as existing envelopes usually don’t meet the current codes’ energy and performance standards. Operable windows are a separate consideration. They are not needed for fresh air but are often desired by residents for their comfort.
  5. Systems and Services Upgrades: These upgrades often deal with mechanical and plumbing – checking main lines and infrastructure, decentralizing the system, and adding additional plumbing fixtures throughout the building to support residential housing uses.
  6. Rents and Financials: Determining how to compete with new build residential offerings is huge. At present, conversions cost about as much as a new build. Our job is to solve this dilemma through efficient and thoughtful design, but we need development partners to be on the same page as us, knowing where to focus to make it work.

 

At the outset of any conversion, we analyze each individual site and tailor our process to align with the existing elements that make it unique. Working with what you have, our designs and deliverables – plans, units, systems narratives, pricing, and jurisdictional incentives – are custom-fit.

 

To better understand if adaptive reuse is right for your building, get in touch with us. We can guide you through the feasibility study process.

 

To see how we’ve successfully converted other buildings into housing, take a look at our ‘retro residential conversion’ case study.

 

Jennifer Sanin Headshot Smile

 

By Jennifer Sobieraj Sanin, Housing Studio Design Director.

Contact: +1 (206)-576-1600 | jennifers@ankrommoisan.com