THE WASHINGTON COuNTy REGIONAL MEdICAL CENTER

2008Washington CountyRegional MedicalCenter CharretteVision for ChangeReport Produced byThe University of Georgiafor the Washington CountyRegional Medical Center,Sandersville, GASpring 2008

WASHINGTONPAGE 2TEAMCHARRETTE PARTICIPANTSCharrette Leader: Pratt CassityDirector, Center for Community Designand Preservation (CCDP)Charrette Team:Masters of Historic Preservation (MHP):Heather McDonald – Berkley Heights, New JerseyNicki Hendrix – Ringgold and Athens, GeorgiaAshley Berry – Fairfax, VirginiaNathan Bevil – Glen Burnie, MarylandMatt Manning – Mooresville, North CarolinaMasters of Landscape Architecture (MLA):Emily Levitan – Island Park, IllinoisGwen Wolfgang – Watkinsville, GeorgiaJennifer Walker – Asheville, North CarolinaEcology:Izzy Hill – Greensboro, North CarolinaBachelors of Landscape Architecture (BLA):Kevan Williams – Athens, GeorgiaBrooks Bryant – Lawrenceville, GeorgiaBirt Garner – Warner Robins, GeorgiaCharrette Report Production:Editing:Megan ZeiglerMLA Student and Charrette CoordinatorPratt CassityCCDP Director and Charrette LeaderJennifer LewisCCDP Certified Local Government CoordinatorGRAPHIC DESIGN: Eleonora A. MachadoCCDP Graphics Coordinator

This report is dedicated to Farrah Sennand her recovery process.WASHINGTONVISIONS FOR CHANGEPAGE 3TABLE OF CONTENTS4What is a Charrette?5Project Overview6Existing Conditions8In Your Own Words10Architecture12Interior Reconfiguration of the Hospital14Four Phases16Masterplan for Reconfiguration and Expansion18Entrances20Grounds and Landscape Improvements26Signage28Case Study32Conclusion

Charrettes are productoriented and fastbecoming a preferredmethod to solve planningchallenges confrontingAmerican cities.WASHINGTONPAGE 4WHAT IS A CHARRETTE?Charrette is a French word that translates“little cart”. At the leading architectureschool in the 19th century, the Ecoledes Beaux-Arts (“School of Fine Arts”)in Paris, students were assigned toughdesign problems to complete under timepressure. They would continue sketchingas fast as they could, even as the littlecarts (charrettes) carried their drawingboards away to be judged and graded.Today the word “charrette” describesa rapid, intense, and creative worksession, in which a design team focuseson a particular design problem andarrives at a collaborative solution.Charrette is a French wordthat translates “little cart”.The charrette process is a way of evaluatingresources through new eyes. Fresh ideasare what help communities maintain andbuild their vitality. With the report andsupporting materials, readers will experiencethe enthusiasm and commitment whichcomes from a broad-based group of students,faculty, practitioners, and the public.

The collaborativeefforts producedby the charretterender ideastangible and provideimplementation toolsto move forwardtowards marketingand funding.PROJECT OVERVIEWWASHINGTONPAGE 5The University of Georgia Archway Projectenlisted the services of the College ofEnvironment and Design to conduct a designcharrette for the Washington County RegionalMedical Center (WCRMC). The timing for thecharrette is perfect. The Archway Project isin the initial stages of being implanted in thecounty, and the Hospital Authority is embarkinga massive strategic planning process. Ourwork will engender imagination and creativityas it relates to the external “branding” ofthe hospital and its physical relationship tothe local community. Preliminary drawingsand images, as well as early drafts, havebeen shared between Archway and Hospitaladministrators.The WCRMC has outgrown its original design.This is not a design flaw in the original buildingbut a reflection of the massive changesin the economy, the health care industry andthe demographics of America, Georgia andespecially Washington County. The physicalimage of the site and building, as well as futureadditions need to be part of an architecturalcontinuum.While we heard many people say thefaçade of the current buildings was “ugly”– “dated” – “not classy” – “just plain awful”…. We want to float a different perspective.The stylistic elements of the hospital AREclassic, just poorly maintained. To provethe point we urge you to look at othercontemporary icons of modern architecturein Sandersville. The difference betweenthem and the hospital is that they have anoriginal design concept and did not stray farfrom it and, for the most part, have beenwell maintained. The significance of 1960sdesign is seen in many of the elements ofthe original hospital; chiefly, the handsomeelliptical stairways with their characteristicmulti-paned geometric arrangement of glasscurtain walls, the monochromatic panels atthe windows, the flat roof, the white bandfrieze at the top of the walls, and the use ofsliding band windows all reflect the designmovement that sprang from the Art Decoand International movements in designhistory. Often it is hardest to recognizethose relics from our own lifetime as beingsignificant.

The gentle archof the stairwellcontrasted to thestrong rectilinearform of the restof the building isstrikingly handsome.WASHINGTONPAGE 6CELEBRATE THE 1960s ELEMENTSFor that reason we decided to emphasizeand celebrate some of the 1960s elements inthe proposed changes we are suggesting forthe site. We saw the arcs that are created bythe stairwells as graceful, extremely “period”and strong vertical elements of the buildings.The continuation of intersecting arcs in thesite plan and the design of future expansionsrelate directly to these elements.This site is recognized as THE HOSPITAL.Recent wellness and preventative healthcare facilities have added to the community’sunderstanding of the site as a destination forhealing. For this reason we strongly feel thatthis specific site should continue to be usedas the central medical facility for the county.Obvious, and not so obvious, changes need tobe made. This charrette presents some ideasabout how to make those changes in a waythat reinforces community identity and publicimage. In essence, if the site looks healthyand attractive it will communicate (evenadvertise) the quality health care one willreceive when they choose to use the hospital.Healthy people make healthy communities.Adequate and accessible healthcare is key tothis success.The colored panels above and below windows and the geometric arrangementof glass panels in the stairway are strong modernist statements.

WASHINGTONPAGE 7Our team concentrated onfour major areas that werewithin our skill set:1234Architecture and BuildingConsiderationsHospital Grounds andCirculation PatternsParking andCirculation PatternsSignage, bothinterior and exteriorThe hospital’s image is one ofclean, high quality health care.Some features of the hospital,however, have become outdatedand inefficient.

A thorough tour of the facility exposedin tangible form some of the things weheard during the meeting. This led to thedistillation of an approach that became therecommendations you will find in this report.WASHINGTONPAGE 8In your Own WordsOur charrette started with a meeting thatinvolved selected members of the WCRMCAuthority, staff, community members andProject Archway staff. We facilitated afrank discussion of desires for changes,assets to emphasize and obstacles toexcellence.This is what you told us:Advantages:• Employees/ Doctors and Nurses• Attitude of service/not exclusive/Serves the entire community• Volunteers• Wellness Unit• Extended Care Facility

Challenges:• Lack of teamwork, accountability, andmoney• Lack of space in some units, surplus in others• Old technology and spaces that don’t meetthe needs of care or modern technology• The age of the facility and how it’s perceived• Safety (real vs. perceived)• Landscaping is not notable• Too few, too Small waiting Areas• Entrances are hard to find, and there are“dead” entrances.• Poor accessibility to outdoor spaces thatcould benefit from it – PT, ECU• Patient drop-off• No covered entrance to emergency room• Too little parking• Lack of flow/ mazelike quality/disorganized(signage is poor – hard to find your wayaround)• Storage – not enough for patient records orequipment• Information Technology – not up to dateand not compatible with hospital’s physicalconstraints.What Might Help/WhatShould We Consider?• Trees• Directional signage• Nice entrance• Outpatient services – demand isgrowing, space needs to catch up• Era of construction• Appears old paint – borderat the top is mildewy• Color palette• Traditional and classy• Icon of the community• We want the facility to appear affluent• Reflect downtown• Small gardens – would benice to have accessibility fromPT and ECU, for therapy• Tables – need some• “Swing beds” – rooms aretiny and yucky and haven’tbeen painted since 1963.• Perceived safety concerns with theWalking Trail – “anyone can walk up”• Playground• Visitor space• Administrative space• Outgrown the FacilityWASHINGTONPAGE 9A study of flow and circulationrevealed that not all entrances are aseasy to find as the emergency room.Areas of Concern:• Size• Total facility• Technology• New operating room• Emergency room – need largerwaiting room, more privacy• Physical therapy is crowdedand windowless• Bathrooms – not ADA-compliant,small, old, uninviting• In general – brighter and morecheery, with more natural light

WASHINGTONPAGE 10ARCHITECTUREThe Washington County Regional MedicaltHE wASHINGTON cOUNTY rEGIONAL mEDICAL cENTER1970 a large wing was added. As popula-Center began in 1960. The original structure,made of brick structure in the Modern into the perpetual care unit. New technolotionscontinued to age, the wing was turnedstyle with distinct 1960s era details, was gies required the addition of several units todesigned as a state-of-the-art facility to the front of the building, both in 1983 andserve the needs of Sandersville and the in 1995. The last addition to the buildinggreater Washington County area. Over the was made in 1996 and now houses the largeyears, the population of the county grew in new imaging wing.response to the burgeoning kaolin industry.The Medical Center had to respond, and inExisting Hospital Layout

Hierarchy of Uses andSequence of ActivitiesMapping the hierarchyof uses and sequenceof activities helpsdesigners make betterdecisions about whatchanges will workbest. Organizingthe hospital intoactive, transitionaland passive spacescreates order anda well-definedfunction.WASHINGTONPAGE 11Conceptual Diagramof Interior FlowThis bubble diagramshows the processthat results in thehospital’s interiorreconfiguration. Theuses and circulationpatterns are arrangedso that they arehierarchical, withclearly definedtreatment areas tohelp separate thepublic and privatefunctions.

Some of the initialimprovements should be toseparate the ambulanceand public entry to theEmergency Room eliminate theroad fork at the Sparta Roadentrance, add a new medianto help direct traffic atthe loading dock, screenutilities with new brickwall and create new signageat the entry.WASHINGTONPAGE 12ARCHITECTUREInterior Reconfiguration of the HospitalFurther articulation of the spaces was done showing connections and necessary adjacentfunctions. The hospital changes will occur in a series of phases. The charrette team gavetheir ideas on how the phasing-in of new structures and changes might happen.Changes in interiorspace articulation

fOUR gRADUAL PHASESThe major changes can be sorted into four gradual phasessummarized below and illustrated on the following pages.WASHINGTONPAGE 13Phase 1 Phase 2 Phase 3 Phase 4

WASHINGTONPAGE 14PHASE ONE:NEW LOBBY ANDWAITING AREASPhase one establishes a new lobby andwaiting areas for visitors upon their arrival.A covered drop off in front of a 3 storyglass structure would serve as a multiplestory atrium ideal for waiting rooms. Thepublic elevator allows for circulation toeach floor with storage and administrativeoffices located on the second and thirdfloors would also be part of phase one.PHASE TWO:EMERGENCY ROOM ANDSURGICAL EXPANSIONThe second phase shifts the operating pavilion andemergency room to a new consolidated space.Washington County Regional Medical Center is avital component in the Sandersville community andshould provide the state-of-the-art care for the public.In the expansion, there would be helipad roofaccess and a basement level dedicated for storageand loading docks. The first floor would contain theEmergency Room drop off and trauma rooms, andthe second floor would house the new surgical units,operating rooms and a few patient rooms. An elevatorwould transport patients safely between thefloors quickly and privately.

PHASE THREE:OUTDOOR SPACESPhase three improvements are located in themore passive parts of the hospital housingan enlarged, extended physical therapy unit.There would be a glass wall with outdoor accessin close proximity to the walking trailwhich could be incorporated into patient’stherapy regime.The kitchen and cafeteriawould be expanded to include an outdoordining area that accommodates staff and visitors.PHASE FOUR:FUTURE EXPANSIONThis phase includes a large addition to houseall fully expanded services for WCRMC.would create a focal point and have a pedestrianbridge to the rest of the hospital. The otherkey areas of expansion are smaller, secondarylobbies for the new extended care unit locatedoff the back with views of the trail systemsand also a drop off lobby by the Obstetrics,Physical Therapy and Out-Patient care.ItWASHINGTONPAGE 15

MASTERPLANMaster Plan for Reorganization and Expansion ofthe Washington County Regional Medical CenterWASHINGTONPAGE 16Right now, the massive amount ofpaved parking is confusing and givesno directional hints as to where topark or move between different lots.Trees and planted medians helpdivide the lots and direct traffic,while additional plantings canreinforce order and organization.Great LawnTrees and open lawn provide a moreattractive view for patients, createmore recreation space and provide asidewalk network around the hospitalcampus. The new fitness trails canbe incorporated into rehabilitationprogramming to allow patientsincreased access to the outdoors.The curves of the newadditions and treeplacement referencethe curves of 1960’sarchitecture that is uniqueto WCRMC, while the greateruse glass creates a moreup-to-date contemporarylook conveying a newlevel of sophistication.This image illustrates the appearance of the hospital once all the phasesare completed. Phase one is represented in red. Blue is the new ER andpatient rooms while yellow/green becomes the primary facade, a new face of thehospital. These additions create a welcoming approach to the hospital.

Future ParkingThe elderly populationis growing, so thefourth phase is a newextended care entrancealong with renovationfor more patient space.This also becomes theface of the hospital asyou approach from therear of the hospital.Phase 4FutureNeedsLoadingDockPhase 4ECF LobbyExtendedCareGardenWASHINGTONPAGE 17Phase 2Existing Extended Care FacilityPedestrianBridgeRooftop HelipadExistingHospitalPhysicalTherapyGardenPhase1LobbyPhase4Fitness TrailMeadowThe two main entrances areclearly indicated withone dedicated for theEmergency Room and theMain Entrance separated tonot confuse visitors. Theback entrances can be usedby employees and peopleaccessing the wellnesscenter and Extended Care.

A helipad can beincorporated intothe roof design forcloser proximity tothe ER and surgicalfacilities freeing upoutdoor space.WASHINGTONPAGE 18ENTRANCESWashington County Regional Medical CenterNew Main Lobby EntranceThe new lobby and drop off space repeats the curved arc motif of theiconic staircase. The design should utilize similar materials seen inthe existing building to create a cohesive look that does not conflictwith the current style. The glass atrium will give the building a moremodern look while embracing the historic style of the hospital.The new lobby anddrop off spacerepeats the curvedarc motif of theiconic staircase.This illustration is a detail of work to be completedin phase one. It will serve as a focal point andclearly identifies the entrance for visitors whilethe interior signage and floorplan reconfigurationoccurs. The covered drop off area for visitors hasblue accents, and paneled windows mimic the stairway.This addition adds much needed administration andstorage space for the hospital.

WASHINGTONPAGE 19New Extended Care EntranceThe new Extended Care Entrance is expanded from theexisting space to include a covered drop off and coveredwalkway with direct views to the walking trail. This spacecould develop into asocial common spacefor residents and visitors.Once the fourthPhase 4phase is completed andECF Lobbyextended care moves,ExtendedCarethe women’s care andGardenmaternity ward cantake over this wing forfuture expansion.Existing Extended Care FacilityPlanning AheadBy planning ahead, a helipad can beincorporated into the roof design forcloser proximity to the ER and surgicalfacilities freeing up outdoor space.Again new additions are mainly glassto update the exterior while creatingnew patient rooms and view to outside.The ambulance dock is located nextthe patient drop off directly off themain entrance to the hospital. Improvedsigns will make it easy forvisitors to locate. The new pedestrianbridge connection in phase four is alsoindicated in the illustration above.

Existing CourtyardWASHINGTONPAGE 20GROUNDS AND LANDSCAPE IMPROVEMENTSExisting courtyard redesignThe ability to spend time outside for patients, visitors and staff cannot be underestimated. Thesmall underused space now should be expanded and enhanced. The physical therapy departmentwould have natural light and a view to the improved courtyard. Many benefits wouldcome from implementing this change.the outdoor courtyard illustrateshow it can become a multi-usespace to eat, gather and usefor low impact recreation frompatients while allowing furtherexpansion to the walking trails.

Phase OneCurrently this outdoorarea is underutilizedbut simple additions ofplanters and a pavedarea could transformit into a gathering spotfor residents in theextended care unit.WASHINGTONPAGE 21Image above shows courtyard improvement - phase one.Phase Two“Bumping out” thewall and glazingthe openings wouldallow natural lightinto the dark spacesand will expand thePhysical Therapy area,giving them muchneeded space andoutdoor access.Doors to the expandedcafeteria also allowfor an outdoor cafeand courtyard.Image above shows courtyard improvement - phase two.

GROUNDS AND LANDSCAPE IMPROVEMENTSOn the first floor, the inclusion of the new bumped out wall of glass fits in with stylistic featuresof other additions, lets light in and creates more patient rooms. The second floor is designatedto physical therapy and office space and establishes a large bright open cafeteria that couldbecome a popular place for locals to eat.WASHINGTONPAGE 22Image aboveshows courtyardimprovement -phase two

Public areasThere are several underutilizedsections of thehospital campus that,with the addition of publicart and groundcover,can become friendly andcaring reminders of thehealing power of beauty,greenery and fountainscan provide the soundof running water.WASHINGTONPAGE 23Fitness TrailsCurrently there are a series of fitnesstrails in place on the WashingtonCounty Regional Medical CenterCampus but they are not well tendedin some parts and do not serve all theneeds of the community. The pathsare connected to the Wellness Centerand parking lots, creating a destinationpeople want to go. By establishingmore amenities, the trail becomes partof the destination experience. Withthe addition of an outdoor classroomit could become a great place forinstruction. A bridge connects theolder, less tended part of existingthe trail to existing fitness stationsmarked with red X’s and the blue X’sare the proposed additional station.hospitalBRIDGEImage above shows theexisting trailand the new addition

GROUNDS AND LANDSCAPE IMPROVEMENTSWASHINGTONPAGE 24Walking TrailsA well defined trail and sign system that is consistent with the rest of the hospitalsigns will unify nature trails. Trail maps indicating the fitness stations distributedthroughout the community will encourage more interaction with the hospital. Treesmust be maintained, removed when diseased and replaced with native species.Images above show existing walking trail

Parking:First Phase of ParkingThis conceptual parkingcirculation study shows betterorganized lots with tree linedmedians on a central axisthat lines up with the newentry and lobby. The primaryvehicular entrance is relocatedand well marked. Employeeparking moves to the back.As the hospital expands, theparking should grow as well,eventually a parking deck mightprovide a better solution.WASHINGTONPAGE 25

WASHINGTONPAGE 26SIGNAGEWashington County Regional Medical CenterSigns must be consistent. The suggestion we have is to incorporate the brick facade of thehospital and the blue accent panels. A qualified wayfinding or signage consultant must bepart of the final expansion and improvement plans.

Existing signageclearly isinconsistent.WASHINGTONPAGE 27The main sign for the trail systemshould be located by the highway and beconsistent in color and materials and fontused throughout the hospital campus.Many signabuses canbe found inthe poorlymaintained andaging signsconfusing signold signVintage 60s sign60s sign

Excerpt from:WAYFINDING: DESIGN FOR UNDERSTANDINGby Barbara J. Huelat, AAHID, ASID, IIDAA Position Paper for the Environmental StandardsCouncil of The Center for Health DesignOctober 2007WASHINGTONPAGE 28CASE STUDYPotomac Hospital, Woodbridge, VirginiaLike many successful hospitals, Potomac grew to thepoint where a new hospital was the only way to meetthe growing needs of the community. So a new patienttower, which opened a year ago, is now locatedbehind the current facility. This allowed patients andvisitors to enter the familiar current entrance andmake their way through the existing facility to reachthe new multistory hospital.In the design phase of the new hospital, a wayfindingstudy was executed to determine how to assist visitorsin finding their way through the existing facilityand how to relate to a new multistory building. Thecurrent facility was all on one floor. The wayfindingstudy provided many exterior site and interior recommendationsthat could be designed into the newproject’s architecture, landscaping, interior design,lighting, graphics, art program, new signage as wellas changes in work flow and facility amenities.As wayfinding was part of the planning and designprocess, wayfinding support was seamlessly integratedinto the site, building, and interiors. The exteriorplanning included site enhancements, gardens, outdoordining, a shuttle-bus system, valet parking,and coordinated graphics and signage. Parking andbuildings were clearly identified with graphic design,signage, and landmarks. Corridors with supportinglighting and architectural detailing all supported theintuitive pathway of the visitor.The new interior design and art program played akey role in the wayfinding system. For instance, artand sculpture were deliberately included to providemeaningful landmarks, as well as carefully selectedbecause, for art to provide meaningful landmarks, itmust include strong and familiar icons that helps thewayfinder identify with the subject matter.When art is located in such a way that identifies astory or communicates a theme, it further strengthensthe bond. At the Potomac facility, unique themestell different stories for each floor. Themed art relatesto needs of the occupants. This approach intuitivelyprovides a different meaning to each floor. Diversifyingart by floor avoids confusion as to what floor thevisitor is on. Potomac Hospital’s art program portraysfamiliar landmarks of the Potomac River region. Forexample, the theme for the intensive-care/criticalcarefloor reflects nature of the river, using artwork,sculpture, and design elements to support the designedenvironment. Nature along the banks of thePotomac River provided an appropriate and soothingbackground for the sickest of patients. The oncologyfloor embraced the four-seasons theme, which symbolicallyexpresses transition, journey, and hope.The medical surgical floor expressed icons of buildingelements found on the banks of the Potomac,such as bridges, buildings, and lighthouses. Themain floor of public space provided a colorful andupbeat theme of boats on the Potomac. The pediatricdepartment followed a life-under-the-river theme,

with a sunken ship and underwater creatures thatidentified children’s rooms, signage, and wayfindingcues. Each floor uniquely created a sense of placewith which the visitor could identify.The art program comes together on a long corridorconnecting the existing and new building. A graphicwall illustrates the story of the Potomac River on a60-foot wall map, colorfully illustrating the art, nature,and history of the river. This introduces thevisitor to the delightful art and journey they will findwithin the building. Everyone remembers this majorlandmark. It provides a strong connection with thecommunity landmark, helps make sense of the pathwaysof the building, provides information as wellas delights with positive distractions.Potomac Hospital’s wayfinding success took morethan three years to investigate, envision, design, andimplement. The investigative stage evaluated whatworked and what did not. Community, staff, andadministrative focus groups uncovered wayfindingobstacles. The visioning stage evaluated what mightbe possible to assist the visitor experience. Elementssuch as valet parking, shuttle buses linkingthe campus, clear walking paths, and cohesive kioskdirectories provided much-needed information. Thedesign phase developed optional pathways, landmarks,numbering systems, graphic design details,signage systems, maps, and facility amenities thatwould support a positive wayfinding experience.New wayfinding concepts such as site amenities, architecture,and interior design were integrated intothe design of the new hospital.The approach was a seamless project integratedinto the planning and design of the new constructionproject. Wayfinding was not an afterthought,but carefully designed into the project. This allowedelements such as curved bulkheads and lightingto be built-in, allowing wayfinding to intuitivelylead to sources of information. The same firm thatworked closely with the architectural and landscapearchitectural firms did the wayfinding, art, graphic,signage, and interior design. The hospital felt projectand team integration was the greatest contributor tothe successful wayfinding program.Some of the best wayfinding outcomes were:• New numbering system that linkedphone numbers with room numbers• New user-friendly consistent names ofdestinations that all could understand• Valet services and shuttle bus linkingthe campus destinations• Site amenities that provided better pathwaysto desired buildings and entrances• Architectural and interior design featuresthat provided intuitive pathways• Strong integrated art program that becamelandmarks and meaningful sense of place• Comprehensive new signage system linkingclear communication, wayfinding information,easy-to-read graphics, and hospital branding• Clear and simple map program thatconsistently linked directories with handheldmaps, landmarks, and signageThe new wayfinding concepts of facility amenitiessupporting signage, well-thought-out nomenclature,a user-friendly room numbering system, electronicdirectories, art program, and maps all supportedsound wayfinding practices designed especially forthe unique needs of the visitors and campus.A Checklist for Developing a GoodWayfinding SystemIn summary, the following components are helpfulin creating an understandable environment for thevisitor.• Apply the progressive-disclosuremodel of wayfinding.• Identify all parking, buildings, and entrances.• Use consistent graphics, color, and logos.• Create a user-friendly handheld map, andrepeat that map in lobby directories.• Develop an appropriate wayfindingsystem that is specific to your facility.• Incorporate environmental cuessuch as landscapes.• Include windows in corridorsfor outdoor orientation.• Design main entrance drop-off areas.• Offer valet parking.WASHINGTONPAGE 29

CASE STUDYcONT’D Potomac Hospital, Woodbridge, VirginiaWASHINGTONPAGE 30• Provide easy and well-identified parking.• Clearly delineate handicapparking and access routes.• Establish clear routes to primary destinations.• Train all staff in giving directions—thesame way to the same place.• Have a highly visible visitor-information center.• Develop a sensible room-numbering system.• Identify all destinations in the same vocabulary.• Use symbols and icons to bridgelanguage barriers.• Provide clear, concise, and consistent signsthat have strong contrast and visibility.• Clearly light all signs.• Use lighting to feature landmarks.• Provide easy access to patient education.• Offer learning centers with extended hours,high visibility, and a friendly staff.• Differentiate public elevators fromstaff and clinical elevators.• Display clocks in primary waiting areas.• Provide telephones in emergency areas,waiting areas, entrances, and dining areas.• Clearly identify restaurant and toilet facilities.• Provide guides and wheelchairtransportation for visitors in need.• Avoid convoluted corridors.• Remove clutter from corridors.• Post estimated journey times.Potomac Hospital Exterior Wayfinding

Potomac Hospital Interior Signage SystemWASHINGTONPAGE 31

Student presenting newvision for the hospitalspatial organizationWASHINGTONPAGE 32We came, we saw, we tried to solve some problems!Final thoughts and concluding remarks1. The hospital began and still has aThis connects the general public tonoble and selfless mission basedthe hospital and makes it a resourceon the Hill-Burton Act of 1946.for citizens when they are healthy2. There are fine folks in Washingtonrather than when they are ill.County, excellent staff, strong volunteers 8. Safety, confidentiality, comfort, inclusion,and an active and involved authority.adequate space, improved administration3. The Hospital has a prominent andprocedures and fiscal responsibilityrecognizable place in this communityare not part of a design plan but are… sometimes that is taken for granted.necessary to make this plan succeed.4. There are fast changing heatlhcare9. The hospital must communicate a strongrealities that MUST be reflected in anyand stable presence in Washingtondesign changes and strategic plans.County. Iconic features of new buildings,5. Some very drastic actions havelandscape changes and sign improvementsoccurred recently perpetuatingwill help make this a reality.some difficult decision-making …10. Change must come withoutthere will be more to come.compromising quality. Quality must be6. Jimmy Chidre’s connections to Duke are maintained without compromising theinvaluable. He can take the hospital to a diversity of birth to death services.position of leadership rather than one that 11. An improved hospital will attract,depends on fluctuating annual “bailouts.” keep and promote intellectual7. The grounds offer great potential foremployees and citizens.improvements. Some very exciting,12. The newly formed Hospitalpositive and well-used recent community Foundation will allow a new systemresources have been added, like theto seek endowments, planned giving,walking trail and the Wellness Center.sponsorships and grant funding.

The charrette teamowes special thanksto:WASHINGTONPAGE 33Farrah Senn –Washington County UGA ArchwayProject ProfessionalJimmy Childre –Chair WCRMC AuthorityPam Stewart –Director of NursingWe look forward to a happy and helpfulrelationship.Your friends at theCenter for Community Design andPreservation, College of Environmentand Design, University of Georgia

This report was produced by theUniversity of GeorgiaCollege of Environment and designCenter for Community Design and Preservation325 S. Lumpkin st. Athens, GA 30602706.542.4731http://www.ced.uga.edu/To download an electronic copy ofthis report visit us at:http://www.ced.uga.edu/charrettes.html•• THE UNIVERSITY OF GEORGIA•COLLEGE OF ENVIRONMENT & DESIGN