Duke University School of Medicine - Aesculapian Yearbook (Durham, NC)

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'X G-yn inpatient services and all ambulatory ser- vices remaining in existing buildings. The esti- mated total project cost was 899.6 million of which 862.1 million was directly related to new hospital construction and 36.8 million to a Per- sonalized Rapid Transit System. The balance of the costs were for financing charges of 515.4 million, movable-equipment costs of 310.7 mil- lion, and remodeling-of-existing-buildings costs of 341.6 million. The actual cost was 5941.5 million. Progress during the 1973-19711 period con- tinued with furlher planning for space alloca- tion, financial feasibility study, architectural selection, and construction management firm selection. Approximately 50 Task Force Committees composed of physicians, nurses, adminis- trators, and appropriate hospital departmen- tal staff were set up to work with the architects. The idea behind the Task Forces was that the people who used the hospital would con- tribute best to its design. While schematic draw- ings were developed by the architects with the help of the Task Forces, mechanical and elec- trical studies, structural studies, energy use analyses, traffic studies, and environmental im- 17

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bility Analysis of Duke Hospital. Seven altematives, ranging from staying in the existing hospital with minimal bed expan- sion, minimal new spaoe, and maximum ren- ovation, to total replacement of the existing hospital by a new hospital, were presented by AHF. Studies were done which indicated that it was functionally inappropriate and financially unfeasible to relocate the entire inpatient and ambulatory functions of Duke Hospital, includ- ing support facilities, in a new structure. No use for the vacated structure could be found and the price was not acceptable to the trustees. The altemative specifying renovation of the ex- isting hospital with minimal new construction was also rejected onthe basis that the renova- tion would be drawn out over 15 years. inflation would elevate the cost to that of a new hospi- tal. ln addition the final product would be less efficient than a new construction and would not allow for appropriate expansion. On January 19, 1973, the Hospital Advisory Committee approved as the target for fiscal evaluation the altemative called G-94 North. This altemative provided for 615 new beds and all support services, with Psychiatric and Ob! lo .VT gf li j.. ,.,- 3. i ' la' Luv- rf L3 1'-5 Ar'

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pact studies were initiated and developed. Parl of the process of schematic development involved building a mock-up of the patient room to assist in arriving ata final configuration for intermediate care rooms. Equipment use and various functional conditions were tested in the mock-up. Nursing Senfice personnel par- ticularly were heavily involved in this activity. After a review of 34 architectural firms, the firm of Helmuth, Obata, and Kassabaum was chosen to design the new building, and the Tumer Construction Company was selected to build it. The end result of all this work and plan- ning was the completion of the majestic Duke North. The first patients were transferred from the South Division in May 1980 and operations have been running smoothly for almost four years now. ln July of 1983, the patient care towers and central core of the new building were named the Anlyan Tower, honoring the Chancellor for Health Affairs of Duke University who was in- strumental in the planning and development of the new hospital. ln October of 1983, the hospital administra- tion announced plans for the first major addi- tion to the Duke North facilities. A new floor will be added to the bed tower and additions will be made to the ancillary building in order to make room for CDB-C-YN and the full-term ..--F