MP provided design services for Lahey Hospital & Medical Center’s Samuel and Nancy Jo Altschuler Simulation Center. The space will provide staff with a realistic health care setting using the latest technology and training methods for learning new techniques, strengthening teamwork, and optimizing response to crises and unanticipated events. Unlike most simulation centers, this facility is within the main campus of the hospital and is accessible to staff 24/7.

The new facility includes a functional operating and exam room, simulation spaces, observation room, and classroom. The class space features a moveable wall to configure room size. A glass-paneled corridor provides additional transparency into observation spaces. Additional spaces include a kitchenette and lounge area.

MP’s scope of services for this project included programming and planning, site evaluation and clinical test fits, ground up construction, interior design, sustainable design, WELL Building, and LEAN process improvement. The design team focused heavily on the functionality of the simulation space and created realistic clinical spaces for the most accurate learning experience for the users, while incorporating LHMC’s standard calming hospitality-like design aesthetics.

MP completed this renovation to expand Lahey Hospital’s current capacity to provide rapid throughput testing of up to 11,100 COVID tests per day and provide a cloud-based IT interface allowing specimens to be resulted in 24 hours or less. The project achieved these goals through the following improvements:

  • Replacement of existing testing equipment with two Thermofisher Module 2 testing components
  • Adding three Bio-Safety Cabinets and two TECAN Module 1 Components
  • Adding staff work stations and storage through modular casework
  • Expanding Specimen Drop Off and Processing to provide a dedicated COVID specimen intake area

Room 3J-09 is a microbiology lab located within the Lahey Hospital core laboratory and used for COVID testing. Existing equipment (which included one Bio-Safety Cabinet and a PANTHER testing unit) was replaced with two Thermofisher Module 2 units, three Bio-Safety Cabinets and two TECAN Module I units. The new larger equipment required minor modifications to room 3J-09, including:

  • Demolition of one partition to accommodate the Module 2 equipment size and clearance
  • Addition of a partition and door to separate the bio-safety cabinets and TECAN units
  • Modifications to ductwork to accommodate new layout
  • New monolithic sheet flooring in both rooms
  • New cleanable acoustical tile ceiling
  • New flammable storage cabinets
  • New modular casework work stations and storage
  • New handwashing sinks with eye wash
  • New Reagent sink

Existing Specimen Drop-off, which was located directly across the corridor, along with existing adjacent vacant offices, were converted to a dedicated COVID Drop off and processing area.

LEAN Design

This project utilized Lean planning practices in design, construction, and target value estimating.

This Substation and Automatic Transfer Switch replacement project replaced the Emergency Power Branch Switchgear and Electrical infrastructure for the hospital, including the design of a new 8,000 SF penthouse at the existing roof level of the hospital to house the new electrical gear. The project presented many logistical challenges due to the existing conditions and the quantity of conduits that were required to feed the existing hospital programs.

The team raised the new floor level of the penthouse to allow for the construction of a new structural slab designed for the new equipment load’s electrical gear, and provide a new interstitial space to route the conduits from the existing risers to the new electrical gear. Once construction of the penthouse was completed, a series of electrical shutdowns were scheduled with the hospital clinical programs to transfer the existing emergency power circuits to the new electrical gear, coordinated over the course of several months.

This new Medical Office Building allows for Sturdy’s Orthopedic and Physical Therapy Clinics to consolidate from three different sites while modernizing their facilities and allowing for future expansion on the second floor. The ground floor is slated for the future relocation of outpatient clinics from the hospital. We presented the senior leadership and clinical teams with a variety of planning concepts to consider how to best suit their workflow and needs. Although there was a consensus amongst the groups to utilize a variation of the traditional exam pod concept, there was discussion about the exact configuration. Our team utilized a proprietary BIM tool to map out the flow of patients and staff between all of the space types under different scenarios, helping select a design concept.

With exams and office ringing the perimeter of the building, we strove to create opportunities to allow views and daylighting into the building core. By opening up the corridor ends, there is a great view to the exterior from every major circulation path and daylight is always present, while allowing access to concealed alcoves for carts and med prep stations.

The buildings exterior is designed to be contemporary and exciting while still economical. Opportunities for branding are a major component of the exterior and primary public spaces. The branding for the signature “S” is alluded to in the ceiling design of the interconnecting stair.

Southern Maine Healthcare, in partnership with Maine Behavioral Healthcare is expanding access to behavioral healthcare services in Sanford Maine with a new 5-bed emergency department acute psychiatric (EDAP) suite and 38 new inpatient behavioral healthcare beds, distributed on two inpatient floors.

The EDAP is designed around a small commons for patient access to communal spaces other than their patient room within the protective confines of the suite. Security and the staff nurse station use the existing geometry of the building to provide clear sight lines within the suite. The program includes peer counseling for crisis management, and the new EDAP will provide a first step in the behavioral health admissions process to the inpatient floors where patients can be safely evaluated.

The inpatient floors are designed around the community space and individual therapy rooms, including those for group therapy, quiet activities and a new roof terrace on the first floor. The new units are secured with access through an interlocking sally port. Patients are provided with individual bathrooms, and anti-ligature design has been provided throughout the patient occupied areas. Art that highlights nature is incorporated at a variety of seating areas throughout the unit to bring nature inside the building. Seclusion rooms have been provided at both units but other spaces such as comfort rooms are being utilized to de-escalate patients before they need to be restrained.

The units also incorporate new highly efficient anti ligature chilled beams to heat and cool the new floors, utilizing existing duct work to maintain existing ceiling heights, and removing the prior fan coil units at the perimeter windows. The project has also re-used the existing plumbing chases and wet walls to reduce cost and minimize impact of the construction on the operating rooms below.

Harvard Street Neighborhood Health Center is programming and designing a new 25,000 SF clinic that incorporates future flexibility for pandemic response and community access aspects that address social determinants of health.

The pandemic resiliency design begins with site planning ideas from COVID testing sites to allow temporary outdoor space to be used to address the specific needs of future health crises. The mechanical systems are being evaluated to adapt to different situations to be able to isolate areas of the building and increase air changes to clinical spaces to remove airborne contagions. Program changes to allow for triage of visitors at the building entrance and the ability to provide features to accommodate more acute levels of patients in emergency conditions are also influencing the design.

The clinical programs place primary care at the center of the patient experience, while integrating behavioral health, Ob/Gyn and dental care into a multi-disciplinary approach to wellness. The project expands the social programs available to patients by creating a stigma free food pantry, an education center to address chronic conditions and a teaching kitchen to provide classes on nutrition and wellness.

A project whose schedule was driven by eminent domain requirements within the Village of Brookline required the relocation of the Senior Administration and administrative support services of Brigham & Women’s Physician Organization to Needham. The new space enabled BWPO to also consolidate staff from three different locations into one centralized office. This included the call center group which was accommodated into the plan. A training center was provided at the heart of the project to facilitate on-going Epic training, with the flexibility to configure it as a large classroom or two smaller classrooms. The program also introduced a multipurpose collaboration hub that could function for impromptu team meetings, all staff meetings and as a location for catered events and employee appreciation lunches.

The Smith Center provide offices for clinicians for their clinical research. Located in the heart of the Longwood Medical Area it is convenient to BIDMC main campus and their patients while providing hoteling and touch down space for research assistants who split time between the hospital and the Smith Center. The lobby and entry provide unique branding opportunity for the Smith Center and flexible team spaces to review data and research in a collaborative setting.

Lean Design

This project utilized Lean planning practices.

A multiphase renovation to expand storage capacity of Central Sterile Processing, modernize the existing cart and utensil washers, provide new air handling unit dedicated to the CSP to maintain key pressure differentials between soiled and clean operations within the department.

The project benefited from a lean 3P and prototyping process that allowed the team to identify the smallest workable area for each step in the process allowing the team to maximize the area available for renovation in each phase of construction. It also identified the root cause of the through put issues which was originally thought to be the washers. It was determined that out of sequence work was the root cause for through put volumes and shortages in supplies, not the capacity of the equipment and cart washers. Shortages in utensils required washing cycles dedicated to address those shortages, holding up prep and pack for trays waiting for the clean utensils. This was addressed with a visual storage solution allowing staff to identify shortages quickly in the visual inventory wall. The lean work also streamlined the soiled washroom process providing both redundancy and new capacity to accommodate a growing surgical program, including equipment required for the new DaVinci robotics program.

The multiphase project extended between two 1970s buildings and was located in the basement level below diagnostic imaging. Cost was a key concern and the team evaluated multiple options including a temporary CSP trailer configuration before choosing the renovate in place option as the most cost effective for the client.


Altro Flooring Award


This project utilized Lean planning practices.

The Lahey Endoscopy Renovation project at Lahey Hospital and Medical Center included the relocation and expansion of the Endoscopy Department within the hospital. The new center totals approximately 14,000 SF and includes 9 Endoscopy procedure rooms, 23 prep and recovery bays, and a new scope processing system.

Two of the procedure rooms are designed for advanced procedures and include fixed Fluoroscopic Imaging equipment. This design is one of the first in the country and the second largest installation in the world of scope pass through washing and drying cabinets which greatly reduces the risks of cross contamination and improved digital tracking throughout every step of the scopes use and reprocessing.

The project also included a cost-effective approach to repositioning the building’s façade to create a dedicated entrance for endoscopy patients and greatly improved the workflows for staff efficiency and improved patient experiences.