Nicole Voss
Username
Nicole Voss
Proposer First Name
Nicole
Proposer Email
nvoss@isgenuity.com
Proposer Last Name
Voss
Proposer Company/Organization
isgenuity
Proposer Phone
(617) 416-4990
Proposer Job Title
Director of Sustainability
Boston 2023 Areas of Focus
Proposed Session Description
In October 2022, Boston Medical Center opened an 82 bed behavioral health center unlike any other. This session explores how a former 1960’s nursing home was transformed into an NZE inpatient facility that engages both physical and social resilience strategies. This case study illustrates how designing for the dignity and safety of all occupants, along with back-up power systems and robust programmatic flexibility, combine to benefit the building’s community and healthcare ecosystem.
Diversity and Inclusiveness
The Brockton Behavioral Health Center (BBHC) was purposefully located in a demographically diverse city to take a meaningful step forward in addressing treatment disparities among underserved populations. In Brockton, BMC saw a scarcity not only of inpatient beds, but also of services offering robust outpatient support geared toward patient stabilization. As of June 2022, the South Shore/Brockton region suffered from the third highest number of patients waiting in Emergency Departments for referral to an inpatient behavioral health hospital, with some patients waiting as long as 17 days.
The ongoing mental health crisis in Massachusetts is deteriorating the collective welfare of communities, especially those whose social fabric was already stretched thin by the pandemic. Patients with untreated behavioral health disorders not only pose a risk to themselves, but also endanger the families and friends that compose their support network. And the impacts of climate change exacerbate all of these ongoing stresses.
Underfunded communities are struggling in the face of increasingly frequent natural disasters, such as heatwaves and flooding. According to the National Oceanic and Atmospheric Association (NOAA), “over the last six years (2017-2022), there were just 18 days on average between billion-dollar disasters compared to 82 days in the 1980s.” This shortened interval between disasters has a cumulative effect, translating into continual decrease of available resources and preparedness. The cascading impacts are particularly challenging for vulnerable socioeconomic populations who are simultaneously battling a mental health pandemic.
Learning Objectives
Evaluate ways that social resilience can be improved continuously as part of a building’s normal operations
Examine the connection between the mental health crisis and climate resilience
Recognize operational challenges and benefits of implementing both active and passive resilience strategies
Explore the advantages of integrating programmatic, sustainability, and resilience goals into typical operations
Has this session been presented before?
No
Additional Comments
Nancy Hanright and I have presented this project previously, but the session focused on the mechanical systems and engineering rather than resilience. We are really excited to get into the resilience!
Target Audiences Level of Expertise
Level 2 - Some prior knowledge helpful.
Session Format
Interview or structured conversation among panelists
Presentation followed by facilitated discussion or breakout groups
Session Format Details
Rough Draft of Session Schedule:
Minute 0 – 10: Introductions to people and the topic
Minute 10 – 20: BMC Overview (Nancy) – who BMC is & what they stand for
Why the facility was located in Brockton, who is the population being served
Minute 20 – 30: BMC Programming (Tracey) – design drivers
Design for dignity – impact on staff retention and patient outcomes (address both inspiration and actual experiences in the past year
Minute 30 – 40: Sustainability & Physical Resilience (Nicole)
Overview of NZE Design, Embodied carbon, PV & Battery Back-up
Minute 40 – 55: Moderated Panel Discussion (led by Jordan)
Potential topics for multiple panelists to speak to: Link between climate change and frontline communities, program swing after Signature Health Fire, how is this project impacting the design / operations of other BMC projects, what is the ideal relationship between healthcare facilities and social resilience?
Minute 55 – 90 (IF it is a longer session): Moderated Audience Questions and/or Discussion (Jordan)
Potentially start by giving people time to reflect on how resilience can be augmented as part of normal operations on a project they are workign on now; or consider strategies for building social resilience.
Recommended Length
60-minute session
90-minute session
Strongest Content Connection - Boston 2023
Comments about your speaker roster
Nancy Hanright and Tracey Weeden both represent the client's perspective on this panel. Nancy will speak to the organization's mission and operational strategy. Tracey was involved with the project from the beginning, including programming and design, and worked closely with the architect (isgenuity) to realize the programmatic vision. Nicole will represent the architect's perspective and will provide an overview of building performance and resilience strategies. Jordan was not directly involved with the project, but is the perfect moderator for the panel as she is an Architect who works on the client side, and also leads the local ULI Resilience Committee.
Anything else you'd like to tell us about your session proposal?
I just want to say that we are all so excited for the opportunity to share what we learned on this project and have a meaningful discussion about resilience with the audience.
Reviewer 1
Tilton, Clay
Reviewer 2
Nielson, Christopher
Proposal #
218
Committee Decision
Being Considered
Presenters
Full Description
Often, developing climate resilience in the built environment means putting physical infrastructure in place to mitigate grid disruptions or surging flood waters. By using the BMC Brockton Behavioral Health Center (BBHC) as a case study, this panel addresses ways that building resilience can be an ongoing act, rather than a back-up plan. This conference session expands on an article that was accepted for NESEA’s Fall Magazine, which contextualizes how BBHC addresses the ongoing mental health crisis in Massachusetts. Although this project meets a critical need by contributing beds to the healthcare ecosystem, the client went further by taking a unique approach to programming the building. Of the three treatment wings of the building, two were designated for inpatient care and one wing was reserved for robustly supported outpatient care. This allowed the facility to offer a continuum of support services, as well as future flexibility. The outpatient wing was designed to inpatient standards in case conversion became necessary. This need arose during a historic freeze just five months after BMC Brockton opened, when neighboring Brockton Signature Hospital had to be evacuated due to a 10-alarm electrical room fire. By fully integrating the project’s programmatic, sustainability, and resilience goals into the design, BBHC was able to realize significant co-benefits for facility operations and patient outcomes alike.