The Joan and Paul Rubschlager Building completes a campus transformation on eleven acres in the nation’s largest urban medical district to a hub for leading edge patient care, research, and education. The overarching mission is a belief that cancer and neurosciences patients deserve services designed to meet their needs and complex problems, in a streamlined, supportive, and highly effective way. The vision was to create a facility that embodies this evolution of care and enables Rush to deliver a closely coordinated, unmatched outpatient experience, to more patients than ever before. The central goal was to improve health by applying the Rush values of innovation, collaboration, accountability, respect, and excellence.

The Rubschlager building is the first building on Rush’s campus east of Ashland Avenue, and for this reason, it posed a monumental question of how to create a highly effective new space while complementing Rush’s campus. This motivated the client and design team to ask, “How can this building integrate with the rest of the campus and relate to the context that surrounds it?” By collaborating with the client, our design transformed these challenges into a successful project through the concept of duality. Duality related not only to the building design and materiality, but also to patients, staff, the campus, and the surrounding neighborhood. Throughout the design process, the concept of duality played a pivotal role in shaping the building’s form and materiality, while also addressing the challenge of curating the optimal patient and staff experience within the facility. The Rubschlager Building stands as a testament to the potential of architectural design to elevate the healthcare experience through thoughtful integration of materials, strategic layout, and attention to detail. By embracing the concept of duality and employing architectural excellence, this facility has become a beacon of innovation and a source of pride within the medical community. Amidst challenges, we were able to design a building that represents a new era in healthcare design, where the dichotomy between urban and residential environments is embraced, and the pursuit of excellence in patient care is intertwined with a sense of warmth and familiarity.

Tenets of Target Value Delivery principles were used and resulted in a streamlined construction solution that coexists with exemplary design. A rigorous set-based design process was used for selecting a high-quality exterior brick material, noted as reminiscent in a warm and familiar way, but pivotal in meeting our target cost. In addition, the local subcontracting community was more adept at managing the quality of brick, over terracotta or synthetic materials.

The design and construction team were in a co-located studio in addition to partnering with the owner’s equipment consultant, systems furniture designer and technology consultant. BIM models were hosted on the cloud, and we integrated all consultants’ work into the implementation documents for clarity of design and permitting. It was a collaborative process as we selected and onboarded trade partners for design assist including elevators, MEP trades, curtainwall, and framing. Our excavation contractor proposed a utility tunnel jack and bore system, a first for Chicago. The innovative boring pit and utility sleeve installation was half the cost of a traditional tunnel excavation solution, and it was safer than an open pit. We created as-built conditions for the Board of Underground and the final installation was implemented with pinpoint accuracy.

Lean construction evaluation was a project constant. During our mockup room evaluation, the builder was able to review constructability fabrication workflow. Concurrently, we conducted integrated team milestone and phase pull plan sessions that subdivided our workstream into Utility Tunnel, Shell & Core, Fit Out, and Site/Parking Garage. A regulatory workflow was also established due to the complexity of approvals needed by multiple agencies in Chicago.

Fifty-four bid packages and five permit packages were issued, plus two zoning and planned development applications. A micro-schedule was developed just for the planned development and zoning variance permitting. Difficult constraints were commonly overcome by our component teams holding a regular cadence of coordination workshops. Real time decisions were essential to our success. A project execution plan was developed that addressed document control (e- Builder) and quality (Finishline). In total, 35,170 were entered in Finishline, checked, and resolved.

Quality meetings were conducted every Thursday through the entire construction process. The design team employed an envelope consultant, and the owner held a contract with a testing and quality control consultant. Together they coordinated reviews of drawings, specifications mockup tests and field inspections. When significant issues arose, we would swarm the item with a SWIFT (Specific Work in Focused Time) team and develop a path to meet the owners project requirements.

Prior to construction Rush led the implementation of forming a Safety Charter and Committee. Safety talks were conducted routinely. The Safety Committee was another standing meeting that monitored jobsite safety, any field observations, and documented any incidents. Safety was a hot topic and safety moments were the first agenda item in the weekly OAC (Owner/Architect/Contractor) meetings. A total of 8,751 safety observations were recorded during this mega-project. The owner was instrumental in developing a root cause analysis process when a non-compliant observation was reported. Like a SWIFT team these observations were swarmed immediately, and work could be halted depending on severity of incident.

This project was early into construction at the outset of the pandemic in early 2020. While all other Rush projects were halted, this facility was designated a critical project by the Governor of Illinois and construction was permitted to continue. An additional level of precautions was implemented for the safety of our respective team members and Rush issued a zero-tolerance policy on PPE, social distancing, and temperature testing upon entry to the jobsite. Due to the severity and prior to immunizations, members of the construction team were removed from the project if not adhering to safety guidelines.

While the near westside community is diverse, Rush had never established mandatory MBE/WBE/DBE targets for all parties. Every goal exceeded target except for one while 930,949 total manhours were expended on constructing the project:
Community Business Spend 9.82% met versus 3% goal.
Minority Female 44.12% met versus 32% goal.
WBE 7% met versus 6% goal.
MBE 30% met versus 26% goal.
City Residency 36.5% met versus 50% goal.
Design Team 33.79% met versus 32% goal.

Specific IDE facility design accommodations included: All-Gender Multi-Stall Restrooms for equity, people with disabilities, and granting safe spaces for transgender and gender nonconforming patients, visitors, and staff; adult changing tables to allow caregivers and patients the opportunity for privacy and comfort; and pet relief areas for patients who have therapy and emotional support animals.

Social relevancy was accomplished through a granular ethnography study that included patient interviews, provider workshops, and human-centered research. The future state analysis was particularly insightful for the cancer service line patients and validated the tenets of collaboration, community, and connectivity and, in turn, the Pillars of Success for people, growth and reach, quality and safety.

Situated on an 11-acre site within the Illinois Medical District, this outpatient care facility for cancer and neurosciences is part of a fully integrated hospital campus. It connects to an existing patient tower with a pedestrian bridge that spans Ashland Avenue, a major north-south arterial road in the city. The site benefits from excellent transportation access, with two bus stops at West Harrison and South Ashland serving four bus lines, immediate proximity to the I-290 Expressway, and the CTA Blue Line, providing convenient connections to both the western suburbs and downtown Chicago.

Community engagement played a critical role in the planning and design process. Regular meetings with the surrounding community ensured that the new facility would enhance the area through aesthetic appeal and a welcoming environment. Attention was given to preserving views for residents of the Near West Side neighborhood and maintain Rush University Medical Center’s positive relationship with the community.

The campus-wide transportation improvements prioritize pedestrian-friendly walkways, dedicated lanes for Pace van drop-offs and pick-ups, and well-designed vehicular access, including turning lanes, exit ramps, and speed ramps leading into the parking garage. A bypass through the parking garage and a reconfiguration of traffic patterns were incorporated to reduce congestion and benefit the neighborhood. Additionally, a Type 2 ambulance accommodation was provided at the off-stage radiation oncology entrance.

Significant collaboration with the Chicago Department of Transportation (CDOT) and the Bureau of Forestry ensured that the project addressed and incorporated community feedback. Enhancements to the pedestrian right-of-way, particularly along Harrison Street, were carefully designed to improve accessibility and connectivity. A large landscape buffer with existing and newly planted trees shields the residential area to the south from the parking lot, while the service court and loading area are located at the northeast corner of the site to minimize impact on nearby residents.

Seating areas on the south side of the building provide welcoming spaces for visitors and staff, while the overall design supports the critical work of the hospital building. This sensitivity to the site’s unique context — flanked by a small residential area to the south, the I-290 Expressway and CTA Blue Line to the north, and the Rush Medical Campus to the east — ensures that the facility integrates harmoniously with its surroundings while meeting the needs of patients and the community.

A welcoming space is synonymous with safety and security, which were key elements of the owners’ performance requirements in the final design, with accommodations including: all-gender multi-stall restrooms for equity, and people with disabilities, and granting safe spaces for transgender and gender nonconforming patients, visitors and staff; adult changing tables to allow caregivers and patients the opportunity for privacy and comfort; wheelchair nooks for easy access available on every floor; and pet relief areas for patients who have therapy and emotional support animals.

The outpatient care building was designed with an emphasis on universal and inclusive design principles, ensuring accessibility and equity for all users. A prominent architectural feature of the site is the pedestrian bridge, which further enhances connectivity.

The project included a complete redesign of the pedestrian right-of-way along Harrison Street, Ashland Avenue, and West Congress Parkway. This overhaul prioritized accessibility, featuring improved pedestrian crosswalks and street intersections. Site furnishings were thoughtfully selected with inclusivity in mind to accommodate a variety of users.

The project is a 36,000 sq ft building in the Austin neighborhood which prioritizes patient and employee well-being through natural light, bright materials and colors, and access to outdoor space. This new building embodies PCC’s holistic vision of care by providing areas for primary and specialty care, mental health services, nutritional assistance, fitness education, and financial resources. Additional features include a green rooftop walking track on the second floor and two rooftop decks on the third floor. It is a fully electric building, with no scope one greenhouse gas emissions. It utilizes sustainable features such as a geothermal heat pump, high performing insulated exterior wall panels and windows, and LED light fixtures.The building strengthens PCC’s commitment to the Austin neighborhood, complementing their existing Austin Family Health Center and the PCC Austin farm, which provide important resources and opportunities to the community.

The creative process for this project was rooted in stakeholder conversations about wellness, and sustainability. It is no secret that being in the healthcare field is extremely demanding and filled with fatigue, burnout, and stress. As a community health provider PCC was very focused on sustainability, both in terms of the energy consumption of the building, but also in terms of their operating practices, and the quality of the patient and staff experiences. That is why we held the design of not only the patient, but also the staff and administration spaces to such a high standard. As an organization, PCC was fully committed to this aim through the pursuit of Well Building certification, which not only requires a focus on the building’s healthful design features for staff and visitors, but also requires that PCC back up this commitment with sustainable and healthful operating policies throughout the lifetime of the building. Incorporating ample natural light into the spaces, providing multiple indoor areas to decompress and take a seat if needed, adding a green rooftop walking track and two separate rooftop gardens were just some of the ways that we worked hand in hand with the PCC administration team to let the staff know that they matter.

This project faced several challenges, including a lengthy acquisition process via Cook County Land Bank, project kickoff during COVID, alley vacation, securing New Markets Tax Credit funding, and meeting the requirements of funders and Green Globes and Well Building certification programs. Additional complications included working adjacent to a CTA substation, environmental concerns such as contaminated soil and underground storage tanks, and the loss of a key subcontractor late in the project.

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In underserved areas of Chicago, access to healthcare often necessitates driving or taking public transportation across the city. This can be a significant barrier to both families and individuals. By providing extensive primary and specialty care services directly in the communities that need it most, our client PCC seeks to eliminate the barriers to healthcare. This project takes PCC’s vision of community wellness one big step into the future by pairing health services with exercise, health education, and healthy eating resources on site. The health and wellness programming housed under this one big roof is designed to engage community members on a more routine basis to facilitate positive health outcomes and healthy lifestyles through increased patient contact and support.

With a new construction building filled with natural light, bright colors, sustainable features, and a large variety of services, the message to the community is clear: its health and well-being are important. Investments of this scale are rare, and rarer still are places where medical care blends with daily wellness programming for the public. This building is the culmination of collaboration between healthcare professionals, architects, engineers, consultants, contractors, trades, politicians, investors, community leaders and members, and many more groups of people. The dedication of so many people to the shared vision of creating a space for people to improve all facets of their health is an incredible accomplishment that we hope the community cherishes for many years to come.

PCC is a federally qualified health center serving the underserved where they live. This project realizes PCC’s vision of a full wellness campus for the Austin neighborhood housing not only primary care, specialty care, and behavioral health services, but houses a full suite of fitness and wellness programming responsive to the social determinants of health.

From its inception to its ongoing operations, this project focused on strategies of inclusion in community engagement, the development of a programmatic agenda, neighborhood workforce development during construction by Ujamaa, and continuing on into the day to day services now offered on site. Great care and effort were taken to make this a building not only a place made for the neighborhood, but a place made by the neighborhood.

Located at the corner of S. California and W. 47th in Chicago’s Brighton Park neighborhood, Esperanza Health Centers’ new South Building has created a new civic plaza with their existing facility at the north end of the site. The two-story, 43,500 SF facility houses expanded medical and behavioral health services, comprehensive senior programming, and a family medicine residency program. It’s also home to one of Illinois’ first PACE Centers (Program of All-Inclusive Care for the Elderly) providing preventative care so seniors can stay in their homes longer. The clinic has 36 exam rooms, offices, lab spaces, open activity space, a PT/OT area, and a café that serves the public and both clinic buildings.
This much needed asset was delivered with a large focus on community engagement and exceeding participation goals, realizing the owner’s vision and program needs while aligning the schedule and budget, and by keeping all who stepped onsite safe – completing the project with Zero Injuries!

The design for Brighton Park South is rooted in the concept of holistic well-being, inspired by the interconnected elements of mental, physical, and social health. This idea informed the ethos of the building, influencing the design’s focus on creating a space that fosters healing, community engagement, and accessibility. While the triangle served as a conceptual starting point to explore these elements, it shaped the project’s overarching mission rather than dictating its architectural form. Instead, the design prioritizes functionality, inclusivity, and visual impact to align with Esperanza’s goal of providing high-quality healthcare to Chicago’s southwest side, overcoming barriers such as language, insurance, and immigration status.

Guided by these principles, the building was envisioned as a sanctuary for healing and a civic space for connection and learning. Achieving this balance required thoughtful spatial organization, creating open, community-focused areas alongside private zones dedicated to health and well-being. The design sought to create an uplifting environment that reflects Esperanza’s mission and provides a welcoming atmosphere for all.

One of the project’s main challenges was blending vibrant aesthetics with functional requirements. The exterior features bold, canted yellow aluminum composite panels that convey energy and optimism, visually connecting to the existing healthcare campus while establishing the expansion as a symbol of growth and renewal. This was complemented by vertically ribbed metal rainscreens and strategic glazing, which add depth and texture to the building while ensuring durability and performance. The massing was designed to activate and protect outdoor pedestrian spaces, reinforcing the building’s role as an inviting hub for the community.

The interiors further embody the concept of well-being through the use of color to enhance navigation and evoke specific emotional responses. Vibrant orange tones were selected for high-interaction areas such as the super lobby, café, and group rooms, fostering energy and engagement. Circulation spaces, waiting areas, and exam rooms utilize calming yellow tones to reflect their quieter functions. For the PACE program, which serves active aging populations, a thoughtful palette of orange, teal, and green creates a balanced, health-oriented environment. These design decisions not only improve the user experience but also ensure intuitive navigation throughout the building.

Ultimately, the design’s fusion of symbolic meaning and functional purpose resulted in a building that serves as a vibrant, uplifting hub for the community. By addressing challenges in materiality, aesthetics, and spatial organization, the project achieved a dynamic yet cohesive design that reinforces Esperanza’s mission to promote holistic well-being for all.

The new facility was built using structural steel, curtainwall and composite metal panels attached to a cold formed metal framing system. The team also expanded the 134-spot surface parking lot on the East side of California Avenue.

Mortenson’s daily on-site leadership promoted a safe jobsite, maintained the schedule, upheld high-quality standards, and allowed for effective cost control. This dedication led to constant, clear communication with the owner and design team, avoiding surprises and ensuring budget transparency.
Craft engagement was a priority, starting with daily announcements and bend and stretch exercises. “One Voice” meetings allowed trade forepersons to discuss issues, streamlining mitigation and fostering a transparent culture. Throughout construction, lunches and tours encouraged engagement and excitement among the project team, the owner, and visitors.

Forepersons prepared flow schedules for review during each work phase. Block scheduling helped trade partners manage workflow and crew size. Together, the team explored alternative construction methods, enhancing quality and optimizing value. During construction, Mortenson implemented the Last Planner System and 5S. Last Planner featured detailed meeting agendas, a weekly work plan, a constraint log, and PPC (Plan Percent Complete), boosting productivity, safety, and quality. 5S promoted a safer, more organized jobsite, improving material flow and early identification of abnormal conditions.
Each feature of work had pre-installation meetings to review submittals for safe, quality installation. Superintendents and forepersons ensured materials and methods met design intent. All of this contributed to the team completing the project with Zero Injuries.

MEETING THE CHALLENGE OF A DIFFICULT JOB
• Continued effects of the pandemic contributed to unprecedented inflation and cost escalation, making the original budget insufficient for the building’s anticipated size. To help in realigning the budget, an extensive analysis of system needs, and a detailed value engineering process was conducted. Mortenson, UrbanWorks, and McNitt Consulting guided Esperanza to identify cost-effective, value-added solutions without losing critical program requirements.
• Initial designs included costly precast and decorative perforated metal panels, which, due to extended lead times, would have caused an extension to the schedule. Mortenson, UrbanWorks and McNitt Consulting collaborated to develop a cost-effective solution that adhered to the project schedule, budget, and aesthetic vision.
• To accommodate the reduction of parking due to the South building construction, the team built an adjacent surface lot for faculty and patients utilizing the North building. The team procured a 20-week underground storm detention system early in design phase to avoid impacting parking capacity. Temporary lighting and custom solutions for asphalt temperature restrictions ensured the lot’s usability during winter, providing parking for the active building on campus and also allow for construction to continue for the new building.
• The owner’s removal of utility poles and relocation of overhead lines to continue serving adjacent businesses were delayed. Working with trade partners, Mortenson adjusted contractor phasing for exterior work to ensure the project stayed on track and did not disrupt the businesses nearby.
• Through BIM coordination the team discovered that an HVAC Rooftop Unit needed to move locations which also impacted the location of required supporting steel beams. Because this was caught early the team was able to adjust the plans, so the appropriate structural steel was fabricated and did not impact the schedule or budget.
• With a focus on reducing environmental impacts, the team diverted 80% of waste from landfills.

Safety was always the number one priority for all stakeholders on the project. As a result, the team was able to maintain a strong safety record with 71,000 manhours worked with a Total Recordable Incident Rate (TRIR) of 0.00, which, compared to 2.3 as an industry standard, is exceptional.

For more than 25 years, Mortenson has been implementing a Zero Injury program. The cornerstone of the program is to ensure that every worker is empowered, in fact obligated, to stop any unsafe work or correct any unsafe condition without fear of reprisal. All workers are trained on how to recognize unsafe activities or conditions prior to being allowed on site.

Prior to the start of each work period (in the morning and after lunch), Mortenson personnel led “bend and stretch” activities to not only stretch the ligaments and muscles, but also to inform and educate all workers on upcoming safety related issues and to reinforce all safety principles and practices.

Esperanza’s mission is to provide world-class healthcare to an underserved community, and the new building embodies this vision. Designed to serve the predominantly Latino community of Brighton Park, the facility promotes holistic health and education by integrating public gathering areas, wellness initiatives, and accessible healthcare services.

LOCAL & DIVERSE BUSINESSES/WORKFORCE ENGAGEMENT
Esperanza demonstrated a strong commitment to inclusion, diversity, equity, and accessibility by hiring a third-party community engagement firm to ensure the project responded directly to community needs. Through 5 leader/staff workshops, 24 leader/staff interviews, 12 expert/local organization interviews, 32 resident/patient interviews, and over 250 hours of immersion, the engagement process identified key priorities for both clients and the broader community. These findings laid the foundation for UrbanWorks’ responsive and community-driven architectural design.

Through subcontractor partnerships, workforce goals, and neighborhood organizations, the team aligned their efforts to make a positive impact. Mortenson sponsored The Latinisimo Gala, benefiting Esperanza, assisted at the community garden, and participated in Esperanza’s School Supply and Toy Drives.

To better engage with local businesses and serve the community, the team held Meet + Greet events to garner interest in the project. As a result, over 40% of craft workers lived in the City of Chicago. The project is also on track to surpass supplier and workforce diversity goals with 53% of trade partners representing minority or women-owned businesses, and with a 56% diverse workforce, exceeding goals set by the city and Esperanza.

NEIGHBORHOOD FABRIC
Given the project’s zero lot line and its proximity to the existing Esperanza clinic, Mansueto high school, local businesses, and nearby residential area, the team was diligent in planning, communication, and site logistics coordination. With school in session during heavy civil work, they carefully scheduled activities around school pick-up and drop-off times to minimize disruption to students’ daily routines.

The team also held several tours throughout the construction process. A notable moment was when a participant from the Chicago Women in Trades tour went on to pursue and complete her pre-apprenticeship with Local 134 and became an electrical apprentice!

A TRUE COMMUNITY ASSET
Key features of the new facility reinforcing community inclusion include:
• Education & Outreach Spaces – Seminar rooms and instructional areas provide health education, lifestyle strategies, and wellness programming.
• Super Lobby & Public Plaza – Designed as an extension of community life, these vibrant indoor and outdoor spaces invite people to gather, share meals, and engage in social activities.

Brighton Park South is a transformative force on the Southwest side of Chicago, specifically addressing the critical barrier to health—the lack of accessible bilingual health services.

UNDERSTANDING THE COMMUNITY
Residents of the five community areas immediately surrounding the newest clinic – Brighton Park, Gage Park, Archer Heights, New City and West Elsdon – are predominantly Hispanic/Latinx living in one of the most medically underserved areas of Chicago. HRSA designates nearly the entire area as Health Professional and Mental Health Care Professional Shortage Areas, indicating significant shortages of primary care and mental health providers. In addition to a lack of providers, especially those who are bilingual in English and Spanish, access to health services is further complicated by the socio-economic disparities residents face here – elevated rates of poverty, overcrowded housing, rent-burdened households, high unemployment, low levels of educational attainment. Chicago Health Atlas data also show that, across these five community areas, roughly one quarter of residents report they do not have a primary healthcare provider. Furthermore, these communities see high rates of uninsured adults; Brighton Park, New City, and Gage Park are all among the top ten Chicago community areas with the highest uninsured rate. It comes as no surprise, then, to see significant health disparities here, such as high rates of adult diabetes and obesity, chronic liver disease mortality, and infant mortality.

ENGAGING THE COMMUNITY
As part of the initial concept development, Esperanza engaged in an extensive, two-month project to solicit input from local residents and community leaders to better understand 1) how individuals perceive their and their families’ health needs, access, and barriers to care, 2) how the Esperanza campus can foster a sense of trust, belonging, ownership, and long-term health, and 3) how the neighborhood’s assets and needs reveal a path to understanding local health. They engaged a local nonprofit, Latinx-owned Duo Development, which provides strategic support, education, and resources to communities and organizations to help bring their vision of their neighborhood’s future to life. Duo conducted on-the-ground immersion research, embedding themselves in the shops, churches, schools, laundromats, and other gathering places in Brighton Park to learn first-hand about people’s health needs, as well as their experiences living in the neighborhood.

Coupled with secondary-source research, the Duo team then presented Esperanza with an inspired synthesis of their findings, as well as deeply imagined programming opportunities through which Esperanza can meet the expressed needs of the community. One member of the Duo team was so impressed with Esperanza’s eagerness to apply community input to the design that he joined their Board of Directors.

IMPACTING THE COMMUNITY
Adding the new clinic increased capacity to serve an additional 10,000 patients annually, delivering award-winning primary care, behavioral health services, substance abuse services, and wellness programs directly to the long-overlooked and underserved community of Brighton Park and its neighboring areas. These services are accessible to all, irrespective of income, insurance, or immigration status. All patient-facing staff in the new facility are bilingual in English and Spanish. Moreover, the facility houses two crucial programs—an innovative seniors’ suite/PACE Program and a pioneering family medicine residency program—to address significant unmet needs in the service area.

Within the facility, a dedicated seniors’ suite and Program of All-Inclusive Care for the Elderly (PACE) program take center stage on the first floor. This area features 10 geriatric exam rooms, 2 senior therapy rooms, physical/occupational therapy facilities, an expansive senior day services activity area, and a full-service dining space. PACE is a comprehensive program, open to medically fragile seniors aged 55 and over, through which Esperanza is responsible for all health care that program participants need, at any level of acuity, 24 hours day, 365 days a year. The aim of PACE is to allow seniors to avoid nursing home placement and age in their own community with Esperanza’s support. PACE closes a critical care gap in the area, which sees a scarcity of senior-focused wellness services, especially those tailored to Esperanza’s linguistic and cultural expertise.

Adding to the community impact, Brighton Park South houses Esperanza’s family medicine residency program. This program, a collaboration with Rush University Medical Center (RUMC), one of the nation’s leading teaching hospitals, marks the first family medicine residency on Chicago’s Southwest side. The curriculum emphasizes the intersection of healthcare and social justice. The program addresses the primary care physician shortage in the area by training bilingual medical providers locally, fostering inclusive healthcare and education.

Beyond medical services, the building and the campus on which it sits will serve as a hub for civic engagement, with indoor and outdoor social areas where local residents – whether Esperanza patients or not – can gather, socialize, participate in programming like yoga and gardening classes, foster community connections, and reduce social isolation. Esperanza’s aim with this campus is to not only improve individual patients’ health but to improve quality of life community-wide.

In the first 10 months since Brighton Park South’s opening, Esperanza has seen over 9,000 new patients.
In addition to the tremendous impact on those who are now able to utilize their much-needed services, numerous opportunities were realized because of project.
• Brighton Park South was designed by UrbanWorks, a Latina-owned Chicago firm.
• 40% of craft workers were from the City of Chicago.
• On track to surpass supplier and workforce diversity goals with 39% of trade partners representing minority or women-owned businesses, and a nearly 60% diverse workforce
• Full-service dining is prepared on-location by La Catedral Cafe & Restaurant, a local favorite that has been in operation for nearly 20 years.
• Esperanza is planning to add a public sculpture to Brighton Park South’s outdoor plaza, commissioned from local artist Omar Magana. Omar is the founder and director of Open Center for the Arts, located in the Little Village neighborhood on the Southwest side.

VIDEO: Esperanza Health Centers Brighton Park South – Bringing Hope to the Community (https://mortenson.wistia.com/medias/fcvx21m34u)

The Northwestern Medicine Old Irving Park Outpatient Center is a transformative addition to Chicago’s northwest side, seamlessly embedding care into the neighborhoods where people live and work. Located at 4445 W. Irving Park Road, the 160,000-square-foot, four-story building expands Northwestern Medicine’s reach beyond downtown, bringing essential healthcare closer to the community. Positioned on a tight urban site, it was sunk two levels to minimize its visual impact while preserving the pedestrian experience. Its terracotta, metal, and stone façade integrates with the residential fabric, ensuring a natural fit. Sustainability was a priority, with LEED Gold certification, green roofs, bird-friendly glass, and energy-efficient systems. Inside, modular prefabrication streamlined construction, with over 60 exam room pods built off-site. Thoughtful daylighting, intuitive wayfinding, and a carved-out public plaza create a welcoming, accessible, and lasting community resource.

From the beginning, the project was designed to integrate seamlessly into its urban setting. The site, once home to an abandoned funeral home, a restaurant and a parking lot, presented challenges that required both architectural creativity and community engagement. Given its tight footprint, the design team strategically balanced scale, functionality and neighborhood concerns. Rather than overwhelming the streetscape with height, the building was sunk two levels below ground to accommodate parking, preserving the pedestrian experience at street level. The architectural language carefully aligns with the surrounding residential fabric, with key datums in the façade that visually connect it to adjacent buildings. Every side of the structure was treated with equal design attention, even the alley-facing façade, which features terracotta — an uncommon yet thoughtful detail that enhances the overall streetscape.

The patient experience was a central driver of the design. Public spaces were intentionally positioned to face north, allowing for soft, indirect natural light to filter through waiting areas. Inside, a modular layout helps maintain clarity and ease of navigation, while a series of portal-like entries subtly guide movement, preventing the building from feeling overwhelming despite its size. The third floor, dedicated to clinical space, was arranged to ensure connectivity between suites while maintaining strong architectural daylight indicators to help with wayfinding. These thoughtful elements have contributed to overwhelmingly positive feedback from both patients and staff.

Beyond its role as a healthcare hub, the building also sets a new standard in sustainable design. Achieving LEED Gold certification, the building incorporates three green roofs, low-emitting materials and bird-friendly glass, a feature informed by community input given the area’s significance as a major migration corridor. Eight electric vehicle charging stations support greener transportation options, while strategic shading and fritted glass minimize heat gain and reduce energy consumption. Every detail, from the use of durable, locally sourced materials to thoughtful light pollution reduction, underscores Northwestern Medicine’s commitment to sustainability.

The project’s execution relied on innovative construction techniques, particularly in the use of modular prefabrication. Over 60 exam room pods were built off-site, ensuring higher quality control while reducing on-site disruption. This assembly-line approach allowed for greater efficiency, minimizing waste, and improving safety for construction teams. Once completed, the pods were transported to the site, lifted by crane into the structure, and seamlessly integrated. During the BIM process, the pathways for the exam room pods were modeled to ensure a clear runway through the building while stick-built construction was ongoing all around. This cutting-edge construction strategy not only streamlined the build process but also enhanced the long-term adaptability of the facility, ensuring it can evolve with future medical advancements.

While Northwestern Medicine’s primary goal was to expand healthcare access, the project also had to address the concerns of the surrounding community. Traffic, density and integration were all key points of discussion, and the project team worked closely with local stakeholders, providing weekly updates through the alderman’s office and establishing a hotline for resident concerns. The result is a building that doesn’t just exist within Old Irving Park — it actively contributes to its vibrancy. The northeast corner of the site, for example, was intentionally carved out to create a small but impactful public plaza, a rare feature for medical buildings. This decision, though counterintuitive to maximizing square footage, reflects a larger commitment to placemaking — turning the facility into a welcoming presence rather than just another institutional structure.

Project challenges included the procurement of numerous overseas materials, Chicagoland cement & stone material shortages, the COVID pandemic, and much more. By identifying and prioritizing long lead items (upwards of 40+ weeks), the team was able to ensure materials arrived before needed onsite. One of the most prominent project challenges turned out to be one of its greatest successes. With a high degree of coordination, the collective team was able to successfully construct a sophisticated exterior envelope that included over seven different exterior systems and unique interfaces. New to the City of Chicago Code, the project passed a whole building air test (WBAT) confirming the team’s success and a high degree of quality – we almost doubled the code requirement for air leakage.

Before the first shovel went into the ground, the construction team emphasized and prioritized safety – for employees onsite as well as the surrounding neighborhood. By forecasting high risk activities up to 8 weeks in advance, the team was able to develop the proper sequencing and safety protocols with associated subcontractors to completely remove or minimize the risk. Numerous safety standdowns, activities during construction safety week, foremen engagements, and safety lunches, the team promoted and rewarded safety onsite. The 24 month long project was limited to a handful of minor recordable incidents and included hundreds of thousands of manhours.

Shaped by direct community input, this project balances scale, safety, and neighborhood integration. At residents’ request, a full floor was removed to better fit the streetscape, while a public plaza at the main entry provides seating for the busy Irving Park bus route.

To enhance safety, NM Medicine purchased the lot behind the dock, creating a buffer from adjacent homes. An automated lighting system improves visibility and activates the streetscape in the evening.

Key community-driven strategies:
-Height reduction to better align with the neighborhood.
-Public plaza at the entry to activate the street.
-Enhanced Lighting for improved safety and vibrancy. (An image of this would be beneficial.)
-Neighborhood buffer through the removal of a house behind the dock.
-Minority participation Goals met through key consultant partnerships (landscape, civil, etc.).
-Community engagement via Alderman-hosted meetings addressing design, traffic, security, and operations.

This project is a strong candidate for the CBC Community Impact Award because it demonstrates how thoughtful design, responsive planning, and active community engagement can positively shape a neighborhood. From the outset, the project team worked closely with residents and local leadership to ensure the development would not only fulfill its intended function but also enhance the surrounding community. At the request of residents, a full floor was removed from the original design to better align with the scale of Irving Park Avenue. Despite this reduction, a public plaza was incorporated at the main entry, providing a welcoming space and much-needed seating for those using the busy bus route.

Safety and neighborhood integration were also top priorities. An automated lighting system was implemented to improve visibility and create a livelier streetscape in the evening, making the area safer for pedestrians. Additionally, NM Medicine took proactive steps to minimize the project’s impact on neighboring homes by purchasing and removing a house behind the dock, creating a buffer and improving alley conditions. The project also met minority participation goals through strategic partnerships with consultants, reinforcing its commitment to inclusivity and equitable development.

Beyond the physical design, community involvement played a crucial role in shaping the project. Multiple meetings, hosted by the Alderman, allowed residents to voice their concerns and contribute to key decisions regarding building integration, traffic flow, security, and operational elements. By prioritizing community input and addressing neighborhood needs, this project sets a precedent for responsible, people-centered development. Its commitment to fostering a safer, more connected, and more inclusive environment makes it a deserving candidate for the CBC Community Impact Award.