American Builders Quarterly, #34 by Aaron Lewis

july/august 2010

The Chicago Housing Authority

A plan for transformation

Styles Kitchen & Bath Studio Luxurious designs, from inspiration to installation

Skidmore Owings & Merrill

the cathedral of christ the light Craig W. Hartmanâ&#x20AC;&#x2122;s illuminating cathedral marries tradition with modern design. p. 46

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contents

Responsible Renovation 12 hamp’s construction llc, specializing in demolition, has grown to a $20 million-plus company, completing both small projects and large, high-profile work throughout New Orleans.

15 cbci construction, inc. offers remodeling and repair work to commercial and residential clients, with a specialization in waterproofing and wood restoration.

17 liesfeld contractor, inc. has become the go-to site developer for large-scale construction projects in central Virginia, all with a sustainable approach.

21 styles kitchen & bath studio has created a one-stop home-design experience for customers in Colorado with a newly opened 6,000-square-foot showroom.

Innovative Design 23 dms architects, inc. provides clients with unique designs, whether it is renovating a country club, building a new school, or designing a learning center.

26 edward i. mills + associates has gained an international reputation for being able to solve unique design challenges, ranging from universities to restaurants to highend residential projects.

28 hastings & chivetta architects, inc., a St. Louis-based architectural firm, has established a reputation for excellence in collegiate projects.

30 adm retail planning & architecture, based in Hawaii, specializes in high-quality commercial and retail design, including work for Island Gourmet Markets.

33 aguilar enterprises is a unique family-run construction firm specializing in largescale commercial renovations while maintaining a passion for community involvement.

Plus 6 editor’s note 8 builder’s brief 10 tax tips 83 last word

p. 26 The stunning atrium staircase at the heart of the O’Malley Library at Manhattan College in Riverdale, NY, was a joint venture between Edward I. Mills Associates and Perkins Eastman Architects. Photo: Chuck Choi.

american builders quarterly july/august 2010

contents FEATURES 46

Cathedral of Christ the Light in Oakland, California, the first cathedral built entirely in the 21st century, merges traditional design with modern innovation, thanks to global architecture firm Skidmore, Owings & Merrill LLP, which used its vast industry know-how and creativity to complete the project.

Chicago Housing Authority is reaffirming a commitment to its community through its Plan for Transformation, a program that will provide thousands of Chicago residents with affordable, sustainable housing by 2015.

p. 46 During the day, the stunning sanctuary of The Cathedral of Christ the Light in Oakland, CA, is flooded with sunlight, helping to cut down on the use of energy and artificial light. Photo: Timothy Hursley.

Sustainable Communities 35 michael schuster asscociates, inc. is an award-winning firm, known for its work on athletic facilities, including the Reds’ Great American Ball Park.

37 tecton architects inc. has amassed a scope of knowledge in multiple areas, and is achieving building success through project diversity and industry expertise.

40 strada is passionate about creating sustainable urban design, and has utilized its principals’ diverse backgrounds for some of Pittsburgh’s top commercial and residential projects.

Historical Restoration 76 mathers construction team is taking advantage of municipal adaptivereuse and restoration projects as it waits for the economy to rebound.

78 perry & morrill, inc., a secondgeneration family-owned firm, continues to build some of the most distinctive public and private structures in Maine.

80 monarc construction inc. focuses on historic renovations, green building, and other forms of high-end construction in Virginia, Maryland, Delaware, and Washington, DC.

p. 40 Strada Architecture’s Market Square Place in Pittsburg, PA is a challenging adaptive-reuse project with significant historic-restoration needs and a complex blend of mixeduse tenants.The project is seeking LEED certification in addition to using a complex financing structure that included Historic and New Market tax credits.Photo: Dennis Marsico.

42 devrouax + purnell architects, based in Washington, DC, has been involved in a wide variety of notable large-scale projects in the nation’s capital and beyond.

44 hewitt architecture inc. has molded many of Seattle’s major urban spaces throughout its thirty five year history, with a respect for the urban atmosphere and a passion for designing sustainable, enduring buildings.

Property Development 64 naam development corporation bridges residential and commercial construction and development, with expertise rooted in high-end homes and hotels.

68 presidian, a San Antonio-based development firm with a specialty in hotels and high-rises, continues its history of real-estate services with new international projects.

71 fountainhead development, llc, which has emerged as a leading retail developer in the Southwest, attributes its success to a relentless focus on clients’ needs.

73 bruce bros llc, a small-town company known for building coastal custom homes, is focused on beautifying the Banana Belt of Oregon.

american builders quarterly may/june 2010

editor’s note

2011 Photo: César Rubio.

e at American Builders Quarterly are excited to be covering the building industry at such an influential and volatile time. The aesthetics and objectives of construction are changing. The idea of community development has expanded to encompass the needs of every individual and an area’s quality of life. In this issue of ABQ , we explore architects, builders, and designers who are impacting not only the structures they create but also the surrounding communities.

World-famous architecture firm Skidmore, Owings and Merrill (page 46) graces the cover of this community-minded issue. We were lucky enough to speak with Craig Hartman, the creative mind behind the first cathedral built entirely in the 21st century. The Cathedral of Christ the Light, in Oakland, embodies traditional ideas of sacred space and religious piety, while also incorporating modern and sustainable elements. This hybrid of old and new allows the cathedral to fit seamlessly into the eclectic culture of one of California’s most diverse communities. Community development is also explored through our coverage of the Chicago Housing Authority (page 56), and its innovative Plan for Transformation. The CHA is working to provide at least 25,000 new or rehabilitated public-housing units by 2015, making it the most ambitious effort for redevelopment of public housing in the nation. Bill Little, executive vice president of the development, explains that the Plan for Transformation would hopefully end “the isolation of citizens of Chicago who may not have necessarily viewed themselves as citizens of Chicago so much as publichousing residents in the city.” This urban-development effort reflects a promising future for communities across the country.

abq Building excellence Awards American Builders Quarterly is celebrating the best in American building and design with the 2011 Building Excellence Awards

As you continue through this issue of ABQ , we encourage you to draw inspiration from these featured designs and developments, and to think about your own stand-out building projects. ABQ has always covered builders who embody excellence in their fields, and as we launch our first-ever Building Excellence Awards, we will continue that tradition.

The ABQ Building Excellence Awards recognize achievements in architecture, design, and community planning across the nation. Winning projects will receive featured coverage in the July/August 2011 issue of American Builders Quarterly, in addition to prize packages available exclusively to Building Excellence Award winners.

I look forward to exploring the best of what the American building community has to offer. As always, we hope the articles in this issue motivate, inform, and inspire your work. Enjoy.

Project submissions must be received by mail no later than October 15, 2010.

Molly Soat Features Editor

Visit americanbuildersquarterly.com/awards for submission requirements, downloadable entry forms, and complete award details.

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builder’s brief awards

Jensen Landscape & Construction Company Wins CLCA Best in Show Award

military development

Companies Join Forces to Design and Build New US Coast Guard Facility

A multifaceted architecture, engineering, and contracting team composed of The OAK Group, Inc. of Camden, New Jersey; L. Robert Kimball & Associates of Ebensburg, Pennsylvania; and Henderson, Inc. of Williamsburg, Virginia, has been selected by the US Coast Guard and the US Department of Defense to design and build a $22.8 million US Coast Guard Rescue Swimmer Training Facility in Elizabeth City, North Carolina.

San Jose, California-based Jensen Landscape & Construction Company was recently awarded 2009 Best in Show honors from the California Landscape Contractors Association. Jensen, a leading provider of landscape construction and maintenance services in Northern California, won the prestigious Stuart J. Sperber Memorial Sweepstakes Award for quality construction and maintenance work on an estate in Pleasanton, California. This is the second year in a row that Jensen took home this prestigious honor. “For over 40 years, Jensen has worked in partnership with its clients to construct and maintain beautiful landscapes,” said John Vlay, president and CEO. “Receiving these awards both for custom residential work and commercial installation reiterates our commitment to quality craftsmanship throughout our projects, regardless of the scope.” Additionally, Jensen Corporation Landscape Contractors, the company’s commercial arm, won Best Entry in Commercial Installation for its work at the Rosewood Sand Hill Hotel & Spa in Menlo Park, CA. Source: Jensen Corporate Holdings, Inc.

urban development

Modern, Green, and Historic Elements Create a “Paradigm of Urban Living” Earlier this year, Urban Pace—a Washington, DC-based real-estate sales company—completed sales at The Nine, a condominium project in the revitalized Ninth Street corridor, with square foot prices averaging in the mid-$500s. The condos were sold in only six weeks, having been marketed as “the ultimate paradigm of urban living.”

• The OAK Group will provide construction services and will manage the construction project. • Kimball will oversee the design, architecture, and buildingengineering for the facility. • Henderson will support the facility with day-to-day contracting and subcontractor management activities. The facility, which will train US Coast Guard members to effectively perform search-and-rescue operations using infrastructure designed to simulate real-world rescue conditions, will include a military enhanced training system (METS) facility featuring a mock helicopter cockpit, from which Coast Guard members will be trained to eject while submerged in a large pool of water and forced to exit. The project is expected to be completed in 2012. Source: L. Robert Kimball & Associates

products

SKIL Power Tools Introduces New Flooring Saw SKIL Power Tools, a leader in portable electric-power tools and accessories for consumers and professional construction markets, has developed a groundbreaking flooring saw that saves time, energy, and money by allowing users to make numerous cuts with just one tool— the SKIL Flooring Saw. Drawing from its expertise in cutting and innovative product development, the SKIL Flooring Saw allows do-it-yourselfers and installation professionals alike to leave their benchtop tools in their workshops and upgrade to a multifunctioning saw that makes clean, professional cuts. Designed to cut through hardwood, laminate, and engineered flooring up to 8 inches wide and ¾ inch thick, the saw smoothly makes miter cuts from 0 to 47 degrees and also quickly transitions to a fixed saw allowing rip cuts to width.

Located near the Convention Center and Historic Penn Quarter, The Nine was developed using forward-thinking principles of sustainability and historic preservation. All materials taken down during rehabilitation were recycled, either within the project itself or for other uses. In addition, all materials acquired for use in the project came from within a 500-mile radius of Washington, DC.

“The ability to make both miter cuts and rip cuts in all wood-flooring types with one saw makes this tool a pioneering product that DIYers and flooring installers are going to appreciate,” said Garth Prince, product marketing manager for SKIL. “Whether your installation project takes you to the attic or the basement, our new Flooring Saw offers the ultimate in cutting innovation.”

Source: Urban Pace

Source: SKIL Power Tools

8 american builders quarterly july/august 2010

services

corporate sustainability

Georgetown Consulting Expands Services in Supply-Chain Management

Wrigley Earns LEED Silver Certification for Engineering Technology Center

Georgetown Consulting—which offers supply-chain management, green reverse logistics, and telecommunications-system engineering—has expanded its highly respected core practice by forming Fourth Party Reverse Logistics (4PRL) and acquiring partial ownership of TBW Solutions of Alpharetta, Georgia.

Wm. Wrigley Jr. Company’s Engineering Technology Center (ETC) in Chicago has recently received LEED Silver certification from the USGBC. Wrigley purchased the 91,300-square-foot ETC in 2005, and refurbished it to house the company’s engineering team, packaging labs, and model shop. With energy, environmental quality, and site improvements in mind, high-efficiency design was applied to the reconstruction.

As a fourth-party reverse-logistics consultant, 4PRL serves as integrator and coordinator of activities performed by in-house and third-party service providers. TBW Solutions holds contracts with both Honeywell and Florida Power & Light to develop smart metering solutions, and is an experienced provider of engineering, furnishing, and installation services, as well as data-management services to the wireless and wireline telecom industries. Meanwhile, by becoming the partial owner of Georgia-based TBW Solutions, Georgetown Consulting positions itself to capitalize on a worldwide trend in the energy industry—the design and deployment of smart-grid systems for delivery of electric power. “Our mission is to assure that everything is done in an efficient, measurable, and greenminded fashion,” said Bob Burich, vice president and managing director of Georgetown Consulting and 4PRL. Source: Georgetown Consulting

The ETC building now uses approximately 37 percent less energy and 20 percent less water because of environmentally friendly measures, including: • an advanced energy-management system, which programs temperature settings for reduced energy output during evenings and weekends; • active e-waste recycling efforts, which recycles or repurposes more than 95 percent of all unused electronics; • a white roof, which lowers energy use through the reduction of seasonal heating and air-conditioning; • an eco-friendly exterior-maintenance program, including pest management and landscaping practices; • an EPA Energy Star water-efficiency monitoring program, which reduces water use for the building and landscape irrigation; • energy-efficient lighting and occupancy sensors; • an advanced recycling program, which annually saves 75 tons of waste from entering landfills. The certification marks the second LEED recognition for the company. Source: Wm.Wrigley Jr. Company

sustainable mixed-use

Baltimore’s Largest LEED-Certified Residential Development Strives for Gold

The Bozzuto Group—which consists of six integrated companies in acquisitions, construction, development, homebuilding, land development, and property management—is anticipating LEED Gold certification for the Fitzgerald at UB Midtown. The development, comprised of 275 apartments, 24,000 square feet of street-level retail, and a 1,245-space parking garage, would be the most sizeable LEED-certified apartment community in the Baltimore area.

In its bid to achieve LEED certification, the Fitzgerald’s employed the following sustainable strategies: • Energy reduction: along with fluorescent lighting and Energy Star appliances, 70 percent of the building’s electricity will be purchased from renewable sources. • Water reduction: the project incorporates dual-flush toilets, low-flow faucets, and low-flow showers, collectively reducing consumption by 40 percent. • Air quality: in addition to being 100-percent smoke free, all carpets, adhesives, sealants, paints, and coatings will meet or exceed low-VOC standards. • Recycling: during construction, no less than 75 percent of waste has been diverted to recycling rather than to landfills. • Transportation: the development is located at a light-rail stop and within two blocks of Penn Station; it also offers bicycle accommodations. The Fitzgerald is a joint venture between The Bozzuto Group, Gould Property Company, NYSTRS, and former Baltimore Raven Michael McCrary, and sits on 4.6 acres of land owned by the University of Baltimore. Source: The Bozzuto Group

american builders quarterly july/august 2010

construction tax tips

Managing Taxes to Maximize Cash With 2010 ushering in a very uncertain tax climate, construction contractors should keep in mind the following tax tips from Grant Thornton LLP’s construction, realestate, and hospitality group. 1. take a hard look at bonus depreciation deductions. As an incentive for investment in equipment, taxpayers are allowed to deduct half of the cost of qualifying property in the first year of use, and then depreciate the remaining half of the asset over its normal useful life. For five-year equipment (the most common tax life for construction equipment), this allows a deduction of 60 percent of the asset’s cost in the first year of its life. For contractors in a taxloss position, this deduction increases NOL carryback opportunities. However, pass-through entities such as S corporations or LLCs should be aware that significant individual income-tax increases are possible, which may make depreciation deductions worth more in the future. Careful planning is required to make sure this deduction is right for you. 2. analyze the business structure. For decades, tax experts have advised their contractor clients to organize as pass-through entities. Alignment of corporate and individual tax rates, combined with the ability of an individual investor to minimize capital gains on the sale of a business, made this a solid tax strategy. However, current deficits and potential tax changes may alter this landscape. In the current tax climate, significant future individual tax increases are very possible, while corporate rate increases are unlikely. As a result, contractors should look at their business structure with an eye toward potential restructuring. The benefits of restructuring may include reducing taxes, reducing liability risks, and aligning structure with business profit drivers. 3. consider future capital gains and dividend tax rate increases. Under current law, capital gains and qualified dividends are taxed at a favorable 15 percent federal income tax rate. This preferential treatment is scheduled to expire at the end of 2010 and individuals (absent a law change) will face higher taxes on these items in 2011. Taxpayers with significant capital gains transactions should work with tax advisers to analyze whether accelerating capital gains and dividends into 2010 is a prudent tax move. 4. determine if the company can lower property taxes. A property tax review can ensure that real and intangible property is excluded from the personal property tax base. In addition, there

may be opportunities to lower the property tax valuations on real property. The review would not only generate savings in the first year but also in future years. 5. examine capital asset depreciation methods and lives. Depreciating fixed assets is one of the most complex aspects of tax law. Understanding and properly applying these rules can accelerate income tax deductions, and these deductions often add significantly to the current tax flow. For contractors who have underreported prior depreciation, recent IRS guidance allows “catch-up” deductions with an automatic change in accounting methods. 6. review deferred compensation plans. Contractors who struggle with profitability often cannot revert to past practices of awarding large bonuses to retain key employees. This is the time to look at additional benefits besides profit-sharing and 401(k) plans. Nonqualified plans can give employers the ability to pick and choose which employees to cover. Often limited to key employees, a properly drafted plan can provide incentives that align with a contractor’s strategic plan and provide employees a powerful incentive to remain with the company. 7. consider establishing a separate entity to own and lease fixed assets used in the business. Often referred to as leasing or procurement companies, these entities help manage assets and may significantly reduce sales-and-use tax, which is collected and remitted regardless of whether a company is profitable. 8. consider not deferring income. The traditional wisdom of deferring income for tax purposes deserves another look. With many government entities looking for increased tax revenues, new tax policies and rate increases are very possible. At the current time, individual taxpayers are a target. With tax increases scheduled for 2011, taxpayers would be well-advised to consider whether deferring taxable income is still the most cash-efficient option. “To learn how these tax tips may apply to your contracting business, please contact your tax advisor,” says Todd Taggart, tax partner and practice leader of Grant Thornton LLP’s construction practice.

10 american builders quarterly july/august 2010

• Asbestos and Lead Abatement • Mold Remediation • Fire Sprinkler Systems • Spray Applied Fireproofing • Spray Foam Insulation • Interior Demolition • Dumpster Rental

Tel: (504) 362-1550 • Fax: (504) 362-1685

PO Box 98 • Harvey, LA 70059

responsible renovation

Hamp’s Construction helped demolish the severely damaged Carter G.Woodson Middle School in New Orleans.

HAMP’s CONSTRUCTION LLC New Orleans-based general contractor finds success in the wake of adversity by karen gentry

at a glance location: new orleans, la founded: 1986 area of specialty: demolition, construction, excavation, hauling, remodeling, and equipment rental 2009 sales $25 million

hamp’s construction llc is a family-owned general contractor that specializes in demolition and completes work for a full range of commercial and municipal customers. Owner Charlie Hampton describes his company as a middle-class small business striving to grow. Based in New Orleans, Hamp’s Construction has built its reputation as a demolition contractor. Hampton, who started the company with one dump truck, has grown the business to a $20-million-plus company, which now offers demolition, construction, excavation, hauling, remodeling, and equipment rental. The company has come a long way, considering it is based in an area that was devastated by Hurricane Katrina, which put many companies out of business. Fortunately, Hamp’s Construction suffered only minor water damage. After Katrina, many businesses and organizations turned to Hamp’s for demolition work; to date, it has demolished 100 buildings. “We were able to get back up and running in three days after the

12 american builders quarterly july/august 2010

storm hit,” Hampton says. “Since then, we’ve been participating in the building of the 100-year floodprotection plan with the [US Army Corps of Engineers]. We were able to get a contract with them.” As a Tier 1 supplier, Hamp’s Construction cleaned up debris, housing, and streets, and worked with the local school systems to demolish schools beyond repair. Today, however, with the struggling economy, there is keen competition from outside the region for work to rebuild New Orleans. With a solid reputation in the area, Hampton says that his company stays competitive. “We try to do our best, do our job, and manage our money and our company,” he says. “I’ve seen tight times before. Part of our success has been the ability to diversify and manage our growth.” The company’s competitiveness goes all the way back to its beginnings. After incorporating his company in 1986, Hampton was the low bidder on demolition work

responsible hamp’s construction llc renovation

We try to do our best, do our job, and manage our money and our company. I’ve seen tight times before. Part of our success has been the ability to diversify and manage our growth. —Charlie Hampton, Owner

for New Orleans’ Audubon Nature Institute project in 1987. From there, Hampton started bidding with the Sewage and Water Board of New Orleans and became certified with the US Small Business Administration’s 8A program, which offers certification for small businesses to be able to bid on federal jobs. He graduated out of that program in 1997, and since then has been giving back by mentoring other small businesses that need help getting started as general contractors. Presently, Hamp’s Construction has a bonding capacity of up to $30 million, employs 35 workers, and works on jobs ranging from $1,000 to $15 million, with the company juggling 8–10 projects at any given time. The firm now owns $2 million worth of its own equipment, including 10 excavators, 5 bulldozers, and 15 dump and trash trucks. In recent years, business has certainly been good for Hamp’s Construction. Sales for the company have averaged $20 million since 2005, with $25 million in sales in 2009. Much of its business comes from high-profile projects, including $9 million in work with the Westminster Pump Station that began in 2008. “The biggest challenges to a job like that are getting the job done in a safe manner, staying within the construction budget, and providing a project the owners specified in the contract,” Hampton says. In addition, as a member of the National Demolition Association for approximately 10 years, Hampton says that advantages include OSHA training, updates on new technology, an annual convention, safety training, and updated regulations. Perks such as these are highly beneficial to the New Orleans-based company. “They’re our voice in Washington, to benefit our field of work,” Hampton says.

wife, Audrey Duncan Hampton, who has worked in the business full-time since 1988, supervising the administrative, accounting, and clerical areas; and his son, Carlos, currently serves as president of the company. Withstanding numerous challenges over the years, it seems that Hamp’s Construction has certainly found a formula for success, helping it prosper in a competitive industry and a down economy. ABQ

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A national voice is important for Hampton, since he keeps the business close to home. He is helped by his

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HC LLC.

, LLC.

HAMP’S

TR UC T N IO

NS CO

367-1400

NEW ORLEANS

Hamp’s is committed to providing quality workmanship on time and in budget.

HAMP’S Construction, L.L.C. is a fully licensed, bonded and insured general contractor, specializing in Heavy Construction, Hauling, Commercial Renovation, Landfilling, and Site Preparation projects servicing federal, state and local governments, in addition to the private sector. 1319 Newton St. • New Orleans, La 70114 • Tel: 504-367-1400 • Fax: 504-367-4470

civil construction services Demolition Structural Interior Concrete/Asphalt earthwork Site Preparation Cut & Fill Excavation Utilities Sewerage Waterline/Fire Hydrant Duct Bank

ConCrete Paving Parking Lots Roadways Sidewalks FlooD Control Subsurface Drainage Levees Canals CommerCial renovation Roofing Weatherproofing Interior Tear-out and Re-build

Remodeling • Restoration • Repair

(877) 471-2224 residences • commercial buildings • mutli-family • hoa s services you have come to count on… • interior remodeling & renovation (bathrooms, kitchens, apartments, tenant improvements & more) • exterior construction (balconies, decks, patio covers) • waterproof deck installation & restoration • window & door installation & replacement • roofing, siding, soffit & trim installation • termite & dry rot wood repair • maintenance & inspection • water damage remediation • …and so much more!

Serving Southern California since 1984 www.CBCIconstruction.com

CBCI Construction, Inc. | 29222 Rancho Viejo Road, Suite 125 | San Juan Capistrano, CA 92675 Office Phone: (949) 542-7265 | Fax: (949) 542-7634 | California State License # 458773

responsible renovation

After (Left): Façade of coastal residence after renovations. CBCI repaired/replaced structural wood damage, stucco, windows, a parapet wall, a seamless glass wind screen, and a waterproof deck. Before (Below): Severely waterdamaged structural wood supporting second-story waterproof deck.

CBCI Construction, Inc. Restoration and repair firm helps prolong buildings’ lives with expert water-damage-prevention services by joyce finn

for more than 60 years, cbci construction, Inc. and its predecessors have been the roofing, waterproofing, and general-contracting firm of choice for several generations of Californians. The one-stop shop does residential and commercial remodeling, restoration, and repair work, with special attention to water-damage prevention. “The source of water damage is technically the most challenging—and the most difficult to diagnose—defect in a building,” says Dan Stites, chairman and CEO. “It can potentially be the most dangerous. A leak isn’t always directly over a stain, and the damage can run from the roof right down to subterranean levels.” David Ludwig, who serves as president and COO of the firm, adds, “Once we can demonstrate that we’re not just going to replace a window or fix a roof leak, and they realize we can fix all their problems, our customers embrace us in a great, big bear hug.” CBCI Construction performs an average of 500 projects per year, and earned $2.9 million in revenue in 2009—an increase of 7 percent from 2008. These two back-to-back record years are proof that CBCI

has a winning, long-term formula for success. Part is attributed to the way it treats its customers. “We’ve driven two hours one way to do a $295 repair for one of our key customers,” Stites says. “It’s all about maintaining that long-term relationship.” Although the number of CBCI’s residential projects has decreased since 2007, revenue has gone up due to the increase in remodeling and renovation projects on high-end homes and major commercial and HOA renovation projects. In Laguna Beach, one property started off as a $700 repair job and turned into a six-figure remodeling project. “The roof leaked and created significant interior damage,” Stites explains. “The homeowners hired a roofer to repair the leak, and then hired a general contractor to repair the interior water damage. The next rain, it leaked again. The general contractor referred the customer to us because we use infrared diagnostic technology. We identified the source of the leak and gave them a bid of $700 to fix it. We identified significant waterproofing issues around their decks and windows and their subterranean waterproofing. They then hired us to do a total restoration of the building.”

american builders quarterly july/august 2010

at a glance location: san juan capistrano, ca founded: 1984 employees: 150 area of specialty: remodeling, restoration, and repair work 2009 revenue: $2.9 million

respaonsible renovation

cbci construction, inc.

Along with proprietary software, CBCI also uses a new exclusive product that restores wood. “In California, wood deterioration is a huge issue that affects everyone,” Ludwig says. “We’re so close to the ocean [that] we have a lot of moisture in the air, which leads to dry rot and fungus. We also have a huge problem with dry-wood termites, as well as subterranean termites. The combination of fungus and termites means that just about every house we go to has at least some level of wood damage creating serious cosmetic and safety issues. We do a lot of business with straightforward wood replacement. We do it better and faster and cheaper than our competitors.” CBCI has its roots in a roofing business founded in Orange County in 1945; now in 2010, roofing is still one of its core competencies. When Ludwig and Stites were asked to replace a 400,000-square-foot roof on a residential condominium complex, they found that the 20-year-old roof had only 40 percent of the required ventilation. “Many of our competitors today are still not aware of ventilation needs, which have a huge impact on the energy efficiency of a building and, if not done properly, will void the material manufacturer’s warranty,” Stites says. Proper ventilation lowers the building’s int-erior temperature, cuts the requirement for air-conditioning, keeps attics cooler, and encourages a longer life for the roof. California’s Title 24, effective January 2010, establishes the energy efficiency of roof requirements for all structures, whether residential or commercial. “Now our competitors will have to do what we’ve been doing for years,” Ludwig says. “We tell our customers that it’s not only better for them but now it’s the law.” Rather than using traditional marketing strategies, Stites and Ludwig prefer to market their business directly through face-to-face meetings with property-management companies, HOAs, multifamily-building managers, and homeowners. In 2010 and 2011, the company will be increasing its focus on renovations of assisted-living facilities and multifamily residences, since many in Southern California were built 20–30 years ago and need to be upgraded to remain competitive for the influx of retiring baby boomers and younger renters who cannot afford home ownership in the current economy. The company also plans to increase its emphasis on waterproofing decks and balconies. There are thousands of homes, apartment complexes, and hotels along California’s coastline, and many have aging exterior decks and porches in need of waterproofing, repair, and renovations. Thanks to California’s climate and demographics, and CBCI’s service-oriented business model, the company is well positioned for sustained growth for many more decades. ABQ

responsible renovation

Liesfeld’s experienced survey crew stays up to speed on the latest industry technology.

liesfeld contractor, inc. Commercial developer forms sustainable branches with eco-friendly wetland development and recycling initiatives by laura williams-tracy

with almost forty years of earth-moving expertise, Liesfeld Contractor, Inc. is built on solid ground. The site-development company, with outgrowths in construction recycling and environmental restoration, is surviving in a challenging climate for the building trades and finding new ways to move not only dirt but also the company’s bottom line. The diversified business of Liesfeld Contractor today is far different from the sole proprietorship Joseph E. Liesfeld, Jr. started in 1972. Liesfeld, now 61, is a former helicopter-crew chief in the army and the son of a mechanic. He bought a front-end loader on credit and started the business clearing residential lots for subdivision developers. The company soon transitioned toward commercial construction, which offered bigger fees and required more complex earth-moving calculations. Commercial site development soon became 85 percent of the company’s workload. Aside from recessions in the early 1980s and early 1990s, Liesfeld Contractor grew along with the robust development boom in central Virginia. “That time period really

ignited our ability to do what we do,” says Chuck Sheehy, CFO and general manager of Liesfeld Contractor, who has been with the company for 31 years. Liesfeld Contractor won bids from the general-contracting community in Richmond and elsewhere on behalf of national clients, such as BestBuy and CarMax. The company’s largest dirt-moving project was Stony Point Fashion Park in south Richmond, which required moving one million cubic yards of dirt, laying 5.5 miles of storm sewer pipe, and clearing 54 acres for the shopping mall developed by The Taubman Co. Other projects include site work for an oncology center for VCU Medical Center, formerly known as Medical College of Virginia; a research facility for Philip Morris cigarette manufacturer; and the corporate headquarters of creditcard giant Capital One on a 354-acre site in Richmond. Those opportunities opened doors for Liesfeld Contractor to serve its construction clients with other needed services. It launched Byrd Creek, a company specializing in the design and construction of natural wetlands and streams, to satisfy a federal requirement that said

american builders quarterly july/august 2010

at a glance location: rockville, va founded: 1972 employees: 68 area of specialty: large-scale commercial development

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liesfeld contractor, inc.

As part of the Liesfeld family of site-development and industrial-recycling companies, Byrd Creek provides developers with an integrated approach to site development, wetland mitigation, and other storm-water-management issues.

Over the last 10 years, there has been a more prevalent focus on what this project is going to do to the environment and how we can create it with minimal impact on the environment. —Chuck Sheehy, CFO & General Manager

developers who disturb wetlands and other natural terrain for development must replace it elsewhere. The Byrd Creek Wetland and Stream Mitigation Bank is a fully certified wetland-mitigation bank located in rural Virginia, and it provides developers with a seamless approach to wetland-development and -restoration problems. On the same note, the move toward more sustainable building practices created opportunities for Gillies Creek, an industrial recycler owned by Liesfeld Contractor. The business recycles trees into mulch, and waste concrete and asphalt into gravel. On one project, Gillies Creek cut trees into lumber for use as pedestrian bridges on a corporate campus. Such efforts are especially important to builders seeking LEED certification for energy efficiency in design from the US Green Building Council. “Over the last 10 years, there has been a more prevalent focus on what this project is going to do to the environment and how we can create it with minimal impact on the environment,” Sheehy says. Despite great opportunities, Sheehy says that Liesfeld Contractor has always approached growth cautiously. “We’ve always played it close to the vest financially,” Sheehy says. “We’re not like the subs that need a hammer and some building materials. Our basic asset, a bulldozer, costs $300,000. We’re making a five-year bet on six months of market information. When the

american builders quarterly july/august 2010

responsible liesfeld contractor, inc. renovation

The company’s work for Stony Point Fashion Park involved a ten-day period of moving earth at an average rate of 20,000 cubic yards per day.

work goes away, the equipment payments do not.” As the site developer, Liesfeld Contractor is often the first subcontractor on the job but must wait for the duration of the job to be paid for its services. Still, the company is always on task to get a quality building pad built quickly so that the subcontractors who follow can begin their work. The company’s success, though, has not come without its challenges. Liesfeld Contractor executives noticed a slowdown in bid opportunities starting in the third quarter of 2007. The company peaked at 142 employees before the 2009 recession and now employs 68 people, with a fleet of 20 trucks and trailers and 106 pieces of heavy earth-moving equipment. Liesfeld remains the sole stockowner, though his three sons are instrumental in running facets of the business. As the deep recession took away opportunities in commercial and residential site-development work, Liesfeld Contractor has developed new expertise in government work, especially military contracting. The company is currently doing site work for a dining facility, a forklift-training range, and housing at Fort Lee, home of the US Army’s logistical command, outside of Petersburg, Virginia. “Moving dirt for a private developer or for a government entity—it’s the same undertaking,” Sheehy says. “As far as transitioning the skill set, it’s already there.” ABQ

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american Styles designed this custom bathroom, 20 featuring a TOTO builders quarterly july/august 2010 tub with Napoleonâ&#x20AC;&#x2122;s Torch Fireplace and TOTOâ&#x20AC;&#x2122;s shower with ProSun Rejuvenation and Tanning Unit.

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styles kitchen & bath studio Helping clients realize their vision while exploring a one-stop home-design center by laura judy

when it comes to kitchen and bath design in the Aspen, Snowmass, and Roaring Fork Valley areas of Colorado, Styles Kitchen & Bath Studio is the place to be. President Ron Purcio, who has more than 40 years of experience in the business, started the company more than 15 years ago. Formerly known as Mountain Valley Kitchens, the family-owned and -operated business offers design and installation services, along with a brand-new 6,000-square-foot showroom in Basalt, Colorado. Purcio runs the business with his wife, Debbie Harte, controller and CFO, and daughter Carrie Harte, vice president. Styles Kitchen & Bath Studio works close to home, in the residential market. “We work almost entirely in Aspen, Snowmass, and the Roaring Fork Valley,” Debbie says. “Our Web site is designed as a tool for our clients who live in other parts of the world and have vacation homes or condos here.” Before changing its name to Styles Kitchen & Bath Studio, the company devoted much of its business to kitchen and bath remodeling. “We realized there was really no other place in the valley to view or get the products our clients wanted, so we created a showroom to meet their needs,” Debbie says. In a successful re-branding effort, the company focused on its specialty with its new name, Styles Kitchen &

Bath Studio. Also, just last year, it opened its state-ofthe-art showroom. “We are still involved in remodeling occasionally, but that’s not the image we want to give,” Debbie says. “We don’t want to be in competition with remodeling companies.” Now, the company invites local remodelers, architects, and builders to bring clients to the showroom, where they can view products and start planning their designs. For the first time ever, architects, designers, remodelers, and builders can come to one location to get a bid on virtually every interior product they need for a project. Guests to the interactive showroom can turn on fireplaces, inspect appliances, test faucets, and more. “We have two working kitchens where we eventually plan to work with local chefs to do cooking demonstrations,” Debbie says. “We’ve had a great response from the locals, at a glance so showroom events will probably be a big thing for us.” When it was in the remodeling business, the company did very little advertising, as most of its business came from word-of-mouth referrals. “Now that we’re selling products, we’re doing more advertising, and trying to get the word out through newspapers, magazines, radio, and television,” Debbie says. “We want everyone to know we’re here.” With the economy the way it is, the

american builders quarterly july/august 2010

location: basalt, co founded: 1995 employees: 7–10 showroom space: 6,000 square feet

responsible renovation

styles kitchen & bath studio

We always want to carry the latest and greatest technology and trends, because at Styles we understand our clients’ desires. —Debbie Harte, Controller & CFO

Styles’ state-of-the-art showroom includes a fully functional French Country kitchen featuring Dacor appliances. company saw a significant dive in sales last year, but it has taken advantage of the down time to get the showroom up and running. “As a result of the economy, we were able to devote our time and resources to getting the showroom open,” Debbie explains. “We actually picked a very opportune time to do this, and we expect to hit the ground running as the market picks back up.” Styles Kitchen & Bath Studio offers a wide variety of unique, high-end products, and a staff of certified designers is on hand to help clients take projects from start to finish. “We are a one-stop home-design center,” Debbie says. “We can take on any type of project, because we carry everything from fixtures to flooring.” Because the company gets a lot of repeat customers, the staff at Styles Kitchen & Bath Studio knows how important it is to help them realize their design dreams. “We are creating clients for life,” Debbie explains. “We want people to use our design team to bring the visual and textural elements together to bring the clients’ dreams to fruition.” To stay at the forefront of the industry, Styles Kitchen & Bath Studio is part of many professional organizations, including NARI, NKBA, ASID, AIA, and HPBA. “We always want to carry the latest and greatest in technology and trends, because at Styles we understand our clients’ desires,” Debbie says, adding that this includes carrying a huge array of environmentally friendly products. “We want to educate our customers about going green.” As the company moves forward, it looks to keep its business growing. “We plan to keep going until retirement, and then our daughter will take over,” Debbie says. “Right now, we have positioned ourselves to be ready when the market takes off again.” ABQ

Styles offers a variety of high-end finishes and designs, including this home library with a leather ceiling.

innovative design

A rendering of the Ben Hogan Learning Center built for the nonprofit mentoring program The First Tee of FortWorth.

DMS Architects, Inc. Architecture and engineering firm provides unique, imaginative designs by laura judy

whether planning a new school or renovating a country club, the team at DMS Architects, Inc. takes every project from beginning to end. “We provide complete architectural, planning, and interior-design services, from initial planning all the way through construction completion,” co-owner Stephen Darrow says. “We strive to combine function with artistic design.” The current company is a successor to a firm established in 1981, which was the result of the merging of Hueppelsheuser Darrow, Inc. and Sellars McSpedden. The firm operated out of two Texas offices in San Angelo and Fort Worth. When Gene Sellars retired from

the company in 2003, Stephen Darrow and John King took over the business and consolidated it into the Fort Worth office. “It really made more sense at that point to be working out of one space,” Darrow says. at a glance DMS Architects takes on a variety of commercial projects, with much of the company’s focus being on schools and country clubs. “We’ve also done churches, historic renovations, and mutlifamily and high-rise communities,” Darrow says. “We do basically everything except healthcare projects.” The company, which currently has nine full-time employees, takes on projects all over Texas, and even some in Oklahoma and New Mexico.

american builders quarterly july/august 2010

location: fort worth, tx founded: 1981 area of specialty: architecture and engineering

innovative design

dms architects, inc.

We strive to combine function with artistic design. —Stephen Darrow, Co-Owner

The DMS-designed entry at the Ridglea Country Club in FortWorth complements the structure’s original design with a modern look.

Each project contains a mix of renovation and new construction. “Most of our country-club work is renovation, upgrading, and expanding older facilities, but we do occasionally build a new one,” Darrow says. Recently, the firm completed an 11,000-square-foot country club in which the focus was on exposing the wood structure and creating a layout that allowed for multiple views of the golf course. Schools also make up the bulk of the company’s work, with more than 180 facilities completed to date. “Most of our school work is new construction, but we also do expansions of schools we’ve done in the past,” Darrow says. “In the master-planning phases, we always try to allow for future growth.” In fact, the company completed one school in 1984, and took on renovations of the same school in the ’90s, and again three years ago. “Being connected with several school districts has been a real staple for us,” Darrow says. DMS Architects does very little advertising, and relies largely on repeat clients and word-of-mouth referrals. “In our business, it’s about knowing people personally, and being in the right place at the right time,” Darrow says. “We’re a relatively small company, and although we’re always happy with new work, we try not to overextend ourselves.” Over the last several years, the company has provided architectural services for $30 million worth of construction per year. Occasionally, one large $20 million project will come along, but smaller projects in the $2 million range are typically the norm for the company. “Things have been a little slower than usual over the past year or so, as they have been for everyone,” Darrow says.

american builders quarterly july/august 2010

dms architects, inc.

DMS’s work for the Ridglea Country Club included a new piazza on the west side of the existing structure.

“Luckily, we’ve been insulated by having repeat clients, but we are always looking for new projects and new clients.” DMS Architects’ approach consists of combining imaginative design with each client’s specific needs, and advances in technology over the years have helped it work even more efficiently. “When I first joined the firm 17 years ago, hardly any computers were used,” Darrow says. “Now we have guys using up-to-the-minute software to basically build an entire building in the computer.” But DMS Architects’ work varies for every project, with each one meaning something different to both the firm and the client. One of its most recent projects—an undertaking it is extremely proud of—is the Ben Hogan Learning Center in Forth Worth. The Learning Center is part of the nationwide nonprofit organization The First Tee, which helps introduce children to golf while teaching them nine core values of living through the sport. “We’re in the initial phases of this project right now, and it’s a true labor of love for us,” Darrow says. “This program has helped turn kids’ lives around by teaching them good values, and we’re very proud of our work with them.” ABQ

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EIM’s Melnik Residence in Brighton, MI, won the House Beautiful Centennial Award. Photo: PaulWarhol.

EDWARD I. MILLS + ASSOCIATES International architecture firm delivers design excellence to high-profile clients by megy karydes

reviewing the portfolio of projects completed by Edward I. Mills + Associates (EIM) is like flipping through the pages of a lifestyle magazine—its notable clients include household names such as Swatch, Kenneth Cole, the Hard Rock Café, Hilton Los Angeles, and Princeton University. And those are just representatives of its retail, restaurant, hotel, and academic sectors. The award-winning architectural-design firm, based in New York, also does work for advertising and media firms, institutional clients, developers, and high-end residential clients, as well as work in historical restoration. at a glance location: new york, ny founded: 1990 employees: 8

As founder and principal of his namesake company, Edward I. Mills, FAIA, has built a firm on the grounds that it produce outstanding and innovative design work in the areas of new construction and planning. “EIM concentrates on solving special and difficult design problems,” Mills says. “It is my conviction that design excellence extends beyond aesthetics; it must include economic ef-

26 american builders quarterly july/august 2010

ficiency, maximization of the use of interior and exterior space, and an appropriate and successful resolution of the client’s requirements.” Mills founded EIM in 1990 as a boutique firm with a very hands-on approach when dealing with clients.In fact, that approach, during both the design phase and construction process, is one of the differ-entiating features of the firm and why clients enjoy working with EIM. It has also helped the firm to grow significantly over the years: Mills started the firm with four architects and has since grown it to eight, while sales have gone from $300,000 in its first year to $1 million last year. Today, the firm’s work is approximately 30–40 percent high-end residential, 30 percent institutional, and the rest falls under restoration and commercial work, Mills says. The residential projects alone have been completed in breathtaking locations around the world, including the Cap Ferrat in the French Riviera; Hery,

edward i. mills + associates

innovative design

It is my conviction that design excellence extends beyond aesthetics; it must include economic efficiency, maximization of the use of interior and exterior space, and an appropriate and successful resolution of the client’s requirements. —Edward I. Mills, Founder & Principal

France; Guadeloupe in the French West Indies; Bel Air and Hollywood in California; and the Hamptons on Long Island, among other places throughout the United States.

designer join Jim Kettig and myself to run our company for the next decade,” Mills says. And if the past two decades are any indication, EIM has certainly positioned itself well for growth. Abq

Regardless of the location or the client, Mills is proud of the unique design work that he and his architects develop for each and every project. His firm has received many awards from national and international archtectural and design magazines, the news media, the American Institute of Architects, and other professional societies over the years. This success is particularly impressive considering that, with the exception of its sleek-designed Web site (which shows off recent projects with stunning photography of completed work), the firm relies on word-of-mouth referrals for business. It also enjoys a healthy level of repeat commissions. But Mills is quick to point out that, whether he or his team is working on a residential project or corporate client, he treats each customer with respect and care. He explains that clients have entrusted their projects with his firm, and he wants to ensure they get the best service available. “All clients are special and must be treated as unique,” he says. The firm began incorporating green elements into its projects as client demand for these components increased in recent years. EIM carries these green initiatives through by including green roofs, special-performing HVAC systems, bike racks and storage, insulating glass, and recycled materials into new designs. For the future, Mills looks toward continued growth for the firm. “I would like to have another architect and

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Hastings & Chivetta’s state-of-the-art science complex for Murray State University.

Hastings & Chivetta Architects, Inc. Innovative work for higher-education projects leads to a growing repeat-client base by erik pisor after designing a project on the campus of St. Louis University in the late 1970s, Hastings & Chivetta Architects, Inc. received significant industry recognition that prompted the firm to focus on institutional construction projects nationally. Today, the 50-year-old full-service architectural firm has grown into an $18 million company that specializes in collegiate and K–12 buildings, while also taking on office- and medicalrelated projects. at a glance location: st. louis, mo founded: 1960 employees: 46 area of specialty: design of highereducation, office, and medical facilities

“Our continued growth and success is based on what the firm was founded on: hiring the best people in the business, really exceeding the expectations of clients, and [providing] high-quality design and documents,” says principal and CEO Chris Chivetta. Erik Kocher, the design principal of the firm, agrees, adding that Hastings & Chivetta’s success can be attributed to its quality of service, as well as its employee and client-retention rate. Currently, in fact, 80 percent of the firm’s work stems from repeat clients, demonstrating that the firm is about “building clients, not just projects,” Chivetta says.

“There’s a number of schools that have aging buildings that need to be renovated,” Kocher says. “We really work for a certain level of quality because these buildings are sometimes 50–100 years old.” More than half of the firm’s university-related work involves designing new sports and recreation facilities, or designing and planning an expansion of an existing facility. Within the past year, the firm opened up a new 200,000-square-foot facility for Wartburg College in Waverly, Iowa. The facility, known as the WartburgWaverly Sports & Wellness Center, is one of the largest NCAA Division III facilities in the nation, offering facilities for college health programs and intercollegiate athletics. The facility also serves as a community wellness center.

Another notable university-recreation project that the firm has designed is the University of Missouri’s Rothwell Gym and Brewer Field House, which won the Outstanding Sports Facilities Award from the NIRSA and was also featured in Sports Illustrated. The 220,000square-foot facility is one of the largest recreation The majority of the firm’s clients are in the highereducation sector—universities in the South and Midwest. centers in the nation.

28 american builders quarterly july/august 2010

hastings & chivetta architects, inc.

Our continued growth and success is based on what the firm was founded on: hiring the best people in the business, really exceeding the expectations of clients, and [providing] high-quality design and documents. —Chris Chivetta, Principal & CEO

Hastings & Chivetta also designed the University of Tulsa’s Fulton and Susie Collins Fitness Center, a new 67,200-square-foot recreation facility that features a 7600-square-foot weight and cardio room, as well as a suspended indoor track. According to Kocher, the University of Tulsa has been the firm’s client for nine years. During that time, Hastings & Chivetta has designed, planned, and worked as a construction manager on a number of projects for the school, including a performing-arts center that is currently under construction. “Less than half [of our university work] is sports and rec,” Kocher says, adding that the firm also completes housing projects, campus centers, and science and health buildings, among others, with the value of university projects ranging from $250,000 up to $50 million. Because of the firm’s ability to take on a variety of building types—and also perform engineering services— some universities hire them as a campus architect. In this situation, Hastings & Chivetta often designs a number of buildings on one campus, or creates and implements a campus master plan—which it did in 2009 for Newman University in Wichita, Kansas. The firm’s services included a utilization study, space programming, and cost modeling and planning for several project alternatives. The master plan proposes new development or renovation of academic facilities, along with expansions for dining, housing, athletic, and recreation facilities. Looking ahead, Chivetta and Kocher foresee a variety of upcoming planning projects available despite the economy, the result of a built-up demand for new construction and renovations at various campuses. This foresight, combined with the firm’s reputation for quality work and repeat clientele, equates to what Chivetta calls a “cautiously optimistic” 2010 outlook. abq

The firm’s work for Centre College included a 28,421-squarefoot addition to the school’s Crounse Academic Center.

Tennill & Associates, Inc. CONSULTING MECHANICAL & ELECTRICAL ENGINEERS CONGRATULATIONS to Hastings & Chivetta Architects, Inc. on your 50 years of quality projects! We wish you much continued success.

“Proudly serving local and national clients.”

Phone: 636.537.3999 Fax: 636.537.3998

dtennill@tennill.net

177 Chesterfield Industrial Blvd Chesterfield, MO 63005

Island Gourmet Markets’ seperate departments are given a unique architectural identity, creating an appealing and personalized shopping experience.

ADM RETAIL PLANNING & ARCHITECTURE Creating high-quality commercial, retail, and luxury residential projects with a modern edge by kimberly banjoko

at a glance location: honolulu, hi founded: 2000 employees: 8 area of specialty: commercial and retail design average annual sales: $ 1 million revenue growth in past year: 8%

for more than a decade, adm retail planning & Architecture has been displaying excellence in the design industry, offering a multitude of services that cater to client needs. Located on the sunny shores of Honolulu, Hawaii, the firm works to incorporate green practices specific to its environmental situation, while keeping in mind the project’s goals and direction. ADM primarily focuses on designing retail and commercial projects, as well as luxury residential construction and renovation.“We feel the success of each project depends on the collaborative effort of all involved, including the design team, client, consultants, and builders,” says Grant Sumile, cofounder and principal of the firm. “We communicate our ideas three dimensionally to create a clear vision of what our ideas will become.” Sumile founded the company a decade ago with his colleague, Darin Fukunaga (also an experienced architect), after the idea came up over a couple of drinks one evening. “Darin and I were friends and had good working chemistry together, and we would always joke about opening up an office together one day,” Sumile recalls. “I

30 american builders quarterly may july//june august 2010 2010

am not sure if it was too many beers one night, but one day we just decided it was time, and we did it.” Sumile and Fukunaga’s respective talents in design and management have since allowed the company to garner success, winning numerous notable awards in its home state, such as the BIA Renaissance Design Competition last year.“I was fortunate as Darin is a great leader, planner, and businessman,” Sumile says. “He set up all of the business aspects of our firm and led the way towards building a solid foundation for our firm, and I am free to be creative and lead the design effort.” One of the firm’s most impressive developments was its work on the Island Gourmet Markets (IGM), a Hawaiibased franchise that offers fresh and organic produce, seafood, pastries, and meats. The corporation came to ADM with the vision of transforming the food-shopping experience in order to display the convenience of a large-scale supermarket with all its respective features, and to also include some modern design elements. “The client had a vision of taking a convenience model, mix-

adm retail planning & architecture

innovative design

ADM strives for design excellence in every aspect of each project. We aspire to create designs that respond to lifestyle needs that transform everyday places into invigorating, inspirational spaces that will enhance the community we live, work, and play in. —Grant Sumile, Cofounder & Principal

The interior of Island Gourmet Markets’ wine bar creates a cozy, boutique feel that has become a hip gathering spot for visitors and local residents alike. ing it with a large-scale market format, and taking into mind current customer lifestyles,” Sumile explains. “IGM turned into a high-quality gourmet market that features the standard departments you would find in a grocery store—like fresh produce, meat, seafood, and dairy—but it also introduces a fresh deli area with seating, a sushi bar, and a wine bar that has become very popular with visitors and residents.” ADM’s work on this 25,000-square-foot development allowed the firm to grow, due to its close collaboration with IGM in the use of modeling, branding, graphics, placement, flow, and exploring unique fixture design. The firm has learned to counter problems that many new businesses face, but its initial complications involved finding the most skilled, talented, and professional craftsmen, as well as fine-tuning their skills, in order to carry out the company’s legacy. Fundamentals ranging from code and design to materials and usage were considered by the duo in each potential partner’s consideration. “Darin and I, along with our HR coordinator, have worked hard to develop a professional development program that focuses on each individual’s area of need— closely monitoring growth and learning quarter by quarter, year by year,” Sumile says. “Paired with this is an evaluation system that looks at employee performance in detail and makes evident where progress has occurred and where attention needs to be focused for future growth and advancement.” ADM embraces learning as an organizational culture, and strives to evolve its ideas and processes, in pursuit of its goal of design excellence. But at the end of the day, what matters the most is that the customer is satisfied and that the firm has been able to grow its skill set through that experience, Sumile concludes. “We work hard but laugh a lot,” he says, “and have fun working with our client and consultant team.”ABQ

american builders quarterly july/august 2010

Electech Hawaii, Inc. consulting electrical engineers

Architecture Interior Design Branding

Clayton C. Y. Pang, P.E. Principal

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Retail Planning & Architecture, Inc.

Jason Yogi, P.E. Principal 1100 Ward Avenue, Suite 750, Honolulu, Hawaii 96814 Phone: (808) 522-1866 | Fax: (808) 521-4819 Email: general@ethawaii.com

ADM RETAIL PLANNING & ARCHITECTURE, INC. 1311 Kapiolani Blvd., Suite 608 • Honolulu, Hawaii 96814 T 808 597•1662 F 808 597•1667

Design, Design/ Build, Program, Project and Construction Management

Tel. 915 581 0621 Email. faguilar@aguilarenterprises.com

ENTERPRISES

ABQ Aguilar Enterprises.indd 1

Dover DE • El Paso TX • San Diego CA

2/24/10 3:45:11 PM

A lounge area in the Dover Air Force Base Mortuary USO facility has proven to be a standout project for the firm.

Aguilar Enterprises Family-run construction company incorporates climate-sensitive elements into its commercial and governmental projects by kimberly banjoko

headquartered in el paso, texas, along with offices in San Diego, California, and Dover, Delaware, Aguilar Enterprises is making waves in the construction industry through its exemplary design and building expertise, as well as professional services such as project management, planning, and interior design. “Our company was started on the premise of providing quality in every facet of our services—the best possible service for the lowest possible price,” says Francisco Aguilar, president of Aguilar Enterprises. Francisco is backed by his father, Lorenzo, who serves as architect with the firm and who has more than 36 years of experience in providing expert development services worldwide. His experience includes starting up and developing two major architecture firms, providing university instruction for nearly a decade, and receiving countless awards for his work—all of which have contributed to Aguilar Enterprises’ quick success. In fact, Francisco attributes his business philosophy to concepts inherited from his family members. “I come from a family where doing something for someone was expected,” he says. “Seeing both my grandparents, my

father, and my mother combine work with helping others through community involvement has had a deep influence in how I do things. The purpose of this firm is to continue that legacy.” Born out of a real-estate and holding company in 2009, the family business quickly made its mark after completing high-profile government and commercial projects for clients such as the USO. Noteworthy USO projects include Dover AFB PAX Air Terminal, Fort Bliss, Fort Drum, Fort Carson, and Fort Riley. “Our design background affords us the ability to provide our clients with projects that are elegant, respectful, and very much human in scale, to the delight of the people that use them,” Francisco says. The company’s highest-profile project to date was the Dover Air Force Base USO Mortuary Facility in Delaware, a facility utilized by enlisted men and women. It was also of utmost importance due to the purpose of the facility, and how important it was to the client. Francisco worked to fit the USO’s vision for a homely, warm, comfortable environment in a place of mourning. “We made a commitment to ourselves to give

american builders quarterly july/august 2010

at a glance location: el paso, tx founded: 2009 employees: 9 area of specialty: large-scale commercial and governmental construction, renovations, and remodeling average annual sales: $1.5 million revenue growth in past year: 25%

innovative design

aguilar enterprises

Our company was started on the premise of providing quality in every facet of our services—the best possible service for the lowest possible price. —Francisco Aguilar, President

President Francisco Aguilar (right) and his father, Lorenzo, who serves as an architect for the firm, collaborate on a job site.

our utmost talent and expertise to the success of [the project],” he says. “Seeing the sadness, the respect, the commitment that is in the faces of these servicemen as they march and carry the caskets into the mortuary facility…it makes you focus. It became our mission to give the best that we had.” With its hometown in the acridly hot city of El Paso, Aguilar Enterprises has also learned to build and design with respect to the surrounding location, materials, and climate. “We often have temperature variations in a single day of up to 36 degrees,” Francisco says. The company’s attention to environmental details is evidenced by its sustainable initiatives, which include: • designing buildings that are hermetically viable; • designing and implementing daylighting solutions, thereby saving up to 60 percent of a building’s energy consumption; • integrating the design of solar panels that both heat and cool facilities, in addition to providing hot water and electricity; • integrating landscaping and efficient irrigation systems that complement and service the indigenous plant materials integrated into many projects. Francisco plans to continue growing his company through proper usage of fiscal assets and thus increase customer satisfaction. Improving skills in project delivery, marketing, and communications are some of the elements that will be modified in order to enhance the company’s winning business model. “Just like our buildings, we have started to focus on the sustainability of controlled growth in our company,” Francisco shares. “Although the axiom is that focusing on quality will always provide us with work, it is equally important to focus on how we deliver quality customer service in a manner that allows us to grow and maintain that level of service.” abq

american builders quarterly july/august 2010

MSA designed the main hub for the Government Square Transit michael schuster associates, inc. Center in Downtown Cincinnati.

Michael Schuster associates, inc. Cincinnati firm brings expert design to Midwestern community development by frederick jerant

although it is one of the leading arctectural firms in the Cincinnati area today, Michael Schuster Associates, Inc. (MSA) came from humble beginnings. “I started it in 1985,” recalls Mike Schuster, principal and co-owner of MSA, “doing very small projects, as well as illustrations for other architects and designers.” However, as MSA grew, it took on retail, build-out, and other projects in the area. “[These jobs] didn’t require architects with a tremendous amount of experience,” Schuster says. Nevertheless, those early jobs gave MSA a foothold in the marketplace, and today the firm employs approximately 40 people. Schuster’s goal was to get into specific markets, so the firm focused its efforts on “municipal, educational, sports, religious, corporate, and lifestyle facilities,” he says. “Education, municipal, and sports work became our core markets.” The tactic certainly paid off, because MSA has “become the go-to guys for certain municipal work, as well as sports facilities,” Schuster states. “We don’t design $250 million ballparks, but we are the regional sports-design leader.”

However, MSA’s involvement in the sports market came about in an unusual way. “In the late ’90s, we were doing substantial work for schools in Ohio,” Schuster says, “and we noticed that many architects in that market didn’t focus on the sports aspect of it. We were passionate about it, and were good at it, so we branded it as a major market.” Over time, the firm designed athletic stadiums and other facilities for many high schools in the Cincinnati area, and also branched into collegiate sports. Its projects include a 2400-seat multipurpose stadium for the College of Mount St. Joseph, a 1,000seat soccer stadium for Northern Kentucky University, the new major practice facility for the highly ranked University of Cincinnati, and many others. Schuster’s involvement in a contentious community debate soon propelled the firm into the big leagues— literally. In 1997, a hot local topic was the placement of the pending Great American Ball Park, future home of the Cincinnati Reds. Some wanted it in a downtown neighborhood; others (like Schuster) favored a riverfront site. Schuster’s fervent participation in the discussions

american builders quarterly july/august 2010

at a glance location: cincinnati, oh founded: 1985 employees: 40 area of specialty: design of educational, municipal, and athletic facilities 2009 sales: $10 million sales growth in past year: 25%

innovative design

michael schuster associates, inc.

MSA renovated the Champions Club for the Cincinnati Reds.The firm serves as the official architect of the ball club.

garnered the attention of the Reds’ front office, and MSA was hired as a design consultant for the club. “We’ve stayed busy working with them,” Schuster says, adding that MSA is now the official architect of the Cincinnati Reds. One of the firm’s most recent projects for the Reds was an extensive renovation of the former 4192 Club (now called the Champions Club, to commemorate the team’s quintet of World Series victories). “The 4192 was essentially a big lounge attached to outdoor seats,” Schuster says. “We rearranged some large components to create a more open look, completely redid the inside graphics, and enabled it to accommodate large groups for the club’s use and for other events.” He adds that several

We’ve become the go-to guys for certain municipal work, as well as sports facilities. We don’t design $250 million ballparks, but we are the regional sports-design leader. —Michael Schuster, Principal

seats at the back of the facility were tough sells, so MSA uprooted them and created outdoor box seating. “It’s similar to seating at the Kentucky Derby,” he says. “The seats and tables aren’t in fixed positions, so it’s very flexible.” Schuster’s civic involvement goes hand in hand with his long-time focus on sustainable designs. “It’s funny,” he says. “The ‘green wave’ came in, and is a strong force. But MSA’s focus has always been on sustainability, right from the beginning. Good design, by its nature, is green.” Adds principal and co-owner Rick Tripp, “When we design any kind of municipal project, we approach it with the intent of making the buildings as vibrant and sustainable as we can. Good design can improve communities’ physical environments, and can influence people’s choices for picking a place to live and work.” In addition, Schuster and 12 of his employees have passed LEED AP exams, and the firm continues to use green products whenever possible. It’s been a long journey from its roots in a tiny rented office, but MSA is poised to maintain its strong regional position. “We saw other companies go through a similar recession about 10 years ago,” Schuster says, “so we’ve deliberately stuck with strong markets and developed strong clients.” ABQ

TECTON ARCHITECTS inc. Project diversity and continued education build strength in community-focused markets by zach baliva

when david foster and peter hentschel started Tecton Architects Inc. in 1979, the company worked mostly with developers before branching out to corporate, education, healthcare, senior-care, and hightech projects. Now, the company also serves clients in the research-and-development (R&D) and retail sectors.

in construction costs each year. Principal Ann Melite believes staff management is key to the firm’s success in varied markets. “Our company is very good at making sure we expose different people at different times to other project areas,” she says. “Of course, our professionals focus on their particular strengths, but we let other people move to new projects to learn and develop additional skills through cross-pollination.”

Although it may seem unusual for an architectural firm to be so diverse, Foster considers the eclectic nature of Continuing education is also critical. Melite, who handhis firm one of its biggest assets. “We’ve developed a les the bulk of Tecton’s senior-care projects, is pursuing high level of proficiency and knowledge with our staff her master’s degree in gerontology—the study of aging. that allows us to bring an unusual level of skill to each In fact, Tecton has launched several unique projects project,” he explains. The company is comprised of two senior principals—Foster and Hentschel—in addition to designed to help employees develop and hone their skills. Ted Cutler, principal, likens the thought process behind six principals that each lead a specialized market. Additionally, personnel move from project to project, sharing such endeavors to that of big companies in the 1950s. knowledge and information on an as-needed basis. “Our “We do our own R&D,” he explains. “If we are going to grow in expertise, we need to commit and invest in work might seem fairly diverse, but it’s really highly more than just knowledge gained from projects.” Tecton specialized,” Foster says. recently completed the initial design for an “operating room of the future.” Although the design is purely Tecton is based in Hartford, Connecticut, and does conceptual, not a commissioned project, the exercise projects whose values total more than $125 million

american builders quarterly july/august 2010

at a glance location: hartford, ct founded: 1979 employees: 45 average annual sales: $9 million

sustainable communities

tecton architects inc.

We’ve developed a high level of proficiency and knowledge with our staff that allows us to bring an unusual level of skill to each project. —David Foster, Senior Principal

helped Tecton’s architects explore and visualize new possibilities for their medical clients. The concept also served as a marketing tool, as principals pitched the idea to existing clients. Such projects keep Tecton’s staff engaged, which is important at a firm that prides itself on employee retention where the principals average 11 years of service. “There are reasons to stay at Tecton,” Hentschel says. “Our principals are part of the firm. Corporate knowledge disappears if key people leave, and we also provide principals with excellent support staff.”

Tecton Architects does many things, and it does them well. Foster and Hentschel say the success of their firm lies in staying on top of emerging practices. In the coming months, the company has an initiative to achieve a 100-percent LEED AP staff and is committed to offering sustainable design. It’s just one more way Tecton is diversifying. ABQ

With employees who can perform jobs in many markets, Tecton remains flexible during tough economic times. “Some sectors are up, and some are down,” Foster says. “The strong ones help out the weak, and we shift personnel as needed. Diversity helps us survive when times are tough.” Unlike competing firms that have just a few major jobs in one specific market, Tecton can still function if a particular sector slows to a crawl. That makes Tecton a reliable company, and its clients agree. Cutler estimates that 70 percent of the firm’s business comes from repeat clients. “Relationships are what end up giving us the work,” he says. “We’re seen as a company that combines technical skill with beautiful design, and we no longer have to go out and compete for each and every job.” To that end, the firm’s reputation for quality work is undeniable. For example, in 1995, Cigna Retirement & Investment Services hired Tecton to renovate 10 floors of Cigna’s new 265,000-square-foot headquarters. The $21-million job was completed over 8 months and included a multimedia center, a five-star dining room, a retail brokerage center, and training facilities. The project was such a success that Prudential Retirement hired Tecton to redo the exact same space when it acquired Cigna’s line of business.

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Strada designed the undulating river facade of this casino to integrate the building with the river setting and riverfront park; capitalizing on the dramatic views of downtown Pittsburgh. Photo: Brad Feinknopf.

strada

STRADA Pittsburgh architects combine diverse skill sets to create innovative urban designs by sheena harrison

projects—especially considering the company’s core a surging interest in urban-redevelopment philosophy of creating sustainable buildings. “Cities are projects throughout the nation has helped Strada to the most efficient way for humans to reside,” Shriver says. become one of the top architecture and design firms in metro Pittsburgh. Founded in 2000, Strada has been in- “There’s less energy consumed per person in a city than volved in some of the city’s most exciting redevelopment in a suburb from a sustainability perspective, and that’s and design projects. These projects include Piatt Place, a a good thing.” LEED-designed project that transformed an old LazarusStrada was founded by four individuals who were, at the Macy’s department store in Pittsburgh into a mixed-use time, all members of the local chapter of the American retail and office space, and Market Square Place, a historic restoration project that includes seven buildings Institute of Architects. Shriver, one of those founding partners, says the company was formed because each of in the center of downtown Pittsburgh. Also, Strada the principals had a similar passion for and interest in recently completed the new corporate headquarters for sustainable urban projects in their local communities. “I Dick’s Sporting Goods Corp., a $125 million LEEDdesigned project that includes offices, an auditorium, and went to the guys and said, ‘I think we can do betterthan-average design, make better-than-average money, a hangar for the company’s jet. and have fun doing it, so we should start our own firm,’” Shriver recalls. While Strada’s work reaches into the corporate and commercial sectors across western Pennsylvania, West Although Strada’s founding principals came from difVirginia, and eastern Ohio, principal Ed Shriver says ferent disciplines—including architecture, landscaping, that the firm’s passion is for urban-redevelopment

at a glance location: pittsburgh, pa founded: 2000 employees: 19 area of specialty: architecture, interiors, landscapes, and urban design 2009 revenue $3.7 million

american builders quarterly july/august 2010

strada

sustainable communities

We try to blur the line between the disciplines because, in our minds, it’s all design. It’s more of a matter of the scale of the project rather than the discipline. —Ed Shriver, Principal & Cofounder

interior design, and historic preservation—Shriver says their varied backgrounds gave the firm a strong footing in its early years. “We have very different people with very different personalities and very different skill sets, which is what I think is part of our success,” Shriver says. “We try to blur the line between the disciplines because, in our minds, it’s all design. It’s more of a matter of the scale of the project rather than the discipline.”

For the future, Shriver says Strada will maintain its commitment to sustainable urban-design work as the firm continues to grow. “When times get tough like they are now,” Shriver says, “you can look at the philosophy and say, ‘This is why we did this. There was a reason beyond having a paycheck.’” abq

After much deliberation, Strada voted to add a fifth principal onto the team in 2008. Although each principal may have a different specialty, Shriver says they have a strong synergy that allows them to maintain a unified vision for Strada. “It wasn’t so much a business decision to start the firm as it was the result of a philosophical discussion,” he says. “That has helped the partners come to collective decisions very easily, because we could agree about why we should be in business. In 10 years, we’ve only had to take a vote twice; one of them was to bring the fifth partner in.” The accord between Strada’s partners has helped the firm to produce quality design work and has developed a strong reputation that continues to bring new clients in the door. Michael Cremonese, an attorney with Burns, White & Hickton LLC in Pittsburgh, says Strada is conscientious about how it performs its work, which has made Strada a trusted name in the architecture community. “From working with Strada for many years, we know that Strada recognizes that successful projects require clarity and fairness of the parties’ roles, duties, and risks, and that early dialogue with its clients enhances the opportunity for success,” says Cremonese, who has provided legal counsel to Strada.

Strada is involved in a challenging adaptive-reuse project known as Market Square Place, which includes significant historic restoration and accommodations for a complex blend of mixed-use tenants. Rendering: Anderson Illustrations.

sustainable communities

The design concept for the National Museum of African American History and Culture submitted by Devrouax + Purnell Architects and Pei Cobb Freed & Partners Architects. Rendering: Devrouax + Purnell Architects and Pei Cobb Freed & Partners Architects.

DEvROUAX + PURNELL ARCHITECTS Design firm shapes the landscape of the nation’s capital with high-profile community projects by sheena harrison

every year, more than 32 million people move through buildings and spaces designed by Devrouax + Purnell Architects. This Washington, DC-based firm has been a bastion of architectural design in the local community and around the country for more than 32 years. It has been involved in some of the most notable projects in the nation’s capital, including the Washington Convention Center, the headquarters for the government-sponsored enterprise known as Freddie Mac, the Martin Luther King Jr. National Memorial located on the the National Mall, and Nationals Park, home of the Washington Nationals baseball team.

at a glance location: washington, dc employees: 20 area of specialty: design for private and public institutions, corporations, and federal and local agencies

Aside from its significant work, partner Marshall E. Purnell, FAIA and NOMAC, says that Devrouax + Purnell has continued to grow and prosper for more than three decades because of the variety of its projects, including schools, recreation centers, residential buildings, and historic renovations. “We want clients that want and ap-

american builders quarterly july/august 2010

preciate good design,” says Purnell, who served as president of the American Institute of Architects in 2008. That willingness to work on diverse projects has allowed Devrouax + Purnell to survive various economic downturns, including one particularly difficult recession in the early 1990s, when Purnell estimates that about 30 percent of architecture firms in the Washington area closed their doors. “If we did just office buildings, we would be out of business today,” he says. Devrouax + Purnell got its start in 1973, when managing principal Paul S. Devrouax, Jr., FAIA and NOMAC, founded an architecture firm that specialized in renovation projects for mostly residential clients. Purnell, who previously worked as a federal-government liaison for the American Institute of Architects, joined the firm as a partner in 1978, and the duo began operating under the Devrouax + Purnell name. The company, which started with only four employees, today employs twenty.

devrouax + purnell architects

sustainable communities

devrouax + purnell by the numbers

We want clients that want and appreciate good design.

1973 - Year that managing principal Paul S. Devrouax, Jr. started

—Marshall E. Purnell, Partner

1978 - Year that Marshall E. Purnell joined Devrouax as a partner,

his own architecture firm

forming Devrouax + Purnell Architects

11 - Number of architecture firms that have been started nationwide by Devrouax + Purnell alumni

250 - Number of youth mentored by Devrouax + Purnell during Because Purnell had experience working with the government, Devrouax + Purnell began taking on larger, federal projects around the United States and the world. That includes doing design work for the US State Department on the American embassies in Moscow and the former Yugoslavia.

the company’s history

12 - Age that one of Devrouax + Purnell’s current employees started working at the firm as a summer apprentice

The firm has continued to design such significant projects through a strategy of partnerships and joint ventures with other architecture firms. Purnell project-manager Barbara G. Laurie, AIA and NOMA, say the list of companies that Devrouax + Purnell has worked with includes many of the top names in the architecture world, including Skidmore, Owings & Merrill LLP; Murphy Jahn Architects; and RTKL. Laurie says that these partnerships and joint ventures have allowed Devrouax + Purnell to remain a small firm while showcasing its design talents on a larger scale. “It allows us to work on design projects that we may not have been able to do otherwise at our size,” says Laurie, who joined the firm in 1986. “We’ve been able to be part of some really big projects that way.” Adds Purnell, “It’s been amazing to me to see all of the architects we’ve had a relationship with over time.” Devrouax + Purnell continues to be involved in projects that mirror the firm’s principles. Last year, it was a finalist in the competition to design the National Museum of African American History and Culture (scheduled to open on the National Mall in 2015), when the firm teamed with Pei Cobb Freed Partners, LLC. Although Devrouax + Purnell ultimately was not selected for the project, Laurie says that the proposal process provided an inspirational and creative boost for the firm. “This was probably one of the most important competitions we’ve ever taken part in,” she says. Purnell adds that the firm’s renewed sense of ingenuity will carry Devrouax + Purnell Architects forward as it continues to develop its legacy. “I think design and creativity is the new capital for this decade,” he says. abq

american builders quarterly july/august 2010

hewitt architecture, inc.

Hewitt’s design for the Harbor Steps was a 16-year-long effort resulting in 4 high-rises of luxury rental units.

A suspended three-story atrium at the 500 Mercer/ LUMEN mixed-use project. Photo: Michael Shopenn.

HEWITT ARCHITECTure, INC. Shaping Seattle’s urban landscape with inspired architecture and design by sandra guy

david hewitt, faia and founding principal of Hewitt Architecture Inc., takes great pride in having shaped Seattle’s urban landscape during the firm’s 35 years in business. Hewitt grew up in a rural area in Portland, Oregon, but became infatuated with famed Italian-born architect Pietro Belluschi’s work, which blended the International style with preferences for native materials and local traditions. Hewitt received an early education in architecture when he worked for local firms while earning his degree at the University of Washington at Seattle.

at a glance location: seattle, wa founded: 1975 employees: 30 area of specialty: architecture, landscape architecture, and urban design 2009 revenue: $6.5 million

“My efforts have always been around design, but specifically on how we execute quality design within budget constraints while meeting the clients’ needs,” says Hewitt, whose firm includes 4 long-time partners and a staff of 30. “Our work is really about building cities one step at a time.” Hewitt, who has been awarded the AIA Gold Medal for lifetime achievement, performs the firm’s conceptual

american builders quarterly july/august 2010

design work. The partners who manage the projects are Paul A. Shema, AIA, treasurer, and LEED AP; Kris R. Snider, ASLA, urban designer, and landscape architect; Timothy L. Spelman, AIA, architect, and LEED AP; and Kevin J. Ryden, AIA, architect, and managing principal. Since Hewitt set up shop in downtown Seattle in 1975, Hewitt Architecture has molded many of Seattle’s major urban spaces, with an eye toward respecting the urban atmosphere and designing sustainable, enduring buildings, with the company’s work ranging from mixed-use to transportation to waterfront designs. Among the recent successes is 500 Mercer/LUMEN, a mixed-use project comprised of 96 residential units, a grocery store, major retail tenants, and a center courtyard, set on a high-profile corner next to the Seattle Center. “We’re interested in building a high-quality public realm in all of our work,” Hewitt says. “In the 500 Mercer/LUMEN project, each of the four facades of the building responds to their immediate context. The

sustainable hewitt architecture, inc. communities

wonderful surprise is that it has a quiet center courtyard above the grocery store that is only two stories high.” The four facades of the building reflect their adjacency to changing dynamics: one is next to a busy street, another maintains an oblique view of the Seattle Center and the Space Needle, the third features views to the east, and the fourth is a part of the Queen Anne neighborhood. Hewitt Architecture took care to preserve the site’s historic sycamore trees; to introduce plantings, walkways, and landscaped spaces within the condo project; and to strategically place plantings down a sidewalk slope on Roy Street, transitioning the feeling from busy street to intimate neighborhood. The $27 million project was completed in 2009. Another notable project is Harbor Steps, a 16-year-long effort resulting in a new neighborhood comprised of 4 concrete high-rises—luxury rental units built amid lovely steps and plazas that climb a 60-foot change of grade. The outcome is a new urban-living framework, just a couple of blocks from historic Pike Place Market. Architect Arthur Erickson designed the steps, which provide a link from the Seattle Art Museum to the waterfront, while Hewitt Architecture designed interior courtyards, lush backyard spaces for residents, and new streetscapes that include sidewalks, trees, and lighting on three sides of the project. The firm also designed an extension of Post Alley—a narrow cobblestone alley that Hewitt describes as “very romantic” and “one of the great urban spaces in our city”—to connect residents with the market and other businesses. Hewitt Architecture, whose projects are split equally between public and private realms, is now working on infrastructure projects, such as Seattle’s new light-rail system’s East Link (which goes away from the city, across Lake Washington, to the suburb of Bellevue), as well as a light-rail station two miles from the airport, and a subway station for the Capital Hill neighborhood. After witnessing his own work transform Seattle, Hewitt has some advice for fellow architects. “Buildings are around for a long time, and their longevity transcends architectural fashion,” he says. “I would say to other architects, ‘Take a long look at your work so that it has meaning for people over time.’ That’s a very serious matter. It is not about the ego of an individual—it is about creating a quality public realm.” ABQ

Our work is really about building cities one step at a time. —David Hewitt, Founding Principal

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american builders quarterly july/august 2010

Interior of the Cathedral of Christ the Light as seen from the altar. Photo:Timothy Hursley.

features

Cathedral the

Christ the Light

The Iconic 21st-Century Cathedral Marries Tradition with Innovation by jennifer kirkland

hen the catholic diocese of Oakland, California, began to contemplate which architecture firm could meet the sizable challenge of designing a new spiritual home for the region’s 500,000 Catholics, its members knew they could not make the decision lightly. This would be no ordinary church, and its creation would require near divine ingenuity. Today, the cathedral is deeply rooted in California’s history, located on the same site that held the first Catholic cathedral in Oakland built in 1962.

The main guidelines for the Cathedral of Christ the Light (inspired by a document of Vatican II that proclaimed, “Christ is the Light of all nations”) were as follows: the cathedral should be civic yet sacred, modest yet inspiring, intimate yet soaring. It would need to honor Catholic history and tradition, serve multiple modern-day uses, and endure for centuries both in structure and in spirit. Most important, it would have to manifest the intangible through the tangible, elevating its visitors to a higher plane of consciousness and meditation. The diocese wanted to locate all of its administrative offices near the new cathedral in one central place in the heart of downtown Oakland, making the church’s new spiritual

american builders quarterly july/august 2010

The cathedral’s design allows for natural daylighting, reserving energy use for night illumination. Photo:Timothy Hursley.

home an earthly home, as well. The project would have to meet the diverse needs of the community and fit seamlessly into a unique urban setting. This cathedral would be the first entirely designed and built in the 21st century. What architecture firm was innovative, visionary, and experienced enough to handle this momentous task?

“For a building to be timeless and well loved in the future, it has to have cultural authenticity. It has to reflect its time and place.”

The obvious answer was Skidmore, Owings & Merrill LLP (SOM), one of the largest architecture firms in the world. Since 1936, SOM has designed and built some of the most notable buildings on the planet, including the John Hancock Center and Willis Tower (formerly Sears Tower) in Chicago, and Dubai’s Burj Khalifa—currently the world’s tallest structure. Over the years, the firm has employed the services of many well-known architects and engineers, including Walter Netsch and Fazlur Khan. Its expertise stretches over multiple disciplines, from architecture to graphic design, and the firm has won more than 800 awards for design and innovation, 125 of them awarded since 1998.

— craig w. hartman, faia

SOM is best known for its innovation and commitment to design excellence, as well as for completing projects on time and under budget—important factors in the Oakland Diocese’s decision to award SOM the contract for the Cathedral of Christ the Light. Craig Hartman, FAIA, is SOM’s partner in charge of design at the firm’s San Francisco office and was the

principal architect for the Oakland cathedral complex. As a graduate student in the early ’70s, Hartman toured the famous cathedrals of Europe, and that experience served him well in his design in Oakland. At the same time, Hartman was also acutely aware of the special considerations of this project’s time and place, as well as the desire of the diocese for a structure that will be revelant for years to come. “For a building to be timeless and well loved in the future, it has to have cultural authenticity,” Hartman says. “It has to reflect its time and place. This cathedral is on the Pacific Rim in the multicultural city of Oakland in the 21st century.” The Oakland Diocese serves a culturally diverse congregation, with masses held in many languages—Tagalog (Filipino), Vietnamese, Spanish, and English. Therefore, a more traditional Europeanstyle cathedral would not have captured the diverse spirit of the cathedral’s congregation.

48 american builders quarterly july/august 2010

SKIDMORE, OWINGS & MERRILL at a glance headquarters: chicago, il area of specialty: architecture, engineering, urban planning, and design

The cathedral stands out amid Oakland’s downtown skyline. Photo: César Rubio.

“The way that light enters your frame of reference is the physical manifestation of the divine presence in the physical world.” — craig w. hartman, faia Hartman kept Catholic history and tradition at the forefront of his design—in particular, how metaphor and narrative play important roles in church architecture. The cathedral’s basic design, despite its unconventional and modern appearance, is based on traditional Roman basilicas and creates a shape known as the Vesica Pisces, the shape of a fish that was iconic in the early church. The general circular shape of the building, a metaphor for the eternal, is a powerful symbol in Eastern and Western religions, and an inspiring and apropos concept considering the cathedral’s Pacific Rim location. In addition to the creative use of symbol and metaphor, Hartman used the complex’s unique urban setting to maximum effect. Situated between downtown Oakland, Lake Merritt, and a public park, it is open to visitors and connected on all sides to the community. The Cathedral of Christ the Light is not just a 1350seat church but also a 224,000-square-foot, mixed-use building complex, with a mausoleum, conference center, administrative offices, the bishop’s and the clergy’s residences, a library, a café, and substantial parking facilities. “A landscaped public plaza, accessible from all directions, firmly links the center with the city’s commercial downtown and surrounding neighborhoods,” Hartman says.

The exterior façade showcases a low-emission, translucent glass envelope. Photo: César Rubio. The cathedral’s green roofs feature gardens to reduce storm surge in city sewers during rainy winter months.

american builders quarterly july/august 2010

features

skidmore, owings & merrill

“The major challenge in building for longevity is not the technical or physical challenge, but rather how to make architecture that is worthy of renewal by future generations.”— craig w. hartman, faia Finally, the cathedral needed to have the power to bring light to life. “The sense of connection in every sacred space depends foremost on the quality of light in the space,” Hartman explains. “You can see this in the great cathedrals or a stand of sequoia trees. The way that light enters your frame of reference is the physical manifestation of the divine presence in the physical world.” Both religion and science find significant meaning and value in light, and through that connection, the ethereal is made tangible. “Within the cathedral,” Hartman continues, “the experience of light and space, rather than traditional iconography, instills a deep sense of sacredness.” The diocese wanted a structure that would be timeless, so the building materials had to be durable. The budget was substantial yet modest, considering all of the components involved in the cathedral’s creation. In addition, the project had to use sustainable materials, in part because green construction is a moral imperative in the Catholic church—more than just a fashionable trend— and because sustainability translates into lower maintenance costs over the long haul. To do this, Hartman chose three main building materials for the cathedral— recycled concrete, renewable wood, and glass. The base of the cathedral is made of 50 percent sustainable fly-ash concrete. Fly-ash is a by-product of coal burning, which means the concrete is made from recycled material. The concrete base helps to efficiently heat and cool the occupied lower strata of the interior. Concrete also works well with the temperature swings of the local climate—hot days and cool nights—and creates thermal inertia that regulates the interior temperature.

Top: Vents at the peak of the cathedral’s interior create a controlled internal climate. Photo: Cesar Rubio. Middle: The circular shape of the structure captures the traditional, sacred theme of eternity. Photo: Jane E. Lee. Bottom: The cathedral was built sustainably, using traditional and modern elements that will make the structure timeless. Photo: Jane E. Lee. Opposite Page: Interior of the cathedral. Photo: César Rubio.

american builders quarterly july/august 2010

The Green Cathedral In addition to the use of renewable concrete, wood, and glass, these sustainable elements help reduce energy costs in the cathedral complex. Large exterior green roofs feature gardens with grass and trees—rainy winters are part of the local climate, and the green roof reduces the storm surge in city sewers. Displacement cooling is used in summer months to cool the People Zone—the lower 15 feet of the 120foot-high interior. Vents at the top of the interior pull cool air up through the floor and allow warm air to vent through the ceiling. In winter months, radiant floor heating—an ancient Roman technique—heats only the floor. This type of system can help save thousands of dollars in energy costs.

Omega Wall’s

Christ Figure Behind the front altar, the Omega Wall features one of the cathedral’s most dramatic elements: a reinterpretation of a 12th-century depiction of Christ rendered in anodized aluminum panels and 94,000 pixel-like perforations using a custom-programmed digital process. In keeping with the cathedral’s elemental nature, the striking presence of the 58-foot-tall image relies simply on the play of light penetrating through the perforations. “People remark on the figure of Christ embedded in Omega Wall. The idea was taken from Chartes Cathedral, and uses pixels in metal and glass to shape light from outside,” Hartman explains. “It’s like a poetic allusion—taking a historic image, infusing it with the building’s natural light (redirected by modern laser technology), and presenting the classical image in a new way, as an integral part of the building.”

Left:The OmegaWall’s Christ figure (see sidebar above) watches over the sanctuary of the cathedral. Photo: César Rubio. Opposite Page Left: Renewable Doulas-fir wood serves as a metaphor for the enduring circle of life. Photo: César Rubio. Opposite Page Right: Fly-ash concrete forms the base of the cathedral, creating a traditional reliquary wall. Photo:Timothy Hursley.

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skidmore, owings & merrill features

The Omega Wall as viewed from the cathedral’s exterior. Photo: Timothy Hursley.

“The materials are very modest—Douglas fir and concrete. This was very purposeful as I felt natural light, if allowed to strike these materials in raking, perhaps mysterious ways, could ennoble the materials and the space.” — craig w. hartman, faia

Fly-ash concrete was also used in the cast-in-place reliquary wall that serves as the base of the chapel itself. A reliquary is traditionally a container that houses the remains or other relics of a saint. The reliquary wall at the Cathedral of Christ the Light is carved with a series of small chapels inside, and the use of the term here says to those gathered within the walls that they are holy and precious to God. Rising from this concrete base are great spherical vaults made of wood and glass, creating an arching shape that diffuses light throughout the cathedral. The wooden ribs and louvers add warmth while providing protective structural elasticity. The Douglas fir used in the construction came from sustainable Oregon forests. Hartman made the intuitive decision to utilize wood in his design, giving the space a sense of intimacy even when few people are inside the church. Wood is also a living material and is used here as a metaphor for the circle of life and death. Frit-coated, translucent, and low-emission glass envelopes the exterior façade of the cathedral, modulating daylight and heat within, capturing the natural shifting of light throughout the day, and making artificial light-

american builders quarterly july/august 2010

features

skidmore, owings & merrill

ing necessary only for nighttime functions. The glass exterior defines the symbolic power of the cathedral, causing the interior to glow with a spectral quality of reflected light. Finally, the cathedral’s advanced structural system, which includes earthquake-proof base isolation, is architecturally worthy of lasting through the 24th century in both form and aesthetic. Sustainable construction, energy-efficient systems, unconventional design, traditional symbolism, and multicultural sensitivity all combine to make the Cathedral of Christ the Light a distinctive and lasting installation. The cathedral has been well received by the public and critics alike. From the beginning of the complex’s construction, through its opening in 2008, Hartman has had the full support of the Oakland Diocese. Provost Paul D. Minnihan, PhD, said of his new spiritual home, “If our churches had to look like those from the 15th century, it would mean we haven’t aspired to much and can’t use our talents of today for innovation.” When the project began to take form, Hartman was aware that the church’s unconventional appearance might meet with some resistance. In spite of obvious obstacles, however, he was confident that its modern yet timeless design would reach beyond traditional religious architecture and meet Oakland’s multicultural community at an accessible level. The Cathedral of Christ the Light demonstrates 21st-century innovation commensurate with the rich traditions of the past. ABQ

The design plays with natural light throughout the structure, reflecting the idea of illumination that is central to the cathedral’s aesthetic. Photo:Timothy Hursley.

craig w. hartman, faia A LIFETIME O F AC H IEV E M E N T

In 2001, Hartman was presented with the coveted Maybeck Award for a lifetime of achievement in architectural design, exhibited here by his own selection of memorable projects.

1979

1984

1988

1992

1996

Miami University Art Museum Oxford, OH

Heritage Mutual Insurance Sheboygan, WI

100 East Pratt Baltimore, MD

United States Court of Appeals San Francisco, CA

Photo: Abby Sadin

Photo: Gregory

Southwestern University Master Plan & Library Renovation Georgetown, TX

Murphey

Photo: SOM

american builders quarterly july/august 2010

Photo: Hedrich Blessing

Photo: Abby Sadin

skidmore, owings & merrill features

craig w. hartman, faia, is design partner of the san Francisco office of Skidmore, Owings & Merrill LLP. Hartman attended Ball State University and the Architectural Association of London, soon joining SOM Chicago in 1973. To date, Hartman’s work has been recognized with more than 85 awards for design and innovation. In 2001, Hartman became the youngest recipient of the Maybeck Award, an individual honor award for outstanding achievement expressed in a body of work, presented by the American Institute of Architects, California Council. His designs range from entire urban districts to singular works of commercial, civic, and cultural architecture, and are consistently sympathetic to issues of contemporary place and time, as well as the sustainability of urban and natural ecologies. The Vatican bestowed knighthood upon Hartman in September 2008 during the dedication ceremony for the Cathedral of Christ the Light. Some of Hartman’s current and recent projects with SOM include the US Embassy in Beijing, China; a new science lab at Harvard University; the renovation of Treasure Island in San Francisco Bay; 350 Mission, a public and private hybrid project in San Francisco; and Park Reced, a 150-acre neighborhoodrenewal project in San Francisco.

“SOM is a real meritocracy, constantly engaged in the idea of renewal, regeneration, and innovation. I was given many interesting opportunities at an early age.” — craig w. hartman, faia

1997

2000

2005

2007

2008

Ongoing

Library of Virginia Richmond, VA

San Francisco Int’l Airport, Int’l Terminal San Francisco, CA

St. Regis Hotel & Residences San Francisco, CA

Transbay Transit Center Design Competition San Francisco, CA

US Embassy Beijing, China

Treasure Island Master Plan San Francisco, CA

Photo: Prakash Patel

Photo: SOM

Photo: Tim Griffith

Photo: Timothy Hursley

Image: dbox, CMG

Photo: SOM

american builders quarterly july/august 2010

features

the chicago housing authority

MOVING FORWARD: With much of the isolated, gallery-style high-rise housing projects demolished (like this housing block from the infamous Cabrini Green complex), the Chicago Housing Authority is providing safer, more sanitary, and more sustainable housing for future generations through its Plan for Transformation. Photo: Paul Goyette.

american builders quarterly july/august 2010

features

A Plan for

Change

The Chicago Housing Authority

and the future of sustainable urban development

by brigitte yuille

the chicago housing authority (cha) is reaffirming a commitment to its community through a plan that will provide at least 25,000 new or rehabilitated public-housing units by 2015. As the third-largest housing authority in the country, its ambitious Plan for Transformation includes developing more energyefficient buildings in mixed-income communities. The CHA’s high credit rating is helping to achieve its financial needs by opening the door to funding opportunities. Bill Little, executive vice president of the development, explains that the Plan for Transformation would hopefully end “the isolation of citizens of Chicago who may not have necessarily viewed themselves as citizens of Chicago so much as public-housing residents in the city.” A Plan for Transformation Nearly 20 years ago, federal officials considered the CHA among the most troubled public-housing agencies. It was plagued with drug traffic, violent crime, financial mismanagement, and operational issues. In 1995, the US Department of Housing and Urban Development (HUD) started cracking down on the country’s worst housing authorities, such as New Orleans, Philadelphia, Atlanta, and Chicago. The CHA board adopted a resolution allowing HUD to take over, and its residing board members resigned. HUD’s proposed billion-dollar makeover of the problem-plagued agency included the development of more mixed-income housing, stricter screening of tenants,

the formation of public-private partnerships, business leaders, and developments, the streamlining of accounting and procurement procedures, and a cleanup of existing housing. The informal steps that were taken for what is now known as the Plan for Transformation, Little says, involved getting the fiscal house in order, mapping out what services and resources were needed for the transformation of a family’s life, and reconsideration of those involved in the community-development process, such as stakeholders, local elected officials, and developers. “We’re at 17,800 in our unit count, a mixture of new and rehabbed public-housing units,” Little explains. “There is probably another 6,000 or 7,000 new, marketrate, or affordable nonpublic housing opportunities that we’ve also created. So we probably produced something in the neighborhood of 22,000 units of housing when you count everything to date.” The recession has created some fiscal challenges for the CHA, including a drop in the funds provided by private capital markets, but it has also provided the CHA some opportunities. “Because of the lower prices, we are able to invest in neighborhoods we have historically not been able to afford and provide housing opportunities for families to live in other areas and other neighborhoods,” says Tim Veenstra, senior vice president of asset management. “I think that’s a positive [aspect] for residents, and

american builders quarterly july/august 2010

features

the chicago housing authority

N housing across chicago

The Chicago Housing Authority’s properties are spread throughout the city of Chicago, serving tens of thousands of urban residents.This map shows the CHA’s holdings throughout the city.

FAMILY PROPERTIES TO BE REDEVELOPED/MIXED-INCOME HOUSING

21 33

FAMILY TO BE 1 PROPERTIES ALBA HOMES REDEVELOPED/MIXED-INCOME HOUSING 1

2 3

GOVERNOR HENRY HORNER HOMES

CABRINI GREEAN

GOVERNOR HENRY HORNER HOMES

CABRINI GREEAN

ALBA HOMES

LAKEFRONT PROPERTIES

ROCKWELL GARDENS

STATEWAY GARDENS 56 ROCKWELL GARDENS

LAKEFRONT PROPERTIES

28 2 13 29

2 13 29

ROBERT TAYLOR 67 STATEWAY GARDENSHOMES IDA B.WELLS 78 ROBERT TAYLORHOMES HOMES 89 IDA B.WELLSPARK HOMES MADDEN HOMES/DARROW HOMES 9 MADDEN PARKM.HILLIARD HOMES/DARROW HOMES 10 RAYMOND HOMES 10

5 5

RAYMOND M.HILLIARD HOMES

32 3

36 1

FAMILY PROPERTIES TO BE REHABILITATED

ALTGELD GARDENS/PHILLIP MURRAY HOMES

BRIDGEPORT HOMES

ALTGELD GARDENS/PHILLIP MURRAY HOMES

BRIDGEPORT HOMES

13 CABRINI CABRINI EXTENSION LINCOLN EXTENSION LINCOLN 14 LAKE LAKEPARC PARC PLACE 14 PLACE 13

37 10

16 TRUMBULL TRUMBULL PARK HOMES 16 PARK HOMES 18 GARDENS 18 WENTWORTH WENTWORTH GARDENS

34 23

15 LAWNDALE LAWNDALE GARDENS 15 GARDENS 17 FRANK LOWDEN HOMES 17 GOVERNOR GOVERNOR FRANK LOWDEN HOMES

3 36

818

34 23

24 7

30 4

30 4 14

FAMILY PROPERTIES TO BE REHABBED FAMILY PROPERTIES TO BE REHABBED OR REDEVELOPED

OR REDEVELOPED 19

DEARBORN HOMES

HAROLD L.ICKES HOMES

DEARBORN HOMES

20 JULIA HAROLD L.ICKES HOMES 21 C.LATHROP HOMES 21 LAWNDALE JULIA C.LATHROP 22 COMPLEX HOMES 22 LELAWNDALE COMPLEX 23 CLAIRE COURTS EXTENSION 24 PARK HOMES 23 WASHINGTON LE CLAIRE COURTS EXTENSION

WASHINGTON PARK HOMES

NEW MIXED-INCOME HOUSING DEVELOPMENTS 25 MIXED-INCOME ORCHARD PARK HOUSING DEVELOPMENTS NEW 26

MOHAWK NORTH

NORTH TOWN VILLAGE

RENAISSANCE NORTH

25 26

ORCHARD PARK

MOHAWK NORTH

27 OLD NORTH TOWN VILLAGE TOWN SQUARE 28 KENWOOD RENAISSANCE NORTH 30 OAKLAND 29

29 HEARTS OLD TOWN SQUARE 31 UNITED (THE QUINCY 30 AND KENWOOD OAKLAND THE LANGSTON) 31

HEARTS UNITED (THE QUINCY

CITY STATE PROPERTIES: PROJECT BASED SECTION 8 AND THE LANGSTON) 32

HARRISON COURTS

33 LATHROP COURTS CITY STATE PROPERTIES: PROJECT BASED SECTION 8 34

LE CLAIRE COURTS

LOOMIS COURTS

MAPLEWOOD COURTS

32 33

HARRISON COURTS

LATHROP COURTS

34 OGDEN LE CLAIRE COURTS 37 COURTS 35 PRAIRIE LOOMIS COURTS 38 COURTS 36

MAPLEWOOD COURTS

OGDEN COURTS

PRAIRIE COURTS

NUMBER OF RESIDENTS NUMBER OF OCCUPIED UNITS NUMBER OF PLANNED UNITS

NUMBER OF RESIDENTS

NUMBER OF OCCUPIED UNITS NUMBER OF PLANNED UNITS

american builders quarterly july/august 2010

the chicago housing authority

it’s a positive stabilizing force for many of our neighborhoods.” Another positive outcome is that the CHA’s existing properties are located, and continue to be located, in desirable locations.

Kenmore Senior Apartments, which is being rehabbed and is expected to achieve a minimum LEED silver rating.

Little adds, “We’re probably seeing more receptivity to public-housing families [who] move into areas [that] perhaps historically wouldn’t have these families. I think we’re seeing change in the sentiment.” Going Green with LEED Today, some of the gallery-style high-rise housing projects in these once-isolated communities has been demolished. Their footprints are now being used to provide more safe and sanitary housing. “We started down this path years ago, actually, taking our guidance from our mayor, who is very, very big on sustainable design,” Little says. ”Over the years, our projects have become greener and greener. We’d start with just basic stuff, from disconnecting down spouts to having green roofs and a variety of things like energy-efficient boilers.” To date, the Chicago Housing Authority has achieved more than $100 million in energy savings, Little says, which helps greatly with the sustainability of its properties. “We also have been on the forefront of energyperformance contracting, where we hire a contractor to make energy-efficiency improvements in our existing buildings with guaranteed savings from that contractor over the long term,” he adds. “That has helped us reduce energy costs and helped us reduce carbon-dioxide emissions in the city tremendously. We have invested more than $62 million in these types of energy-performance contracting initiatives.” The Authority began developing its programs toward LEED seven years ago, when its development program was in the nascent stages. It aims to have a LEED Gold standard for communities that have new developments, such as the Lathrop Homes, a development on the North side of Chicago in Lincoln Park. “We want to set the example,” Little says. “Oftentimes, it takes the private

The HUD Secretary at the Kenmore Senior Apartments.

RETROFITTING: Small Changes, Big Results In an effort to make its properties more energy efficient, the CHA: · Implemented more performance contracting work ($62.8 million) than any other public housing authority in the nation; · Replaced 60,000 incandescent lighting fixtures with energy-efficient type; · Replaced 10,000 refrigerators with high-efficiency models; · Replaced 11,000 toilets with low-flow models; · Replaced heating and domestic hot water boilers with high-efficiency models at developments, totaling 5,950 units; · Avoided emissions totaling 21,488 metric tons—the equivalent of removing 3,935 passenger vehicles from the road; · Reduced water use by 44,800,000 gallons a year; · Saved $30 million under HUD-approved Energy Performance Contract.

the chicago housing authority

chicago housing authority by the numbers total units managed 17,813 family units 6,092 senior units 9,178 scattered-site units 2,543 2010 new/rehabilitated units 890 energy-performance contract initiatives $62 million total energy savings $100+ million co2 diverted +21,000 tons water saved annually 44 million gallons

a message from bank of america merrill lynch The CHA’s transformation plan included the redevelopment of existing public housing into mixed-income communities of family dwellings, and the rehabilitation of senior-citizen and scattered-site housing. As part of this unprecedented effort, Bank of America Merrill Lynch provided the debt restructuring of CHA’s groundbreaking $269 million tax-exempt Capital Grant securitization, which provided approximately $60 million in additional Capital Grant funding capacity to support the Plan for Transformation. Other financing solutions included: •$180 million in construction financing; • $24 million bond transaction; • $6 million in federal low-income housing tax credits; • $250,000 grant to a Chicago nonprofit transformation plan advocate; • A $300,000 grant to CHA for general operations and workforce readiness. As the CHA continues its Plan for Transformation, it has the intellectual and financial support of a long-standing leader in community-development finance.

american builders quarterly july/august 2010

The Parkside of Old Town development overlooks Chicago’s skyline.

sector a while to embrace certain initiatives because of a fear that the costs are going to be prohibitive. We want to be the ones to get out front and demonstrate that we can actually achieve this.” Currently, the Chicago Housing Authority is rehabilitating its first LEEDdesigned senior building, called the Kenmore, and it has plans for another senior building in the works. The CHA hopes that both properties will achieve a LEED Gold certification. In addition, the CHA’s mixed-income developments in the Parkside of Old Town were recently awarded one of the four Smart Growth Achievement Awards, which are given by the EPA to public- and private-sector entities that have had success improving communities environmentally, socially, and economically through smart-growth principles. The organization’s high credit rating, AA, also helped it achieve some of its sustainable practices. The CHA began selling $25 million of taxable revenue bonds at the beginning of the year. Its first debt issue is part of the Build America Bond program. The proceeds are expected to help the company’s energy-efficiency measures. “The bonds that were just issued for that were matched with stimulus funds, which were used to pay for the initial up-front construction related to the installation of those new energy-efficient boilers,” Veenestra explains.

the chicago housing authority features

“We have set the groundwork for [the Plan for Transformation], and all of the integration of our housing and our housing investments within the broader community, and the fabric of the city of Chicago, will live on and carry on.” —Tim Veenstra, Senior Vice President of Asset Management

Furthermore, the replacement of 50-year-old boilers in variety of vehicles, Little says. They’ll include vouchers, 21 senior buildings last summer is expected to result in acquisitions of distressed or foreclosed homes, and energy savings of more than $1 million. “That helps us to traditional development. “Even though the units withbe able to use those savings to pay down the initial costs, in the Plan for Transformation will come to an end, the construction costs,” Veenestra continues. “Over the and we will finish and reach that goal, the work for the long term, after those initial costs are paid for, we will Plan for Transformation will continue,” Veenestra says. continue to reap these savings, which will allow us to “We have set the groundwork for all of that work, and provide more housing at a lower cost for our residents.” all of the integration of our housing and our housing investments within the broader community, and the It may be a while until the CHA’s Plan for Transformfabric of the city of Chicago, will live on and carry on. ation is complete, but the community is already seeing That’s the intent. I think that’s the mayor’s vision. I a positive change. A focus on mixed-income sites think that’s the city of Chicago’s hope for the Chicago throughout the city will continue and will utilize a Housing Authority.” ABQ

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The courtyard of a custom home, into which Naam incorporated traditional, elegant, and modern designs.

64 american builders quarterly july/august 2010

property development

Naam Development Corporation Development firm builds “ultimate homes” on a massive commercial scale by russ klettke

there are homes in orange county, caifornia, that resemble resorts in many respects—residences with 30,000 square feet of indoor space, with features such as gyms, theaters, 10 bedrooms and 10 baths, outdoor pools, and stunning landscaping on acre-sized lots. Situated in developments that go by names such as Ritz Cove, Ocean Ranch, Pelican Crest, and Shady Canyon—in the municipalities of Dana Point, Capistrano, Newport Beach, and Irvine—these are the high-end “ultimate homes” that establish the area’s image as an American paradise. So it shouldn’t be terribly surprising that development and construction company Naam Development Corporation, which built its reputation by erecting such residences, could make a successful transition to building large-scale commercial structures. Naam Development began as Nathu Development in the early 1980s, in the middle-market sector. (Residential

projects are still built by the Nathu-branded side of the company.) It built its first upscale spec home in 1994, and today the firm continues to work in the highest level of the residential market. But when hotel owners noticed Naam’s work, the firm was asked to provide millwork finishes and renovations for existing hotels. Now, Naam orchestrates the ground-up building of major chain hotels as a singlesource contractor or construction manager. “Custom homes are very complex,” explains Virendra “VJ” Nathu, president and founder of the firm. “We apply everything we’ve learned from building landmark residences to hotel construction—it’s just larger.” The company works on an array of projects, ranging from 10,000- to 50,000-square-foot locations for such clients as Hampton Inn, Courtyard by Marriott, Doubletree Club, Homewood Suites, Hard Rock, and Hilton Suites hotels, as well as retail, medical, and office structures.

american builders quarterly july/august 2010

at a glance location: irvine, ca founded: 1983 employees: 7 area of specialty: commercial and residential general contracting, design-build, and construction management

property development naam development corporation

We apply everything we’ve learned from building landmark residences to hotel construction. It’s just larger. —Virendra “VJ” Nathu, President & Founder

This custom home in the prestigious Shady Canyon Community in Irvine, CA, is just one of the many impressive residential projects completed by Naam Development.

However, there are many aspects of building highFor Naam, the characteristics required of a designer to end homes and quality hotels that differ, explains Ashish ensure customer satisfaction, in both residential and Nathu, vice president of the firm. “Homeowners are commercial development, are as follows: looking for form and function that they will live with and love for a long time,” he says. “For commercial • Financial responsibility: The bid is a comprehensive clients, we have to satisfy more stringent timing, look at project costs, and the contract is “open book, productivity, and efficiency goals.” Ashish also states encouraging the client to go into the ledger every two to that a certain level of excellence is maintained for both four weeks, to see where costs are coming in,” VJ says. residential and commercial projects. “We don’t sac“We give them frequent updates to changes in price and rifice quality in either sector, because of the company’s budget and why those changes are occurring. If we ever quality residential heritage,” he says. “Everything has go over the original budget, they know why in adv-ance. to be tight. Tiles, joints—everything fits so well [that] We’ve never had a client unhappy with budget in 25 years.” there is minimal caulking.” Additionally, a qualitycontrol manager complements other on-site staff on • Quality: “We have subcontractors that we know and large projects. trust, and a quality-control manager who supervises

american builders quarterly july/august 2010

naam development corporation

Naam’s development portfolio includes many high-end hotels, including this one located near Disneyland.

them, to achieve the best possible [result],” Ashish says. He explains that this level of quality reaches farther than what is visible. “For example,” he says, “the sounds of plumbing are not heard in other rooms of the house.” • Reputation: The firm gets virtually all its business via referrals. “Honesty, integrity, professionalism, and fairness are what people know us for,” VJ says. In fact, the name “Naam” is Sanskrit for the principles of promise, respect, and truth. • Process: Particularly with home building, “it should be a fun, not stressful, process,” VJ says. “My nature is very mellow.” This characteristic is an asset to com-

munication in the time-sensitive end of commercial development, as well. “My philosophy is that the more you communicate, the happier everyone involved in the project is in the end,” he says. Currently, Naam Development is branding and competing more on a commercial level than ever before, with a strong pipeline of projects in hospitality, retail, office, medical, and other segments. Of course, it remains a challenging market for all players in real-estate development. A hopeful sign is that Nathu Development is building two very large homes, at more than 30,000 square feet, in 2010—good, solid work for a firm that is looking forward to a solid economic recovery by 2011. abq

american builders quarterly july/august 2010

property development

presidian

Presidian’s portfolio includes the reopening of the historic Mayo Hotel in Tulsa, OK.

PRESIDIAN Development firm embraces growth with international hospitality business by laura williams-tracy

throughout his 26-year career as a hospitality developer, H. Drake Leddy has become no stranger to hard work and, in turn, business success. The son of a West Texas boot maker, Leddy has developed over half a billion dollars worth of commercial real estate, including 14 signature hotels in 10 states and in the Caribbean and Mexico. Today, Presidian is a development, management, and construction firm with expertise in hospitality, highrise residential, and mixed-use developments. Presidian also serves as a consultant and problem solver for clients wanting to maximize the value of their property.

at a glance location: san antonio, tx employees: 450+ area of specialty: development, management, and consulting

After college, Leddy followed his father’s advice by attending law school in the hopes that an education in law would lead to a successful career as a business leader. The young attorney and CPA started his career as a tax accountant with Arthur Anderson & Co. in Houston. Still in his late 20s, Leddy was responsible for opening

american builders quarterly july/august 2010

the accounting firm’s San Antonio office’s tax division. He was instrumental in growing the business from 12 employees to 130 in a matter of 2 years. “There were wonderful opportunities to do work far beyond my pay grade,” Leddy says. “But if you could do the work, you got promoted.” Leddy’s knack and passion for building prompted the chairman of insurance giant USAA to ask Leddy to take the role of president and COO of the company’s real-estate division in 1984. “The chairman had a vision that the real-estate industry was heading for the rocks,” Leddy says of the pending savings and loan crisis. “His instruction to me was to prepare for a pretty bad downturn.” Leddy began to sign long leases with good credit tenants, in order to shed weaker real-estate-developer partners and to strengthen the insurance giant’s position, so it could stay just ahead of the tidal wave. “For the

presidian

property development

I determined that if I was going to build and own these hotels, I was doing a disservice to myself by turning the management over to a third party, because I was putting my destiny in the hands of someone without a dog in the fight. —Drake Leddy, Chairman & CEO

most part, we avoided the crash,” he adds. “Life was good, and I was a fairly young man doing big things.” Standing strong while approaching the end of a recession, Leddy decided it was time to jump back in and acquire distressed real estate. With his employer choosing to remain liquid, Leddy opted to leave USAA and launch his own development business. He became a SAMDA (Standard Asset Management and Disposition Agreement) contractor to liquidate assets for the Resolution Trust Corporation, and within five months he and a former banking partner were managing nearly $3 billion in distressed properties. Among those properties was Leddy’s first hotel, one of the first Mission-style Hampton Inns in the Southwest, which entered the market perfectly and was a huge success for the development partners. Leddy had found his niche, and he began developing more hotels, along with other types of commercial real estate. “I had the great luxury of not being infected with any of the deals that were bad,” he says. “A lot of the people I was competing with were limping badly. There’s nothing like being lucky enough to be at the right place at the right time.”

too overheated, and he began to divest properties. “I sold two-thirds of my hotels in late 2006 and 2007,” he says. “The bad news is that I should have sold them all.” Today, Presidian owns eight hotels, with two newly opened properties, including an Aloft Hotel by “W” in Kansas City and the reopening of the historic Mayo Hotel in downtown Tulsa, Oklahoma. Presidian has formed investment partnerships with large institutional investors to look for distressed property acquisitions. With few attractive development opportunities in the United States, Leddy is pursuing plans for an event center and resort in the Bajio region of central Mexico in the historic city of San Miguel de Allende. “We feel like we’ll bring business people from Mexico City, Guadalajara, San Louis Potosi, Queretaro, and Leon to meet during the week, and leisure and event travel on the weekends,” Leddy says. When hospitality-development opportunities reemerge in the states, be sure Leddy will have left his options open. abq

Leddy’s hotel portfolio grew with more Hampton Inns and Doubletree hotels, so much so that by 1995, he decided it was time to start his own hotel-management business. “I determined that if I was going to build and own these hotels, I was doing a disservice to myself by turning the management over to a third party, because I was putting my destiny in the hands of someone without a dog in the fight,” he says. As his business matured, Leddy took on investors who bought a portion of the business and provided him with cash to develop new and larger projects, including Legacy Town Center in Plano, Texas. By 2006, Leddy owned 17 hotels and employed more than 600 people. Again, he saw the commercial real-estate market getting

The Legacy hotel in Plano,TX, was one of the first large-scale projects completed by Presidian.

american builders quarterly july/august 2010

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property development

Fountainhead’s tenantdriven philosophy has allowed it to develop numerous projects, including this Wendy’s in Palm Desert, CA.

Fountainhead Development, LLC Approaching retail development from a tenant perspective by zach baliva

craig smith only had one other job before opening Fountainhead Development, LLC. It might sound unusual for the founder and president of a highly regarded, niche retail-development firm not to have more traditional experience with other developers, but Smith has transformed his unusual trajectory into a career strength. Smith started his career with Coldwell Banker Commercial Real Estate Group in 1984. There, he completed an intensive commercial group-training program and then served as a retail specialist in the nation’s topranked department. As the market slowed in 1992, Smith started to form his own company, Fountainhead, which eventually launched in 1995. At the same time, California-based fast-food chain Del Taco was enduring tough economic times as well. Smith and his business partner met the company’s CFO, negotiated a deal, and took his signature to a local bank to finance the company’s expansion. Del Taco became Fountainhead’s first client. “I’d had one job in one location for 10 years,” Smith says. “Then I started my own

company based on a relationship, and in six months, everyone we knew at that company was gone.” The experience was a minor setback, but it taught Smith a valuable lesson: development is all about relationships. Realizing he had more to learn, the young developer found a new client and renewed his commitment to building a successful business. “Being a broker is a wonderful education in real estate and learning who wants to be there and what they will pay,” he says. “But you only learn 15 percent of what it takes to be a developer.” The Del Taco experience taught Smith that a good developer must place client needs as top priority. at a glance In fact, that belief would become the cornerstone of Smith’s fledgling company. While most developers find land, put it in escrow, hire builders, raise interest, and move forward, Smith takes a different approach. “The traditional development formula requires one to have more demand than space to maximize income,” Smith says. But he wanted to take Fountainhead down a different path. “I was between landlords and tenants and understood that you don’t have a job until a tenant signs

american builders quarterly july/august 2010

location: newport beach, ca founded: 1995 employees: 5 area of specialty: retail development

property development fountainhead development, llc

Development should be approached from a tenant perspective. If you align your interest to a tenant’s success, you succeed and prosper with their success. —Craig Smith, Founder & President

a lease,” he continues. “Development, then, should be approached from a tenant perspective. If you align your interest to a tenant’s success, you succeed and prosper with their success.” That became Fountainhead’s overriding philosophy.

says, helps him operate on his own terms. “Other companies that develop as much as we do usually have 20 or 30 people,” he explains. “Maintaining a staff of five and farming out work allows us to pursue the right personnel on the right project on every project.”

Smith says that another key to his success lies in his core team. Fountainhead has long-standing relationships with brokers, architects, and engineers whom it works with on various projects. “If you want to be the best at what you do, you have to work with the best,” Smith says. Having the best team allows tenants to trust a developer to address issues, take care of needs, and generally get things done. And the approach is working; Fountainhead has emerged as a niche retail developer of southwestern properties, with a client list that includes major players like Starbucks, Jack In the Box, McDonalds, and JP Morgan Chase & Co.

The company is routinely working on developments ranging from single-tenant locations to multi-tenant shopping centers. Currently, its largest project is a $30 million, 20-acre center in Apple Valley, California, built around a Target store. Other tenants in the development include Applebee’s, Panda Express, AAA, US Bank, Staples, 99¢ Only Stores, and a microbrewery.

Fountainhead has another unusual characteristic: a workforce of five people. The company’s size, Smith

Smith’s tenant-centric approach is bringing big results. To date, Foundtainhead has completed more than 40 developments for its high-profile clients and is widely regarded as a regional industry leader. For Smith, the success is validation of his original theory—a developer must always look out for the interests of his tenants. ABQ

Jack In The Box is just one of many bigname retailers with whom Fountainhead works. Below, a location deigned by the firm in Palm Desert, CA.

american builders quarterly july/august 2010

property development

Bruce Bros specializes in all phases of the construction process for every project, including this custom home overlooking the Pacific Ocean.

Bruce Bros LLC A leader in luxury custom-home development in Oregon’s Banana Belt by julie edwards

located in what is known as the banana belt of Oregon (because of its subtropical-like weather), the beautiful coastal community of Brookings is seven miles from the California border and offers year-round temperate weather, making it a desirable place to build a new permanent dream home or a coastal vacation property. Bruce Bros LLC, founded in 1996 by brothers Noah and Joshua Bruce, incidentally has grown to become the leading property-development and generalcontracting company in the Brookings area, specializing in large, custom homes on the coastline. “We started the company 14 years ago with nothing,” says Noah Bruce, co-owner. “We literally built it from the ground up. My brother and I began as general laborers and, after years of hard work and taking a couple chances, built our business into the success it is today.” Indeed, Bruce Bros has easily grown into one of the busiest builders in the Brookings area. The company

offers multifamily residential construction, including developing condominiums and numerous subdivisions with homes ranging from 1,500 to 10,000 square feet; high-end remodeling and custom-built, single-family home construction; and a full spectrum of other construction services, such as specialty concrete and finish work, framing, general contracting, and design. In 2007, the company was recognized by the City of Brookings for its work, receiving a Beautification Award. “Though we primarily build custom homes—regardless of the size or scope—whenever we approach a project, our goal is to create a project that we can be proud of,” says Joshua Bruce, co-owner. “On many of our projects, the clients will simply allow us to use our creativity in the design and construction, and let it flow throughout the home.” Both Joshua and Noah agree that vision, dependability, and craftsmanship are what set their company apart from others in the area, and they have built the company’s

american builders quarterly july/august 2010

at a glance location: brookings, or founded: 1996 employees: 8 area of specialty: custom residential construction average annual sales: $2 million

property development

bruce bros llc

All too often, generic homes are labeled ‘custom’ just because there isn’t a home that looks like it in the same neighborhood. We truly strive to build a completely unique custom home that is specific to the client’s wants and needs. —Noah Bruce, Co-Owner

The 847 Chetco Point Terrace home, with axpansive views overlooking the Pacific Ocean, exemplifies the luxury homes designed by Bruce Bros.

reputation on the consistency and quality of its work. “We try to specialize in all phases of construction so that nothing goes overlooked,” Noah says. “Our company’s customer-service goal is to make the construction process a fun adventure, and our customer-service values have increased the number of happy clients in the area.” The company’s commitment to service and warranty has helped it build lasting relationships in the area, not only with clients, but with vendors and suppliers as well. “Our reputation for building strong relationships is the true success of our business,” Joshua says. “We want the people we work with—from the homeowners to subcontractors—to know we are committed to each and every project 110 percent.” As a result, the company regularly returns to the same subcontractors, suppliers, and vendors, and has built a strong word-of-mouth reputation and continued repeat business among satisfied homeowners. When asked to choose a project that exemplifies Bruce Bros’ philosophy and area of specialty, the brothers quickly point to one of their most recent projects—a large single-family home in Brooking’s Deer Park. “From the finish work to the custom features, the Deer Park home was a true custom home, with exceptional attention to detail,” Noah says. “The homeowners were comfortable enough with the quality of our work to give us some creative liberties, and we were able to really showcase our skills and vision, and we are thankful.” A project like the Deer Park home allows the company to showcase its individual, specialized services. “Our goal was to build a quality custom home that was 100 percent unique,” Noah says. “I know that ‘custom’ means just that, but all too often, generic homes are labeled ‘custom’ just because there isn’t a home that looks like it in the same neighborhood. We truly strive to build a completely unique custom home that is specific to the client’s wants and needs.” Because of its reputation and strong client relationships, the company was able to stand strong through the recent economic downturn, and for 2010 and beyond, Bruce Bros’ goals are “to continue to build and develop great relationships with clients that, in turn, transform themselves into beautiful projects that everyone in the community is happy with,” Joshua says. “Our overall goal is to continue to help make the local community a better place for all of us to live. Building in a small, rural area can be challenging at times, but we try to develop with a purpose and respect for the small-town feel that we would all like to maintain.” abq

american builders quarterly july/august 2010

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historical restoration

Mathers specializes in renovation and restoration work for various commercial and governmental projects.

MATHERS CONSTRUCTION TEAM Design-builder maximizes strengths with municipal adaptive-reuse projects by zach baliva with a history that dates back to 1948, Mathers Construction Team has seen many changes. Nick Collins, president of the Waynesboro, Virginia-based company, says that one of the biggest changes has been in project management. While builders formerly employed numerous tradespeople in many disciplines, companies now do jobs with only a project manager and a superintendent. “Our company has survived through many challenges and eras,” Collins says. “We’ve had to grow and adapt, but we’re still here.” Now, Mathers Construction Team provides construction services in many venues, including parks, pools, banks, churches, educational facilities, medical centers, and offices.

at a glance location: waynesboro, va founded: 1948 employees: 25 area of specialty: design-build, construction, and renovation

The present challenge is, of course, the nation’s struggling economy. However, as private and commercial building slows, Mathers is finding success in the more-active government sector. In fact, the company has completed several projects in Charlottesville, Virginia, and is currently working on a senior-living center in Staunton,

american builders quarterly july/august 2010

Virginia, for Octagon Partners. “We don’t see a great demand in any other market right now, but municipal adaptive reuse has great potential,” Collins says, adding that his team has strength and experience in the area. However, companies seeking work on government jobs must grow accustomed to the hard-bid process, in which the contract is often awarded to the company able to work fastest and for the least amount of money. “Sometimes it’s just about keeping the boat floating while you wait for better waters,” Collins remarks. Ninety-five percent of Mathers’ work in 2009 came through the hard-bid process. Although the jobs often provide little or no profit, companies can pay their bills and keep workers engaged. Such is the case at Mathers, where Collins and the rest of the company have developed expertise and experience in renovation work. The company, which has renovated libraries and schools, also completed restoration of the

mathers construction team

Our company has survived through many challenges and eras. We’ve had to grow and adapt, but we’re still here. —Nick Collins, President

Stonewall Jackson House in Lexington, Virginia, and is in the process of working on the nearby Wayne Theatre in Waynesboro. Another renovation project, Gypsy Hill Place, is quickly becoming what Collins calls his “highlight” job. Located in Staunton, Gypsy Hill Place is the adaptive reuse of Robert E. Lee High School, which was built in 1925 and remodeled in 1952. The 117,000-square-foot building will be transformed into an active-living senior center. John Mohme, senior estimator at Mathers, says that there are several challenges inherent to the $8.6 million job, Mathers’ quality work is due in large part to its highly trained team.

because the building is listed on the National Register of Historic Places. “What you see now is what you’ll see when we’re done,” he says, explaining that the building’s exterior must appear identical. Historical work, he says, is delicate because a construction company must meet modern building codes while maintaining the charm and character of an old, and often beloved, building. Renovations often create excitement in the area, and perhaps one of the best gifts Mathers has given to the Staunton community is its preservation and reuse of the old Robert E. Lee High School, which has been a part of so many lives in Staunton. “We conducted tours and showed people what we intended to do,” Collins says. “We wanted alumni to know that the school wouldn’t be torn down, but would remain a part of the community.” The building won’t reopen as a school, but locals seem happy that Mathers is working hard to preserve its character. Prior to construction, more than 600 people attended an open house at the old school. The event included, among other things, one last dance in the gymnasium. In fact, an active community presence is one of the company’s trademarks. “We like to be active in the community and interact with people,” Collins says, adding that Mathers is a “hometown, community-oriented” company that supports its neighbors—the owner even recently bought a portion of the Waynesboro Generals, a local baseball team. Characteristics like these have helped Mathers Construction Team to maintain its elite level of professionalism, as it marries community with quality. Mathers will be further propelled through a tough economy by a change in ownership. For many years, the Johnston family owned Mathers, but that started to change in 2003, when John Johnston sold 49 percent to employees. Late last year, his family sold its 51-percent controlling interest to David Gauldin II. Gauldin has vast experience in industrial maintenance, and Collins is confident his background will help Mathers expand into new areas. abq

american builders quarterly july/august 2010

historical restoration

Perry & Morrill was able to help ease the expense of this Health Access Network project for a valued client.

PERRY & MORRILL, Inc. General contractor builds and restores high-profile structures with historical sensitivity by russ klettke

at a glance location: bangor, me founded: 1945 employees: 15-30 area of specialty: general contracting average annual sales: $10 million

yankee ingenuity has always been in good supply in Bangor, Maine. Historically, this is where early American settlers had to make do with a landscape and climate that was less forgiving than the Virginia territories to the south. The hardscrabble Puritan settlers instead learned to farm, fish, and manufacture from limited resources. They built things to last. Perry & Morrill, Inc., a general contractor founded at the close of World War II, proves that this same philosophy of economy and hard work is alive and well in the 21st century.

within a 100-mile radius of Bangor. These include several buildings at the University of Maine’s principal campus at Orono, satellite facilities in Augusta and Machias, additions to the Shawn Walsh Hockey Center, a complete gut-renovation of the historical Lord Hall (the new University Art Center), and the new Student and Technology Center at the Augusta Campus. The company also served as general contractor for a number of local financial institutions, the Bar Harbor Airport, the Calais Free Library, Huntress Garden Housing in Belfast, and the Skowhegan Middle School.

Perry & Morrill doesn’t shy away from challenging and James refers to some of the firm’s recent projects, where high-profile projects. The firm—owned by president James Nason and his brothers Donald (vice president and ingenious thinking was essential, including: treasurer) and Richard (vice president and secretary), all of whom bought the firm from their father Charles, who • Health Access Network: This new out-patient healthcare facility in Lincoln, Maine, encountered a bought the firm from founder Stanley Morrill in the topographical miscalculation by a third party, leading early 1970s—has built many distinct public structures

78 american builders quarterly july/august 2010

historical perry & morrill, inc. restoration

We’re not price-oriented. We work with our clients to bring their project in within their budgets. —James Nason, President

why work with perry & morrill? Perry & Morrill, Inc. manages its design process effectively, winning repeat business and a good reputation in its close-knit community through three key operating principles:

flexibility: “We’re not price-oriented,” James says. “We work with our clients to make the project work within their budgets.”

1. knowledge: “We grew up in this business, learned it from the ground up,” James says. It doesn’t stop there, as he himself is studying for LEED accreditation.

3. value: The firm takes a value-added approach that always seeks the best product for the best price, James says.

to a half-million-dollar overage in the building’s overall budget. Perry & Morrill reduced its own margins to help ease the client’s expense. • Monroe Salt Works: This artisanal salt-glaze stoneware factory uses a 15th century firing method in its kilns that intentionally create sulfuric-acid vapor. But what is good for the pottery is bad for overhead trusses, so Perry & Morrill had to find ways to stop the roof from deteriorating. James and his project managers identified heavy-duty polypropylene plastic and other materials that could withstand both the acidity and high temperatures. • General Electric: This multinational’s Bangor plant manufactures electric turbines to exceptionally precise specifications. Consequently, the physical structure itself, including vats constructed by Perry & Morrill, had to be built to within one-eighth-inch variances. • Old Town Methodist Church: The project involved building this original structure, rebuilding it after a fire, and constructing two additions. The firm used its historical knowledge of utilities and drainage components gained from this renovation to improve each subsequent project. Clearly, Yankee ingenuity is about more than good ideas—it’s about seeing good ideas through to completion in a way that satisfies clients. 65 years of design excellence and client sensitivity allow Perry & Morrill to be trusted with buildings that are so important to its community. ABQ

PERRY & MORRILL, INC. GENERAL CONTRACTORS BUILDING & REMODELING Commercial • Industrial • Housing President: James Nason • Vice President – Treasure: Donald Nason Vice President – Secretary: Richard Nason

Building A Better Maine Since 1945 Some of Our Many Projects Built With Pride: Health Access Network and Lakeview Housing Lincoln; Fire Station at Hancock County Airport; Aubert Hall Boss Lab., Dormatory Upgrade At Somerset Hall, Lord Hall Renovations, Shawn Walsh Hockey Center, “Hall of Fame” Addition to Alfond Arena, Soderberg Center Addition To Jenness Hall, Technical Classroom Addition at The University of Maine Augusta, Student Center at The University of Maine Augusta, Dorward Hall Addition at The University of Maine Machias, Old Town Methodist Church, Thompson Free Library, Old Town Public Library Expansion Project, Maine Saving Credit Unions In Hampden, and Bangor, Eastmill Federal Credit Union, Bangor Fereral Credit Union- Hogan Road, Unity Fire Station, Orono Public Safety Facility, Fort Knox Crew Quarters Restoration, Ellen Leach Housing Phases II & III, EMMC Student Housing, Wenona’s Place Housing, Maine Saving Credit Union, UBS Renovations.

Associated Builders and Contractors, Inc.

1380 Hammond Street P. O. Box 986 Bangor, ME 04402-0986 Phone: (207) 942-1101 Fax: (207) 942-0733

american builders quarterly july/august 2010

monarc construction inc.

Monarc provided updated mechanical, electrical, and acoustical systems to St. John’s Church inWashington, DC.

MONARC CONSTRUCTIOn inc. Luxurious embassies, prestigious structures, and modernization of the historic by kimberley banjoko

at a glance location: washington, dc employees: 100 area of specialty: historic renovations annual sales: $48 million

much more than just a construction company, Monarc Construction Inc. delivers high-quality services and products while tendering to the environment and raising the bar for industry standards. “We want to provide a high-level standard of work, so people realize that we will do more than what was asked for,” says John D. Bellingham, founder and president of the company. Bellingham’s strong vision of green building and energy conservation is implemented in each example of the company’s work. “We’re in the process of building and designing in ways to show people that you can build sustainably to cut down your carbon footprint dramatically,” Bellingham says.

Monarc Construction displays versatility when working to exceed customer expectations, and its specialties cover a wide spectrum of services for commercial and residential structures, such as embassy and diplomatic mission work, green/sustainable construction, historic renovation, multifamily residential, and small projects and services.

With countless professional certifications and numerous awards for quality construction and safety, the company has gained acclaim in the Washington, DC area. It recently renovated St. John’s Episcopal Church, located across from the White House, just in time for the newly inaugurated President Obama to attend service prior to his inauguration in 2009. “We’ve got a lot of work, and

The defining factor of Monarc Construction, though, is its dedication to providing the best craftsmanship and the most skilled professionals on the job. “When there is so much work, it’s hard to get trained professionals to cover them, so we run a continuing training program and sponsor trainees to get a higher education geared towards gaining the professional skills the industry

american builders quarterly july/august 2010

they’re interesting projects,” Bellingham states. “We’ve been noted for some interesting monumental jobs and embassy work. It’s an interesting fact that there are more embassies in Washington, DC, than any other capital city in the world.”

historical monarc construction inc. restoration

needs,” Bellingham says. “We have valuable employees serve as good examples to the new people, so they see the standards we expect.”

Monarc has done extensive renovations throughoutWashington, DC, including work at the Ronald Reagan National Airport.

Educated in construction by the European system, Bellingham, a native Briton, came to the United States out of pure fascination, but he wound up bringing his high standards and expertise to the US market. “The whole energy crisis in the ’70s set America back a few years,” he says. “So many people weren’t trained in construction, but building a building today is technically challenging. This is a very complex industry, and we don’t have enough professionals who are trained in that area. That’s where we’re lagging.”

Our expertise and services are definitely high end, and we work to provide the best value in the industry. —John D. Bellingham, President & Founder

Since its founding in 1987, Monarc Construction has undergone numerous changes, including a separation from its cofounding company, Trammel Crow Company, and a merger with Boulder Construction Corp.—all within the same decade. Bellingham and his company strongly advocate sustainable building. Today’s challenge, he says, lies in the fact that many contractors are not savvy in energy conservation. Many companies design hundreds of poorly insulated buildings, demolish strong ones, and take part in the unnecessary waste of supplies and tools. “It’s not that difficult to be green,” Bellingham says. “There is a limited amount of renewable resources, so we need to get away from the bad practices of the old days, where we just tear things down, throw it all away, and start again. Kind of like a person, you have to build your body to be strong, and as you get older you can get that tummy tuck or face-lift to improve yourself. We need to do this with our buildings—adapt them and reuse them, not tear them down.” As the demand for efficient construction grows and natural resources diminish, Monarc Construction definitely serves as an exemplary model to other builders in the industry. ABQ

Adams Heating & Air Conditioning Co. 10630 B Riggs Hill Road

Jessup, MD 20794

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Adams Heating & Air Conditioning has been serving the Washington-Baltimore Metropolitan area since 1982. We specialize in heating and air conditioning for residential multi-family housing and new construction, and offer high quality energy-saving products. We service, repair, and install all makes and models of heating and air conditioning equipment. Among the many projects, Adams Heating & Air Conditioning has been involved with Monarc COnstruction in Sucessfully completing Foreign Embassy HVAC projects. This has allowed both companied to showcase our commitments of high quality craftmanship and professionalism to Ambassadors of the world on a global basis. We are a Service Disabled Veteran Owned Business Toll Free: 800.875.9276 Phone: 301.937.2336 Fax: 301.604.5393

www.adamsheating1.com

last word

VIP Structures Reimagines Historic Syracuse the metropolitan development association of Syracuse and Central New York (MDA) has chosen VIP Structures to redevelop four prominent historic buildings on South Salina Street, revitalizing this critically important section of downtown Syracuse. VIP will develop the Chamberlin, Witherill, Wilson, and Bond buildings into a mix of residential and retail space that will be known as “Pike Block,” named for Henry Pike, the original developer and builder of the Witherill building.

VIP will build out Pike Block’s 130,000 square feet of space into 87 one- and two-bedroom apartments and 25,000 square feet of street-level retail space. Numerous sustainable features will also be incorporated into the buildings, including rooftop rain gardens, permeable paving, and rainwater recycling. ABQ

Above: Rendering of the new Pike Block on Salina Street. Below Left: Southwest aerial rendering of the project. Below: Historic view of the Witherill Building.

“The 300 block of South Salina is the psychological heart of our City,” said Robert M. Simpson, president and CEO of the MDA. “This block will be a symbol that our community can tackle even its most difficult challenges, showing that with patience, hard work and unanimity of purpose, we can achieve our vision for downtown. When finished, this project will be the standard by which downtown Syracuse is judged. A once-vibrant commercial corridor will be a proud downtown anchor once again.” Source: VIP Structures

82 american builders quarterly july/august 2010

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