B R 921221

Rush University Medical Center
Chicago, Illinois
BUILDING TEAM
AWARDS
15th Annual
24
9TH ANNUAL WHITE PAPER
HIGH-PERFORMANCE
RECONSTRUCTED BUILDINGS
WP01
AIA/CES DISCOVERY COURSE
SAVING MODERN BUILDINGS
WP40
May 2012
www.BDCnetwork.com
May 22012
www.BDCnetwork.com www.BDCuniversity.com
2012 Technical Glass Products. Pilkington Pyrostop is a registered trademark of Pilkington plc. Technical Glass Products, One Source. Many Solutions, Fireframes and Fireglass are registered trademarks of Technical Glass Products.
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All parties in a construction project deserve to work under a fair
contract one in which their interests are represented during
the drafting process. ConsensusDocs standardized contracts
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ConsensusDocs are the only standard contracts developed
by a diverse coalition of 35 leading associations with
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construction industry. ConsensusDocs contracts incorporate
best practices and fairly allocate risk to help reduce costly
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Whether working at the ofce, from the road or even at home,
the ConsensusDocs provides instant access to your contract
documents from any computer through a secure web-
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makes it easy to locate recent projects, edit contracts, review
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Circle 752
landlls love plastic
Failing roofs or crumbling faades, plastic-based systems with
recycled content restore performance and reduce construction waste.
BASFs insulation materials also save enough energy each year to
more than compensate for the carbon footprint of our global operations.
At BASF, we create chemistry.
www.basf.us/construction

Circle 753
www.BDCuniversity.com BUILDING DESIGN+CONSTRUCTION MAY 2012 7
This integrated Building Team opts for a multi-prime contracting
strategy to keep construction going on Chicagos Rush
University Medical Center, despite the economic meltdown.
38 MHTN ARCHITECTS
This 65-person design rm has served
Salt Lake City and the state of Utah for
the better part of 90 years.
45 FOUR MORE TRENDS IN HIGHER
EDUCATION FACILITIES
Our series continues, with a look at
classroom design, ex space, collabora-
tion areas, and university libraries.
48 BIM IN THE ACADEMY
Lessons for the AEC industry.
FEATURES
24
2012 BUILDING TEAM AWARDS
VOLUME 53, NO. 05
MAY
ON THE COVER
The Edward A. Brennan Entry Pavilion at the Rush University Medical Center, Chicago, Ill., pro-
vides a three-story grand entrance for the Tower. It features a four-story terrarium that is open to
the elements and circular skylights that provide natural lighting.
PHOTO: STEVE HALL/HEDRICH BLESSING PHOTOGRAPHERS
Transforming Rush
Cause: Providing essential solutions that
inspire Building Teams to design and
construct great places for people.
28 A PLACE FOR HEALING AMERICAS WOUNDED HEROES
How a Building Team created a high-tech rehabilitation center for
wounded veterans of the conicts in Iraq and Afghanistan.
32 FORGING A COMMUNITY STRONGHOLD
A new military hospital invokes evidence-based design to create a
LEED-certied facility for the nations soldiers and their families.
36 KNOCKING IT OUT OF THE PARK
The new stadium for the College World Series in Omaha combines
big-league amenities with a traditional minor league atmosphere.
2012 RECONSTRUCTION
AWARDS ENTRY INFO
BD+Cs 2012 Reconstruction Awards rec-
ognize the best reconstructed, renovated,
or remodeled projects, based on overall
design, engineering, and project quality
as well as the collaboration of the Building
Team.
The deadline for BD+Cs 29th Annual
Reconstruction Awards is August 3, 2012.
For more information and to download entry
forms, visit: www.bdcnetwork.com/recon-
structionawards/2012.
VIDEO INTERVIEWS WITH
JUDGES OF THE 2012
BUILDING TEAM AWARDS
In these exclusive videos, the judges of our
15th Annual Building Team Awards describe
why the winning projects were chosen and
how they best exemplify the collaboration
of the Building Team, including the owner,
architect, engineer, and contractor.
Visit www.bdcnetwork.com/buiilding-
teamawards/2012/videos.
APP OF THE MONTH:
BUILDCALC CALCULATOR
Submitted by BD+C reader Josh Ayoroa,
LEED AP BD+C, owner of EcoTrue LLC,
the BuildCalc Advanced Construction
Calculator is a construction calculator with
advanced features, including stair and
baluster functions, hip/valley functions, and
custom sizing. Includes a daylight display
mode for better visibility on the job site.
Watch this space for other Featured Apps in
future issues of BD+C as well as the BD+C
App Center at www.bdcnetwork.com.
FOLLOW BD+C ON TWITTER
LIKE BD+C ON FACEBOOK
FOLLOW BD+C ON LINKEDIN
Visit www.bdcnetwork.com and
click on the social media links.
11 EDITORIAL
Focus on the 99% Solution to save
energy, save existing buildings.
12 NEWS
Zero energy research lab at University
of North Texas; FMI white paper on
federal construction; best commercial
modular buildings; Jason Freeland
promoted to vice president at Heery
International; AIA March ABI score;
Lafarge North America moving its
headquarters to Illinois.
20 ON THE DRAWING BOARD
Renovation planned for Minnesota mall;
UMass Dartmouth bioprocessing lab;
mixed-use projects in Broward County,
Fla.; luxury development in Jordan.
50 NEW PROJECTS PORTFOLIO
Childrens hospital in Baltimore;
shopping center development outside
Chicago; Cornell College of Human
Ecologys new sustainable building.
53 PRODUCTS AT WORK
Lacquer-coated roong membrane
at Bostons TD Garden; wall panels
at a charter school in Duluth, Minn.;
Denver Zoo uses LEED software.
57 ADVERTISER INDEX
58 PRODUCT SOLUTIONS
Curbless daylighting system minimizes
leaks; stable hardwood ooring; and
ceiling fan produces silent airow.
DEPARTMENTS
8 MAY 2012 BUILDING DESIGN+CONSTRUCTION www.BDCnetwork.com
Minneapolis 612 339 5958
New Websi t e: schul er shook. com
Dallas 214 747 8300 Chicago 312 944 8230
University of Illinois at Chicago - Richard J. Daley Library
BRUTAL MADE BEAUTIFUL
Circle 754
e-Contents
BD+Cnetwork.com
UNEXPECTED ANGLE
Expanding design possibilities while

shrinking their impact on the environment.
The Appaloosa Branch Library in Scottsdale, Arizona is not just a LEED Gold-certied
building, its also a stunning example of how PPGs building products are helping to
change the face of modern architecture. To enhance the beauty of the exterior and reduce
cooling costs, the librarys architect used PPG Duranar
VARI-Cool
coatings, which
reflect the suns energy and dramatically shift color according to viewing angle.
Our Solarban
60 Atlantica
low-e glass allowed him to incorporate vast areas of

emerald-green glass while reducing the size of the librarys HVAC system and its energy
bills. These are just two from the wide array of innovative glass, metal coatings, and full
line of architectural coating choices youll nd through PPG IdeaScapes
. From building
materials to consumer products, automotive to aerospace, marine and protective industrial
coatings, were bringing innovation to the surface. Visit ppg.com to learn more.
Bringing innovation to the surface. is a trademark of PPG Industries Ohio, Inc.
PAINTS - COATINGS - OPTICAL PRODUCTS - SILICAS - CHEMICALS - GLASS - FIBER GLASS
Bringing innovation to the surface.
Circle 755
From the makers of the worlds leading ACM comes a new, cool paint fnish technology ofered in a broad spectrum of colors that provides higher solar
refectivity, potential energy savings and reduced air conditioning costs. With proven environmental advantages over non-cool fnishes and products,
cool technology already qualifes for LEED credits in roofng applications, and similar certifcations are expected for its use in vertical applications.
For more information or to request samples, call your Alucobond representative or visit AlucobondUSA.com.
INTRODUCING ALUCOBOND COOL
alucobondusa.com
Alucobond
is a registered trademark of 3A Composites USA, Inc.

3A Composites USA, Inc. 2012. All rights reserved.
3A Composites USA Inc.
800.626.3365
Circle 756
FOCUS ON THE 99% SOLUTION
To save energy, save existing buildings
O
ur eight previous White Papers have
explored the early days of LEED; the
business case for green buildings;
life cycle assessment for building products;
how buildings contribute to climate change;
water conservation in buildings; and net-zero
energy buildings (free downloads at: http://
www.bdcnetwork.com/blog/2800st-series-
cam-action-door-closer?page=1).
Our ninth report, High-Performance Recon-
structed Buildings: The 99% Solution, focuses
on reconstruction in its many formstenant
touts, retail renovations, adaptive reuse, historic
preservation, renovation plus addition, etc.
because thats where the money has been for
many AEC rms since the collapse of the new
construction market in 2007-8.
Renovation and reconstruction of existing
buildingswhat the New Buildings Institute and
others are calling deep energy retrotsmay
be the most practical way to achieve signicant
energy, water, and materials conservation. Be-
cause existing buildings represent 99% of total
commercial building stock in any one year, they
offer the greatest opportunity for reducing the
19% of U.S. energy consumption attributable to
nonresidential buildings.
One point that came home to me as we were
preparing this years report is the disaggrega-
tion of commercial building ownership in the
U.S. Ninety-ve percent of nonresidential build-
ings in the U.S. are small, less than 50,000 sf. In
some respects, its easier to retrot the Empire
State Building than it is to aggregate many
smaller buildings with multiple owners.
Another eye-opener (for me, at least) has to
do with the buildings of the Modern eraall
those poorly built, boxy structures from the late
1960s into the early 1980s. As Bradley T. Car-
michael, PE, notes (WP40), these buildings were
poorly insulated, with single-pane glass faades
that just oozed wasted energy. Many were
poorly ventilated, leading to mold contamination.
Modern buildings were relatively cheap to
build; as a result, a lot of them did get built,
which is why we have a deluge of them ap-
proaching the half-century mark and still sucking
up energy by the kilowatt-hour.
There is also frequent reference in the White
Paper to The Greenest Building, an important
new report from the National Trust for Historic
Preservations Preservation Green Lab. Based on
an analysis of six building types in four diverse
climate zones, the researchers conclude that it is
almost always betteron a life cycle basisto
renovate and retrot a commercial building than it
is to knock it down and build new.
Our experts also delve into the increasingly
signicant role of energy codes, notably the new
International Green Construction Code, as well
as the need for continuous commissioning to
keep buildings functioning properly.
We conclude with an 18-point action plan
specic recommendations for stakeholders in
the reconstruction eld to consider. One action
item calls for AEC rms to look into a new
business opportunity as service integrators,
providing building owners with the full range of
services theyll need to retrot their buildings.
Send comments to: rcassidy@sgcmail.com.
For the better part of a decadein fact, since the
early days of the green building movementweve
been producing our annual White Papers to keep
you informed about signicant new developments in
the effort to achieve sustainable design and construc-
tion in commercial building projects.
editorial
3030 W. Salt Creek Lane, Suite 201
Arlington Heights, IL 60005-5025
847.391.1000 Fax: 847.390.0408
STAFF
EDITORIAL DIRECTOR
Robert Cassidy
847.391.1040; rcassidy@sgcmail.com
EDITOR
Tim Gregorski
847.954.7941; tgregorski@sgcmail.com
ASSOCIATE EDITORS
Nicole Bowling
Raissa Rocha
CONTRIBUTING EDITORS
Susan Bady
Peter Fabris
Barbara Horwitz-Bennett
Pamela Dittmer McKuen
C.C. Sullivan
Jerry Yudelson, PE, LEED Fellow
DESIGNER
Elena Mengarelli
WEB DESIGNER
Agnes Smolen
EDITORIAL ADVISERS
David P. Callan, PE, CEM, LEED AP, HBDP
SVP, Environmental Systems Design
Peter Davoren
CEO, Turner Construction Company
John E. Kemper
Chairman and CEO, KLMK Group
Laurin McCracken, AIA
Marketing Consultant, Jacobs
Philip Tobey, FAIA, FACHA
Senior Vice President, SmithGroup
Randolph Tucker, PE
Peter Weingarten, AIA, LEED AP
Director of the Architectural Practice, Gensler
GROUP DIRECTOR - PRINCIPAL
Tony Mancini
610.688.5553; tmancini@sgcmail.com
EVENTS MANAGER
Judy Brociek
847.954.7943; jbrociek@sgcmail.com
DIRECTOR OF AUDIENCE DEVELOPMENT
Doug Riemer
DIRECTOR OF CREATIVE
SERVICES & PROMOTION
Sandi Stevenson
SUBSCRIPTION INQUIRIES
Circulation Department
Building Design+Construction
CORPORATE
Chairman Emeritus (1922-2003)
H.S. Gillette
Chairperson
K.A. Gillette
President/CEO
E.S. Gillette
Senior Vice President
Ann ONeill
Senior Vice President/CFO
David Shreiner
Senior Vice President
Rick Schwer
Vice President of Custom Media
and Content Management
Diane Vojcanin
Vice President of Events
Harry Urban
For advertising contacts, see page 57.
BY TIM GREGORSKI, SENIOR EDITOR
news
COSTS IN DOLLARS PER SQUARE FOOT FOR MORE DATA, VISIT RSMEANS AT WWW.RSMEANS.COM, OR CALL (800) 448-8182.
T
he completion of the Zero Energy
Research Laboratory at the Univer-
sity of North Texas offers students
and researchers the tools to study the
next generation of sustainable and re-
newable energy technologies.
The living labthe only one of its kind in
Texasis designed to test various technolo-
gies and systems in order to achieve a net-
zero consumption of energy.
The structure has a number of advanced
energy technologies integrated into its
1,200-sf space, including a geothermal heat
pump, a radiant heated oor slab, solar pan-
els, a building energy monitoring and control
system, and a rainwater collection system,
along with a residential-scale wind turbine
and an electric vehicle
charging station.
The doors, windows,
roof, and supporting
energy-efcient equip-
ment are designed to be
expanded and exchanged
so researchers can analyze
new building materials.
Nandika DSouza, PhD, a
UNT professor of mechani-
cal engineering, and her
research team plan to use
the facility to test their
plant-based building materi-
als. DSouza is developing materials made
from the bers of the kenaf plant, a cousin
to bamboo, with a $600,000 grant from the
National Science Foundation.
ZERO ENERGY RESEARCH LAB OPENS AT NORTH TEXAS
SWIMMING POOL, INDOOR RACQUETBALL COURT BOWLING ALLEY HOCKEY/SOCCER
11 10 % chg. 11 10 % chg. 11 10 % chg. 11 10 % chg.
Atlanta 214.81 205.04 4.8 157.44 151.80 3.7 142.57 138.44 3.0 156.45 151.40 3.3
Baltimore 227.56 216.97 4.9 166.78 160.63 3.8 151.03 146.49 3.1 165.74 160.21 3.5
Boston 288.42 274.07 5.2 211.38 202.91 4.2 191.42 185.05 3.4 210.06 202.37 3.8
Chicago 284.57 272.01 4.6 208.56 201.38 3.6 188.87 183.65 2.8 207.26 200.85 3.2
Cleveland 240.79 230.04 4.7 176.48 170.31 3.6 159.81 155.31 2.9 175.38 169.86 3.2
Dallas 207.84 197.47 5.3 152.32 146.20 4.2 137.94 133.33 3.5 151.37 145.81 3.8
Denver 229.24 217.65 5.3 168.01 161.14 4.3 152.15 146.95 3.5 166.97 160.71 3.9
Detroit 251.86 237.84 5.9 184.59 176.08 4.8 167.15 160.58 4.1 183.43 175.62 4.4
Houston 211.20 200.91 5.1 154.79 148.74 4.1 140.17 135.65 3.3 153.83 148.35 3.7
Kansas City, Mo. 252.58 238.98 5.7 185.12 176.93 4.6 167.63 161.35 3.9 183.96 176.46 4.3
Los Angeles 260.52 249.07 4.6 190.93 184.40 3.5 172.90 168.17 2.8 189.74 183.91 3.2
Miami 218.42 208.71 4.7 160.08 154.52 3.6 144.96 140.91 2.9 159.08 154.11 3.2
Minneapolis 270.14 260.08 3.9 197.98 192.55 2.8 179.29 175.60 2.1 196.75 192.04 2.5
New Orleans 216.01 202.75 6.5 158.32 150.10 5.5 143.37 136.89 4.7 157.33 149.71 5.1
New York City 322.34 306.87 5.0 236.24 227.19 4.0 213.93 207.19 3.3 234.77 226.59 3.6
Philadelphia 279.04 266.05 4.9 204.51 196.97 3.8 185.19 179.63 3.1 203.23 196.45 3.5
Phoenix 216.50 204.81 5.7 158.67 151.63 4.6 143.69 138.28 3.9 157.68 151.23 4.3
Pittsburgh 247.53 234.63 5.5 181.41 173.71 4.4 164.28 158.41 3.7 180.28 173.25 4.1
Portland, Ore. 241.27 233.25 3.4 176.83 172.69 2.4 160.13 157.48 1.7 175.73 172.23 2.0
St. Louis 248.97 238.29 4.5 182.47 176.42 3.4 165.24 160.89 2.7 181.33 175.95 3.1
San Diego 250.17 240.36 4.1 183.35 177.95 3.0 166.04 162.28 2.3 182.21 177.48 2.7
San Francisco 298.76 284.85 4.9 218.96 210.89 3.8 198.29 192.32 3.1 217.60 210.33 3.5
Seattle 254.02 242.65 4.7 186.17 179.65 3.6 168.59 163.83 2.9 185.01 179.17 3.3
Washington, D.C. 238.39 227.74 4.7 174.71 168.61 3.6 158.21 153.77 2.9 173.62 168.16 3.2
Winston-Salem, N.C. 187.41 176.14 6.4 137.71 130.41 5.6 124.63 118.92 4.8 136.82 130.06 5.2
RSMEANS COSTS COMPARISONS: Pools, racquetball courts, bowling alleys, hockey/soccer
An FMI Corp. white paper, The Federal
Construction Sector: Understanding a Trans-
forming Market, examines key forces accel-
erating changes in this sector, including:
The impact of a pronounced decrease in
overall infrastructure funding
The continued emphasis upon sustainabil-
ity and energy efciency in federal facilities
The push for clean energy innovation
The increase in small business initiatives
To download a copy of the report, visit
www.bdcnetwork.com/fmi/whitepaper/
fedconstruction.
UNT students and staff get hands-on experience working with
green technologies at the new Zero Energy Research Laboratory.
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FMI REPORT EXAMINES FEDERAL CONSTRUCTION TRENDS
In here, the good life is good business.
With AT&T Connected Communities, everyone has an opportunity. Residents can get
best-in-class technology including voice, advanced U-verse TV, Internet connectivity at
home and at thousands of Wi-Fi locations on the go. Developers get an edge to make
their property more attractive in a crowded market and earn an extra source of income.
Best of all, AT&T offers exible options that meet everyones needs. To get the details
on our commissions, go to att.com/communities
2011 AT&T lrle||eclua| Properly. A|| r||l reerved. AT&T ard l|e AT&T |oo are lraderar| ol
AT&T lrle||eclua| Properly. A|| ol|er rar| corla|red |ere|r are l|e properly ol l|e|r repecl|ve oWrer.
Circle 757
In everything you build, theres
TM
877.780.0034 | inprocorp.com
Tackling joint design challenges.
A state-of-the-art stadium needed expansion joint covers engineered for
durability and backed by industry experts. InPro Corporation delivered.
Thats what leaders do.
Download the
Project Profle
IIn everything you build, th
Circle 758
This fall a team of environmental and com-
puter scientists, along with architects and
natural resources specialists at the University
of Michigan, will launch a research project to
design, test, and build a new smart system
for building envelopes. The system com-
bines the use of sensors, novel construction
materials, and utility control software in an
effort to create technology capable of reduc-
ing a buildings carbon footprint.
Buildings account for about 72% of Ameri-
can electrical consumptiondespite tech-
nology that could enable many structures to
give back more power to the electrical grid
than they draw through features such as so-
lar panels, according to researchers Jerome
Lynch and Geoffrey Thun.
Thun said building systems can become
more dynamic and responsive to changes
in light by adding temperature, light, and
humidity sensors that are linked to digital
control systems.
news
The AIA reported the March ABI score was
50.4, following a mark of 51.0 in February.
The new projects inquiry index was 56.6,
down from mark of 63.4 the previous month.
www.bdcnetwork.com/aia/abi/march
GENIVAR INC. announced that SMITH
CARTER ARCHITECTS AND ENGINEERS
INC. and SMITH CARTER LLC are joining
the Genivar team.
www.bdcnetwork.com/genivar/smithcarter
The ANAHUAC (TEXAS) NATIONAL
WILDLIFE REFUGE, which was recently
awarded LEED Gold, is the 12,000TH com-
mercial project to earn LEED certication
since the launch of the program in 2000.
www.bdcnetwork.com/usgbc/12000
U OF MICHIGAN
TEAM LOOKING
TO CREATE HIGHLY
EFFICIENT BUILDING
ENVELOPE DESIGNS
FREELAND PROMOTED TO VICE PRESIDENT
AT HEERY INTERNATIONAL
Jason Freeland, who was recently named to Building
Design+Constructions 40 Under 40 Class of 2012, has
been promoted to vice president at Heery International,
Atlanta. In his new position, Freeland serves as director of
Heerys health facilities design studio, responsible for strate-
gic direction, marketing, and operations for all of the studios
healthcare projects.
The Modular Building Institutes Awards of Distinction program recognizes the best in com-
mercial modular building design and construction.
Judges scored entries on architectural excellence, technical innovation, cost effectiveness,
energy efciency, and calendar days to complete. Marketing efforts were judged on strategy,
implementation, and quantiable results. Building Design+Constructions Robert Cassidy
served on the marketing panel. To view the winners, visit www.modular.org/Awards/Award-
sOfDistinction.aspx.
BEST COMMERCIAL MODULAR BUILDINGS
AND MARKETING PROGRAMS RECOGNIZED
NEWS BRIEFS
Refresh your building exteriors to
like-new condition with Sto reStore.
In addition to safeguarding your propertys value, youll increase energy
efciency and refresh curb appeal. And with Sto, you get a single source
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Sto has the right combination of reStore services for your specic needs.
lor more inlormalion, visit www.stocorp.com/restore, or call 1.800.221.2397
Sto Building with conscience.
Circle 759
Cortina Grande

not only makes
impressions,
it resists them.
Cortina Grande Solid Vinyl Tile
Johnsonites Cortina Grande
has solid vinyl construction that makes it

more flexible, so it resists wear, tear and indentations. It has 50 dynamic
colors to choose from, including 8 Karim Kolors and 6 slip-resistant
options. And it comes in large 16"x16" tiles that impress and inspire.
Whether youre designing for education, healthcare or beyond,
Cortina Grande is the perfect choice for your high-traffic spaces.
For high-performance, high-style environments, consider the
Cortina Grande. For more information, visit johnsonite.com.
news
Circle 760
SKANSKA USAS civil business unit pro-
moted CHAD SAUNDERS to vice presi-
dent and general manager of BAYSHORE
CONCRETE PRODUCTS, a wholly owned
subsidiary of Skanska USA.
www.bdcnetwork.com/skanska/saunders
THE PRINCETON REVIEW, in collabora-
tion with the Center for Green Schools at
the USGBC, released THE PRINCETON
REVIEWS GUIDE TO 322 GREEN COL-
LEGES: 2012 EDITION.
www.bdcnetwork.com/greencollegeguide/2012
The ROOF COATINGS MANUFACTUR-
ERS ASSOCIATION named TOM MEYER,
technical director at Coating & Foam Solu-
tions, as the recipient of the MARTIN A.
DAVIS INDUSTRY LEADERSHIP AWARD
FOR 2012.
www.bdcnetwork.com/rcma/meyer
SSOE GROUP acquired CRS ENGINEER-
ING & DESIGN CONSULTANTS, a 50-per-
son MEP engineering rm with ofces in
Birmingham and Huntsville, Ala.
www.bdcnetwork.com/ssoe/crs
SHAWMUT DESIGN AND CONSTRUC-
TION appointed MATTHEW TRIPP as busi-
ness development director in the companys
Hospitality Group.
www.bdcnetwork.com/shawmut/tripp
ALTOON + PORTER ARCHITECTS ad-
opted a new firm name, ALTOON PART-
NERS, to reflect the current structure of
the partnership.
www.bdcnetwork.com/altoon
KENNETH B. DRAKE, AIA, NCARB, joined
EYP ARCHITECTURE & ENGINEERING
as a senior project executive supporting the
rms government, corporate, and higher
education sectors.
www.bdcnetwork.com/eyp/drake
ARCADIS, the international consultancy,
design, engineering and management ser-
vices company, signed a merger agreement
with DAVIS LANGDON & SEAH, a cost
and project management consultancy rm
in Asia.
www.bdcnetwork.com/arcadis/dls
LAFARGE NORTH AMERICA is moving its
North America headquarters to ILLINOIS
from Virginia.
www.bdcnetwork.com/lafarge/hq/illinois
HBD CONSTRUCTION announced the hir-
ing of STEVEN MEEKS as vice president.
www.bdcnetwork.com/hbd/meeks
Interior FramingExterior FramingInterior FinishingClips/ConnectorsMetal Lath/AccessoriesEngineering
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www.BDCnetwork.com BUILDING DESIGN+CONSTRUCTION MAY 2012 19
Circle 763
LETTERS
CSI NOT HELPFUL FOR ENGINEERING SPECS
As I read your editorial (CSI at a crossroads, March), I could
not help but think about my own history of attempting to utilize
CSIs material and services over the past 35 to 40 years. Being an
MEP engineer made it virtually impossible to provide engineering
specications in a reasonable fashion using CSI material. The work
of CSI is to be commended but the MEP portions never seemed to
reach a reasonable level for engineers working on buildings in the
private sector.
We can probably best say that CSI got too detail-oriented for
MEP equipment and the like. Their best contribution, in my eyes,
was getting a consistent format. That is now disappearing or varying
extensively.

Tony McGuire
Anthony B. McGuire, PE, FASHRAE
Chicago, Ill.

CSI AS A SPRINGBOARD TO THE AEC COMMUNITY
When I rst arrived in the Quad Cities (Ill.) 20 years ago, I didnt
know anyone, and asked which organization I should join to meet
construction colleagues. The answer was CSI. The chapter then
was made up of about 40% vendors and suppliers, 30% subcon-
tractors, 20% general contractors, and 10% A/Es. CSI did help me
get involved in the community and meet others. It really gave me a
springboard into other organizations.

Dennis M. Hittle
Director, Facilities Services
Augustana College
Rock Island, Ill.
Our February 2012 article, Augmented Reality comes to the job site (www.bdcnetwork.com/augmented-reality-comes-job-site),
referred to the last 100 feet. M.A. Mortenson Company holds a trademark on this phrase in relation to BIM.
CLARIFICATION
BY NICOLE BOWLING, ASSOCIATE EDITOR
1
QUICK RENOVATION PLANNED FOR
MINNESOTAS WESTGATE MALL
Eidco Construction will complete a 65,000-sf renovation of the
Westgate Mall in Brainerd and Baxter, Minn. The project was
designed by Chipman Design Architecture, in collaboration
with Ringdahl Architects, and involves a number of interior
tenant improvements, along with exterior faade work and the
construction of an addition. The 260,725-sf Westgate retail
center is scheduled for a 60-day completion.
2
UMASS DARTMOUTH TO ADD
BIOPROCESSING LAB TO INCUBATOR
FOR LIFE SCIENCE STARTUPS
Suffolk Construction will manage construction on a new
bioprocessing facility for the University of Massachusetts
Dartmouth. Located on a four-acre site 10 miles from the main
campus, the 38,000-sf facility will function as an incubator
space for small life science companies in Fall Rivers SouthCoast
Biopark. The one-story facility will feature research, development,
training, quality control, cell culture production, and purication
suites, as well as a warehouse, laboratory support spaces,
lecture rooms, and ofces. Elkus Manfredi Architects is designing
the facility to be LEED certied for completion in 2013.
ON THE
drawing board
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3
NEW MIXED-USE PROJECT PLANNED
FOR FLORIDAS BROWARD COUNTY
Stiles has launched construction of a new mixed-use
development at the southern gateway to the Midtown District
in Plantation, Fla. The development includes a new luxury
apartment community, a joint venture with Prudential Real
Estate Investors, and the adjacent University Shoppes, which
Stiles owns and is redeveloping. Architecture rm Cohen
Freedman Encinosa and Associates designed the multifamily
apartment complex, a gated community on a 5.5-acre site, with
two 12-story towers offering a total of 321 residences. Stiles
Construction is building the residential complex, which is one of
Broward Countys rst multifamily rental communities designed
to achieve LEED certication.
4
DOWNTOWN DALLAS DEVELOPMENT
WILL PROVIDE MANY TENANT OPTIONS
BOKA Powell, working with commercial real estate development
and investment rm KDC, has created an adaptable design for
the new 400,000-sf, Class A ofce tower at the Victory Park
mixed-use development in downtown Dallas. The 23-story
building, with more than 14 oors of ofce space above an eight-
story parking structure, is designed to accommodate a wide
variety of oor plate sizes, ranging from 25,000 to 54,000 sf, to
meet the needs of a range of potential tenants. Construction is
expected to begin in the fall. KDC will pursue LEED certication.
For a low-rise engineered wood building system that combines value and efciency, consider
the Post-Frame Advantage:
DESIGN FLEXIBILITY
Post frame allows for open oor plans and a wide array of
appealing architectural features.
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Overall building energy savings are achieved through woods
natural thermal resistance and post frames wide-column spacing,
which means fewer insulation interruptions.
DURABILITY AND STRENGTH
A uniquely engineered post-frame system produces a
long-lasting structure with outstanding resistance to wind
and seismic forces.
COST-EFFECTIVENESS
Dollar for dollar, post frame provides more building space than
other types of construction.
For more information on using post frame for your building
projects or to locate a post-frame contractor, please visit
our website.
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The USGBC, SLOAN and Excel Dryer join forces
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6
WATCH OUT FOR FLYING STUDENTS AT NEW
CALIFORNIA HIGH SCHOOL THEATER
The new Corona del Mar High School Theatre, in Newport Beach,
Calif., will house a 350-seat main auditorium, small black box theater,
scene shop, green room, and dressing rooms, as well as instrumental
and choral classrooms. A tension grid system will be used, rather
than a large y loft over the stage, which will enable student thespians
to y above the audience or stage. McCarthy Building Companies of
Newport Beach is the construction manager for the Newport-Mesa
Unied School District project, which has been designed to achieve
LEED Silver by Irvine-based architecture rm LPA.
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5
$200 MILLION LUXURY DEVELOPMENT
PLANNED FOR JORDANS CAPITAL
Al Maabar of Abu Dhabi developed the new 192,600-sf
St. Regis Amman Hotel and Residences in the Abdoun
neighborhood of Amman, Jordan. The hotel tower will have
225 luxury guestrooms and 45 serviced apartments situated
above a retail and restaurant podium. The branded apartment
tower will offer 80 luxury residential units. A 12,900-sf ballroom,
meeting rooms, and support spaces will provide the largest
function space in the capital city. Perkins Eastman designed
the development for completion in 2014.
S
ix years ago, and worlds away in terms of economic condi-
tions, Rush University Medical Center unveiled ambitious
plans for a 10-year campus redevelopment project on
the Near West Side of Chicago. At a cost of $654 million,
the cornerstone of the transformation was an 840,000-sf, 14-story
buttery-shaped hospital building, called the Tower, that included a
technologically advanced emergency room prepared to handle any
type of pandemic or chemical, biological, or radiological disaster that
might strike Chicago.
In July 2008, steel erection was nearly 30% complete when the
global nancial crisis hit. Rush ofcials were concerned they might
not be able to obtain the necessary funding to complete the project.
The Building Team, led by the Power/Jacobs Joint Venturean
afliation of Power Construction Co., Schaumburg, Ill., and Ja-
cobs Engineering Group, Pasadena, Calif. (PM/CM), and architect
This fully integrated Building Team opted for
a multi-prime contracting strategy to keep
construction going on Chicagos Rush University
Medical Center, despite the economic meltdown.
transforming rush
The Towers exterior skin includes a rainscreen, glass, and metal panel
system (left). The 10,000-sf, three-story Brennan Entry Pavilion connects
the new Tower with the existing hospital and establishes a unifying gate-
way for visitors (top). Each wing of the buttery-shaped Tower includes
clinical workstations. The stations are designed so nurses are closer to
patients, enabling them to respond quickly to patients needs (above).
2012 Building Team Awards
PLATINUM AWARD
Perkins+Will, Chicagoworked to develop a nancial plan that
would allow the project to keep moving. A multi-prime contracting
strategy enabled the Building Team to award contracts to multiple
prime contractors based on when the work was ready to be bid and
start. More to the point, the plan was exible enough to slow down
or stop construction at any time without committing to the balance
of the contracts.
As construction proceeded during the economic meltdown, the
Building Team was able to help Rush remain on course nancially
while pushing the limits of value-added engineering and construction.
In late 2011, Rush and the Building Team unveiled a LEED-NC
Gold tower that was completed on time and within budget, thanks,
in part, to the multi-prime contracting strategy.
In singling out Rush University Medical Center by awarding a
Platinum designation, the judges for Building Design+Constructions
2012 Building Team Awards recognized the Rush Building Team
for overcoming the unforeseen nancial constraints, developing a
structural redesign of the tower that saved Rush $40 million, and
completing one of the most innovative emergency response cen-
ters in the U.S.
For a job of that size to get done during the recession is pretty
impressive, says Building Team Award Judge Jeremy Oremland, a
nancial analyst with Magellan Development Group LLC, Chicago.
COLLABORATION ON DESIGN CONCEPT,
STRUCTURAL COMPLICATIONS
Perkins+Will worked closely with hospital clinicians during the
design phase to create a new hospital building that would embrace
patient comfort, safety, efciency, and quality of careultimately,
a facility that would house 304 acute care and critical care beds,
72 private neonatal intensive care rooms, 28 operating rooms, 14
procedure rooms, and 10 labor, delivery, and recovery rooms,
Rushs Ofce of Transformation organized task forces chaired by
selected leaders from the client side, who met over the course of
several months with the Building Team to discuss specic aspects
and departments of the project, says Bridget Lesniak, AIA, a princi-
pal with Perkins+Will.
Task forces for each department met with the Building Team to
plan layouts that accentuated the hospitals best operational prac-
tices while discouraging inefcient ones.
For example, the Hospital Building Standards task force reviewed
architectural and MEP systems for all typical rooms, which provided
vital information regarding operations, product selection, liability, infec-
tion control, and clinical concerns. Especially standardization, which
was the main driver for this project, says Lesniak.
The innovations developed between the Ofce of Transformation
and the Building Team included:
The buttery shape, which gives nurses a clear sightline to
patient rooms and puts them closer to patients.
Operating-room quality air throughout all patient care areas, and
even higher quality air circulation in surgical suites.
Single-bed rooms designed with separate zones for the patient,
the patients family, and staff. Patient rooms have a uniform design,
so physicians and nurses will nd the same equipment in the same
place to ensure seconds are not lost in an emergency.
GETTING THE TOWER TO SIT RIGHT
Meanwhile, the structural design for the 14-story Tower faced
complications. Initial designs had its base connected directly to the
basement of Rushs existing hospital building, which extended 30
feet under the new facility.
The lower level of the existing building extended a signicant
distance below grade in the direction of the new addition, says
Lesniak. Attempting to put in foundations for a 14-story building in
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this location would have been very expen-
sive and extremely time consuming.
The Building Team assembled for a con-
structability and value engineering session.
The solution: pull the two buildings apart
and redesign the new hospital building.
Separating the new and existing hospital
structures actually simplied the founda-
tions, eliminated supercolumns, and allowed
a rectilinear column grid that eliminated the
need for a transfer truss system. A multi-
story bridge was built to connect the Tower
back to the existing building, a structural
redesign that saved more than $40 million
and resulted in a more nely engineered
building with no reduction in scope.
The newly created space between the
two buildings allowed for the inclusion of
the three-story, 10,000-sf Edward A. Bren-
nan Entry Pavilion, made possible through
$16 million in private donations. It features
a four-story terrarium that is open to the
elements, circular skylights that provide nat-
ural lighting, seating areas, and a centrally
located reception area.
Even though it was a late addition to the
Rush transformation programthe Towers
steel and concrete structure was complete
and 50% enclosedthe Brennan Entry
Pavilion was nished three months ahead of
schedule and in time for the grand opening.
Other cost-saving efforts by the Building
Team included:
The application of simulation modeling
to review and validate the operational space
program, which led to improvements in
the utilization of numerous spacessaving
$7.8 million.
A strategy for mitigating oor moisture
to avoid the application of accelerants
saving $5 million.
Reengineering the support steel for
patient lifts and booms and lightssaving
$1.05 million.
Negotiating consultant and contractor
proposalssaving $26 million.
MILITARY APPROACH TO THE
EMERGENCY DEPARTMENT
Unique to the Rush new facilities is the rst-
oor Emergency Department, which houses
the Robert R. McCormick Foundation Cen-
ter for Advanced Emergency Response.
This is the nations rst facility designed
to provide care for patients involved in
chemical, biological, and radiological disas-
ters, says Dr. Dino Rumoro, Rushs chair of
emergency medicine. We have to be ready
for any type of disaster that can hit the city
of Chicago.
Modeled after a military emergency
command center, the room measures
40,000 sf and includes 60 beds in three
pods of 20 rooms each. Each patient
room is tted with a double set of gas and
electrical outlets. In the event of a mass
casualty situation, two patients can be
placed in each room.
In case extra capacity is needed, gas and
electrical outlets are hidden behind panels on
columns in the adjacent Edward A. Brennan
Entry Pavilion.
Many new emergency departments are
building in disaster response features, but
none to the capacity that we have done by
incorporating large-scale decontamination,
respiratory infectious illness, and surge
capacity, says Dr. Rumoro.
Traditional emergency rooms have
decontamination areas and showers to
serve up to six patients. Rushs emergency
response center can serve and decontami-
nate several hundred patients in one hour.
The ambulance bay can also be closed to
vehicles, and decontamination showers
can be set up to wash down large numbers
of patients simultaneously. Contaminated
water is collected in a 10,000-gallon tank
rather than directly discharged into the city
sewer system.
The hope is Rush developed a model
for future emergency department design
and Centers for Advanced Emergency
Response will be required in the future for
hospitals in large population centers, says
Dr. Rumoro.
At a ceremony for Rushs new Tower in
December 2011, Dr. Larry Goodman, CEO
of Rush, said, This was a dedicated team
effort by our board, staff, and management
to create a 10-year plan to address our
needs while improving clinical care.
Building Team Award Judge Peter
Rumpf, integrated construction manager
for Mortenson Construction, Elk Grove
Village, Ill., echoed Goodmans comments:
It was a very complex job that took a lot of
collaboration and communication between
the owner and the Building Team in order to
successfully complete the project, +
PLATINUM AWARD
PROJECT SUMMARY
PLATINUM AWARD
Rush University Medical Center
Transformation Program Tower (Phase II), Chicago, Ill.
Building Team
Submitting firm: Power/Jacobs Joint Venture
Owner/developer: Rush University Medical Center
Architect: Perkins+Will
Structural engineer: Thornton Tomasetti
MEP engineer: Environmental Systems Design
General contractor/Construction manager:
Power/Jacobs Joint Venture, Rush University
General Information
Size: 840,000 sf
Construction cost: $654 million
Construction period: July 2008 to July 2011
Delivery method: PM/CM agency multi-prime
In the event of a major disaster, gas and
electrical outlets are hidden behind panels on
columns in the Brennan Entry Pavilion.
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GOLD AWARD
S
ince the early 2000s, the U.S. Department of Veterans Af-
fairs has treated more than 200,000 Iraq- and Afghanistan-
war veterans for post-traumatic stress disorder. The rate
of traumatic brain injury (TBI) among U.S. forces has risen
dramatically in the last decade as well, from 10,963 cases in all of
2000 to 30,380 just in the fourth quarter of 2011.
Audie L. Murphy VA Hospital in San Antonio, Texas, named after
the most decorated soldier of World War II, provides a place for
this dramatically increasing number of wounded veterans to receive
care. The Building Teamprime contractor Robins & Morton and
joint venture design rms SmithGroupJJR and Marmon Mokfaced
complicated site logistics and security restrictions, but still man-
aged to come in under budget and produce a facility that meets the
physical and psychological needs of the veterans it serves.
This hospital was the VAs rst project constructed under the
so-called Integrated Design and Construct method, which teams
the contractor with the architect and owner early in the construc-
tion process. The Building Team credits this collaboration with the
facilitys month-early completion and $3.75 million cost savings.
Metal tiles were used in the physical therapy gym-
nasium to give the space a more rugged feel for
recovering soldiers. Harnesses on the ceiling are
used to improve mobility.
How a Building Team created a high-tech
rehabilitation center for wounded veterans
of the conicts in Iraq and Afghanistan.
FOR AMERICAS WOUNDED HEROES
a place of healing
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Although the project was not required to be
LEED-certied, the team still implemented
high-level sustainability.
At the projects core were the hospitals
patients: veterans recuperating from mul-
tiple traumatic injuries, often including limb
loss and TBI. The Planetree principle
which seeks to create a healing environ-
ment inspired by naturewas employed
throughout the facilitys design.
Because many TBI patients are extremely
sensitive to light and noise, the Building
Team used indirect and accent lighting and
equipped each bed with controls so every
patient can individually adjust the levels.
All windows diffuse natural light and are
equipped with blackout shades. Working
with acoustic noise consultants, the team
used low-pressure diffusers and air ducts to
minimize the sound of air rushing through
the HVAC system.
The Building Team went beyond standard
ADA requirements and handicap-accessibil-
ity considerations to incorporate tools that
help patients rehabilitate. The facilitys phys-
ical therapy gymnasium is used to work on
remobilization in everyday scenarios, such
as getting around the kitchen and bathroom
and walking up and down stairs. Tracks for
patient lift systems run along the ceilings
throughout the facility to allow patients to
walk while tethered, improving their bal-
ance, strength, and autonomy.
The GAIT Study room features a high-tech
ooring system that measures the pres-
sure points and angles with which a patient
walks, runs, and jumps to assess whether
correction is needed. The VA was also able
to use a portion of the projects $3.75 million
cost savings to install a terrain park in the
buildings center courtyard that functions as
a physical therapy tool, with pull-up bars,
steps, and paths of different surfaces.
Its one thing to say that you saved
money, but to get a clear amenity out of
it is a sign of a great Building Team, said
Tim Brown, AIA, of Tim Brown Architecture
and associate professor at IITs College of
Architecture, Chicago.
Hurdles posed by site logistics were
handled quickly and efciently. The laydown
area and construction-employee parking lot
were a full mile from the job site, requiring
bussing workers to and from every day and
night. Only one delivery truck could be on
site at a time and every piece of material
had to be scheduled in advance.
Phase one of the project included some
work underneath the hospitals existing
parking lot, which meant that, for six weeks,
Robins & Morton had to schedule work
during nights and weekends to eliminate
disruption to the hospital campus. Moreover,
when the team tried to tie in the existing
hospital to the new facility, it discovered that
the 40-year-old buildings precast was falling
down. The contractor had to remediate this
problem while making sure that the new
structure didnt look like an add-on.
The Building Teams commitment to vet-
erans was paramount throughout the proj-
ect. When, arguably for security reasons,
the VA wanted to put up an Internet rewall,
the team, knowing how important access to
social media via laptops and mobile devices
is to the new generation of veterans, fought
for and got access to the Web for patients.
Robins & Morton also exceeded its goals
for construction subcontracts granted to
small veteran-owned businesses, award-
ing 17% to them. It also granted 10% to
service-disabled veteran-owned small busi-
nesses, 6% to small disadvantaged busi-
nesses, 5% to women-owned small busi-
nesses, 41% to small business enterprises
and 21% to HubZone small business.
Building Team Awards judge Terry
Fielden, LEED AP BD+C, director of K-12
Education at International Contractors Inc.,
said he was impressed with the way the
design came to fruition: There was a lot of
collaboration, especially with the veterans
needs in mind. +
GOLD AWARD
PROJECT SUMMARY
GOLD AWARD
Audie L. Murphy VA Polytrauma Rehabilitation Center
San Antonio, Texas
Building Team
Submitting entity: Robins & Morton (prime contractor)
Owner/developer: U.S. Department of Veterans Affairs
Architect: SmithGroupJJR | Marmon Mok Joint Venture
General Information
Project size: 84,000 sf
Construction cost: $39.5 million
Construction time: August 2009 to July 2011
Delivery method: Integrated design and construct
The Audie Murphy facility features one transitional apartment (left) where disabled veterans can relearn daily activities. Locally quarried limestone was
used in one of the walls in the terrain park (right), which came about as a result of the projects $3.75 million cost savings.
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section head
SECTION SUBHEAD
S
hortly after the passage of the 2005 Base Realignment
and Closure Act, the U.S. Army Corps of Engineers initi-
ated a radical reorganization of the military healthcare
system in the Washington metropolitan area. The re-
nowned Walter Reed Army Medical Center in the District of Columbia
and the DeWitt Army Hospital at Fort Belvoir, Va., were to be closed,
while Bethesda Naval Hospital in Maryland would receive massive
renovations and a new hospital at Fort Belvoir would be built to sup-
port the hundreds of thousands of U.S. active-duty service members,
veterans, and military families in the region.
The BRAC law required that the new Fort Belvoir Community Hos-
pital (FBCH) be ready to admit patients on September 15, 2011, a
strict deadline that had the Corps scrambling to assemble a Building
Team that could deliver a high-quality, billion-dollar project on time.
The project was so big and the schedule so tight that it required the
work of two joint venturesHDR and Dewberry (architect/engineer)
and Turner Construction and Gilbane Building Co. (construction
manager)to handle it. HDR provided full design and engineering
services for the four clinic buildings and main hospital, while Dew-
berry was responsible for site work and landscaping, as well as full
design of an on-site dedicated central utility plant.
To meet the deadline, the USACE imposed a new delivery model,
integrated design-bid-build, on the Building Teama rst for the
Corps. Similar to the early contractor involvement method, IDBB
allowed construction to begin while design was still in development;
in fact, Turner/Gilbane came on board when overall design was only
about 10% complete. Enlisting a contractor early was important to
the government, according to HDR vice president Terence Williams,
PE, LEED AP. The idea was to have the contractor working with
the design team early on to create a more seamless delivery of the
project, he says.
Turner/Gilbane established a detailed quality control program to
ensure that the use of the IDBB delivery method would not detract
from the ultimate goal of achieving world-class results. The QC sup-
port staff worked with other members of the Building Team indepen-
dently from Turner/Gilbanes construction operations crew to ensure
high-quality results of complex construction details and features.
During the design development phase, the mass of the total
structure was increased, which made it impossible to use spread
footings for the foundation. After evaluating alternatives, the JV
Built within four years, Fort
Belvoir Community Hospital
is one of the largest hospitals
in the U.S. Department of
Defense network.
BY RAISSA ROCHA, ASSOCIATE EDITOR
A new military hospital invokes evidence-based
design to create a LEED-certied facility for the
nations soldiers and their families.
FORGING A
community
stronghold

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Circle 769
teams opted to use controlled modulus col-
umns (CMC), or grouted columns formed
using an auger that displaces soils laterally,
thereby avoiding spoils. During auger
extraction, a column of concrete is formed
through pressure grouting; this resulted in
a solid foundation that would withstand the
regions questionable soil conditions.
BIM was also used to visualize and
streamline the above-ceiling place-
ment of MEP equipment. With design
and construction happening concurrently,
BIM preplanning among Building Team
members was instrumental in moving the
delivery process along. MEP coordination
for the various facilities in the project was
completed one oor at a time, and models
showed where placements needed adjust-
ing to t the design that was emerging from
the BIM model. These adjustments allowed
for more precise material orders as well as
fewer change orders, thus helping to keep
project costs in line.
FBCH is the rst major military healthcare
facility to incorporate extensive evidence-
based design. All hospital features, from
landscaping to lighting, were designed to
improve patient outcomes by following ve
core EBD principles:
1. Create a patient- and family-centered
hospital environment.
2. Improve the quality and safety of
healthcare.
3. Provide patients with contacts to
nature and positive distractions.
4. Create a positive work environment
for staff.
5. Design for future growth while maxi-
mizing standardization.
To optimize indoor air quality, UV technol-
ogy was installed inside air handlers to
help keep coils clean, preventing harmful
microorganisms and pathogens from grow-
ing inside HVAC systems. CO
2
monitors
were installed, along with HEPA ltration
technology, which traps 99.97% of particles
greater than 0.3 microns. This was espe-
cially important in several critical locations
in the hospital to reduce the risk of infection
for immunocompromised patients.
Sustainability features included
swooped roofs on clinic buildings to direct
rainwater to two underground cisterns
capable of storing a combined total of
160,000 gallons for landscape irrigation;
energy-efcient HVAC and lighting systems
that are projected to consume 27% less en-
ergy than typical hospitals; and green roof
systems and rain gardens to provide calm-
ing views of nature and absorb stormwater
runoff. The project achieved LEED-NC
Silver certication, but LEED Gold is antici-
pated when nal reviews are completed.
Completed within four years, the nearly
$1 billion, 1.27-million-sf FBCH is a seven-
level hospital set on 75 acres. The complex
contains 120 inpatient beds, a 10-bed
intensive care unit, a 10-bed behavioral
health unit, a cancer center, an emergency
department, a pharmacy, 10 operating
rooms, diagnostic centers, and modular
clinic space for outpatient services, plus
two parking garages, a helipad, and an
ambulance shelter.
Since opening in August 2011, Fort
Belvoir Community Hospital has cared
for numerous wounded service personnel
returning from Iraq and Afghanistan. Philip
Federle, a retired USACE senior program
manager, says the facility has been inspect-
ed by senior medical leaders, both military
and civilian. All have rated it extremely
high in terms of quality and state-of-the-art
capability, says Federle. It is truly a world-
class hospital. +
SILVER AWARD
PROJECT SUMMARY
SILVER AWARD
Fort Belvoir Community Hospital
Fort Belvoir, Va.
Building Team
Submitting entity: Gilbane Building Co.
Owner: U.S. Army Corps of Engineers, Norfolk District
Architect/engineer: HDR/Dewberry (joint venture)
Construction manager: Turner/Gilbane (joint venture)
General Information
Project size: 1.27 million gsf (excluding garages)
Construction cost: $1 billion
Construction time: October 2007 to August 2011
Delivery method: Integrated design-bid-build
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Radiation therapy lab (left) and lab reception area (right). Advanced communication technologies
at Fort Belvoir Community Hospital include integrated video capabilities in operating suites and an
extensive center for data systems, including computerized patient records.
One of the hospitals key sustainable features,
swooped roofs on top of clinic buildings
direct rainwater to two large underground
cisterns, which can store a combined total of
160,000 gallons for rainwater harvesting.
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SILVER AWARD
S
ince 1950, the College World
Series has been played in
Omaha, Neb., the only NCAA
event that has stayed in one
location for over 60 years. Over the course
of six decades, the community of Omaha
has developed strong emotional ties to the
College World Series as well as to its home
eld, Rosenblatt Stadium.
Originally built for minor league play
in the 1940s, in recent years Rosenblatt
Stadium had begun to shows its age, and
patchwork renovations could not improve it
enough to satisfy the demands of fans, the
NCAA, and CWS broadcast partner ESPN.
As the contract for the College World
Series came up for renewal, the city formed
a committee to evaluate whether to try to
reconstruct Rosenblatt Stadium or build new
on one of eight potential new sites. Once it
was determined to build new and a site was
selected, the Building Team, led by local A/E
rm HDR Architecture Inc., in collaboration
with Populous, Kansas City, Mo., worked with
the owner, the Metropolitan Entertainment
and Convention Authority (MECA), to rene
the ballparks nal programming and design.
SPEEDING DOWN
THE BASEPATHS
The new stadium had to be ready by April
2011 for the rst pitch of the 2011 College
World Series, which put the project on a
28-month construction schedule. To keep
up the pace, members of the local GC/
CM rm Kiewit Building Group moved into
the HDR Omaha ofce. HDR and Populous
collaborated on the design process, which
involved meeting the needs of ESPN, the
city of Omaha, MECA, and the College
World Series of Omaha.
The structural program called for the
stadium to be separated into two parts, the
grandstand and the lower seating bowl/out-
eld area. This division allowed two teams
to work on the structure simultaneously
during the design development phase,
which saved considerable time.
The Building Team incorporated a me-
chanically stabilized earth wall system to
retain the lower seating bowl earth ll, in lieu
of a system of structural concrete retaining
walls and footing. This option alone saved
the project over $500,000.
The construction of this stadium was a
feat to pull off so quickly and the coordi-
nation between ineld and outeld was
challenging, said Building Team Award
Judge Timothy Brown, AIA, studio associ-
ate professor and director of international
affairs, Illinois Institute of Technology.
MEETING THE NEEDS OF
NUMEROUS PLAYERS
Unique in capacity and character, TD Ameri-
trade Park was built as a hybrid to accommo-
date not only NCAA Division I requirements
for baseball but also music festivals, football,
and even ice hockey.
The Trade, as it has come to be
known, opened to a sellout crowd on April
19, 2011 (Nebraska 2, Creighton 1). The
24,000-seat stadium has the cozy feel of
a minor league park but is loaded with the
amenities of a Major League Baseball sta-
dium: 26 suites, four team clubhouses, ad-
ministrative ofces, 5,000 sf of retail space,
and a continuous 360-degree concourse.
Total building area is 597,458 sf, 253,638 sf
of which is enclosed.
The Building Team for TD Ameritrade
Park competed against a short schedule,
on a difcult site, and under public pressure
to ensure the College World Series would
stay in Omaha. Perhaps the highest compli-
ment of the new park came from two long-
time College World Series ticketholders
who told NCAA Vice President for Baseball
and Football Dennis Poppe, Mr. Poppe, we
came up here just wanting to hate this park,
but its pretty nice. +
The new stadium for the College World Series in Omaha combines
big-league amenities within a traditional minor league atmosphere.
PROJECT SUMMARY
SILVER AWARD
TD Ameritrade Park, Omaha, Neb.
Building Team
Submitting firm: HDR Architecture Inc.
(AOR, structural/ME engineer)
Owner/developer: Metropolitan Entertainment &
Convention Authority
Architect of MEP coordination: DLR Group
Sports architect: Populous
Consulting structural engineer: Thornton Tomasetti
ME consulting engineer, plumbing engineer:
M-E Engineers Inc.
GC/CM: Kiewit Building Group
General Information
Size: 253,638 sf enclosed, 597,458 sf including concourse
Construction cost: $91 million
Construction period: January 2009 to April 2011
Delivery method: CM at risk
knocking it out
of the park
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2012 Building Team Awards jury members (left to right): Timothy Brown,
AIA; Peter Schlossman, AIA, LEED AP: Peter Rumpf, LEED AP; Dan
Huntington, SE, PE, CE, LEED AP; Terry Fielden, LEED AP BD+C; and
Jeremy Oremland. BD+C editors (not pictured) also participated in the
judging, which was held March 23 at the Cliff Dwellers Club, Chicago.
B
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JUDGES
www.BDCuniversity.com
Circle 771
JUDGES
Timothy Brown, AIA
Studio Associate Professor
Director of International Affairs
College of Architecture, Illinois Institute of Technology
Chicago, Ill.
Terry Fielden, LEED AP BD+C
Director of K-12 Education
International Contractors Inc.
Elmhurst, Ill.
Dan Huntington, SE, PE, CE, LEED AP
Associate Principal
KJWW Engineering Consultants
Rock Island, Ill.
Jeremy Oremland
Financial Analyst
Magellan Development Group LLC
Chicago, Ill.
Peter Rumpf, LEED AP
Integrated Construction Manager
Mortenson Construction
Elk Grove Village, Ill.
Peter Schlossman, AIA, LEED AP
Senior Associate Principal
Loebl Schlossman & Hackl
Chicago, Ill.
A project undergoes design review at
MHTN Architects, a 65-member rm
based in Salt Lake City. The Best
Firm to Work For has a long record
of service to its home city and state.
This 65-person design rm has served Salt Lake City
and the state of Utah for the better part of 90 years.
NINE DECADES OF DEDICATION TO UTAH
MHTN Architects
M
HTN Architects, an integral member of the Salt
Lake City business community since 1923, has
designed many iconic structures throughout
Utah over the past nine decades. In recent
years, the 65-person rmone of the largest architecture
rms in the Beehive Statehas worked on such notable
projects as the Zions Bank Tower renovation, the Utah Valley
Convention Center, and the Salt Palace Convention Center
Expansion, as well as projects for the University of Utah,
Weber State University, Brigham Young University, and the
Church of Jesus Christ of Latter-day Saints.
While Utah is its base, MHTN has also designed scores of
projects across the nationfor example, the Morgan Stanley
Riverwoods (Ill.) Corporate Campusand abroad, notably
at the University of Oxford, England. Well go wherever our
clients want us to go, says CEO Dennis Cecchini, AIA. MHTN
is best known outside of Utah for its higher education work,
particularly student unions, the Auburn University Student
Center and the Rendezvous Center at Idaho State University
representing two outstanding examples.
No matter the location or project type, the rm, with $12.6
million in revenue in 2011, emphasizes a collaborative design
approach, taking pains to solicit ideas and contributions from
all team members, even the most junior. MHTNs commit-
ment to training and professional development, green design
leadership, and strong organizational support for volunteering
in community organizations and charitable giving are among
the factors that have made it a Building Design+Construction
Best AEC Firm to Work For.
NEW LEADERSHIP MODEL DIVIDES
CORPORATE RESPONSIBILITIES
Two years ago, when then-president and CEO Bryce Jones,
AIA, assumed emeritus status (he retired in 2011), MHTN
divided management duties among three leadersDennis
Cecchini, CEO; Peggy McDonough, AIA, LEED AP, President;
and Lynn Johnson, CFOto enable the rm to keep pace
with new trends and better meet its mission.
Splitting the responsibilities this way allows for more fo-
cused leadership in specic areas, says McDonough. As CEO,
Cecchini is responsible for operations, IT, quality control, train-
ing, construction document standards, and human resources.
As President, McDonoughs focus is on marketing, business
and community development, design quality and implementa-
tion, and professional development. As CFO, Johnson is in
charge of nance, contracts, accounting, and collections.
Dennis and I share administrative ideas and strategies, and
we are still able to practice architecture, says McDonough.
We nd that many lines are blurred, and we are able to ex-
change perspectives and make contributions to each area.
The reorganization was designed to make the rm a little
more exible and transparent, adds Cecchini. McDonough
says the management team has been rethinking how we do
most things, including involving more of the rms nine other
partners in setting strategy and running the rm.
Inclusiveness is a big part of the rms project management
approach. Teams are arranged in nonhierarchical project
wheels. The design process is fueled by good communication
to build consensus. No one has a top-of-the-heap position
except the principal-in-charge, Cecchini says. Everybodys
ideas are important. They might not all be used, but they con-
tribute to a better result and a more creative experience.
Many projects undergo a collaborative review process co-
ordinated by the rms two design principals, McDonough and
Brian Parker, AIA, REFP. The rm holds design pin-up reviews
for select projects in the early design stage. This process, the
rm says, promotes mentoring, innovation, sharing and evolu-
tion of design strategies, and increased awareness of trends
from various market sectors. Brief, tightly focused collabora-
tive sessions can be held any time to discuss specic design
questions. Useful insights from these sessions are posted for
all to see.
When forming project teams, managers encourage people
to test unfamiliar waters. We make sure that our people have
the opportunity to stretch themselves, and push themselves
forward, Cecchini says. That way, he says, the work stays
challenging and nobody gets stuck in a rut.
MHTN used to have a traditional studio alignment with each
studio focused on a particular market sector, but that model
has been largely set aside so that designers can have more
exible career paths. We still have areas of expertise by sec-
tor with a principal-in-charge, but people can change among
them if they want to, or they can focus on being a thought
leader in one area, McDonough says.
The rm prefers to promote from within rather than shop-
ping for outside talent. This year, for example, rather than
trying to recruit from outside the rm to enhance its healthcare
practice, MHTN opened the search to in-house applicants.
Six applied, and Mike Wilcox, Assoc. AIA, was chosen to
work under healthcare director David Daining, AIA, LEED AP
BD+C, NCARB. The others will be woven into healthcare
teams as those projects come on line, says McDonough.
STRONG SUPPORT FOR TRAINING AND
PROFESSIONAL DEVELOPMENT
MHTNs formal professional development program spurs indi-
viduals to set their own goals, and the rm provides the means
to achieve them. MHTN sets aside an hour every Monday for
BY PETER FABRIS, CONTRIBUTING EDITOR
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companywide training on such topics as
design, consultant relationships, operational
topics, and marketing. An intensive half-day
training session on building client relation-
ships is held every six months. Staff mem-
bers brush up on presentation skills, meeting
management, and other topics related to
interacting with clients.
A robust mentoring program provides
guidance for budding and seasoned profes-
sionals alike. All staff members, at both
the principal and nonprincipal level, are as-
signed mentors. That gives them someone
they rely on who grows to understand them
over time, says Cecchini. When we have
a professional development meeting
MHTNs version of an annual reviewthe
mentor comes to the meeting with the
individual whose development is being
discussed. This process allows the mentor
to assess how to help the individual achieve
the agreed-upon goals.
MHTN is accredited for in-house train-
ing by the AIA CES Discovery continuing
education program and offers about 30
programs a year. The rm encourages staff
to get involved with AIA and other profes-
sional associations, allowing paid time off
for attending committee meetings. Several
staff members play prominent roles in the
local AIA chapter, including Robert Pinon,
Utah is known for its picturesque landscapes, as well as its populations love of the outdoors.
MHTN is doing its part to ensure that this treasured environment is preserved for future gen-
erations by being a green design leader. Five years ago, the firm remodeled its corporate
office to LEED-CI Gold, making it the first Utah-based design firm to achieve that distinction.
Its really Gold-plus, says McDonough. We were just one point short of Platinum. The
impracticality of replacing the existing HVAC system was the main reason the project fell just
under the highest LEED certification mark. The office has lived up to its promise as a learning
environment for clients, engineering and construction partners, and the public. Were quite
proud of achieving LEED Gold in a 1970s-era building.
The projects sustainability features and results include:
Automatic light dimmers
55% reduction in water use from a high-efficiency plumbing system
38% reuse of furniture
40% reuse of building components
40% reduction of electricity use
5% use of rapidly renewable materials
100% use of low-VOC materials
Diversion of 85% of construction waste from landfill
Seven MHTN designers worked mostly full time on the project, although the design team
had plenty of input from the whole staff. The result was an open office environment, with just
three private offices, that fosters collaboration in a setting flooded with natural light.
The project led to an unexpected bonusthe development of Early Eco, a proprietary
cost analysis software tool to help designers choose green components that yield the best
value. Its like having a shopping list of items in pre-design that you use to figure out cost
and payback, says Cecchini. Now, the tool helps MHTN designers present sustainable
design options to clients with data on payback costs in years.
Early Eco, whose development can be traced largely to Glen Beckstead, ASPE, the firms
full-time cost estimator (a rarity for a 65-person architecture firm), gives MHTN a competitive
advantage with clients such as K-12 school systems that may not be familiar with financial
aspects of green features. In one case involving a new school in Ogden, Utah, the Early Eco
tool helped MHTN provide the school district with a more detailed understanding of the
costs and paybacks of LEED sustainable design points. The project went on to become the
first public school in the state to earn LEED-NC certification.
DEMONSTRATING LEADERSHIP in sustainability
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Collaboration is the key design component at
MHTN Architects. The rms 1970s-era corpo-
rate ofce was renovated ve years ago and
missed hitting LEED-CI Platinum by one point.
Peggy McDonough, AIA, LEED AP, President and Design Director, and CEO Dennis Cecchini,
AIA, share management responsibilities at MHTN with CFO Lynn Johnson (not pictured).
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a member of the AIA Young Architects
Forum. Cecchini is president of the state
AIA component.
MHTN was an early adopter of BIM,
having rst used it eight years ago. Today,
all projects use Autodesk Revit, and all
project teams have a full-time data leader
dedicated to managing and monitoring
each projects BIM model across all disci-
plines. This orchestra leader is charged
with coordinating the information added
to the model and checking accuracy and
relevance. As for integrated project delivery,
the rm sees it as often going hand in hand
with BIM, and that IPD is critical to balanc-
ing the needs of the many stakeholders in
large-scale projects.
PROMOTING SOCIAL
RESPONSIBILITY AND
INTRAMURAL COLLEGIALITY
MHTN is participating in Architecture
2030, the national effort to achieve a 70%
reduction in fossil fuel impacts from new
construction and major renovations by
2015, and net-zero by 2030. MHTN was
the rst company headquartered in Utah to
join the U.S. EPA Climate Leaders program
for organizations to complete a corporate-
wide greenhouse gas inventory and set a
reduction goal.
MHTN participated in Utahs 2010 Clear
the Air Challenge, a contest among profes-
sional rms to reduce their carbon foot-
prints. One employee, design leader Brian
Parker, earned the distinction of reducing
emissions the most among all contestants
in the state. Its a good way to help people
understand their environmental impacts
and get practice in reducing their carbon
footprint, says Cecchini.
A Wall of Exchange, a showcase of
unusual and innovative projects, is housed
in a prominent location in the ofce. This
venue allows staff to share design concepts
with their peers and promotes informal
collaboration. We want our staff to be well-
rounded individuals, Cecchini explains.
The rm offers exible working hours for
those with special family circumstances.
If an individual has a family emergency or
health concern that requires extra time off,
there is a bank of time from which they can
borrow. Unused paid time-off hours are
pooled and are available when the need
arises.
For Kimberly Johnson, senior market-
ing coordinator, who needed to have
unplanned surgery last year, It was great
knowing that resource was available.
Every employees time card has space
for paid community service and profes-
sional organization service. MHTN staff
volunteer for the United Way, the Utah
Food Bank, Habitat for Humanity, the LDS
Church Humanitarian Foundation, and
many other charities. For years, the rm
has provided pro bono design services to
the Salt Lake CAP Head Start Program.
Last year, MHTN volunteers replaced the
landscaping at the Safe Harbor Crisis Cen-
ter, a women and childrens shelter. The
rm supports the University of Utah College
of Architecture + Planning, participating on
juries, and several staffers have served as
adjunct faculty members.
Strongly rooted in its community with
a rich history, MHTN is well positioned to
serve Utah and beyond for many years. Its
early adoption of BIM and green design
demonstrates a vision to embrace the
future. Under its new leadership structure,
the rms next chapters look as promising
as its past. +
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Sprucing up the greenery at a women and chil-
drens shelter, one of many community service
projects by MHTN staff volunteers.
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Circle 773
Does your rm engage in projects under design-
build delivery? Yes No
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(Check ALL that apply.)
I
n February, we opened our 2012 series on design and con-
struction trends in university buildings with a report on fu-
sion facilities (http://www.bdcnetwork.com/fusion-facilities-
8-reasons-consolidate-multiple-functions-under-one-roof). We
continue the discussion with four more trends that are shaping
collegiate projects:
1. New concepts of classroom design
2. Increasing use of exible space concepts
3. More common areas for collaboration
4. Repurposing of library space
Behind these trends are several dramatic forces that are cutting
right to the heart of the universitys mission:
The growing use of project-based teaching
The pressure to hold costs down as rising tuition and fees
The Research Commons at UCLAs Young Research Library
can accommodate up to 200 users in an open, collabora-
tive environment. Students and faculty can utilize library
resources, conduct research, and work with one another in
any of 22 pod workstations, in groups of varying size.
BY PETER FABRIS, CONTRIBUTING EDITOR
Our series on college buildings continues
with a look at new classroom designs,
exible space, collaboration areas, and
the evolving role of the university library.
university buildings, part II
FOUR MORE TRENDS IN
higher-education
facilities
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outpace ination
A movement to promote cross-disci-
plinary collaboration
New technologies that are chang-
ing pedagogy and how students and
faculty interact
1. NEW TAKE ON THE
COLLEGE CLASSROOM
Current pedagogical methods at the college
level emphasize problem-based learning
and collaboration among students over
the traditional lecture format. Experiential
learning is at the forefront of just about every
discipline, says Jeff Ziebarth, AIA, LEED
AP, a principal in the Minneapolis ofce of
Perkins+Will. Students are becoming the
instructors, and instructors are becom-
ing facilitators. Working on group projects
is believed to promote better retention of
knowledge than the traditional lecture model,
researchers are nding. So, classrooms
must change to meet these new demands.
The Technology Enabled Active Learn-
ing (TEAL) classroom in MITs Stata Center
for Computer, Information and Intelligence
Sciences contains 13 round tables, with
seating for nine students per table, and
three laptop computers per table to accom-
modate teams of three students. Instruc-
tors sit at a workstation in the center of the
room. A typical class includes hands-on
experimentation supported by interactive
digital media.
New and renovated classrooms at many
institutions include easily movable furniture
and media-rich presentation technology.
Missing from this picture: a front-of-the-
room podium, says Brad
Lukanic, AIA, LEED AP, a
principal with Cannon De-
sign, New York. Every sur-
face of the room has media
on it, he says. There
could be projectors on all
four walls. Packed with
electronics, these rooms
may require an upgraded
electrical system on rehabs
of older buildings.
Students can project
their work onto a single
screen for their own group
or onto multiple screens
for the whole class to view.
This design takes more
square footage than the
traditional classroom, 25-
40 sf/person for multime-
dia, vs. 17-18 sf/person for
traditional, Lukanic notes.
That makes it more critical for administra-
tors to maximize the utilization rates of up-
dated classrooms. In many cases, multiple
departments must share these spaces,
which goes against the grain of many
institutions that are accustomed to having
dedicated buildings for each discipline.
2. FLEXIBILITY: THE KEY
TO NEW DESIGNS
At Duke University, Durham, N.C., the Link
Teaching and Learning Centera prototype
area for testing new teaching methodsis
a new space shared by many departments.
Housed in the ground oor of the univer-
sitys central library, the technology-rich
space is highly exible to accommodate
classes and study groups of varying sizes.
A test bed for new classroom design, Duke
has undertaken a detailed assessment of
the Link for lessons on how other class-
rooms could be redesigned.
The exibility to recongure space for
different uses is built into many collegiate
projects today. The Links classrooms
feature an above-ceiling strut system with
power and data connections. Speakers,
cameras, microphones, and monitors can
be easily installed and moved as needed.
An IT support group is housed within the
Link for assistance with the technology.
Some classrooms have their own con-
nected breakout rooms for group work. A
large, open lobby area and wide corridors
offer additional space for working groups
MITs 3,000-sf TEAL classroom has a central instructors worksta-
tion, 13 tables for students in three-member teams, continuous
whiteboards, projection screens, and video projectors. Hands-
on experimentation is supported by interactive digital media.
Cameras and projectors allow an instructor to highlight a specic
students work by broadcasting it around the room.
university buildings, part II
The Reading Room at Young Research Library supports quiet study and research. Blue semi-circu-
lar couches (at rear) offer a comfortable study space for users who work best in more relaxed mode.
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to use. Large whiteboards on wheels and
movable furniture allow groups to create
their own nooks.
Furniture in Link classrooms is easily
recongurable. Each classroom has slides
posted on the wall to demonstrate multiple
congurations; before class, students rear-
range the furniture from these templates.
Faculty dont want to be responsible
for setting up furniture, says Thomas D.
Kearns, AIA, LEED AP, a principal with
Shepley Bulnch, Boston.
The University of North Carolina, Charlotte,
recently broke ground on a small-business
incubator, the PORTAL, that is designed
to take exibility even further. Most plumb-
ing, electrical, communication, and HVAC
systems have been positioned in the ceilings
so that the walls can be easily moved or
removed. We looked at using demountable
partitions, but the costs didnt line up, says
Ryan J. Mullenix, AIA, a principal in NBBJs
Columbus, Ohio, ofce. The typical small
business stays in an incubator for about 39
months, he says, so recongurations would
not be necessary often enough to justify the
cost of demountable partitions. The building
will be constructed so that additional wings
could be connected on the ground oor at
several locations in the future.
Increasingly, universities want exible
spaces that can have multiple uses over
their lifetimes. Were working with clients
to create more modular spaces, Ziebarth
says. For example, by using raised access
ooring with displacement ventilation, a
space can be inexpensively converted from
a 40- to 50-seat classroom to ve faculty
ofces by using movable, interchangeable
wall systems.
3. PROMOTING
COLLABORATION
Fostering collaboration is a common
theme for most collegiate projects. Huddle
space for students, faculty groups, and
researchers is being set aside to promote
interaction. Co-locating different disciplines
within the same building is an increasingly
common tactic, all in the belief that more
effective learning, higher-quality research,
and greater levels of innovation result when
academics from different backgrounds and
disciplines work in close proximity.
This concept is being implemented at
UNCCs Portal building which, to promote
interaction among incubator rms, will have
some ofces with windows facing the interior
of the building. Shared conference rooms
and kitchenettes will be centrally located
within bridges connecting two wings. These
areas will be ooded with natural light to
draw entrepreneurs together for impromptu
conversations during the day; at night, theyll
be able to see others burning the midnight
oil, possibly leading to breakthrough busi-
ness opportunities, says Mullenix.
4. RETHINKING THE LIBRARY
As print rapidly migrates to digital, the mis-
sion of the campus library iswell, in turmoil.
Not all books will go the way of the Encyclo-
pedia Britannica, but that doesnt mean that
they all have to be on library shelves. Many
universities are relocating at least part of their
print collections to remote storage facili-
tiessome using robotic automated retrieval
systemsso that precious library space can
be repurposed. Scholars can reserve them
on their laptops for later pickup.
At some community colleges and primar-
ily commuter colleges, library space has
been converted to lounges and group study
rooms, which are lacking at these institu-
tions. A lot of times, well see students eat-
ing lunch in their cars because they dont
have a gathering space, Mullenix says.
Some collegiate libraries are supplement-
ing the campus computer lab by carving
out space for media rooms equipped with
large-screen, high-denition monitors and
high-end software for video production or
other functions that are out of the price
range of most students.
Multi-purpose, multi-use, recongu-
rablethese are becoming the watch-
words behind many university construction
projects. As the lines between disciplines
blur and teaching methods continue to be
rened to meet the demands of todays on-
line-oriented student, the built environment
needs to be able to adjust accordingly. +
Atrium of the PORTAL at UNC Charlotte. Small businesses usually stay in an incubator for about 39
months, so spatial and programming exibility is crucial to the success of such a facility.
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Section of the PORTAL at UNC Charlotte. MEP
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A
s BIM continues to exert its
explosive impact on the AEC
industry, one component that
has been comparatively quiet is
academia, specically the world of architec-
tural education. BIM in Academia looks to
reevaluate BIMs place in the architectural
education worldthe Academy, as it is
referred to in the book. The book, edited by
Peggy Deamer, AIA, and Phillip G. Bern-
stein, FAIA, both of whom teach at the Yale
School of Architecture (Bernstein is also a
vice president at Autodesk, maker of the
Revit BIM platform), examines the questions
raised by having BIM in an academic setting
and provides BIM case studies from faculty
at a number of U.S. architecture schools.
Although unabashedly written by academ-
ics for academia, the book has several note-
worthy themes that cross over between the
AEC industry and the Academy.
ARCHITECTURE STUDENTS,
VDC, AND THE AEC INDUSTRY
One of these has to do with why VDC-en-
abled construction rms are seeking out the
graduates of architecture schools. The fact
is that a number of construction companies
(including Gilbane, where I work) are hiring
architecture graduates because the cur-
ricula and highly demanding class loads of
these programs make their graduates ideal
candidates for VDC projects. As a VDC
manager myself, I have found that architec-
ture graduates often make fantastic VDC
professionals. They also nd this role highly
fullling. Asked why he liked doing VDC at a
construction rm, a recent MArch gradu-
ate replied, One of the most rewarding
aspects of the VDC industry is our inuence
on how designers and builders interact.
This is exactly the sort of answer one would
hope for from the people who are best
suited for BIMs collaborative environment.
The supply of talented VDC candidates
still does not meet the demanda gap
that will only widen as the industry recov-
ers and project loads increase. Thats why
AEC industry professionals who focus on
advanced VDC implementation are eagerly
watching developments related to the
Academys evolving relationship with BIM.
Furthermore, with the unemployment rate
for new architectural graduates at nearly
15%, and with professional internships at
design rms few and far between, there
is a dire need for architecture students to
make themselves as marketable as pos-
sible. Employersdesign and construction
rms alikeare looking for new hires to be
highly functional in extremely short periods
of time. These demands put tremendous
pressure on new architecture graduates.
Fluency in BIM can be a critical differ-
entiator for a new graduate. If the Acad-
emy truly wishes to see its recent graduates
thrive in the AEC industry, making BIM an
integral part of the curriculum is imperative.
This also creates an opportunity for the pro-
fession (both design and construction) to
positively engage with Academia to provide
lessons learned, technical expertise, and
best practices in BIM and VDC.
If there is a single valuable takeaway from
BIM in Academia, it is that the Academy is
moving beyond Should we be involved in
BIM? to clearly addressing more functional
concerns around How do we integrate
BIM into the curriculum? The institutions
that are producing the next generation of
architects and VDC professionals are in the
beginning stages of a curriculum revolution
that can have the long-term impact akin to
that of Walter Gropiuss Bauhaus School.
This shifting attitude in many ways
mirrors how the industry and individual
rms adopt BIM. It usually starts out
as a process where the rm attempts to
understand the ramications of BIM, what
resources BIM implementation requires, and
how BIM ts into their particular business
model. As the rm begins using the tool on
projects, the question becomes How do
we improve or reinvent what were doing?
The recent BIMForum meeting that fo-
cused on VDC deliverables across the AECO
market also concluded that, as an industry,
were beyond Should we? and are now en-
tering a period of rapid growth centered on
how to implement BIM most effectively.
The contributors to BIM in Academia and
AEC industry professionals agree on one
thing: Change is here, and more change is
coming. BIM threatens all hierarchies, the
book states, and this holds true for both
academic and professional settings. After
a rm pushes seriously into VDC, nothing
is untouched. From the early design phase
in an architectural rm, to building turn-
over at a construction management rm,
standard business practice changes when
integrating BIM. Such change isnt always
comfortable, easy, or smooth, as the
numerous case studies in the book (and in
real practice) demonstrate.
Many practicing designers fear that BIM
is a homogenizing tool that inicts a limited
BY JOHN TOCCI, JR.
LESSONS FOR THE AEC INDUSTRY
bim in the academy
building information modeling
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set of parametric tools on the project,
takes the designer out of the drivers seat,
and replaces the professional with a set of
soulless mathematical constraints. This is
a common topic of discussion, both in the
Academy and in design rms.
The above statement is true to some
extent, but only insofar that it is true that
a mechanical pencilan earlier soulless
toolcan manipulate the design pro-
cess. Such is the case only if the person
operating the pencil isnt capable of using
it effectively. The same argument applies to
BIM software.
Fluency with the best tools for the job is
critical, but lack of operator capability should
not be confused with perceived deciencies
of the software. Look no further than the
AIA-award-winning work of the parametric
wizards at CASE Design in New York City to
appreciate how BIM tools can allow the re-
alization of pure design. These BIM tools are
so exible that they are used for modeling
the sets of blockbuster movies the likes of
The Fantastic Four and The Watchmen.
WILL THE REAL MASTER
BUILDER PLEASE STAND UP?
One question that the book touches on,
and which often comes up in industry
discussions of BIM and IPD, is Who is
the master builder, and how does BIM t
into that role? With the advent of BIM, the
master builder is now is the whole team. At
last Decembers AIA Student Chapter Na-
tional Forum, two Gilbane VDC engineers
presented a discussion of how the role of
the master builder has evolved and where
they see it headed. What is interesting
about these two VDC professionals is that
they are both IDP-logging, card-carrying
Associate AIA architecture interns. Although
their professional afliation is obviously
not an objective source, they argued that
BIM and VDC tools are pulling the mas-
ter builder team together in a cohesive
way after a more than 40-year period of
separation. An important component of this
trend is the advent of highly collaborative
project delivery methods like Construction
Management at Risk with Design Assist
and various types of IPD contracts that are
critical to making the team-based master
builder concept work.
THE ONGOING SEARCH FOR
THE RIGHT PEOPLE
In his essay, John I. Messner, PhD, an as-
sociate professor of architectural engineer-
ing at Penn State, wrote that the AEC
industry needs more T-shaped people on
such composite BIM/VDC teams. T-shaped
people have a broad eld of knowledge
across disciplines, with great depth of
expertise in a single eld. Finding such T-
shaped team members is a critical step for
any AEC company looking to start, expand,
or assemble a VDC-enabled organization.
Implementing such a strategy will create the
best building project teams.
BIM in Academia suggests several pos-
sible routesmuch like those AEC rms
are takingfor the Academy to accelerate
the development and integration of BIM/
VDC into their programs. The industry-
leading BIM/VDC rms are already starting
to push BIM tools into the hands of eld
and ofce staff alike, as well as assigning
traditional project roles like assistant proj-
ect manager or project engineer to VDC
staff members.
From my reading of BIM in Academia, it
is clear that the front-running academic
institutions are not far behind profes-
sional practice in BIM thinking: the
sooner they catch up, the better the AEC
industry will be for it. AEC industry profes-
sionals with BIM/VDC experience have a
responsibility to provide feedback, assis-
tance, and resources to make sure that our
most critical supplier, the Academy, contin-
ues to provide the human capital necessary
to sustain the integration of VDC into the
design and construction industry. +
John Tocci, Jr., is Manager of Virtual Design
and Construction at Gilbane Building Com-
pany and a BD+C 40 under 40 honoree.
BY RAISSA ROCHA, ASSOCIATE EDITOR
PORTFOLIO
new projects
1
INTEGRATED LABORATORY AND
GREENHOUSE SUPPORTS SCIENTIFIC
RESEARCH AT UMASS
The CNS Research and Education Greenhouse at the University
of MassachusettsAmherst is a 20,000-sf complex supporting
advanced research in the plant, soil, and insect sciences.
It comprises a new 10,000-sf greenhouse, a new 5,000-
sf research laboratory, and a renovated 4,500-sf teaching
greenhouse. The greenhouses include automated systems to
control light, temperature, humidity, and irrigation; sustainable
features include a stormwater retention system, an energy
recovery system, and an evaporative cooling system. Boston-
headquartered architecture rm Payette designed the research
and education complex.
2
NEW CHILDRENS HOSPITAL IN BALTIMORE
BUILT TO MAKE PATIENTS FEEL AT HOME
The Herman & Walter Samuelson Childrens Hospital at Sinai in
Baltimore is a $29.5 million, 57,200-sf facility designed by local
rm Hord Coplan Macht. The hospital focuses on family-centered
care, featuring 26 private inpatient rooms with large glass
windows to bring in natural light, as well as custom-designed
elevator buttons for creating a playful feel. The Building Team also
included Whiting-Turner Contracting Co. of Baltimore, consulting
engineering rm Leach Wallace Associates, Elkridge, Md.,
structural engineering rm Morabito Consultants, Sparks, Md.,
and Baltimore-headquartered civil engineering consultant RK&K.
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CORNELLS COLLEGE OF HUMAN ECOLOGY
MOVES INTO NEW SUSTAINABLE FACILITY
The 89,000-sf Human Ecology Building at Cornell University in
Ithaca, N.Y., was built to integrate with the College of Human
Ecologys existing facilities. The project included a three-story
academic/laboratory building, a commons linking the new structure
to adjacent areas, and a parking garage. The building provides
research laboratories, studios for drawing and design, a display
gallery, community spaces, and administrative ofces. Targeting
LEED Platinum certication, sustainable features include automatic
ventilation, green roong, and electric vehicle charging stations.
The Building Team consisted of architecture and planning rm
Gruzen Samton IBI Group, of New York City; civil engineers
T.G. Miller, P.C., Ithaca, N.Y.; and construction manager LeChase
Construction Services LLC, headquartered in Rochester, N.Y.
4
CHILD CARE CENTER OPENS FOR FAMILIES
OF FEDERAL GOVERNMENT EMPLOYEES
Operated by Childrens Creative Learning Centers, White Oak
Wonders is a new child care facility located on the campus of the
U.S. Food and Drug Administration headquarters in White Oak,
Md., and serves the families of FDA and other federal employees.
The U-shaped, single-story 21,000-sf facility is organized across
two wings, with administrative and support spaces located in the
center and outdoor play areas placed adjacent to classrooms.
White Oak Wonders also incorporates sustainability features
such as green roong and stormwater management systems.
Architecture rm RTKL partnered with NTVI Enterprises LLC on
design construction, and KlingStubbins Inc. was responsible for
civil engineering and project management support.
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SHOPPING CENTER REDEVELOPMENT
IMPROVES PEDESTRIAN EXPERIENCE
IN A SUBURB OF CHICAGO
Renovations are complete at the 251,313-sf Rice Lake Square in
Wheaton, Ill., in the western suburbs of Chicago. Improvements
include roof uplighting and tower elements, two pedestrian plazas,
more convenient parking spaces, improvements to trafc ow,
and landscaping. The expansions took ve months to complete,
according to Mid-America Asset Management, Oakbrook Terrace,
Ill., which oversaw the redevelopment. The Building Team included
architect Pappageorge Haymes Partners, civil engineer SPACECO
Inc., landscape architect Hitchcock Design Group, and general
contractor Pepper Construction; all are based in the Chicago area.
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DAY SHELTER FOR WOMEN IN BOSTON
NEIGHBORHOOD RECEIVES MAKEOVER
The Womens Lunch Place, a day shelter for homeless women
in Bostons Back Bay neighborhood, was recently renovated
to create a warmer, more inviting atmosphere for guests.
Architecture and planning rm Arrowstreet, Somerville, Mass.,
took a 50-year-old basement and exposed its brick piers and
granite foundation walls to allow for more natural lighting in
the shelters dining space. The project added a new industrial
kitchen designed to serve 200 meals per day as well as the
ability to accommodate shelter-related events. Also renovated
were support spaces, including a resource center and reading
room located in the upper levels.
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The Human Resource Development Center of the Seoul City govern-
ment in South Korea uses Dye Solar Cell (DSC) stained glass windows
to generate clean, renewable electricity from sunlight. DSC technol-
ogy emulates photosynthesis when light striking the dye deposited on
the glass activates electrons that generate an electric current. DSC
produces electricity efciently even in low light conditions and can be di-
rectly incorporated into buildings by replacing conventional glass panels
or metal sheets rather than taking up roof space or extra land area.
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Rogers Centre, home to the MLB Toronto Blue Jays and the
Toronto Argonauts of the Canadian Football League, wanted
to gain control of its lighting energy use. With an annual
electricity bill that often exceeded $3 million, the facilitys
management enlisted the help of Encelium Technologies and
its energy management system. The EMS utilized daylight
harvesting, personal software-based controls, occupancy
controls, smart-time scheduling, task tuning, and variable
load shedding to reduce Rogers Centres energy usage by
56 to 79% throughout the building, translating into savings
of $303,000 annually.
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ENERGY-MANAGEMENT LIGHTING
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even takes pressure off your
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With the introduction of the all-new brass Durameter
cartridge, Moen
Commercial eliminated
le use o w~le: j:essu:e lo co:l:o le li:i:q :ec~:is: i: ou: M-PRESS
faucets. You get

consistent performance with less need for maintenance. Thats truly a relief. For an interactive
demo, visit www.moencommercial.com/mpress
Sc~: e:e o: oel~ieo M-PRESS
product specs. Download reader
at getscanlife.com. 2012 Moen Incorporated. All rights reserved.
Circle 778
When the design team DLR Group, Minneapolis, was ready to rec-
ommend wall panels for an Edison charter school in chilly Duluth,
Minn., it wanted something that could be easily applied to a steel
frame and that mimicked the colors and textures found in the natu-
ral Minnesota environment. DLR specied Metl-Span panels. Spe-
cialty Systems, Burnsville, Minn., installed 30,000 sf of Metl-Span
3 CF24 and CF36 Architectural Flat insulated wall panels nished
in Tahoe Blue, Dove Gray, Regal Gray, and Cool Zinc Gray. The
multifaceted hues make the building t quietly in its surroundings.
Metl-Span
WALL PANELS AT MINNESOTA SCHOOL
PROVIDE A NATURAL LOOK
The Denver Zoos new Toyota Elephant Passage project, which will
use renewable energy, recycled water, natural daylight, and other
green design and construction practices, has used Greengrades
LEED Management Software during its certication process. The
software improved efciency, cut costs, and allowed the Building
Team, led by Kiewit Building Group, to form strategies, assign tasks,
attach product data and other support documentation, and access
resources, all within Greengrades Web-based software. The Toyota
Elephant Passage project plans to submit for LEED Gold or Platinum
certication.
Greengrade
LEED MANAGEMENT SOFTWARE STREAMLINES PROCESS AT DENVER ZOO
CFR Metal Roof Panel
Metl-Spans insulated metal stand-
ing seam roof panel is the foremost
innovation in all-in-one composite
panel design, combining durable
interior and exterior faces with an
unmatched polyurethane core.
Superior insulation values save
energy for 30 years or more. Energy
bills are lower and less fossil fuels
are burned leaving a cleaner
environment. A CFR roof goes up in
one step, cutting installation time in
half compared to typical metal roof
systems and without dependence
on highly skilled labor.
Metl-Span
877.585.9969
www.metlspan.com
Circle 779
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ThyssenKrupp Elevator contributed one synergy 300 S seven-
stop elevator to the Fraunhofer Center for Sustainable Energy
Systems (CSE) Building Technology Showcase, a rst-of-its-kind
research and demonstration building for sustainable technolo-
gies in the Bostons Innovation District. The elevator has a
4,000-lb capacity cab and travels 200 feet per minute. The
size and capacity permit oversized loads to be shuttled, and it
generates energy for the building.
ThyssenKrupp Elevator
ENERGY-EFFICIENT ELEVATOR AIDS RETROFIT OF
FRAUNHOFER SUSTAINABLE ENERGY CENTER
Circle 780
Circle 781
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directory
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3A Composites 10 756
AGC of America 4-5, 42-43 752, 773
ARCAT 35 770
AT&T Wireless 13 757
BASF Corporation 6 753
Belden Brick Company 18 762
Chrysler LLC C3 783
ClarkDietrich Building Systems 17 761
Crane 52 775
Delta Faucet Company C4 784
DORMA Group 19, 53 763, 777
DuPont Building Innovations 27 766
Duro-Last Roong 57 782
Easi-Set Industries 29 767
Excel Dryer, Inc. 23 765
Page number Circle number
InPro Corp 14 758
Johnsonite Inc 16 760
Lubrizol Advanced Materials 31 768
MBCI 37 771
Metl-Span, LLC 54 779
Moen 54 778
National Frame Building Assn. 22 764
Nixalite of America Inc. 55 781
PPG Industries Inc 9, 33, 53 755, 769, 776
Salsbury Industries 55 780
STO Corp 15 759
Schuler Shook 8 754
Technical Glass Products Inc C2-3, 41 751, 772
Wooster Products Inc 49 774
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AIA ....................................................14
Altoon Partners ..................................16
Altoon + Porter Architects ..................16
Arcadis ..............................................16
Arrowstreet ........................................52
Bayshore Concrete Products ...............16
BOKA Powell .....................................21
Cannon Design ..................................46
CASE Design .....................................49
Chipman Design Architecture .............20
Cohen Freedman Encinosa
and Associates ..................................21
CRS Engineering & Design Consultants 16
Davis Langdon & Seah .......................16
Dewberry...........................................32
DLR Group...................................36, 54
Eidco Construction .............................20
Elkus Manfredi Architects ...................20
Environmental Systems Design ...........26
EYP Architecture & Engineering ..........16
Genivar Inc. .......................................14
Gilbane Building Co. .....................32, 48
Gruzen Samton ..................................51
HBD Construction ..............................16
HDR Architecture Inc. ...................32, 36
Heery International .............................14
Hitchcock Design Group .....................52
Hord Coplan Macht ............................50
IBI Group ...........................................51
Illinois Institute of Technology........30, 37
International Contractors Inc. ........30, 37
Jacobs Engineering Group ..................24
KDC ..................................................21
Kiewit Building Group ...................36, 54
KJWW Engineering Consultants ..........37
KlingStubbins.....................................51
Leach Wallace Associates ...................50
LeChase Construction Services ...........51
Loebl Schlossman & Hackl .................37
M-E Engineers ...................................36
Magellan Development Group .......25, 37
Marmon Mok .....................................28
McCarthy Building Companies ............23
MHTN Architects ................................38
Modular Building Institute ...................14
Morabito Consultants .........................50
Mortenson Construction ...............26, 37
National Trust for Historic Preservation 11
NBBJ ................................................47
New Buildings Institute .......................11
NTVI Enterprises LLC .........................51
Pappageorge Haymes Partners ...........52
Payette ..............................................50
Pepper Construction...........................52
Perkins Eastman ................................23
Perkins+Will ................................25, 46
Populous ...........................................36
Power Construction Co. ......................24
Princeton Review ...............................16
Ringdahl Architects ............................20
Robins & Morton ................................28
RK&K ................................................50
Roof Coatings Manufacturers
Association ........................................16
RTKL .................................................51
Shawmut Design and Construction .....16
Shepley Bulfinch ................................47
Skanska USA .....................................16
Smith Carter Architects & Engineers ...14
Smith Carter LLC ...............................14
SmithGroupJJR ..................................28
SPACECO Inc. ....................................52
SSOE Group ......................................16
Stiles Construction .............................21
Suffolk Construction ...........................20
T.G. Miller ..........................................51
Thornton Tomasetti ......................26, 36
Turner Construction Co. .....................32
University of Massachusetts
Amherst ............................................50
University of Massachusetts Dartmouth 20
University of Michigan ........................14
University of North Texas ....................12
USGBC ..............................................16
Whiting-Turner Contracting Co. ...........50
Yale School of Architecture .................48
FIRM/ASSOCIATION INDEX
The Duro-Last
single-ply roong
system is the Proven Performer
,
with more than a billion square
feet installed throughout North
America. Our reputation for
quality stems from a time-tested
product formulation and a highly
rened installation method that
relies on dependable, authorized contractors. If you specify
high-quality roong systems, specify Duro-Last.
Duro-Last Roong Inc.
800.248.0280
www.duro-last.com
Circle 782
The advertiser index is published as an additional service.
The publisher does not assume any liability for omissions or errors.
PRODUCT
solutions
SMALLER CEILING FAN OFFERS
SUSTAINABILITY, SILENT AIRFLOW
Capable of the same efciency as Big Ass Fans larger diameter fans,
the Haiku ceiling fan is designed for smaller commercial and residential
applications, with a wingspan of 60 inches. The concealed motor of this
new fan delivers an 80% improvement in efciency over conventional
ceiling fan motors, exceeding Energy Star requirements. Operated by
remote control, the fan has 10 settings, including Whoosh, which
simulates natural variations in airow for greater user comfort. The airfoils
are made of Moso bamboo and feature
an aerodynamic prole, providing
smooth and silent airow at all speeds.
Big Ass Fans
HARDWOOD FLOORING ENGINEERED
FOR STABILITY, DURABILITY
Terra Legno wood ooring is created by combining separate layers of hardwood,
each laid out so that its grain runs at a right angle to the grain of other layers.
Combining the layers this way gives the ooring dimensional stability, preventing
it from changing shape due to moisture conditions. Floors are made from 100%
Russian birch hardwood, known for its exceptional strength and stability, and each
plank comes prenished with nine layers of coating to improve durability. Terra
Legno also has limited impact on the environment, producing up to three times
more square feet of ooring per tree harvested.
Terra Legno
CURBLESS DAYLIGHTING SYSTEM
MINIMIZES LEAK POTENTIAL
The curbless daylighting system from Acuity Brands is designed for direct
attachment to new or existing structural standing seam metal roong systems,
helping to maintain structural integrity of the roof. Features include an integrated
rail attachment that allows the system to move with roof expansion and contraction, and
a single-sided front-end water diverter to minimize roof penetrations and leaks. The system
incorporates Sunoptics Signature Series prismatic skylights, offering a cost-effective daylighting
solution, and is available in 2x5- and 2x10-foot modular sections.
Acuity Brands Inc.
1) For more information about On-The-Job savings, call 877-ONTHEJOB or go to RamTrucks.com. Must take delivery by July 2, 2012. 2) Maximum tax expense eligibility is $139,000; consult your tax advisor for more details. 3) See a
dealer for a copy of the powertrain limited warranty. 4) See RamTrucks.com for details on individual capabilities for models shown. Properly secure all cargo. Ram is a registered trademark of Chrysler Group LLC.
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Touch it on. Touch it off.
Addison
Bath Collection
Lahara
Bath Collection
Touch
2
O
.xt
Technology for the bath.

A simple touch anywhere on the spout or handle turns the water on and off.
For an even cleaner experience, when your hand moves close to the faucet,
Touch
2
O
.xt
Technology intuitively activates the ow of water. On display
exclusively at trade locations. Another way Delta is more than just a faucet.
For more information, scan the QR code or visit deltafaucet.com/touchbath.
Or go hands-free.
Circle 784

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Rush University Medical Center

Curtainwall Series frames with Pilkington Pyrostop

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Technology for the bath.

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