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Table of Contents Features 12 What Can Green Do For You? Determining the Cost Impact of a Sustainable Building Project

17 The Pursuit of a More Diverse Industry S. M. Wilson Takes the Lead

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Market Segments Commercial 14 Confronting Challenges Obstacles on City Municipal Project Solved Through Pre-Construction Planning and Collaboration

Healthcare 9

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Attention to Detail Patient Tower Additions Present Unique Difficulties

Historic Renovation 5

The Woolworth Historic Renovation

About the Cover — S. M. Wilson & Co. is proud of the beautiful, newly renovated headquarters for the Big Brothers Big Sisters of Eastern Missouri. An amazing transformation on the corner of Grand and Olive in downtown St. Louis, Mo. has taken place. The once abandoned F. W. Woolworth building, the new BBBS headquarters, is now a brilliant example of historic renovation.

Merging Past and Present for a New Future

Education 20 Building Lessons S. M. Wilson Renovates Fontbonne University Science Center

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Front Cover Photo Courtesy of Sam Fentress

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BUILDING PARTNERSHIPS


BUILDING

Partnerships From Scott Wilson, President

The Upside of Downsizing he construction industry has been hit hard by the economic recession that has gripped our nation over the past 12–18 months. Everyone in this industry—including S. M. Wilson—has been adversely affected by the slowdown in construction activity and the credit crunch in the commercial real estate and retail industries. We’ve been through some pretty tough times together in the last two years and no doubt there will be others in the future, but as I write this, I am more confident than ever that 2011 and 2012 will bring improvements to our industry. This edition of Building Partnerships points out some of the bright spots we are seeing on our radar screen. Healthcare and education continue to provide opportunities for us to build new facilities. Here are some great examples: The recently completed $205 million BJC Institute of Health at Washington University for Washington University School of Medicine and BJC HealthCare was the single largest project in our company’s history, while the new 89,000-square-foot Duncan Wing patient tower at Alton Memorial Hospital opened in March after completing the rigorous state health inspection in a single day. A $10 million renovation and addition project at Fontbonne University and major building programs for the Clayton School District in Missouri and Mascoutah Community Unit School District 19 in Illinois show continued strength in these markets on both sides of the Mississippi River. Despite these successes, we have had to downsize our staff and streamline our operations, which has not been a pleasant experience for any of us. But as the clouds of the economic storm begin to clear, we find ourselves well positioned to survive and thrive in the years ahead. We have had the pleasure of developing and retaining an outstanding staff to manage our business and build our projects, and we now have a more effective organizational model, internal processes and procedures second to none, and a focused strategic plan in place. And, two other very important points that will help us spring into action when the economy turns are: we have never been more financially stable, and we have the best portfolio of completed projects we could ever hope for. Come on economy, “bring it on!” We are starting to see the calm settle in after the storm, and we’re once again moving in the right direction. I hope you are riding the storm out as well.

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Your partner in success,

A publication from S. M. Wilson & Co. Headquarters: 2185 Hampton Ave. St. Louis, MO 63139 Phone: (314) 645-9595 Fax: (314) 645-1700 Visit us on the Web: www.smwilson.com President Scott J. Wilson Vice President Internal Operations Dale Miller Vice President Field Operations Bernie Loft Vice President Pre-Construction and Estimating Fred Jaeckle Vice President/Project Executive Steve Mast Vice President Business Development Amy Berg Chief Financial Officer Mike Dohle Chief Information Officer Mark Patterson Rollins Construction Company, LLC 3024 N. Ridgeview Dr. Indianapolis, IN 46226 Phone: (317) 545-6104 Fax: (317) 545-7440 Visit us on the Web: www.rollinsconst.com Vice President Kort Cole

Scott Wilson President

Building Partnerships is published by Oser-Bentley Custom Publishers, LLC, a division of Oser Communications Group, Inc., 1877 N. Kolb Road, Tucson, AZ 85715. Phone (520) 721-1300, fax (520) 721-6300, www.oser.com. Oser-Bentley Custom Publishers, LLC specializes in creating and publishing custom magazines. Editorial comments: Karrie Welborn, karrie_w@oser.com. Please call or fax for a new subscription, change of address, or single copy. This publication may not be reproduced in part or in whole without the express written permission of Oser-Bentley Custom Publishers, LLC. To advertise in an upcoming issue of this publication, please contact us at (520) 721-1300 or visit us on the web at www.oser-bentley.com. June 2010 S. M. Wilson & Co.

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BUILDING PARTNERSHIPS

Project Executive Garry Rollins

Building Partnerships is a publication from S. M. Wilson & Co. It contains informative industry features aimed at developers, architects, and engineering firms, as well as prospective clients. The magazine also spotlights a number of S. M. Wilson’s construction projects.


The Woolworth Historic Renovation Merging Past and Present for a New Future By Amanda Bohnert

The grand staircase with terrazzo stair and wood rails along with the terrazzo floors on the first floor were refurbished to look as they had in their prime. wood rails along with the terrazzo floors on the first floor were refurbished to look as they had in their prime. Once transformed, the building became the headquarters for Big Brothers Big Sisters of Eastern Missouri, and home to the new Kranzberg Cultural Arts Center with a black box theater and cabaret, and Craft Alliance art gallery and artist studio. The renovation project consisted of a complete overhaul of the three floors, plus a lower level. As Construction Manager, S. M. Wilson reviewed all planned documents for design development, schematics and other conceptual concerns. In addition to the complexity of the administrative side of the build, Dave O’Brien, Project Executive, noted that the actual construction phase of a renovation almost always has unforeseen variables and unexpected experiences. Bob Leimberg, Senior Project Manager, added, “When you demo a wall you may not find what the plans say you will find. Original plans are often difficult to obtain, and over decades many things change without being documented.” Leimberg explained that it was important in this kind of construction to try not to be surprised by the surprises. The vital task is to find a way to economically and efficiently work around the challenge

The Project At the corner of Grand and Olive, in the heart of Grand Center in downtown St. Louis, stands the newly renovated Big Brothers Big Sisters building. The structure, originally built in 1932 and known for decades as the F. W. Woolworth building, was abandoned in 1993. Ongoing decay turned the once lovely edifice into a blight on the landscape. Despite this descent into disorder, the building was registered as a historic building, and as such, the historic integrity of the structure was a requirement of renovation. S. M. Wilson & Co. took great pride in returning the dilapidated and abused building to the look and feel of its past, while bringing it up-to-date in code and materials. Challenges & Resolutions As a historically registered building, much care had to be taken to restore the building without changing the building’s essence. The conditions of this particular historic renovation required the exterior window profile and the exterior marquis be retained. And although the project required completely gutting the building interior, a few historic items were retained and restored to their original luster. The grand staircase with terrazzo stair and S. M. Wilson & Co.

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PHOTO - Newly renovated Big Brothers Big Sisters headquarters Photo courtesy of Sam Fentress

Historic Renovation BUILDING PARTNERSHIPS


The vital task is to find a way to economically and efficiently work around the challenge of the day without loss of money or time.

of the day without loss of money or time. This means finding creative solutions that are acceptable to the owner/developer and architect. Due to the fact that many challenges lie beneath the surface of a historical renovation, constructability planning is key to a successful project. Constructability best practices were utilized by the project team, which consisted of McCormack Baron Salazar, the owner; Trivers Associates, Inc., the shell/core and Big Brothers Big Sisters’ architect; Christner, Inc., Craft Alliance’s architect; and Fox Architects, Grand Center’s architect, throughout the development and implementation of the project. These practices ensured the best value as well as a

constructible solution. During the pre-construction phase, construction team members were involved in the review of the documents as they were being developed. Since team input with regard to constructability is vital, meetings were held to discuss all viable options. “In many cases,” stated O’Brien, “their suggestions were incorporated into the design, warding off problems that may have occurred in the field where they are much harder and more costly to resolve.” However, this project was especially challenging because the building had been abandoned, thus site and utility conditions and code compliance were not completely verified until the renovation began.

Why Historic Renovations?

PHOTO — Lobby of the new Big Brothers Big Sisters headquarters Photo courtesy of Sam Fentress

The first official attempt to record America’s history through its buildings occurred in 1949 when the National Trust for Historic Preservation was created.1 The Trust’s mission is to preserve and revitalize historic places and communities. The National Register of Historic Places was created in 1966, as a part of the National Historic Preservation Act. These actions provide legal standards for categorizing buildings as historic. Financial standards arrived when the first tax credit laws for historic renovation were enacted in 1976. Tax incentives from municipal, state and federal entities became the most economical way to restore a building. The complex process is administered jointly through the National Park Service (NPS), State Historic Preservation Offices (SHPOs) and the Internal Revenue Service (IRS). Tax incentives are awarded for preservation, restoration, reconstruction and rehabilitation. The success of historic renovation lies as much in understanding the detailed paperwork as in the intricate, careful work itself. It is important in historic renovation to understand regulations regarding the future of the renovated building. Being aware of the “compatible use factor” of a property,

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making sure deteriorated architectural features are repaired rather than replaced, and using gentle methods (no sandblasting) when clearing portions of an aged building are important. Understanding the difference between the terms “certified historic structure,” “certified rehabilitation” and “historic character” is equally important. These regulations are contained in The National Historic Preservation Act (NHPA).2 The extensive details in this act must be clearly understood in order to complete cost-effective historic renovation projects. It is also vital to understand the details of the Federal Historic Preservation Tax Incentives Program. There are often attendant local and state regulations that must be followed. Historic renovation is always a complex and detailed endeavor, both in the literal renovation work and in the extensive legal knowledge and paperwork accountability that must accompany all aspects of the project. This is especially true when tax credits, or an official listing as a historic property, are desired by the owner. 1http://geography.about.com/od/urbaneconomicgeography/a/historicpreserv.htm 216 U.S.C. §§ 470a to 470w-6, www.preservationnation.org

BUILDING PARTNERSHIPS


“Big Brothers Big Sisters asked us to design a space that was vibrant and modern.” — Joseph Brinkmann AIA, LEED® AP, Project Manager with Trivers

One of the major challenges of the project was the remediation of the existing sloping floor. In fact, the building had originally been constructed to follow the sloping grade of Grand Boulevard, which resulted in a two foot slope from north to south. To level the floor, an eight-inch, lightweight concrete slab was poured in the theater, and a wood floor was constructed over the existing terrazzo floor to create a level space for the art gallery. “Although the renovation project was full of tough challenges and changes, the team stuck with it and met our goals,” stated Becky James-Hatter, President & CEO of Big Brothers Big Sisters Eastern Missouri.

features. “Big Brothers Big Sisters asked us to design a space that was vibrant and modern,” stated Joseph Brinkmann, AIA, LEED® AP, Project Manager with Trivers. “It needed to appeal to the young adults that typically volunteer with the organization and be welcoming to the “Littles” and their families. It also had to be done with a responsible budget, as would be expected with any nonprofit organization.” Another challenge with modernizing the space required some of the first floor structural columns to be removed and replaced with 2 foot by 40 foot S. M. Wilson & Co. Historic Renovation Projects

The Future Meets the Past When renovating a historical building the project team must often carefully balance modernization and historical integrity. For this project, Trivers Associates designed a space for Big Brothers Big Sisters that married the past with modern and contemporary S. M. Wilson & Co.

Adams School & Community Center COCA-Center of Creative Arts SMG Office Building Vitagraph Building

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PHOTO — The new Kranzberg Cultural Arts Center cabaret Photo courtesy of Sam Fentress

Historic Renovation BUILDING PARTNERSHIPS


“We cannot express enough how much we enjoy our new space; everything turned out beautifully.”

Partnerships for the Woolworth Building

— Becky James-Hatter President & CEO of Big Brothers Big Sisters Eastern Missouri

PHOTOS — Upper left: BBBS Lunch Room Photo courtesy of Sam Fentress Upper right: Craft Alliance art gallery

beams. These structural improvements provided an open area large enough for the first floor theater space to have a more open environment and eliminate obstructed views. The plans also called for an eventual 2,000square-foot rooftop garden for entertaining. In order to accommodate the added weight, approximately 50 additional structural steel beams were added to reinforce the roof. A rooftop staircase and wheel chair lift shaft also had to be constructed. However, in order to ensure that the new penthouse met the standards of the building’s historical compliance a full scale mock-up of the penthouse was constructed. Renovation, by its very nature, requires the skill of blending what was, with what is. S. M. Wilson is wellequipped to handle the complexity of historic renovations and bring buildings that are endangered by age, abandonment or urban growth back to usefulness and beauty, as was the case with the Woolworth Building. “We cannot express enough how much we enjoy our new space; everything turned out beautifully,” exclaimed Becky James-Hatter. BP

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ABR Contractors Accurate Asphalt Paving Co. Acme Erectors ADE Consulting Services Ahal Contracting Co. Appliance Solutions Bell Electrical Contractors Charles E. Jarrell Contracting Co. Christner, Inc. Cintas Fire Protection Conveyor and Drive Equipment Company D & T Specialties Dannix Painting Duneman Demolition Elastizell Engraphix Architectural Signage Fox Architects Golterman & Sabo Grimes Consulting, Inc Helitech Div of Slabmasters Interface Construction Corporation Interior Construction Services James G. Staat Tuckpointing and Waterproofing JB Hutch Construction KPFF Consulting Engineers Kuenz Heating & Sheet Metal Lackey Sheet Metal Lawrence Fabric Structures Lorenz & Associates Lyon Industries Mays Maune McWard MC Masonry & Restoration Missouri Terrazzo Niehaus Construction Services O.J. Laughlin Plumbing Overhead Door Company of St. Louis P & P Artec, Inc. Paul Abt Contract Floor Coverings Sebco Shades, Shades & More Slyman Brothers St. Charles Glass & Glazing Thyssenkrupp Elevator Co. Trivers Associates, Inc. United Fire Protection Systems

BUILDING PARTNERSHIPS


Attention to Detail Patient Tower Additions Present Unique Difficulties By Carrie Bui

Healthcare facilities, especially patient tower additions, pose some particularly unique difficulties.

how to tie in the tower to the existing hospital, connecting utilities, and balancing construction around a building that needed to remain in operation.

very building project comes with its own set of challenges, but healthcare facilities, especially patient tower additions, pose some particularly unique difficulties. Along with typical issues such as budget or site concerns, adding a patient tower to an existing hospital includes concerns about tying in the addition to the existing building; connecting the mechanical, electrical and plumbing components; and infection control. S. M. Wilson & Co. has extensive experience in healthcare construction including patient tower additions. They spend months of pre-construction on these projects to ensure that the structures are built efficiently, effectively and safely. “There is a significant amount of planning that has to go in these facilities,” said Bill Wagner, Project Executive with S. M. Wilson. The company recently completed a patient tower expansion for Alton Memorial Hospital in Alton, Ill., and they are currently working on a new parking garage and patient tower for Boone Hospital Center in Columbia, Mo. as well as a renovation and expansion for Community Hospital South in Indianapolis, Ind. Often, the project is more complex than building an additional structure on the hospital campus. When the construction team begins planning for a project, they look at constructability issues such as potential complications with basements or underpinnings, if there’s a need to relocate utilities, what types of materials can be used, cost impact and more, said Wagner. S. M. Wilson had to work through specific issues for each of these projects, such as

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Community Hospital South The Community Hospital South project is a four-year project consisting of a new five-story patient bed tower, six new operating suites with support area, a new power plant addition and renovation of much of the existing hospital. One of the most challenging issues with this site, said Garry Rollins, Project Executive with Rollins Construction Company LLC, a wholly owned subsidiary of S. M. Wilson & Co., was the need to relocate the major utilities feeding the hospital, including electrical, gas, water, fire protection lines and medical gas lines. The construction team tackled the challenge with plenty of upfront meetings to decide how to move new lines before disconnecting the old lines, and how to keep the switch occurring in as short a time as possible. “The electrical had to be switched back and forth from two separate feeders to keep the hospital in operation,” said Rollins. “We had to make sure all the services remained operational while we did the cutovers.” Rollins Construction built a new power plant addition to support the new hospital additions and power the existing facility. This can be challenging for a construction team as existing ceilings are “usually pretty packed with mechanical and electrical,” said Rollins. Before any changes could be made, the building team needed to find the systems’ routes.

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PHOTO — Duncan Wing of Alton Memorial Hospital Photo courtesy of Alton Memorial Hospital

Healthcare BUILDING PARTNERSHIPS


“We spent a lot of time looking at routes through the building for ductwork, pipe, electrical,” he said. The MEP effort required a lot of after-hours survey work, he added, and it all needed to be completed under strict infection control measures. Two new generators were also provided to replace the hospital’s existing ones. Because of the size of these projects, construction becomes a significant presence on the hospital campus and usually interrupts hospital traffic flow. For the Community Hospital project, the existing front entrance needed to be rerouted to the other side of the building, ultimately allowing the two buildings to be connected Partnerships for Community Hospital South Allied Petroleum Equipment Allisonville Nursery Alt & Witzig Engineering, Inc. Applied Coatings Architectural Glass & Metals B&E Painting Blackmore & Buckner Roofing, Inc. Bowen Engineering Corporation Bright Sheet Metal Company, Inc. BSA LifeStructures Calumet Civil Contractors, Inc. Cardinal Cove Glass, Inc. Carpet Decorators Casey-Bertram Construction, Inc. Central Indiana Hardware Chance Brothers Marble & Tile, Inc. Circle B Construction Systems, LLC Dalmatian Fire, Inc. Dan Haines Construction Co., Inc. David A Ryker Painting Company Dealers Wholesale DECO Associates, Inc. Division IX LTD. Engineered Flooring, Inc. ERMCO, Inc. Essex Drapery & Blind Company Forester Electrical Services, Inc.

Hagerman, Inc. Horning Investments, LLC Industrial Tool & Material Handling, Inc. Indy Steel Erectors, Inc. John Hall Construction, Inc. Jungclause Campbell Co., Inc. Leach & Russell Mechanical Contractors, Inc. Lighthouse Lawn & Landscape, Inc. Lyon Workspace Products McCammack Tile, Inc. Mid-America Elevator Company, Inc. Milestone Contractors Miller-Eads Co., Inc. Nu-Tec Roofing Contractors, LLC Overhead Door Corporation Peerless Midwest Performance Contracting, Inc. Perry Acoustics, Inc. Professional Garage Door Systems, Inc. Reece Rebholz Co., Inc. Richeson Cabinets Ryan Fire Protection, Inc. Santarossa Mosaic & Tile Co, Inc. SPS Corporation Superior Carpet Installers, Inc. Swisslog Healthcare Solutions

Partnerships for Alton Memorial Hospital Acme Fireproofing & Insulation Affton Fabricating & Welding Co., Inc. Byrne & Jones Construction Diecker-Terry Masonry, Inc. Duneman Demolition Firestoppers, LLC Full Circle Flooring Glen Alspaugh Co., L.L.P. Guarantee Electrical Company H & G Sales, Inc. Industrial Sheet Metal Erectors, Inc. Inpro Corporation Jacobsmeyer-Mauldin Construction Co., Inc. Kamadulski Excavating & Grading Company, Inc.

Kane Fire Protection Lancia Brothers Woodworking & Fixture Mfg. Co. Missouri Valley Glass Co., Inc. Murphy Company Otis Elevator Company Paintsmiths Of St. Louis, Inc. Pratt Design Studio, LTD Translogic Corp DBA Swisslog Healthcare Solutions Vee-Jay Cement Contracting Co., Inc. Von Alst Operating, LLC Waterhout Construction Co., Inc. Wies Drywall & Construction Corp.

Healthcare S. M. Wilson & Co.

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from the ground floor to the fourth story. “I think, like most healthcare construction, the priority is to get a quality healing environment, good value, delivered in a rapid cycle, all challenges that tend to conflict with one another,” said Mark Hayden, Senior Project Manager with Community Health Network. Alton Memorial Hospital S. M. Wilson provided construction management services for the new bed tower at Alton Memorial. The new bed tower is 78,000 square feet, has three stories and features 76 private rooms as well as an inpatient pharmacy, therapy areas and lab services. Senior Estimator Paul Wilson said “the devil’s in the details” with complex projects such as these. Missing even the smallest detail can have a big effect on a construction project. A small detail that is significant but often overlooked, added Senior Project Manager Brett Goodman, is what to do if water gets into the basement excavation. The Alton project included a full 22,000-square-foot basement, which required a 22-foot deep hole. The team considered the possibility of rain and planned ahead to determine the best way to drain water from the excavation. This was imperative, because the amount of water collected in the excavation would have overwhelmed Alton Memorial’s existing drainage system. Their solution was to put in a storm line that connected to the foundation drainage system. “You always want to draw on previous experience when you approach these types of projects, and you don’t want to limit that resource to just S. M. Wilson,” said Goodman. “I like to get the subcontractors involved as well. The subcontractors have valuable experience in their areas of expertise that I like to tap into. That goes with the S. M. Wilson attitude to the whole project. It’s the team approach.” As with every construction project, budget is an integral factor. Wilson said the building and design teams checked costs at each level of the drawings to determine a cost-value list. These drawing reviews helped the team to identify constructability and cost issues. “If you don’t watch each step of the way, it can get away from you,” he said. For the Alton project, they applied a design-assist method and 3-D drawings for the mechanical, electrical, plumbing and fire protection systems. These methods not only helped maintain budget, they also reduced conflict. Safety for the building team and for the hospital’s staff, patients and visitors is also top of mind for S. M. Wilson. “We performed a new risk assessment each time building conditions changed, and then developed a new plan to mitigate that risk,” said Goodman. Boone Hospital S. M. Wilson is the construction management agent on the new seven-level patient tower and a four-story parking garage for Boone Hospital. An enclosed, heated and cooled pedestrian walkway will connect the two buildings. John Hunter, S. M. Wilson Senior Project Manager for BUILDING PARTNERSHIPS


the Boone Hospital project, said their “first consideration” is the hospital and what effect construction procedures will have on the hospital’s operations. “It’s always thought out and planned way in advance when we enter a project in the hospital.” An example of how S. M. Wilson and the hospital worked in cooperation, said Hunter, is when the team was working on the roof above labor and delivery, there was a “direct link” between the head nurse and the construction superintendent. The team also posts a noise alert of anticipated activities each week for people who need to be informed and aware of construction. Another significant coordination issue for Boone Hospital was that the building team needed to work on the roof, around the hospital’s helipad. “They could get up to six helicopter trips a day,” said Hunter. When a helicopter was coming through, the construction staff needed to secure their materials and leave the roof immediately. Infection control policies are vital when working within a hospital facility, “to make sure we don’t bring anything in and we don’t bring anything out,” said Hunter. Multiple measures are taken to ensure the safety of the construction personnel and the hospital’s staff, patients and visitors. Partitions are used to separate construction areas from the rest of the hospital, negative pressure machines are used to push dust outside and not into the hospital space, and surgical booties are worn over shoes when entering hospital spaces so construction dust and debris are not tracked in by workers. Adding a patient tower to a hospital is no easy feat. It is a task that requires sensitivity to the hospital’s activities as well as staff, patients and visitors. However, once completed, these towers allow the hospital to provide an invaluable service to the community more efficiently and more effectively. No matter how challenging these projects are, S. M. Wilson knows

Partnerships for Boone Hospital Center Architectural Systems of St. Louis Braun Plastering Co. Carter Glass Company Christensen Construction Co. Concrete Strategies Environmental Engineering ETS Fabri-Tech Sheet Metal Firestoppers Flooring Systems Hammerts Iron Works HKS IMHOFF Construction Jeff Schnieders Construction Co. Jones, Schneider & Bartlett Joseph Ward Painting Co. Lindgren R.F. Enclosures Meyer Electric Co. Missouri Terrazzo Co. NGG LTD. Ozark Fire Protection Parsons Brinckerhoff PB, Inc. R.G. Ross Construction Co. Rost Landscaping Schindler Elevator Corp. Sircal Contracting SSC Engineering THH Consulting Engineers Thornton Tomasetti Twehous Excavating Co. Watkins Roofing William J. Zickel Wulff Brothers Masonry Corporation

that all challenges can be resolved through extensive planning and cooperation among all team members. BP

“I like to get the subcontractors involved as well. The subcontractors have valuable experience in their areas of expertise that I like to tap into. That goes with the S. M. Wilson attitude to the whole project. It’s the team approach.” — Brett Goodman Senior Project Manager for S. M. Wilson & Co.

PHOTO — A patient room at Community Hospital South

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Healthcare BUILDING PARTNERSHIPS


What Can Green Do For You? Determining the Cost Impact of a Sustainable Building Project By Tony Ruebsam, LEED AP

From the design and construction aspect, creating a healthy working environment is the best way to help clients increase profitability.

n the past few years, the terms “green” and “sustainable” have proliferated across every industry: green cleaning products, green car companies, green business practices, etc. Each company redefines “green” to meet its needs and serve its specific market. With so many definitions floating around, it’s necessary for the construction industry to step back and look at what it means to build green.

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What will it cost? This is the biggest question associated with green building. Regardless of the environmental impacts of building green, unless it is economically viable, it will not be accepted in the industry. This article illustrates the economic impacts of building green.

PHOTO — Photovoltaic cells installation at Family Care Health Centers

Life-Cycle Cost Analysis A building is not simply a two-year design and construction process. As with any investment, it is a long-term commitment. In order to evaluate the cost of any building, we must analyze the building over the course of its life, be it 30 years, 50 years, or more. This is known as Life-Cycle Cost Analysis. In the mid-’90s, the Department of Energy and the Environmental Protection Agency sponsored a research project to evaluate the design, construction and operation of buildings. The stated goal of the project was to create a building practices manual that “considers a building’s total economic and environmental impact and performance, from material extraction and product manufacture to product transportation, building design and construction, operations and maintenance and building reuse or disposal.” S. M. Wilson & Co.

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Through the analysis, they found that over the course of a building’s 30-year life, the building design and construction accounted for only two percent of the total cost, while operations and maintenance accounted for six percent, and building personnel made up the remaining 92 percent.1 How does building green help save money? Let’s break the life-cycle cost down from largest impact to smallest. The personnel costs are made up of salaries and benefits: something that is hard to tackle from the building design and construction aspect. But instead of decreasing salaries, what if we increase the productivity of the building occupants? Studies show that poor indoor air quality (sometimes 10 times as polluted as the outdoors) leads to poor occupant health and more sick days.2 Indoor air pollution has led to Sick Building Syndrome and Building Related Illness which account for roughly $60 billion in annual medical expenses.3 In order to minimize these occupant health impacts, green buildings include materials that do not produce harmful off-gassing (VOCs), mechanical systems with increased ventilation and floor plans which make the best use of natural lighting. From the design and construction aspect, creating a healthy working environment is the best way to help clients increase profitability. The next portion of a building’s life-cycle cost is the operations and maintenance costs. This includes mechanical equipment maintenance, building cleaning and utility costs. From the design and construction point of view, the way to minimize these costs is to install highefficiency, low-maintenance equipment and materials. Easy steps to achieve these lower operating costs include: energy-efficient HVAC systems and equipment, BUILDING PARTNERSHIPS


low-emittance (low-e) glazing to reduce heat loss, energy efficient lighting and low-flow toilet fixtures. Depending on the location of the building and local energy costs, some of these steps can see a return on investment within five to 10 years. One of the things often overlooked in designing with green products (and something that can lead to high maintenance or replacement costs) is product durability. Installing a flooring product that has a 30-year life span but costs twice as much as a floor with a 15-year life span makes sense because of the replacement costs. Considering the interruption of business required to replace the floor, the more durable floor becomes a much easier choice. If a design team does not look at life-cycle costs, this choice is weighted much heavier in the other direction. Another important financial benefit associated with green buildings is the increased value in comparison to other buildings. The Royal Institute of Chartered Surveyors (RICS) released a report in March 2009 that found energy efficient buildings rented for three percent more than comparable buildings and had resale values as high as 16 percent more than comparable, non-green buildings.4

S. M. Wilson & Co. LEED Projects Boone Hospital Center - Pending Silver Certification BJC Institute of Health at Washington University Pending Gold Certification Barnard Hall at Missouri Military Academy - Pending Gold Certification Clayton High School - Pending Silver Certification Fort Leonard Wood Permanent Party Barracks Phase III - Pending Gold Certification Fort Leonard Wood Digital Training Facility Pending Silver Certification Kohl’s Department Store Alton, IL - Certified Missouri Hall at Columbia College - Silver Certification Monsanto F Building East & West Wing Renovation Silver Certification Monsanto Regulatory Building - Pending Certification Olathe Medical Center Pavilion - Gold Certification Patterson Technology Center – Pending Certification Salvation Army Ray & Joan Kroc Center - Pending Silver Certification SMG Office Building - Pending Silver Certification Vitagraph Building - Pending Gold Certification

92 percent breakdown). Of the $45 million, let’s assume 90 percent is utility costs and 10 percent is maintenance. If we save 10 percent of $40.5 million over 30 years in energy costs, there is a $4.05 million energy savings. Based on the $690 million personnel cost, the one percent increase in productivity would result in a $6.9 million gain in cost vs. productivity. Even with the conservative estimates, the $750,000 up-front cost led to more than $10 million in savings over the course of 30 years and a return on investment (ROI) of two to three years. With the federal and local tax incentives currently available for energy efficient buildings, these savings can be realized more quickly. The bottom line: building green saves money. If a design team does a little more work on the front end to create a more efficient building and healthier environment, clients will reap the benefits long after the construction team has moved on to the next project. BP

What is the construction cost premium as a percentage? This is another question often asked by clients. While there are numerous studies that attempt to simplify green building to this level5, there are always variables that affect the precise percentage. Certain sustainability practices are more expensive than others. For instance, it would be cheaper to use low-VOC paint than to install triple-pane glazing. Another factor that makes assigning a percentage more difficult is the widespread adoption of sustainable construction. As more and more products saturate the market, competition increases and prices fall. Construction waste management is an industry that is growing and is proving to be more profitable as landfill tipping fees increase and the demand for recycled materials grows. Let’s look at a very conservative example using the life-cycle percentages cited earlier to show how a small premium on the up-front cost results in long-term savings. In our example, the cost premium of the design and construction process is five percent (pretty high) over a non-green building. If we say the construction cost is $15 million, this would equate to a $750,000 premium. Within that $750,000, we install high-efficiency light fixtures and HVAC equipment which reduce annual energy consumption by 10 percent (very low estimate). We also install skylights and use low-VOC carpet, paints and casework to improve the indoor environmental quality which results in one percent productivity increases (tiny compared to the estimated 6-16 percent cited in the Sustainable Building Technical Manual). For a $15 million building, 30-year operations and maintenance costs would be $45 million, and personnel costs would be $690 million (given the two percent, six percent, S. M. Wilson & Co.

Tony Ruebsam, LEED AP, BD+C, has helped bring sustainability to the forefront at S. M. Wilson. He has taught three LEED classes to help fellow employees earn their accreditation. He is a member of the Sustainability Committee at the AGC where he helps shape AGC policy toward sustainable legislation and defines the role of the contractor in green building. As a member of both the Green Schools (K-12) and Higher Education sub-committees of the local USGBC chapter, Tony promotes the benefits and implementation of the LEED rating system to regional educators. Public Technology, Inc., Sustainable Building Technical Manual, 1996 Barbara Lippiatt and Gregory Norris, “Selecting Environmentally and Economically Balanced Building Materials,” 1995 3Lippiatt and Norris 4Piet Elchholtz, Nile Kok, and John Quigley “Doing Well By Doing Good? An Analysis of the Financial Performance of Green Office Buildings in the USA,” 2009 5GSA LEED Cost Study, October 2004 1 2

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Depending on the location of the building and local energy costs, some of these steps can see a return on investment within five to 10 years.


Confronting Challenges Obstacles on City Municipal Project Solved Through Pre-Construction Planning and Collaboration By Carrie Bui

“The existing city facilities did not have adequate space or capacity to provide the level of service the city desired.” — Drew Raasch Director of Pre-Construction for S. M. Wilson & Co.

very project is full of challenges. However, keeping the city of Frontenac’s city hall, police, fire and public works departments operational on a tight site while constructing a new building was not only a construction challenge, but a

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necessity. S. M. Wilson & Co. tackled the challenge of building a new municipal services building for the city of Frontenac with a combination of thorough preconstruction planning and a collaborative attitude. The city of Frontenac’s current municipal services—city

PHOTO —Upper: Frontenac’s new municipal building Rendering courtesy of Arcturis

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hall, police, fire, and public works—were four separate buildings situated on the same long, narrow lot. Frontenac discussed how their buildings could be updated in order to better serve the community. “The existing city facilities did not have adequate space or capacity to provide the level of service the city desired,” explained Drew Raasch, Director of Pre-Construction for S. M. Wilson & Co. “The buildings were outdated, and while still able to function in their roles, were in need of updates and maintenance, the cost of which could be used toward new facilities instead.” The plan the building team reached for the city’s new municipal services building was to demolish the existing city hall, police department and fire department facilities, and combine them into one, new, state-of-the-art building. “The single building solution worked best for cost reasons, less expensive building envelope and a single vs. multiple MEP systems,” said Raasch. S. M. Wilson was selected for the project, said City Administrator Bob Shelton, because of their “superior experience” in construction management in the same market area and for projects of similar size and scope. In order to create the ideal building for the city, said Principal John Mueller, of the architectural firm Arcturis, the planner, architect and interior designer for the project, the team began with a needs assessment. The architects interviewed key members with the city, including City Administrator Shelton, Fire Chief Jack Trout, Police Chief Tom Becker and others, in order to understand how big the new building needed to be and what resources, such as break rooms and conference rooms, could be shared among all three entities. The new building will enhance city operations, providing better and updated quarters for the

Partnerships for the City of Frontenac Aalco Wrecking Co. Arcturis Bates Electric Ben Hur Construction Co. Boyer Fire Protection Bric Partnership, LLC Budget Glass & Door C. Rallo Contracting Co. Castle Contracting Cole & Associates Collins & Hermann Dannix Painting Demien Construction Company Ferguson Surveying Flooring Systems, Inc. Haberberger, Inc. Heitkamp Masonry Interior Construction Services Landesign Larson Engineering Missouri Terrazzo Co. Rhodey & Son Construction SCI Engineering T. J. Wies Contracting The Peterson Group Trojahn Plumbing Services Wilson Concrete

firefighters and paramedics, and will eliminate existing limitations on equipment size as well as provide additional spaces and updates for technology for police patrol officers and detectives. Construction of the new municipal services building is currently underway and is scheduled for completion in spring 2011.

The new building will enhance city operations, providing better and updated quarters for the firefighters and paramedics, and will eliminate existing limitations on equipment size.

PHOTO — The project site, as illustrated, is narrow, which makes for a congested jobsite

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“The most critical part of design and pre-construction were logistical issues, physically designing the building within its current footprint.” — Rob Warner Project Manager for S. M. Wilson & Co.

PHOTO — Frontenac’s municipal building in progress

Pre-Construction Raasch said pre-construction lasted 33 months, longer than normal, because of a delay in bidding. The city was concerned about the impact of nearby highway construction, the economy and how those two factors would influence tax revenue and city finances. However, the additional pre-construction time allowed the team to prepare a comprehensive and cost-effective plan to keep city hall, the fire department and the police department functioning during construction. “The most critical part of design and pre-construction were logistical issues, physically designing the building within its current footprint,” said Rob Warner, Project Manager with S. M. Wilson. In order to accommodate city operations, construction needed to be completed in phases. “The final building, which replaces three existing buildings, could not even be completed in whole within the space available for construction and keep the departments operational,” said Raasch. Mueller called the project an “architectural challenge” and a “logistics challenge.” In the front of the narrow lot stands the fire department, then city hall, then the police station, and in the very back, the public works building. The narrow lot made for a congested jobsite. There needed to be space for construction to happen, room for city operations to continue, and for police and fire personnel and equipment to move in and out of the site. “For several months, we held weekly meetings with administrators, architects, engineers, fire and police chiefs in order to create a good game plan,” said Warner. They also coordinated with the subcontractors through weekly meetings and pre-activity meetings for every phase “to make sure logistical issues could be worked out prior to materials arriving to the jobsite,” stated Warner. Construction During the first phase of construction, city hall employees were moved to temporary trailers so that the building could be demolished. “It was a very difficult process,” said Shelton, “but S. M. Wilson was very helpful, going above and beyond probably what a typical construction manager would do.” After the city hall employees moved out of the building, phase two began by demolishing city hall and initiating

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construction of the new structure. Construction of the new building is constrained to about eight feet from the back of the police station and four feet from the back of the fire department, explained Warner. “So during the entire construction duration, we don’t have any access between the police department and the new building, and the fire department and the new building,” he added. The construction team solved the access problem by creating a temporary road through the adjoining church property. This road provides access for the police station and the public works building. The temporary trailers for city hall were placed on the church property, and construction trailers were placed on the property of a neighboring school. Another significant challenge to the project was the relocation of the underground utility lines, including lines from two major cell towers on the property, a tower for the police and fire departments to use for radio service, and power supplies for the police department and the school. To accomplish this task, S. M. Wilson worked with the electric company, Ameren UE, the police department, the phone carriers for the cell towers and the school to discuss the goals and the process for the relocation. For the underground utilities relocation, the main power source came from an overhead line that went across the jobsite and connected to a transformer on a power pole. From the transformer, the underground power lines went in approximately eight different directions, explained Warner. The area around the power pole and transformer needed to be cut to grade to provide access around the site. The power poles needed to be removed for access and safety. This intensive relocation process needed to be completed with minimal disruptions to the city’s operations. The entire process, from construction to utility relocation, took about five months. Working together is the key to successfully completing challenging projects. “These issues were resolved by design, compromise and some long, hard planning sessions on everyone’s part,” said Police Chief Becker about some of the major project challenges. Through extensive pre-construction efforts and thorough planning, Frontenac’s new municipal services building will allow city administrators, the police, and the fire department to better serve its community. BP BUILDING PARTNERSHIPS


The Pursuit of a More Diverse Industry S. M. Wilson Takes the Lead By Craig Workman

Scott Wilson received the 2009 ‘Diversity Champion Award’ by the St. Louis Council of Construction Consumers in recognition of his extensive efforts to promote diversity in the local construction industry. business experience to support their companies. “Finding qualified companies to handle work means finding sustainable businesses that are run by people with experience in construction business management,” Wilson said. “Too often we find subcontractors that are trying to run before they can walk. Their focus on daily jobsite operations takes away from learning proper fiscal management and risk management. This usually leads to a premature demise of these businesses and lingering feelings of frustration and mistrust.”

chieving meaningful diversity has risen to the top of the construction industry’s agenda, both locally and nationally, over the past two decades. Trade associations, contractors, governments, politicians, educators and activists all agree that a diverse industry is a powerful goal that brings more economic opportunities to women and minorities and creates a broader, more competitive base of contractors and subcontractors. But despite the general desire to achieve diversity, getting there has proven to be a more difficult road to travel. “Promoting diversity is the right thing to do, but we still have a long way to go,” said Scott Wilson, President of S. M. Wilson & Co. “When I walk into a room full of contractors and subcontractors today, I see very few women and minority faces in the crowd. That says a lot to me, and I want to be a catalyst to change that.” The difficulties in remedying the situation are numerous, he says, primarily because there are pervasive underlying problems that cannot be addressed simply by providing work to women and minorities. Some women and minority entrepreneurs have little

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PHOTOS — Upper: Normandy School District Elementary School Lower: Scott Wilson receives St. Louis Council of Construction Consumers Diversity Champion Award

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“The key to developing successful subcontracting firms is for entrepreneurs to learn the trade skills necessary to perform the work while also learning the fiscal management part of the business.”

The key, Wilson said, to developing successful subcontracting firms is for entrepreneurs to learn the trade skills necessary to perform the work while also learning the fiscal management part of the business. This is not easy to do. “It is important for newcomers to the industry to learn their trade and then work for someone else first,” Wilson said. “This is why workforce diversity is just as important as subcontractor diversity. On-the-job training coupled with mentoring on construction business management is the most successful model to develop qualified subcontractors going forward. “There are several industry-sponsored programs now in place that follow this model, but so far the industry has made little headway,” Wilson added. “The downturn in the economy, both locally and nationally, has also hurt efforts to develop a more diverse industry. I want to help change all that.” A Catalyst for Change Being a catalyst for change is a leadership role Scott Wilson has embraced over the past decade. He is wellknown in the local construction industry for successfully convening diverse interests to develop diversity goals and programming. For the past several years, Wilson has been leading the local construction industry toward meaningful achievement of greater diversity. He leverages his position as President of S. M. Wilson to build numerous partner-

— Scott Wilson President, S. M. Wilson & Co.

ships among all key business organizations with a stake in achieving industry-wide diversity goals. As 2009 Chairman of the Board of Directors for the Associated General Contractors of St. Louis, he led the organization and its Diversity Committee earlier this year to fund and staff a new Vice President, Diversity Initiatives position. According to AGC President Leonard Toenjes, “The primary benefits have been to help ensure solid recruitment for the Construction Careers Center charter high school, actively recruit MBE/WBE/DBE participants who can take advantage of the full range of AGC services, and to facilitate more diverse and inclusive participation at all AGC events.” The Minority Contractors Association of St. Louis has recruited Wilson to serve on its first Executive Committee. He serves as chairman of the Regional Business Council Diversity Committee where he was instrumental in securing funding for the Career Coaching Program. In addition, the Missouri Department of Transportation has consulted with him on diversity issues in the St. Louis region. Three Types of Programs There are three types of programs that the industry has developed to create new opportunities for diversity and inclusion:

PHOTOS — Work crews build the new elementary school for Normandy School District

Workforce Inclusion - Workforce inclusion programs seek to have a certain amount of women and minorities employed on the jobsite as a percentage of all employees. S. M. Wilson & Co.

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Most inclusion programs are site specific, and usually involve the establishment of voluntary goals to be achieved by the construction team. S. M. Wilson has met the workforce inclusion goals of the renovation and expansion of Anheuser-Busch Hall, a three-story building on Fontbonne University’s main campus in Clayton, head on. The University established a voluntary goal of 15 percent minorities and five percent women in the total workforce inclusion for the project, which has been met and maintained since the beginning of the project. Another S. M. Wilson project underway with a successful inclusion program is the Alton Community Unit School District Health and Life Safety project. S. M. Wilson has achieved a voluntary average of 25 percent workforce inclusion rate for women and minority-owned firms since the project’s inception in 2008, with increases of up to 31 percent achieved in January 2010. Diversity Contracting Inclusion - Contracting inclusion programs seek to have a certain percentage of subcontracts (or total subcontracted work) handled by women- and minority-owned firms. In addition to workforce inclusion, the Fontbonne project is also exceeding its contract inclusion goals of 15 percent minorities and five percent women. S. M. Wilson is also exceeding a contractual mandate of 25 percent minority contracts for Normandy School District on a new 65,000-squarefoot elementary school in St. Louis.

Mentoring of Owners - Mentoring programs connect managers of established contracting businesses with owners of start-up contracting firms in an effort to look at the total business picture: operations, financial, bonding capacity and other things not taught in trade schools. Wilson mentors the owners of minority-owned contractors and women business entrepreneurs through the St. Louis Development Corporation and as part of the AGC Stemple Plan. Both programs work one-on-one with CEOs to evaluate supplier diversity programs and help broaden the minority and womenowned supplier base. The St. Louis Development Corporation offers a variety of programs to support the development of minority-owned companies. Building on Momentum Most construction projects in the St. Louis area today now feature a voluntary set of goals designed to promote inclusiveness and diversity. According to Wilson, this is a good start, but there is still a long way to go. “We have to ask the trades and the subcontractors to meet these goals, and we must monitor this on a weekly basis to ensure compliance,” Wilson said. “Diligence is one of the keys to the long-term success of achieving meaningful diversity. This is a day-in, day-out effort that plays out in every aspect of a project. We lit a fire under this, and we will keep it burning in order to make a difference.” BP

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On-the-job training coupled with mentoring on construction business management is the most successful model to develop qualified subcontractors going forward.

PHOTOS — Upper Right: Roof renovation at Fontbonne University’s Anheuser-Busch Hall Lower Left: Construction at Normandy School District's new elementary school


Building Lessons S. M. Wilson Renovates Fontbonne University Science Center By Carrie Bui

The $9.7 million project scope consists of gutting the interior of the Anheuser-Busch Hall, renovating the building and adding an elevator and stair tower, and a new second floor greenhouse.

PHOTO — Fontbonne University Anheuser-Busch Hall Rendering courtesy of Hastings & Chivetta

olding off a little bit longer often results in a smarter, better buy. Fontbonne University discovered the truth of this statement when they decided to put their Anheuser-Busch Hall science renovation plans on hold. The project was originally scheduled to begin work in 2008, but the downturn in the economy and uncertain enrollment numbers postponed construction. When the university and S. M. Wilson returned to the renovation project, S. M. Wilson was able to create an estimated $2 million in cost savings through competitive buying. The $9.7 million project scope consists of gutting the interior of the Anheuser-Busch Hall, renovating the building and adding an elevator and stair tower, and a new second floor greenhouse. The science center, one of the campus’ signature buildings, houses science and biology labs, classrooms, business administration offices, the dietetics program and the fashion design program. The building was still primarily in its original condition from when it was first built in the 1920s, said Elmer Schneider, Fontbonne University’s Associate Vice President of Facilities. “It wasn’t up to what we needed,” he added. By taking advantage of market conditions and buying smart, S. M. Wilson was able to open up the

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project to value-added solutions. The most noticeable of the value-adds are the new windows. The university allocated some of the estimated $2 million in savings toward replacing the science center’s worn-out windows. The goal for the university’s renovation and addition is to create “high quality, academic space to meet their curriculum needs and upgrade the building to a standard that would be competitive with their peer institutions,” said Stephen DeHekker, Senior Vice President with Hastings & Chivetta. The building is designed to make the most use of its interior space, and to be both functional and architecturally appealing. The addition was designed to be compatible with the existing building and complementary with the other buildings on campus. Before demolition and renovation could begin on the building, the construction team, including S. M. Wilson and the architects/engineers from Hastings & Chivetta, needed to prepare a phasing plan and a safety plan in order to accommodate ongoing classes in the building. “The complexity of the project is really the big thing. It really takes a lot of advance planning to make sure things come off as they need to,” explained Schneider. BUILDING PARTNERSHIPS


Construction already happened upon underground surprises, he said, but S. M. Wilson “took each challenge as it came and were able to work through it.” One planning strategy employed by S. M. Wilson included using “hydro-excavation” for utility location before any actual digging began. Using high pressure water to liquefy the soil and a vacuum to suck up the mud, utilities were located with very small holes without damaging conduits and pipes. Precision locating of utilities allowed the team to continue construction without disturbing campus operations. The project was divided into phases, with demolition and renovation taking place on the second and third floors during the first phase, then renovating the first floor in the second phase. The project is currently in the first phase, and classes are continuing through the entire duration of the project. In order to keep the first floor operational, the contractors had to determine how to isolate the electrical, mechanical and plumbing of the first floor from the rest of the building. S. M. Wilson ran steam loops around the building and placed temporary ductwork in order to maintain heat on the first floor and keep the science labs running. They had to “shake out every circuit and ductwork to understand where it all went and connected,” said David O’Brien, Project Executive with S. M. Wilson. The construction manager and the architects/ engineers worked closely together to coordinate and implement the phasing of the mechanical systems as well as architectural and life safety systems, explained DeHekker. Implementing new systems while maintaining old systems is one of the project challenges, he said. The project team needed to work around the students and faculty, and ensure the safety of everyone in and around the building. He added, “We collaborated with S. M. Wilson and the subcontractors to analyze the systems and develop solutions that allowed the project to be implemented efficiently and safely.” As a risk aversion tactic, the construction team keeps careful tabs on the university’s schedule and when classes were taking place in the building. Tony Ruebsam, Project Manager for S. M. Wilson stated, intrusive work is performed during the two-week breaks between semesters, and the construction team makes a concerted effort to keep out of the university-occupied spaces. Most of the construction operations, such as staging and work area, is isolated to one side of the building, leaving the other side for students and faculty. Ruebsam said the need to stick within the university’s schedule creates milestones for the construction team, keeping them on day-by-day, item-by-item schedules. “It really keeps a sense of urgency among the contractors.” Detailed up-front planning leads to savings in time and money. “You don’t have the down time because of the surprises,” said O’Brien “You’ve thought well down the road. As a result, you’re not going to have S. M. Wilson & Co.

Partnerships for Fontbonne University Appliance Solutions Benson Electric Company Commercial Bathwares Concrete Coring Company of St. Louis Construction Appliance Supply Co. Dannix Painting David J. Hyde & Associates Engineered Fire Protection Fire Safety Inc. Flooring Systems, Inc. Frontenac Engineering Geissler Roofing Co. Glen Alspaugh Co., Inc. Golterman & Sabo Gravois Planning Mill Co. H & G Sales, Inc. Harsco Infrastructure Hastings + Chivetta Heritage Concrete Hummert International Imperial Ornamental Metal James Staat Tuckpointing JB Hutch Construction John J. Smith Masonry KJWW Engineering Consultants Manhattan Glass Co. Mays Maune McWard McFry Excavating Miller Contracting Services Parkway Construction Services Quality Heating & Air Conditioning Scally Waterproofing Spirtas Wrecking Sunshine Drapery & Interior Fashions T.J. Wies Contracting Thyssenkrupp Elevator Vee-Jay Cement Contracting Waterhout Construction

“We collaborated with S. M. Wilson and the subcontractors to analyze the systems and develop solutions that allowed the project to be implemented efficiently and safely.” — Stephen DeHekker, Senior Vice President with Hastings & Chivetta

to make up this time. You’ve picked up probably 90 percent of the surprises you’re going to have.” Careful planning also adds what Ruebsam called an “unquantifiable value” by providing an owner with more peace of mind. The client understands and knows what to expect with the project, ultimately making it run smoother for everyone involved. S. M. Wilson has also mandated minority business enterprise (MBE) participation and workforce inclusion and women business enterprise (WBE) participation and inclusion for the project. Minority business and women in business participation and inclusion is important to the city of St. Louis, and is important to the university. Every contractor on the project is required to have 15 percent MBE, and 5 percent WBE. Because of S. M. Wilson’s thorough planning, smart buying and teamwork, Fontbonne University will have state-of-the-art science labs and classrooms in a modern building designed to meet the needs of a 21st century student. The Fontbonne University Science Center is scheduled for completion in January 2011. BP

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Wishes to thank the following advertisers without whom this publication would not be possible. AHM Financial Group, LLC .............................................................................. 22 Alper Audi, Inc. .............................................................................................. 23 Armstrong Teasdale, LLP .................................................................... Back Cover The Business Bank of St. Louis....................................................................... 23 Castle Contracting 760 South 2nd Street St. Louis, MO 63102 www.digcastle.com Charles E. Jarrell Mechanical Contractors ....................................................... 22 Frontenac Painting ............................................................................................2 Guarantee Electrical Company ............................................................back cover Harris Dowell Fisher & Harris, L.C. .................................................................... 2 O.J. Laughlin Plumbing Co. Inc. ....................................................................... 22 PayneCrest Electric and Communications ........................................... back cover Rock Hill Mechanical Corporation .................................................................. 23 RubinBrown, LLP ............................................................................................. 2 Spirtas Wrecking Company............................................................................. 22 Torrisi Plumbing Services, Inc. ........................................................................ 23 Wies Drywall and Construction Corp................................................................. 2

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