Documente Academic
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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
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2012 Building Team Awards
GOLD AWARD
28 MAY 2012 BUILDING DESIGN+CONSTRUCTION www.BDCnetwork.com
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.
BY NICOLE BOWLING, ASSOCIATE EDITOR
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. +
30 MAY 2012 BUILDING DESIGN+CONSTRUCTION www.BDCnetwork.com
2012 Building Team Awards
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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32 MAY 2012 BUILDING DESIGN+CONSTRUCTION www.BDCnetwork.com
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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2012 Building Team Awards
SILVER AWARD
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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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36 MAY 2012 BUILDING DESIGN+CONSTRUCTION www.BDCnetwork.com
2012 Building Team Awards
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. +
BY TIM GREGORSKI, SENIOR EDITOR
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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2012 Building Team Awards
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.
38 MAY 2012 BUILDING DESIGN+CONSTRUCTION www.BDCnetwork.com
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
www.BDCuniversity.com BUILDING DESIGN+CONSTRUCTION MAY 2012 39
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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
40 MAY 2012 BUILDING DESIGN+CONSTRUCTION www.BDCnetwork.com
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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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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
www.BDCuniversity.com BUILDING DESIGN+CONSTRUCTION MAY 2012 45
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.
46 MAY 2012 BUILDING DESIGN+CONSTRUCTION www.BDCnetwork.com
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.
www.BDCuniversity.com BUILDING DESIGN+CONSTRUCTION MAY 2012 47
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Section of the PORTAL at UNC Charlotte. MEP
and HVAC systems will be mounted in the ceil-
ings so that walls can be easily recongured.
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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.
48 MAY 2012 BUILDING DESIGN+CONSTRUCTION www.BDCnetwork.com
LESSONS FOR THE AEC INDUSTRY
bim in the academy
building information modeling
VIRTUAL DESIGN + CONSTRUCTION
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CIRCLE NO. 805 ON READER SERVICE CARD
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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Addison
Bath Collection
Lahara
Bath Collection
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