Project Achievment Awards 2008
This is the largest hospital in Missouri and has been ranked as one of the best in the nation. The new five-story facility includes classrooms, two auditoriums, computer labs, clinical simulation labs, and a variety of student activity, faculty offices and study areas.
Buildings, new construction project with constructed value less than $50 million.
Johns Hopkins University Applied Physics Laboratory-Systems Integration Buildings Program, owned by Johns Hopkins University with CM services by Jacobs.
This project included construction of two new buildings, along with a new van pad with space for 20 shipping containers, plus a new road and a variety of infrastructure improvements. One critical project element, the Homeland Protection Lab, was actually separated from the rest of the project when it became clear that many upgrades would have to be incorporated. This was a highly complex project with extensive security, electronic, containment and other requirements. Nevertheless, the eventual total project costs were within five percent of Jacobs' estimates, and there were no claims on the job.
Buildings, new construction project with constructed value less than $100 million.
Virginia Commonwealth University, Snead Hall, School of Business and East Hall, School of Engineering, owned by Virginia Commonwealth University, with CM services by Gilbane Building Company.
These two large buildings joined by a crescent-shaped atrium are occupying an entire city block in downtown Richmond. The site presented a variety of challenges, including poor quality soil and extensive soil contamination, which required a site dewatering system and water treatment facility to purge as much contamination from the soil as possible before construction. Despite a number of complexities, the project was finished in time for the start of classes and some $800,000 was returned to the owner for reinvestment.
Buildings, new project with constructed value greater than $100 million.
Huntington Memorial Hospital West Tower Replacement Project, owned by Jacobs Field Services North America Inc., with CM services by Jacobs.
This new six-story tower is the cornerstone of a 20-year facility master plan, and it was delivered nearly three months ahead of schedule. The building includes four medical/surgical floors housing a variety of special functions, along with foodservice, lab, pharmacy and morgue spaces. The entire tower is also telemetry-capable, which enables staff to monitor patients' vital signs wirelessly.
Buildings, renovation/modernization project with constructed value less than $20 million.
TRO Jung/Brannen with CM services by Structure Tone, Inc.
This renovated facility makes extensive use of natural light and uses green and sustainable materials throughout. Locker rooms and bathrooms with showers complement bicycle racks to encourage cycling to work. Paints, adhesives, carpet, tile, and other materials have little to no volatile content and use certified green materials. At least 80 percent of construction waste
was recycled.
Buildings, renovation/modernization project with constructed value greater than $20 million.
State of Utah Capitol Seismic Retrofit and Restoration, owned by Utah State Capitol Preservation Board, with CM services by Parsons (PM) Jacobson Hunt Joint Venture (CM At-Risk).
The seismic retrofit was a complex challenge including temporary and permanent load transfer systems, structural reinforcing for fragile old components, and design of an MEP system to function within the existing structure without using suspended ceilings. All through the seven-year process, the state Capitol campus was in continuous use.
Infrastructure project with constructed value less than $10 million.
Hibbs Bridge Restoration, owned by the Virginia Department of Transportation/Loudon County, with CM services by McDonough Bolyard Peck, Inc.
The Virginia DOT began planning to replace Hibbs Bridge, a double-arched stone bridge build between 1810 and 1830, in 1994. A final plan emerged that preserved the historic appearance of the structure while replacing and strengthening its components. The arches were shored and braced, and masons dismantled and reconstructed the walls of the bridge one stone at a time, using practices that go back a thousand years. At the same time, a variety of distinctly modern methods and materials was brought to bear on creating a stronger, more capable structure. The entire project was finished three months ahead of schedule and $218,000 under budget.
Infrastructure project with constructed value less than $50 million.
Corona Del Mar Water Treatment Phase 2 Upgrades & Modifications:Design-Build Project, owned by Goleta Water District, with CM services by MWH Constructors, Inc.
The Goleta Water District serves 80,000 customers and has been reliant on a single water treatment plant built in the 1970s. This project involved two new buildings, plus a variety of renovations and upgrades, all of which had to adhere to the strict building codes of a high seismic location. The facility also had to continue running throughout the work. The project team developed a different approach in negotiating a guaranteed maximum price, and saved the client more than $400,000. This flexible contracting approach also kept the overall project on schedule, allowing other components of the project to proceed while the building contracting challenge was resolved.
Infrastructure project with constructed value less than $100 million.
U.S. Capitol Power Plant West Refrigeration Plant Expansion, owned by the Office of the Architect of the Capitol Power Plant, with CM services by Hill International.
The goals of this project were to modernize the existing infrastructure, expand chilled water capacity and increase energy efficiency for the U.S. Capitol complex. A number of complications challenged the project team, including the need to remediate 45,000 tons of contaminated soil and work around a main gas line and several third party data and communications networks. These site conditions presented the prospect of an eight month schedule impact and required revised construction sequences and alternate means and methods. Through leadership, collaboration and controls, the team saved five months and $900,000 worth of contractor claimed overhead costs.
Infrastructure project with constructed value greater than $100 million.
Lower Northwest Interceptor Pump Stations, owned by Sacramento Regional County Sanitation District, with CM services by PSOMAS.
This project was part of a major expansion of the wastewater treatment resources of the Sacramento area. The project includes pump buildings, new potable water wells, a 200,000 above-ground storage tank, and a de-watering water treatment facility capable of treating 24 million gallons per day of groundwater prior to discharging into the Sacramento River. Work was completed within budget and within three months of the contract acceptance date, despite a number of difficult and unforeseen site challenges.
Buildings, program management/program phase.
Greenville County Public Schoos Capital Construction Program, owned by Greenville County SChools, with CM services by Institutional Resources LLC (JV Faithful+Gould, Hughes Development, Shouse Development, Global Performance)
This five-year program included 70 individual projects, among them: 20 new schools, 10 expansions, 30 renovations and expansions, and 10 renovations. Several of these projects had special missions, including a fine arts complex, and a number of magnet schools. The Program Manager kept this big, complex project on schedule despite several owner scope changes. For example, 14 schools that were planned as renovations became new schools, and capacity requirements increased for 16 others.
Infrastructure, program management/program phase infrastructure.
Walter E. Peele-Dixie Water Treatment Plant Membrane Expansion, owned by the City of Fort Lauderdale, with CM services by CH2M HILL.
This facility, in its previous form, had been serving the city for more than 80 years and was among the most striking and interesting public buildings in Fort Lauderdale. The honored program phase involved adding a new, state of the art nano-filtration facility to replace the existing facility, and to be an architectural match for the existing Operations Building, which has been designated a landmark. The project included two new four-million-gallon storage tanks, a generator building, a new membrane building, a new chemical building, and a variety of infrastructure elements.
Infrastructure, program management/program phase infrastructure.
St. Louis Bay and Biloxi Bay Bridges, owned by the Mississippi Department of Transportation, with CM services by URS Corporation.
These two bridges were destroyed by Hurricane Katrina, with catastrophic impacts on the local population and economy. The new St. Louis Bay Bridge features four lanes, plus shoulders and a bike and pedestrian path. It rises higher than the old bridge to accommodate marine traffic, and has higher approach and departure ramps to protect it from future storms. Similarly, the Biloxi Bay Bridge is higher and sturdier than its predecessor, and features six traffic lanes plus a bike and pedestrian path. Several striking lighting and aesthetic touches complete the picture of rebirth. The two bridges represent a successfully expedited response to a major transportation crisis.
International project/program/program phase.
Bundamba Advance Water Treatment Plant, owned by the Western Corridor Recycled Water Pty Ltd., with CM services by Black & Veatch/Thiess Alliance.
This is a fast track, highly complex project that involved a 200 kilometer network of large diameter pipelines to collect secondary wastewater from six treatment plants and convey it to three new, advanced facilities. These plants will supply purified recycled water to power stations, industrial and agricultural customers. Design, procurement and construction occurred simultaneously. With more than 200 major capital equipment packages, orders were placed early and fabrication was streamlined. The project was delivered two and a half times faster than the normal expectation for this type of project.
Chairs' special recognition award.
U.S. Department of Transportation Headquarters, owned by the GSA National Capital Region, with CM services by Jacobs.
The new U.S. Department of Transportation facility in Washington DC was the first full-scale relocation of an entire cabinet-level department to take place in the capital in more than 30 years. This project was also the largest developer project to date for the General Services Administration National Capital Region, reflecting an innovative approach to public-private partnership. It is expected to be a catalyst for a major economic revitalization of what was previously a depressed riverfront area, and, by achieving LEED Silver certification, it models the government's commitments to both community and sustainability.
