2006 Project Achievement Awards

2006 CMAA Project Achievement Awards Honor 14 of the Industry’s Best for Excellence in Construction and Program Management

The award winners are:

Buildings, New Construction Project, Constructed value less than $30 million.
West Muskingum High School, Zanesville, OH. CM by Project and Construction Services, Inc.

The new school is a 106,000-square foot structure completed on schedule and nearly $1 million below budget. Parts of the building were completed ahead of schedule to allow the school district’s administrative staff to move in, thereby facilitating a separate renovation project for the district’s middle school. Due to challenging soil conditions on site, PCS had to develop and justify a steel framing system, and the entire project had to be executed without interfering with nearby homes, ongoing middle school functions, and an adjoining waste water treatment plant.

Buildings, New Construction Project , Constructed value less than $50 million.
Indian River and Sussex Central High Schools, Dagsboro, DE. CM by EDiS Company.

The first round of bidding on the Indian River School District’s program used the general contracting delivery method and came in 50 percent above the district’s budget. EDiS was added to the district’s team and led a process that resulted in a re-bid that brought the entire project under the original budget. The project included two new high schools of 188,000 and 146,000-square feet, housing 2,500 students and providing state-of-the-art facilities including science classrooms, art and vocational wings, athletic resources and theaters.

Buildings, New Construction Project, Constructed value less than $100 million.
Solano County Government Center, Fairfield, CA. CM by URS Corporation.

This was an extremely fast-paced project that met every critical milestone and was actually completed ahead of a very ambitious 27-month schedule. At its centerpiece is a six-story, 305,000-square foot administration building. The project also includes a 43,500-square foot probation building, a large public plaza, and a five-level parking garage along with extensive demolition, landscaping, and an art program. This complex project, the largest capital improvement office building project in the county’s history, was completed within budget, on schedule and with no claims.

Copyright by Michael O\'Callahan

Buildings, New Construction Project, Constructed value greater than $100 million.
Hoag Memorial Hospital Presbyterian, Sue and Bill Gross Women’s Pavilion, Newport Beach, CA. CM by Jacobs Facilities, Inc.

The new facility supports a wide range of health care services for women, ranging from maternity to the first peri-menopausal clinic in the nation. The building includes six surgical suites, 152 private patient rooms, and extensive other resources. Jacobs Facilities provided complete oversight of both make-ready work and construction, and brought this complex project to completion within budget and 60 days ahead of schedule.

Buildings, Renovation/Modernization Project, Constructed value less than $20 million.
Ft. Suse Detention Center, Iraq. CM by ECC International, LLC.

This project converted a 30-year old military fort reduced to a shell into a detention facility housing 1,800 detainees and up to 700 military and corrections personnel. The owner, the U.S. Air Force, gave ECC eight weeks from its Notice to Proceed to have the facility ready to accept 1,000 detainees. After meeting this ambitious goal, ECC went on to add facilities for another 800 detainees. The Air Force Center for Environmental Excellence, the funding client, empowered the CM team to make key decisions on site, which was a key to keeping the project moving forward at its necessary brisk pace.

Buildings, Renovation/Modernization Project, Constructed value greater than $20 million.
Barnes-Jewish Hospital CTICU & OR Renovation Phase 1A, St. Louis, MO. CM by S. M. Wilson & Co.

This project included a fit-out of three full floors and one partial floor of the facility’s Southwest Tower, and renovation of parts of two floors in its East West Pavilion. It embraced construction of 28 new operating rooms, a 21-bed cardio-thoracic ICU, two large post-anesthesia care units and a variety of other supporting facilities. Wilson helped its client identify value engineering items that resulted in a savings of roughly $6 million off the original budget. Scheduled for 13 months in construction, the project was actually completed in twelve.

Buildings, Program Management
Rocky Flats Closure Project, Denver, CO. PM by Kaiser-Hill Company, LLC.

This $3.4 billion program involved the final closure of a top secret, high security factory that once processed and machined plutonium and enriched uranium into detonators for nuclear weapons. The site consisted of more than 700 structures on a 385-acre parcel of land. After nearly four decades of building weapons, the site had a legacy of contaminated facilities, soil and groundwater, all in close proximity to nearly three million people in metropolitan Denver. Closure of this facility required stabilizing and removing all special nuclear materials from the site, demolishing all site facilities, covering all foundations, utilities and other structures with fill, extensive remediation of the entire site and disposal of all waste, including some radioactive waste. The project was completed 14 months ahead of its target schedule and more than $550 million under the targeted final cost.

Infrastructure Project, Constructed value less than $10 million.
Salt Creek Urban Runoff Treatment Facility, Dana Point, CA. CM by PBS&J.

PBS&J supported environmental and other permitting, preliminary and final design, constructability reviews, community outreach and other functions for this facility which was sandwiched onto a small site in close proximity to a number of other users. Excavating to 20 feet below sea level on a beach site made de-watering a challenge, and community interaction demanded special attention throughout the project.

Infrastructure Project, Constructed value less than $50 million.
Intake Pumping Station No. 2 to Alfred Merritt Smith Water Treatment Facility By-Pass Pipeline Design-Build Project, Lake Meade, NV. CM by Parsons Water & Infrastructure.

The agency delivers water for domestic and municipal use to more than 1.2 million people. In response to declining water levels in Lake Meade, this project was undertaken to increase by-pass flow capability at this pumping station. The project included a rate-of-flow control station to handle 365 million gallons per day, along with a half-mile long bypass pipeline. The project was completed both on time and within budget.

Infrastructure Project, Constructed value less than $100 million.
Interstate Route 95, Section RS3, Philadelphia, PA metropolitan area. CM by Hill International.

The project included complete reconstruction of two Amtrak bridges and a number of other creek crossings, along with reconstruction of almost a mile of roadway. The project was completed without interrupting either train service or vehicular traffic on the roadway. In addition, an older, 11-span precast concrete bridge over an abandoned quarry was eliminated and replaced with a new roadway. Because the quarry had been filled with debris and trash over many years, extensive ground improvement was necessary to make this new roadway possible.

Infrastructure Project, Constructed value greater than $100 million.
Construction Management of the Shoal Creek Filter Plant, Gwinnett County, GA. CM by Jacobs.

Jacobs completed the site preparation contract and the main construction contract, both under budget, and assisted with the initial startup of this important new facility. Site preparation included clearing the entire plant site, grading and fencing the site, providing road access, water and sewer utilities, and security. Construction included two 9.5 million-gallon clearwells, each 215 feet in diameter, along with a filter building, rapid mix and flocculation basins, an ozone disinfection building, a number of other buildings and extensive piping and other support structures.

Infrastructure Project, Constructed value greater than $100 million.
F. Wayne Hill Water Resources Center, Phase 2, Gwinnett County, GA. CM by CH2M HILL; Jordan, Jones & Goulding; Precision Planning, Inc.

This $350 million project came in under budget, enabling the owner to undertake additional work with the available funds. The honored project expanded the water treatment capacity of the Center by half, from 40 million gallons per day to 60 million. Its scope included site preparation, underground utilities, electrical distribution, stormwater collection, and construction of new roads along with the construction of a number of new buildings and associated support structures.

Infrastructure, Program Management.
Lambert St. Louis International Airport, W1W Airport Expansion, St. Louis, MO. PM by Jacobs, Parsons, Kwame Joint Venture.

This is a project worth more than $1 billion, which has developed over the course of nearly a decade. Its aim was to expand and improve a key runway complex at Lambert St. Louis International Airport. Since this was the largest capital improvement project in St. Louis, local officials decided to use it to grow the design and construction industry in the St. Louis area, then divided the large project up so as to involve 14 lead design firms, 16 prime contractors and 80 prime demolition contractors. The entire undertaking began in July 2001 and was completed in April 2006, several months early.

International Project of the Year.
One Giant Technological Leap for Vietnam - Hai Van Pass Tunnel Project, Vietnam. CM by The Louis Berger Group, Inc.

Termed “one giant technological leap for Vietnam” this $133 million project significantly expanded the traffic capacity of the primary north-south highway link in Vietnam. Along its 22-kilometer run through Hai Van Pass, National Highway No.1 encounters numerous hairpin turns, steep grades and narrow lanes and in recent years, severe bottlenecks had become frequent. The New Austrian Tunneling Method (NATM) was chosen and since this was the first time the method was used in Vietnam, extensive training was necessary. As a result, Vietnam is now prepared to apply this newly gained knowledge to future projects, which continue to promote the economic prosperity of the entire country.