< Previous10 /May-June 2022 A cross the street from THNOC’s original location at 533 Royal Street, the new exhibition center comprises a meticulous restoration of the historic Seignouret- Brulatour Building and courtyard, as well as a brand new, purpose-built rear building. This unique melding of old and new spaces is unlike anything else in the French Quarter. The major renovation spanned almost 15 years, at a cost of $38 million, and added 35,000 square feet of exhibit space. Though the original structure, built in 1816, served many functions over the last two centuries, it is most widely remembered for four previous owners: a. François Seignouret built the structure as retail and residential space, and adorned the balcony with ironwork bearing an “S.” b. Pierre Brulatour, a wine importer, purchased the building in 1870 for his retail business and residence. c. When philanthropist William Ratcliffe Irby acquired the property in 1918, he renovated the residence and allowed the New Orleans Arts and Crafts Club to operate on the premises from 1922 to 1933. d. More recently, local NBC affiliate WDSU broadcasted from the site from 1950 until 1996. The site houses a continuing exhibition on the history of the French Quarter (the only such installation of its kind in the historic district), changing exhibitions, dynamic interactive displays, hands-on educational space for all ages, a fully restored Aeolian pipe organ, a larger footprint for THNOC’s museum shop, and Café Cour. When embarking on a building project that encompasses a restoration of an 1816 structure alongside brand-new construction, one may expect a few hiccups, discoveries, and surprises. The process of constructing THNOC’s new exhibition center at 520 Royal Street yielded all three. One of the biggest surprises was that the only access to the new site was through an adjacent enclosed parking garage, including the delivery of all construction materials! In the new wing, exterior walls are insulated with two-inch insulation board, and a low-slope membrane roof incorporates lightweight insulating concrete to improve the building’s thermal performance. Window glazing was minimized and pointed towards the north — in a sawtooth skylight pattern, harkening back to a 19th-century warehouse building that once occupied the site — to reduce sunlight on exhibition materials and reduce solar heat gain in Louisiana’s hot climate. Using the same scale, massing and materials of the other buildings on the site, the new wing gracefully encloses the site’s prominent courtyard. A modern double-layered façade echoes the dimensions of the exterior galleries of the adjacent historic structure. The design of the new wing is authentic of its time and place with a contemporary design, but its outer glass curtain wall mirrors the arched windows and historic features of the Seignouret-Brulatour House, reflecting the old in the new. For the project’s LEED Silver certification, the whole project was driven by sustainability, from restoring and recycling historic building materials to flood resilience strategies that help mitigate the effects of global climate change in New Orleans. Sustainability was greatly enhanced by the ongoing work of the General Contractor from the preconstruction phase through final project completion. The Historic New Orleans Collection (THNOC) New Exhibition Center Photo courtesy: Barry Siegel. Nine Fascinating Details that Make THNOC’s New Exhibition Center Unique 1. It was like Building a Ship in a Bottle Construction projects in the French Quarter aren’t easy but erecting an entirely new building in the middle of a French Quarter block is a feat of planning and careful execution. Throughout the process, extreme precision was required for building the new Tricentennial Wing. Barry Siegel, president of Bywater Woodworks, Inc., the General Contractor that led the effort, acknowledged that building the new Tricentennial Wing was like making a ship in a bottle. Not only was it hard to fit the new structure into a confined space — the building was constructed with just two feet of leeway from the neighboring Omni Royal Orleans Hotel on two sides — it proved difficult even to move the right equipment into the courtyard for the job. “I think we had to let the air out of the tires of the crane so that it could fit through the parking garage,” said Siegel, referring to the preexisting garage adjacent to the Tricentennial Wing. 2. Every Brick in the Historic Structure was Touched The building and restoration project consisted of three discrete parts: demolition, structural repair, and build out. Each of these phases made way for the next, and in the case An early shot of the construction for the Tricentennial Wing shows the building’s footprint surrounded by other structures. The 200-year-old Seignouret-Brulatour Building was shored to correct significant structural weakness. Photo courtesy: THNOC /May-June 2022 11 of demolition, THNOC learned that the historic Seignouret- Brulatour Building and its rear service wings were all in poor shape. THNOC President and CEO Daniel Hammer said that, over the course of the process, every single brick in the historic structure was handled. After crews stripped off the plaster, they started the meticulous process of examining — and replacing, if need be — every brick in the structure. The building was shored and, working on one side of a wall at a time, plaster was removed, the mortar holding the bricks together was chipped out, deteriorated bricks were replaced, new mortar was pointed between the bricks, and then, finally, the walls were covered in breathable, lime-based plaster. To ensure the longevity of the structure, modern, cement- based mortars and plasters employed during past renovations of the building were replaced with natural products, very similar to what would have been used at the time of original construction of the historic buildings. The existing materials retained too much of the moisture the bricks naturally absorb from the ground, ultimately causing many bricks to disintegrate. The new, lime-based plaster will allow an easier transfer of moisture out of the building wall to prevent the bricks from crumbling. 3. Construction Depended on the River Building in the French Quarter is a difficult business: The Mississippi River has presented environmental challenges throughout the city’s history, so it was only appropriate that a history museum would have to wait on the river’s ebb and flow to begin construction. The pilings for the Tricentennial Wing were drilled 90 feet into the earth – deep enough that THNOC had to receive a permit from the U.S. Army Corps of Engineers, which oversees the levee system. This also meant that, in order to begin construction, crews had to wait until the Mississippi River fell to a certain level. Back in January 2016, pile driving for the new construction was delayed for weeks as the construction waited for an unseasonably high river to fall low enough to begin work. 4. An Unexpected Discovery: The Original Color of the Wall While removing nonhistorical sheetrock from the Seignouret- Brulatour Building, crews noticed that an 1822 addition had separated from the original 1816 structure. While this meant that additional shoring and structural work would be needed, the rift also gave an important insight into the building’s original appearance. A section of wall that had been covered in 1822, only six years after it had been built, revealed the original color of the building — a stunning ochre. Architectural material analysis by Cypress Building Conservation confirmed that this was the original exterior plaster from 1816. Subsequently, the newly discovered, 200-year-old color was added to the plaster for the exterior walls. 5. The Aeolian Player Organ Remained Mostly Intact One of the most remarkable details of the restoration project was the Aeolian organ, installed by owner William Ratcliffe Irby in 1925. Irby, a tobacco company executive and banker, converted the third floor of the building into a luxurious apartment. In-home pipe organs were the status symbol of the day, and the instruments adorned the homes of tycoons — even Jay Gatsby owned one in The Great Gatsby. Though many of these instruments were systematically stripped and sold over the course of the 20th century, Irby’s is one of the few that has remained mostly intact. The entire organ was sent off for conservation to the Holtkamp Organ Company in Cleveland, Ohio. Fully restored, the instrument was returned to its original home, where it can be played again for generations to come. A little secret: Despite the appearance that its pipes reside behind the keyboard, the music actually comes from behind three screens positioned around the room. The pipes you are able to see are simply decorative, but don’t tell! 6. The Building is (More) Level Leveling an 1816 building can be tricky, but leveling an 1816 building in the French Quarter, with its foundation on less-than-firm soil, is just about impossible. Barry Siegel of Bywater Woodworks, Inc. remembered that, when shoring the Seignouret-Brulatour Building, they realized that the entire structure could not be made completely flat. “You can raise and lower, but sometimes you have marks that you have to hit, like the top of a staircase,” said Siegel. “So, it’s not completely level, but it’s more level than it was before.” The plaster color chosen was based on a section of wall that had been covered up since 1822. A special auger drove almost 90 feet into the earth to set the concrete pilings for the Tricentennial Wing. The Wilson Family Stairway at the Seignouret-Brulatour Building meets the entresol level outside of the Education Galleries. Photo courtesy: THNOC Photo courtesy: THNOC Photo courtesy: THNOC 7. 19th-Century Well Provided Insight into the Building’s Past and the City’s Present While conducting archaeological work prior to the construction process, Bywater Woodworks Inc. uncovered a 19th-century well that had disappeared beneath the courtyard pavers. Now excavated and visible beneath a glass covering, visitors may catch a glimpse of the environmental history of the courtyard. About two feet beneath the glass, at the lip of the well, are the surrounding bricks that once formed the courtyard floor, informing that, over time, it appeared that the space had sunken considerably beneath what is now considered surface level. But the courtyard did not actually sink: The original elevation of the courtyard was two feet lower than it is now due to the streets being paved over several times, raising the areas surrounding the courtyard. Archaeologists from Earth Search, Inc. also extracted discarded objects from the well, most dating from the mid-19th century, which tell stories of the commerce and living conditions in the area. A can of quail meat with truffles, for instance, suggests that the retail spaces fronting Royal Street sold imported delicacies from France. Visitors can view virtual reconstructions of the courtyard over four separate time periods through virtual reality viewfinders that overlook the space from the building’s balcony. The scenes and characters in them are partially informed by material evidence excavated from the property. 8. Layers of Wallpaper Reveal the Historic Fabric of the Site Peeling back layers of old wallpaper in the Seignouret- Brulatour Building gave the decorative arts team insight into the literal fabric of the building. Following work by Cypress Building Conservation to extract, separate, and clean each layer of paper, Decorative Arts Curator Lydia Blackmore, with the help of an intern, went to work cataloging and identifying as many of the patterns as she could. “Looking at decorations like wallpaper is really interesting,” said Blackmore. “Each layer tells us about the inhabitants from a different time period, and by identifying style and quality, you can even trace the economic history French Quarter as a whole from its glamorous early days, to the 19th-century tenements, to the 20th-century preservation movement.” Among the samples found were layers of wallpaper installed by the building’s original owner, François Seignouret, including a swatch from fashionable Parisian manufacturer Joseph Dufour and Company. A 19th-century well is preserved beneath a glass covering in the court- yard at THNOC’s new exhibition center. The brickwork below is the floor of the original courtyard. A Cypress Building Conservation employee holds samples of wallpa- per removed from the Seignouret-Brulatour Building. 12 /May-June 2022 9. Inspiration from the Port While construction had to wait on the river, the Mississippi, and more specifically the port, served as inspiration in the process. When envisioning the new Tricentennial Wing, architect David Waggonner, whose firm Waggonner and Ball Architecture/Environment designed the building, stressed that every detail was thoroughly considered. The structure includes a monumental wooden edifice on the third floor that was designed to mimic the underside of a ship’s hull. Situated just three blocks away from the river, the feature is a welcome addition, and THNOC staff members have already lovingly dubbed it “the pirate ship wall.” Woodwork adorns the Laura Simon Nelson Gallery in the Tricenten- nial Wing of THNOC’s new exhibition center at 520 Royal Street. The courtyard after the renovation. Photo courtesy: THNOC Photo courtesy: THNOC Photo courtesy: Keeley Merritt Photo courtesy: THNOC The courtyard before the renovation. /May-June 2022 13 “With the expansion, we hope to change, or add to, how people think of the French Quarter,” added Hammer. “We want to expand people’s appreciation for the dynamism of the French Quarter as a historic resource, as the place where their ancestors arrived, lived, worked, visited, suffered, thrived, and more. This 78-square-block grid can offer context for nearly everyone’s historic identity, whether they were born here or moved here two days ago. “We hope it becomes a cultural touchstone and a source of pride for everyone, because it reflects how deeply we value our history, all of it.” The Historic New Orleans Collection’s new exhibition center opened to the public in the spring of 2019. The front of the historic house before the renovation was completed. Architects advocate for equity, affordable housing, and design during AIA Lobby Day T he American Institute of Architects (AIA) and nearly 240 of its architect members lobbied lawmakers April 13 and 14, 2022, to advance two pieces of legislation. AIA members specifically requested meetings with members of Congress with jurisdiction over two key issues: the Democracy in Design Act (H.R. 5291) and Yes in My Backyard (YIMBY) Act (H.R. 3198/S. 1614). “It is critical the federal government does not impose ar- chitectural design styles,” said AIA 2022 President, Dan Hart, FAIA. “We also recognize that communities across the country need increased access to affordable housing. When the pro- fession shares its deep knowledge and expertise of the built environment with policymakers, we can have a critical impact in shaping laws that will benefit everyone.” AIA and its members are supporting the Democracy in Design Act to prevent future administrations and the federal government from mandating preferred design styles for fed- eral buildings. The legislation would ensure that communities across the country maintain a voice in the design of federal buildings that is consistent with local preferences, topogra- phies, and design traditions. Additionally, the legislation would safeguard the Design Excellence Program, which guides the General Services Ad- ministration’s (GSA) process to acquire, design, and construct public buildings. By directing the GSA to undergo enhanced formal rulemaking processes — to include public comment — for any proposed changes to the Design Excellence Program, it will improve the program’s transparency while still allowing it to evolve as needed. Architects are also meeting with lawmakers to support the YIMBY Act, which addresses systemic inequities that continue to afflict America’s housing and zoning policies. If passed, the YIMBY Act would require more transparency from communi- ties that receive federal funding through the Community Devel- opment Block Grant. Ultimately, the legislation would promote inclusive zoning and increase affordable housing supply. “Architects have a unique perspective and an influential voice when they engage their elected officials,” said AIA EVP/ Chief Executive Officer Lakisha Ann Woods, CAE. “I commend our members who participated in AIA’s Lobby Day. When we work together and operate as one collective voice, we can make substantial and valuable change in our communities.” Architects participating in AIA’s Lobby Day engaged with lawmakers and staff on targeted key Congressional Commit- tees that have jurisdiction over both pieces of legislation, in- cluding the U.S. House Committee on Transportation and In- frastructure, the U.S. House Committee on Financial Services, the U.S. Senate Committee on Environment and Public Works, and the U.S. Senate Committee on Banking, Housing, and Ur- ban Affairs. Visit AIA’s website to learn more about its advocacy efforts. About AIA: Founded in 1857, AIA consistently works to cre- ate more valuable, healthy, secure, and sustainable buildings, neighborhoods, and communities. Through more than 200 in- ternational, state and local chapters, AIA advocates for public policies that promote economic vitality and public wellbeing. AIA provides members with tools and resources to assist them in their careers and business as well as engaging civic and govern- ment leaders and the public to find solutions to pressing issues facing our communities, institutions, nation, and world. Mem- bers adhere to a code of ethics and conduct to ensure the high- est professional standards. Visit aia.org for more information. Photo courtesy: Keeley Merritt Photo courtesy: Barry Siegel14 /May-June 2022 I had the privilege of speaking at the Advancing Precon- struction Conference in Dallas, Texas last year and talked about the importance of leadership in preconstruction for positive change. There were two aspects of my topic: one was more focused on leadership, and the other was about the role of a leader in bringing positive change. Those two are both critical issues that our industry and our country are currently facing. If responsible leadership has ever been critical, it’s even more so today. We’ve been going through some unprecedented times for the last couple of years – people went through emotional, financial, and physical stress – and we don’t yet know when it’s going to end. The issues everyone is facing are pretty much global and not specific to any industry, however I would like to keep it more focused on preconstruction. I have been working in preconstruction for over 16 years and have evolved from a junior estimator who didn’t know anything about estimating or construction to a leadership role. This journey has been amazing, and I had the opportunity to work with some very knowledgeable construction and preconstruction professionals. Early in my career I didn’t even know about leadership or what a leader looked like. I thought the word leadership was more often used in the political world or in history books. I was more aware of words like “boss”, “supervisor”, and “manager”, and eventually I learned that good leaders are different from good managers. I don’t know if I would call anyone a bad leader, as I believe that if you’re being called a leader, it must only be good. And if you’re bad, then probably you aren’t a leader yet. After a few years, I started to realize that there is something called leadership, which is beyond those traditional words we use to describe the person in a position of authority over you. I also started to realize that with great power and authority comes great responsibility, which means that true leadership is closer to Simon Sinek’s definition: “Leadership is not about being in charge but about taking care of the people in your charge.” Whenever I worked with managers, I always gave them my bare minimum just to get the job done – nothing more, nothing less. But when I worked for a good leader, I wanted to exceed their expectations and always put forth extra effort to do more. That made me think about how critical good leadership is to any organization’s success and overall productivity. I started to reflect on the reasons why I behaved differently when working under different types of managers and leaders and concluded that the difference was in the leadership. John Maxwell says, “Everything rises and falls on leadership.” I started working toward becoming a leader long before I got into a leadership position because I didn’t want to become a manager – I wanted to become a leader. One thing that was common in all the good leaders I encountered was that they genuinely cared about me, Leadership in Preconstruction – Leading the Way for Positive Change By Taimoor Khan, Vice President, Preconstruction, Satterfield & Pontikes Construction, Inc. which was why I felt connected with them. Good leadership is about influencing people in positive ways so they can share your vision. I was never like just a number to these good leaders with whom I was fortunate to work, or merely an individual whose work was benefiting them or the organization. They cared about how I felt and how they could help me grow. There is currently a serious shortage of skilled labor and professionals in the construction industry – too much work and not enough resources. A lot of companies are struggling with recruiting not just people, but good people. Those who are moving from one company to another are being offered better compensation, benefits, and an acceptable work-life balance. Working dynamics have been changed due to the past two years of dealing with the global COVID pandemic. One challenge is recruiting and the other (which is even more critical) is retaining talent. I agree that the attractive financial packages and benefits are a significant driver for people who are making big moves in their careers, but I also believe that job switching is exacerbated when a person doesn’t have a strong connection with their team and their leader. Career-oriented people are never focused on short-term benefits; they understand the value of a strong team and a leader who can help them achieve the heights of their career. People who are offered a little more money and a lateral move in a different organization will only leave their current position if they don’t have a strong connection with their organization. A leader’s job is more important now than ever. He must make sure he builds a strong bond with his team – not only for the benefit of the organization, but also for the benefit of each member of the team. Strong teams can work wonders. The leader’s job is to build that strong, efficient team into one where team members trust each other. If companies are not able to find more resources, they will need to take stock of their existing resources and catch up with business needs, which means that people will need to work longer hours and do more to accommodate the shortage of resources –directly impacting work-life balance. The pandemic has taught everyone the value of a good work-life balance and the importance of spending more time with their loved ones. One of the things I observed is that putting the wrong people in the wrong chairs also negatively affects productivity, hence reducing morale and efficiency. More efficient and productive processes and systems require change. Change can make things better, and although much needed, change can be also scary. People, being people, seem to first think about what they must give up to get something. People are more comfortable with solutions to older problems than new solutions to newer problems because it takes them out of their comfort zone. An effective leader’s job is to first get people comfortable with the vision and the value of change so there is a buy-in to /May-June 2022 15 the change. People buy-in to the leader first before buying- in to the vision. The two main purposes of innovation and change are the identification of better ways to do something and working smarter (not harder). This change may require implementation of new technologies, processes, and workflows. Leaders act as a change agent as well as taking the responsibility of risk to lead the way and being able to take the blame if things go wrong. John Maxwell teaches a process to bring about positive change in an organization. I have been following these steps and found them very effective. This process is called PLAN AHEAD and it’s laid out as follows: • Predetermine the change that is needed. • Lay out your steps. • Adjust your priorities. • Notify key people. • Allow time for acceptance. • Head into action. • Expect problems. • Always point to the successes. • Daily review your progress. A leader’s job doesn’t end with just bringing positive change to the organization. He also helps the team cope with the change and maximize their potential by developing their strengths. People tend to stay longer with an organization where they feel connected with their team and leader, feel safe and secure, have a growth plan and opportunities, and feel appreciated and valued. It sounds very simple; every organization knows it but very few create such an environment. The leader’s job is to identify strengths and weaknesses of his team members and always focus on maximizing potential through their strengths instead of dragging them down by hitting hard on their weaknesses. People grow better and faster in their areas of strength, and by doing so they overcome many shortcomings of their weaknesses. Most professional organizations don’t even have a growth plan, and the common strategy for growth is work hard and hope for the best. That’s not a strategy. People need to be intentional about their growth, not haphazard – that’s why they connect better with leaders who help them determine their growth plan. Leaders are responsible for crafting inspiring environments where people can flourish, and where organizations can benefit. Many organizations promote people into a leadership role who are good at what they do or are subject matter experts. The issue is this: when such individuals get into leadership roles, they start micromanaging people because now they are responsible for people doing what they used to do. Organizations need to identify people with leadership abilities, train them, and polish their leadership skills. The only way leaders can become better at leadership is if they practice leadership daily. Leadership is all about influencing people, and the only way to develop influence is to build relationships. Relationships in turn build trust and, once you have built a trusted relationship, you can do wonders with people. Everyone has potential – they just need someone to help them identify and maximize their potential to achieve the achievable outstanding results. For more about leadership in preconstruction, visit www. satpon.com. Register Now! ASPE’s Estimating Academy e-learning courses. For more information visit - https://www.aspenational.org/page/EA Construction Materials and Processes Construction Procurement Methods Estimating and Bidding Fundamentals of Heavy Civil Estimating: Heavy Highway Introduction to Construction Estimating I Plan Reading for Estimating Natasha Crumbliss Natasha@ASPEnational.org 940-435-4604 Courses dates for 2022: • August 8 - September 30 • October 17 - December 1616 /May-June 2022 A ll construction projects require a mixture of services, including planning, design, and construction. Construction project delivery methods provide different ways to organize those services contractually in order to execute a project. While each project team generally consists of an owner, a designer, and a builder, how each project is executed differs. Choosing the right project delivery method is a crucial step before design begins, as it sets the tone for how the team will communicate and how payments will be distributed. The Project Delivery Institute defines a construction project delivery system as “the structure of the relationships of the parties, the roles and responsibilities of the parties, and the general sequence of activities required to deliver the project.” It defines how the parties are related to each other contractually throughout the progress of the project. It may seem like the relationships between the project owner, designer, and contractor are easy to define and quantify, but many projects require these relationships to be adapted or changed to meet the project objectives. For example, a fast-track project owner may go to contract with one party, either the designer or the contractor, in a design-build agreement. By contracting with only one entity for the project, they have simplified the payment process and allowed the designer and contractor to work together from the beginning, shortening the overall project schedule. Construction Project Delivery Methods Before you choose a project delivery method, there are a few things you should consider. This includes the owner’s budget, the scope of the project, the risks involved, the schedule, and the owner’s experience with similar projects. The following is a breakdown of the six most common types of project delivery methods: 1. Design-Bid-Build (DBB) 2. Design-Build (DB) 3. Construction Management-at-Risk (CMAR) 4. Construction Management Multi-Prime (CMMP) 5. Public-Private Partnership (PPP or P3) 6. Integrated Project Delivery (IPD) Design-Bid-Build (DBB) Design-Bid-Build — also called hard bid — is the most Focus on Project Delivery Photo courtesy pixabay.com popular project delivery method, and is thought to result in the lowest construction price. The designer/architect and general contractor work directly for the owner under separate contracts, so this method provides a lot of opportunities for input on the project from the owner. The design team works with the owner to develop the contract documents: drawings, specifications, and other exhibits. Once the design is finished, it is sent out for general contractors to provide a bid on the project. It can take two to four weeks for contractors and subcontractors to price a project. Then, the design team and owner evaluate the proposals from the GCs and select the one the owner wants to go to contract with. Once the contract is signed, construction can begin, and materials and equipment can be ordered. There are some disadvantages to this project delivery method: • The design phase can require the owner to spend a considerable sum of money before getting a firm price on the actual construction project. • Depending on the quality of the design, the owner may be vulnerable to change orders, delays, and additional costs initiated by the contractor. • The actual construction process doesn’t begin until the design is finalized, adding more time to the overall schedule of the project. • The general contractor isn’t able to give feedback during the design process. • Payments must flow through the layers of contractors and suppliers, delaying payment for the lowest tiers. Design-Build (DB) Design-Build is becoming more popular in recent years; a recent report claims that this delivery method is now used on up to 40% of the US-based construction projects. DB creates a very straightforward process for owners, as they are only contracted with one firm. In this method, both the design and construction phases are covered under one contract with one company. The entire project is handled by either the architect or the contractor from start to finish — drawing a stark contrast to the above design-bid-build project. In theory, when the design /May-June 2022 17 team and build team are rolled into one operation, the project becomes more efficient. DB projects can be architect-led or contractor-led, depending on who the contract is with. Architect-led agreements are generally used on projects that have a high difficulty of design, like new buildings, remodels, etc. Contractor-led projects usually don’t rely on complex design, and involve repeatable work, like infrastructure or road projects. No matter which way the contract is written, the architect and contractor are usually contractually connected between themselves; one of them is connected to the owner, and takes point on the project. DB projects allow contractors and subcontractors to have a say in the design, which can be beneficial when they have extensive experience. The process from start of design to completion of construction is usually shorter too, so it is often used for fast-track projects. Some of the disadvantages of design-build delivery include: • Conflicts of interest between the design team and the contractor. The contractor is incentivized to keep costs low, and the owner wants a high-quality finished product. • Subcontractors are often selected ahead of time, so it is hard for new subs to get an opportunity to participate in these kinds of projects. • There’s added liability for general contractors, who don’t usually carry design errors and omissions insurance coverages. Construction Manager at Risk (CMAR) With the Construction Manager at Risk method (CMAR), a construction manager, similar to a general contractor, acts as the owner’s representative during both the design and construction phases. Like the DBB method, the CMAR method separates the design and building processes. The construction manager is involved from the beginning with the design process, mainly as a cost controller, and also oversees construction like a general contractor would. The difference is that the CMAR accepts the risk for meeting the project deadline and owner’s cost requirements, which are usually expressed as a guaranteed maximum price. If construction costs come in higher than expected, the CMAR is expected to absorb those costs, which reduces their overhead and profit. Of course, on the other hand, if costs are lower than expected, the CMAR will increase their profit, unless the contract calls for sharing the savings. Either way, the CMAR is invested in reducing costs and keeping the project on schedule, which helps the owner meet their project goals. Construction Management Multi-Prime (CMMP) In Construction Management Multi-Prime projects — also called multi-prime (MP) — the owner acts as a general contractor and goes to contract with each of the design team members and major trade contractors. This method is best for owners who have a lot of experience managing construction projects and want more control. One advantage of this method is that subcontractors have a direct contractual relationship to the owner, and don’t have to wait for payments to filter through the tiers. This can lead to speedier payments and less paperwork for subs and suppliers. Public-Private Partnerships (PPP or P3) Public-Private Projects — also known as P3 projects — get to reap the benefits of both public and private projects. As their name suggests, the project is the result of a partnership between a private and a public entity. Projects like affordable housing and infrastructure are often the result of these types of agreements. Like private projects, they are controlled by a private company which helps create efficiency and add expertise. Like public projects, there’s a steady project owner, decreased payment risks, and a project that will greatly benefit the general public. Depending on who plays what role in the project, there are two facets of these partnerships that contractors and suppliers need to be aware of – whether it’s subject to prevailing wage provisions and how to protect their payment rights. Publicly funded projects are subject to federal or state prevailing wage regulations. Privately funded projects are usually not. When it comes to payment protection, mechanics liens can be used on projects where the property is owned by a private entity, but bond claims are needed to collect on publicly owned projects. Integrated Project Delivery (IPD) Integrated project delivery (IPD) is the most recent addition to the project delivery palette. In these projects, all the project team members are contractually connected with only one contract. All team members are selected before design begins, and they each play a role in the whole process, from design to construction. IPD is gaining popularity because everyone shares the risk on the project equally. Also, this method creates the most innovative and collaborative approaches to projects. When combined with other construction methods, such as lean construction, they can greatly improve the efficiency of construction methods and shorten project timelines significantly. Choose the Best Project Delivery Method for your Project Deciding which project delivery method is best relies a lot on the type of project, how much control over the project the owner wants, the project timeline, and the budget. Each method provides a different amount of control and ties the parties together contractually in a different way. 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PRODUCT SPOTLIGHT VacuMax ™ — Vacuum Insulating Glass — Where the Window Becomes the WallPhoto Courtesy: WL Architecture Architect William Leavy Architecture, PLLC 18 /May-June 2022 After Kitchen Remodel Fairfield County, Connecticut W hen the owners of this 1950s-era house were contemplating a new granny flat and garage addition, they decided to remodel the kitchen in the existing home as well. The kitchen had only been renovated once in 70 years and was completely dysfunctional – not to mention unappealing to all who entered. The owners had many reasons for remodeling the kitchen: energy savings, resale value, their family’s changing needs, and a desire to modernize the “busiest” room in the house. With plans of the addition already being discussed, it seemed like the perfect time to realize some degree of efficiency of scale. The issues to address were many, but the time seemed right to modernize the whole house at once to ensure continuity. The owners and the architect sat down and went over the major challenges. Once the project kicked-off, the existing space was completely gutted down to the studs. The wall between the kitchen and dining room was taken down and replaced with a beam, which created a “wide open” feel. The home’s original floor plan had a powder room (half bath) within the space of the existing kitchen. With a growing family and only one full bath on the second floor, adding a second full bathroom became paramount, and some true architectural problem solving was necessary. It was decided to use the powder room space in the existing kitchen as a walk-in pantry, with plenty of valuable storage adding to the usability of the kitchen space. This added feature helped in the proper use of cabinet space and appliance storage. The counter tops were constructed of honed granite, which is very durable. The electrical service was ramped up, and all new heating, plumbing and electrical were installed. The project was done in the Shaker motif, which blended into the New England atmosphere, the colonial neighborhood, and the colonial touches within the house, such as wainscotting in the hallways of the adjacent mud room addition leading into the newly renovated kitchen. This new U-shaped kitchen is a dramatic improvement and takes a dated 1940s house into the 21st century with totally upgraded appliances and components. In addition to the kitchen space, the project transformed the entire first floor into a modern, open, and inviting environment while still respecting the local feel that is so important to this quaint New England town. The project came in close to budget, and the owners were more than pleased with the outcome. The modernized and updated kitchen and dining area. The wall between the kitchen and dining room was taken down and a beam installed. The other side of the wall that was replaced with the beam.o Courtesy: WL Architecture For more information on this project and similar projects visit www.dcd.com DIVISION COST % OF SQ.FT. SPECIFICATIONS COST COST GENERAL REQUIREMENTS 8,500 8.92 29.51 — WOOD, PLASTICS & COMPOSITES 32,500 34.11 112.85 Rough carpentry, finish carpentry, architectural woodwork. THERMAL & MOISTURE PROTECTION 2,650 2.78 9.20 Thermal protection. OPENINGS 4,500 4.72 15.63 Windows. FINISHES 23,450 24.61 81.42 Plaster & gypsum board, tiling, flooring, painting & coating. EQUIPMENT 12,000 12.59 41.67 Residential. PLUMBING 5,320 5.58 18.47 Piping & pumps, equipment, fixtures. ELECTRICAL 6,370 6.69 22.12 Medium-voltage distribution, lighting. TOTAL BUILDING COSTS 95,290 100% $330.87 EXISTING CONDITIONS 3,000 Demolition. TOTAL PROJECT COST 98,290 UPDATED ESTIMATE TO JUNE 2022: $370.86 PER SQUARE FOOT EASTERN U.S. Sq.Ft. Total Cost Cost ________________________________________________ Atlanta, GA $226.63 $65,271 Pittsburgh, PA $320.82 $92,396 New York, NY $441.50 $127,151 CENTRAL U.S. Sq.Ft. Total Cost Cost ________________________________________________ Dallas, TX $217.80 $62,728 Kansas City, KS $311.99 $89,853 Chicago, IL $400.29 $115,284 WESTERN U.S. Sq.Ft. Total Cost Cost ________________________________________________ Los Angeles, CA $373.80 $107,655 Las Vegas, NV $359.08 $103,416 Seattle, WA $329.65 $94,939 Regional Cost Trends This project, updated to June 2022 in the selected cities of the United States. Architect William Leavy Architecture, PLLC 101 Millard Street, Fairfield, CT 06824 www.wlarchitecture.com Kitchen Remodel Location: Fairfield County, Connecticut Date Bid: Jun 2020 Construction Period: Sep 2020 to Jun 2021 Site: .75 acre. /May-June 2022 19 RESIDENTIAL RS220518 Total Square Feet: 288 Building Size: First floor, 288; total, 288 square feet. Building Height: First floor, 8'; Total, 8'. Number of Buildings: One. Basic Construction Type: Renovation Foundation: Masonry. Exterior Walls: Wood. Roof: Asphalt shingle. Floors: Wood. Interior Walls: Wood stud drywall. Project General Description The finished space is now open and well organized.The ceiling cans and large window provide plenty of natural and installed lighting. The new appliances and mini-island.The view into the dining area.Next >