Smith builds on successes at Neenan

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Vice president proud of firm’s signature projects


When it comes to economic development, Donna Smith is one of the standouts in Northern Colorado.

Smith, vice president for business development and federal programs at The Neenan Co. in Fort Collins, easily earned her place as a Woman of Distinction in the construction and development category.

“Donna effectively builds relationships with clients that turn into longterm friendships based on mutual trust and respect,” said David Gaylinn, client services partner at Dovetail Solutions, a public relations firm in Denver. “Donna has a unique ability to discern a contact’s preferred communication style and tailor her own efforts to meet the needs ‘of that individual business.”

Smith has worked for almost 10 years at Neenan, an integrated architecture and construction firm, where she has been responsible for $175 million of the company’s business. She is responsible for sales in the Front Range as well as federal projects.

‘What drives me. is that I want to ·- support Neenan,” Smith said. “It’s family to me. It’s important to see it succeed. The fact is that we take a much different approach. It’s not just about selling a building; it’s about selling a process.”

Smith has been influential in many of Neenan’s signature projects. Three stand out as her most rewarding since she was at the helm in the front-end planning and sales phases:

  • The 153,000′-square-foot expansion at the YMCA of the Rockies in Estes Park, which Neenan designed and built. The project has expanded the YMCA:s reach to accommodate more than 1,000 guests and serve as a world-class conference destination. Before, the campus was a poorly organized mish-mash of architectural styles and strung-out buildings with poor pedestrian access. Now, the Y is cohesive, pedestrian friendly and attractive to new groups of people such .as those who want to hold large conferences.
  • Her instrumental work behind Neenan’s successful bid to develop Colorado State University’s Powerhouse Energy Campus, a nearly 1,000-square-foot LEED Platinum energy research complex in Fort Collins. “The’ Powerhouse was a super challenging project with lots of constraints, “Smith said. “The·technologies they wanted to use were not used anywhere in the United States. It really pushed the boundaries.” Now, the hope is that the Powerhouse technologies will be used elsewhere in the country.
  • The Bohemian Foundation’s headquarters at 262 E. Mountain Ave. in Old Town Fort Collins. The Mitchell Block was completed in 2009 by Neenan and includes;33,385 square feet of space in four stories. The project was awarded Gold certification in Leadership in Energy and Environmental Design.

Smith’s commitment to the community reaches beyond her job to volunteer activities such as United Way.

Neenan Co. starts Tabor Grand Hotel renovations

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Colorado Real Estate Journal

The Neenan Co. recently started renovations to the historic Tabor Grand Hotel in Leadville.

Renovations to the 1885 landmark will bring the building up to code. Building renovations include asbestos abatement, enhancements to the exterior masonry veneer, windows, wood framing and structural repair to foundations on the east side of the building.

The $5.7 million renovation is slated for completion in December. In 1993, the hotel, vacant at the time, was renovated into 37affordable housing apartments. Following renovations, it will remain an affordable property.

Creating ‘Virtual Futures’ to Support Planning, Change Management

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By Miguel Burbano de Lara, AIA, NCARB

Comprehensive Flow Modeling

Over the past five or six years, many healthcare leaders have gained valuable insights from Building Information Modeling, for positive impacts on building design, construction and operation. Likewise, they have used energy modeling to improve building energy performance and sustainability. More recently, those leaders have made significant advances in the use of modeling and simulation technology, performing comprehensive utilization and flow models to envision and plan for the future and equally, or perhaps more importantly, to gain stakeholders’ support for incremental or even transformational change.

A Modeling Recap
To briefly recap the concept of modeling, digital modeling technology (3-D and 5-D) enables visualization (3-D) of both healthcare facility design and operational variables, i.e., patient flow and provider/staff workflow; and, it quantifies (5-D) the effects of various alternatives in facility design and organizational processes on patient care and operational objectives.

The workflow modeling process starts with the creation of operational baselines and the identification of verifiable metrics that can be used to assess the effectiveness of alternative operational/design solutions. These comparisons of the present and future states in the virtual healthcare environment can become valuable leadership tools.

The 5-D models are developed by combining operational data (already gathered by most healthcare organizations), with operational projections or forecasts and various types of spatial representations, including floor plans, 3-D and 5-D facility simulation models and animations. In essence, modeling enables us to create “virtual futures.”

The Value to Leaders of Virtual Futures
Across a variety of patient-centered care projects from hospitals to community health centers to outpatient clinics, modeling of patient state times has driven innovations in workflow and design to significantly enhance the patient’s experience and satisfaction, while at the same time improving operational productivity. For example, if patients in a clinic spend 15 percent of their time engaged in activities that do not involve direct care from a physician or medical assistant, including filling out questionnaires and waiting for exam rooms and providers, the care team and project team can use wasted time metrics to explore and deploy alternatives in workflow and facility design.

Similarly, as we have gained the ability to simulate the effects of improved electronic digital communications and digital telemedicine in the healthcare business practice, formerly reluctant physician leaders have begun to embrace these technologies. When we can illustrate the fact that we don’t need an office because all the paperwork is going to be electronic, caregivers can visualize the use of a workstation to support electronic communications. When we can demonstrate in the virtual world how custom “apps” can be used to enable patients to navigate through the process of making online appointments using a tablet device, managers can see how this could streamline staffing, improve workflow and enhance patient satisfaction. When we illustrate and model a telemedicine conference room, with 3-D and 5-D tools, we can simulate the actual “telemedicine conference event,” leaders begin to experience the virtual future as an achievable reality.

Using Models to Enhance Planning
Once healthcare leaders have a model of the future, they can begin to formulate better plans for allocation of resources.

If we create a model based on demographic data that predicts a population boom in an area served by the healthcare system, then leaders can use the model to plan and recruit staff, expand the appropriate facilities and adjust processes to increase capacity.

Similarly, if the healthcare industry anticipates significant advancements in diagnostic technology, leaders can use models to modify facilities to better utilize those technologies, recruit and train staff, prepare patients and ready their organization for those coming changes.

Knowing the needs and expectations of patients have changed dramatically with respect to hours of access, many healthcare organizations are expanding their hours of service. A model of this future state can enable leaders to mobilize, assign resources and establish priorities in order to meet those patient needs and expectations. Historically, traditional outpatient offices and clinics were open roughly 8 a.m. to 5 p.m. With the emergence in the healthcare market of urgent care or convenient care facilities and data that monitors hours of operation, patient utilization and financial results, traditional healthcare organizations are embracing innovations that allow for more flexible hours.

Using Working Sessions to Illuminate Data
Working sessions involving the project team and healthcare leaders in modeling can be used quite effectively to illuminate data. When working with a capacity forecast, we have used flow models and the video associated with the simulation to illustrate that, at certain times of the day, there will be events causing congestion or reflecting lack of capacity. Specifically, the model extrapolates data from the simulation to provide evidence that given certain rates of speed (of care delivery) and rates of utilization, the facility will have a shortage or an excess of resources. In turn, the project team and leaders can also discuss and model the effects of facility design and/or process changes to improve flow.

In fact, flow management is fairly difficult to appreciate without a simulation model. In order to develop an effective scheduling strategy, leaders and providers must understand what is happening with flow. Just as with BIM, flow modeling has become a valuable tool enhancing the ability to predict and enact necessary change for better outcomes.

For example, flow modeling depicts which workflow processes in the surgery department are causing delays in the OR turn-over rate, with a resultant loss of capacity. The same type of metric generation applies to forecasting and planning for improvements in flow relative to increased capacity in diagnostic imaging.

Staff utilization benchmarks provide another dramatic example. The national average physician-patient contact time for primary care is eight minutes. Theoretically, without a lot of effort, a provider should be able to see five patients in 40 minutes, allowing a total of 20 minutes per hour of collateral time between patients. In total, a provider should be able to see 40 patients a day. Yet the national productivity average is only 25 patients a day. This objective analysis of how effectively and efficiently time is allocated is very powerful. Once leaders obtain modeling and simulation data for their organization, they can enable better decisions regarding staff and resource utilization.

Author: Miguel Burbano de Lara, AIA, NCARB
For over 35 years, Burbano de Lara has followed a passion for healthcare design. He has served as AIA Colorado North Chapter president in 2005, and is a member of many professional and civic organizations. He has worked at The Neenan Company since 1999, where he focuses on Lean theory, design innovation and accelerated delivery. For more information, visit



Real estate: Labor pains

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Building surge leaves contractors scrambling for workers

Margaret Jackson

Cranes dotting the skyline are a sure sign that Colorado’s construction industry and overarching economy is improving from the devastation of the 2007-2009 recession. But the newfound challenge contractors are facing is finding skilled laborers to build their projects.
Big developments like the renovation of Denver Union Station, Denver International Airport’s new hotel and transit center, as well as countless multifamily projects and office buildings, are exhausting the labor force.

That – and the fact that many skilled laborers left the industry to work in oil and gas fields or relocated to find opportunities in other markets – has forced the postponement of many projects and increased the cost of others, including the South Terminal Redevelopment Program at DIA.

“It takes longer because it’s hard to find good contractors who have a crew available in the next six months,” said Michael Gifford, president and chief executive of the Colorado chapter of the Associated General Contractors of America (AGC). “Folks are having a really hard time finding additional employees.”

The national unemployment rate, specifically in construction, dropped to its lowest level in seven years this April. Contractors added 32,000 workers to payrolls, bringing industry employment to 6 million, the highest level since June 2009, according to an AGC analysis of government data. As of April, the national unemployment rate for construction workers actively seeking jobs declined from 13.2 percent a year ago to 9.4 percent.

Construction companies added jobs in 38 states over the last year, according to the AGC. In Colorado, there were 666,000 construction jobs in March, a nearly 6 percent increase over the 628,900 jobs in the state during the same month last year – putting it ninth among states for construction-employment gains.

Greeley experienced a 17 percent increase between February 2013 and the same month this year – the largest percent increase among the 19 cities nationwide that hit a new February construction employment high. Grand Junction’s construction employment increased 11 percent, from 5,600 jobs in February of last year to 6,200 during the same month this year.

While that’s good news for job hunters, it’s raising concerns among contractors looking for skilled laborers to build their projects – especially in the booming multifamily segment where it’s difficult to find craftspeople in specific trades such as drywalling and wood framing.

“A lot of projects have been delayed four to six months because of labor shortage,” said Tim Walsh, president of Confluence Cos., a Golden-based developer and contractor. “The biggest shortage right now is wood framing crews. There just isn’t the quantity of skilled carpenters there used to be.”

Despite an average 15 percent increase in wages, the labor shortage problem is compounded by the way workers are compensated – the faster they get a job done and more square footage they install, the more they get paid. The consequence is there’s less supervision, so quality suffers. Crews will also abandon jobs if there are opportunities to earn more per square foot on another site.

“We’ve had to ramp up our staff we put on the job to oversee the work,” Walsh says. “Otherwise you have to backtrack and fix things.”

Another way to combat the labor shortage is to bring subcontractors in as partners early in the project, a strategy long employed by The Neenan Co. The Fort Collins-based design-build firm integrates all disciplines early on – from architects to project managers – involved in delivering a project to ensure the process is as seamless as possible.

“When we’re talking to subs six to 12 months out and we’re reliable, we can get slotted into a spot they’ll hold for us,” said David Shigekane, the company’s chief operating officer. “The traditional method is to give subs two to three weeks notice, but now they’re booked much further in advance.”

Over the years, AGC has been able to keep a steady flow of workers joining the industry through various training and apprenticeships. AGC hosts construction career days in high schools and works with construction management programs at Colorado State University and the University of Colorado Boulder. But that strategy isn’t working as well as it used to, Gifford said.

“When you have an economy that jerks up and down the way this one has, our steady programs are not going to be enough,” he said.

AGC’s Colorado chapter had 5,000 students in its four-year apprenticeship program in 2008. That number dropped to 200 students between 2010 and 2011. It has gradually increased to 400 current students, but that’s not enough to meet today’s needs.

“A four-year program can’t keep pace with a 12- to 24-month demand,” Gifford said. “There is a lot of on-the-job training taking place as well.”

In its latest effort to attract new people, AGC is teaming up with the Colorado Contractors Association to develop a website aimed at getting 20-somethings in the know about construction and helping them connect with potential employers. Colorado will be one of the first 10 states to launch, part of a national initiative to address the labor deficit.
The site is expected to launch in June.

“We just had a big meeting with Denver Public Schools about how to create internship programs with high school students. We still have to work out details like how to insure them on the job site,” Gifford said.


The shrinking pool of skilled labor isn’t the only challenge the industry is facing. Finding qualified employees for management positions also has become increasingly difficult. At a recent job fair, 97 companies were vying for the 63 graduates coming out of CSU’s construction management school this year. With the steep competition for program graduates, Swinerton Builders targets specific programs at CSU, Kansas State, Washington State, University of Denver and Cal Poly San Luis Obispo.

“We spend time on campuses lecturing and promoting the industry,” said Scott Conrad, manager of the company’s Colorado division, which has five interns from those universities this summer. “We use it as a feeder program to facilitate those young professionals and hire upon graduation.”

Even with the labor challenge, contractors are optimistic about the future and say the volume of work is a welcome change from the dearth of work they had just a few years ago.

“We’re fortunate to have some very significant projects here in the Front Range,” Conrad said. “That’s the good news. But we have challenges in making sure we maintain a significant number of craftspeople in the market.”

Neenan Co. celebrates Powerhouse Energy Campus

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by Jennifer Hayes

The Neenan Co. recently celebrated the grand opening of the Powerhouse Energy Campus at Colorado State University.

The firm oversaw the design and construction of the project, expected to be certified as LEED Platinum, which added 65,000 square feet and renovated the CSU Engines and Energy Conversion Lab at 430 N. College Ave. in Fort Collins using a collaborative approach that decreased project costs by more than $250,000. The Powerhouse campus also includes the old Fort Collins Power Plant.

The Neenan Co. utilized comprehensive modeling to test the building’s performance standards throughout the process. The team tested for areas such as lighting wattage per sf, efficiency rating, air leakage and daylight levels, as well as did extensive energy building modeling to ensure the success of the building’s special features.

Additionally, new software was developed to model the mechanical system. The firm noted that the system design decreased project costs by $300,000. The tubing used to cool the building runs through the structural system while the LED lights throughout the structure are cooled by a slab, which, in tum are cooled by the system’s tubing. The light structures are mounted directly to the chilled earns, saving the need for a converter for each bulb. ·

The energy model was key to demonstrating the value and long-term benefits of going green, the firm noted.

“The architect and I were involved in the project from start to finish,” said Sergio Ortiz, LEED AP building design and construction project manager for The Neenan Co. “This arrangement streamlined the project and helped maintain focus on our LEED strategy.”

“Powerhouse co-directors Dr. ·Willson and Dr. Morgan DeFoort have taken a bold step and presented us with a valuable opportunity for new development and leadership in the realm of building systems and building behavior,” added Bob Hosanna, architect for The Neenan Co.

“Dr. Willson understands that the occupants may experience some warmer and cooler days, but those are the adjustments needed to reduce energy consumption. He is providing the students and the occupants of this building an opportunity to change the way they interact with their environment. This experience has taken us to new levels of design excellence never before seen in my 30 years with The Neenan Co.”

Computer modeling predicts the campus will achieve 50 percent to 55 percent energy savings as compared with other commercial or industrial buildings – above the 48 percent required to meet the desired rating.

Green features include an array of rooftop solar panels, which generate 20 kilowatts of electricity to help power the building. Additional panels will be installed to the rooftop to produce a supplementary 25 kW of power with Fort Collins Utilities planning to purchase excess power.

Sundolier also donated a custom-made daylighting device, which drives sunlight deep into the building. Furthermore, researchers are installing an algae photo-bioreactor system on the roof for larger-scale cultivation of biofuel feedstocks.

The Powerhouse building does not contain a traditional air conditioning system. The Neenan Co. included a 26-mile tubing network circulating chilled water throughout the building’s structural system and into the caisson foundation. The building’s interior temperature control system will predict how ·much radiant floor slabs need to be heated or cooled based on weather forecasting.

The building’s exterior includes a series of prefinished interlocking metal panels, composed of the material used in commercial freezers, to prevent air leakage from the interior. The building’s fiberglass window frames and glass panes were designed to meet a 7.5 efficiency rating, more than double that of conventional aluminum window frame systems, according to the firm.

The entire building is outfitted with customized low-voltage LED lights that attach to the ceiling with magnets. The heat emanating from the lights is absorbed by the floor slabs and redistributed throughout the building.

The Neenan Co. also gathered detailed information and documentation from subcontractors and suppliers to help Colorado State University complete a carbon footprint study; which will track the actual carbon footprint of the project’s materials, as well as ran a paperless job site.

Work on the $18.5 million expansion and remodeling project began in October 2012.

Students break ground at new school

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Mineral County Miner

Posted: Thursday, May 29th, 2014
By Lyndsie Ferrell

CREEDE—The Creede School joined representatives from Neenan Company and Consilium Partners for a celebration and groundbreaking ceremony on Thursday.

Ominous clouds stayed at bay long enough for the ceremony to take place before moving in from the west. Creede students gathered around to hear about their new school. Brand new shovels were placed around the area to be used for the groundbreaking part of the ceremony. School Board President John Howard spoke to the crowd, “As I have said from the beginning of this project; we don’t need a new school. We need a new building to put our great school in. We already have a great school.”

The new building will be what is called a 21st Century school. The idea was to bring fresh air, natural light and green energy into the plans to enhance learning and take full advantage of the beautiful landscape surrounding the school.

Modern day technology will be placed throughout the building allowing learning throughout the halls, classrooms and other facilities. The school will be self-sufficient and run mostly on recycled energies, such as solar power. The building design has been drawn according to the needs and wants of the community.

Mineral County Commissioner Scott Lamb said, “This is a great day for the county, kids and the community.” The excitement of getting started emanated from the crowd as shovels were passed around and everyone took a turn digging into the soil that would soon become the new school. The children stepped forward and were able to participate in the groundbreaking as well.

Construction on the school will begin in June and should be finished in August of 2015.

For the complete article see the 05-29-2014 issue.

New Prineville hospital slated for August 2015 opening

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Experts say rural hospitals are important gathering places

By Tara Bannow / The Bulletin / @tarabannow

Published May 22, 2014 at 12:11AM

It used to be — and still is in many cases — that if you were trying to gauge the size of a hospital, you’d ask how many beds it has. In the future, that question will be, “How many people are you trying to take care of?”

The change reflects the shift in health care delivery toward maintaining the health and wellness of an entire population over time rather than reacting to illnesses as they come up, often called patient-centered care.

Hospital designs are starting to reflect this model, including in Central Oregon, where the plans for St. Charles Prineville — the $30 million hospital being built to replace Pioneer Memorial Hospital — include community gathering space and areas for teams of caregivers to collaborate.

“We want our hospital to be the center of taking care of the whole population, not just when you’re so sick that you have to stay overnight in the hospital,” said Jeanie Gentry, the CEO of Pioneer Memorial Hospital and St. Charles Madras.

Crews broke ground last month on the 60,000-square-foot facility roughly a mile northwest of the current hospital, which was built in 1950 and whose electrical and plumbing systems are on their last legs. The new hospital, slated for completion in August 2015, will be more than 30 percent smaller than the current one, and it will have four fewer inpatient beds, but its leaders say it’s a major upgrade.

Increasingly sophisticated technology has dramatically shortened the time it takes to get test results or perform surgeries, and that means fewer people spend the night in hospitals than they did decades ago.

When he worked as a respiratory therapist in the 1970s, Brock Slabach, senior vice president of the National Rural Health Association, said cataract surgery typically meant a three-day hospital stay.

“Now, it’s the same day — usually the same morning,” he said. “Patients are admitted and discharged within a three- or four-hour span of time. That’s just an example of the rapid ways in which change has occurred in the way patients are treated.”

Team-based care

Michael Curtis kept all of these health care delivery trends in mind while designing the hospital.

Not only do things move quicker, but caregivers also work in more of a team-based environment than in the past, said Curtis, vice president of health care for the Neenan Company, the Fort Collins, Colo.-based firm that designed the future hospital.

“The old mindset was that in the clinic — separate from the hospital — the physician was a scientist and sat in his office and contemplated after having visited the patient, ‘What did the tests and observations suggest might be the ailment, and what do I recommend for the patient?’” he said. “Whereas, now the mindset is it’s a team.”

To facilitate collaboration among physicians, nurse practitioners, physician assistants and other caregivers, St. Charles Prineville will have a Care Team Core, a large, centrally located area for staff surrounded by examination rooms.

The Neenan Group has designed several hospitals of a similar size as the new Prineville facility, some of which replaced existing hospitals built in the 1950s and ’60s. Each project involves a wealth of research, Curtis said.

Here in Central Oregon, that involved gathering data on how often locals use the hospital and what services they receive. It also meant several meetings with Prineville residents to find out what they liked or didn’t like, and what they wanted to see in a new hospital.

In many cases, Curtis found that people link the hospital’s quality of care with its appearance, or with a bad experience they had there.

“It may have been 10, 20, 25 years ago being related to the current quality of care, which is anchored by the fact that the facility’s appearance has not changed in that time,” he said.

The fixins

When St. Charles Health System took over the operations of the Prineville hospital five years ago, the hospital retained the same name — Pioneer Memorial Hospital — and owner, the Pioneer Memorial Hospital Board, which leases the land and building to St. Charles. Once the new facility opens, it will officially become St. Charles Prineville and will be owned by St. Charles Health System.

The new hospital will have the same services as its predecessor, including primary care, emergency services, surgical suites, imaging services, rehabilitation and a laboratory.

The hospital currently has the equipment to perform computerized tomography (CT) scanning, X-rays, mammograms and ultrasounds, services that will also exist in the future hospital. MRIs, however, are performed in a large trailer — picture a semi-trailer — operated by a company called Alliance Imaging. Gentry said performing MRIs this way is common among rural hospitals because it’s far less expensive than installing MRI equipment, and it can travel from hospital to hospital. This one, for example, spends time in Madras and Prineville.

“It works out really good,” she said.

One thing the new hospital won’t have that Gentry said she hopes to develop in the future is more preventive services such as community classes on wellness and nutrition. Keeping patients healthy is an important part of being a primary care medical home, she said.

“That’s kind of our longterm vision of what we’re going to do there,” Gentry said.

A community space

St. Charles administrators originally contemplated fixing the existing hospital rather than building a new one, but that would have required replacing much of the building’s aging infrastructure.

The air conditioning and heating in the hospital’s patient areas is “past its prime,” Gentry said. The duct work in the units would need to go, as would the electrical system and the plumbing.

All told, it was shaping up to be a $40 million to $50 million project that would have disrupted patient care during construction, she said.

“It’s sort of like with cars,” Gentry said. “I just got rid of an old Suburban that needed about $5,000 worth of work on it. It wasn’t worth that much, even if it was working.”

The old hospital is characterized by low ceilings throughout — covered in different paneling depending on the wing — and sometimes long walks to get to where you need to be.

The new hospital, by contrast, will welcome patients into a large atrium sprinkled with tables, chairs and open space that spans both floors of the hospital.

Aside from just providing medical care, rural hospitals — unlike major urban ones — end up being central gathering spaces for the broader community, Slabach said. That means offering meeting or banquet space is much more important.

Gentry said she envisions the hospital’s atrium becoming much more than a waiting area, but a place for community events.

The health care dynamic in Central Oregon is much different than, say, the Portland metro, where there are about 20 hospitals, Gentry said. If one of those hospitals closed, it wouldn’t have the same impact as if Prineville’s did.

“If it closes, the town kind of pauses,” Gentry said. “That’s one of the reasons I love being in rural health care so much, because we really make a difference in our communities and our existence goes hand-in-hand with the community’s existence.”

CDOT selects The Neenan Company as partner for Region 4 Headquarters Project

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Design-Build firm to Oversee Completion of CDOT’s First Build-to-Suit Office Building in More Than 30 Years

FORT COLLINS, COLO. — The Neenan Company, a fully integrated design-build firm based in Colorado, is pleased to announce its selection as the design-build partner for the Colorado Department of Transportation’s first build-to-suit office building in more than 30 years – its Region 4 headquarters. The project will also include a maintenance facility located in Gilcrest.

The Region 4 headquarters, a 40,000 square-foot administrative facility located on CDOT’s existing site along Highway 34, will enhance the gateway to Greeley. The new headquarters will consolidate several CDOT Region 4 engineering offices including staff that were previously located in a facility damaged following last year’s flooding. Colorado State Patrol (CSP) will also join CDOT as a partner in the new building.

The facility will be built to LEED Certified standards to ensure sustainability and increased efficiency, allowing CDOT to recruit and retain top-level employees. Construction is expected to begin in July 2014 with an anticipated completion in 2015.

“In designing this administrative building, we worked collaboratively with CDOT and CSP to understand and facilitate how employees interact in the office so that this new building could improve the way the CDOT team works,” said Randy Myers, president of The Neenan Company. “We are honored to partner on an instrumental project that will serve the needs of our state.”

The 21,000 square-foot maintenance site will support CDOT’s specialty maintenance needs, regional storeroom and associated office space. The site’s construction will begin in May 2014 with an expected completion date of 2015.

Oakhurst Medical Center and The Neenan Company celebrate grand opening of $5 million community health center in Atlanta, Georgia

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Fort Collins, CO – Neenan celebrates the grand opening of the 24,000 square foot Oakhurst Medical Center in Atlanta, Georgia. The design and construction of the clinic was completed by The Neenan Company. During the first month in the new facility, Oakhurst Medical Center is seeing an increase in patient visits of over 20%.

According to Jeff Taylor, CEO of Oakhurst Medical Centers, a Federally Qualified Health Center (FQHC), “The expertise and knowledge of The Neenan Company in design and building a facility specific for our industry was outstanding. It was quite evident that as a construction company, they went well beyond just nails and 2×4′s! In many instances, they had the same knowledge base regarding patient flow as any experienced physician practice.”

The replacement clinic features 32 exam rooms, four dental operatories, and administration space. In addition to being the design-builder, The Neenan Company also partnered with the community health center to secure a grant from the Health Resources and Services Administration.

Prineville Hospital Plans Released

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New hospital will be smaller, more efficient than Pioneer Memorial

By Scott Hammers / The Bulletin

Published: August 29. 2013 4:00AM PST

This artist’s rendering approximates what Prineville’s new $30 million hospital will look like. The St. Charles Health System will operate the facility, which will replace Pioneer Memorial Hospital.

PRINEVILLE — Crook County residents got their first look at the future of medical care in Prineville at an open house on Wednesday night, viewing the first publicly released illustrations of a new $30 million hospital set to break ground early next year.

St. Charles Health System announced plans to build a new facility to replace Pioneer Memorial Hospital in the spring, indicating the cost of bringing the current hospital up to modern standards far exceeded the cost of a new building. In late May, the organization reached an agreement to purchase 20 acres off Combs Flat Road from the Ochoco Lumber Company for $1 million.

On Wednesday, dozens of Crook County residents packed in to Prineville City Hall to view architectural drawings prepared by The Neenan Company, a Colorado firm specializing in the design and construction of health care facilities.

At roughly 60,000 square feet, the two-story hospital will be significantly smaller than the approximately 90,000 square-foot Pioneer Memorial Hospital, according to architect Joe Ashcraft. The layout of the current hospital is inefficient, he said, with a great deal of space that doesn’t really improve the patient’s experience. Ashcraft said his firm’s design for the new hospital stresses “adjacency,” placing functions like the radiology department and the labs where blood tests are performed about one minute’s walk from any room where a doctor would see a patient.

Bob Gomes, CEO of St. Charles Health System, said it’s estimated medical staff and patients will reduce their travel from one part of the hospital to another by 40 percent once the new facility opens in mid-2015.

While the new hospital will expand much of what’s offered at the existing hospital, St. Charles Health System will scale back the number of beds for overnight stays to 12 patient rooms, down from the 25 available at Pioneer Memorial Hospital. On an average day at Pioneer Memorial Hospital, just nine beds are occupied, Gomes said.

Kirk Schueler, chief administrative officer for St. Charles Health System, said overnight hospital stays are far less common than they were when the current hospital was built in 1950 — patients undergoing operations that once required a few nights in the hospital are now often released a few hours after surgery, and new mothers seldom stay overnight after giving birth.

Although Pioneer Memorial Hospital closed its birthing center at the end of 2009 — and the future St. Charles Prineville will not include a birthing center — the existing facility reflects how medical care was delivered in the 1950s, Schueler said.

Because the hospitals in Bend, Redmond, Prineville and Madras are all owned and operated by St. Charles Health System, it’s not necessary that each facility duplicate all the services offered by the others.

“Back then they had to be everything to everybody, so they needed the rooms,” Schueler said.

As part of the land sales agreement with Ochoco Lumber Company, St. Charles Health System agreed to master-plan roughly 50 acres surrounding the hospital site, and to connect the parcels retained by the lumber company to roads, sewer and water. Illustrations of the surrounding parcels were also displayed at Wednesday’s open house, showing areas Ochoco Lumber Company hopes to rezone for office space, retail, and multifamily housing.

Bruce Daucsavage, president of Ochoco Lumber Company, said his company is, for now, primarily interested in getting the new hospital constructed. He said he expects the completed hospital could be a draw for several kinds of businesses looking for a location in Prineville, particularly those in the health care field, but there’s no rush to develop the remainder of the property.

“The buildout on this could be 20 years, but there’s a lot of interest, we’ve been getting a lot of phone calls,” he said.