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St. Charles board of directors approves $16 million renovation to Madras hospital

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St. Charles board of directors approves $16 million renovation to Madras hospital

kbnd.com | Sept. 2, 2014

BEND, Ore. — The St. Charles Health System board of directors has approved a $16 million renovation to St. Charles Madras that will add 26,000 square feet to the facility and enhance outpatient and primary care services.

The 25-bed critical access hospital serves 21,000 people in Madras and surrounding communities. But the facility—built in 1967—does not meet current standards of care. Some of the most pressing problems include:

  • The hospital’s laboratory, which is located in an aging modular unit that is too small to accommodate staff and equipment.
  • An emergency department that is only equipped with seven beds separated by curtains.
  • Only one operating room.
  • HVAC, plumbing and electrical systems that are original to the 1967 building, and in need of significant upgrades.
  • Multiple entryways that have resulted from numerous additions over the years, making it difficult for patients to identify a main entrance.

Slated for construction in May 2015, the addition will include a new main entrance, a new combined operating room and emergency department, a new imaging department and laboratory. The existing infrastructure will also undergo upgrades.

St. Charles Madras and Pioneer Memorial Hospital CEO Jeanie Gentry said other options were considered, including renovating the existing space and building an entirely new facility. A renovation, however, would cost more than new construction and would interrupt critical services. And a new facility would cost about twice as much.

“After studying the needs of our community and the problems with the St. Charles Madras facility, we decided that building an addition as part of a longer-term plan was the most practical and economical choice,” Gentry said. “This renovation will help us improve efficiency and focus mainly on outpatient and primary care services, rather than inpatient volume.”

The Madras facility has been studied by architecture firms a number of times over the last decade. Master site plans were developed, and an entire replacement facility was proposed for HUD financing in 2011. This information, along with work performed in the last six months by The Neenan Company, was taken into consideration when identifying options for a building plan.

The $16 million for the project—which will be partially financed by bonds—fulfills St. Charles’ commitment to the Madras community to upgrade the hospital as part of the asset transfer agreement with the Mountain View Hospital District.

“The need for facility improvements has been recognized for years,” said James A. Diegel, FACHE, president and CEO of St. Charles Health System. “This renovation to St. Charles Madras is truly going to enhance the quality and safety of patient care, and serve the community for years to come.”

About St. Charles Health System

St. Charles Health System, Inc., headquartered in Bend, Ore., owns and operates St. Charles Bend, Madras and Redmond, and leases and operates Pioneer Memorial Hospital. It also owns family care clinics in Bend, Madras, Prineville, Redmond and Sisters. St. Charles is a private, not-for-profit Oregon corporation and is the largest employer in Central Oregon with more than 3,400 caregivers. In addition, there are more than 350 active medical staff members and nearly 200 visiting medical staff members who partner with the health system to provide a wide range of care and service to our communities.

http://www.kbnd.com/kbnd-news/local-news-feed/112384

 

Renovations at Tabor Grand taking shape

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By: Danny Ramey, Herald Staff Writer

Posted: Wednesday, August 27, 2014 4:01 pm

 

The first round of apartment renovations at the Tabor Grand is complete.

Crews from Neenan Archistruction finished the first six apartments at the end of last week and the beginning of this week.

Work on the 37 apartments at the Tabor Grand is being done in phases to help accommodate residents living in the building. The first phase involved six apartments, but each of the next phases will involve eight apartments, building manager Terrance McNicholas said.

It took about three months to complete the first six apartments, Bob Thayer, senior superintendent for Neenan Archistruction, said.

The next set of apartments should take between three and four months to complete, Thayer said. The first set of apartments were slowed down because certain work needed to be done on the outside of the building first, he added.

Management staff planned to move some current building residents to the new apartments at the start of this week, McNicholas said. That will open up more apartments for renovation.

Additionally, the windows in the building are all being replaced with more energy-efficient windows. The windows are just one step in making the building more energy efficient.

“This will be one of the most energy-efficient buildings in Leadville,” McNicholas said.

The renovated building will have solar panels on the roof to help offset the energy needs of the building, McNicholas said. The building also has received a new energy-efficient furnace.

While the roof and the six apartments are finished, a lot of work remains on the project.

Along with the 31 remaining apartments, the building’s hallways and the atrium also will be renovated.

Crews are also working on finishing external facade work and painting.

Construction on the building began in May. The project will cost around $7.5 million and is being financed by Overland Property Group, which owns the building.

A live construction camera of the project can be found at: www.ovpgroup.com/development

ENR Mountain States Announces Best Overall Finalists for 2014 Regional Best Projects Awards

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ENR Mountain States Announces Best Overall Finalists for 2014 Regional Best Projects Awardsby Mark_shaw at 9/5/2014 11:16 AM CDT

ENR Mountain States magazine previously announced its 2014 Best Projects award winners at the end of August (see my previous editor’s blog on this website). Now, after tabulating final results and polling our judges, we are ready to announce the finalists for Best Overall Project of the Year in both the Intermountain and Colorado & the Plains areas.

The voting for Best Overall Project of the Year was close, as always, but a handful of projects emerged as front-runners. To be considered for this honor, a project had to be a winner (first place) in its individual category and receive a first-place vote from more than one judge and at least two second-place votes from others.

The winners of this award will be announced at the breakfast award ceremonies in Salt Lake City (Oct. 28) and Denver (Oct. 30). Here are the finalists in alphabetical order.

 

Colorado/Wyoming Area Best Overall Finalists

(in alphabetical order)

• Denver Union Station Transit Improvements, Denver

(Winner in the Airports and Transit category)

The DUS project transformed 42 acres of blighted former railyards into the centerpiece of a vibrant, bustling lower downtown Denver, anchoring and facilitating connections between the region’s transit systems. It includes a 22-bay underground bus concourse, street realignments and connecting public plazas. At $374.8 million, it is the largest recent multimodal project completed in the United States.

Entry submitted by: Kiewit

Contractor/Design-Builder: Kiewit

Lead Design Firms: AECOM & SOM

Owner/Developer: DUSPA

 

Pecos Street Bridge Over I-70 Bridge Replacement, Denver

(Winner in the Highways & Bridges category)

Since its completion, the $18.6-million Pecos Street Bridge Over I-70 Replacement Project has received national attention for its innovations. It was one of the first-ever CM/GC projects for the Colorado Dept. of Transportation and utilized accelerated bridge construction (ABC). In one 50-hour closure of I-70, crews demolished the existing Pecos Bridge and used self-propelled modular transports to move a 2,400-ton, fully built replacement bridge onto I-70 and into its final location. The project team cut eight months from the anticipated completion date.

Entry submitted by: Kiewit Infrastructure Co.

Contractor: Kiewit Infrastructure Co.

Lead Design Firm: Wilson & Co. Inc., Engineers & Architects

Owner/Developer: Colorado Dept. of Transportation

 

Powerhouse Energy Campus at Colorado State University, Fort Collins, Colo.

(Winner in the Green Project category)

The large independent energy labs at the Powerhouse Energy Campus are one of the nation’s top academic laboratories. The campus has positioned CSU as a world leader in developing large-scale solutions to global-energy dilemmas. The expansion and renovation project, which is located in Old Town Fort Collins, maintained the building’s historical legacy and focused on demonstrating how the lab can serve as the building’s own engine. It is among the lowest-cost LEED-Platinum buildings in the country.

Entry submitted by: The Neenan Co.

Contractor/Design-Builder: The Neenan Co.

Lead Design Firm: The Neenan Co.

Owner/Developer: Powerhouse Energy Campus

Powerhouse is ENR Mountain States 2014 Best Green Project!

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ENR Mountain States Announces 2014 Best Projects Winnersby Mark_shaw at 8/13/2014 12:42 PM CDT

ENR Mountain States is pleased to announce the winners of its 2014 Best Projects competition in the region, which includes Utah, Idaho, Montana, Colorado, Wyoming, Kansas, Nebraska, North Dakota and South Dakota.

A panel of eight judges from all areas of the industry—architects, GCs and engineers—selected winners in each of categories. The judges also selected a number of merit winners and awarded ties in some categories.
This is our 14th year for the project awards, which are detailed below. In addition to the awards listed, we will present safety awards to several deserving projects, and one project in each area (Intermountain and Colorado/Plain States) will win top honors as the Best Overall, along with some judges’ special recognitions. Those winners will be announced soon, so stay tuned.

The awards are split into two areas (Intermountain and Colorado/Wyoming & Plains States), to correspond with their respective awards events. They are arranged by category below. Projects will be covered in more detail in the October issue of ENR Mountain States, and the winners will be honored at two breakfast awards events in the last week of October.

Congratulations to all of the winners!

Green Project

Colorado/Wyoming & Plains States (Kansas, Nebraska, Dakotas)

Winner: Powerhouse Energy Campus at Colorado State University, Fort Collins, Colo.
Entry submitted by: The Neenan Co.
Contractor/Design-Builder: The Neenan Co.
Lead Design Firm: The Neenan Co.
Owner/Developer: Powerhouse Energy Campus

Merit: University of Colorado Boulder Student Recreation Center Renovation and Expansion, Boulder, Colo.
Entry submitted by: The RMH Group
Contractor: Saunders Construction
Lead Design Firm: Davis Partnership PC
Owner/Developer: University of Colorado Boulder

Smith builds on successes at Neenan

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Vice president proud of firm’s signature projects

BY SALLY MCGRATH ·| news@bizwestmedia.com

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 www.neenan.com.

 

 

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 BuildColorado.com, 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.

MORE MANAGEMENT

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.