CISCO’s April 26 Annual Luncheon to Feature Panel Discussion with HIRE360 and CISCO’s Education to Careers Director Jamillah Muhammad
March 12, 2024
March 12, 2024
January 16, 2024
BURR RIDGE – For the second time ever, the CISCO Board decided to use its discretionary authority and award a Special Mention honor, which resulted in CISCO’s 7th and final Project of the Year Feature – Walsh Academy & Career Tech High School, also known as Walsh Academy, which is recognized with the Community Project honor. This project was unique, and the Board felt it deserved to be recognized in some way. General contractor was Wight Construction; client was Maryville.
When considering submissions, judging criteria is based on: quality of construction, design, impact on the community and safety record.
The Maryville Jen School was founded in 2007 as a non-public special education school that caters to students with special education needs living on the Maryville Des Plaines campus. Since 2007, Jen School has strived to meet the ever-changing needs of its students and the communities in which they live.
The school provides an individualized and comprehensive educational program designed to help students achieve their academic, social-emotional and vocational/career goals using a project base/hand-on. Its inclusive philosophy focuses on providing students with the support they need to reach their full potential. The Jen philosophy of dignity, compassion, integrity and respect is interwoven in all that it does.
Students attending Jen School, now the Charles H. Sr. Academy & Career Tech High School, (Walsh Academy) have one or more significant challenges, such as specific learning and emotional disabilities, Autism or other health impairments, which negatively impact their ability to learn in traditional settings with traditional instructional models. In addition, many of these students have experiences of childhood trauma such as neglect, abuse, abandonment and homelessness.
The Maryville Academy is a non-profit, which educates students with special needs. It purchased the property at 6935 W. Touhy Ave., in Niles (formerly South School), and converted the building to a high school. It broke ground on Walsh Academy Nov. 9, 2022. The academy is named after the late Chuck Walsh, an alum of Maryville Academy, who also served as a member of its Board of Directors for several years. The Academy opened Nov. 27, 2023.
With Maryville’s purchase of the Niles South School in Niles, Walsh Academy is elevating its vision to meet the future needs of students and the demands in the workforce. The building was renovated to become the first non-public special education school in Illinois, and possibly the only in the nation – to focus its Career Technical Education (CTE) training on a skilled trade curriculum for special education students.
With this move, Walsh Academy is progressing from CTE courses, which simply make learning more accessible, to providing Trade focused CTE courses, which create pathways for more than 100 students to pursue Apprenticeships and high-paying, high-demand careers in various skilled Trades.
The existing structure is situated on a parcel of approximately 108,000-square feet. The structure is three levels, with the lower (basement) level having an area of about 20,000-square feet. The first floor has an area of about 21,000-square feet, while the second floor has an area of approximately 17,000-square feet – for a total structure area of about 58,000 square feet.
The school had to be completely gutted – from roof to foundation. There wasn’t a single square inch that wasn’t touched by renovation. Upon 1st tour of the building, there was mold, debris, and vandalism EVERYWHERE.
The Walsh Academy will provide students with individualized CTE programming in the following industries:
• Construction – including home construction and repair and building tiny homes for veterans
• Small Engine/Bicycle Repair
• Graphics
Additionally, other new facilities at the Walsh Academy include:
• Metals Lab
• Podcast Studio
• Medical/ Health Lab
• Culinary Lab Garden/Greenhouse
• Driver’s Education
• Screen Printing/Printshop
• HVAC
• Plumbing
• Electrical
Walsh Academy is working on developing a three-way partnership with contractors and Union organizations who are helping develop course curricula and providing recommendations on the facilities and equipment needed to prepare students for success in Apprenticeships, additional technical training or higher education and on-the-job.
Several ground and first-floor classrooms were created to accommodate shop classes with modifications to permit small engines, and have equipment be transferred to and from the exterior. A new elevator within the building will provide accessibility throughout the building.
All new mechanicals systems were installed. Exterior site improvements included building out the entrance, new driveway, garbage enclosure and landscaping. Security features were also installed, including: cameras, lighting, windows and doors. There is not an area in the 60,000-square foot building that was not touched.
New Spaces Include/Enhancements:
• 12 total academic classrooms (4 more than previously site)
• 8 designated vocational classrooms
• Multipurpose room
• Gym
• Stage
• Staff work room
• Two social work conference rooms
• Additional administrative office
• Updated bathroom facilities
• Water bottle filling stations
Significant features:
• Large classrooms
• Designated spaces for trade classrooms
• Natural lighting
• State of the Art technology
• Space
Over the 12-month construction period, there were only two minor safety incidents. Wight Construction held weekly job safety meetings and had their own internal Risk and Safety audits.
Students taking CTE courses will receive up to 120 hours of instruction per semester. Graduates will receive an Illinois High School diploma with curriculum that is validated by the Illinois’ State Board of Education and be awarded certificates for each CTE program they complete. Research by Stanley Black and Decker released in 2022 indicates individuals with careers in the Trades are satisfied with their choice and would recommend their career to others.
However, misperceptions about the Trades and lack of exposure prevent today’s youth from pursuing these careers. According to the Bureau of Labor Statistics 2022, There are currently 8 million vacant jobs in important skilled Trade positions in the U.S. This indicates a need to expose students to careers in the Trades during their formative years.
The new Walsh Academy will create more opportunities for special needs students while helping them reach their fullest potential. It is the only school in Illinois that has a teacher, social worker and paraprofessional in the classroom. In November, they welcomed students from more than 30 high schools and 18 school districts in northern Illinois. It will operate as a non-public special education day school with no religious affiliation.
Not only will Walsh Academy be impacting the lives of students for generations to come by providing a hands-on experience and training in the Trades, it impacts the local community by hiring additional employees for Walsh Academy. There also is an economic impact of Walsh Academy employees living and working in the local communities from which students are served.
January 12, 2024
BURR RIDGE – CISCO’s 5th Project of the Year Feature is the top choice of Rehab, which is Congress Line – Track Improvements – Phase One. General contractor was Kiewit Infrastructure Co.; client was Chicago Transit Authority.
When considering submissions, judging criteria is based on: quality of construction, design, impact on the community and safety record.
The Forest Park branch of the Chicago Transit Authority (CTA) Blue Line was built in the late 1950s and connects downtown Chicago with the Illinois Medical District (IMD). The line had received routine maintenance since being built, but in 2022 – after more than six decades of heavy use – most of the track components along the branch were still in service beyond their useful life.
Nearly 70 percent of the Congress Branch Blue Line required slow zones to accommodate
deteriorating drainage and subgrade conditions, leading to significant delays and a diminished rider experience. The $105 million Blue Line Congress Trackwork Rehabilitation project was the first phase of the CTA’s Forest Park Branch Rebuild, a multi-year, multi-phased investment to make service faster, safer, more reliable, and more accessible for all Blue Line riders.
The project area began at the IMD station, included Racine and UIC-Halsted stations, and
terminated in the subway tunnel at LaSalle Station. Major elements of the project included installation of an improved drainage system; new sub-ballast and trackwork; and conduit duct bank and cables for communications and signal systems. Inside the subway tunnel, the scope included complete crack injection, rail and rail plate replacement, drainage improvements, and tunnel cleaning of the subway from LaSalle to the Subway Portal.
Finally, the project also incorporated utility upgrades, shaft foundations, and substructure work to enable future station accessibility improvements and upgrades at the Racine Station (contract to begin in 2024). Completed on time and within budget despite encountering significant geotechnical challenges, Kiewit has been awarded CTA’s “Contractor of the Year” award for the project, and the project has set the bar by which future CTA rapid improvement projects will be measured.
Project work was planned on an aggressive timeline to minimize impacts to CTA ridership. CTA awarded the project to Kiewit Infrastructure Co. March 1, 2023, with conditions that all work be completed within a 61-day complete Blue Line shut down and re-opened to the public prior to the Sunday, Oct. 8 Chicago Marathon. Kiewit prepared a detailed schedule and construction approach to deliver the Project within the timeframe allowed by CTA and worked seven days per week, two shifts per day throughout the line shutdown.
The Project required an expedited startup and close collaboration between the CTA and Kiewit on all project submittals, process plans, and permits. Ultimately, the project team coordinated work with other CTA projects, contractors, and CTA User Departments, as well as the Illinois Department of Transportation (IDOT) and Chicago Department of Transportation (CDOT) for parking and street closures during construction.
Bus bridging service was planned between the five affected stations, however, to minimize staffing needs for this level of bus service and overall impacts to riders, CTA requested an acceleration of work to complete work in the subway and at the Halsted station within 28 days. This would allow half of the line to re-open early and reduce the impacts to CTA customers. Once the CTA shut down the rail line on July 23rd, Kiewit crews immediately began working around the clock to meet the tight schedule.
Kiewit received permits to begin work at the Morgan Street location at the end of July and immediately began preparing to install the drilled shafts, only to discover different site conditions at the Racine Station location shafts. Recognizing this discovery could threaten on-time delivery of not only Phase 1 but the entire program, the Kiewit team worked with CTA and AECOM to analyze the new soil samples and re-design caissons to maintain load bearing capacity.
The team also implemented another process called the Field Change Notice (or FCN), which is an expedited Request for Information (or RFI) process. When problems were encountered in the field, the Kiewit team and CTA’s field inspectors took the information and immediately started working with the designers to get answers, which were then sent out to the team within 24 hours.
In response to multiple unforeseen conditions encountered and the need for engineering
re-design, CTA added 15 days to the service outage on the line, and the project duration changed from 61 days to 76 days.
As part of CTA’s All Stations Accessibility Program (ASAP), Kiewit completed substructure and foundation improvements at the Racine station entrance to make it fully accessible to passengers who use mobility devices. Currently only four of the 11 stations on the Forest Park Branch of the Blue Line are accessible to people who use wheelchairs or other mobility devices. The Loomis Street auxiliary entrance of the Racine station re-opened following the completion of track work. Additional accessibility work will be completed at the Racine entrance in Phase 2.
During construction, execution of the Construction Quality Program was accomplished through a collaborative system that included CTA every step from planning through completion. The Project team conducted quality-only field walks between the owner and Kiewit, pre-activity meetings, supplier audits, and quality meetings to review metrics and upcoming work.
Kiewit and CTA communicated quality trends at partnering meetings using Kiewit’s four-square matrix to track quality performance. The matrix served as a snapshot of quality trends and listed current issues, ongoing issues, good trends, and steady performing areas of the Project. This four-square matrix was updated jointly by the construction team and CTA.
CTA and its designer AECOM completed the project engineering quickly from inception to
procurement and through permitting. However, the discovery of unforeseen site conditions in August necessitated significant re-design efforts for the foundations portion of the work at Racine station. To stay on schedule, CTA and its designer conducted emergency re-design efforts on the drilled shaft or caisson elements, staffed additional engineering personnel through the outage period, and made staff available on an “on-call” basis 24/7 to quickly address engineering questions and verify designs for the site conditions.
Finally, Kiewit’s in-house engineering team at Kiewit Engineering Group, Inc. (KEGI) also contributed to this project. KEGI designed the temporary signals that alerted trains to the change in route caused by the reconstruction project. These signals were vital to keeping crews safe as they work adjacent to active rail lines at both ends of the project.
In addition to reducing delays and improving the rider experience on the Blue Line, the project also achieved considerable impact to the community in the form of local craft hiring and inclusion of diverse subcontractor opportunities.
CTA set a workforce participation goal of 10 percent (Workforce Innovative and Opportunity Act or WIOA), which Kiewit achieved despite the accelerated schedule for mobilization and completion of the work. To meet the goal, Kiewit attended more than ten community outreach events and hosted live training and orientation events for prospective hires. In total, Kiewit employed approximately 100 of our own craft, and the project employed more than 500 including subcontracted craft.
Construction operations within the very confined work site were fundamentally high-risk. The 1.5-mile-long construction site was in the median between the Eastbound and Westbound lanes of the I-290 Congress Expressway, which required considerable planning to ensure safety of construction operations as well as traffic on the highway.
The project necessitated nightly lane closures on both directions of I-290 to allow for delivery of materials to and from the site. Kiewit’s extensive efforts to minimize impacts to traffic included utilizing nightly double lane closures, crash attenuator vehicles, and state police assistance to ensure there were no injuries to the motoring public.
Recognizing there was significant risk of human/equipment interaction on the narrow site, the project team established stringent lanes for truck traffic and equipment operation and implemented clearly delineated safety zones to separate the craft workers from these risks. Crews accessed the work area utilizing temporary barrier wall openings, stair towers from overpasses, the Racine Station, permanent shoulder closures and nightly lane closures on the I-290 EB and WB Expressway to avoid the need to travel the length of the project site and risk interaction with working equipment.
Working more than 150,000 craft hours through the extended line cut, the project maintained a very good safety record with only one subcontractor recordable and one contractor recordable.
January 11, 2024
BURR RIDGE – CISCO’s 4th Project of the Year Feature is the top choice of Infrastructure, which is Canal Street Plaza Reconstruction. General contractor was F.H. Paschen, S.N. Nielsen & Associates LLC; client was Jones Lang LaSalle (JLL)
When considering submissions, judging criteria is based on: quality of construction, design, impact on the community and safety record.
Not many buildings have a busy expressway running through them and active commuter rail lines just below, but for Chicago’s Old Post Office, they’re some of its most iconic features. Numerous additions and structural changes in its 100+-year history meant the building and adjacent Van Buren/Canal Street viaducts needed repairs, but the unique structure-on-structure design required an innovative construction approach.
F.H. Paschen demolished and replaced the West Plaza viaduct superstructure between Van Buren & Harrison Streets. Because the new superstructure is tied into the existing steel structure, F.H. Paschen carefully planned the steel fabrication, including detailed surveys, field measurement verifications, and 3D modeling to locate and integrate the utilities, performing all work without any safety issues. New streetscapes for the North and South Plaza now efficiently use the space, add green space in warm months with rooftop gardens, and provide greater access to the building’s occupants.
The standard delivery method of design/bid/build was used for the Canal Street Plaza Reconstruction. However, since the structure was more than 100 years old, only so much information could be obtained during the design process from the limited as-built documents that exist. As demolition progressed, varying connection types, deterioration, and unknown conditions were discovered, requiring unique redesigns.
Each time a condition was uncovered, the F.H. Paschen team surveyed and presented the information to the Benesch team. Benesch engineers would evaluate the impact of the new conditions and provide an alternate design, a significant departure in approach to similar design work. Such a process would not have been possible without adaptability by both the construction and design teams.
In addition to the challenges encountered with the aging structure, all work had to be completed within a very dynamic work area. At track level there were Amtrak commuter lines servicing Union Station, above was a Chicago Department of Transportation owned and maintained viaduct structure, attached to the viaduct structure was a privately owned 100+-year-old commercially used building, and cutting through this building and bearing on the viaduct structure was an Illinois Department of Transportation expressway. All stakeholders had to coordinate very closely to execute a project of this magnitude in such a congested and vital area of the City.
With active rail lines feeding Chicago’s busy Union Station right below and the Eisenhower Expressway running through the jobsite, the project required careful and complex safety protocol. To protect the train tracks and the heavy commuter traffic below the jobsite, we installed a pedestrian protection system that included scaffolding with a rubber membrane roof to catch potential falling debris, plywood sides, and temporary lights.
This system also provided commuters protection from the elements as they waited for their trains. F.H. Paschen safety protocols allowed continued accessibility to the businesses within the Old Post Office throughout construction.
Moreover, by working closely with Amtrak as well as Old Post Office/Jones Lang LaSalle officials, F.H. Paschen safety plan allowed them to complete 36,124 man hours in a highly dynamic, complex environment without a single OSHA recordable incident.
Marrying modern design practices to a 100+-year-old urban infrastructure was no small task as there were numerous inaccuracies or unknowns in the historic building drawings and plans. Addressing these unknowns required a flexible and innovative “design-on-the-fly” approach to achieve the most workable and effective design.
At the start of the project, the design engineer, Alfred Benesh & Co., developed several options for how the new superstructure would connect to the existing structure. As work began and existing conditions could be confirmed, F.H. Paschen provided Benesh with new data that would often require significant redesign as the initial plans would not work with the actual site conditions. Items that often required modifications included beam spacings, connection details, limits of removal, limits of proposed slab, slab elevations, and existing structure retrofits.
Close coordination between F.H. Paschen, Benesh, and the Owner meant F.H. Paschen was able to address all of the unknown conditions through quick and effective design modifications, sometimes in the middle of construction.
F.H. Paschen’s three-phase quality approach, which is based on the U.S. Army Corps of Engineer’s quality process, involves carefully planning, communicating, and documenting of all work. We used this approach successfully for the Canal Street revitalization project, which presented unique quality challenges due to the historical nature of the Old Post Office building and its additions over the last 100 years.
F.H. Paschen had to take extra care to maintain and protect the existing building features as they tied the new superstructure in with the old.
During the planning phase, F.H. Paschen ensured precise steel fabrication via numerous surveys to determine column line locations and bearing elevations of existing structures so that they were accurately depicted on fabrication drawings. Field measurement verifications allowed us to confirm/adjust the steel sizing prior to its delivery onsite.
3D scanning helped locate utilities so that F.H. Paschen could translate and scale them into a CAD model, which was then merged with the proposed structure’s 3D model. The composite 3D model allowed us to visualize the new structure vis a vis the existing structure to ensure all utilities were properly integrated.
Throughout the construction process, careful communication between our work crews and Amtrak/Old Post Office/JLL officials ensured the continuity of utility services as they were integrated into the new structure. Further, as work progressed, F.H. Paschen also had to be cognizant of the impact the construction would have on the train traffic below since the work would often impact the rail lines and commuters.
To minimize disruption while maintaining quality standards, we completed most work during nightly track shutdowns and weekend outages, with multiple tracks (five tracks and two platforms) closed during off hours so that construction could progress on schedule.
Work was consistently documented at all stages, from the initial surveys and 3D scans to drone footage of the jobsite at various points during demolition and construction. By the end of the project, we placed 170 CY of latex-modified concrete, 1,771 CY of concrete between the structures and the bridge deck, 450,000 pounds of reinforcing steel, and 800,000 pounds of structural steel.
The end result of our quality approach? A successfully revitalized, safe superstructure with no quality issues.
With the area around the Old Post Office becoming a focus for community and economic revitalization, the Canal Street Plaza Reconstruction was among the first steps to improving the surrounding area. The goal of this project was to create a safer, more attractive area while improving access to the plaza for all users. F.H. Paschen’s work has ensured those commuting in the area are safe and can easily access the businesses occupying the Old Post Office building.
We also ensured active community participation through our subcontractors and workforce, which comprised 42 percent City of Chicago residents. We met all the owner’s
M/WBE diversity goals with 12 percent of the contract cost going to women-owned businesses and 26 percent going to minority-owned businesses.
“JLL saw the Canal Street Plaza reconstruction — the last of our building renovations — as the capstone to not only the Old Post Office renovations but the larger community revitalization as well. F.H. Paschen’s ability to work with a range of stakeholders in a complex environment was key to the project’s success. Their work has made the plaza safer and more attractive for the tenants, commuters, and residents in the surrounding community, turning our vision for this project into a reality,” said Kyle DeLuna Vice President, Product & Development Services Jones Lang LaSalle.
January 10, 2024
BURR RIDGE – CISCO’s 3rd Project of the Year Feature is the top choice of New Construction – Chicago/Suburbs (Below $20M), which is Rusu-McCartin Boys & Girls Club of Chicago. General contractor was BEAR Construction; client was Boys and Girls Clubs of Chicago
When considering submissions, judging criteria is based on: quality of construction, design, impact on the community and safety record.
The Rusu-McCartin Boys and Girls Club of Chicago (BGCC) project was conceived and constructed during the early phase of the pandemic, which limited material availability and the construction systems that could be procured in a timely manner. Conventional structural steel framing, long span steel beams and precast insulated concrete structural walls were ruled out, leaving cast in place concrete as the preferred structural system.
Large spans over gymnasiums are normally not considered in concrete, but in this case the design team developed an efficient array of post tensioned tapered concrete beams to elegantly span the gym to support the green roof and terrace above. The concrete structure enabled minimal use of more expensive finished construction materials as the structural finishes for the core walls, ceilings and columns were left exposed throughout. The concrete floors in the entire project were polished to levels 1 and 3 and sealed for a long-lasting and low-maintenance finish. The concrete structure also resulted in a thinner floor profile, increasing ceiling heights and creating more spacious youth friendly environments throughout the building.
Metal Wrap panels, a top eco solution, were used to clad the building enclosure with an efficient and carbon conscious material. Since a concrete structure was dictated by pandemic constraints, this cladding system was used to insulate the rainscreen façade. All the materials used in this project focused on resiliency to ensure the building would have limited maintenance/replacement costs for at least 60 years. Structurally exposed concrete finishes are featured throughout, and except for the wood gymnasium floor, there are no manufactured flooring products used in the project.
Regarding WELL standards, the building is a closed system with high Merv filtration to ensure high quality air for occupants; utilizes local filters in the bottle filling stations and the green roof is designed with robust local species to thrive on rainwater. A teaching kitchen demonstrates the value of nutrition and provides vital lessons in life skills. The programmatic design focuses on using natural light along with LEDs/motion sensors to ensure natural light can be used during most operating hours. As fitness and mental well-being are key BGCC program concepts, the design of the building reinforces physical activity – from the gym that lets kids participate in life changing physical activities in a safe and inclusive space to the easy-access physical activity of walking the stairs between floors or to the roof deck. A child-safe outdoor playground adds to the options for fun, physical activity.
The indoor spaces are designed to be thermally and acoustically stable so that the users can focus on their activities without distraction, and the design of each floor incorporates break out and comfort spaces for the kids to relax and hang out with one another outside of the programed activities. Many spaces are designed to be used for multifunctional purposes, seamlessly blending into the circulation zones and ensuring that the vitality of the programing is always part of the entire building.
Latent Design and BEAR worked closely with the BGCC youth council to provide tours during several stages of construction, providing a learning experience for future club members and students. These tours not only showcased the construction activities, but more importantly exposed the youth to A/E/C career paths. Katherine Darnstadt, Founding Principal of Latent Design, shared what female minority leadership in the design profession can be. During these construction tours, Chicago Alderman Emma Mitts spoke of developing a renewed sense of pride and hope in their neighborhood that would be advanced with this project.
Alderman Mitts was an instrumental partner through the life of the project, as were members of the newly built Joint Public Safety Training Center, located on the campus. A main BGCC driver to selecting the site was its proximity to the new Public Safety facility, providing the opportunity for daily interaction between the Chicago PD/FD with the neighborhood kids and parents to build trust and communication between the groups at a truly grass roots level.
From site selection and precon through final design, there was a strong initiative to define the needs of the Austin neighborhood with each step, and every decision was filtered with those parameters in mind. Resources, budget and community needs were analyzed through a participatory approach that leveraged local assets to directly generate project opportunities. Through several community outreach events coordinated by Alderman Mitts and attended by local organizers, BEAR and its project partners, community members were genuinely involved in the planning and execution of the project. These partnerships allowed the project to far exceed the City of Chicago MBE/WBE hiring goals as well as local area resident hiring requirements. Importantly, over 10,000 labor hours, or just under 20% of the total project’s hours, were performed by residents of the Austin neighborhood and immediately adjacent City wards.
“Not only does the Rusu-McCartin Boys & Girls Club provide a safe and educational space for West Side youth, but it is also a place for relationship-building, listening and collaboration. We are deliberately choosing to no longer be bound by the barriers that divide us. This Club is a shining example of how bold ideas can shape our shared future,” 37th Ward Alderwoman Emma Mitts said.
The Rusu-McCartin Boys and Girls Clubs of Chicago Club is designed to take advantage of northern natural light with a 50 percent window-to-wall ratio on the northern façade where the functional programmatic elements take place. Visual connections to the outside are designed into the main east to west spine circulation of the building where windows provide light and visual relationships to the other on-campus projects and the Chicago skyline.
Understanding the main circulation though the building would utilize the stairwells, a vibrant orange stair railing leads the students up to their private and safe rooftop recreation area and outdoor classroom. Skylights over each stairwell provide natural light, making the typically utilitarian stairs into an integrated part of the overall building design.
The outdoor public courtyard creates a natural dialogue between students and the first responders who share the campus, creating daily opportunities to build trust and friendships. Transparency on the ground floor connecting the community to the dining area, game room, music lab and entry functions fosters a sense of pride and renewed sense of place requested by the community.
Even the Club itself promotes BGCC’s mission to provide access to positive opportunities in the form of educational experiences. There are hands-on programmatic spaces such as an advanced robotics lab, a teaching kitchen and a music lab for the kids to interact. More than that, the IT closet was designed to be a kid-friendly viewing experience with a window and brightly lit displays.
“We know how important it is for Chicago’s youth to have access to safe and enriching environments in their neighborhood . . . we have come together to create a truly transformational space for our children and teens,” said BGCC President and CEO Michael Crowley
Throughout the preconstruction and value engineering process, BEAR worked closely with its trade partners to ensure the viability of delivering the project within the aggressive schedule required as well as tight budget constraints. To ensure strict adherence with the project design and client’s program needs, BEAR and its trade partners participated in a full gamut of 3D BIM coordination of all the building systems and components. Utilizing Procore’s construction management software, Latent and BEAR worked closely together daily for the coordination of submittals, shop drawings and RFI’s to ensure a seamless construction process.
Throughout construction, BEAR met with trade partners on site and conducted coordination meetings, pull planning sessions and enacted other lean construction practices that drove the success of the project. For project closeout, BEAR worked closely with BGCC and its staff regarding building system commissioning and conducted multiple end-user training sessions to ensure a smooth building operation from the very first day of public use.
There are a few notable achievements regarding the above and beyond nature of teamwork on this project. First, LEED Silver certification for the project was achieved despite the goal never being included in the original specifications. The project was built on a shared campus with two other projects being concurrently built by different contractors. Despite adding logistical and coordination challenges, all projects were successfully completed with a sense of camaraderie and respect. Lastly, the successful coordination between BEAR and its trade partners to fundraise and negotiate reduced pricing and material donations rose to championship levels and directly contributed to delivering the project within budget.
BEAR believes in a ‘SAFETY FIRST – SAFETY ALWAYS’ approach to the construction process. We maintain a superior safety program compliant with all OSHA and industry standard safety regulations. Projects are audited on a regular basis by a third-party safety evaluation service and reports are distributed to all team members. During the run of this project, BEAR utilized the services of Assurance Agency to perform regular safety audits to secure the safety of the project and surrounding community.
As a standard operating procedure, BEAR provides project and task specific instruction to ensure that all project stakeholders have the proper tools, training and knowledge in place to ensure we meet all standards and provide the safest working environment possible. Demonstrating the success of this approach, there were zero recordable incidents with over 50,000 labor hours worked on the project.
January 9, 2024
BURR RIDGE – CISCO’s 2nd Project of the Year Feature is the top choice of New Construction – Suburbs (Above $20M), which is Lincoln Elementary School. General contractor was International Contractors, INC; client was Elmhurst Community Unit School District 205.
When considering submissions, judging criteria is based on: quality of construction, design, impact on the community and safety record.
In 2017, the Elmhurst community passed a $168 million referendum to improve their facilities district-wide. Following an extensive preconstruction effort where each facility was evaluated, Wight and Co. and International Contractors, Inc. (ICI) presented Community Unit School District 205 with various renovation, expansion and new construction options for all schools within the District. Lincoln Elementary School was among those considered and the District opted to replace the 100+ year old building in time for the 2022 school year.
This decision set the community and project team on an exciting multi-year journey rooted in collaboration, communication and ultimately, celebration of their newly completed future-ready school. The 79,380 square foot, two-level learning environment incorporates the latest in education design: a large gathering/presentation stair, individual break-out rooms, outdoor instruction and play environments and secured main entrances with a dedicated administration wing. Additionally, the building achieved LEED Silver Certification.
The new K-5 school accommodates up to 600 students and aligns with modern learning strategies consistent with CUSD 205’s mission. Three key challenges emerged through the planning and design process:
• Maximizing indoor/outdoor instructional space on a severely restricted site
• Enhancing safety with adequate on-site parking and improved traffic flow
• Honoring the history of the original school while celebrating its place in the neighborhood
The new school’s exterior architectural design reflects the housing re-development currently taking place within the transforming community. The appearance of the new Lincoln School focuses on shared memories with aesthetics reflective of its context and time.
On the inside, the school is partitioned into grade-level neighborhoods. Each neighborhood was given its own identifying personality through color and student-inspired graphics. The open plan library media center and adjoining dining commons connect these classrooms to other services and student-centered programs. Corridors were largely eliminated to maintain clear site-lines across each level. The layout offers flexibility to ensure that nearly every square foot in the facility is used for educational purposes.
To rebuild the school, students were displaced for an entire school year to different schools within the District. The school board and administration had made promises to parents that students would only be displaced for one school year. This subsequently required the construction team to build within a compressed schedule amidst unanticipated construction supply chain conditions resulting from the pandemic. Lengthening the schedule for any reason was not an option.
Timely construction delivery can present unforeseen hurdles in any market climate, much less during the tail end of a pandemic. Trade contractors were experiencing unavoidable and significant delays on many items. This required the project team to have a fluid and flexible approach. For example, the roof insulation and membrane could not be obtained. As a result, ICI shifted to a temporary roof to allow interior construction to progress.
Additionally, ICI knew the original parcel contained homes that had been demolished decades ago as additions to the school were completed. ICI knew from experience that foundations of homes are not always entirely removed. The team determined during preliminary investigation that the site contained oil tanks. Ultimately, the existing homes’ concrete foundations were removed, and the contaminated soils and tanks were remediated. All these conditions were accounted for prior to construction start and were handled through contingencies. At project conclusion, ICI returned nearly $1 million to the District in unspent allowances and contingencies.
The new Lincoln Elementary School positively impacts three communities: the student community, the teacher, staff, and administrative community; and area residents. The student community benefits are numerous and range from a safe entry point to a curriculum-flexible media center to the interactive dining commons, which occupies the heart of the school.
These areas serve as the connective backbone between new program spaces such as enrichment studios for the sciences and arts. Daylight fills major portions of the building; vastly improving the student experience.
Teachers, staff, and administration now work from natural light-filled classrooms and a dedicated administration wing. The new Lincoln School and other District-wide building improvements are drawing new residents to Elmhurst and elevating educational delivery for the community.
Lincoln School has a compelling mission statement for their students. “AT LINCOLN SCHOOL … WE IGNITE AND NURTURE AN ENDURING SPIRIT OF EXCELLENCE, CURIOSITY, CREATIVITY, AND CONFIDENCE.” They have now provided a learning environment that fosters fulfillment of this goal.
“Our new Lincoln Elementary School has so many amazing features that assist in ensuring that our students receive the highest quality learning experience while also honoring the 106-year-history of the Lincoln community. This new modernized building provides future-ready learning spaces that inspire community, increase safety and security and support an environment that will continue to drive student success,” said Elmhurst CUSD 205 Superintendent of Schools Dr. Keisha Campbel.
The project also had a positive impact on the local construction community: Among the trades, 64,265 man-hours went into the Lincoln Elementary School project.
Lincoln Elementary School was built with zero safety incidents. From project onset, members of the construction management team met with school administrators to communicate a detailed logistics plan to all stakeholders. Safety was discussed at weekly subcontractor meetings by both the superintendent and the project manager.
ICI uses a badging system for all workers on the job site. Every worker is issued a bar-coded photo ID badge on day one and it is attached to their hard hat while on site. The workers “scan in” at the job site trailer upon arrival each day and scan out at the day’s end. This provides ICI knowledge of every worker on site at all times and a comprehensive record can be produced at the conclusion of the project.
Additionally, ICI employs a third-party consultant, Sheffield Safety, to visit the job sites unannounced multiple times throughout the duration of a construction project to ensure all safety regulations are adhered to. Detailed reports indicate safety practices were implemented by on the on-site project superintendent.
January 8, 2024
BURR RIDGE – CISCO’s 1st Project of the Year Feature is the top choice of New Construction – Chicago (Above $20M), which is the Chicago Park District Administrative Headquarters, Fieldhouse and Site Development. General contractor was Paschen ALL Joint Venture; client was the Chicago Park District.
When considering submissions, judging criteria is based on: quality of construction, design, impact on the community and safety record.
Sparking community growth: that was the goal Chicago city leaders had when moving the Chicago Park District’s headquarters to the underserved Brighton Park community. And as the general contractor on the project, the Paschen ALL Joint Venture helped make this vision a reality.
Paschen ALL Joint Venture led the construction of the Park District’s 79,000-SF new building, including administrative offices, a community fieldhouse, athletic fields, and other recreational space:
– Administrative Building – The 57,000-SF, multi-story, circular administrative headquarters building required a staggered construction approach to ensure timely completion. Paschen ALL Joint Venture provided a range of site improvements, including parking, walkways, and outdoor lighting as well.
– Fieldhouse – Sharing the footprint of the Administrative Building, the 22,000-SF fieldhouse includes a gymnasium, fitness center, bathrooms and locker rooms, multi-purpose rooms, staff offices, teen center, and welcome lobby.
– Outdoor Recreational Space – Construction of the outdoor park improvements included two artificial turf athletic fields, athletic field lighting, grand lawn, walkways, a children’s playground, nature play areas, and a splash pad.
From the complex design of the building to unforeseen site conditions to material scarcity, Paschen ALL Joint Venture faced several construction challenges. Its strong working relationships across all stakeholders was key to delivering viable construction solutions.
Paschen ALL Joint Venture first challenge was to achieve the design vision without compromising construction quality. The two-story, circular building is actually two structures bisected through the middle by a courtyard/walkway and connected by three bridges on the second story. Their approach involved building the structure in quadrants, moving clockwise as work progressed. Paschen ALL Joint Venture staggered trades so that when one group finished, they could move to the next quadrant while the next set of trades began in the first. This required consistent communication and coordination amongst subcontractors.
Discovered conditions also created a challenge. As construction began, Paschen ALL Joint Venture found that the 17-acre site was littered with concrete foundations and slabs remaining from buildings previously on the property. Removing them all would be both time consuming and expensive, and we found several underground storage tanks, all of which required removal. To address these unforeseen site conditions, the Owner granted a $4M allowance for concrete and tank removal. Paschen ALL Joint Venture worked closely with the designer to carefully lay out all installations, such as foundations, utilities, trees, etc., in advance to minimize the concrete requiring removal. Their approach minimized the Owner’s spend, using only $2M of the original $4M allowance.
Finally, because work commenced during the pandemic, material scarcity due to supply chain shortages became an issue. Paschen ALL Joint Venture worked closely with the Owner and designer to identify alternative products that they could source quickly and within budget, which would meet building specifications.
The Paschen ALL Joint Venture deployed a comprehensive safety program at the site that addressed not only worker safety but the surrounding community as well. From weekly jobsite audits and toolbox talks to the daily completion of job hazard forms at the beginning of each work shift, their safety program ensured safe work practices at all levels. Paschen ALL Joint Venture also incorporated periodic site safety audits with its major subcontractors, creating an interactive safety culture across the project.
As part of Paschen ALL Joint Venture safety program, they had to address several unique safety challenges particular to the site. The first was the removal of a large tree that abutted the nearby Chicago Transit Authority (CTA) train tracks. Removing the tree required close coordination with the CTA to avoid long commuter delays and ensure track integrity and safety.
In addition, James Shields Middle School is directly across from the west end of the site, on a cul de sac, which was a key access point for trucks entering and leaving the jobsite. To protect the safety of school students and staff, Paschen ALL Joint Venture added a construction gate, which would deter site access from unauthorized personnel. They also limited use of the gate during school hours, particularly during busy drop-off/pickup times so construction traffic would not interfere with school operations or create a hazard. Doing so helped protect not only the jobsite, but the safety of the larger school community.
John Ronan Architects (JRA), the AOR for the project, developed a design concept that is a modern take on Chicago’s historical Parks & Boulevards system. The design incorporates multiple site purposes – administrative offices, community spaces, and recreational spaces.
The site is anchored by a dual-purpose, circular building with divergent uses: a 57,000 SF administrative center and a 22,000-SF fieldhouse, surrounded by a continuous park pathway that periodically widens out into a series of courtyards and plazas. The pathway extends through the center of the building, delineating its divergent uses. Athletic fields, a grand lawn, and meadowlands also provide greenspace throughout the site.
F.H. Paschen used our established, three-phase quality control program that is modeled after the US Army Corps of Engineers program and includes preparatory, initial, and follow-up inspections for each definable feature of work. F.H. Paschen encouraged full transparency and collaboration with all stakeholders, and held numerous prefabrication and pre-pour meetings with the subcontractors and Owner’s representatives to discuss and confirm procedures, schedule, impacts on the community, and construction of mockups to ensure that all parties agreed on the products prior to fabrication and installation.
As with all F.H. Paschen projects, quality control was addressed in detail at weekly project meetings in order to review the previous week and prepare for the week ahead. JRA was extremely specific with their vision on every part of the project. Therefore, it provided numerous mock ups on all features of the project, including several different types of concrete finish, brick patterns, expanded metal sunscreen, etc. In addition, the concrete slab of the building was poured in the winter, which required stringent quality control to ensure the slab was heated and cured properly to certify strength and proper flatness. This included using in-slab concrete monitors to watch present concrete temperatures and distribute our heaters correctly. Finally, the project site was filled with unsuitable soil and urban fill that required a lot of attention to compaction testing and undercuts by Paschen ALL Joint Venture’s ITL. For all foundations and utility piping, they compaction tested the soil. They then worked closely with the engineers to establish parameters that allowed for efficient solutions. This kept work progressing to undercut piping and forms, ensuring settling would not be a future issue.
The key to success on this project wasn’t just the quality of Paschen ALL Joint Venture team’s construction. The true success is the positive impacts this project has on the surrounding community. F.H. Paschen partnered with All Construction Group, a minority-owned business with strong ties to Chicago, and they exceeded the City’s M/WBE participation goals of 26 percent MBE and 6 percent WBE. Paschen ALL Joint Venture’s work created more than 300 construction jobs during the project and has permanently brought 200 Chicago Park District jobs to the area.
Moreover, the 17-acre site now provides parkland and amenities for the children and families living in the community and offers a unique space that combines workplace and recreation.
January 8, 2024
CISCO’s Annual Meeting
Friday, January 19, 2024
Harry Caray’s at the Westin
70 Yorktown Shopping Center
Lombard, Illinois
Registration/Breakfast at 8 a.m.
Program at 9 a.m.