alpha gamma delta at purdue university, alpha phi at … · 2020-01-29 · insights in construction...

1INSIGHTS IN CONSTRUCTION

ALPHA GAMMA DELTA AT PURDUE UNIVERSITY, ALPHA PHI AT PURDUE UNIVERSITY, ANDY MOHR NISSAN, ANNEX OF RICHMOND, ANOTHER BROKEN EGG , ANOTHER BROKEN EGG OF LAFAYETTE, ASSURANCE HEALTH CLARKSVILLE, ATI PHYSICAL THERAPY, AUDIOVOX-KLIPSCH, BENJAMIN HARRISON YMCA AQUATIC SPLASH PARK, BENJAMIN HARRISON YMCA WELLNESS CENTER, BIG LUG CANTEEN, BIG RED LIQUORS STORE #12, BIG RED LIQUORS STORE #5, BINGHAM GREENEBAUM DOLL, BLEND CIGAR BAR, BLUESKY, BMO HARRIS BRANCH BANK, BRITEWAY, BROOKDALE PLACE AT WILLOW LAKE, BROWNSBURG HIGH SCHOOL, BROWNSBURG LINCOLN ELEMENTARY, BROWNSBURG WEST MIDDLE SCHOOL, BUFFALO WILD WINGS AT GLENDALE, BUFFALO WILD WINGS AT NEW CASTLE, BUFFALO WILD WINGS AT ANDERSON, CARMEL AMPHITHEATER, CARMEL GREENWAY PROJECT, CHARLES A. TINDLEY ACCELERATED SCHOOL WELLNESS CENTER, CHARLES A. TINDLEY ALL-BOYS PREPARATORY ACADEMY, CHI OMEGA SORORITY AT INDIANA UNIVERSITY KITCHEN REMODEL, COCA-COLA, COMCAST OF KOKOMO, COMMUNITY HOSPITAL NORTH EMERGENCY PSYCHIATRIC DEPARTMENT, COMMUNITY HOSPITAL NORTH PEDS ICU, COMMUNITY NORTH G3 INTERIOR BUILDOUT, COMMUNITY NORTH STIZER WALL, COMMUNITY NORTH HOSPITAL CANCER CENTER, CYO CAMP RANCHO FRAMASA, DEVEAU'S SCHOOL OF GYMNASTICS, EARTH FARE, EASTGATE CHRYSLER JEEP DODGE, EMS BUILDING, ENGLIN'S FINE FOOTWEAR, FAA OFFICE, FIFTH THIRD BANK, FISHERS FIRE STATION #92, FISHERS FIRE STATION #96, FISHERS STATION, FISHERS TOWN HALL ASSESSMENT, FLAGSHIP ENERGY SYSTEMS CENTER, FLAMME BURGER, GATEWAY BUILDING 3, GATEWAY BUILDING 4, GATEWAY-KUEHNE + NAGEL, GERIATRIC PSYCH HOSPITAL, GREENFIELD CENTRAL SCHOOLS, HARRIS ELEMENTARY, GREENFIELD INTERMEDIATE, GREENWOOD VILLAGE, GUION CREEK ELEMENTARY SCHOOL, HAZEL DELL ELEMENTARY SCHOOL, HENDRICKS OF AVON, HENDRICKS REGIONAL HEALTH, HINKLE CREEK ELEMENTARY SCHOOL, HOUSEWORKS, IN VOGUE, INDIANA BLOOD CENTER, INDIANA MASONIC HOME, INDIANA MATH AND SCIENCE ACADEMY NORTH, INDIANA MATH AND SCIENCE ACADEMY WEST, INDIANAPOLIS PUBLIC SCHOOL #55, IRVINGTON LOFTS, IU HEALTH TIPTON HOSPITAL X BUILDING, IUPUI PRIVACY FENCE, JULIAN CENTER, KAPPA ALPHA THETA, LAWRENCE VILLAGE PHASE I AND II, LIFE'S JOURNEY OF AVON, ELI LILLY CORPORATE WELLNESS CENTER, ELI LILLY CORPORATE WELLNESS CENTER BUILDING 49, LORD OF LIFE LUTHERAN, M&I BANK OF BROADRIPPLE, M&I BANK OF CARMEL, M&I BANK AT NORTH WILLOW PAVEMENT, MADISON COUNTY COMMUNITY HEALTH CENTER, MAINSTREET BLOOMINGTON SKILLED NURSING & ASSISTED LIVING FACILITY, MAINSTREET CHATEAU OF BATESVILLE, MAINSTREET HARRISON CROSSING HEALTH CAMPUS, MAINSTREET HEALTH & WELLNESS SUITES OF CARMEL, MAINSTREET HEALTH AND WELLNESS SUITES OF HOUSTON, MAINSTREET HOUSTON TRANSITIONAL CARE, MAINSTREET MARION REHABILITATION & ASSISTED LIVING CENTER, MAINSTREET POWERBACK REHABILITATION, MAINSTREET SPRENGER HEALTH CARE OF MISHAWAKA, MAINSTREET THE HEALTH & WELLNESS SUITES OF KANSAS CITY, MAINSTREET THE HEALTHCARE RESORT OF OLATHE, MAINSTREET THE SPRINGS OF MOORESVILLE, MAINSTREET THE SPRINGS OF RICHMOND, MAINSTREET WELLBROOKE OF AVON, MAINSTREET WELLBROOKE OF CRAWFORDSVILLE, MAINSTREET WELLBROOKE OF WESTFIELD, MAINSTREET RAPID RECOVERY CENTER OF CHANDLER, MAINSTREET HEALTH & WELLNESS SUITES OF COLUMBIA, MAINSTREET HEALTH & WELLNESS SUITES OF LINCOLN, MAINSTREET HEALTH & WELLNESS SUITES OF OMAHA, MAINSTREET RAPID RECOVERY CENTER OF PHOENIX, MAINSTREET HEALTH & WELLNESS SUITES OF ROUND ROCK, MAINSTREET HEALTH & WELLNESS SUITES OF SAN ANTONIO, MAINSTREET RAPID RECOVERY OF SURPRISE, MAINSTREET RAPID RECOVERY CENTER OF TUSCON, MAINSTREET TRILOGY AVALON SPRINGS HEALTH CAMPUS OF VALPARAISO, MAINSTREET TRILOGY CLEARVISTA LAKE HEALTH CAMPUS, MAINSTREET TRILOGY CREASY SPRINGS HEALTH CAMPUS, MAINSTREET TRILOGY LEGACY AT SPRINGHURST, MAINSTREET TRILOGY PRAIRIE LAKES HEALTH CAMPUS, MAINSTREET TRILOGY RIDGEWOOD HEALTH CAMPUS, MAINSTREET TRILOGY BETHANY POINTE HEALTH CAMPUS, MAINSTREET TRILOGY BLAIR RIDGE HEALTH CAMPUS, MAINSTREET TRILOGY GREENFIELD, MAINSTREET COLORADO SPRINGS, MAINSTREET FORT WORTH, MAINSTREET LOVELAND, MARINE BANK, MARQUETTE GATE HOUSE, MERIDIAN VISION, MEYER NAJEM HEADQUARTERS, NOBLESVILLE EAST MIDDLE SCHOOL, NOBLESVILLE HIGH SCHOOL, NOBLESVILLE INTERMEDIATE SCHOOL, NOBLESVILLE MIDDLE SCHOOL, OAK STREET HEALTH OF IRVINGTON, OAK STREET HEALTH OF SPEEDWAY, OLD NATIONAL BANK, ORTHOINDY SOUTH, PARK PLACE SENIOR LIVING, PENDLETON FALLS, PHALEN II, PHALEN LEADERSHIP ACADEMY, PHARMAKON PACKAGING, PHI DELTA THETA AT INDIANA UNIVERSITY, PHI DELTA THETA AT BUTLER UNIVERSITY, PHOENIX FABICATORS, PI BETA PHI AT PURDUE UNIVERSITY, PI BETA PHI AT PURDUE UNIVERSITY, PM ASSOCIATES, POINT BLANK GUN RANGE, POLARIS LAB RENOVATION, PRIME CAR WASH OF CARMEL, PRIME CAR WASH OF AVON, PRIME CAR WASH OF JACKSONVILLE, PTCI, RIVERVIEW HOSPITAL, RIVERVIEW LAB AND PHARMACY, ROCKSTONE PIZZA OF FISHERS, ROCKSTONE PIZZA OF NORA, ROPER CAPSTONE, RUTH'S CHRIS DOWNTOWN INDIANAPOLIS, SAHM'S TAVERN, SAINT LOUIS DE MONTFORT CATHOLIC CHURCH SANCTUARY, SCHNECK MEDICAL CENTER, SHENANDOAH HIGH SCHOOL, SHOPS AT CROSSPOINT, SOUTH STREET RESIDENTIAL DEVELOPMENT, SPICEWOOD III, ST. MARTIN OF TOURS RESTROOMS, ST. VINCENT DIAGNOSTIC CENTER, THE CENTRE RETAIL CENTER, TEACHERS CREDIT UNION OF BROAD RIPPLE, TEACHERS CREDIT UNION OF FISHERS, TEACHERS CREDIT UNION OF AVON, TEACHERS CREDIT UNION OF CRAWFORDSVILLE, TEACHERS CREDIT UNION OF CARMEL, THE CENTRE RETAIL CENTER, THE ENGLISH FOUNDATION, UPS STORE AT CLEARWATER, VA JACKSONVILLE OUTPATIENT CLINIC, VA MOBILE OUTPATIENT CLINIC, VA MONTGOMERY OUTPATIENT CLINIC, VA TALLAHASSEE OUTPATIENT CLINIC, WESTFIELD FIRE STATION #83, WESTFIELD HIGH SCHOOL FOOTBALL STADIUM, WESTFIELD GRAND PARK SPORTS CAMPUS, WESTFIELD HIGH SCHOOL, WESTFIELD HIGH SCHOOL LOCKER ROOM, WESTMINSTER NEIGHBORHOOD MINISTRIES, WILBUR S. ROBY MEDICAL OFFICE BUILDING AT ST. JOHN'S HOSPITAL, WITHAM HEALTH SERVICES COMMUNITY ROOM CANOPY, WITHAM HEMATOLOGY, WITHAM HOSPITAL, WITHAM IU OPHTHALMOLOGY, WITHAM MEDICAL OFFICE BUILDING, WITHAM MEDICAL OFFICE BUILDING II, WITHAM PHYSICIAN OFFICES, WITHAM SKILLED NURSING FACILITY, WITHAM RETAIL PHARMACY NP, ALPHA GAMMA DELTA AT PURDUE UNIVERSITY, ALPHA PHI AT PURDUE UNIVERSITY, ANDY MOHR NISSAN, ANNEX OF RICHMOND, ANOTHER BROKEN EGG , ANOTHER BROKEN EGG OF LAFAYETTE, ASSURANCE HEALTH CLARKSVILLE, ATI PHYSICAL THERAPY, AUDIOVOX-KLIPSCH, BENJAMIN HARRISON YMCA AQUATIC SPLASH PARK, BENJAMIN HARRISON YMCA WELLNESS CENTER, BIG LUG CANTEEN, BIG RED LIQUORS STORE #12, BIG RED LIQUORS STORE #5, BINGHAM GREENEBAUM DOLL, BLEND CIGAR BAR, BLUESKY, BMO HARRIS BRANCH BANK, BRITEWAY, BROOKDALE PLACE AT WILLOW LAKE, BROWNSBURG HIGH SCHOOL, BROWNSBURG LINCOLN ELEMENTARY, BROWNSBURG WEST MIDDLE SCHOOL, BUFFALO WILD WINGS AT GLENDALE, BUFFALO WILD WINGS AT NEW CASTLE, BUFFALO WILD WINGS AT ANDERSON, CARMEL AMPHITHEATER, CARMEL GREENWAY PROJECT, CHARLES A. TINDLEY ACCELERATED SCHOOL WELLNESS CENTER, CHARLES A. TINDLEY ALL-BOYS PREPARATORY ACADEMY, CHI OMEGA SORORITY AT INDIANA UNIVERSITY KITCHEN REMODEL, COCA-COLA, COMCAST OF KOKOMO, COMMUNITY HOSPITAL NORTH EMERGENCY PSYCHIATRIC DEPARTMENT, COMMUNITY HOSPITAL NORTH PEDS ICU, COMMUNITY NORTH G3 INTERIOR BUILDOUT, COMMUNITY NORTH STIZER WALL, COMMUNITY NORTH HOSPITAL CANCER CENTER, CYO CAMP RANCHO FRAMASA, DEVEAU'S SCHOOL OF GYMNASTICS, EARTH FARE, EASTGATE CHRYSLER JEEP DODGE, EMS BUILDING, ENGLIN'S FINE FOOTWEAR, FAA OFFICE, FIFTH THIRD BANK, FISHERS FIRE STATION #92, FISHERS FIRE STATION #96, FISHERS STATION, FISHERS TOWN HALL ASSESSMENT, FLAGSHIP ENERGY SYSTEMS CENTER, FLAMME BURGER, GATEWAY BUILDING 3, GATEWAY BUILDING 4, GATEWAY-KUEHNE + NAGEL, GERIATRIC PSYCH HOSPITAL, GREENFIELD CENTRAL SCHOOLS, HARRIS ELEMENTARY, GREENFIELD INTERMEDIATE, GREENWOOD VILLAGE, GUION CREEK ELEMENTARY SCHOOL, HAZEL DELL ELEMENTARY SCHOOL, HENDRICKS OF AVON, HENDRICKS REGIONAL HEALTH, HINKLE CREEK ELEMENTARY SCHOOL, HOUSEWORKS, IN VOGUE, INDIANA BLOOD CENTER, INDIANA MASONIC HOME, INDIANA MATH AND SCIENCE ACADEMY NORTH, INDIANA MATH AND SCIENCE ACADEMY WEST, INDIANAPOLIS PUBLIC SCHOOL #55, IRVINGTON LOFTS, IU HEALTH TIPTON HOSPITAL X BUILDING, IUPUI PRIVACY FENCE, JULIAN CENTER, KAPPA ALPHA THETA, LAWRENCE VILLAGE PHASE I AND II, LIFE'S JOURNEY OF AVON, ELI LILLY CORPORATE WELLNESS CENTER, ELI LILLY CORPORATE WELLNESS CENTER BUILDING 49, LORD OF LIFE LUTHERAN, M&I BANK OF BROADRIPPLE, M&I BANK OF CARMEL, M&I BANK AT NORTH WILLOW PAVEMENT, MADISON COUNTY COMMUNITY HEALTH CENTER, MAINSTREET BLOOMINGTON SKILLED NURSING & ASSISTED LIVING FACILITY, MAINSTREET CHATEAU OF BATESVILLE, MAINSTREET HARRISON CROSSING HEALTH CAMPUS, MAINSTREET HEALTH & WELLNESS SUITES OF CARMEL, MAINSTREET HEALTH AND WELLNESS SUITES OF HOUSTON, MAINSTREET HOUSTON TRANSITIONAL CARE, MAINSTREET MARION REHABILITATION & ASSISTED LIVING CENTER, MAINSTREET POWERBACK REHABILITATION, MAINSTREET SPRENGER HEALTH CARE OF MISHAWAKA, MAINSTREET THE HEALTH & WELLNESS SUITES OF KANSAS CITY, MAINSTREET THE HEALTHCARE RESORT OF OLATHE, MAINSTREET THE SPRINGS OF MOORESVILLE, MAINSTREET THE SPRINGS OF RICHMOND, MAINSTREET WELLBROOKE OF AVON, MAINSTREET WELLBROOKE OF CRAWFORDSVILLE, MAINSTREET WELLBROOKE OF WESTFIELD, MAINSTREET RAPID RECOVERY CENTER OF CHANDLER, MAINSTREET HEALTH & WELLNESS SUITES OF COLUMBIA, MAINSTREET HEALTH & WELLNESS SUITES OF LINCOLN, MAINSTREET HEALTH & WELLNESS SUITES OF OMAHA, MAINSTREET RAPID RECOVERY CENTER OF PHOENIX, MAINSTREET HEALTH & WELLNESS SUITES OF ROUND ROCK, MAINSTREET HEALTH & WELLNESS SUITES OF SAN ANTONIO, MAINSTREET RAPID RECOVERY OF SURPRISE, MAINSTREET RAPID RECOVERY CENTER OF TUSCON, MAINSTREET TRILOGY AVALON SPRINGS HEALTH CAMPUS OF VALPARAISO, MAINSTREET TRILOGY CLEARVISTA LAKE HEALTH CAMPUS, MAINSTREET TRILOGY CREASY SPRINGS HEALTH CAMPUS, MAINSTREET TRILOGY LEGACY AT SPRINGHURST, MAINSTREET TRILOGY PRAIRIE LAKES HEALTH CAMPUS, MAINSTREET TRILOGY RIDGEWOOD HEALTH CAMPUS, MAINSTREET TRILOGY BETHANY POINTE HEALTH CAMPUS, MAINSTREET TRILOGY BLAIR RIDGE HEALTH CAMPUS, MAINSTREET TRILOGY GREENFIELD, MAINSTREET COLORADO SPRINGS, MAINSTREET FORT WORTH, MAINSTREET LOVELAND, MARINE BANK, MARQUETTE GATE HOUSE, MERIDIAN VISION, MEYER NAJEM HEADQUARTERS, NOBLESVILLE EAST MIDDLE SCHOOL, NOBLESVILLE HIGH SCHOOL, NOBLESVILLE INTERMEDIATE SCHOOL, NOBLESVILLE MIDDLE SCHOOL, OAK STREET HEALTH OF IRVINGTON, OAK STREET HEALTH OF SPEEDWAY, OLD NATIONAL BANK, ORTHOINDY SOUTH, PARK PLACE SENIOR LIVING, PENDLETON FALLS, PHALEN II, PHALEN LEADERSHIP ACADEMY, PHARMAKON PACKAGING, PHI DELTA THETA AT INDIANA UNIVERSITY, PHI DELTA THETA AT BUTLER UNIVERSITY, PHOENIX FABICATORS, PI BETA PHI AT PURDUE UNIVERSITY, PI BETA PHI AT PURDUE UNIVERSITY, PM ASSOCIATES, POINT BLANK GUN RANGE, POLARIS LAB RENOVATION, PRIME CAR WASH OF CARMEL, PRIME CAR WASH OF AVON, PRIME CAR WASH OF JACKSONVILLE, PTCI, RIVERVIEW HOSPITAL, RIVERVIEW LAB AND PHARMACY, ROCKSTONE PIZZA OF FISHERS, ROCKSTONE PIZZA OF NORA, ROPER CAPSTONE, RUTH'S CHRIS DOWNTOWN INDIANAPOLIS, SAHM'S TAVERN, SAINT LOUIS DE MONTFORT CATHOLIC CHURCH SANCTUARY, SCHNECK MEDICAL CENTER, SHENANDOAH HIGH SCHOOL, SHOPS AT CROSSPOINT, SOUTH STREET RESIDENTIAL DEVELOPMENT, SPICEWOOD III, ST. MARTIN OF TOURS RESTROOMS, ST. VINCENT DIAGNOSTIC CENTER, THE CENTRE RETAIL CENTER, TEACHERS CREDIT UNION OF BROAD RIPPLE, TEACHERS CREDIT UNION OF FISHERS, TEACHERS CREDIT UNION OF AVON, TEACHERS CREDIT UNION OF CRAWFORDSVILLE, TEACHERS CREDIT UNION OF CARMEL, THE CENTRE RETAIL CENTER, THE ENGLISH FOUNDATION, UPS STORE AT CLEARWATER, VA JACKSONVILLE OUTPATIENT CLINIC, VA MOBILE OUTPATIENT CLINIC, VA MONTGOMERY OUTPATIENT CLINIC, VA TALLAHASSEE OUTPATIENT CLINIC, WESTFIELD FIRE STATION #83, WESTFIELD HIGH SCHOOL FOOTBALL STADIUM, WESTFIELD GRAND PARK SPORTS CAMPUS, WESTFIELD HIGH SCHOOL, WESTFIELD HIGH SCHOOL LOCKER ROOM, WESTMINSTER NEIGHBORHOOD MINISTRIES, WILBUR S. ROBY MEDICAL OFFICE BUILDING AT ST. JOHN'S HOSPITAL, WITHAM HEALTH SERVICES COMMUNITY ROOM CANOPY, WITHAM HEMATOLOGY, WITHAM HOSPITAL, WITHAM IU OPHTHALMOLOGY, WITHAM MEDICAL OFFICE BUILDING, WITHAM MEDICAL OFFICE BUILDING II, WITHAM PHYSICIAN OFFICES, WITHAM SKILLED NURSING FACILITY, WITHAM RETAIL PHARMACY NP, ALPHA GAMMA DELTA AT PURDUE UNIVERSITY, ALPHA PHI AT PURDUE UNIVERSITY, ANDY MOHR NISSAN, ANNEX OF RICHMOND, ANOTHER BROKEN EGG , ANOTHER BROKEN EGG OF LAFAYETTE, ASSURANCE HEALTH CLARKSVILLE, ATI PHYSICAL THERAPY, AUDIOVOX-KLIPSCH, BENJAMIN HARRISON YMCA AQUATIC SPLASH PARK, BENJAMIN HARRISON YMCA WELLNESS CENTER, BIG LUG CANTEEN, BIG RED LIQUORS STORE #12, BIG RED LIQUORS STORE #5, BINGHAM GREENEBAUM DOLL, BLEND CIGAR BAR, BLUESKY, BMO HARRIS BRANCH BANK, BRITEWAY, BROOKDALE PLACE AT WILLOW LAKE, BROWNSBURG HIGH SCHOOL, BROWNSBURG LINCOLN ELEMENTARY, BROWNSBURG WEST MIDDLE SCHOOL, BUFFALO WILD WINGS AT GLENDALE, BUFFALO WILD WINGS AT NEW CASTLE, BUFFALO WILD WINGS AT ANDERSON, CARMEL AMPHITHEATER, CARMEL GREENWAY PROJECT, CHARLES A. TINDLEY ACCELERATED SCHOOL WELLNESS CENTER, CHARLES A. TINDLEY ALL-BOYS PREPARATORY ACADEMY, CHI OMEGA SORORITY AT INDIANA UNIVERSITY KITCHEN REMODEL, COCA-COLA, COMCAST OF KOKOMO, COMMUNITY HOSPITAL NORTH EMERGENCY PSYCHIATRIC DEPARTMENT, COMMUNITY HOSPITAL NORTH PEDS ICU, COMMUNITY NORTH G3 INTERIOR BUILDOUT, COMMUNITY NORTH STIZER WALL, COMMUNITY NORTH HOSPITAL CANCER CENTER, CYO CAMP RANCHO FRAMASA, DEVEAU'S SCHOOL OF GYMNASTICS, EARTH FARE, EASTGATE CHRYSLER JEEP DODGE, EMS BUILDING, ENGLIN'S FINE FOOTWEAR, FAA OFFICE, FIFTH THIRD BANK, FISHERS FIRE STATION #92, FISHERS FIRE STATION #96, FISHERS STATION, FISHERS TOWN HALL ASSESSMENT, FLAGSHIP ENERGY SYSTEMS CENTER, FLAMME BURGER, GATEWAY BUILDING 3, GATEWAY BUILDING 4, GATEWAY-KUEHNE + NAGEL, GERIATRIC PSYCH HOSPITAL, GREENFIELD CENTRAL SCHOOLS, HARRIS ELEMENTARY, GREENFIELD INTERMEDIATE, GREENWOOD VILLAGE, GUION CREEK ELEMENTARY SCHOOL, HAZEL DELL ELEMENTARY SCHOOL, HENDRICKS OF AVON, HENDRICKS REGIONAL HEALTH, HINKLE CREEK ELEMENTARY SCHOOL, HOUSEWORKS, IN VOGUE, INDIANA BLOOD CENTER, INDIANA MASONIC HOME, INDIANA MATH AND SCIENCE ACADEMY NORTH, INDIANA MATH AND SCIENCE ACADEMY WEST, INDIANAPOLIS PUBLIC SCHOOL #55, IRVINGTON LOFTS, IU HEALTH TIPTON HOSPITAL X BUILDING, IUPUI PRIVACY FENCE, JULIAN CENTER, KAPPA ALPHA THETA, LAWRENCE VILLAGE PHASE I AND II, LIFE'S JOURNEY OF AVON, ELI LILLY CORPORATE WELLNESS CENTER, ELI LILLY CORPORATE WELLNESS CENTER BUILDING 49, LORD OF LIFE LUTHERAN, M&I BANK OF BROADRIPPLE, M&I BANK OF CARMEL, M&I BANK AT NORTH WILLOW PAVEMENT, MADISON COUNTY COMMUNITY HEALTH CENTER, MAINSTREET BLOOMINGTON SKILLED NURSING & ASSISTED LIVING FACILITY, MAINSTREET CHATEAU OF BATESVILLE, MAINSTREET HARRISON CROSSING HEALTH CAMPUS, MAINSTREET HEALTH & WELLNESS SUITES OF CARMEL, MAINSTREET HEALTH AND WELLNESS SUITES OF HOUSTON, MAINSTREET HOUSTON TRANSITIONAL


Tim RussellPresident

Sam A. MishelowChief Strategy Officer

We are happy to report that this year’s recipients of our annual Swing Into Giving® charity golf outing will be the Joseph Maley Foundation, Westminster Neighborhood Services and the Humane Society for Hamilton County.

A special thanks to both Cynthia Tucker and Keith Murphy, co-chairs of the Meyer Najem Philanthropy Committee and this year’s Swing Into Giving® event held at Eagle Creek Golf Course. This year’s event will be held on July 28 and is expected to raise over $50,000 for the worthy organizations listed above. Thank you, Cynthia and Keith!

Included in every issue of Insights In Construction is a collection of highlighted Meyer Najem events and award ceremonies in our “In Brief” section. We truly enjoy watching our employees carrying on our mission of giving back to the communities we serve.

We’re excited to announce our website is new and improved, mobile-friendly, and full of new content for your review. Please take a look at www.meyer-najem.com, and as always, we welcome your feedback. Our marketing team, led by Cynthia Tucker along with Ross Miller, worked tirelessly

to bring you our new website look. A special thanks also to Matt Weaver, vice president of information technology, for his expertise and oversight.

In conclusion, the word “grateful” comes to mind. We are blessed to have a multitude of fantastic trade contractors, suppliers, vendors, strategic partners and, most of all, clients that make coming to work every day so rewarding. Enjoy your summer, safe travels, and stop in when you’re in the Fishers area!

Kindest regards,

Be sure to stay up to date by following us on Twitter, Facebook and LinkedIn and by visiting our website at www.meyer-najem.com.

TO OUR READERS

Summer is in full swing, and Meyer Najem is in the

midst of a significant milestone and celebration. Meyer

Najem is 30 years strong, completing our first 30 years

in business at the end of June. It’s gone by so quickly,

we guess the old saying is true: “Time flies when you’re

having fun.” On June 24, Meyer Najem celebrated

this milestone at Conner Prairie here in our local

community of Fishers, Indiana. Over 100 Meyer Najem

team members, along with their families, enjoyed a

wonderful celebration of food and company history.

Employee engagement has never been more important — our team members continue to make the difference each and every day. Meyer Najem is truly fortunate to have such a well-trained and seasoned workforce. We are looking forward with great anticipation to the next 30 years.

The summer 2017 issue of Insights In Construction

will focus on our continued commitment to our mission of corporate philanthropy, highlighting our 2017 Swing Into Giving® event; a new trend in delivering public construction projects utilizing the construction manager at risk model; and, of course, Meyer Najem’s 30th anniversary celebration!

DEAR READERS


2 To Our Readers

16 Early Friendship Leads to Lifetime of Success

16 What Public Entities Need to Know About Construction Manager at Risk

20 Giving Back Sets Meyer Najem Apart

21 In Brief

Volume 18 • Issue 1

MEYER NAJEM CONSTRUCTION

11787 Lantern Road, Suite 100

Fishers, Indiana 46038

Phone: 317.577.0007

Fax: 317.577.0286

Website: www.meyer-najem.com

Insights In Construction

is a pub li ca tion of

Meyer Najem Construction.

Editorial Staff:

CYNTHIA TUCKER

Director of Marketing

[email protected]

Publisher:

Innovative Publishing

Graphic Designer:

Daniel Owsley

Cover photo:

Ross Miller, Meyer Najem

Insights In Construction

is published by


10629 Henning Way, Suite 8

Louisville, KY 40241

844.423.7272


specializes in creating

corporate magazines

for businesses.

Please direct inquiries

to Aran Jackson at

[email protected].

www.innovativepublishing.com

CONTENTS

MNC QUALITY PARTNERSMeyer Najem recognizes and thanks these part ners for the value they provide:

American Structurepoint Inc. . . . . . . . . . . . . . . . .27 www.structurepoint.com

Associated Builders and Contractors, Inc. . . . 26 www.abcindianakentucky.org

Bingham Greenebaum Doll LLP . . . . . . . . . . . . . . 26 www.bgdlegal.com

Capitol City Fence . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

Central Indiana Hardware . . . . . . . . . . . . . . . . . . . .27 www.centralindianahardware.com

Dealers Wholesale . . . . . . . . . . . . . . . . . . . . . . . . . . 24 www.dealerswholesale.com

ESCO Communications . . . . . . . . . . . . . . . . . . . . . 26 www.escocomm.com

Estes Grounds Maintenance, Inc. . . . . . . . . . . . . .27 www.estesgm.com

EF Marburger . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 www.efmarburger.com

Globe Asphalt Paving . . . . . . . . . . . . . . . . . . . . . . . 26 www.globeasphalt.com

Harding Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 www.hardinggroup.com

Katz Sapper & Miller . . . . . . . . . . . . . . . . . . . . . . . . 24 www.ksmcpa.com

P.I.P.E. Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 www.pipeinc.net

Samsun Mechanical, Inc. . . . . . . . . . . . . . . . . . . . 24 www.samsunmechanical.com

Steel Services, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . .27 www.steelservices.biz

Weihe Engineers . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 www.weihe.net

We orchestrate the people and processes of your construction project, making it easy for

you to bring your vision to life.

IT TAKES A VILLAGE.


From the beginning of their careers, Karl Meyer and Anthony Najem wanted to

build great things. Najem began in the power industry, working for a large company

with a corporate perspective. Meyer had a more organic experience with a local

construction company. Najem says, “We had opposite experiences in terms of

proficiencies and projects but we were fearless and entrepreneurial.”

Where It All BeganThe story of their relationship goes back to college, where they were fraternity brothers at Purdue University. It also includes longtime Meyer Najem President Tim Russell. The three lived in the Alpha Tau Omega Fraternity house along with 80 other men. Their initial careers took them in very different directions upon graduation from Purdue.

Meyer and Najem both graduated from Purdue in 1981. Meyer headed to California on a motorcycle, while Najem moved to Houston for a position in project management with a large power cogeneration company. After a 38-state tour of the western United States, Meyer returned to Indiana a year later. He was asked to help start a local construction firm in 1983, which afforded him the opportunity, with wonderful mentors, to build a construction firm from the ground up. Najem remained in regular contact with Meyer, with dreams of partnering to create their own construction company always a part of the conversation.

As a member of Meyer’s fraternity pledge class, Russell remained a close friend. Meyer later hired him as an estimator at the first construction firm. Upon the founding of Meyer Najem, Russell became employee number three in the business, with Meyer and Russell on the operations side and Najem handling business development and working as a field superintendent.

Meyer Najem became reality in June 1987, when Barbara, Karl’s then girlfriend and now wife, ran their first bid for a public project. The plan was that Najem would move from Houston with the family—wife Liza and their four children—in order to kick off their second project. Liza hit the ground running assisting with many of the corporate and business events. Without exception, Barb and Liza were always supportive of their endeavors even during the challenging moments. In addition, Karl and Anthony’s parents actively supported their dreams from the very beginning.

FEATURE

EARLY FRIENDSHIP LEADS TO LIFETIME

OF SUCCESSMEYER NAJEM – 30 YEARS: 1987-2017

BY ALICIA MCMAHON


Russell says he has enjoyed watching people grow as the company has grown. “We’ve become friends with many of our clients,” he says. “And, there was a time when we asked ourselves, ‘Wow, will we ever get to $100 million?’ Then we started working out of state during the recession.” For example, Meyer Najem handles the construction of several Continuing Care facilities out of state. Two years ago, they hit the $200 million mark. “Watching everyone grow while keeping our culture has been gratifying,” he says.

Executive Vice President Kevin McGovern has been with the company since 1990, and oversees the company’s Assisted Living projects. “Meyer Najem is excited to grow with our clients as they grow in the health care and assisted living markets,” he says. “As more Americans need transitional and post-acute care, the properties we build will play a critical role in their care.”

This is just one area where the company has experience substantial growth. In the future, Russell sees Meyer Najem getting into more development, citing public private-partnerships such as developments in downtown Fishers near the company’s headquarters. “Incentives were good for this. Just like our own building – we designed it and built it on land donated by the City of Fishers. Meyer Najem occupies the 22,000-square-foot first floor of the building with their new offices at 11787 Lantern Road, completed in December 2014, while technology firms occupy the entire second floor through a collaboration with the City of Fishers.

8 INSIGHTS IN CONSTRUCTION

Najem emphasizes, “From the beginning, we wanted to approach the market collaboratively rather than combatively. Competitive bidding is often set up to create conflict and we thought there could be a better way. So, to build trust we began by sitting down with owners and showing them our fees up front. Our objective was to minimize change and save money.”

“When we started, I had relationships with a few development groups in Indianapolis,” Najem says. In recalling their start, Meyer says, “When we set up the company, we capitalized it to chase public and private work and build our resume. Our first projects were Ellenberger Park and a Family Dollar Store at 38th and Kenwood.” From the beginning, Meyer’s focus was on business systems and operations, while Najem fostered business development and the private side of their portfolio.

The Founders and the Early YearsNajem recalls conversations when they told their first customers, “Get us involved early with your designers so that we can hit the ground running and be on the same page from the beginning.” Project owners soon realized Meyer Najem changed contract terms as needed and collaborated with as many experts as possible, including subcontractors, architects and engineers. The point was to get everyone working together earlier to deliver the desired results.

“It’s about relationships,” Meyer emphasizes. “We felt the market was missing a holistic approach to

construction where everyone could be successful.” Meyer Najem has long standing relationships with many trade partners. Najem says trade partners and architects are key to completing successful construction projects that serve the communities with distinction. “We are an open shop group and are open to free enterprise and are looking for the best value for our clients, whether union or non-union.”

“Karl and I have always had a shared vision for our people, through the evolution of developing the company’s philosophy into what it is today,” notes Najem. “To elevate people, work toward success and give back to the community.” Russell agrees, “We continue to enhance our employee engagement through work programs, on boarding activities, group meetings, wellness programs and workouts, summer cookouts and family-oriented activities. “We strive to make it fun – it can’t be all work all the time. A work and life balance is important for all of us,” Najem adds.

A Strong Team Equals SuccessRussell thinks what sets Meyer Najem apart from their competition is they are still a small company that competes against large national contractors. “We’ve grown significantly and we can compete with bigger firms,” he says. “We have an entrepreneurial atmosphere. Our family culture and work hard and play hard philosophy has helped us attract young talent. What we offer for our employees – Friday morning breakfasts, happy hours, picnics, baseball games – is a very attractive environment.”

“Karl and I have always

had a shared vision for our

people, through the evolution

of developing the company’s

philosophy into what it

is today.”

ANTHONY NA JEM


and with a small construction company for about six years while completing a degree at IUPUI. He came to Meyer Najem in 2000 as an Assistant Project Manager. “I quickly learned how to do things the right way and had the flexibility to get it done. What I’ve always liked about Meyer Najem – you’re allowed to think outside the box and get a job done.” He says everyone has a voice and change has been permitted as innovation has evolved.

While much of Meyer Najem’s work is in the healthcare arena, Lelle has focused on the commercial side of the portfolio and built it to one fourth of the overall business. “As our business has grown, we have expanded outside of the state for many projects,” he shares. “We have figured out how to go into different markets as the contractor, so if our clients take us out of state, we go find the best local trades to partner with us.”

“This is a work hard, play hard environment,” Lelle notes. “At the end of the day, we laugh and have fun. We can’t grow without failure and trial and error is part of it.” Lelle says they attract high achievers – people who want

to succeed. It’s a certain type of person who wants to not only succeed personally but also wants the company to succeed. These are people who want to be accountable to themselves and their project.

Sam Mishelow joined Meyer Najem in December 1999. The company experienced significant growth in its first 10 years, and in January 2000, it became a management-owned organization. Mishelow became one of the company’s partners. There are now nine partners and only one of the original group has retired. “We’ve spent a lot of time sustaining this organization,” he says. “And, we’ve taken five new partners over the last three years so that we can plan for sustaining the future.”

As Chief Strategy Officer, Mishelow has seen a number of changes in his 18 years with the company. Among the biggest change is the emergence of technology, which he says drives efficiency, quality control, and overall project management, especially over last decade. “We have an extremely strong employee engagement model and have spent a lot of time with consultants,” he shares. “Additionally we

“It’s all about how we manage risk. At the end of the day, the care

and well-being of our workers brings the greatest reward.”

TR ACI HARDIN


Managing Risk Brings Great RewardsVice President of Safety and Compliance Traci Hardin has been with the company 25 years. Her background in estimating, project management and accounting support was a good fit for Meyer Najem. In her initial role, she helped with bids and contracts. By 1994, she began work with safety for the company and in 1996, helped implement a substance abuse program.

She had leadership’s support of the safety program from the beginning. “They let me run with it,” she recalls. “Safety is a form of risk management and we’ve seen a reduction in our years worked with zero injury numbers and Experience Modification Risk (EMR). When the economy was bad, our EMR was 0.94, but following 2008-09, we were able to reduce that down to 0.65, while we increased staff and man hours worked. We clearly can demonstrate the capabilities of our safety program through our record keeping and the improvements in how we measure safety to building owners,” Hardin says.

In 2008, Hardin moved to a full-time safety function after completing the required training and in 2010, Meyer Najem developed a partnership with the Department of Labor, IOSHA and INSafe on the Ortho Indy South project. Hardin says this was a turning point for how they measured safety. The reporting was developed internally to demonstrate how the goals established in the partnership were met. This included a percent safe which is a view of the overall job with subcontractors working on site. “When we go out, we look at everyone and everything with a goal of at least 90 percent,” she says. “As a result, we are now more sophisticated in the process of how we manage safety.”

In her current role, Hardin works with insurance companies, workers comp and safety plans. On behalf

of Meyer Najem, she is a member of the Coalition for Construction Safety (CCS), the only safety association in Indiana.

Meyer Najem works in partnership with their insurance company to randomly audit the job site, in addition to a weekly superintendent’s safety program. “We want the insurance company to see how we are doing safety,” Hardin notes. “It’s all about how we manage risk. At the end of the day, the care and well-being of our workers brings the greatest reward.”

The safety department now works closely with the technology department for safety audits with a web based project management tool known as PROCORE. “We moved from a 1-inch binder to 600 pages,” she states. “I have free reign to demonstrate results and participate in many industry committees and boards. Our leadership team has helped me get to where I am today.”

Meyer Najem has received several safety awards, including the Commissioner’s Award in Excellence for Workplace Safety and Health. A crowning moment in the company’s history came in 2010 when the company received the Crystal Eagle Award, the highest award given by CCS.

“Watching the development of our key advisory and leadership staff and seeing their success has been rewarding,” Hardin says. “We are a team and we do a great deal operationally to work together to achieve project success. Meyer Najem is a family and everyone is included in helping make every project a success.”

Attracting High Achievers and InnovatorsExecutive Vice President of Business Development and Marketing Nate Lelle worked in architectural drafting


contractors have broadened a great deal. “Coming from steel fabrication, I worked mostly with structural engineers,” says Molenda. “Learning and meeting new people, especially architects, has helped me learn to look at things differently.”

Molenda thinks projects take on a life of their own and has learned to appreciate a building owner’s desire to get what they want in a building while following a budget. “The result is the most important thing,” he notes. “Giving the client a quality facility while making them a part of the team is critical. Owners need to know they are a part of the project from the very beginning – keeping them involved is important.”

Molenda says watching the company’s growth has been impressive. “It wasn’t a grow fast situation but a steady, calculated growth. Meyer Najem is great about providing the necessary training for technology. While physical drawings and spec books are still around, everything is on the computer now and we utilize these programs to be more efficient.”

Current software available for calculations and drawings are right on screen. “What used to take a week can be done in a day,” notes Molenda. Some of the online efficiencies Molenda points to include online planning rooms with drawings for anyone to see. “We can blast out addendums to projects as needed,” he says. “We are also using cloud-based software that we can share for the bidding process. These advances have made life easier.”

Meyer Najem’s Executive Vice President of Information Technology, Matt Weaver, has been with the company for more than 16 years and has been instrumental in the company’s technological advancement. Not only is

Weaver highly trained and experienced in technology, but he also has experience in construction management and architecture and has a construction management degree from Purdue. This unique combination of skills is what has made the company an industry leader in technology.

“By understanding and keeping up to date with technology, Meyer Najem is committed to delivering a total construction management experience,” he says. As a testament to this commitment, Weaver was an Indianapolis Business Journal Chief Technology Officer of the Year Honoree last year, a unique distinction for the IT leader of a construction management company.

Building in Today’s EnvironmentIn today’s construction environment, the Meyer Najem approach to challenges and opportunities is to pre-qualify work and be selective about who they work for and with. “Being engaged before we even break ground is key. We’re looking for clients, trade partners and vendors who have similar goals to ours,” says Najem. “We constantly work to raise the bar in terms of the diversity of projects but try to keep the same ingredients, which is a collaborative delivery to make it both gratifying and satisfying.”

In terms of workforce challenges, Meyer and Najem agree they currently are staffed for growth and have continued to invest in maintaining a qualified labor pool that can both develop and elevate within the current marketplace. Meyer speaks to the challenges of limited available resources since the 2009 recession, which caused a 25 to 30 percent reduction in workforce on the trade side. “It’s probable that our industry is at full employment due to the attrition of craftsmen the last 10 years, so it is extremely important to have the trade partners to fulfill job commitments. Having the work is one thing, but getting it completed on time and within budget is still a challenge because of available workforce,” he says.

Interestingly, both agree on a favorite project: The Beltway for Methodist Hospital, which included locations throughout Indianapolis. “Since Methodist allowed a collaboration partnering concept,” recalls Meyer, “It included the developer, outside designers and staff from Methodist. With a $100 million budget, the team tackled the five projects within three years. We solved problems quickly, efficiently and had a high level of trust, which made it enjoyable. Plus, we had fun and executed great work with great people working from concept to

“As business owners, we must

be aware that what works for

one group may not work for

another. Thus, we have a lot

of leaders.”

K ARL MEYER


invest in research and surveying our employees to make sure we are providing the tools, resources and environment they require.”

The Right Work Space for the Company CultureMishelow cites the example of the importance of company culture in the building of Meyer Najem’s current headquarters. “Previously, we had a great building, but it wasn’t what we wanted for our employees,” he notes. When Meyer Najem started the mission to design their own building, they spent two days in a visioning exercise with their entire workforce. They were divided into large groups and showed various types of building environments and interior finishes. They were then asked what would be

their five primary priorities for the new office. “There was a lot of consistency in the responses,” recalls Mishelow. “It came down to these priorities across the board: natural light, a break room where staff could congregate, outdoor space, comfortable work space and being on one level in close proximity to one another.”

“We have incredibly talented employees who are enthusiastic and create a positive culture at Meyer Najem,” Mishelow comments, “and we work hard to retain our employees. In warm weather, we do a company-wide cookout the third Thursday of the month. We close down a little early, bring out the grill, start the music and it’s a chance for our employees to have fun and spend time together. They look forward to it.” Meyer Najem also hosts several other employee events each year, including monthly birthdays, a chili cook off and breakfast every Friday. “This is a great way to engage our field staff members, who are vital to our success,” he says.

The company recently conducted its annual review process where performance, goals, training and career pathing are discussed. The process is done offsite for the field staff and at the office for corporate staff done. “We award staff with an extra check for a job well done and always tie it to March Madness. It’s an exciting time,” Mishelow says.

He points out that employees want to perform at a high level not only for themselves, but also for each other and for the clients. “The great thing about review time is seeing how excited our people are about where they are and where the organization they work for is. It’s good to know we are doing the right thing for our employees, our community and our clients,” he says. “We feel this momentum and the spirit of our employees will sustain us for years to come.”

Technology Aids Steady GrowthAfter working in structural steel fabrication as a subcontractor that supplied to general contractors, Meyer Najem Senior Estimator Jim Molenda came to Meyer Najem in 1997. “I was fortunate to join Meyer Najem in the early years,” recalls Molenda. “I was looking for a change and it was time to apply my building construction technology degree to its fullest extent. They were a quality contractor in the Indianapolis area. They did good work and were respected by the subcontractors.”

During his career at Meyer Najem, Molenda’s contacts and relationships with owners, architects and sub-


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completion. This project is a testament to our earlier success,” he comments.

Meyer also points out that technology has been one of the biggest drivers of change. “Construction has been one of the slowest industries to change in the last 30 years,” he says, “but we work hard to stay in front of it. We look for things that bring value – like lean construction. Thanks to technology, so much more is being done from an information perspective. The young talent and their adaptability is phenomenal.”

A Future of Ongoing CollaborationEven with a changing future for Meyer Najem, one thing will remain – understanding and meeting client expectations. “How we package our services has evolved into a collaborative effort on the front end – with the entire team on board earlier in the project,” says Najem. “Beyond the design-bid-build model, our successes will be achieved in a team approach. Design-build has grown and total turnkey has grown; projects demand a higher level of partnership, with trades, architects and contractors working together. We will seek partners that share our philosophy of transparency,” he continues. Many projects are going this way even in the public market, with education, healthcare and others following the same approach, Meyer says. “Meyer Najem will continue to be a leader.”

Besides adapting to change, they also stress the importance of adding value for the future of the business with services like financing, design-build,

pre-design and pre-construction services so jobs may be done more efficiently with less labor. “Labor shortages are here to stay,” comments Meyer, “and we are collaborating with universities and trade schools to continually find new talent.”

Najem offers some key questions as he ponders the future of the business they’ve built: “What impact did we make for the company to be successful in the future? Do our people have the necessary tools and training? We have consciously invested in career development and advancement for our people. Happy employees and a level of engagement are the keys to success today. It takes generations to make a successful company,” he notes.

Meyer agrees. “You must be flexible with all age ranges. As business owners, we must be aware that what works for one group may not work for another. Thus, we have a lot of leaders.”

When asked about how friends could work together for so many years, they point out that relationships are a process and not an event. “Just like a marriage,” claims Najem. “This philosophy has kept us together. We are committed as a family and a company. These are somewhat synonymous.” And as they reflect on 30 years in business, Meyer recalls, “Over the years, we’ve tried to do the right thing. It seems simple, but it’s tough. I think we’ve done what’s right to ensure the success of this company.”

Reprinted with permission by Building Excellence magazine, June 2017.


is responsible for delivering the project to the owner within the guaranteed price and guaranteed schedule established in the GMP.

Perhaps the biggest advantage with the CM at risk delivery method is that the CM at risk is the owner’s single point of contact. This delivery method relieves owners from the task of making contracts with and managing the subcontractors and the schedule. Construction companies are familiar with the different trade companies needed for the project and are better positioned to obtain the best talent for the job.

“We obtain a minimum of three competitive subcontractor bids per construction division,” Lawson says. “These bids are reviewed in a transparent and open environment with our customers and design partners. This allows the award decisions to be made as a team and with input from all stakeholders. And we may get a really low bid from someone. In the CM at risk model, we can tell the owner that even though this bid is lower, another subcontractor is better suited for this project. The CM at risk model gives us a lot

of flexibility in giving the owner advice and putting together the best team possible.”

A qualified construction manager will perform as a steward of taxpayer money, and there is a high level of accountability for every dollar spent.

“The reason many of our customers prefer CM at risk is because it’s an open-book, collaborative, transparent way of doing business,” Lawson says. “This partnership approach has resulted in significant repeat work with our clients.”

The CM at risk delivery method has been used most successfully on large projects — ones that defy easy definition, making them prone to scope change. Complex projects, such as highly technical, fast-track or multiphase projects, or ones that need to be heavily managed, also benefit from the CM at risk approach.

How CM at Risk Stacks Up Against Other Delivery MethodsSo that’s how CM at Risk works. But how does it stack up with traditional delivery methods?


SAFET Y

WHAT PUBLIC ENTITIES NEED TO KNOW ABOUT CONSTRUCTION

MANAGER AT RISK

Beginning July 1, the construction manager

at risk (CM at risk) delivery method will

be available to Indiana K-12 schools,

municipalities and other small public

entities that receive state or local funding

for construction projects.

Why is a new delivery method something to get excited about? According to the American Institute of Architects, choosing an appropriate delivery method is often the key to success — or the source of failure. Construction designs and technology are becoming more complex, with increasing numbers of diverse partners needed to participate in the process. At the same time, the pressure to bring the project in successfully, on time and on budget, hasn’t eased up. Having an additional option can help public schools in their quest to accomplish all these goals.

In 2014, Indiana House Bill 1196 made the CM at risk delivery method available to institutions of public higher education, but not K-12 and smaller public entities. Now, that’s changed, and many people, including Dr. J.T. Coopman, executive director of the Indiana Association of Public School Superintendents (IAPSS), are glad it has.

“As the executive director of IAPSS, we have supported the concept of CM at risk since it was introduced a few years ago in the Legislature,” Cooperman says. “We want the best way to save taxpayer dollars and ensure a sound, well-built project for Indiana public schools. I believe CM at risk to be a measure that makes sense to accomplish those metrics.”

CM at Risk DefinedWith the CM at risk approach, the project owner (i.e., the school corporation or other public entity) hires the construction management firm as its consultant in the initial stage of the project. The CM at risk, which acts in the owner’s best interests, can interact with the architect/design firm from day one, providing suggestions and modifications to plans. Collaboration and relationship-building are the hallmarks of the CM at risk delivery method, with the owner, architect/design firm and CM at risk working together to produce optimal results.

“An architect’s expertise is focused on the upfront design while the construction company’s expertise is in the field,” says Dan Lawson, senior business development manager for Meyer Najem. “Since we’re working with the architect from the very beginning of the design process, we can eliminate potential issues that result in change orders and provide continuous budget input.”

Early input often leads to cost savings, which can be significant. “Re-dos” are not only expensive but can negatively impact the schedule.

In the CM at risk delivery method, the owner and CM at risk typically negotiate a (cost-plus) guaranteed maximum price (GMP) for the project. The CM at risk

BY SHARI HELD

CONSTRUCTION MANAGER AT RISK


What Educational Institutions Have to SaySo what does this mean specifically for K-12 schools?

“Typically, K-12 schools have a facility manager, but they don’t have the people on staff to manage their construction projects,” Lawson says. “CM at risk gives them the ability to work with a team of construction experts. And again, it’s all open book. Schools have control over every dollar they are spending.”

In Indiana, the CM at risk delivery method has been available to public institutions of higher education since 2014. They have already experienced positive results with the new delivery method.

“Every project we have used this delivery method on has been successful, and we are glad to have this tool in our toolkit,” Michael B. Cline, PE, PTOE, vice president for physical facilities at Purdue University, was quoted as saying in an Indiana Construction Roundtable blog post (“CM at Risk a Win for Indiana’s Public Universities”).

Indiana University has also seen successful results using the CM at risk delivery method. In the same Indiana Construction Roundtable blog post, Tom Morrison, vice president of capital planning and facilities at Indiana University, discussed the school’s experience with a recent Indiana University-Purdue University Indianapolis (IUPUI) residence hall project: “There is no way we would have achieved our schedule without CM at risk,” he says.

According to “The Risk in CM ‘At-Risk’” article, the CM at risk delivery method could also have a potential unexpected advantage over the design-bid-build delivery method. The Florida school program used the same set of plans for both CM at risk and design-bid-build projects. In eight cases, the design-bid-build projects came in as less expensive. However, in two cases, the design-bid-build prices were far more expensive because of litigation and the school’s inability to use the facility. The consensus: There is a cost advantage to CM at risk over lump sum bidding because it reduces the risk of the disastrous, lawsuit-riddled project.

What to Look for in a CM at RiskSelecting the right construction company to serve as your CM at risk can make all the difference in your experience and end result. Here are some things to look for:▶ Experience. It takes a special mindset for construction

companies to be comfortable and confident with the CM at risk delivery method. When looking for

a construction company to act as your CM at risk, experience with this delivery method should be at the top of your list. “Roughly 80 percent of Meyer Najem’s projects use the CM at risk delivery method,” Lawson says. “Some contractors only do design-bid-build or design-build. The CM at risk model allows Meyer Najem to utilize its knowledge and experience in assisting owners during the early phases of the project.”

▶ Excellent reputation. As with all construction projects, you’ll want to select an honest, reputable company.

▶ A culture that values customer relationships and customer satisfaction. It all goes back to a company’s core values and the employees it hires as its representatives. If you hire a competent construction company, your project is likely to be technically successful. But hire a competent construction company that’s dedicated to developing customer relationships and caring about customer satisfaction, and you’ll notice a big difference in your experience with the project.

▶ Well-qualified, experienced staff. Superintendents are a critical component for a CM at risk project. A successful, reputable company attracts quality staff.

Bottom LineExpanding the variety of available delivery methods is good news for public entities in Indiana. The addition of CM at risk is especially good news for schools.

“We feel this to be good public policy and good for Indiana K-12 public schools undertaking construction projects now and in the future,” Cooperman says.

Shari Held specializes in articles about the construction and manufacturing industries but has crafted articles on a variety of topics. Her articles have been published in numerous media venues. For more information, see her website at shariheld.com or view her LinkedIn profile at linkedin.com/in/shariheld. She can be reached at [email protected].

Sources▶ www.ccgov.net/DocumentCenter/View/3238▶ www.thebalance.com/advantages-of-cm-at-risk-844536▶ www.boydjones.biz/news-events/2012/10/18/wherestherisk


Design-Bid-BuildThis delivery method is the most common for public projects. Everyone’s familiar with the rigid structure — one phase of the project follows the next. In a design-bid-build project, the owner hires an architectural firm that completes the construction documents. When the plan is approved, the project is put up for bid, and on a preset date, the bids are opened and awarded based upon cost, with the low bid being the winner. Work begins once all the players are in place.

Design-Bid-Build Compared to CM at Risk▶ The design-bid-build delivery system uses a linear

approach, so projects aren’t completed as quickly as with the CM at risk method. In the CM at risk delivery method, the team can be assembled while the architect/design firm is still putting the final touches on the design!

▶ Since the project goes to the lowest bidder, design-bid-build projects are less costly — at least in the initial bid. That bid isn’t etched in stone, however. “Multiple change orders can significantly add to the overall project cost,” Lawson says.

▶ Quality may suffer from taking the lowest bids with the design-bid-build method. According to an article in CM eJournal, a publication of the Construction Management Association of America (“The Risk in CM ‘At-Risk’” by Warner Strang), subcontractors on CM at risk projects are typically bondable and better qualified than those used in design-bid-build projects. That makes it more likely the CM at risk project will be better quality.

▶ The linear structure of the design-bid-build delivery method isn’t conducive to collaborative input from the construction manager during the pre-construction phase. Costly mistakes can result, driving costs up and delaying the project. With the CM at risk delivery method, the construction manager and selected primary trade contractors are involved in the very beginning of the project and can head off mistakes or offer better solutions during this phase.

▶ There are typically fewer RFIs (requests for information) and change orders with CM at risk projects.

Design-BuildThis delivery method has also been available for public projects since 2005. With the design-build method, the owner hires, under one contract, a design-build firm, which acts as both architect and construction company. The GMP is determined early in the process. The design-build firm creates the design, and once the owner approves it, work begins.

Design-build is a viable delivery method for time-sensitive, technically complex projects.

Design-Build Compared to CM at Risk▶ With both methods, the construction manager

provides a single point of contact. ▶ There are typically fewer RFIs and change orders with

CM at risk projects.

Construction Management AgencyThe owner hires a construction management (CM) company as its agent to act on its behalf and manage the project. The owner holds all the contracts with contractors and subcontractors as well as the risk for getting the project completed on time and on budget.

CM Agency Compared to CM at Risk▶ With CM agency, the owner takes the contractual risk

of having the project completed on time and on budget. With the CM at risk delivery model, the construction manager takes on that contractual risk.

▶ The CM at risk manages all contracts for the subcontractors as opposed to the CM agency method, where the owner administers all contracts. Holding the subcontractor contracts provides the CM at risk with more leverage to resolve issues promptly and keep the project on track.


IN BRIEF

Traci Hardin, vice president of safety and compliance, was elected to the Board of Directors of the Construction Family Assistance (CFA) Foundation. The CFA Foundation’s mission is to financially assist families who

have been affected by a life-changing workplace injury. To learn more or make a donation, please visit cfa-foundation.org.

Mainstreet, the nation’s largest developer of transitional care properties, tapped Meyer Najem to exclusively lead its construction projects.

“The properties we develop represent how Mainstreet is transforming lives and disrupting the long-term care industry,” says Zeke Turner, founder and CEO of Mainstreet. “Meyer Najem has been an essential part of our team, building properties that deliver hospitality-oriented care on time and on budget. We are looking forward to strengthening our relationship and together expanding our national footprint of post-acute and transitional care properties across the United States.”

Mainstreet and Meyer Najem have a long-standing relationship that dates back to 2008, when Mainstreet began developing, designing and building skilled nursing facilities. Since 2008, the two companies have collaborated on 36 properties, with approximately 40 more anticipated over the next two years.

“As Mainstreet continues to grow in the health care and housing markets, Meyer Najem is excited to grow with them,” says Tim Russell, president of Meyer Najem. “As more Americans need transitional and post-acute care, the properties we build for Mainstreet will play a critical role in their care, enabling them to get well and get back to their lives.”

Meyer Najem is currently building four Mainstreet properties, including a 70-bed, single-story facility in Loveland, Colorado. The project broke ground in October 2016 and is slated for completion in late 2017.

MEYER NAJEM’S TRACI

HARDIN ELECTED TO

CFA BOARD

MAINSTREET AND MEYER

NAJEM PARTNERSHIP

Meyer Najem has begun construction on a new two-story, 86,000-square-foot VA Outpatient Clinic in Mobile, Alabama, which will offer easy access to health care for veterans. The new facility will replace an existing, smaller clinic on the University of South Alabama campus. It comes with more than 500 parking spaces and will relieve many of the functional and utilization deficiencies of the current clinic. Construction is anticipated to be complete by spring 2019.

NEW DEPARTMENT OF

VETERANS AFFAIRS

OUTPATIENT CLINIC –

MOBILE, AL ABAMA


PHIL ANTHROPY

GIVING BACK SETS MEYER NAJEM APART

Meyer Najem’s annual major fundraiser is a golf tournament known as Swing Into Giving®. “Not many organizations like ours can raise $50,000 in a single day and turn it all over to a local nonprofit,” he states. This year marks the 10th annual golf outing, set for July 28 at Eagle Creek Golf Club to benefit The Joseph Maley Foundation. Secondary recipients include the Humane Society for Hamilton County and Westminster Neighborhood Services.

Over the past 30 years, the company and its employees have supported more than 1,000 nonprofits and have given more than $1 million to local, regional and national organizations.

Associates have held blood drives, organized lunches for the local police and fire departments, collected coats for the Shepherd Community Center, donated Christmas gifts to Westminster Neighborhood Services, and participated in food drives to help provide for families in need through Wafer Homeless Ministry and the Delaware Township Food Pantry. Meyer Najem associates also built a treehouse and a pool deck for Make-A-Wish children, and have scheduled a day this summer to build a ramp for the Servants at Work program.

The company welcomes employees from all departments to serve on its Philanthropy Committee,

When asked what separates the Meyer Najem culture from its competition, Chief Strategy

Officer Sam Mishelow answers, “One of the true differentiators between us and our

competition is our commitment to serve the community.” The company has a very active

Philanthropy Committee. “It’s every perception about our firm — the volunteerism and

support for groups like Make-A-Wish Foundation, American Heart Association, YMCA and

the Indiana Canine Assistance Network,” he says.

which meets monthly to review charitable requests and plan fundraising events. Meyer Najem also supports employees’ personal engagements, such as participating in charity walks and runs, coaching and participating in local sports teams, or collecting items for local churches.

Philanthropy is one of Meyer Najem’s initiatives to ensure we always give back to the communities we serve.


IN BRIEF

NEW EMPLOYEES/PROMOTIONS

Brian FalconGeneral Counsel

Brittani MalettaAssistant Controller

Ryan McNeelySenior Estimator

Jeff SoellnerAssistant Project Manager

Promotions

New Employees

Brent BautersMarket Leader, Senior Living

John GrosvenorSenior Project Manager

Matt ShultzSenior Project Manager

Ryan SootsProject Manager

Jonathan HaggartySenior Project Manager

Chris EstesSuperintendent

Brandon WeddleMarket Leader, Education and Municipal

Rick WhiteSenior Superintendent

Andrew NajemSuperintendent

Adam WindlerProject Manager

The new Community Cancer Center North is now open! Meyer Najem served as construction manager on the center and the 900-foot suspended walkway bridge connecting Community Hospital North to Community Heart and Vascular Hospital.

The new cancer treatment facility is designed as a model for integrated health care to meet patients’ personal needs. Inside, the center offers spaces devoted to support groups, physical therapy, art and music therapy, tai chi, massage, exercise and much more. With input from patients, physicians and staff, the center features elements that create a home-like atmosphere.

COMMUNITY

CANCER CENTER

NORTH OPENING


IN BRIEF

A brand-new Mainstreet transitional care facility opened its doors in Fort Collins, Colorado. The Health & Wellness Suites of Fort Collins offers 62 skilled nursing suites and 23 assisted living apartments. The state-of-the-art design and service-rich environment is designed to be comfortable and engaging with concierge-style services and amenities, such as multiple dining venues, a movie theater, a large rehabilitation gym and more.

MAINSTREET

FORT COLLINS

OPENS Meyer Najem was awarded a CCS Outstanding Project Safety Award for the Community Heart and Vascular Hospital (CHVH) connector project at the CCS annual awards banquet. The award is given to projects that exemplify an outstanding commitment to safety and project performance.

The company was also recognized with a Zero Injury Award, which is given to companies whose employees did not suffer any work-related injuries during the past calendar year, and Superintendent Mark Hancock was recognized as Meyer Najem’s Outstanding Craftsperson. Additionally, Meyer Najem’s chief strategy officer, Sam Mishelow, was recognized for completing two terms of service on the CCS Board of Directors.

CCS is a nonprofit organization dedicated to the elimination of construction and related job site injuries with the ultimate objective of returning construction and maintenance workers home to their families, friends and communities free from harm.

“I’m so proud of our employees for working another year injury-free. We are already off to another great start this year, having worked more than 64,000 hours with zero injuries,” says Traci Hardin, vice president of safety and compliance, Meyer Najem. “We’re 100 percent committed to the safety and health of our employees and those who work on our project sites.”

MEYER NAJEM RECOGNIZED

AT 2017 COALITION FOR

CONSTRUCTION SAFETY

(CCS) AWARDS BANQUET

Meyer Najem began the demolition process at Fishers Station, located at 116th Street and Allisonville Road in Fishers, Indiana. This phased retail project includes the demolition of the existing Marsh grocery store and Goodwill to make way for a new Kroger and other retail stores, including a new Goodwill.

DEMOLITION BEGINS AT

FISHERS STATION


317.638.3381

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