BIG-D CONSTRUCTIONCORPORATE OFFICE BUILDING

Salt Lake City, Utah

OWNER- BIG-D CONSTRUCTIONARCHITECT- GILLIES STRANSKY BREMS SMITH PCGENERALCONTRACTOR- BIG-D CONSTRUCTIONENGINEERSCIVIL- GREAT BASIN ENGINEERINGSTRUCTURAL- DUNN ASSOCIATES INC.MECHANICAL- CCI MECHANICALELECTRICAL- SPECTRUM SYSTEMSCONSULTING- COLVIN ENGINEERS

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TABLE OF CONTENTS

I. Synopsis

II. Client Big-D Architect Selection/Relations

III. Design Team GSBS Constituencies

IV. LEED/Preservation LEED Certifi cation Historic Tax Credits LEED vs. Historic Preservation Environmental Quality Evaluation

V. Services Building Post Occupancy Evaluation

VI. Delivery

VII. Measures Client Measures Summary

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In 2000, Utah based Big-D Construction (Big-D) began a search to relocate their corporate headquarters from Ogden, Utah, to the state capital, Salt Lake City. Big-D Construction desired to establish strong physical presence in Utah’s economic core. Early in this process a relationship was formed between owner/contractor, Big-D Construction, and Salt Lake City architects, Gillies Stransky Brems Smith PC (GSBS), that allowed the team to work together in the selection of a site for the project. Early investigations explored the potential for new construction in the heart of the city. These early studies did not lead to a desirable economic or strategic solution and as result the team discontinued work on the project. As Big-D president Jack Livingood continued the search to move his company, he was presented the opportunity to purchase the W.P. Fuller Paint Building in Downtown Salt Lake City, in 2003.

Within a week Big-D had purchased the building and GSBS was back on the scene. Months later this unique team was rewarded for their creative and amicable collaboration, resulting in one of Salt Lake area’s great downtown work places. They were awarded the Intermountain Contractor’s Best Overall Project and Best Restoration Project of 2005 for representing excellence in numerous areas, the 2005 American Insitute of Architects (AIA) Utah’s Merit Award for Excellence in Architecture, and the Association of General Contractors of America (AGC) Utah’s Building Project of the Year.

Built in 1922, the Fuller building is perhaps the fi rst cast-in-place concrete warehouse West of the Mississippi. Mr. Livingood has a love for older buildings and quickly realized a vision for the restoration of this historic building, and promptly called GSBS back into the picture asking them to come and inspect the building with him. Preserving the character and history

of the building along with restoring its use and vitality to the area was very important, as was Mr. Livingood’s ambition to receive historic preservation and revitalization tax credits and grants. As owner/contractor he became informed and excited about sustainable design. Achieving the country’s premier environmental recognition, a Leadership in Energy and Environment Design (LEED) certifi cation from the U.S. Green Building Council, also became a high priority. The baseline was set to achieve at least a Silver Certifi cation.

At the onset of the project the client goal was to develop a building and environment that refl ected the standard of quality and sense of excellence that the company encompasses as a premier builder in the region. These goals would be achieved and enhanced through development of the team and project. The relationship between Big-D and GSBS was founded on education and collaboration between the key players. The architect brought to this relationship an experience in LEED certifi cation having completed the fi rst LEED certifi ed building in Utah, the 2002 Olympic Speed Skating Oval. The architect’s knowledge allowed them to educate the client on the benefi ts of achieving a LEED certifi ed building. As a result of the open communication between the client and the architect the possibilities of an optimal work environment for the employees through LEED requirements became just as strong an objective as the historic restoration and economic revitalization were.

In the case of Big-Ds’ adaptive reuse of the 1922 warehouse in downtown Salt Lake City, for their corporate offi ces, sustainability fi t well with good business practices and the idea of sustaining the immediate surroundings through the original goal of revitalization and historic renovation. The signifi cant lessons gleaned from this study pertain to balancing the requirements

SYNOPSIS

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of preserving a historic building and the desire to insure the benefi ts of social responsibility by maintaining a respect for our global ecology.

However, the ability to sustainably preserve a key historic building would not come with easy answers and became a balancing act of requirements from The Secretary of the Interior’s Standards for Rehabilitation and Guidelines for Rehabilitating Historic Buildings, administered by the National Park Service and the State Historic Preservation Offi ce (SHPO), a division of Utah State History, as well as those of the U.S. Green Building Council’s LEED program. Patience in achieving goals set forth to complete a recognized historic preservation project and to qualify for a LEED certifi cation would eventually lead to the completion of one of the state’s premier offi ce environments and a gift back to the local community. Achievement of historic tax credits and a higher LEED Gold Certifi cation, also makes this project stand out as it is one of the fi rst buildings in the nation to do so.

The completed project not only resulted in a superb case study of how to successfully restore a great historic building while earning tax credits and helping to revitalize the neighborhood. It is also an example of breathing new life and dynamics to a wonderful building that has been neglected for years, by creating a quality work environment that employees truly enjoy.

W.P. Fuller Building historic street front

Big-D Construction Building main entry

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Big-D The nature of an adaptive reuse/historic preservation project requires strong organization on the part of the contractor, owner, and architectural fi rm. Adding a LEED certifi cation to an already complex process increases the need for superior collaboration between project teams. In the case of the Big-D corporate headquarters this integration was remarkable.

The success of an architectural endeavor is often dependent upon the motivations and interests of the client. Big-D’s desire to build a world-class headquarters was the catalyst that allowed this project to achieve ambitious goals. Mr. Livingood understood the value of design to facilitate the productivity in the workplace, believing that the architecture could play an important role in the marketing of his company. These desires, combined with the ability to act simultaneously as their own general contractor, allowed Big-D to be in the perfect position to achieve a top rate design. Big-D fully invested themselves into the project.

Big-D is a premier construction company in the western region with a market area that includes 19 states. The fi rm was established in 1967, by Dee Livingood, in Ogden, UT. Since that time the company has grown exponentially, due in large part to the values that were established in the fi rst generation and carried on through the next:

“At Big-D Construction, we believe in promoting values that enrich the lives of our customers, our consultants, our employees

and our community as a whole” (Big-D mission statement)

These values have been manifested continuously in company projects and are evident in the restoration and adaptation of the W.P. Fuller Paint building.

In 2000, Jack Livingood decided that it was time to relocate the company headquarters from Ogden to Salt Lake City, Utah. This move would put the company in close proximity to the heart of the state’s building industry. Along with the decision to relocate, Jack and his partners decided that they would look for a historic building to renovate into an open ‘loft style’ offi ce. This decision stemmed from Jack’s love of historic buildings and the company’s desire to present an image progressiveness and vitality to clients. “I like historic buildings. I just like the way they feel and I had a real desire to fi nd that kind of building”, said Mr. Livingood. The search for a suitable building, in downtown Salt Lake City, began with the historic Brooks Arcade building. When the availability of this building fell through, the company leased offi ce space downtown until 2003 when the opportunity to purchase the W.P. Fuller Paint building was presented.

CLIENTS

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Architect Selection/Relations The selection of an architectural fi rm was made before the W.P. Fuller building was even purchased. The fi rm, GSBS, had been involved since the initial Brooks Arcade project and was thusly involved in the initial inspections of the Fuller building to verify its appropriateness for the project.

The relationship that lead to GSBS being selected was based on a long standing rapport between the two companies through previous involvement on numerous projects. Big-D had come to respect GSBS as a fi rm strong in design and thorough in their design-build projects. Along with these foundational strengths GSBS has also been actively researching, pursuing and completing projects with an emphasis on sustainable design. However, these two objectives had yet to be realized concurrently in one building. The reputation that GSBS had established with Big-D through previous interaction made the selection of the fi rm an obvious and confi dent decision.

GSBS was approached by Big-D in 2000, when they decided to relocate to Salt Lake City, with a proposal to fi nd and adapt a historic building for the headquarters offi ce. Having dealt with Big-D in the past, GSBS knew the professionalism and dedication that they had to quality. This project would allow them to exhibit their expertise in both historic preservation and sustainable design. Taking Big-D on as a client was done without hesitation, the respect already established between the two companies made the decision an easy one.

The fi rm was involved from the moment that the relocation decision was reached and moved forward. While Big-D researched and pursued buildings in the area for purchase, GSBS offered their services in evaluating the

potential of these buildings. When the W.P. Fuller Paint building was selected, inspected and purchased, the heads of the two companies hit the ground running, formulating the overall character of the space the client desired.

The initial concepts of how the renovation would take place involved ideas of openness and productivity. Big-D has long believed and maintained that the well being of their employees had a direct affect on the company well-being and therefore placed a lot of stock in creating an environment in which employees would thrive. GSBS took these client goals to heart and began to shape a space in which design elements could enhance the working environment and would meet historic preservation and LEED requirements. Throughout project collaboration, respect and friendship between the two companies was strengthened. The individual dedication to excellence and quality of each fi rm was reinforcing, producing what was an excellent partnership capable of solving the complications of a dually concerned project.

Wallace F. Bennett Federal Building, Salt Lake City, UT, a GSBS and Big-D Construction project.

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DESIGN TEAMGSBS Differentiating themselves as a fi rm that can apply ‘green’ or sustainable, ideas to the building types they know, GSBS has long practiced integrated design with successful results. GSBS boasts of at least a 50% return clientele, and approximately three quarters of their projects in the past year, incorporated sustainable design at some level. They have a history of providing excellence in design quality along with a reputation for sustainable design. “We try to fi nd an opportunity with each client, to have a discussion about applying green design principles”, says GSBS fi rm principal David Brems, FAIA, LEED A.P.

Educating the client about potential energy savings, reduced insurance costs and healthier environments are only a portion of the benefi ts that the client will gain from a building with more occupant control, increased ventilation, lowered pollutant levels, and daylighting. Healthier and happier occupants are more productive and enjoy going to work in a well-lit, well-ventilated and well-designed facility. While they may not always achieve the level of sustainable design that they set out to, the use of green design elements ranging from small mechanical system effi ciency upgrades and operable windows, to projects like the Escalante Science Center and Big-D, that are full-fl edged LEED projects, each serve to bring up the standards of sustainable design. “I think when we are working closely with a client who wants a better building, we usually exceed their expectations”, says Garth Shaw, AIA, LEED A.P., of GSBS.

GSBS has made a commitment to take the opportunity to reverse the trend of global climate change in the way they design buildings. With the deeply entrenched belief that they have an environmental responsibility to the client and the

community to design buildings that will not only do no harm the environment, but also give something back, through client education, leadership challenges and excellent design solutions.

Through identifying and practicing leadership roles in the workplace, and Wabi University, an internally established training program, GSBS encourages their staff members to be actively involved in the American Institute of Architects (AIA) and their communities as well as other realms of the architecture industry. Three of the directors are AIA Fellows and continue to be active within the AIA community. Mike Stransky, FAIA, is active on the documents committee. Mr. Brems, FAIA, is the immediate past chair of the Committee on Design and is currently active with Greening the AIA Headquarters and on the AIA Sustainability Discussion Initiative Group. Third, Stephen Smith, FAIA, is active in National Association of Industrial & Offi ce Properties (NAIOP) and Urban Land Institution (ULI). Other staff members are also serving in AIA Utah capacities and on Planning Commissions, Rotary Clubs, US Green Building Council and Leadership Utah, to name a few. Staff members are encouraged to fi nd opportunities to grow and increase their understanding of their communities. If any employee wants to become involved in a program that will enhance their knowledge and capabilities, the leadership within GSBS try to fi nd ways to support them. On a larger scale, GSBS makes themselves available to help in the community, when the opportunity presents itself, which includes fi nancial contributions to causes that GSBS believes will be benefi cial, on both an individual and societal level.

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Team Often when Mr. Livingood is questioned about the extra investment in their building he will respond, “You can’t put a price on good design.” As part of this investment, some of Big-D’s top personnel were assigned to the job. Mr. Livingood acted alongside company president, Rob Moore, and the company’s board, to make major decisions. The fi nal say, however, rested in Mr. Livingood’s hands. Senior project manager, Kerry Arnold, who at the end of the project became LEED Certifi ed, was assigned to ensure that the vision of Big-D and GSBS were carried through into the fi nished product.

The project was led by Jack Livingood, Big-D CEO and Principle-In-Charge of the proj-ect. Mr. Livingood was a leader whose vision was the driving force in a project that would eventu-ally become an icon for his company and a cen-terpiece for good design practice throughout the country. His leadership and willingness to collab-orate with design professionals allowed a blighted warehouse to become an exceptional workplace and a model for future adaptive reuse projects.

Principal David Brems, lead the team from GSBS. Mr. Brems played an active role and assumed overall responsibility for the project. Mr. Brems was the main spokesperson for the

project and maintained direct communication with Mr. Livingood. Dale Berreth, AIA, LEED A.P. of GSBS was the project lead architect. During the design phase he coordinated the day-to-day communications and activities between the design team and the client. Mr. Berreth led the design through many iterations and tested ideas for compliance with LEED and The Secretary of the Interior’s Standards for Rehabilitation and Guidelines for Rehabilitating Historic Buildings. To ensure the success of a project with such stringent requirements it was important to effectively coordinate design issues with consultants. Mr. Berreth’s responsibilities included integrating consultant requests into the project’s design.

Other members of the GSBS offi ce, that played a major role in the project, included Justin Jacobs, Assoc. AIA, LEED A.P., Garth Shaw, AIA, LEED A.P., and Clio Miller, Associate AIA, LEED A.P. Mr. Jacobs was the project manager for GSBS. He led the project through the documentation and construction processes. Mr. Shaw and Ms. Miller acted as LEED coordinators for the project and along with Kerry Arnold played an important role in the tedious documentation required to apply for LEED Certifi cation.

Gilles Stransky Brems Smith PC Team

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Constituencies The voices that contributed to the project included the Redevelopment Agency of Salt Lake City, the Salt Lake City Building Department, the SHPO’s offi ce in the State Department of History, the Department of Interior, the Utah Heritage Foundation, US Green Building Council (USGBC), GSBS, their engineers and consultants, and Big-D’s construction management team with their consultants, subcontractors and craftsmen. To obtain the LEED certifi cation and Historic Preservation tax credits, the most important groups involved were the USGBC and the Department of the Interior.

The phenomenal success of the Big-D renovation has provided another feather in the GSBS cap and is used as an example of their in-depth knowledge of sustainable design and as an illustration of the fi rm’s ability to adapt to client-specifi c needs. This project also helped to convince, current Salt Lake City Mayor Rocky Anderson, to issue an executive order for all new and signifi cant remodeled Salt Lake City buildings to be at least LEED Silver Certifi ed. Mr. Anderson and other mayors of 27 U.S. cities have joined together under the U.S. Mayors Climate Protection Agreement to reduce greenhouse gas emissions by 7% below 1990 levels by the year 2012. Currently, the city of Washington, D.C. requires all private development to submit LEED checklists. Yet other cities require that all municipal buildings receive a rating of at least a LEED Silver rating. LEED seems to be quickly becoming code.

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LEED/PRESERVATIONLEED Certifi cation The Big-D corporate headquarters was an interesting blend of an historic preservation and LEED certifi ed project. These two programs were, by their very nature, in opposition. LEED focuses on energy conservation and effi ciencies of the building, while the Secretary of the Interior’s Guidelines are concerned with preserving the nature and aesthetic character of the historic construction of a building. These historic construction techniques often do not satisfy current energy and technological requirements.

Another factor in the project was the location, on the west side of Salt Lake City. This area has historically been an industrial warehouse district complete with accompanying rail yards. At the time of purchase it was a blighted area in transition. The Big-D building was a catalyst to the revitalization in this area. This combination provided an additional incentive to obtain redevelopment tax credits.

Sustainability is a “holistic approach”, not just energy conservation. LEED Certifi cation is a way to say that “you really did it”, according to Mr. Brems, of GSBS. LEED Certifi cation takes into account recycling, water and energy conservation, health, emissions and innovations that have the ability to positively impact our earth. Convincing Big-D to reach for a LEED Certifi cation was not diffi cult. Mr. Livingood had not considered a LEED building, but when GSBS brought it up, “it just made sense [to him].”

Since Mr. Livingood has always had a predilection for preserving old buildings the W.P. Fuller building was seen as a great opportunity. Revitalizing the West’s fi rst poured-in-place completely concrete building created the type of dynamic and healthy working environment

that would allow the employees to communicate easily, quickly and help to generate a synergy and sense of satisfaction. By utilizing the process of LEED Certifi cation, the teams of Big-D and GSBS were able to be environmentally conscientious during the preservation process which also resulted in cleaner air, a much higher quality of light, and a way for the employees to connect and work together as they never had in their previous facilities. Of this Mr. Livingood says, “I had one employee tell me they had less sick days here than in any other building they’ve worked in – that was satisfying.” Being the fi rst LEED gold certifi ed building in Utah, as well as achieving the U.S. Secretary of the Interior’s Standards for Rehabilitation and qualifying for a listing on the National Register of Historic Places was a substantial accomplishment.

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Historic Tax Credits Communities have a sense of identity, which has its foundation in its history, stability and orientation within that community. Since 1976, the Federal government has encouraged and provided different means in which private entities could help to revitalize a community. The program which Big-D used was the Federal Historic Preservation Tax Incentives program which has been the government’s most successful community revitalization program as well as being cost-effective.

First, in order to achieve the Federal historic preservation tax incentives, the building undergoing major renovation must be a certifi ed historic structure. To be a historic structure the building either had to be listed on the National Register of Historic Places or be located in a registered historic district and certifi ed by the National Park Service the agency within the U.S. Department of the Interior charged with administering this program as contributing to the historic signifi cance of that district. Determining whether the building contributes to the historic signifi cance are items such as the location, design, setting, materials, workmanship, feeling and association to the district’s sense of time, place and historic development. While the building was located in the registered historic warehouse district in Salt Lake City, which allowed the pursuit for the rehabilitation tax credits, the building itself was not listed on the National Register of Historic Places. Big-D applied for an evaluation of signifi cance for the Historic Registry designation and was awarded the designation in December of 2003, allowing them to move forward with the renovation and rehabilitation.

Secondly, the National Park Service had to certify the rehabilitation. The National Park Service approves the rehabilitation if it

is consistent with the historic character of the property and the district in which it is located. The unique presence of the W.P. Fuller Paint building of modest Art Deco design, is in a very prominent location within the warehouse district and has a strong historical signifi cance to the area.

The rehabilitation has to conform to the Secretary of the Interior’s Standards for Rehabilitation, so the entire project is reviewed, including any related demolition and new construction. One requirement is that the building has to either be used for its historic purpose or used in a way that requires minimal change to the defi ning characteristics of the building and its site and environment. Any new additions, exterior alterations or related new construction shall not destroy historic materials that characterize the property and new work has to be compatible in massing, size, scale and architectural features, yet differentiated from the old. While the original use of the W.P. Fuller paint building was a warehouse, Big-D Construction has managed to successfully convert this space into a world-class offi ce and headquarters without having any detrimental impacts to the original character of the building.

The IRS is the entity that represents the Department of the Treasury for approval of the renovation tax credits and there are basic requirements that must also be met, which include the building must be depreciable, the renovation must be substantial, the building must be placed back into service (returned to use) and be a certifi ed historic structure at that time.

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LEED vs. Preservation The goals of obtaining rehabilitation tax credits, having the building listed on the National Register of Historic Places and LEED certifi cation, can put requirements for success at odds with each other. LEED’s main concern is the ability to conserve energy, reducing energy use over all through passive systems and make use of alternate renewable forms of energy where required. Rehabilitation focuses on the preservation, repair and maintenance of the original historic building and its original materials. In many cases those materials are ineffi cient where energy use and energy loss is considered. While the Secretary of the Interior’s Standards for Rehabilitation and Guidelines have some fl exibility, it really was the fl exibility and different levels of certifi cation of LEED allowed for the successes of Jack Livingood’s goals that were fi rst established at the onset of the project.

The very fi rst goal was to be considered a building with cultural and historic value worthy of preservation and to be added to the list of the National Register of Historic Places, which would open the door for the Federal historic preservation tax incentive credit of 20% to assist in the rehabilitation of this Art Deco building as Big-D’s new corporate headquarters.

LEED certifi cation requires a minimum number of points to be achieved through various means with a graduated ranking for Silver, Gold and Platinum levels of certifi cation. The minimum number of points to achieve LEED certifi cation is 26. Big-D was successful at gathering an impressive 39 points. The appropriate use of site, reducing pollution and automobile impact by keeping parking lot size to a minimum and allowing access to and means that encourage alternate forms of transportation

were only some ways in which Big-D earned LEED points. Other ways included reducing the heat island effect of the roof and pavement, light pollution, and water effi cient landscaping.

Points earned toward LEED certifi cation for energy performance were limited due to the stringent requirement by the Secretary of the Interior’s Standards for Rehabilitation to use and restore the original multi-light single-paned warehouse steel sash windows and maintain the original glazing thickness. It was important to achieve the same fractal appearance of these original windows. A compromise was met with the restoration of the original steel sash and a very special thermal glass that maintained the thin profi le of the original windows, which allowed for reductions in energy loss in comparison to the originals. Great attention to detail was given to the restoration by bringing specialized window experts out of retirement to perform the work.

Prominent water tower at “4th & 4th,” Salt Lake City, UT

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Environmental Quality Evaluation To achieve a comfortable working environment, there are several things that are important to consider, such as the monitoring of carbon dioxide (CO2) levels within the building, insuring the ventilation of the building is effi cient and effective, materials used in construction and for furnishings do not emit fumes, the temperature is comfortable and will not fl uctuate drastically and a high amount of daylighting and exterior views.

Big-D was able to design their ventilation system so that it exceeded the minimum outdoor air ventilation rate required by the ASHRAE Standard by more than 30%. Using low- or no-VOC (Volatile Organic Compounds) adhesives, paints, carpeting and composite wood materials during construction and for furnishings provides a clean and healthy atmosphere that the employees noticed, even the fi rst day the building was occupied. Plants located throughout the building help to generate oxygen and provide a pleasingly aesthetic and calming environment that the employees notice and appreciate each day.

Air intake louvres in open position

MERV-13 high effi ciency air fi lters

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SERVICESBuildingExterior Standing conspicuously on a key corner within the former warehouse district of Salt Lake City, is the modest Art Deco style Big-D Headquarters building with a distinctive personality that speaks of a quiet and powerful simplicity. The corner of 400 South and 400 West, often referred to by the locals as 4th and 4th has been, and continues to be, an important intersection as these two major streets connect to the city and the interstate and, at one time, had a direct connection to the rail system. Further emphasizing the prominence of the building and dominance of the site is the lack of a set back from the sidewalk, instead the building and sidewalk share the same plane.

Above the building’s fl at roof, the prominent corner tower, that once housed W.P. Fuller Paint’s large water tank, rises into the skyline on four simple pilasters and now hides the new evaporative coolers. It is topped with simple, yet elegant, fully refurbished diamond markers that hint at the building’s former owner and the age and history of its construction. This diamond and line motif is also carried throughout the building.

In 1922, the cast-in-place concrete construction was the best and newest technology that W.P. Fuller could employ in an attempt to insure the building’s resistance to earthquake movement and fi re, a concern since he had lost everything in the 1906 San Francisco earthquake. It is believed to be the fi rst of its kind in Salt Lake City, and possibly even the western region. Its look is clean and streamlined giving it a modern appearance.

Additionally, plywood was very expensive, so rather than the typical concrete forms that we see today, individual 1”x8” wooden boards were

used for the formwork. Finally, rather than hide the structure behind brick, as was typical of the time period, the building was given a smooth stucco fi nish and truly express the fi ne craftsmanship of the building. With concrete being so expensive, at the time, a way to reduce building costs was to add windows and minimize the volume of concrete needed for the job. At the time, windows happened to be cheaper than concrete and thus the Fuller Paint building was designed to have a signifi cant number of large windows.

Condition of W.P. Fuller Building at project initiation

Rendering of completed north elevation

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Windows The success of being able to achieve the accomplishments of LEED Gold Certifi cation and a place on the National Register of Historic Places, did not come readily or easily. There were many issues that provided opportunity for innovative ideas that would satisfy the requirements for both LEED and Historic Preservation. Among these opportunities for dual requirement fulfi llment, were the multiple-paned steel-sashed window units that required particular consideration. The special attention required for these windows came from three different sub-contractors and were installed by specialists brought out of retirement. Thin, energy effi cient double-glazed units were used, to satisfy the energy savings required for LEED and the historic importance of the original look and feel of the windows for The National Park Service and the SHPO. Additionally, similar specialized laminated glass was used on the east and south faces to cut down the traffi c noise to the building.

The windows became a major design elements because of the role they played in both the LEED program and the historical requirements. The objective of the windows was to be thermally effi cient for energy conservation, street noise controlled for the comfort and productivity of the employees, and maintain the steel sash aesthetic. The process to achieve these goals consisted of three different subcontracting companies. Instead of reproducing the steel sash windows the originals were transported to Colorado where the glass was removed and the frame sandblasted clean. A glass company prepared and installed a double glazing of ¼” thick thermally effi cient glass in the individual frame openings. Detail was considered to the point that the sealant bead was molded in place by hand to avoid the look of uniformly ‘machined’ windows. Because each pane of glass was individually set the exterior

of the building retains a slight fractal variation of refl ection in the glass that gives the building a shimmer of authenticity and was also required by the Secretary of the Interior’s Guidelines for historic preservation and rehabilitation.

Large reconditioned window at entrance

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Main Entrance The new main entrance did not require a historic design, as it was going to be a new addition to the building and not intended to be representative of a historic entrance that never existed. The Secretary of the Interior’s Standards for Rehabilitation only required that the new entry be unobtrusive and not destroy the character defi ning features of the building and site as well as being compatible with the historic character of the site to preserve the historic relationship between the building, landscape features and open spaces.

The original front door was located on the south side of the building, directly on 400 South. For convenient access to the parking lot, this has since been moved to the north side, and a canopy addition, reminiscent of the curve of original rail spur, enhances this entrance without detracting from the original historic building. Taking care to coat the exterior concrete with Elastomeric rubber for protection and then matching the original ochre color of the building also preserves its historical accuracy.

Scale model of Big-D Construction entrance canopy

Site plan illustration showing context and landscaping

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Signage Once the SHPO, in conjunction with the National Park Service, and the United States Building Green organizations were satisfi ed with the outcome of the new offi ces of Big-D, the signage became an issue with Salt Lake City zoning ordinances. Historically the signage on the northeast corner of the building exterior fi lled the wall. It was considered a built-in billboard for traffi c coming from the city center further to the north. Big-D initially planned on using the façade as it had been used historically. The planned size of the construction worker mural, Big-D company logo, turned out to be too large for current city zoning, even though it compared to the former predecessor’s sign. Current code regulates that signage can only take up 20% of the building façade. A compromise was met and after reducing the size of the signage, Big-D was able to paint it on their building.

Big-D Construction Man company logo

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Interior Unlike a new building, the nature of an adaptive reuse project striving to obtain historic preservation tax incentives infl uences any concept or metaphor used in the design. In response to this limiting factor on a ‘holistic’ building expression, a more focused concept was generated for the interior of the building. As Jack Livingood explored the abandoned warehouse he began to have ideas of this space being opened up so that the vitality and energy of the staff and company working could radiate and fi ll the space. Jack also wanted to keep the industrial feel of the building which would be consistent both with its history and the construction industry. These two concepts would meld with both LEED and the Secretary of Interior’s Standards and Guidelines for Historic Buildings requirements to produce an incredibly well designed and comfortable work space for Big-D.

Lobby and atrium space showing dayllighting

Ground fl oor prior to removal of concrete fl oor slabs

Big-D Construction proposed main level fl oor planW.P. Fuller Building main level fl oor plan

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Atrium/Stairs The original function of the W.P. Fuller paint building was as a warehouse that would store the paint product both for local use and to be shipped out to other areas by rail. The basic layout and organization of the space was therefore very open allowing for fl exibility. Each fl oor had a large open storage area and access to a fright elevator that connected the fl oors and loading dock. The poured in place structure consisted of a regularized 21’ by 21’ grid with concrete columns and beams supporting a slab fl oor. The fl oor slabs were poured with special consideration given to what would happen in the event of a fi re. From the storage area the fl oors are sloped to the exterior of the building with the equivalent of scuppers protruding from the building. This slope would direct any spilled liquids to the exterior of the building. In the stairwells the fl oor slabs are sloped towards the interior of the building with a slight lip on the edge of the treads. Having the slope in the stairwells provided a safer exit passage for anyone in the building because it would remain clear of slick, fl ammable paint and other chemicals. When refi tting the building in 2004 the storage area received the most dramatic structural changes in the building with large sections being removed to add what is the highlight of the interior space.

The atrium provides additional daylighting to the center of the building, through the large skylight above. The sculptural quality of the glass stairs, combined with the movement of the large ceiling fans, create an active and dynamic core to the entire building; a vision conceived by Mr. Livingood to be bright, open and airy, and a place where you can see the activity and life within the company. To use Jack Livingood’s words, “see the wheels in motion.” This incredible space isn’t the only thing that is activated and invigorated. Many employees confess to the tendency to

use the stairs instead of waiting for the elevator.

With light sensors controlling the light fi xtures within the atrium, there are only few occasions when the lights are actually on, during the day. According to employees, the atrium allows for easier wayfi nding through the building, because there is always a reference point and the openness that it has created eliminates any feeling of confi nement.

Embossed glass stair treads rising through atrium

Jack Livingood’s vantage point

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Saw/Core Drill The beginning of the renovation process begins with removal and demolition of portions of the building. The majority of the demolition done on this project revolved around the removal and reuse of concrete. A large central section of the warehouse storage space would be removed to allow space for construction of atrium that would run the entire depth of the building. The removal of this section required some ingenuity on the part of the contractor. For Big-D, ingenuity is part of being a premier construction company.

To remove the section of concrete from each fl oor slab for the atrium the company devised a method of straight cutting with special diamond saws that would eliminate the overcut at the edges that usually occur in slab removal process with a circular cut blade. The removal of the fl oor slab, through the hole in the roof created by cutting out the large skylight, required a considerable amount of care to avoid damage to the raw cut edges of the concrete which would be the fi nal condition of the edges of the atrium. The skylight and fl oor slabs were lifted out by crane. Once removed from the building the concrete was then ground on site as base material for the parking lot. The reuse of 100% of the removed concrete credited the building on the LEED checklist requirements as well as saved on disposal fees. Once the slab sections were removed from the building the construction of a focal point could begin.

The atrium that cuts through each fl oor of the building was the realization of Jack’s desire to unify the building with an element that would display and enhance the connectivity of the offi ce. The initial concept in the atrium was to spotlight a circular staircase that would corkscrew down the core of the building uniting the different fl oors. As the building structure was analyzed, the size

and proportion of the atrium began to solidify in the design process; the circular staircase began to go through different iterations to meet the needs and parameters. The reevaluation of the stairs produced ideas about materiality that were implemented in the end product. The fl ight of stairs between each fl oor and bridges spanning across the atrium space were constructed of steel frames and a double layer of diamond-embossed, no-slip glass treads. The use of the diamond-embossed glass resulted in a very bright energetic space due to the light from the atrium skylight illuminating the space.

One of the unusual concrete capitals

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Ventilation ducts To keep the industrial feel of the building Big-D decided to leave the duct work exposed and install acoustic ‘cloud systems’ below the ducts in sound sensitive areas. In the main lobby of the building a large return duct was installed in the waiting area. When the HVAC consultant informed the client that the duct requirements was signifi cantly smaller than the 6’ diameter duct chosen, the client rejected the idea of reducing the size of the ducts. Even though the return capacity did not have to be as large, they wanted to keep the large duct to overstate the industrial character of the building in the lobby. The placement of this large duct required even more innovation in the demolition process to provide the size required. A circular hole needed to be removed from the fl oor slabs to accommodate the large return duct. Big-D managed to devise a 6 foot diameter core drill which was a fi rst in the construction company’s years of experience. Placement of the 6’ duct in the lobby both enhanced the construction ambience and alludes to the mechanical systems used in the building. The mechanical systems controlling the interior environment of the building were a large part of achieving LEED points and becoming certifi ed.

Large fans used to assist in ventilation

Six foot diameter air ducts in the lobby/reception area

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Mechanical Systems When the building was renovated into offi ce space there was little use for a freight elevator. Therefore, the existing elevator shaft was used as a mechanical shaft. The mechanical consultants for the building, Climate Control Corp., incorporated a “state of the art” digital environment control system. Fresh air is taken in through the freight elevator shaft of the building which is regulated by the digital control systems reading the interior environment status and adjusting the louvered intake according to need. Once the air is brought into the building it is then fi ltered using MERV13 fi lters with 80-90% effi ciency to remove impurities. The air is then humidifi ed and ducted to different locations in the building as needed. The performance and monitoring of the air quality in the building are a major part of providing a healthy environment for the inhabitants and acquiring LEED points. Some additional air quality factors that are monitored include carbon monoxide (CO) and continued ventilation effi ciency.

View of column collonade and skylight

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ProgramDaylighting Many of the LEED requirements are designed to improve the healthy quality of the environment on the inhabitants of the building. Much consideration is given to views and day lighting impacting the mental and emotional health of the employees. In the LEED checklist there are points given for the percentage of people that have direct views to the exterior of the building. To accomplish this ratio of people to exterior window units the separation between the offi ces and the interior workstations needed to allow connection to the exterior. This connection was included in the work space in a beautifully detailed door system which separates the offi ces from the workstations. The dark wood sliding doors and the walls adjacent are constructed with large panes of glass that allow the light from the large exterior windows in the offi ce to fi lter through the space and into the interior space of the building where the workstations are placed. These transparent doors not only allowed for shared lighting but also reinforced the connection between employees in the company and the unifying of space. The dialogue between the staff and managers is encouraged through this transparency. Unfortunately, due to the depth of the offi ces, the most interior wall did not register quite enough light to be considered for the daylighting qualifying point for LEED certifi cation.

Offi ce Bistro Community and connection has priority in this building. The atrium serves as a connection for the community on a company level while integrated into a corner on the fi rst fl oor level the community aspect is reinforced on a personal level by a bistro and mail area. The bistro was proposed by GSBS in an effort to make a quality space where people could enjoy lunch and socialize. This area is utilized throughout the day as lunch and break time

destination providing a chance to get away from the desk and interact with other employees.

Shower, Bike Rack, Carpooling Other items included in the building that encourage a healthy lifestyle for employees are a shower in the basement restroom and bike racks in the parking lot. Points on the LEED checklist are also awarded for these features. A healthy lifestyle for employees does not end there, carpool spaces located closer to the building are also awarded as they are viewed as an incentive in lifestyle changes that will benefi t not just an individual’s health, but the health of others and the environment.

W.P. Fuller Building second fl oor plan

Big-D Construction Building propsed second fl oor plan

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Post Occupancy Evaluation When asked if they could change anything about the building, Big-D employees felt that, as far as the building design, layout, and atmosphere, they really would not change a thing. These employees represented a diverse cross setion of the company, from a 6-year veteran to a new hire of one month. This group occupied various locations inside the building from the mezzanine level to the upper level corner offi ce. The only minor complaints made by employees were: the west stairwell, with its sloped landings, small glare issues near the atrium, the lack of a restroom on the mezzanine level, and a high-pitched “white noise” from the mechanical system.

For a building that is completely constructed of exposed concrete, it does not have an echo or noisy sound quality. A new hire, of only one month, thought that the “white noise” was disturbing at fi rst, but the sound soon became lost in the background. Another employee noted that after hours when the mechanical system shuts down the building sounds eerie.

All of the exterior offi ces are roomy and comfortable. There is no reason to covet an offi ce on a higher fl oor or anywhere else within the building, as they all are uniform, with the exception of the third fl oor corner offi ces. These are reserved for the high management. These outer offi ces all offer exterior views and because of the glass doors and transom windows the interior cubicals have a view to the outside as well. One employee said, “I don’t think there is any bad location”. There is a feeling of openness and approachability due to the amount of visibility that employees have everywhere in the building. Attributing to this are the low cubicle dividers, visibility into and through the exterior offi ces, the larger than usual amount of daylighting

within the building and the atrium with its glass staircase. “This building is much different than the previous offi ce, which was claustrophobic. I never realized how closed in I felt at the other building, until we moved into this building. You can easily fi nd your way around, unlike the maze we had before”, said one employee.

The building temperature is basically constant and comfortable year round with no noticeable hot or cold spots. This was not the case in the previous building.

One of the employees’ favorite spots in the building is the Bistro. This is the mail room and break area. Located on the main fl oor it gives the employees a place to have informal meetings and social interactions. While there are several good eateries quite close to Big-D, many of the employees chose to eat their lunch in the bistro.

The “Bistro”

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DELIVERY “The design evolved from start to fi nish. It was a work in progress and details changed during construction. This is a big advantage of the client and contractor being the same entity. They didn’t expect a complete design at the end of CD’s and we didn’t give it to them. We saw problems and opportunities as demolition and construction progressed and adapted our design to them”, says Dale Berreth, Project Designer for GSBS, about the design delivery process used on the Big-D project. Working with an owner on a project that also acts as general contractor is a unique opportunity for an architect. GSBS architects saw the potential benefi ts of this arrangement and were able to use them for the mutual benefi t of all parties involved in the project. The result of this approach was stronger collaboration between participating parties and a greater sense of collective teamwork.

The Big-D building was a partially fast tracked design-build project. The architect, GSBS, contracted directly with Big-D Construction for the delivery of this project. Standard contracts were used in the project typical to most design-build projects. This delivery method implemented provided to be very effective for the needs specifi c to this project. Big-D construction’s vested interest in the project gave them extra motivation to achieve a project that not only met bottom line goals but to create a fi rst class quality workplace and an icon for the company. Fast tracking the project not only allowed Big-D to meet a targeted move in date but it also allowed GSBS to discover potential pitfalls and opportunities as the project proceeded through the demolition process. The design of delivery procedures for this project were crucial to achievement of the stated goals, however, even more important to this process was the personal stakes at hand to the client/contractor. Their

interests in the project allowed them to structure delivery methods to best achieve their goals.

This renovation process implemented the practice of integrated design. Bringing all parties to the table from the outset of the project facilitated effective collaboration. All parties including architect, contractor and consultants introduced design ideas and solutions. Weekly meetings and design charettes ensured that as many potential solutions to design challenges were proposed as possible. The differing parties worked together to achieve solutions as a team. Agendas to weekly meetings were provided in advance so that members of the design build team did not have to attend portions of the meetings not applicable to themselves. Jack Livingood commented on the role of the consultants in the process, “All of the consultants participated in collaborative idea sharing. Structural, mechanical, and electrical consultants played an invaluable role.” When asked if there were any major disputes in the process he answered, “There were healthy differences of opinion, but no real disputes. Nothing required a dispute resolution process.”

Architects and contractors can have differing opinions of each other’s professions. However, it is also common to fi nd strong mutual respect between the two professions. Mr. Brems, principle architect, enjoys working with contractors as clients. He said, “Contractors tend to be good clients. They understand that the design and construction process is not perfect and requires looking ahead by both parties to avoid problems.” GSBS truly enjoys working with contractors because of the professional nature of the relationship. This willingness to collaborate with the contractor was a major reason in their selection as architect for job. The selection of GSBS by the contractor was not only based upon past performance

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on similar project types, but a mutual respect developed through years of willingness to work together as collective teams on other projects.

A traditional design/build contracting process was used in the project. The dual role of owner-contractor negated any need for owner/builder contracts. GSBS contracted directly with Big-D construction to provide design services including construction documents. Normal design/build contracts with the contractor and architect were agreed upon. Consultant coordination was provided under the architect’s scope of work. All design and engineering work, including the energy study was coordinated and integrated by GSBS. GSBS negotiated a fee not to exceed payment model with the contractor. They provided standard architectural services but were able to reduce the amount of construction observation due to the contractor’s vested interest in the project.

Each team assigned top personnel to the job. Big-D was genuinely interested in creating a quality workplace for its employees and an icon for the company. GSBS understood the potential high profi le and exciting nature of the project. Big-D CEO, Jack Livingood, personally led the team for the owner. He and company president, Rob Moore provided oversight to the project. Important decisions were presented before the company’s board with decisions ultimately laying in the hands of Livingood. Big-D selected Kerry Arnold, one of the company’s top project managers, to ensure that the project was completed to the highest standards, on time and on budget.

David Brems was the principle in charge for GSBS. Mr. Brems has a strong portfolio in adaptive re-use projects. He has also been a local champion for environmentally responsible

building. Brems is responsible for pushing Big-D to set a LEED certifi cation as a project goal. Dale Berreth was the project designer for GSBS. He is responsible for leading the project through several design iterations and establishing aesthetic guidelines for the project internally and for consultants playing a role in the design. Mr. Berreth led the project on a day-to-day basis during design phases but gradually handed that responsibility to project manager Justin Jacobs as the project proceeded into the documentation and construction administration phases. Mr. Berreth worked with LEED coordinators Garth Shaw and Clio Miller to test and implement design tactics that would allow the building to achieve a LEED certifi cation. Their responsibilities included the careful documentation of the project that is required by LEED. In the chain of responsibility David Brems ultimately stood at the top and put his approval upon all work that left the architect’s offi ce. These two teams, contractor and architect, came together alongside all other consultants to form one design build team that collaborated effectively as a whole.

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MEASURES

Client Measure Big-D looks at the success of the project by measuring its environmental impacts, historic preservation, and workplace satisfaction. Most of the original building was adapted into the new space. Of the original 69,600 square feet of fl oor space 67,900 remained. The design reused 96% of structural elements, 97% of shell elements, and 95% of interior elements. 503 tons of material from the project was recycled. All of the concrete and steel that was removed during the renovation was recycled. Nearly 75% of this material was recycled on-site. Construction waste was also monitored very closely. 81% of the construction waste was diverted from the landfi ll. The project used a collection service that sorted the various waste materials and sent it to different companies for recycling. The energy systems used provide a 34% higher energy savings than today’s standard offi ce building, by using much less energy than the average system. Three LEED credits for innovation in design were achieved; one for low emitting furniture, one for education, which required a permanent display for visitors, and wind power. The building has utilized wind power to offset the buildings carbon emissions by purchasing two years worth of wind credits.

The preservation of the exterior was achieved by simply painting and cleaning the surfaces. The windows also proved to be a successful endeavor. All 189 of the building’s original windows were successfully refurbished and placed in their original locations.

The employee satisfaction is very high. This is due to open space, extended views through the majority of the building, natural daylight, and a higher air quality. The owners value their

employees and this is demonstrated through the work environment that they have provided.

One of the negative aspects of the project was the projected budget and the fi nal cost. The rehabilitation of the W.P. Fuller building started on December 15, 2003 and was completed and occupied on December 27, 2004, barely over a year later, costing $6.5 million dollars. Originally, the estimated costs of rehabilitation were set at $4.5 million for the building and $500,000 for additional amenities that include the parking lot, landscaping and site work. Another aspect was the loss of LEED points in the daylighting credit. The project only received 71% of adequate daylighting which is 4% short of the required percent.

Proposed 3-D perspective rendering

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Summary Big-D Construction’s success in renovating the W.P. Fuller paint building can easily be measured by the achievement of becoming one of the nation’s fi rst projects to receive credit for both attaining a national historic preservation 20% tax credit while simultaneously balancing requirements necessary to achieve a LEED Gold certifi cation. This in itself is an outstanding accomplishment, however, the true accomplishment of this project is the gift the building itself has given to its users. A building does not make a name for itself by accomplishments achieved on paper or by the plaques that hang on its walls (which in Big-D’s case are many), but measures its success by testimonies from the user groups it effects impacts.

Each day over 100 employees at Big-D Construction look forward to entering the doors of a work place that promotes increased productivity, social interaction, and an overall positive state

of being. This impact inevitably expresses itself beyond the employees themselves. Their well being promotes a higher standards in work and improves professional relationships. Positive work experiences only carry over in to employees private lives. Big-D has had a signifi cant impact on downtown user groups.

These effects are diffi cult to quantify but they have signifi cantly contributed to a safer and more energetic downtown environment. The indirect impacts this building will have are even more diffi cult to assess as it stands as a national standard for care in restoration of historic buildings and environmentally conscious design. This project is the result of big ideas and the perseverance of multiple groups to follow through and make these ideas reality. The project was not simple but Jack Livingood stated it the best when he said, “You can not put a price on good design.”

Big-D Construction corporate headquarters