the line magazine, fall 2015

Fall 2015 O F F I C I A L P U B L I C A T I O N O F T H E T E X A S M A S O N R Y C O U N C I L Volume 19, No.3

T H E M A S O N R Y M A G A Z I N E O F T E X A S

LINETHE

2015 GOLDEN TROWEL AWARDSTexas State University: Home to One of Four Concrete Industry Management Programs

Watch Factory Transformed for Modern Mixed-Use

10 Trends Defining the Construction Industry

TEXAS MASONRY COUNCIL 2015/2016

EXECUTIVE COMMITTEE

PRESIDENT Thad Cleckler

Hanson Brick & Roof Tile

1ST VICE PRESIDENT Ben Wheaton

C.W. Oates Masonry

2ND VICE PRESIDENT Bill Seidel

Acme Brick Company

SECRETARY/TREASURERMel Oller

Hoggatt LP

IMMEDIATE PAST PRESIDENT Romeo Collazo

ROC Construction, Inc.

BOARD MEMBERSTrey Atwood, Featherlite Building ProductsDebbie Brady, Hanson Brick & Roof Tile

Rusty Haile, Acme Brick CompanyStan McCarthy, Acme Brick Company

Eric Graves, Headwaters Construction MaterialsJim Wise, Boral Building Products

Bruce Fowler, Texas Building Products/Builders Equipment & Supply Company

TMC STAFFASSOCIATION MANAGER

Lindsey StringerP.O. Box 4278

Waco, Texas 76708Office: 254-300-4544Cell: 254-230-5717

[email protected]

Executive Vice PresidentRudy Garza

[email protected]

Government Relations SpecialistAustin/San Antonio Region

Kelly [email protected]

Government Relations SpecialistGreater Houston Region

Tony Topping832-883-3709

[email protected]

PUBLISHERFutura Publishing, LLC

Tom Faulkner, Managing [email protected]

Patty Huber, Advertising [email protected]

Neil Faulkner, Copy Editor

Allison Newsum, Art Director

mailto:[email protected]






www.texasmasonrycouncil.org 1

Fall 2015 Volume 19, No. 3

A PUBLICATION OF THE ASSOCIATED MASONRY CONTRACTORS OF TEXAS

4 2015 GOLDEN TROWEL AWARDS

10Texas State University: Home to One of Four Concrete Industry Management Programs

12Watch Factory Transformed for Modern Mixed-Use

1610 Trends Defining the Construction Industry

TABLE OF CONTENTS

DEPARTMENTS2 On the Level

20 Construction Law: Is it Right? And Who Decides?

23 In the News

TEXAS MASONRY COUNCIL 2015/2016

EXECUTIVE COMMITTEE

PRESIDENT Thad Cleckler

Hanson Brick & Roof Tile

1ST VICE PRESIDENT Ben Wheaton

C.W. Oates Masonry

2ND VICE PRESIDENT Bill Seidel

Acme Brick Company

SECRETARY/TREASURERMel Oller

Hoggatt LP

IMMEDIATE PAST PRESIDENT Romeo Collazo

ROC Construction, Inc.

BOARD MEMBERSTrey Atwood, Featherlite Building ProductsDebbie Brady, Hanson Brick & Roof Tile

Rusty Haile, Acme Brick CompanyStan McCarthy, Acme Brick Company

Eric Graves, Headwaters Construction MaterialsJim Wise, Boral Building Products

Bruce Fowler, Texas Building Products/Builders Equipment & Supply Company

TMC STAFFASSOCIATION MANAGER

Lindsey StringerP.O. Box 4278

Waco, Texas 76708Office: 254-300-4544Cell: 254-230-5717

[email protected]

Executive Vice PresidentRudy Garza

[email protected]

Government Relations SpecialistAustin/San Antonio Region

Kelly [email protected]

Government Relations SpecialistGreater Houston Region

Tony Topping832-883-3709

[email protected]

PUBLISHERFutura Publishing, LLC

Tom Faulkner, Managing [email protected]

Patty Huber, Advertising [email protected]

Neil Faulkner, Copy Editor

Allison Newsum, Art Director

Cover Photo: Texas Public Policy Foundation, AustinMasonry Contractor: Brazos Masonry, Inc.

www.texasmasonrycouncil.org







2 Texas Masonry Council | The Line

On the LevelTHAD CLECKLERPREsiDEnT

TExAs MAsonRy CounCiL

The Texas Masonry Council recently wrapped up their fis-cal year, and now new leadership is hard at work prepping for another successful year. Part of the challenge of leading a suc-cessful organization involves distinguishing goals and following through to fruition. As TMC defines its future and capitalizes on the changing construction and business climate, we also want to step back and take a collective look at the accomplishments over the last year, and how those accomplishments are setting the stage for another high-yielding year.

MEMBERSHIPThe TMC is a membership organization built on the foun-

dation of a steady influx of members. Membership growth and retention is necessary to help accomplish goals and provide a voice for the industry. With the entrance of the millennial gen-eration, this next year we will be calling upon this collaborative generation to step-up, volunteer, and lead our organization. Please help us achieve our goal of increasing membership. Do you know of a fellow masonry contractor or supplier that needs to be involved with the premier advocacy organization for masonry in Texas? Take action – get involved!

ARCHITECTURAL AWARENESSIn Texas, schools of architecture are being exposed to mason-

ry products and education via the TMC’s University Masonry Day program. Educating future designers about the beauty, durabil-ity, and versatility of masonry is synergistic with the mission of the TMC to create more market share for every member. This year, the TMC effectively molded the minds of over 200 students, putting masonry into the forefront of their designs. Participating campuses include: Texas Tech University, University of Texas-Austin, Texas A&M University, Prairie View A&M University, and University of Houston

WORKFORCE DEVELOPMENTThe TMC, in partnership with the University of Texas at

Arlington’s Division of Enterprise Development and more than 20 TMC member companies have created an accelerated 8-week, level 1 masonry training school. The classes, taught both in English and Spanish, are currently located in Grand Prairie and Houston. The program’s strategic plan calls for expansion into the Austin, Central Texas, and San Antonio markets. In line with the mission of the TMC, board members and staff are focused on supplying an adequate number of well-trained craftspeople to maintain and support the market share TMC creates.

MASONRY PLANNING POLICY (MPP) PROGRAMTexas is the envy of the nation when it comes to masonry

construction standards due to the hard work of our Masonry Planning Policy (MPP) program. The TMC MPP program is con-tinuing to educate consumers and elected officials about the benefits and advantages of masonry. We now have 272 masonry ordinances! This number includes most of the fast-growing,

dynamic regions of the state. The message is getting through loud and clear to communities across the state.

While we are busy working towards securing ordinances throughout the state, we have added a new team member. We want to extend a warm welcome to the newest member of our public affairs team, Kelly Sadler. Ms. Sadler now serves as Government Relations Specialist for the greater Austin/San Antonio area where she will oversee all aspects of the Masonry Planning Policy program. She comes to TMC with a wealth of knowledge, having served the past seven years at the Texas Workforce Commission.

ANNUAL CONVENTIONSeth Kahn says, “A meeting without community is just a

bunch of people breathing the same air.” Thanks to our dedicat-ed members and friends for coming together as a community to attend the annual TMC convention. This year we hosted another record-breaking annual convention packed with meetings, net-working events, fundraisers, golf, the coveted Golden Trowel awards banquet, and so much more. The meetings and events provide a showcase for products, member recruitment, and establishing networking avenues.

Please save the date for the 2016 Convention: August 3-5, The Westin Downtown Austin.

2015 2014Golf Tournament Players 74 71Golf Tournament Hole Sponsors 68 53Hotel Rooms Sold 234 122Welcome Reception Registration 110 104Thursday Night Fundraiser 125 134Friday Annual Meeting/Lunch 82 96Friday Night Golden Trowel 191 171Live Auction Revenue $83,800 $92,200

We also installed the Association officers for 2015/2016:President – Thad Cleckler, Hanson Brick & Roof Tile1st Vice President – Ben Wheaton, C.W. Oates Masonry2nd Vice President – Bill Seidel, Acme BrickSecretary/Treasurer – Mel Oller, Hoggatt, LPImmediate Past President – Romeo Collazo, ROC Construction

Thanks to all our convention sponsors. Together with your support we raised funds for our top initiatives: Workforce Development, Masonry Policy Planning (MPP) Program, Developing Fire Code Standards, and architectural awareness.

At TMC, we are “Building a Legacy” and are passionate about strengthening and growing the masonry industry. As a call to action we challenge each of you to review your commitment to our industry. Attend a meeting, sponsor an event, volunteer, join the TMC, and bring in a new member.

Visit us on the Web at www.texasmasonrycouncil.org and www.masonryordinance.com.

TMC Presents a Setting for Success


www.masonryordinance.com


2015 Golden Trowel Awards

The 2015 Golden Trowel Banquet was held on Friday, August 7, 2015 at the Westin on the San Antonio Riverwalk in conjunction with the annual Texas Masonry

Council Conference. The Golden Trowel Award Recognition contest and banquet was created in 1989

to recognize and encourage excellence in all phases of masonry construction. Now, this time-honored tradition is the Flagship Awards Event of our industry. Each year the Texas Masonry Council recognizes outstanding architects, contractors, suppliers, and their masonry projects. The highly anticipated awards presentation is conduct-ed by master of ceremonies, Spike Cutler.

Winners from each category first competed at the regional level. After the win-ners were selected at the regional level, those winners then proceeded to the state level of competition.

A state golden trowel winner and honorable mention winner were recognized in each category on the evening of the banquet. Hand-carved stone awards were proudly accepted and more than 200 guests gathered together to applaud Architects, Masonry Contractors, and Suppliers who have demonstrated excellence in masonry.

The Golden Trowel Awards program tradition will continue in 2016 at the annual TMC Convention at the Westin Downtown Austin, August 5th, 2016.

For more information on the Golden Trowel Awards Program, please contact the Texas Masonry Council [email protected] or 254-300-4544.



RESIDENTIAL/SINGLE FAMILY

TEXAS RESIDENCEMASONRY CONTRACTOR: W.W. Bartlett, Inc. ARCHITECT: Curtis & Windham ArchitectsREPRESENTING CHAPTER: Central Texas Masonry Contractors Association (CTMCA)

MASONRY CONTRACTOR: Brazos Masonry, Inc. ARCHITECT: HKS, Inc.SUPPLIERS: Christopher Stuart Cast Stone, Continental Cut Stone, Inc., Blackson Brick Company, Featherlite, Hohmann & Barnard, Inc.REPRESENTING CHAPTER: Central Texas Masonry Contractors Association (CTMCA)

3 ELEVEN BOWIE

RESIDENTIAL MULTI-FAMILY

WEST VILLAGE TOWERMASONRY CONTRACTOR: Artisan Masonry, Inc. ARCHITECT: Good Fulton & FarrellSUPPLIERS: Acme Brick, Builders Equipment & Supply Co., Featherlite, Quikrete, Blackson Brick CompanyREPRESENTING CHAPTER: United Masonry Contractor Association of DFW (UMCA)

HONORABLE MENTION

Golden Trowel Award

Golden Trowel Award



MASONRY CONTRACTOR: W.W. Bartlett, Inc.

ARCHITECT: Jackson & Ryan Architects

SUPPLIERS: Amerimix/Oldcastle Architectural

Texas, Mustang Metal & Supply

REPRESENTING CHAPTER: Associated

Masonry Contractors of Houston (AMCH)

MASONRY CONTRACTOR: Rick Stone

Masonry, Inc.

ARCHITECT: Drewry Martin, Inc.

SUPPLIERS: 1-10 Stone Source

REPRESENTING CHAPTER: San Antonio Masonry Contractors Association (SAMCA)

GOVERNMENTAL/INSTITUTIONAL

INDUSTRIAL/COMMERCIAL

TEXAS PARKS AND WILDLIFE - MOTHER NEFF STATE PARK NEW VISITOR CENTERMASONRY CONTRACTOR: Brazos Masonry, Inc.

ARCHITECT: Clayton & Little

SUPPLIERS: Espinoza Stone, Advanced Architectural Stone, Inc., Featherlite, Hohmann & Barnard, Inc., Quikrete

REPRESENTING CHAPTER: Central Texas Masonry Contractors Association (CTMCA)

TEXAS PUBLIC POLICY FOUNDATION - 901 CONGRESSMASONRY CONTRACTOR: Brazos Masonry, Inc.

ARCHITECT: Sixth River Architects

SUPPLIERS: Continental Cut Stone, Inc., Featherlite, Hohmann & Barnard, Inc. TNT Equipment Company,

Mustang Metal & Supply

REPRESENTING CHAPTER: Central Texas Masonry Contractors Association (CTMCA)

HONORABLE MENTION

HONORABLE MENTION

ST. PETER CHANCERY - OUR LADY WALSINGHAM

THE GATES BUILDING

Golden Trowel Award

Golden Trowel Award


MASONRY CONTRACTOR: Skinner Masonry, LLP.

ARCHITECT: Smith Group JJR

SUPPLIERS: Acme Brick, Featherlite, Headwaters

Construction Materials

REPRESENTING CHAPTER: United Masonry

Contractor Association of DFW (UMCA)

HARDSCAPE/LANDSCAPE

VETERANS MEMORIAL PORTALMASONRY CONTRACTOR: Shadrock & Williams

Masonry, Ltd.

ARCHITECT: Marmon Mok Architecture

REPRESENTING CHAPTER: San Antonio Masonry

Contractors Association (SAMCA)

TERMINAL B SOUTHSIDE REPLACEMENTMASONRY CONTRACTOR: Camarata Masonry

Systems, Ltd.

ARCHITECT: PGAL

SUPPLIERS: Headwaters Construction Materials,

Holcim Cement, Hohmann & Barnard, Inc.

REPRESENTING CHAPTER: Associated Masonry

Contractors of Houston (AMCH)

HONORABLE MENTION

HONORABLE MENTION

CENTENNIAL GARDENS

THE ROBERT M. ROGERS NURSING AND HEALTH SCIENCES CENTER

BLOCK/CMU

MASONRY CONTRACTOR: Camarata

Masonry Systems, Ltd.

ARCHITECT: Bohlin Cywinski Jackson and

White Oak Studio

SUPPLIERS: Mezger Enterprises, Ltd.,

Revels Block and Brick Co., Inc.



Golden Trowel Award

Golden Trowel Award



MASONRY CONTRACTOR: Camarata

Masonry Systems, Ltd.

SUPPLIERS: Mustang Metal & Supply,

Upchurch Kimbrough, Siteworks, Inc.,

Headwaters Construction Materials,

Hohmann & Barnard, Inc., Acme Brick



MASONRY CONTRACTOR: Shadrock &

Williams Masonry, Ltd.

ARCHITECT: Munoz & Company

SUPPLIERS: Acme Brick, Featherlite,

Siteworks, Inc., Kirby Stone Co.

REPRESENTING CHAPTER: San Antonio Masonry Contractors Association (SAMCA)

EDUCATION (K-12)

EDUCATION (COLLEGE & UNIVERSITY)

INDEPENDENCE HIGH SCHOOLMASONRY CONTRACTOR: Skinner Masonry, LLP

SUPPLIERS: Advanced Architectural Stone, Inc.,

Blackson Brick Company, Featherlite, Hohmann &

Barnard, Inc.



SMU RESIDENTIAL COMMONSMASONRY CONTRACTORS: TST Construction

Services, LLC and DMG Masonry, Ltd.

ARCHITECT: KSQ

SUPPLIERS: Acme Brick,Advanced Architectural

Stone, Inc., Bonsal American, Hohmann & Barnard,

Inc., TNT Equipment Company, Amerimix/Oldcastle

Architectural Texas



HONORABLE MENTION

HONORABLE MENTION

MOHAMMEDI MASJID COMPLEX

TEXAS A&M UNIVERSITY SAN ANTONIO - CENTRAL ACADEMIC BUILDING & AUDITORIUM

Golden Trowel Award

Golden Trowel Award

RESTORATION

THE TOBIN CENTER FOR THE PERFORMING ARTSMASONRY CONTRACTOR: Shadrock & Williams

Masonry, Ltd.

ARCHITECT: LMN Architects

SUPPLIERS: 1-10 Stone Source

REPRESENTING CHAPTER: San Antonio Masonry

Contractors Association (SAMCA)

HONORABLE MENTION

CITY OF FORT WORTH PUBLIC SAFETY TRAINING CENTER

MASONRY CONTRACTOR: J&E Masonry, Inc.

ARCHITECT: Komatsu Architecture

SUPPLIERS: Acme Brick, Builders Equipment

& Supply Co., Hohmann & Barnard, Inc.,

Quickrete, Texas Building Products, Inc.



GTLGolden Trowel

Award

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BACKGROUNDThe Department of Engineering Technology at Texas State

University is home to one of four CIM programs across the nation. CIM, or Concrete Industry Management, is an under-graduate Bachelor of Science (BS) degree program that was industry initiated, is industry focused, and continues to be industry supported, both financially and through in-kind contributions. The CIM concept was developed in an effort to cultivate future industry leaders with enhanced technical, communication, and management skills.

For those unfamiliar with the CIM program, it began in 1996 at Middle Tennessee State University in Murfreesboro, TN and has since expanded to include Chico State University in Chico, CA, New Jersey Institute of Technology in Newark, NJ, and most recently Texas State University in San Marcos, TX. While Texas State had its first class of students in 2009, a full time Program Director was not in place until July, 2014. The CIM students and faculty at Texas State are now squarely focused on growing their program in order to be a reliable resource of management track professionals for the broader concrete industry in Texas and beyond.

Many industries, masonry included, have recognized that there is a shortage of both workforce and management pro-fessionals in their respective employee pipelines (see Saxton, summer 2015, The Line: The Masonry Magazine of Texas). However, few have truly made a commitment toward devel-oping a sustainable talent pool. The concrete industry, which

in this context includes materials, production, construction, repair, sales, and more, is one that has implemented measures in support of its future wellbeing. One such measure was the establishment and continued support of the CIM undergradu-ate degree program. This academic program combines general education, engineering, technology, construction manage-ment, concrete specific content, business coursework, and a required summer internship into a four-year Bachelor of Science degree with a minor in business (see Table 1). In Texas, the CIM program is at the maximum allowed 120 credit hours. This program produces broadly educated, articulate graduates grounded in construction management and business.

Several nationally recognized organizations are long-stand-ing financial supporters of the CIM program and have seats on its' National Steering Committee (NSC). These include:

TEXAS STATE UNIVERSITY – HOME TO ONE OF FOUR CONCRETE INDUSTRY MANAGEMENT PROGRAMS

FEATURE

Business Minor CourseworkAccounting in Organizations and SocietyLegal Environment of BusinessManagement of OrganizationsPersonal Financial ManagementPrinciples of EconomicsPrinciples of Marketing

Construction, Engineering, and Technology CourseworkConstruction Contracts, Liability, and EthicsConstruction Materials and ProcessesEngineering Economic AnalysisFundamentals of Architectural Problem‐Solving and DesignIndustrial InternshipIndustrial SafetyIntroduction to the Construction and Concrete IndustryQuality AssuranceStatics and Strength of Materials

Concrete Industry Management CourseworkApplications of Concrete in ConstructionCapstoneConcrete Construction MethodsConcrete Problems: Diagnosis, Prevention and Dispute ResolutionFundamentals of Concrete: Properties and TestingIssues in Concrete and Construction IndustryManagement of Concrete Products - Ordering and SchedulingSenior Concrete LabUnderstanding the Concrete Construction System

1General education course not listed

Table 1. CIM Degree Program at Texas State1



the ACI Foundation, American Concrete Pipe Association, American Society of Concrete Contractors Foundation, International Concrete Repair Institute, National Concrete Masonry Association Foundation, National Precast Concrete Association, National Ready Mixed Concrete Association, the RMC Foundation, Portland Cement Association, and PCI Foundation. At the local level, each university has a financial and advisory support system known as its Patrons Group. Combined with faculty and staff resources provided by the university, this joint venture of national industry, local indus-try, and universities works to supply the local, regional, and national concrete industry with well-trained concrete profes-sionals looking to someday become industry leaders.

THE STUDENT EXPERIENCEBoth the National Steering Committee and local Patron

Groups provide significant financial and in-kind support to the CIM universities. These funds help insure that as many students as possible are exposed to the broadest view of the concrete industry. This exposure can occur in the classroom or in a pro-fessional setting. For example, representatives from all sectors of the concrete industry visit Texas State to help educate and recruit the CIM students. Students and faculty also travel to local professional meetings, construction sites, plant tours, national conventions, and the World of Concrete. Some students have even travelled overseas for unique concrete and construction related programs. The goal of this travel is primarily two-fold. First, the students attend events focused on different sectors of the concrete industry. Consequently, the students become aware, or more aware, of that part of the industry and its related career options. Second, the students meet and interact with current industry leaders. These interactions can lead to summer internships, employment upon graduation, scholarships, or a mentor/protégé relationship, all of which are beneficial to the student and the industry.

SUPPORTING THE TEXAS STATE CIM PROGRAM

At this time, the students at Texas State have little interac-tion with the masonry sector of the concrete industry, whether that be product manufacturing, construction, or anything in between. It's in the best interest of the students and local industry to improve this relationship. From the program side, students and faculty need to attend more masonry focused events and functions. Efforts in this regard are already under-way. The masonry community in Texas should see increased involvement from the CIM program during the 2015-2016 aca-demic year and beyond. From the industry side, outreach to the CIM program, students, and faculty at Texas State needs to improve. Industry representatives are encouraged to work with the CIM faculty to make in-class presentations, arrange for site visits and plant tours, and set up informational days to recruit Texas State students. Further, the local and regional indus-try should have a greater presence in the program's Patrons Group. Currently there are no Patrons specifically representing the masonry industry. Some members, such as cement manu-facturers, are tied to the masonry industry but are not direct advocates. The Texas masonry industry should challenge itself to act quickly on these recommendations.

TEXAS STATE'S CIM PROGRAM DIRECTOR

In July, 2014, Dr. John Schemmel joined the CIM program at Texas State as its first full time Director. He also serves as Associate Chair of the Department of Engineering Technology. Dr. Schemmel has degrees from the University of Wisconsin (BSCE), Lehigh University

(MS), and North Carolina State University (PhD). He was on the faculty at the University of Arkansas, South Dakota State University, and Valparaiso University before coming to Texas State. Dr. Schemmel is a Fellow of, and recipient of the Certification Award from, the American Concrete Institute. He is also heavily involved in ASTM, serving on the Executive Committee for C09 Concrete and Concrete Aggregates. Dr. Schemmel was founder and co-owner of eTEC LLC which pro-duced computer based training on the quality control testing of fresh and hardened concrete. eTEC was sold to ASTM in June 2012. Dr. Schemmel welcomes the opportunity to speak to the Texas masonry industry about the CIM program in San Marcos. He can be reached at [email protected] or (512) 245-3789.




For nearly a century, throngs of area residents of Waltham, Mass., made their way to work in the iconic 1854 factory of the Waltham Watch Company along the Charles River. The first enterprise to produce watches on an assembly line, the company operated in its expansive, 405,000-square-foot facility until 1949, after which a few light industrial and office tenants occupied the buildings. Today, the factory is enjoying a second life, thriving once again through a mixed-use renaissance by Bruner/Cott and Associates (Cambridge, Mass.) that provides innovative living and working spaces in its restored and renovated buildings.

Long-time experts in the restoration, renovation, and adaptive reuse of historically significant buildings and industrial locales, Bruner/Cott recently completed its three-phase, five-year renewal of the seminal factory site. The resulting Watch Factory complex, as it is now known, integrates modern loft apartments and offices with views of landscaped courtyards and the serene river, a small museum showcasing the site’s industrial history, docks at each end of a riverfront park passage, and a public boat-launch to the city’s historic center.

Phase I of the project, completed in 2009, covered approxi-mately 1/3 of the complex’s square footage and includes offices, commercial space, and the museum. Phases II and III, completed

in 2010 and 2014 respectively – and almost entirely residential – encompassed the remaining space. Phase II added 96 units at moderate rents and spaces for a restaurant and café. Phase III added 67 more units and a parking deck embedded in the sloping site. Realized within the guidelines of the Secretary of the Interior’s Standards for Rehabilitating Historic Buildings and approved by the National Park Service, the project marks the firm’s fourteenth conversion of a large industrial complex for changes of use that revitalize their civic roles.

ARCHITECTURAL SIGNIFICANCEThe Watch Factory complex possesses integrity of setting,

design, materials, workmanship, community appreciation, and historic associations. It is significant not only because of its scale and prominent urban setting, but also because of the quality of the architectural masonry in its main elevations, its spatial integ-rity as an ensemble of courtyards enclosed by semi-transparent mill buildings, and its bold roofline treatments.

The factory presents a proud frontage for roughly one-quarter mile along Crescent Street, a main Waltham thoroughfare that parallels the river. Comprising a series of five-story brick entrance blocks and elaborate towers that mark the ends of long factory floors, this elevation – built of orange-red brick masonry with

FEATURE

WATCH FACTORY TRANSFORMED FOR MODERN MIXED-USEBy Henry Moss, AIA, LEED All photos courtesy of Richard Mandelkorn (unless otherwise noted)

Waltham Tower - Before Waltham Tower - After

Photo courtesy of Bruner/Cott

narrow mortar joints articulated by brownstone-capped piers – is remarkably consistent architecturally, despite its erratic and idiosyncratic development. The entrance blocks with elaborate roofs (originally taller and even more ornate) are close to the continuous sidewalk, while 200-foot-long factory facades are set back and separated from the street by sloping planes of lawn. Behind the frontage, the facades were constructed less expen-sively, with rough brick masonry more typical of late 19th century textile mills.

The complex’s street facade conceals a semi-private world of landscaped interior courtyards that open onto an extension of the Riverwalk, a public pedestrian system along the Charles being developed by Berkeley Investments, developer of the Watch Factory project, in collaboration with the Department of Conservation and Recreation. The rear facades of the facto-ry, which create a powerful architectural experience along the waterfront, were built as unpretentious industrial brickwork with six, tall vertical masses dedicated to elevators and other services standing next to the river. The dust-free environment necessary for watchmaking within the buildings led to an ad-hoc approach to their construction that departed from that of the region’s great textile mills and warehouses. Most floors at the Watch Factory are supported by joists and boarded ceilings. Later, upper floors added to existing walls and foundations are sometimes suspended with wrought iron rods from overhead trusses. The earlier buildings next to the river have wood columns, while the later buildings have cast iron versions.

PRESERVATION ACHIEVEMENTS Berkeley Investments’ goal for the site’s rehabilitation was

to maintain the historic significance and appearance of the complex as much as possible, subject to the review process of the Department of the Interior’s Investment Tax Credit program for Historic Preservation. The design and construction of the project was vast and its execution complicated, in part because the factory’s spaces first evolved through a variety of structural approaches.

Preservation aspects of Phase I of the project focused on retaining two buildings along the river and another inside a courtyard that a previous developer had proposed to demolish (with preliminary approval by the National Park Service). Interior spaces were largely left unchanged except for removal of hazard-ous lead paint on windows and brick walls, and the removal of redundant stairs as well as lead-painted ceilings to reveal the structural timber overhead. Phase II incorporated the original management offices of the complex, and treated windows and many areas of stained and varnished interior millwork as special restoration projects.

Phase III carried on the approach to retention with resto-ration and the display of steel stairs and structural elements established in Phase II. Character-defining elements of all exte-riors were treated carefully with interwoven campaigns of repair, restoration, and reconstruction. Meticulous consideration of individual areas of masonry, slate roofing, wood windows, and landscape features minimized replacement and further mini-mized demolition. Slate roofs were repaired and recovered with matching slates. The most severely soiled areas of brickwork were cleaned and extensively repointed. Brick matches were diffi-cult to achieve, but most were managed with salvaged materials from blocked openings.

Photos courtesy of Bruner/Cott




The main entrance to the building was placed at the original headquarters of the Waltham Watch Factory, a building at the leading edge of the complex with more domestic scale than its factory-floor neighbors. The entrance preserves original historic architectural features as it passes through the former headquar-ters. The main lobby is located in the contiguous factory building and is accessible only to residents and their guests. The interior treatment changes dramatically at this entry point with long passages of vibrant color juxtaposed within corridors and views directed outward toward the trees and courtyards.

In the mid-20th century, the impressive 19th century aesthetic of the complex was compromised when the three main Crescent Street entrance blocks were disfigured by the addition of con-crete access walkways along both sides, and crude openings were formed to accommodate doors and vestibules. Bruner/Cott removed nearly all of these alterations and also reinstated the brickwork that was demolished when they were built. The origi-nal entrance openings were reconstructed, and changes in level were managed to allow for accessible doorways to large main lobbies. These new entrances correspond to those displayed in the factory museum’s mural-sized photographs, which show hundreds of employees coming and going at the change-of-shifts. Connections like these strengthen historical associations with the factory for today’s visitors. Though these individual workers may be long gone, their spirit of industry, innovation, and camaraderie continues to thrive at the renewed complex.

The project also is exemplary for its retention of existing win-dows, original frames, and the management of heat loss with storm windows. The window sashes in the Phase I buildings were

replaced with wood replicas in 1980 by a previous owner, but the frames remained intact. Thermal calculations and pressure-test-ing for water exclusion helped build confidence that the existing windows with re-conditioned storm windows could approximate the performance of thermally broken aluminum replacements with insulated glazing units. Window treatments in the residen-tial Phase II and III areas differed slightly – because of possible lead poisoning, they were replaced with matching sub-divisions and profiles.

Maximizing space, aesthetics, and value for commercial and residential offerings was critical throughout the project, and the working floors of the main mill buildings presented a unique challenge in this regard. Their enormous windows, designed to flood the interior with natural light to facilitate the watchmakers’ work, were a bonus, occupying a much higher percentage of the buildings’ elevations than the tall, 12/12 sashes of typical textile mills. However, the floor plates of the spaces were quite narrow – just 25 feet outside-to-outside. Their tight width demanded creative design solutions that would make the project’s rental apartments function for modern tenants while at the same time developing efficiencies for the whole. Crafting the solution within the project’s proforma was akin to a puzzle that produced distinctive results when completed. The resulting units, largely duplex, are appealingly singular and enjoy exposed brick window walls and light and views from two or more directions. Skip-stop elevators and a window-lined, single-loaded corridor provide ease of circulation in the residential buildings. Fully rented, there is now a waiting list of potential occupants for the apart-ment units.

To fully realize its laudable rehabilitation goal, Berkeley Investments also financed substantial repair programs to other major features of the factory site that most building owners would avoid. A surviving, centrally located smokestack that

dominates the skyline was saved when the company employed specialist steeplejacks to stabilize and repoint large areas of its brickwork, install lightning protection, and emphasize it with architectural lighting. Several blocked freight passages were opened by the design team to allow for public views through the complex into its internal courtyards. And the extent of building glazing coupled with its narrow floor plates also helps create an extraordinary transparency that sometimes allows views through more than one set of structures, linking Crescent Street to the interior courtyards.

LANDSCAPE AND SUSTAINABILITYLandscape architecture was a critical element in the Berkeley

Investments’ master plan for the project, as well. Sustainability is largely addressed through its substantial commitment to stormwater management, critical due to the factory’s waterfront location and dense development. Berkeley and the Bruner/Cott design team worked closely with hydrologists from the Charles River Watershed Association and with environmental engineers from Haley & Aldrich on these systems. The solutions developed for this project provide important models for other historic industrial river frontages.

Richard Burck Associates, the project’s landscape architect, garnered the 2014 USGBC Massachusetts Green Innovation Award for its work. Phase I is notable for the surprise and plea-sure of its dramatic hidden courtyards, large outdoor rooms that integrate rain gardens with areas of outdoor seating while cleansing airborne pollutants from stormwater. Extensive “hori-zontal-flow” rain gardens in the courtyards collect, cleanse, and naturally cool stormwater runoff before its release into the river. These sustainability features are indistinguishable from their other function as visually ordered planting beds. This approach extends to Phase II, where the courtyards are less corporate in feeling.

The Phase II apartments surround a vast internal courtyard with elm trees flanking walkways from two gated entry portals to building entrances. Flowering trees weave through a paved gathering space. Portal locations favor residents who use the Riverwalk to make their way to the commuter rail station and to the cinema and restaurants along nearby Moody Street. The project team saved a 150-year old Red Oak tree, a mature Maple, and a Chestnut in an open courtyard that adjoins the restaurant and a café space. The second, fully enclosed courtyard contains a sleek storage shed for residents’ kayaks and bicycles as part of its architectural and landscape solution. Intrusive shrubs and unhealthy trees in the sloping lawns along Crescent Street were removed to restore their spatial clarity, and new blight-resistant elms were located to emphasize the entrance blocks. Paving and plant choices create a balance between the industrial interior of the site and its more civic and institutional street frontage.

The watch factory todayThe Waltham Watch site now offers a meaningful and tangi-

ble connection to the city’s unique history. Despite a legacy of improvisational building and questionable subsequent interven-tions, Bruner/Cott’s redevelopment work has successfully created a useable historic site with many community benefits. More than 160 apartments were added to the city’s housing stock – all in adapted historic industrial space. Offices in the central group of linked buildings house more than 20 private employers, signifi-cantly contributing to the local economy. Perhaps most impor-tantly, the Watch Factory complex now can be experienced by the public within the context of the urban landscape.

A supportive developer, consultants and engineers, sustain-ability and landscape experts, along with Bruner/Cott’s coordi-nated design efforts with local and national placemaking organi-zations, have paid off abundantly in the form of a cohesive urban vision. The richness of the Waltham Watch Company’s past and the material and spatial assets it left behind now unfold through new ways to live and work within its venerable walls.

All photos courtesy of Richard Mandelkorn (unless otherwise noted)Henry Moss, AIA, LEED, is a principal with Bruner/Cott & Associates in Cambridge, Mass.




When experts discuss rapidly evolving industries, con-struction rarely makes its way into the conversation. In some ways, this exclusion is warranted, as veteran construction managers and executives have often been resistant to major advancements and new methods in their industry. Kevin Max, managing director of major projects advisory at KPMG’s New York office, called construction "an industry that evolves and moves rather slowly" during an interview with Construction Dive in May.

Change, however, is becoming a more welcome concept for builders, as many are embracing innovations and changing consumer tastes. At the same time, trends in the markets have a major impact on construction professionals, who must con-stantly keep up with the strength of the industry as it struggles to get back on its feet.

To help busy professionals stay up-to-date with the latest trends in the commercial and residential sectors, we’ve com-piled a list of 10 major trends driving construction.

1. The shortage of qualified labor continues to plague the industry.

Everyone knew this was coming. During the recession and subsequent years of struggle for the building industry, quali-fied labor across all sectors fled in search of work elsewhere. Now that the industry is recovering, those workers just aren't coming back. The area hit the hardest has been skilled craft labor. Builders — in residential, commercial and industrial sectors — can't find the qualified workers they need for new projects. The Bureau of Labor Statistics recently found that contractors had 143,000 unfilled jobs on their books in June.

The Associated General Contractors of America also report-ed this month that only 28 states added construction jobs between June and July. The association blames this "uneven growth" on tight budgets for federal and state projects — impacted largely by Congress' inability to pass long-term highway construction funding — as well as the exodus of older workers, the unreliability of construction jobs in an uncertain economy, and the lack of trade schools encouraging new construction employees to enter the field.

Although the construction industry has seen a strong rebound this year, its growth has been crippled by this lack of qualified labor. Unless more workers start to come out of the woodwork and enter the field, the pace of growth will continue to be disappointing.

2. The use of BIM and technology/apps on job sites is increasing.

Construction has been somewhat behind the times when it comes to adopting new technologies and innovations. In April, we reported on a Texas A&M study that found the con-struction industry lags behind many others when it comes to using mobile apps, cloud-based systems and other tech-nology. However, some contractors have begun to realize the potential benefits of new tech options.

Building Information Modeling has quickly become the most significant and widely adopted new technology method employed in the industry. The process of creating digital mod-els to provide information for planning construction has prov-en beneficial for both safety reasons — as managers can use BIM to help assess risks on job sites and to plan ways to do more of the work off-site — and for economic reasons — as it can help contractors save thousands of dollars of unnecessary spending on scaffolding and staging.

Building Information Modeling (BIM), Credit: Asia Green Buildings

Apps for phones and tablets have also emerged as game changers for the job site. A wide variety of apps are available that can help contractors view purchase orders, floor plans and site plans; schedule appointments; submit change orders; look up building codes and manufacturers’ instructions; track weather; and more. OSHA even offers a smart phone app that outdoor workers and supervisors can use to gauge the heat index of an outdoor work site — and the risk the crews face during any point of the day.

Construction professionals need to keep up with the latest technologies available, as they can save time, money and lives.

10 TRENDS DEFINING THE CONSTRUCTION INDUSTRY By Emily Peiffer , Construction Dive| August 2015

FEATURE

3. Homebuilding mergers and acquisitions will likely be on the rise after the major Standard Pacific/Ryland Group deal.

When Standard Pacific and the Ryland Group first announced their merger in May, analysts instantly offered predictions of an impending surge of similar mergers in the homebuilding industry, which has been in the midst of what Builder magazine called "an acquisition wave."

Between 2012 and 2014, more than 20 mergers and acqui-sitions occurred between builders in an effort to create share-holder value, acquire land and improve operating efficiency. The Standard Pacific/Ryland merger, however, rocked the nar-rative, as the consolidation of the two publicly traded builders will create the fourth-largest homebuilder in the U.S. Earlier this month, the two companies announced their combined name would be the CalAtlantic Group.

Standard Pacific Chief Executive Scott Stowell told The Wall Street Journal he expected the major merger to lead to others. "We're out in front of what we think will be a wave of consolidation in our industry," he said.

His prediction has so far proven correct, as Taylor Morrison, the seventh-largest U.S. homebuilder by volume of sales, revealed its plans to start building in Chicago and two North Carolina markets after acquiring three divisions of 64th-ranked Orleans Homebuilders.

Which builders will be next to catch the merger wave? We expect more acquisition news to pop up throughout the year.

4. Tight home inventory (especially for starter homes) and rising home prices are creating a seller's market and hindering low-income and first-time buyers from entering the market.

The housing market is slowly crawling back from the depths of the recession. Economists keep a close eye on the residen-tial industry’s stability, as it is a major indicator of the overall economy. But housing growth has been unable to kick into high-gear due to the lingering problem of a lack of affordable, available inventory on the market.

Zillow reported fewer homes were available for sale in June than a year ago. The inability to find a home in an affordable price range makes the homebuying process even more difficult. And with a smaller supply of entry-level homes, more low-in-come buyers will be forced to remain renters.

At the end of August, Black Knight Financial Services found that home prices in 13 of the 40 metros surveyed hit new peaks.

As a result of this ultra-limited supply of homes, bidding wars have heated up. Sellers can price their properties higher because there aren't enough options for buyers to choose from.

Although home prices haven't risen as rapidly as rents, they have still steadily increased — making home purchases even further out of reach. In August, NAR chief economist Lawrence Yun said the rising prices of existing homes are exacerbating the nation's "inequality problem."

For the housing market to truly take off, housing inventory will need to expand greatly and give potential homebuyers a reason to make the leap into ownership.

5. Tiny houses are becoming more than just a fad and have builders taking notice.

Tiny houses have captured the attention not just of the building industry, but of the world. These micro-homes have created a trend of small-living and off-the-grid lifestyles. The dwellings also are quick to build and cost an average of $23,000, according to The Tiny Life.

Tiny house/Credit: Flickr user Tammy Strobel

While some expected tiny homes to be a passing fad, they have proven themselves to be a popular alternative to the rising prices of mega-houses. The first official Tiny House Jamboree in Colorado Springs, CO, drew 40,000 people, and Brad Pitt's post-Hurricane Katrina recovery organization — Make It Right — marked the devastating storm’s 10th anniver-sary by constructing a model of a high-tech, energy-efficient micro-house.

So far, big builders have seemingly shied away from the growing popularity of these tiny homes, paving the way for small, craft builders to capitalize on the burgeoning market.

6.There has been heightened attention on job site safety and stricter punishments for manag-ers and executives who put workers in danger.

Safety has always been an issue for the construction indus-try. According to the Bureau of Labor Statistics, construc-tion laborers have the 10th most dangerous job in America. Recently, there has been more focus on job site safety and stricter penalties for those who contribute to an unsafe work environment.

Just this month, a jury ordered New York Crane and Equipment Corp. owner James Lomma and his companies to pay $47.8 million to the families of two New York construction workers who died when a crane collapsed on their job site in 2008; and Joseph Kehrer and Kehrer Brothers Construction


6.There


were slapped with $1.79 million in fines from OSHA for "will-fully exposing" eight workers to asbestos.

Also during August, the owner and the project manager of a California construction company were sentenced to two years in prison for what Cal/OSHA called the "preventable death" of a day laborer who was buried alive in 2012. This case was particularly unusual, as contractors rare-ly get jail time for a job site accident. Dave Cogdill, exec-utive director of the California Building Industry Association, said he had never heard of a jail sen-tence for a fatal con-struction accident in California.

These increasing-ly stronger punish-ments and higher penalties are meant to send a message to construction man-agers and contrac-tors who allegedly cut corners when it comes to worker safety .

7. 3-D printing and off-site con-struction are emerging as possibly more efficient ways to build.

Will 3-D printing alter the construction industry forever? The jury is still out on that one. If it does have a significant impact, it will likely occur many years down the road. For now, however, builders are experimenting with the new technology, which can drastically reduce building time and costs. A technology startup in Chattanooga, TN, for example, is reportedly using the world's largest free-form 3-D printer to build walls for new homes.

Builders are also eyeing 3-D printing options for in-space construction, as well as researching how to 3-D print a car and home — which can also share energy — from the same mate-rial.

Similarly, many are also improving efficiency through off-site construction methods. A Kansas City startup is build-ing the city's first net-zero home using alternative construc-tion processes to reduce costs and build time. To do so, the company plans to ship construction kits with pre-cut structural insulated panels, windows, fix-tures and most other building materials, to the local builder who will construct the house.

8. The green building market is growing, and builders are often encour-aged to adopt green practices.

Green building is far from a new concept, but envi-ronmentally friend-ly construction has been picking up steam and likely won't let up anytime soon.

Carnegie Hall, for example, qualified this month for LEED Silver certification after a massive ren-ovation to make 165,000 square feet

of the concert hall’s non-performance space more energy-ef-ficient.

President Obama's Clean Power Plan could also have sig-nificant implications for the green building movement in the commercial and industrial space, as his proposed standards


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include tax credits for electricity gener-ated in 2020 and 2021 from renewable energy plants that begin construction early. The new standards could spur a wave of solar and wind farms across the U.S. Already, Colorado broke ground this month on the state's largest solar farm.

However, the green building move-ment has come with its fair share of controversy. The new 2015 International Energy Conservation Code has sparked debate among builders and environ-mentalists, who are debating which codes could potentially harm the build-ing industry, despite possible benefits for the environment. One of the largest clashes occurred this month in St. Louis, MO, where the committee charged with recommending which new building codes the county should adopt recom-mended the county remove some of the measures meant to reduce energy usage in new homes due to higher costs.

The green building trend is here to stay, but it will likely continue to face opposition along the way.

9. Regulators and law enforce-ment have been cracking down on corruption in construction.

The construction industry is no strang-er to corruption problems. Recently, there has been a surge of officials crack-ing down on corrupt developers and construction executives who used their businesses for their own gain.

August saw a heat wave of corrup-tion charges. At the start of the month, seven Florida construction executives were charged with pocketing $36 million in U.S. tax credits intended for gov-ernment-subsidized, affordable housing projects in the Miami area. Later in August, a Las Vegas construction "king-pin" was ordered to serve 15.5 years in a federal prison and pay $13.4 million for his role in an elaborate scheme to take over the city's homeowners' asso-ciations and divert their construction contracts to his company.

To combat corruption in the con-struction industry, the Manhattan DA

launched a task force earlier this month to identify and prosecute corruption in New York City's construction industry. With efforts like the Manhattan task force, the industry as a whole could start to see an influx of corruption charges and punishments designed to deter sim-ilar practices.

10. Builders are hoping mil-lennials will finally start buying homes instead of staying rent-ers.

Millennials seem to be all anyone can talk about when discussing the hous-ing market. Will they finally leave the renting lifestyle and make the plunge into homeownership? Will student debt cause them to delay ownership even longer? The residential industry over-flows with constant reports of buying activity for the coveted 18-34 age seg-ment.

Just this month, reports revealed: Millennials are more likely to put off buying their first homes than they are to postpone marriage or purchase cars; first-time homebuyers are renting for an average of six years before they buy, more than twice as long as in the 1970s; and sales of existing homes to first-time buyers fell in July to their lowest share since January, even as overall sales increased for the third consecutive month.

These reports paint a bleak picture of the current millennial home buying cli-mate. To snag the young buyers, build-ers need to offer more entry-level home options at affordable prices.

By Emily Peiffer , Construction Dive, August 2015 l Top Image Credit: Fotolia



sPiKE CuTLER

Traditionally, commercial construction relied upon archi-tects as key members of the project team, from start to finish. Besides inking the design, architects participated in selecting general contractors, and provided “construction administration,” supervising construction from bare dirt to finished structure. The role of architect as construction administrator has changed, though.

Architects are usually best-situated to interpret ambigu-ities in documents and drawings for results consistent with the owner’s and architect’s original desires, and traditional contract documents have the architect serving as arbiter of differences between parties in the construction process. The benefit: someone familiar with the project is in place to make timely decisions and move the project forward. Architects can, of course, have potential conflicts of interest if issues involve questionable design.

Architects don’t work for free, though, and partici-pants in construction are always looking for ways to save money. Hence, today architects are often removed from the construction chain after the design phase, with construc-tion-phase decision-making delegated to others.

Many subcontracts, for example, now appoint the gen-eral contractor the final authority on questions of design or interpretation of contract documents and plans; some subcontracts even attempt to answer questions of ambigu-ities in advance, declaring that ambiguities be resolved by tendering the “most costly,” “greatest quantity,” or “highest standard” as the required performance. This ludicrous stan-dard just introduces new ambiguities in place of the old ones – and creates a huge opportunity for abuse of subcon-tractors by unscrupulous general contractors.

Placing GCs in charge of deciding design interpretation issues creates real conflicts of interest; since the interests of differing trades often diverge in such situations, and general contractors’ decisions inevitably cost someone money and time, the incentive exists for general contractors to decide the matter based not upon fairness and reason, but upon what benefits the GC the most.

The Contract – Always, the Contract! When negotiating terms in contracts in which someone

other than a design professional will be resolving design decisions like these, the parties to the contract should not assume obligations, the compliance with which may be beyond their reasonable control. An example: plans and specifications may include detailed drawings setting forth

Attorney Spike Cutler, and the firm of Cutler-Smith, P.C., are staunch advocates for the rights and interests

of construction trade contractors. Cutler provides legal counsel to a number of trade organizations, including

the Independent Electrical Contractors (IEC) of Texas, IEC- Dallas, IEC – Fort Worth, the Subcontractors

Association of the Metroplex ("SAM"), the Texas Masonry Council, the United Masonry Contractors

Association of DFW, and the North Texas Stone Fabricators Association. He is also a member of the Attorneys

Council of the National Subcontractors Alliance.

IS IT RIGHT? AND WHO DECIDES?

CONSTRUCTION LAW


precisely how the project is to be built; but also include a recital that the com-pleted project will, “. . . comply with all applicable codes, standards and laws.” If the design team fails to incor-porate proper design specifications, building codes and other requirements into its design, the construction team could build the project precisely as drawn, and yet subsequently forced to make substantive and costly changes – because the design failed to comply with applicable laws or codes. At that point, if it comes down to the GC or the sub taking a hit, a GC with the ability to shift that risk downstream will usually do just that, perhaps claiming that it must be the responsibility of the sub-contractor, because GCs “never swing a hammer.”

Subcontractors should never agree that work, built in accordance with unambiguous plans, could neverthe-less be noncompliant if it doesn’t meet some ambiguous or otherwise unde-fined specification – or, if it doesn’t achieve performance the Owner desires. A sub might include language that provides, “Subcontractor shall not be responsible for violations of codes or standards, or failures of desired perfor-mance or certification, which are inher-ent in the design as drawn.” Designers are responsible for code compliance and design standards.

Changes and Extras How about extras and changes?

If subcontracts include: (1) language making payment from the GC contin-gent upon payment by the owner; (2) obligations to proceed with changes or adds regardless of whether a change order has been agreed upon; and (3) language granting the GC authority to decide whether work is additional or not; then the trap is set for unjust results. Such contracts should be mod-ified with language allowing for pay-ment of subcontractors for extra work for which the owner will not pay (such as work made necessary by project mismanagement or damage caused by other trades). One example of such language: “Notwithstanding anything

to the contrary contained herein, in the event any changed or added work is of the kind or character that owner would not be responsible therefore, then, as to such work, receipt of payment from the owner shall not be a condition precedent to contractor’s obligation to pay subcontractor.”

No amount of contract drafting can

do away with all risks or anticipate all ambiguities; but no contract language should ever be allowed to grant one party the unilateral right to increase, without compensation, the scope of another party’s obligations. Read and understand when this is happening, and negotiate fairer terms.



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IN THE NEWS

Acme Brick Company presents Donations and Books to Elmore County School Children

On July 23rd at 9:00 a.m., Ed Watson, Senior Vice President of Production for Acme Brick Company presented a cash donation, books and two new sets of the 2015 edition World Book Encyclopedias to Ms. Jones, Media Specialist and Ms. Stevens, Principal of Airport Road Intermediate School. The presentation took place at the school. An additional set of World Book Encyclopedias were donated to Coosada Elementary School.

Back in March, Mr. Michael Butts, sales manager of Acme’s Coosada, Alabama Stone operations, came across an article in the local Millbrook news-paper about a teacher who successful-ly reached out to publishers for book donations. What really stood out to him was that the local schools have strug-gled to update the books in their librar-ies due to lack of funding. The school book budgets have been hampered for about the last 6 years.

Michael later had an opportunity to meet with Debbie Jones, Media Specialist, at the Airport Road Intermediate School who explained the needs of her particular school. Michael then contacted Acme’s Fort Worth headquarters to see how they could help. Ed Watson, Acme’s Senior Vice President of Production recalled that, “Michael reached out to me to see if our General Office could partner with the local associates in this effort. I discussed this with our President and the other offi-cers and we agreed that this was a great opportunity to show that our “commu-nity” encompasses more than just Fort Worth. We are indeed One Team.”

The “Give Back, Give Books” fund-raiser ran from the end of May until July 10th. In addition to cash contributions, Acme also received almost 30 books from associates. And Acme President and CEO, Dennis Knautz chipped in with a matching donation that allowed the purchase of three new sets of World Book Encyclopedias and four other sets about animals, science, and more.

Acme Brick Company, founded in 1891, is the nation’s largest brickmaker. Acme owns 26 brick plants and has 70 company-owned sales offices across 17 states, plus a nationwide network of independent distributors. Other Acme operations include American Tile & Stone; Featherlite Building Products; Innovative Building Products; and Texas Quarries. Acme Brick Company has been a wholly-owned subsidiary of Berkshire Hathaway, Inc. since 2000. For more information visit www.brick.com .

For more PRESS information con-tact: Ron Taylor/Ashley & Taylor Public Relations (8l7) 377-l042 or cell (817) 874-8206 or [email protected].

Construction Spending in August Reaches Highest Level Since 2008 and Fastest Growth Since 2006; Skilled-Worker Shortage May Limit Future Gains

Manufacturing, lodging and apart-ment spending remain strong while office, health care, highway and school segments rebound; association offi-cials call for new construction workforce development measures.

Construction spending in August reached a seven-year high and climbed at the fastest rate since 2006, according to an analysis by the Associated General Contractors of America. Association officials noted that growing demand for construction was likely to add to the challenges many firms are having find-ing qualified workers.

"There were widespread monthly and year-over-year gains in August for all major construction categories—private nonresidential, residential and pub-lic," said Ken Simonson, the associa-

tion's chief economist. "Activity in all three categories has been accelerating recently and should continue rising into 2016—if contractors can find enough workers with the right skills to complete the projects underway and currently being designed or financed."

Construction spending in August totaled $1.086 trillion at a seasonally adjusted annual rate, 0.7 percent high-er than the July total and 13.7 percent higher than in August 2014, Simonson said. He noted that the total was the highest since May 2008 and the year-over-year growth rate was the strongest since March 2006, indicating a faster pace of construction spending overall.

Private nonresidential spending in August increased 0.2 percent from July and 16.9 percent from a year earli-er, while private residential spending increased 1.3 percent for the month and 16.1 percent over 12 months. Public construction spending rose 0.5 percent from a month before and 7.0 percent from 12 months earlier.

There has been exceptionally strong growth in manufacturing, lodging and apartment construction all year," Simonson said. "More recently, office, health care, highway and educational structures have rebounded as well."

Association officials note that, according to a survey the group released in September, 86 percent of firms report-ed they are having a hard time find-ing qualified workers to fill available positions. Those shortages are likely to become more severe as demand for construction services continues to grow, they added. That is why the association continues to push for measures outlined in its updated Workforce Development Plan designed to make it easier to pre-pare, recruit and train new workers.

"While it is great to see growing demand for construction, many firms won't benefit if they don't have enough workers to get the job done," said Stephen E. Sandherr, the association's chief executive officer. "Without a better approach to attracting and preparing future construction workers, construc-tion projects are likely to get more expensive and take longer to complete."


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Nationwide Survey Finds 86 Percent of Contractors Have Difficulty Filling Key Craft and Salaried Jobs as Demand for Construction Increases

All 21 Crafts in Survey are in Short Supply at Many Firms, Project Managers and Estimators are Also Scarce; Companies Raise Pay, Turn to Subcontractors; Officials Call for New Workforce Measures.

An overwhelming majority of construc-tion firms report trouble finding qualified craft workers to fill key spots as demand for construction continues to rebound in many parts of the country, according to the results of an industry-wide survey released today by the Associated General Contractors of America. Association offi-cials called for new career and technical school programs, as well as other work-force measures to offset the labor short-ages that are forcing firms to change how they operate and pose risks to workplace safety.

"Few firms across the country have been immune from growing labor short-ages in the construction industry," said Stephen Sandherr, chief executive officer for the Associated General Contractors. "The sad fact is too few students are being exposed to construction careers or provided with the basic skills needed to prepare for such a career path."

Of the 1,358 survey respondents, 86 percent said they are having difficulty filling hourly craft or salaried profes-sional positions. Seventy-nine percent of responding firms nationwide are having a hard time filling one or more of the 21 hourly craft professional positions, par-ticularly carpenters (73 percent of firms that employ carpenters report difficul-ty), sheet metal installers (65 percent) and concrete workers (63 percent). In addition, 52 percent of firms are having a hard time filling salaried professional positions, especially project managers/supervisors (listed by 55 percent of firms that employ them), estimators (43 per-cent) and engineers (34 percent), noted AGC's chief economist, Ken Simonson.

As labor shortages grow more severe, competition for workers is heating up, Simonson added. He noted that 36 per-cent of firms report losing hourly craft

professionals to other local construction firms, and 21 percent to other industries locally. Thirteen percent of responding firms report losing workers to construc-tion firms in other locations.

Growing competition for workers is prompting 56 percent of firms to increase base pay rates for hourly craft profession-als. Moreover, 43 percent of firms have increased their reliance on subcontrac-tors because of tight labor conditions. And worker shortages also appear to be impacting safety, with 15 percent of firms reporting an increase in injuries and illnesses because of worker shortages, Simonson added.

The association has updated its Preparing the Next Generation of Skilled Construction Workers: A Workforce Development Plan to address the grow-ing worker shortages, Sandherr noted. The plan outlines steps, such as increas-ing funding for vocational education and making it easier to establish construc-tion-focused schools, to reinvigorate the pipeline for new construction workers. The plan also calls for comprehensive immigration reform and measures to make it easier to hire veterans.

THEhotel in Las Vegas rebranded with Stone and Tile

In an effort to rebrand THEhotel in Las Vegas, NV, two years ago, MGM Resorts International and the Morgans Hotel Group partnered to create what is now known as Delano Las Vegas — a newly renovated boutique hotel with a more contemporary upscale design. Located adjacent to the Mandalay Bay Hotel & Casino, the 64-level tower features 1,117 guest suites with modern touch-es, a 14,000-square-foot, two-level spa and various dining options, including the soon-to-be Rivea, which will feature clas-sic French and American dishes by James Beard Award-Winning chef Alain Ducasse.

The one-of-a-kind, non-smoking, non-gaming hotel, which is historically known for its all-suite offerings, reopened last September and has embraced a com-pletely new design concept ever since, according to Joyce Ceryance, senior interi-or designer of MGM Resorts International — Design in Las Vegas, NV, who led the overall re-design of the hotel. “The goal was to transform and rebrand THEhotel

to the Delano,” she said. “We wanted to bring the Delano brand and feel to Vegas, but with a desert landscape in mind.”

Ceryance and her design team’s work focused mainly on 27,000 square feet of the Delano — with 18,500 square feet of work involving the valet drop off area, interior garden, relocating the coffee counter, refreshing the elevator lobbies, refreshing the lounge, reconfig-uring circulation space and refreshing the registration desk areas; and 8,500 square feet of work involving just the café and transition corridor. The overall objective was to maximize transformative value while minimizing demolition and disrup-tion, according to Ceryance.

The designer explained how the design concept is supposed to take vis-itors on a “journey through the Mohave Desert landscape,” while they explore the “drama and mystery” each aspect of the hotel has to offer — from the arrival statement offered in the entry area to the Grand Promenade and all the way to the intimate living rooms and social spaces. “The hotel reveals itself in a series of ‘moments,’” Ceryance explained.

The “journey” of the Delano begins with its entry walls, which are clad in different-sized pieces of natural stone in more neutral gray colors. The stone piec-es are staggered and appear as if they were each hand placed for a more rugged natural effect. Continuing on, there is almost a seamless transition into the arrival area, where guests are greeted by warmer colors and two enormous natural stone boulders — each hand selected straight from the Nevada desert, cut to exact measurements to ensure they would fit through the thresholds of the buildings, trucked to the site utilizing a special 240-ton crane and then rolled into the building using special rollers.

“We have heard so many positive com-ments regarding the Delano lobby,” said Ceryance. “The most common question that I get is, ‘How did you get that big rock/boulder inside?’”


The boulders, which are 77,000 pounds and 49,000 pounds, respectively, and reach a peak height of 10 feet tall, were supplied by Las Vegas Rock of Jean, NV. They were each cut open to show the natural veining of the stones; and the inside of each was hand polished and sealed with Custom Building Products’ Aqua Mix® Enrich ‘N’ Seal, a premium penetrating sealer that was formulated to darken, enrich and highlight the charac-ter and beauty of unsealed natural stone.

For the flooring of the hotel’s Gallery, coffee shop (3940 Coffee + Tea) and Art Feature, natural quartz-arenite stone tiles from Antolini Natural Stone’s Woodstone collection in “Elegant Brown” were employed. Quartz-arenite is sandstone composed of more than 90% detritral quartz and is defined as the most mature sedimentary rock. Absolute Black granite, from Daltile’s Granite collection was also incorporated for some small touches, such as the bar top in the Franklin, the hotel’s eclectic lounge, and for the coun-tertop in 3940 Coffee + Tea, a casual eat-ery and marketplace that serves gourmet coffee and tea from Grand Avenue Coffee and Tea.

“We wanted a stone that would feel like wood flooring, but have the durabili-ty of stone,” said Ceryance.

Although stone is the focal point for many sections in the Delano, just over 34,000 square feet of tile was utilized for flooring throughout the hotel as well. In the entry and arrival areas, a little more than 8,700 square feet of 18- x 36-inch porcelain tile from Daltile’s Sandstone series in the color “Beige” was used. Additionally, the guest suites feature a combined total of nearly 17,000 square feet of porcelain tile from Daltile’s Forest Park™ collection in the color “Blackwood.” Unlike natural hardwood, the porcelain

wood-look tile can withstand the high moisture and high traffic that the atmo-sphere of the Delano demands.

The installation, which was almost as challenging as the design process, took roughly three months to complete and required about 30 men at any given time, according to Mark Fenstermaker, vice president of Western Tile & Marble in Las Vegas, NV, who led the installa-tion process. “The phasing of the project was very demanding,” he said, noting that making the least amount of disrup-

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Contractor’s CornerIf you would like to see your business card listed in this section, seen by 10,000 readers, contact Pat Huber at (512) 310-9795."

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tion was also his main objective. “The hotel had to remain in use during the entire remodel.”

Fenstermaker and his team of install-ers applied all Mapei products for the installation. “We used mostly a bonded mortar bed, crack isolation and a thinset application,” Fenstermaker explained.

Since the hotel’s reopening last year, it has been “very well received,” according to Ceryance, and visitors continuously comment on all of the new upgrades — especially the natural stone used throughout the space. “The Delano lobby won a HOSPY award for the design; it won the 2014 Best Lobby/Registration,” she said. “The Delano has definitely made an impression.”

Delano Las Vegas, Las Vegas, NVDesigner: MGM Resorts International — Design, Las Vegas, NV; Tile Installer: Western Tile & Marble, Las Vegas, NV; Tile Supplier: Daltile, Dallas, TX; Stone Suppliers: Antolini Natural Stone (Natural Stone Wood collec-tion), Verona, Italy; Daltile, Dallas, TX (Granite collection in “Absolute Black”); Las Vegas Rock, Jean, NV (two large stone boulders in entry area);Installation Products: Mapei, Deerfield Beach, FL; Custom Building Products, Seal Beach, CA.

About the AuthorHeather Fiore is the associate editor of TILE Magazine, covering all aspects of the tile industry. Before her position at TILE, Heather Fiore was an associ-ate editor for The Sun newspapers in Central New Jersey. She graduated from Rider University in 2011 with a B.A. in Journalism and a focus on News and Editorial.



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New TextureFor New Tradition

Acme’s Newest Product Traces Its Line to a

Proud Architectural Tradition

Across Ages

Central Academic BuildingTexas A&M University San Antonio

Construction of Texas A&M San Antonio’s new Central Academic Building opens a new chapter for the revered A&M system, and an entire new line for Acme Brick. The expansive campus is a bold commitment to an underserved South Texas population, designed to interpret regional tradition and architectural history in striking ways. Acme Brick worked closely with the design team to create a blade cut brick for a smoother alternative to wire cutting. Now, we are making select blade cut blends available as new options in creative design to take your imagination farther.

Think Acme Brick for low maintenance, design flexibility, LEED regional sourcing and, yes, continual innovation. Please contact your local Acme Brick representative to learn more about our new Elgin Plant blade cut brick.

“We designed Texas A&M San Antonio to reflect historic traditions and sources of architecture in South Texas, drawing on the examples of Mission San Jose, Spanish colonial buildings, and even Granada. With brick specifically, we looked at how many variations, patterns, and shadow effects we could achieve with a single modular brick. Acme was willing to reconsider the manufacturing process to create just the right consistent look across the growing campus with a less-textured blade cut brick, and then help us shave costs by creating a thin brick for monumental archways. Acme’s local sourcing was important in ongoing efforts to build responsibly now, and over the full development of the 694 acre site.”

— Geoff Edwards, AIA, Principal, Muñoz & CompanyAcme’s new blade cut brick (top) features a smoother, less detailed design option than our wire cut blends.From the earth,

for the earth.®

architect Muñoz & Company, San Antoniogeneral contractor Bartlett Cocke, San Antoniomasonry contractor Shadrock & Williams, Helotes TX

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the line magazine, fall 2015

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