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Thursday
Jul152010

Thanks ladies!

By: Bruce Adib-Yazdi, AIA, LEED AP

This week I attended the Springfield Design Association meeting where 417 Magazine celebrated the Interior Design Awards for 2010. BR&P was one of the award recipients for the work at The Branson Airport, and since Brittany Norton (interior designer who worked on the project for BR&P) is no longer in the area, as principal in charge of the project I represented our team. First off, these folks seem to know how to have fun - no big fancy award program, just great wine from Wine Styles and food from Touch and lots of good networking.

Another thing I noticed is that they really have a passion about their work, and I felt very included - especially when Melissa Turpin gathered a group of us to go look at the newly renovated bathrooms at the Residence Inn - and they invited me to come along! I gracefully declined to go into the women's restroom with 6 other ladies. And when it came time to recognize the award recipients, we were asked to gather in the front of the room, and when the recipients were introduced, Melissa closed with a 'Thanks gals!' I even came home with a nice burlap carry all bag with bamboo handles!

All fun and games aside, it was clear that while this group knew how to socialize, they also know their stuff when it comes time to get to work. The projects represented at the awards show a deep understanding of how the colors, textures, lighting and other interior elements affect how you experience a built environment. They know how to weave clients' values, functional requirements, and fashion preferences into a room, or whole building.

This meeting reminded me of how important this aspect of work can be; and while the reps always seem to have something up their sleeve (one rep came by our office one day at 4:30 with a full martini kit) they are also part of the process in helping us identify new, innovative products and solutions. So the next time you get an invitation to an SDA event, don't pass it up. And the next time a rep calls for an appointment, remember to schedule it at about 4:30 p.m.

Wednesday
Jun302010

We Can Learn A Lot From Las Vegas

By: Geoffrey Butler, AIA

No, I don't mean about gambling or how to cram 36 hours of excitement into 24 hours. I was thinking that we, as architects, can learn a lot about our profession by studying what they have done there and how it has worked out. To be sure, there is a lot about Las Vegas that is larger than life and grander than grand ever thought about being. The sheer scale of the development there blows my mind.

I just got back from a four day trip there to celebrate my brother-in-law's 60th birthday. The fact that he has made it 60 years is amazing given that he is an attorney - but that is another story. This time we stayed at the Aria Casino and Resort in the new City Center Development which MGM Mirage developed with significant help from their friends at Dubai World. The project was started by MGM Mirage; Dubai World became a joint partner during the project's construction phase. It is the largest, privately-funded construction project in the history of the United States.

With a cost somewhere above $11 billion, this project took a very large collaborative effort of many large and signature architects and construction specialists. Pretty tough to get your arms around the project. It is truly something you have to experience. Sometimes, as is typical Vegas, you suffer from sensory overload. Just too much to experience.

Looking at it from a distance, you sense some pretty impressive sculptural elements in the development. Not all of them "speak" to each other. That could be what you get when you have four major elements each designed by high profile signature architects. Each element alone is impressive and significant. However, I do not think that they relate to each other, they merely connect and sometimes fight for your attention.

Down on the street level, at the base of these buildings they lose focus. There is no human scale and there is nothing to make a human walking alongside them feel comfortable. They are somewhat harsh as they do nothing to protect you from the sun, and the rain (if and when it ever does rain), the heat and the wind. The extensive use of glass adds stress and further reduces any shade provided by one building with reflected sunlight from adjacent buildings.

When you go into these buildings you are immediately impressed by the extensive use of granite, marble, glass, steel, exotic wood and a multitude of materials. Way finding in these facilities has been relegated to extensive signage programs, diagrammatic maps and good old fashioned humans who seem to be everywhere pointing the way for visitors. To be sure, with something this large, way finding cannot be intuitive. Add to that the sales and marketing effort which forces everything and everyone to have to go through the casino to get to anything.

The really neat and zoomy things they do to accentuate spaces has to make you wonder what they were thinking. Take, for example, this image:

This wall, in a hall off the Sky Suites area of Aria has a foil wallcovering behind 3" diameter tubes floor to ceiling set off of the wall with standoffs of varying depth. It sort of undulates. Looks neat.

Now think about this: how do they clean the dust off the wall? The spacing between the tubes is maybe 6" and the deepest standoff is 30". In five years when this foil is dated looking, how do they change that wall covering? How do they change the lamps?

This is a case where zoom and effect was considered and maintenance and long term costs were not.

The lighting and the use of water falls and fountains does help to make the place feel special. They can be used as landmarks in finding your way around. Even their artwork is special. Check out this sculpture. (I think that is what this is called).

 

 

 

 

That looks like the result of a college fraternity trip on the Buffalo River!

However, on a more practical and common sense level, they missed some little things. In the rooms, they went to a high tech electronic system that manages all the lighting, draperies, temperature, sound systems and the TV. I spent three nights there and still could not figure out how it all worked. Push one button wrong and you plunge the entire room into darkness and turn off the TV (right in the middle of a show). It takes frantic scrambling to get everything turned back on. On the last day, I discovered that they have "lighting scenes" programmed for you to use. One for wake up, one for everyday use, one they called "romantic," and one for watching TV. As part of the scenes the draperies open or close, fully or partially, lights dim or go on or off, music plays or not, etc. There should be a manual for this.

But guess what? There are no receptacles by the bed. Anything that you have that you want to plug in has to be plugged in on the desk across the room. I have sleep apnea and have to have a CPAP machine to sleep. They had to bring me a bright yellow industrial strength extension cord to run across the room from my bed to the CPAP machine. This was a tripping hazard in the middle of the night on the way to the john.

Incidentally, the desk across the room is right in front of the 42" LCD TV. So, if you want to work on your laptop while your wife watches TV, you have a problem.

Spending time wandering around this massive development provided you all sorts of things to ponder and learn from. There are some really innovative things they have done which you can file away and possibly apply to projects we may have. there are also things you can file away as something to not do. there are things we will never get the chance to consider doing simply because of the cost and complexity. Maybe that is what is great about architecture, most of what we do is unique and special and, for the most part, are not repeated over and over again. We have to learn from the success and failures of our fellow design professionals.

Monday
May172010

Retail Real Estate Market Myths, Truths & Trends

By: Bruce Adib-Yazdi, AIA, LEED AP

Following are some key points, excerpts and paraphrasing from an Urban Land Institute lunch I attended in Kansas City last week. Dan Lowe, Managing Partner of RED Development LLC. Dan went through a quick summary of some of the regional centers they were still actively developing, and how the projects have stayed alive. Many of the common issues are in the list below.

Truth - Frugal is the new 'black.' And that does not necessarily mean low price. Higher levels of service for the same price, or other value added experiences also contribute toward people feeling like they are getting more for their money.

Truth - Traditional debt market is almost non-existent. National banks are pretty much out, regional banks are strapped or being highly regulated.

Myth - Discounted notes are abundant. The idea that the recession and foreclosures will drive down all appraisals is false. Yes, there are some deals out there, mainly in the instance where developers still own the project. But the majority of 'distressed' properties are still holding value.

Trend - Urban infill is hot. Greenfield and suburban development is cold.

Trend - Land value can no longer assumed to be a line on the 'expense' list. Landowner participation, or outright ownership needs to help build equity in the loan.

Truth - In 2009, there were many tenants asking for rent reductions, and assistance in financing inventory. So far they have not had a single request in 2010.

Myth - Kansas City is a 'major' market. Top institutions do not see the KC metro area as a major market. There needs to be work to promote the metro area, and strength in demographics.

Trend - Co-Tenancy leases should no longer be part of a leasing strategy. Each retailer needs to look at their specific market and demographics, and not rely on adjacent tenants to drive traffic.

Trend - Outlet center development will continue to be a strong segment, with more experiential spaces, and more stable (less cyclical) business.

Trend - Transit is becoming more important to commercial development, especially with the urban development trend.

Fact - You can't do (as a business) what you did 2 1/2 years ago. Your thought process and business strategy needs to evolve, if it has not already.

My take away was that while times are definitely tough in commercial real estate development, the last couple of years have forced the parties to look at different ways of doing business. And for the most part, those that survive will be stronger as a result. How have things affected your business and have you adapted?

 

Friday
May072010

2010 AIA Springfield Design Awards

By: Christophwer Swan, AIA

Last night BR&P was presented a Merit Award for our restoration project of the historic First Church of Christ, Scientist located in Midtown Springfield.  The Professional Jury bestowing this award sponsored by AIA Springfield consisted of Anne Marie Decker, AIA, Principal with Duvall Decker Architects, P.A., Roy T. Decker, AIA, Principal with Duvall Decker Architects, P.A., and David Cronrath, AIA, Dean of LSU College of Art & Design at Louisiana State University in Baton Rouge.

I see this award as icing on the cake because it was already a success for a number of reasons.  It is extremely rewarding to have worked on a project where there was great collaboration between the Owner and the Architect joining forces to preserve a great building. The project was on time, on budget, and completed $6,400 less than the bid amount.  Why was this project so successful?

I believe the first reason is that the Owner, the City of Springfield, hired us before they even knew what they wanted to do with the building.  We were initially consulted to conduct a thorough investigation into the building to document the scope of the preservation, environmental studies, a structural analysis, and a cost estimate for the stabilization of the structure.  This was compiled into a booklet that was eventually used to formulate the scope of the work for the stabilization and restoration of the building. 

I believe the second reason for the project’s success is that the City of Springfield worked with Butler, Rosenbury & Partners to space plan several potential tenants for the building.  There were a number of City offices that needed a new home and we programmed and evaluated the feasibility of each tenant for the space.  We looked at everything from traditional offices to a TV studio.  It was finally determined that the historic structure would be the new home of the Springfield-Greene County Health Department – Environmental Services Division. 

I believe the third reason for the project’s success was a conscience effort to anticipate the unexpected.  Any time you renovate and existing building, there will be surprises that arise during construction.  The impacts of these surprises were minimized by having a clear understanding of how the building was originally constructed and anticipating potential areas where changes orders might hide.  A careful balance of allowances, unit prices, and minimum bid quantities were established in the construction documents and ultimately saved the City of Springfield thousands of dollars in change orders. 

I see this project as a benchmark for all of my projects.  It is imperative to meet the technical requirements of a project such as budget, time, and accuracy, but it is even more rewarding to meet those requirements while preserving a cultural resource, giving those buildings a new purpose for years to come, and being recognized by your peers for excellence in design.

Monday
Apr262010

Thoughts on being a Chief Executive Officer

By: Geoffrey Butler, AIA

I never really thought much about it as this firm got bigger. The firm evolved from a sole proprietorship back in 1978 (where I was the owner, receptionist, bookkeeper, chief architect, project manager, draftsman and errand boy) to a fairly large organization with a full cadre of administrative support staff, a marketing department, IT department, architects, engineers, landscape architects and interior designers. Let me tell you that running "your" business is much different from running an organization with many owners and employees whose livelihood relies on the success of the business.

In 1995 I got a call from Bob Grabill of the Chief Executive Network (CEN). This organization was just forming and, as he explained it, the primary purpose of the group was to get CEOs of A/E (architecture and engineering) firms from across the country together twice a year where we could discuss issues and compare notes with each other and hopefully assist each other in growing our business. Each of the CEOs would be from organizations across the country that were not competing with the others so there would be no reason to not share information and to be open. This two day meeting was designed to allow us to work on our business rather than working in the business. It was an interesting thought and I signed up to go see what it was about.

As you might suspect, when you are young you think you know a whole lot more than you really do. Looking back, I initially thought I'd go and share my worldly knowledge with others. After all, at that time I had successfully built a business from the ground up and ran it for 17 years. Hah! Over the years, working with this ever-changing group of professionals, I have found that you really do not know what you do not know. Every meeting offers new insights into running a professional service organization. We have speakers with special focuses and many presentations are addressing current challenges in the industry and our practices.

We always break down into groups with not more than 10, but usually about eight CEOs around the table and discuss issues that we want to discuss. In fact, we vote on the topics to discuss since there are always too many to cover in one meeting. The meetings also include the most important component called the "Ex-Officio Board." This is where each of us are able to pose a problem we are having in the form of a question and the rest of the group gets to ask questions to understand the scope of the issue and then offer suggestions and compare insights into how to deal with the problem. Can you imagine having eight or nine other CEOs advising you on how to solve a problem? Fabulous!

Think about this - where can you go to learn how to be a CEO? Where do they teach you how to balance all the business components of a professional design organization with the practical and technical aspects of your profession? When we went through college, we generally were discouraged from taking business courses since we had so little time there to learn our profession. When you get out you learn everything you need to know to become a licensed design professional. You have mentors all along the way from your college professor to your managers in the firm all the way up until you become the CEO. Then, there is no one above you to guide you. YOu are the top of the heap. As Harry Truman said, "The buck stops here." That is a huge burden. How you deal with that burden can affect the firm, everyone in the firm and all of their families. Sometimes is makes it hard to sleep at night.

I just got back from the Spring CEN meeting in Dallas. It was another excellent meeting. One of the things we did was to dig into what a CEO should be doing in the firm. The following is an abbreviated summary of what CEOs do:

  • We make sure there is a clearly communicated Vision of where the organization is headed;
  • We develop (with the help of others in the firm) a written Strategy that tells us where to direct our efforts and allocate our resources;
  • We develop (with the help of others in the firm) our Goals for the year that drive the Vision and Strategy;
  • We identify the proper Metrics which we follow to tell us how we are doing. If you cannot measure it, how do you know if you are doing it?
  • We establish the proper Structure for the organization so that we can work efficiently and effectively and accomplish our Vision, Strategy and Goals;
  • We make sure we have enough of the right People on the bus and they are all in the right seats;
  • We Evaluate and Compensate our people for doing the right things at the right time;
  • We develop the Processes and Procedures (with the help of our management team) which institutionalizes the right behaviors;
  • We make sure that we have the Cash necessary to accomplish our plan. Cash is king. Without the cash to run your business, you have no business.
  • We are Consistent.

Interesting to note that "practice architecture or engineering" is not on the list. When you take on the role of CEO, you are stepping into a whole new world which is different from what you were educated and trained in. Sure you will be practicing in your field, but you have assumed added responsibilities with this new role.

This is where I really appreciate being a part of CEN. It provides me the support and resources I need to be better. I can assure you that in our meetings last week when we discussed these elements, I scored myself on each one then totaled the scores and ended up with a 66%. On a straight grading scale where 90%+ is an "A," 66% falls in the "D" range. Pretty sobering. Hopefully, business is graded on a curve and others (if they were honest) were not too far off my abysmal score.

All of this makes me want to work harder to be a better CEO and with the the support and resources of the Chief Executive Network, I can do that.

Geoffrey Butler, AIA, CEO (in perpetual training)