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September 2019 — Office Properties Quarterly — Page 27 www.crej.com productivity and efficiency. Stud- ies have shown employees who live and socialize near their offices enjoy increased collaboration opportunities and stronger senses of community and fluidity, plus shorter commuting times and more active and engaged social lives. Throughout the office industry nationwide, there is a clear arms race in terms of delivering amenities to meet these social and employ- ment trends. While location always has been a top priority, the best and highest-renting developments have begun to differentiate themselves on the basis of design and amenities. According to Gensler’s nationwide workplace survey, office ameni- ties employees value most are: res- taurant/bar, café, specialty coffee, grocery, outdoor space, pharmacy and gym. To satisfy the desires of employees, developers are incorporat- ing these amenities into the work- place, with the goals of appealing to changing expectations within the workforce, competing for tenants in a crowded marketplace and attracting top talent. In Denver, the best new office developments have begun to include these features – with new central business district, Union Station and RiNo developments leading the way, and newer buildings featuring more sophisticated offerings. At Block 162, our new office tower in Denver, Patrinely Group and USAA Real Estate have created a unique elevated ame- nity package we believe will address the trends we have observed and dif- ferentiate our project among its peers. We see these trends continuing to influence development decisions and end-user desires. Balancing those goals with competitive lease rates and overall quality delivery is a chal- lenge we and our competitors are excited to undertake. ▲ Haltom Continued from Page 8 expensive to correct deficiencies in building function after the structure has been built. Anyone who has had to experience of mold growth in new construction certainly can attest to the expense and time delays of mold mitigation after the completion of construction, and this can often involve complete redesign of the building’s air conditioning or insula- tion systems. The concept of building science is becoming more and more common, and access to free online resources is available to a design team with the click of a button, which is encourag- ing to see. Being proactive and using building science concepts at the initial phases of design can prevent potentially expensive reactive cor- rections to building subsystems after the building has been occupied. ▲ Koch Continued from Page 16 risk, and the approach was ultimately approved. These municipalities were as big a part of the collaboration as the subcontractors. From start to finish, South Metro and Greenwood Village attended monthly meetings. The number of attendees in each meet- ing (often over 50 people) was a tes- tament to the level of support and investment that aided in finishing the project on time. This project was delivered under a construction management/general contractor model and AP recognized the importance of involving key sub- contractors early in the design and preconstruction process to achieve the aggressive schedule. Denver’s ongoing skilled labor shortage meant AP want- ed to not only receive design input but also secure resources needed to achieve the schedule and minimize changes. This early partnering with key subs saved time and eliminated the traditional value engineering pro- cess – subs provided cost input as well as many design charrettes for critical systems as the design developed and helped guide the design team to the most cost-effective solutions. The project’s location yards from both light rail and an interstate meant nothing could swing over the tracks or highway. The zero lot line complicated common site tasks like coordinating deliveries and moving heavy machin- ery, such as the three 300-ton cranes. Mandatory daily coordination meet- ings with subcontractor partners were imperative to communicating details that affected schedule and workability. In these meetings, the team scheduled precise delivery times and displayed them where they could be referenced by team members at any moment. Trades would communicate deliveries, working locations and any changes in schedule daily. This allowed for 100% buy-in by all subcontractor partners, which allowed everyone on site to have a hand in creating and managing this schedule. Maintaining communication with the nearly 350 workers on site each day meant project leadership took a firm stance against a coercive approach and adopted a collaborative one instead. Plan buy-in happened because everyone contributed to mak- ing the plan. At each meeting the questions everyone asked were “What is the goal?” then, “How can we help get you there.” “The nature of this project required a higher level of attention and focus. It has raised our standards of what an organized, efficient site looks like and what it means to be a collaborative partner not only with the design and ownership team but all our subcon- tractor partners,” said Anderson. “It changed the way we approach proj- ects to ensure that everyone is suc- cessful at the end of the project.” The preceding was provided by Adolfson & Peterson Construction. ▲ AP Continued from Page 20 READ THE NEXT EDITION: Thursday, May 17 RESERVE YOUR SPACE BY: Wednesday, April 27 AD SIZES: Quarter Page $XXX Half Page $XXX Full Page $XXX Full Color $200 Additional Frequency Discounts Available. While the Colorado Real Estate Journal continues to run an office news section in each issue of the newspaper, Office Properties Quarterly features the most interesting projects and people, trends and analysis, and covers development, investment, leasing, finance, design, construction and management. The publication is mailed with the Colorado Real Estate Journal newspaper, a 4,000-plus distribution that includes developers, investors, brokers, lenders, contractors, architects and property managers. viderRegus,whichwas founded 0 locations Photo courtesyThriveWorkplace and private desks,aswell as community areas and open desks. October 2015 The evolution of co-working in Denver  Market Reports  Development & Investment Updates  Design & Construction Trends  Capital Markets  Corporate Real Estate  Legal Updates  and more ADVERTISING Lori Golightly | 303-623-1148 x102 | lgolightly@crej.com SUBMIT EXPERT ARTICLES Michelle Askeland | 303-623-1148 x104 | maskeland@crej.com MEDIA KIT & SAMPLES crej.com/OfficeProperties Wednesday, Dec. 18 Nov. 395 595 995