Best Projects
Excellence in Safety, Award of Merit; Renovation/Restoration, Award of Merit: SRP Project Administration Building (PAB) Betterment Projects
Photo courtesy of Corgan and Mortenson
SRP Project Administration Building (PAB) Betterment Projects
Tempe, Arizona
Award of Merit
OWNER: Salt River Project
LEAD DESIGN FIRM: Corgan
GENERAL CONTRACTOR: Mortenson
CIVIL ENGINEER: Wood Patel
STRUCTURAL ENGINEER: Buehler Engineering Inc.
MEP ENGINEER: Energy Systems Design Inc.
SUBCONTRACTORS: AAA Landscape; Able Steel Fabricators; Buesing Corp.; Delta Diversified Enterprises Inc.; Haci Mechanical Contractors; Integrated Masonry; Parker and Sons Steel Erecting; Performance Contracting Inc. (PCI); Rouser Concrete LLC; Star Roofing Inc.
Since being built in 1956, parts of the Salt River Project’s corporate headquarters had undergone additions every decade to support the company’s growth. But the expansions did not contribute to an overall vision or master plan for the facility. Mortenson and Corgan helped SRP develop a strategic vision that would lead to sustainable, cost-effective solutions.
Over six years, Mortenson modernized more than 477,000 sq ft of space in the fully operational facility. Improvements included a water loop realignment and a stair tower; a central utility plant expansion; reconfiguration of the east lot and 15 kV distribution; a storage building and generator yard; and 55,000 sq ft of tenant improvements to the credit union building so it could be utilized as a swing space.
Through five major phases, the three-story PAB was reconstructed to include private and open offices, conference rooms, break rooms, collaboration spaces, a cafeteria and council room. Work included an 80,000-sq-ft, five-story addition. All phases were completed on a campus with more than 1,500 employees. Mortenson even built a tunnel for employees to use during construction. The building is on track to achieve LEED Platinum certification.
Safety initiatives included a mandatory safety orientation, monthly rewards, weekly safety calls, recognition lunches and regular inspections of jobsite activity. Those activities helped to cultivate a healthy safety culture. The project had a total of more than 312,000 worker hours with zero lost-time accidents.
