Shawnee Place

The Challenge

Shawnee Place is a major historic landmark one block away from City Hall, in the center city of Springfield, Ohio. This eight-story, 85-unit historic building was one of the key buildings to anchor the City’s urban redevelopment plans for this portion of the downtown area.  Originally constructed as a hotel, the building is faced with limestone on the retail lower level and red brick above for the residential levels. The building exterior is beautifully ornamented in the Neo-Classical style and presents a refined and elegant appearance. The major challenges of this work included:

  • The 1879 exterior and interior finishes were greatly dilapidated and damaged.
  • Historic renovation of most of the building was required to meet National Park Service standards.
  • Construction budgets were tight; careful judgment was needed to identify specific scope.

Project Objectives

The objective of the final construction improvements was to match the quality level of the once-proud original building and to be indistinguishable from neighboring market rate buildings. As a result, Shawnee Place could become a key component in, and a catalyst of, the redevelopment of downtown Springfield, Ohio. 

The Construction Solution

The planning and management of this project utilized an integrated design-build approach as a strategy to balance the needs for appropriate design, high-level quality, and the construction budget. Model Construction’s significant experience within urban areas provided the framework to guide a successful redevelopment project. Highlights of the solutions included:

  • Engineered solutions were evaluated for cost compliance and constructability prior to construction.
  • Exterior renovation included delicate cleaning, new windows and new lighting. 
  • The historic first floor lobby areas were refurbished to resemble their original state.
  • Apartments were retro-fitted to meet 20% full accessibility requirements.
  • Budget management strategies included on-site scope alternatives and self-performed work.
  • Scheduled management strategies included close cooperation with city agencies.
  • Solid sub-trade communication was established to ensure logistical efficiencies.
  • Prevailing wage and inclusionary participation were incorporated into all planning phases to meet internal partnership goals.