Joliet Township High School District 204 Capital Improvement Program
Innovative scheduling approach resulted in a schedule reduction from five to two years
Joliet Township High School District 204 has been a prominent landmark in the city of Joliet for more than a century. Although Joliet Central was listed on the National Register of Historic Buildings, the building was in disrepair and required expensive maintenance. Not to mention, the building required updates in order to better serve the educational and space needs of the District. The administration faced the tough challenge of enhancing the learning environment with modern technology upgrades, while still preserving the historical tradition important to many community members.
Since Joliet Central is listed on the National Register of Historic Buildings, all renovations had to be approved by appropriate government agencies. Gilbane worked with key stakeholders and community members to address practical facility concerns without compromising the historical quality of the building. The Illinois Historic Preservation Agency provided the expertise and oversight needed so the District could successfully implement the district-wide master plan.
The fieldhouse additions were designed to blend with the character of the existing campus including the particular application of masonry detailing at the Central Campus to blend with the architecture of the school. The construction of the Gothic-style pedestrian bridge visually provides a cohesive link between the old and new. It also serves as a visual representation of how the District will approach future renovations and construction projects – a focus on continuous improvement, while still respecting the school’s heritage.
As one of Gilbane’s core values, teamwork was at the foundation of the project. Gilbane valued their relationship with the District, the architect and the surrounding community and continually worked to understand their expectations. The team worked with key stakeholders to provide diverse facility services with the end goal of delivering outstanding value to the District.
As a true advocate, the project team searched for ways to provide value to the District. Despite the projected five-year schedule, the project team took a hard look at the budget and schedule. They were not satisfied with the projected schedule and searched for a more cost-effective and efficient scheduling approach. Ultimately, the project team was able to reduce the schedule from five to two years, saving the District significant time and money! This innovative scheduling approach not only served as a positive example of client advocacy to the District but also the construction industry at large.