Innovation and customer experience key to St. Louis commercial real estate growth in 2023

More than 100 industry professionals attended MetroWire Media's 2023 Market Forecast Summit on March 9, 2023 at the Lodge Des Peres, which featured networking and a panel discussion with Addie Bunting from Wies Offsite as the moderator, and panelists Lauren Talley with Cobalt Construction Consulting, Tom Ray with CBRE, Tom Kaiman with Mia Rose Holdings, and Kyle Wilson with Kadean Construction. The panelists covered a range of CRE topics related to multifamily housing, office, industrial, and retail real estate.

Here are some highlights from the session:

Impact of the new Citypark Soccer Stadium

Kaiman: “It’s a great addition to the city that will spur other development in the area. Quality developments will bring people back to town. It will be an exciting place to live. The Taylor family is doing a great thing with this investment in the city.”

Talley: “It is exciting to see midtown coming to life,” said Talley. “Out-of-town developers are coming in.”

Multifamily

Kaiman: “Multifamily has been undersupplied for decades; zoning, permitting and NIMBY continue to be problematic. A lot of new product is coming online in St. Charles County.”

Wilson: “We continue to see a lot more interest in multifamily and condo properties for sale among empty nesters in Kirkwood, Webster Groves and Clayton. Small projects seem to infill well.”

Ray: “Apartments will fix downtown. The answer is more apartments. It’s more important than ever that people can live in walking distance of their offices.”

Talley: “Multifamily has exploded. The result is a flight to quality while commercial is seeing a flight to amenities.”

Office

Ray: “Downtown is seeing a nice absorption in startup and early-stage businesses looking for office space needing little improvement. Landlords are ready to deal. There’s an historic view that the prime downtown tenant is a large law firm that will stay forever, but smaller startup companies are the future. There’s a lot of leasing as companies look for smaller office space.”

Kaiman: “There’s no longer a playbook or one size fits all. We’re still trying to figure it out. The world will continue to evolve in how we work, how we live, how we play.”

Retail

Kaiman: “Development fits everywhere. It’s all about how you activate a site and bring people there. It has to be safe. Cities that keep an open mind will benefit. The economic development folks have to be out there recruiting for new businesses.”

Wilson: “Store chains are taking a new approach, adding a smoothie bar, clothing for sale, etc., to create a new experience.”

Ray: “Mixed use is a goldmine for commercial/retail. It’s completely based on walkability.”

Talley: “Mixed use is kind of the ‘new black,’ and jurisdictions are mandating it. I think it’s here to stay. We need to grow to be more welcoming to national chains.”

Cannabis

Kaiman: “It’s the best thing that ever happened to empty stores. Data also shows property values going up around dispensaries.”

Industrial

Wilson: “We’re finding more mega-sites — they seem to be bigger and bigger. Tenants who need smaller space might be left in the dust. Big is booming.”

Talley: “We have the land available (that companies need for large industrial uses). Cost increases for materials and supplies led to a pause. Products delivered to the home with continue to grow (and require large warehouse and distribution facilities). Companies are looking to automation because it offers less human error or possibilities of people getting hurt — all industries are increasing automation.”

Wilson: “Automation has much higher construction requirements, so we’ll see taller buildings. If it gets traction, it will change the way we build warehouses.”

What Clients Want

Kaiman: “Our customers are tenants, so the flight to quality is their number-one driver.”

Wilson: “Our biggest challenge is being asked for more product. The subcontractor market is overloaded — they need more workers.”

Ray: “The collective experience in the office sector is adding more amenities. A new building has to be different from the one next door. You have to figure out how to provide experiences.”

Talley: “Clients want transparency in everything — costs, where products are coming from, when items will arrive, whether prices will be the same on arrival.”

Overall, the panel was optimistic about the future of commercial real estate in St. Louis, highlighting the potential for growth and expansion across all four sectors. They emphasized the importance of providing customers with unique experiences, as well as the need for economic development teams to recruit new businesses to the area.

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CLICK HERE TO VIEW EVENT PHOTO ALBUM.

Vision for greatness ahead for St. Louis

St. Louis commercial real estate should be headed for great things in 2021, judging by insights provided in “Greater St. Louis and a Vision for Greatness,” a March 9 Retail Spotlight Shift webinar from the St. Louis CCIM chapter.

Tiffany Wiegers, 2021 president of CCIM STL, kicked off the event by thanking sponsors as critical to providing services and resources for the chapter and announcing that scholarships are available for upcoming courses (details are on the CCIM STL website).

Events hosts were Tony Kennedy of Colliers International and Tom Ray of CBRE.

“This is a timely and important discussion about the future of our region,” said Greater St. Louis, Inc. founder and CEO Jason R. Hall, in describing Greater St. Louis Inc. as a combination of five organizations (AllianceSTL, Arch to Park, Civic Progress, Downtown STL, Inc. and the St. Louis Regional Chamber) aiming to reduce historic fragmentation and create one united voice.

“We have to make a decision that we will be a community on the rise or on the decline. We need the same vision, same tenacity, same energy (as in the sports sector) to grow the region.”

“Greater St. Louis brought together eight key growth initiatives from day 1 (January 1, 2021),” Hall said. “It’s all about jobs — retain, attract and create; elevate our regional reputation; and advance common goals. The urban core is essential.”

Among the positive indicators,  St. Louis has seen $8 million in commercial real estate during the pandemic.

“And that has continued to grow. St. Louis can be a global leader in biotech and agtech,” Hall said.

An important example is the 1,400 new jobs coming with Accenture. Other encouraging signs are redevelopment of the Butler Building, which has been one of downtown’s largest vacant buildings, and Green Street Workforce Housing, a partnership for “one of the largest inclusive housing projects in The Grove.

Such place-making projects have a huge impact on bringing business and residential growth to St. Louis.

“We are coming together as a geospatial center of excellence, with a long-term plan in place,” Hall added.

Hall cited entrepreneurship as another incredible force in being re-energized.

“St. Louis is launching new businesses and is first in the country for women-owned businesses,” he said. “We are aggressively back in business.”

Hall quoted Entrepreneur magazine as recently saying that “St. Louis is on the precipice of leading the United States in 21st-century innovation.”

While the St. Louis area hasn’t had a basic jobs plan for more than a decade, “we are now the only metro area to develop one in terms of the pandemic and the new civil rights movement,” Hall said.

“We have to drive inclusive growth. We have got to focus on inclusive growth and close spatial and racial gaps.”

Greater St. Louis is funded by private sector business as investors, and “the business community has to be much more engaged to make (our vision) a reality,” Hall noted.

“We have to make St. Louis better overall and understand the perception of St. Louis in the country. We started STLMade as a way to shine a light on the positive and tell our own story. We will take the story national. It’s a people-centered, data-driven approach.” 

In line with such efforts, the AllianceSTL partnership aims to “accelerate growth by recruiting new jobs and business investments to the 15-county bistate St. Louis region,” according to Chief Business Attraction Officer and president Steven S. Johnson.

“We have an exclusive external focus on business and economic development,” he said. “Our key audiences are site selectors, real estate developers and companies in our main targeted verticals: manufacturing and production; financial and information services; bioscience and health technology; geospatial; agtech; transportation and logistics; and the aerospace, automotive and defense industries.”

Many of those targets are in local commercial real estate because of their current work in location services, Johnson noted.

The Alliance is using social media and related advertising along with traditional advertising to those primary key audiences, along with individual outreach and relationship-building. Marketing is essential — a lesson that St. Louis is learning from cities like Austin, Texas. “Many of the markets we admire have been marketing business attraction for decades.”

Typical projects for the Alliance include “straight-up business development to attract companies and headquarters to St. Louis,” which represents 80% of its focus. Such companies are generally new to the area or have no St. Louis presence yet. Cooperation is vital: “We work with economic development partners; we can do nothing by ourselves,” Johnson said.  “Our relationships and partnerships are as strong now as ever, and that is good for St. Louis.”

To build on those connections, “we ask businesses exactly what they’re look for.” The answer is usually “talent availability and sourcing, business continuity, and the cost of labor. “We are finding that location is as much about mitigating risk as anything else,” Johnson said.

Agriculture technology is another important business sector for St. Louis, thanks to its central location and accessibility to a huge resource of agricultural producers, according to Thad Simons, founder and managing director of The Yield and The Yield Lab Institute, a “cooperative network of venture funds to advance food and agriculture technology globally,” with companies in Ireland, Argentina, Brazil, Chile, Singapore, France and Luxembourg.  The lab is the company’s nonprofit arm.

When he came to St. Louis in 2014 for a three-year assignment with Monsanto, “I was curious about the agtech space,” Simons recalled. “I realized the difficulty of getting projects off the ground. Part of the problem was understanding what ‘agtech’ means.”

With agriculture as one of the largest elements of the geospatial sector, the advantage for St. Louis is that it is “right in the center of agricultural production and distribution. The strength we bring is less the money that the connections,” Simons said. “The impact of the agriculture sector on St. Louis is tremendous.”

While many large organizations already have a local presence — the largest associations for farmers are all based in St. Louis, “we mentor smaller companies to come to St. Louis.” There is still a need to “find champions of St. Louis and stay in touch with them,” Simons said. He is encouraged by the expectation that “there will be lots of stories of companies coming here through word of mouth.”

Simons sees St. Louis as a “really hot space” that is “fostering research and technology.” Of the company’s 50 global projects, 12 are in St. Louis. Driving new investment and presence in the area are projects and innovations that go beyond traditional uses of agricultural products, such as a commercially viable indoor farm and “a small-scale project along Delmar to address food deserts” (the absence of grocery stores). “It’s intended to be for-profit, so we will sell products to restaurants, but also donate to the community,” he said.

Now getting started in St. Louis is a NASA Challenge to investigate “how growing food in space can relate to growing food on Earth,” Simons added.

While Simons is optimistic about business growth, he sees a need for expanded investment. “St. Louis is strong and getting stronger in human capital, but still not where we should be in financial capital,” he said. 

The hemp industry offers the prospect of growth as an alternative protein and in oils and nutrition, once regulation and legality are in place.

Looking ahead

For St. Louis business and commercial real estate to succeed, it is crucial “to be thinking five, 10, 20 years ahead to create self-perpetuating environment in geospatial and build up an innovation ecosystem,” said Hall. “That will give St. Louis a durable advantage.”

Asked about the impact of a new mayor on commercial real estate and business, Hall said the upcoming mayoral election is a “generational change; both candidates are speaking about growth  and the need for inclusional growth. It’s an exciting time for St. Louis. Magic happens when we have public and private alignment. There will be exciting opportunities to work together.”

“We seem to have two candidates who will be very hands-on and pro-development. We will work with everybody,” Johnson said.

“Whoever becomes mayor will have to realize that there is an urban-rural divide, and a need for much better understanding between those segments of the region,” Simons said.

A recording of the event is available at https://www.linkedin.com/company/ccim-st-louis-metro-chapter/ or

https://www.youtube.com/channel/UCO2uJM-RnLRetiKTNvYAUVA.

Soulard Commerce Center bridges e-commerce, consumer gap

Soulard Commerce Center, a Class A warehouse building located in the 35-acre Soulard Business Park, is complete and available for leasing, according to JLL.

Developed by The Opus Group, the 154,937-SF spec warehouse is the first modern industrial building in the area since 2004. The building can accommodate final-mile destination warehouse and delivery, light manufacturing or general office/warehouse uses.

“This area of the city, and for that matter points further south in the city and county, are the most supply constrained in our market when it comes to modern industrial building product. It is a swath of the market with significant barriers to developing at scale, and The Opus Group has achieved that in Soulard Commerce Center. In the process, they’ve created a unique alternative for industrial occupiers who previously had to consider locations further away from their customer and employee bases,” said Pat Reilly, executive vice president of industrial leasing for JLL.

Soulard Commerce Center is designed for multiple tenants with individual build-to-suit spaces starting at about 22,000 SF. It features 32-foot, clear-height ceilings and 24 trailer parking stalls to suit a variety of uses, including e-commerce and urban logistics.

With easy access to Interstates 44, 55, 70 and 64, the building location can meet the distribution needs of modern final-mile networks, which have become more important with the explosive growth of e-commerce.

“The recent boom in e-commerce has created an increased demand for modern industrial space,” said Ryan Carlie, director of real estate development at Opus. “Soulard Commerce Center provides tenants a diverse space that can accommodate a variety of needs within a convenient and desirable location.”

The building benefits from 25-year real estate tax abatement. Base rent for the building is $6.50 per square foot.

Auditorium renovations complete at WUSM

Construction is complete on a project to renovate two underutilized auditoriums and vacant space at Washington University School of Medicine (WUSM) in St. Louis into a Training and Testing Center that will support the medical school's new mission and active learning curriculum.

Cori Auditorium and Erlanger Auditorium, which were both underutilized due to their age and outdated design for current teaching methods, are located on the first floor of the school's McDonald Science Building, designed in 1960. Named for the distinguished Nobel Prize-winning WUSM faculty Joseph Erlanger and Carl and Gerty Cori, the auditoriums still functioned as lecture halls before the renovations.

In addition to the two auditoriums' reconfiguration, KWK Architects designed a testing center for medical education in the building's vacant space after relocating the admissions office to the North Building on campus and the student services location to Becker Library. The ground-floor access and central location made it a prime location for the medical school's new Training and Testing Center.

"The university's teaching pedagogy has shifted from a stand-and-deliver approach of the past to a more collaborative, interactive teaching method, as evident in the design renovations for the vacant space and two auditoriums," said KWK Architects principal Eric Neuner.

KWK designed the vacant space into an 85-seat testing room for medical students, which could also be used as seminar and lecture space for all departments. KWK acoustically engineered the area to eliminate sounds from the corridor and adjacent auditoriums. The interior was passively reinforced with built-in reflectors and diffusive shapes to help strengthen speech. The space also provides multiple video screens for lecture functions and splitting the room up into workgroups as needed.

To create fully accessible and flexible active learning classrooms in the auditoriums, infilling the existing slopes and reconfiguring the room shapes was required. Structurally engineered, cold-formed framing supports were installed with a lightweight concrete topping to provide the floor infill. The interstitial space was lined with insulation to help reduce sound transmission during construction and final use.

"This had to be done carefully since the basement below the spaces housed existing laboratories which were operational throughout the construction process," said KWK project manager Bob Buckman.  

Cori Auditorium, the larger of the two auditoriums, takes advantage of existing windows to connect the occupants to the exterior. Two new windows were installed in Erlanger Auditorium to give the interior a connection to the outdoor courtyard.

"What was once a dark, antiquated auditorium is now an open, well-lit space both naturally and artificially. The renovated spaces are now ready to serve the medical school for the next 50 years," said Neuner.

Tables and chairs on casters were specified for each new classroom (138 seats in Cori and 105 seats in Erlanger) to provide flexibility in configuration. Motorized shades and dimmable lighting were also selected for multi-use functionality in each space. The Medical School's logo was added as a wall graphic to each classroom to reinforce its branding.

AVI Systems of St. Louis provided the design for the center's new AV systems, which include a 3 ft x 3 ft video wall interconnected to 96-inch screens placed throughout each classroom. The education component is supported by active sound reinforcement and built-in cameras for online learning.

"Screens were placed in careful planning with the furniture to ensure good sightlines with writable wall surfaces. Each smaller breakout area can share their screens with the video wall for interactive learning," said Buckman.

The project team also included SSC Engineering, Bell Electrical, C&R Mechanical, Dynamic Controls and Engineered Fire Protection. The general contractor on the project was BSI Constructors and Interface Construction.

In 2015, Washington University School of Medicine hired KWK Architects to develop a phase one-campus plan https://outlook.wustl.edu/building-connections/.

Since the master plan's completion in 2015, KWK has worked on over 40 design and study projects on the School of Medicine Campus. These include projects outlined in the master plan and additional enabling projects that have helped support campus growth and recruitment activities.

“The projects just completed by KWK were the final phase of the 2015 Phase One Education Renovation Plan. We are excited to see the full plan come to fruition and are eager for the campus to use and experience these exciting spaces,” said Melissa Rockwell Hopkins, assistant vice chancellor of operations facilities with the School of Medicine.

For more information about KWK Architects' university master planning expertise, visit www.kwkarchitects.com/markets/details/master-planning.

$40 million affordable housing project heads to Central City

Building on continued momentum in St. Louis’ Central City, a groundbreaking new housing project will bring attainable housing through over 160 new units - over 80 of which will be workforce-targeted rents - to the Central City’s Forest Park Southeast neighborhood.

Union At The Grove, a $40 million multifamily development, is comprised of six individual buildings on Hunt, Vista and Norfolk Avenues, between Newstead and Taylor Avenues, just east of Kingshighway.

Green Street St. Louis developed the project with support from a consortium that includes Greater St. Louis, Inc., IFF, and Washington University Medical Center Redevelopment Corp. (WUMCRC), a partnership between BJC Healthcare and Washington University School of Medicine in St. Louis.

“As we focus on inclusive economic growth for our region, the project sends a strong signal about what is being done to begin a resurgence in the Central City in St. Louis,” said Valerie E. Patton, Chief Diversity, Equity and Inclusion Officer for Greater St. Louis, Inc. and president of the Greater St. Louis Foundation.

In addition to Union, recent developments highlighting the resurgence in the Central City include the first fully protected bike and pedestrian infrastructure in the city that will connect the Tower Grove Park and the Shaw neighborhood to Forest Park Southeast and Cortex; continued significant development taking place in and around Cortex itself; the construction of the new NGA West headquarters, projected to open in 2025; and additional hundreds of millions of dollars of new and adaptive re-use real estate development underway in the City. As has been reported in recent years, more than $8 billion in development is underway, planned or has been recently completed in the City.

“Union At The Grove is a natural extension of Green Street’s continued commitment to the City of St. Louis and Midtown redevelopment through partnership and community revitalization,” said Joel Oliver, Green Street senior vice president for development.

Developing new workforce housing is critical to inclusive growth, and approximately 52 percent of the Union’s units will have attainable rents so that health care employees and medical school staff can live near where they work. The units with attainable rates will be blended throughout each of Union’s six unique buildings.

Amenities include private entrances, courtyards and walking paths; shared rooftop terraces, balconies, and barbecue areas; and bike storage, mail, and secure package areas. The properties are walking distance from Forest Park, Tower Grove Park, Cortex and the Washington University Medical Campus.

“Social, environmental and economic inequities are recognized as major contributors to health disparities,” says Richard Liekweg, BJC HealthCare president and CEO.

“This project demonstrates that health care organizations can play a part in strengthening our neighborhoods and communities. Having new, attractive and attainable housing adjacent to our academic campus where some 20,000 employees work will facilitate access to jobs, while also strengthening communities,” Liekweg said.

Beginning in 1996, WUMCRC has purchased properties in the neighborhood with the long-term goal of attracting developers with strong records in redeveloping and supporting mixed-income, diverse communities. Union At The Grove is the final segment of this effort to improve the quality of life for residents in neighborhoods that border the Medical Campus. WUMCRC also has supported neighborhood investments in safety, jobs, education and the development of The Grove, the entertainment and commercial district along Manchester Road.

“In recent years the market has done a great job supplying high quality market rate and we have been able to find resources to build and maintain low-income housing units in the neighborhood. This project fills in the missing middle – those who earn too much to qualify for subsidized housing and too little to afford market housing,” said Hank Webber, Washington University’s executive vice chancellor and chair of the WUMCRC board.

Construction is slated to start February 1, 2020 with an official groundbreaking ceremony targeted for spring of this year. The project did not make use of federal or state tax credits or incentives and is applying all funds from the 10-year tax abatement it received into the newly formed Newstead West Community Improvement District for the purpose of making infrastructure improvements that would otherwise not be completed. These improvements include:

• Resurfacing of streets and alleys

• Rebuilding sidewalks and curbs

• Installing new streetlights

• Helping heal the City’s grid by reopening the cul-de-sacs on Vista and Norfolk at Taylor

“This development checks a couple of important boxes for our community. It adds density to support our efforts for more environmentally sustainable development and less car dependency. It also has a workforce housing component to assure our neighborhoods remain economically diverse. Both are core values of the 17th Ward,” said 17th Ward Alderman Joe Roddy.

Development of Union is being led by Green Street, which has advanced approximately $100 million worth of other projects in the Forest Park Southeast neighborhood. Green Street Building Group is managing project construction with said construction financing provided by Colliers International, arranged by Kyle Howerton of George Smith Partners.

IFF provided Newstead West Community Improvement District a bridge loan to provide upfront funding for infrastructure improvements that would have otherwise been available spread out over a decade.

CentralCitySTL is an initiative of the newly formed economic development organization Greater St. Louis, Inc. that combines the work of Arch to Park and Design Downtown STL. The Arch to Park Equity Fund made a patient capital investment to help make this major development possible.

S.M. Wilson CEO to retire in April

Scott Wilson, CEO of S. M. Wilson & Co., plans to retire in April after dedicating 37 years with his family-founded construction firm.

In 1990, Wilson was named president, succeeding his father. Under Wilson’s leadership, S. M. Wilson’s revenue, profitability and repeat client portfolio hit new heights as the firm became primarily a construction manager.

In 2012, Wilson became CEO and Amy Berg was named president. 

Wilson’s announcement is part of a multi-year succession plan and coincides with the company’s 100th anniversary. S. M. Wilson & Co. was founded by Wilson’s grandfather in 1921; in 2014 the firm became 100% employee-owned. 

“Together we have built upon my grandfather’s legacy. S. M. Wilson is stronger, more strategic, and well aligned for the future. S. M. Wilson is entering its 100th year of business with a strong strategic plan and leadership team with a vision for the next 100 years,” said Wilson.

In 2017 Mark Cochran was named the chief operating officer. Berg and Cochran will be leading the firm in conjunction with six additional executive committee members: Mike Dohle, chief financial officer; Mike Mangiore, controller; Steve Meeks, vice president of pre-construction and estimating; Amanda Bohnert, chief marketing officer; Rebecca Cornatzer, chief human resources officer and Jack Kinamore, project director.

“Scott’s leadership has given us a solid foundation and we are grateful for his guidance. Scott has set S. M. Wilson up for success. We are poised for the next chapter of strategic growth fulfilling our mission to go ‘Beyond the Build’ and provide ‘Amazing Client Experiences’,” said Berg.

Wilson will remain a member of S. M. Wilson’s Board of Directors.

S. M. Wilson is a full-service construction management, design/build and general contracting firm with headquarters in St. Louis. Founded in 1921, S. M. Wilson is dedicated to going above and beyond expectations for their clients by putting people first. The 100% employee-owned company is one of the leading construction management firms in the Midwest. For more information, visit www.smwilson.com.

Jaguar Land Rover rolling into Chesterfield

Chesterfield, Mo. has another new business coming to town - Jaguar Land Rover Chesterfield, which is set to open its doors in spring 2021.

New construction began last week on the 32,000-SF, seven-acre site at 1 Jaguar Land Rover Way, marked by a groundbreaking ceremony with city officials and other stakeholders in attendance.

The new dealership will mirror Jaguar Land Rover’s current brand imaging of luxury and state-of-the-art craftsmanship. It will be the first facility owned by Imperial Motors outside of the Chicago area.

Dealer/principal Jordan Aron worked with the City of Chesterfield to ensure the aesthetics of the building would blend with the surrounding community. The site was chosen for its convenient location to serve customers in several counties in the St. Louis metro area.

“This is an exciting time of growth for our family and our business. We remain highly committed to providing our customers with the highest level of care and attention. The same we have been doing since 1953,” Aron said.

The new dealership will have 18 service bays with dedicated equipment and staff for express service and maintenance. The waiting room will include complimentary Wi-Fi, several choices of seating options and quiet workspace.

“We are extremely happy to be part of the Chesterfield community. People here want to feel good about the people and the company where they do business. That’s exactly the kind of market we thrive in,” Aron said.

The company plans to hire a staff of managers, sales and service personnel.

“Brinkmann is proud to work with Imperial Motors to bring Jaguar Land Rover to the Chesterfield Valley,” said Kendrick Lathum, project director for Brinkmann Constructors, the general contractor on the project.

“The addition of this dealership to the area continues the strong economic growth in Chesterfield,” Lathum said.

AGCMO announces Keystone Awards, SCOTY winners

The Associated General Contractors of Missouri (AGCMO) has named Spirtas Wrecking Corporation as its Specialty Contractor of the Year in the Environmental Remediation and Demolition services category.

Spirtas received first place in this discipline by the general contractor members of AGCMO, who were asked to consider their overall experience with Spirtas, including timeliness in regard to completion of projects and ability to stay within budget.

“The need for environmentally responsible remediation and demolition has never been greater, and this industry recognition underscores our commitment to leading the way in this sector,” said Matt Sheehan, president and CEO of Spirtas.

Over the past year, Spirtas has completed 75 environmental remediation and demolition projects in support of Forsyth Pointe, Covenant House Wellness Center, St Mary’s Hospital Convent and the Muskingham River Power Plant in Ohio.

The annual awards program highlights the creativity and talents of dozens of contractors in Missouri’s construction industry. Along with Spirtas, the following contractors received Specialty Contractor of the Year (SCOTY) Awards. (Keystone Awards follow SCOTY Awards):

• ROSCH (ancillary services);

• Vee-Jay Cement Contracting Co. Inc. (concrete / paving);

• Budrovich Excavating & Contracting (earthwork and utilities);

• Guarantee Electrical Co. (electrical);

• TJ Wies Contracting Inc. (interior and exterior finishes, openings and fixtures);

• Charles E. Jarrell Contracting Co. Inc. (HVAC / piping);

• Grant Masonry Contracting Co. Inc. (masonry);

• Boyer Fire Protection (plumbing and fire protection);

• BAM Contracting LLC (structural and finish carpentry);

• ACME Erectors Inc. (structural and finish metals);

• Geissler Roofing Co. Inc. (thermal and moisture protection).

The following contractors received AGMO’s 2020 Construction Keystone Awards.

• Murphy Co. for the Enterprise Center Quad D AHU Replacement;

• PARIC for the Union Station Wheel and Train Park;

• Tarlton Corp. for The Muny Stage and Production Improvements;

• McCarthy Building Companies for the East End Transformation of the Washington University in St. Louis Danforth Campus;

• Massman Construction Co. for the Grand River Bridge Emergency Replacement in Brunswick, Missouri;

• Acme Erectors Inc. for The Vertical Garden in the Steward Family Plaza;

• TJ Wies Contracting Inc. for the State Historical Society in Columbia;

• Murphy Co. for Centene Community Ice Center;

• Murphy Co. for Centene Urban Campus Clayton High Rise;

• icon Mechanical Construction & Engineering LLC for the Pfizer BioPlace New Research & Development Facility;

• ACME Constructors Inc. for Agra Form’s 4-Phased Plant Expansion

• Guarantee Electrical Co. was awarded Keystone Project of the Year in the special coronavirus pandemic response category for construction of the U.S. Army Corps of Engineer’s COVID-19 Alternate Care Facility.

The Associated General Contractors of Missouri is the united voice of the construction industry, representing over 500 commercial, industrial, heavy and highway contractors, industry partners and related firms in 110 counties in Missouri. Last month, AGCMO was named large Chapter of the Year by AGC of America. AGCMO operates offices in St. Louis, Jefferson City and Springfield.

Collaborative action key to city vacancy concerns

Last week ULI St. Louis hosted “Starting Where You Are: Collaborative Planning Around Vacancy in the City, “ a virtual presentation moderated by Cecilia Dvorak, AICP, city planning executive with the City of St. Louis.

Presenters included Laura Ginn, vacancy strategist for the City of St. Louis; Bob Lewis, assistant professor of urban planning at Saint Louis University; and Sundy Whiteside, board president of the St. Louis Association of Community Organizations.

The program began with a few relative stats. First: Vacant property in St. Louis adds up to approximately 2,500 acres, 7,000 buildings and 13,000 empty lots.

Second: St. Louis ranks third in the United States for city vacancy. If a line were to be drawn at Delmar Boulevard, the northern portion of the city would have the highest concentration of vacant properties in the country.

Next: The impacts of highly-concentrated vacancy range from lower property values and increased illegal dumping to higher rates of drug and gun-related crime.

“Where there is a high concentration of vacancy, there are also challenges - like a lack of access to public transportation and technology, poverty, housing cost burdens, increased amounts of lead poisoning and asthma,” Ginn said.

As a city, St. Louis is taking a comprehensive, thoughtful and collaborative approach to rebuilding a more equitable community - starting with the organized group (of which all the presenters are involved), called St. Louis Vacancy Collaborative.

The Collaborative launched in 2018 and is made up of more than 40 organizations, twelve city departments, hundreds of volunteers and committees, and six working groups (Anti-Displacement, Data Analysis, Marketing & Engagement, Reinvestment & Reuse, Stabilization, Maintenance & Demolition, Vacancy Prevention).

Another stat presented: 60% of vacant property is privately-owned, which presents many challenges in reinvestment and stabilization. As public organizations work to care for the approximately 40% of properties under their ownership, they are also working to hold vacant landowners accountable for the condition of their property.

“Of crucial importance to this initiative is the redevelopment of vacant properties. We can clean them up and preserve the buildings, but ultimately we need people to invest in the urban core,” Lewis said.

Over the last few years, the City of St. Louis has launched multiple efforts to encourage investment in these areas, including Proposition Neighborhood Stabilization (NS) and the Gateway Neighborhood Fund (GNF).

Proposition NS has created funding for the city to stabilize properties within their land bank to not only improve public safety, but also to encourage development.

GNF has made provisions for approved homebuyers looking to purchase and improve homes in areas where there is an appraisal gap. Enabling home buyers to purchase and renovate these homes helps to increase their value and encourages investment in distressed neighborhoods.

Substantial time has been devoted to reforming property tax foreclosure procedures. Tax foreclosure on home owner occupied properties is not only devastating to the residents, but to the neighborhoods as well.

Two of the Collaborative’s recent efforts to prevent displacement and vacancy are the Real Estate Property Tax Assistance Fund and the Home Repair Network & Fund.

“Tax assistance and home repair assistance help fill local budgets, prevent an increase in vacancy, stabilize neighborhoods and protect home owners facing economic hardship,” Whiteside said.

Should tax foreclosure be necessary, the Collaborative is working on reformation to bring properties to auction sooner so that the community will not suffer from an unoccupied, and therefore untaxable, neighboring property.

“Many people don’t see and recognize the importance of building relationships, but engaging communities and neighborhood residents in the process is how we build a better city. The plans we’re developing help people have a hope for the future.” Whiteside said.

The Collaborative is always looking for volunteers, you can use this link to learn more about the working groups and how you can get involved.

If you would like to view the full program, a YouTube recording is available here.