The Jesse White State of Illinois Building at 115 S. LaSalle underwent a comprehensive modernization that transformed the historic high-rise into a fully functional, ADA-compliant government facility. The renovation included complete mechanical, electrical, and elevator upgrades; new building automation and IT infrastructure; enhancements to the DMV service center; restoration of the auditorium; and the integration of sustainable finishes throughout.

Completed within an occupied building, the project required detailed phasing and rigorous safety planning to protect building occupants and the public. This complex renovation revitalized a Chicago landmark while significantly improving accessibility, operational efficiency, and comfort for thousands of daily visitors and state employees, reaffirming the building’s role as a vital civic hub in the Loop.

The design team set out to seamlessly blend the building’s historic character with modern functionality. The objective was to comprehensively upgrade mechanical, electrical, and technology systems while preserving the charm and architectural integrity of the original design. A new high-rise serving elevator was added at the first floor to improve accessibility and enhance efficiency for both state operations and public use.

Interior layouts and finishes were carefully reconfigured to support agency needs while showcasing and complementing existing historic finishes. With the building remaining occupied throughout construction, the team employed meticulous planning and phased sequencing to minimize noise, dust, and disruption. Through close collaboration and thoughtful problem-solving, the project delivered a balanced design that honors the past while providing a safe, efficient, and welcoming environment for all.

Delivering a high-quality modernization at 115 S. LaSalle was a collaborative effort that demanded constant coordination, careful planning, and open communication among all trade partners. From the outset, weekly coordination meetings helped keep the team aligned as work moved through some of the building’s most complex scopes—relocating the main electrical transformer room and switchgear, upgrading HVAC systems and cooling towers, and safely performing work within active elevator shafts.

As construction progressed, the team also turned its attention to restoring the building’s exterior character, cleaning the façade and rebuilding removable dock panels to reestablish original architectural detailing. All of this work was completed under tight deadlines driven by tenant move-ins and lease expirations, requiring a phased approach and strategic after-hours scheduling to maintain progress without disrupting occupants.

Daily inspections, 3D coordination, and detailed mock-ups ensured accuracy and consistency from design through installation. Through disciplined planning, teamwork, and proactive problem-solving, the project achieved exceptional craftsmanship—successfully modernizing a historic high-rise while preserving its character and elevating it to today’s performance standards.

Safety was the top priority throughout the renovation of 115 S. LaSalle. Performing work in an occupied high-rise required rigorous planning, daily coordination, and strict adherence to comprehensive safety procedures. All crews completed site-specific training and consistently followed PPE requirements, fall protection measures, and lockout/tagout protocols.

Additional precautions were implemented for high-risk activities, including work within elevator shafts, relocation of the main electrical transformer, and exterior façade cleaning. Weekly safety meetings and daily inspections reinforced accountability and awareness across the site. The project was completed with zero recordable incidents, reflecting the team’s unwavering commitment to protecting workers, building occupants, and the public.

The renovation of 115 S. LaSalle advanced community and workforce inclusion through active apprenticeship participation and the successful achievement of MBE/WBE goals. Local trade partners and small businesses played a critical role in the project’s success, while apprentices gained hands-on experience working on a complex, occupied historic renovation—supporting long-term career growth in the skilled trades.

The completed facility now offers improved accessibility and modernized public services for thousands of Illinois residents, revitalizing a civic landmark and reinforcing the State’s ongoing commitment to community investment and inclusive development.

BCG’s relocation to Chicago’s Fulton Market ranks among the city’s most significant interior buildouts of 2024, marking a major milestone for the tenant improvement market. Designed to reflect BCG’s purpose of “unlocking the potential of those who advance the world,” the new headquarters supports more than 1000 Chicago employees while fostering innovation, productivity, and a strong brand presence.

As the anchor tenant at 360 N. Green, BCG occupies 200,000 SF across nine floors—seven dedicated to workspaces, with the top two offering premium amenities and sweeping views of the Chicago skyline. A striking nine-story communicating staircase serves as the project’s centerpiece, visually and physically connecting the firm’s expansive interior. Open-plan layouts strategically located common areas, and flexible spaces encourage seamless communication and collaboration. Advanced technology, adaptable furniture, and intentional planning create a dynamic, efficient workplace.

More than a workplace, the office is a destination for client engagement and strategic dialogue. From the refined reception area to thoughtfully designed meeting rooms and shared spaces, each client-facing area reflects BCG’s commitment to professionalism, innovation, and connection. Anchoring this Class A building, the office captures Fulton Market’s energy while promoting team synergy, wellness, and sustainability.

Virtual Design & Construction – During the preconstruction phase, Executive Construction leveraged in-house technology by engaging our Virtual Design & Construction (VDC) team to conduct comprehensive scans of the project site. This proactive measure uncovered a range of clashes and conflicts that, if left unresolved, could have led to costly rework and delays. By identifying these issues early, Executive saved BCG an estimated $10 million and discovered opportunities to accelerate the overall construction timeline.

Mock-ups – At the start of construction, Executive Construction took a proactive approach by building full-scale mockups of all room types. This initiative was driven by a commitment to eliminate risk early and ensure that design intent, functionality, and constructability were fully vetted before large-scale implementation. By addressing potential issues in the mockup phase, Executive was able to fine-tune construction details and streamline future work.

To validate performance, WaveGuide conducted sound testing on the mockups to confirm that acoustic requirements aligned with the project’s design criteria. The Executive team also carefully coordinated alignments to ensure that mechanical, electrical, and plumbing rough ins were installed accurately. During this process, the team identified an overlooked weak point in one of the partition systems. Demonstrating agility and expertise, the team quickly developed and implemented an on-the-spot solution, resolving the issue without impacting the schedule. These efforts were reinforced by rigorous QA/QC protocols, helping to ensure that lessons learned from the mockups were translated into high-quality execution throughout the project.

The original schedule for the BCG project was a 12- to 14-month duration. Through extensive coordination between the design team and Executive Construction project management, the schedule was strategically compressed to just 10 months. This schedule optimization not only reduced general conditions (GCs) costs but also mitigated potential risks associated with a prolonged build by waiting to begin the BCG buildout when the core and shell was nearly complete. In addition, the adjusted construction start date—moved from November to January—introduced environmental considerations, particularly for the installation of high-end millwork components sensitive to climate fluctuations. The Executive team accounted for these conditions by ensuring the building’s mechanical systems were fully functional and the space was properly conditioned before the installation of any custom materials. This attention to detail protected the integrity of the finishes and upheld the project’s high-quality standards.

The BCG Midwest Headquarters features multiple interconnecting stairs spanning the nine-floor workspace. Ahead of mobilization for the interior buildout, Executive Construction coordinated with the 360 North Green core and shell (C&S) builder to leave select structural bays open, a strategic decision that allowed for future stair openings to be pre-identified and constructed without costly demolition or rework—ultimately saving BCG both time and money. Executive also leveraged the C&S tower crane to hoist large, heavy fire shutter equipment into the building before the curtainwall installation was complete. This forward-thinking approach eliminated the need to remove glass or mobilize a secondary crane, which would have been the only alternative for equipment delivery. Additionally, Executive took the lead on identifying long-lead items and orchestrated early procurement efforts to ensure that all fire shutter components were onsite ahead of the curtainwall’s closure, maintaining schedule continuity and preserving the integrity of the building envelope.

From day one, every stakeholder on the BCG project aligned around a single priority: that every crewmember would return home safely each day. The complexity of the build—set in the heart of a bustling business district, with multiple interconnecting staircases and dozens of trades working simultaneously—called for nothing less than an exceptional safety program.

Executive Construction rose to the challenge with a comprehensive, site-specific approach rooted in proactivity, precision, and unwavering accountability. Every tradesperson underwent detailed onboarding before stepping on site, with safety expectations clearly communicated and reinforced daily. At peak, more than 300 tradespeople were onsite, each one supported by 100% supervision and constant coordination.
During interior construction, the entire BCG team, including our 100% union trade partners, worked seamlessly to safely execute the complex installation of the interconnecting stairs. Key milestones include:

• Prior to stair installation, weekly coordination meetings with construction, design, and trade partners to ensure project timelines were met and all parties remained aligned on project requirements.

• Detailed site-specific safety plans and methods of procedure were produced involving all installing trade partners, and rigorous safety standards were maintained throughout the entire buildout. No accidents or injuries occurred throughout the entire duration of the buildout.

• Weekly material procurement and quality control check-ins were held throughout the buildout.

• Weekly by-floor weld testing was completed in lieu of waiting until the end of steel erection to help keep installation process moving efficiently.

• Coordinated sizing of structural members to fit within constraints of building freight elevator.

• Quality assurance through evaluation of critical details and finish selections using full-scale mockups for project team’s review.

• Coordinated multiple offsite fabrication shop mockup reviews.

The result: over 300,000 total worker hours completed without a single OSHA-recordable incident—a milestone that reflects the rigor, leadership, and deep care poured into every square foot of this transformative project.

OSHA Recordable Incident Rate: 0
Lost Time Accident Rate: 0
Total Worker Hours on Job: 300,000
Other recordable cases: N/A

The design of BCG’s workspace reflects a deep commitment to employee wellness, environmental responsibility, and community integration. Led by LJC, the design team embraced biophilic design principles by incorporating abundant natural light, interior plantings, and dedicated green spaces throughout the office. These elements not only enhance aesthetic appeal but also promote mental well-being, focus, and productivity. The inclusion of sit-to-stand desks at every workstation further supports employee comfort and wellness, empowering individuals to create ergonomic work environments tailored to their needs.

Sustainability played a key role in the design strategy, aligning with BCG’s corporate environmental goals. This LEED Gold Certified space features sustainable materials, energy-efficient systems, and a rooftop terrace outfitted with green infrastructure, including the Hydrotech Garden Roof®. This landscaped terrace offers employees a functional outdoor environment for collaboration or relaxation while also contributing to the building’s overall energy performance and stormwater management.

By weaving together the character of the surrounding neighborhood, a focus on collaborative environments, and a forward-thinking approach to health and sustainability, the new space not only supports BCG’s day-to-day operations but also elevates its brand presence and long-term mission.

This project delivers a mission-driven expansion for Church of Our Saviour and its social-service partner Care for Friends in Chicago’s Lincoln Park neighborhood. Construction included a new three-story parish hall with community gathering space, classrooms, and dedicated social-service facilities, constructed on a highly restricted urban site directly adjacent to a 140-year-old landmarked church.

Design Creativity: The project thoughtfully integrates contemporary community and social-service spaces within a historic campus. The new parish hall introduces welcoming, light-filled interiors while prioritizing dignity and accessibility. Mission-critical program elements, including a commercial kitchen, dining area, counseling rooms, and washroom and shower facilities, support Care for Friends’ outreach while complementing the scale and character of the existing church.

Project Challenges / Complexity: Construction required a precise and surgical approach. The rear addition necessitated selective demolition of portions of the existing structure believed to predate the Chicago Fire. The church’s back wall was carefully unpinned and shored, and full perimeter earth retention was sequenced to enable excavation of a new basement below the parish hall. The new structure consists of steel and concrete supported by a 16-inch-thick mat slab engineered to sit just above the water table due to the site’s proximity to Lake Michigan.

Safety Record: A strong safety record was achieved through detailed preplanning, daily coordination, and strict controls during high-risk shoring, excavation, and structural operations adjacent to an occupied landmark building. There were zero recordable injuries or incidents.

Impact on the Community & Inclusion: The completed facility provides an inviting, permanent home for essential services supporting individuals experiencing homelessness, strengthening community resources while preserving a vital historic neighborhood asset.

The creative design process for this project focused on integrating a modern social-service and community facility within the historic campus of Church of Our Saviour. Early collaboration among the owner, design, and construction teams established a vision that balanced respect for the 140-year-old landmark church with the need for welcoming, light-filled, and highly functional new spaces.

Design innovation was driven by site and program constraints. The restricted urban site required careful massing of the new three-story parish hall to the rear of the church, minimizing visual impact while maximizing usable space. The addition supports the mission of Care for Friends and includes a commercial kitchen, dining area, counseling rooms, classrooms, and washroom and shower facilities, all organized to promote dignity, accessibility, and efficient circulation.

Significant structural complexity informed both design and execution. Selective demolition of portions of the existing structure, believed to predate the Chicago Fire, was required to accommodate the addition. The church’s back wall was carefully unpinned and shored, and full perimeter earth retention allowed for excavation of a basement below the new parish hall. A steel and concrete structure supported by a 16-inch-thick mat slab was engineered to sit just above the water table due to the site’s proximity to Lake Michigan. These challenges resulted in a cohesive design that seamlessly blends historic preservation with durable, high-performing new construction.

The project team employed a highly disciplined, detail-driven approach to ensure the highest quality of construction for the expansion serving Church of Our Saviour and Care for Friends. Quality control began in preconstruction with extensive coordination among design, structural, and trade partners to fully understand the constraints of the landmarked site and mission-critical program requirements. Mockups, constructability reviews, and phased work plans were used to validate details before execution, while ongoing inspections and close supervision ensured workmanship met rigorous standards throughout the build.

The project presented significant challenges due to its restricted urban site and proximity to a 140-year-old historic church. Construction required selective, surgical demolition of portions of the existing structure believed to predate the Chicago Fire. The back wall of the church was carefully unpinned and shored to protect the occupied landmark during adjacent excavation and construction. Maintaining structural stability, protecting historic materials, and coordinating work in close quarters demanded precise sequencing and constant monitoring.

Project complexity was further heightened by below-grade construction and site conditions. Full perimeter earth retention was installed to allow excavation of a new basement beneath the parish hall. The new three-story structure consists of steel and concrete supported by a 16-inch-thick mat slab engineered to sit just above the water table due to the site’s proximity to Lake Michigan. Together, these technical challenges required advanced planning, specialized means and methods, and a high level of coordination to deliver a durable, high-quality facility that will serve the community for decades.

Zero recordable injuries or incidents.

The project delivers a lasting, positive impact on the Lincoln Park community by significantly expanding the capacity and reach of Care for Friends, in partnership with Church of Our Saviour. The new facility provides a welcoming, permanent home for essential services that support individuals experiencing homelessness and food insecurity, including meal service, counseling, hygiene, and community gathering spaces. By prioritizing dignity, accessibility, and safety, the project strengthens a critical neighborhood resource while enhancing the overall quality of life for vulnerable populations across Chicago.

The project also reflects a strong commitment to inclusion through workforce and supplier participation. Meaningful opportunities were created for apprentices, supporting skill development and long-term career pathways in the construction trades. In addition, participation by BEP-certified firms helped advance economic inclusion and support diverse businesses. These initiatives were integrated into the project’s delivery, reinforcing the role of construction as a vehicle for both community investment and equitable growth.

The project delivers a meaningful and lasting impact on the community by strengthening the partnership between Church of Our Saviour and Care for Friends, expanding access to essential services for individuals experiencing homelessness and food insecurity. The new facility provides a welcoming, permanent home for mission-critical programs, including meal service, counseling, hygiene, and community gathering spaces. By prioritizing dignity, safety, and accessibility, the project enhances daily stability and well-being for guests who rely on these services.

While located in Lincoln Park, the project serves individuals from economically disadvantaged areas across Chicago, extending its impact well beyond the immediate neighborhood. Improved capacity and purpose-built spaces allow Care for Friends to serve more people efficiently and consistently, improving access to nutrition, basic healthcare support, and personal care resources that directly contribute to improved quality of life.

The project also advanced inclusion through workforce and economic participation initiatives. Apprenticeship opportunities supported skills training and career pathways in the construction trades, while engagement of BEP-certified firms promoted equitable participation in the local economy. Together, these efforts demonstrate how thoughtful investment in community infrastructure can address immediate social needs while fostering long-term economic opportunity and resilience.

This three-floor transformation for Neal Gerber Eisenberg (NGE) in a Chicago landmark represents the city’s first LEED Platinum certified law office. The new workplace is also on track to become Chicago’s first zero carbon law firm, having already achieved LEED Platinum certification. Spanning floors 27 through 29 of The Bell at 225 West Randolph, the renovation energizes Chicago’s largest single office law firm through a modern design that balances professional sophistication with human centered warmth. Natural light fills glass fronted offices of uniform size, while a custom interconnecting stair promotes collaboration across all three floors. Sustainable finishes and furnishings pair with locally sourced artwork to honor the firm’s 40-year Chicago legacy. Collaborative spaces anchor every corner, from a speakeasy inspired lounge to a lively café with varied seating. Clune Construction partnered with Gensler, CBRE, Turner & Townsend and Novo Sustainability to deliver the project on time and under budget, achieving 76 percent waste diversion and pioneering equity practices that prioritized visible workforce diversity. This project redefines workplace design when sustainability and community impact guide every decision.

After occupying the same space for three decades, Chicago-based Neal Gerber Eisenberg made the decision to relocate its office to “The Bell,” a newly renovated, historic landmark. The move highlights the firm’s past, present and future as a Chicago-rooted practice. Looking to redefine its workplace experience while highlighting its people-first culture, the law firm enlisted Gensler to help design its new space to cultivate holistic well-being and build a legacy of sustainability.

NGE’s primary goal was to energize its staff and clients through the design of this new space. Effortlessly balancing professional, timeless, and forward-thinking design, the new office sets a new industry standard to promote equity and wellness for both clients and staff. The integration of natural light, access to views, and increased opportunities for formal connections and informal mentorship were imperative in the interior design to encourage collaboration and professional growth.

The new office space is designed with a hospitality-first approach, featuring a range of top-tier amenities that offer moments to restore and re-energize, such as a speakeasy-inspired space and a fireplace. The firm’s cafe, dubbed “The Club,” has a variety of seating options to comfortably accommodate staff working alone or together. These design elements, as well as the brightness of the space, contrasted with warm wood and textural details, create meaningful community-driven settings to avoid feeling cold or corporate. Gensler worked closely with NGE to create a workplace experience that expands the definition of a traditional law office, offering unique spaces incorporated throughout to refresh staff and welcome visitors. Local artists and plants were incorporated into the design to pay homage to the firm’s Chicago origins.

Occupying three floors, the new office promotes in-person teamwork in the hybrid work era. Each corner of the new space is a collaborative workspace. Conference rooms feature the latest audiovisual technology and tablets for easy booking. All individual offices are a single size, with glass-fronted walls to let in natural light throughout the space. The interior of the city landmark building was transformed with the addition of a custom, internal stairwell to maximize synergy between attorneys, staff, and their clients across all three floors.
Equally important to the design, NGE was committed to building an office that set a new industry standard for sustainability, which is a value central to its business operations. The new office is on track to be the first zero carbon law firm in Chicago, having already achieved LEED Platinum certification.

Climate action strategies were a fundamental value that informed every decision of the design process. To build upon NGE’s legacy of positive environmental impact, the flooring, walls and finishes are made up of sustainable materials to reduce the carbon footprint. Product selection was guided by Gensler Product Sustainability (GPS) Standards, performance criteria for the most used, high-impact product categories in architecture and interior projects.

A “local” played a role in the overall design approach, ensuring employees have access to natural daylight and panoramic views of the Chicago skyline and Lake Michigan. Representing a 40 year legacy of trusted partnerships, NGE’s new space reflects their investment in Chicago’s Loop neighborhood.

Clune Construction faced extraordinary complexity as the first tenant in The Bell’s complete interior transformation, requiring the team to drive base building milestones while executing a high-end, sustainability-focused buildout on a tight timeline.

The challenge began before the project started. With eight months of preconstruction coordination, Clune conducted weekly site visits to document base building progress and identify potential conflicts before they became costly delays. As the inaugural tenant, NGE’s schedule depended entirely on the landlord’s deliverables, which had never been tested. Clune proactively negotiated contractual terms. For example, the team ensured permanent power delivery with penalty clauses for delays, preventing schedule impacts that could have cascaded throughout the project.

Coordination complexity reached exceptional levels due to the interaction between base building systems and tenant improvements. Clune identified lease compliance issues early, directing base building contractors to rework fire sprinkler lines, ductwork and plumbing to maintain architectural ceiling heights and accommodate the designed light fixture layout. This intervention prevented costly demolition and rework that would have occurred if conflicts were discovered after turnover of the floors. In addition, the team’s pre-purchase of the mechanical system allowed complete layout and coordination before other trades arrived, minimizing above-ceiling conflicts in a space where every inch mattered.

Significant measures were implemented to control noise throughout the space, particularly on the 29th floor, where enhanced sound mitigation was required due to proximity to the building’s amenity level above. A three-layer acoustic ceiling system was installed to reduce sound transmission from the 30th floor. On the 28th floor, the team installed a USG Ensemble Acoustical Drywall Ceiling using a layered process and requiring a Level 5 finish. Once installed, the system could not be touched up, requiring an intensive, detail driven process that demanded exceptional time, care and craftsmanship.

Achieving LEED Platinum certification added layers of complexity to every construction decision. Clune maintained constant coordination with Novo Sustainability during, schematic design and design development budgeting and value engineering, ensuring that cost reductions supported rather than compromised sustainability goals. Material sourcing required documentation of local procurement within the United States, with rigorous tracking of embodied carbon for every product selection. The team achieved 76% waste diversion from landfills, redirecting 99.74 tons of construction material to recycling facilities while maintaining an active construction site. All glass waste was processed at Illinois recycling facilities to meet local sourcing requirements, which directly informed subcontractor selection.

The construction phase indoor air quality plan introduced additional operational requirements to meet LEED air quality criteria. Certain activities were restricted or carefully sequenced, and continuous monitoring was required to protect building systems and future occupants. This was especially critical during demolition activities associated with the interconnecting stair installation.

The staircase installation began with precise layout and coordination of architectural finishes, including back painted glass, metal stud framing, drywall, handrails, integrated lighting and ceiling coves. Once the layout was finalized, slab cuts were performed during off hours to minimize disruption. A fire rated enclosure at the stair base eliminated the need for a fire shutter. Close collaboration with Gensler ensured the design intent was realized, creating a seamless three-floor connection that visually and functionally unifies the space.
Budget management throughout construction demonstrated Clune’s ability to navigate complexity while protecting client interests. Through strategic cost reduction exercises coordinated with Gensler, Clune reduced the initial baseline budget by $35/SF, enabling the addition of the interconnecting staircase while maintaining budget targets set initially and preserving both LEED Platinum and journey to Net Zero certifications. Comprehensive scope reviews with each trade included the subcontractors, owner and design team to ensure accurate buyouts and prevent scope gaps that often emerge in complex projects.

The result of managing this extraordinary complexity was returning approximately 1.5% of the budget to the client at the end of the project, while accommodating added scope and owner changes. This achievement demonstrates not only construction adaptability but true partnership and commitment to client success despite unprecedented challenges.

With various trades performing work simultaneously in close proximity, a high level of coordination was required during the construction of this renovation. Weekly safety audits were conducted, and the team regularly walked the job site with a Safety Manager. This allowed issues to be corrected immediately. Clune hosted safety stand-downs and ensured subcontractors were performing daily huddles and toolbox talks were being completed and submitted. The project logged over 37,000 hours worked with no lost time.

Safety is at the top of Clune’s seven core values and behaviors. From our C-Suite to our field employee-owners, safety is front of mind on all Clune projects. Safe production on our projects starts well before the first tool is used. All trades on this project were required to adhere to Clune’s Safety Program. This program provides the framework for all Clune employees and subcontractors to perform in a safe and healthful working environment. Key components include:

• A three-phase safety training program for Clune employees
• Written safety guidelines that provide the basis for the safety program
• Project kick-off meetings between Clune and subcontractors
• Use of “Find & Fix” proactive hazard reports and safety observation reports
• Weekly foreman’s meetings and toolbox talks
• Frequent and regular safety audits that monitor safe work practices
• A safety manager in each region that is there to provide safety guidance
• Open communication about safety expectations

Neal Gerber Eisenberg and Clune Construction established a unique equity and inclusion program that moved beyond traditional metrics to create meaningful, visible change in Chicago’s construction workforce and broader community.
The project’s DEI framework began with a fundamental shift in how trade partners were selected. Rather than evaluating diversity through spending percentages alone, NGE Chief Operating Officer Sonia Menon challenged Clune to have meaningful conversations with every potential subcontractor about their commitments to social, environmental and governance principles.

This values-based selection process reshaped traditional procurement dynamics. While price and schedule remained important, equity commitments, sustainability practices and community engagement became decisive factors when qualified bidders were otherwise equal. Rather than relying on paper compliance, the project prioritized visible workforce diversity on site. Subcontractors were required to place women and people of color in meaningful leadership roles, including foremen, project managers, ensuring the impact was experienced daily rather than documented in reports. Trade partners also demonstrated authentic partnerships with minority and women-owned business enterprises by mentoring firms, building capacity and creating pathways for growth that extended beyond a single project. By recognizing partners committed to industry development and community impact, the project influenced Clune’s future approach to advancing equity, sustainability and shared values across the industry.

The project’s sustainability achievements represent a powerful form of community impact. As Chicago’s first law office with LEED Platinum certification, NGE sets a new benchmark for responsible development by pairing environmental leadership with measurable performance. The space incorporates high-efficiency LED lighting with occupancy sensors and daylight controls to reduce energy use, conducts embodied carbon analysis to prioritize lower carbon materials, targets a minimum of 75 percent construction waste diversion and achieves more than a 40 percent reduction in water use compared to the EPA baseline.

By pursuing journey to zero carbon in addition to LEED Platinum, NGE further demonstrates its commitment to reducing both operational and embodied carbon. The certification ensures net zero carbon operations through renewable energy, offsets, energy efficiency strategies and carbon reduction technologies, while emphasizing design decisions that minimize emissions from material manufacturing, shipping and installation.
The firm’s investment in The Bell contributes to the building’s transformation from an underutilized landmark to a vibrant workplace destination. This adaptive reuse preserves Chicago’s architectural heritage while giving new life to a historic structure.

The October 2025 panel discussion hosted by NGE exemplifies commitment to sharing knowledge. By bringing together Onni Group, CBRE, Clune, Gensler, NGE and Novo Sustainability to discuss the project’s sustainability achievements, design decisions and partnership approach, the team created a learning opportunity for Chicago’s development community. This willingness to share both successes and challenges helps raise industry standards across the region.

The project demonstrates that high-performance construction can advance social equity and environmental sustainability at the same time. More than a successful office buildout, the project serves as a model for how major construction initiatives can act as catalysts for economic opportunity, environmental leadership and lasting community impact beyond the project itself.

Neal Gerber Eisenberg and Clune Construction established a unique equity and inclusion program that moved beyond traditional metrics to create meaningful, visible change in Chicago’s construction workforce and broader community.

The project’s DEI framework began with a fundamental shift in how trade partners were selected. Rather than evaluating diversity through spending percentages alone, NGE Chief Operating Officer Sonia Menon challenged Clune to have meaningful conversations with every potential subcontractor about their commitments to social, environmental and governance principles. These discussions explored how companies give back to Chicago, how they foster diverse workforces and what their values truly are beyond marketing materials.

This values-based selection process fundamentally changed procurement dynamics. In typical construction projects, contractor selection hinges primarily on pricing and schedule. For NGE, these remained important but DEI commitments and community engagement often served as tiebreakers when multiple qualified bidders competed for work. Critically, the project prioritized on-site workforce diversity over paper compliance. Clune required subcontractors to commit to placing diverse personnel in visible leadership roles rather than simply achieving spending percentages that might never translate to actual job opportunities. This meant jobsite foremen, project managers and craft leads included women and people of color in positions where their presence and leadership were evident daily. The client wanted to see the impact on the jobsite, not just in reports.

Trade partners were required to demonstrate authentic partnerships with minority and women-owned business enterprises rooted in collaboration rather than compliance. Firms described how they mentor MWBE partners, provide capacity-building support, and create pathways for smaller companies to expand their capabilities. By recognizing partners that commit to both industry growth and community impact, the project extended its influence beyond the jobsite and informed Clune’s future approach to advancing equity sustainability, and shared values across the industry.

The October 2025 panel discussion hosted by NGE exemplifies commitment to sharing knowledge. By bringing together Onni Group, CBRE, Clune, Gensler, NGE and Novo Sustainability to discuss the project’s sustainability achievements, design decisions and partnership approach, the team created a learning opportunity for Chicago’s development community. This willingness to share both successes and challenges helps raise industry standards across the region.

The project demonstrates that high-performance construction and advanced social equity initiatives can come together. More than a successful office buildout, the project serves as a model for how major construction initiatives can act as catalysts for economic opportunity, environmental leadership and lasting community impact beyond the project itself.

Ronald McDonald House Chicagoland & Northwest Indiana is a nonprofit organization that supports families with children receiving medical care. Its programs are designed to keep families close to their hospitalized children by providing a place to stay, meals, and welcoming spaces near major hospitals.

Located in downtown Chicago, the Ronald McDonald House in Streeterville was originally built in 2012 through a collaboration with Bulley & Andrews and Antunovich Associates. When it was time to modernize and expand their critical support spaces to better serve families with hospitalized children, Ronald McDonald House Chicagoland & Northwest Indiana brought back the same team that first built this home away from home for families. The House remained operational throughout construction.

The new kitchen and dining on the third floor of Ronald McDonald House: Lurie Children’s Hospital provides a functional, warm and inviting space for families. The chef-grade kitchen and refreshed dining room enable staff and volunteers to prepare and serve tens of thousands of meals each year in a welcoming environment that fosters community and comfort during difficult times. A truly collaborative effort between owner, architect and contractor, the new kitchen and dining space will further support families and children as they navigate through their medical journey.

Antunovich Associates originally designed the Ronald McDonald House: Lurie Children’s Hospital nearly 15 years ago. At that time, the kitchen and dining areas supported approximately 66 families per day. Over years of continuous use and several renovations to guest floors, the facility has expanded its capacity and now serves more than 80 families daily. Along with increased demand, the charity evolved its operations to include a professional culinary team responsible for coordinating and supervising volunteer-led meal preparation.

The project’s goal was to reimagine the entire third floor—particularly the kitchen and dining spaces—to improve efficiency, maximize the existing footprint and integrate enhanced commercial kitchen capabilities. The dining areas were refreshed with updated interior finishes while preserving the warm, home-like atmosphere essential to supporting families. Children play areas incorporate soft and playful colors, while modular furniture will provide flexibility for the charity as its needs evolve over time.

Key design challenges included programming the space to accommodate higher dining volumes and a larger commercial kitchen, all within the constraints of the existing third-floor layout. Through close collaboration with the owner, kitchen consultant, Antunovich Associates and the Bulley & Andrews construction team, the end result was a facility that is both highly functional and visually welcoming.

As with any kitchen and dining renovation, unforeseen challenges arose—particularly with the placement of equipment requiring floor penetrations for plumbing and drainage. The existing structure is post-tensioned concrete, necessitating X-ray imaging to avoid cutting through highly-tensioned tendons. The team successfully maintained the design intent while making strategic layout adjustments to work around these immovable structural elements, ensuring both safety and performance.

The Ronald McDonald House remained fully operational throughout construction. To best support an organization that provides essential services to families and children in need around the clock, maintaining a safe, clean and functional facility throughout the process, while also commencing construction expeditiously, was both a top priority and challenge.

In lieu of completing the project in phases, the renovation of the space occurred all at once to minimize downtime. The project began on January 13, 2025 and reached substantial completion on May 27, 2025. The kitchen and dining space officially re-opened in June 2025. To continue providing meal service to families during construction, Ronald McDonald House utilized the kitchen at the nearby Volare Ristorante Italiano during the day.

Working in an occupied pediatric facility also necessitated maintaining a clean and safe environment. All spaces outside of work areas were kept immaculate to ensure the safety of building occupants throughout the five-month construction period.

When the facility was first constructed, residential kitchen equipment was installed to provide volunteers with opportunities to cook and plan their own meals. In 2019, the organization transitioned to a chef-led foodservice operation, necessitating the need for commercial-grade kitchen equipment. With no elevator to utilize and the need to keep the building lobby fully accessible for family and staff access, the construction team removed a portion of the building façade to hoist the new equipment directly into the 3rd floor of the facility.

An additional challenge the team faced was replacing the existing residential kitchen with commercial equipment that required floor penetrations for new utilities. With an existing post-tensioned concrete structural deck in place, scanning and coordination of new slab openings was critical to ensure the new utilities did not impact the post-tensioned tendons. Being the original contractor of the facility, Bulley & Andrews brought extensive pre-existing knowledge of the building and best practices in coordination to ensure a successful transition.

Despite these challenges, the collective team’s commitment to high-quality execution resulted in a new kitchen and dining space that is warm and welcoming, enhances the dining experience and supports a chef-led foodservice program. It will serve as the foundation for how Ronald McDonald House Chicagoland & Northwest Indiana can further support the community it serves in an efficient and food-safe manner.

The project had an excellent safety record with zero lost time incidents and 6,492 total man hours worked.

Beyond the safety record, the project also involved complexities that required logistical coordination to ensure the safety of building occupants, pedestrians and neighboring properties.

All new foodservice/kitchen equipment was hoisted from Grand Avenue through the building’s 3rd floor balcony from a window temporarily removed by the construction team. This kept both staff and families safe from ongoing construction activities while also ensuring the building lobby and elevators remained fully accessible. This was safely coordinated on a busy street, with both the Ronald McDonald House and adjacent OrangeTheory Fitness remaining active and in close communication for the efforts.
The team also followed all site safety protocols for approvals and documentation for hot work, fire safety systems protection and ventilation/air quality. While contractors were not on site, the 3rd floor was secured with locked doors at elevators for access control.

Ronald McDonald House Chicagoland & Northwest Indiana is an independent not-for-profit 501(c)(3) organization that provides essential services that remove barriers, strengthen families and promote healing when children need healthcare. Its goal is to improve the family’s overall experience during their child’s medical treatment because it believes that caring for the family is also caring for the child. This is all provided to families at no cost. Families will never receive a bill from Ronald McDonald House Chicagoland & Northwest Indiana.

When the Ronald McDonald House at 211 E. Grand Avenue first opened in 2012, the facility provided accommodations for up to 66 families. Since that time, the charity’s program has evolved to house 80 families, providing them easy access to nearby Ann & Robert H. Lurie Children’s Hospital of Chicago, Northwestern University Hospital, and other downtown pediatric clinics.

The original design featured a residential-grade kitchen and dining space on the third floor, allowing the organization to offer one meal to families per day. The new kitchen and dining space not only supports the chef-led foodservice operation, but it also allows Ronald McDonald House to provide more food for those in need, offering two meals per day and additional options for food on the go.

Since re-opening in June 2025, the new space has enhanced the organization’s dining operations and has had a considerable positive impact on the community it serves:

• It has served 32,000 meals since the unveiling of the new kitchen, not including breakfast-on-the-go.
• 6,000 Grab & Go items have been produced by its culinary team, including sandwiches, salads, yogurt parfaits, fresh fruit cups and more. The existing layout did not provide space for this type of meal substitute.
• 5,500 meals have been provided for its in-hospital programs.
• The kitchen has hosted 158 meal groups since June.

Always focused on family-centered care, Ronald McDonald House Chicagoland & Northwest Indiana went to great lengths to solicit family feedback for the kitchen and dining modernization project. A total of 96 families were surveyed (both electronically and through in-person interviews) to garner inspiration for the new space. The incorporation of more natural light was a direct response to both staff and family feedback, along with 24-hour service. The integration of Grab & Go items, additional storage for meals from the previous day and new microwaves provide families with access to food 24 hours per day.

Beyond being able to provide more food for families throughout the course of the day, the new space also allows the organization to provide a diversity of meals. The average length of stay per family is 25 nights at Ronald McDonald House Lurie Children’s. Offering a variety of meals and delivering on nutritional options was imperative for the organization.

With new additions including a walk-in freezer and walk-in refrigerator, the organization can now procure food in a more cost-effective and efficient manner. Meals are typically planned two weeks in advance, allowing chefs to prepare for a wide range of meal options. A vegetarian option is available for each meal and families are supported with cultural or dietary restrictions such as kosher, halal, gluten free and more. The space also features a small kitchen for families to cook for themselves, if they desire.

New modular furniture provides space for larger families and those with accessibility needs. In conjunction with the renovated playroom, the new kitchen and dining space is much more than a venue to simply eat, it has become a welcoming and social space for families as they navigate through their medical journey.

“I can confidently say this project presented complexities unlike anything we had faced before,” said chief program officer Lisa Mitchell. “Hosting 80 families while fully renovating the most utilized floor of the House was an extraordinary challenge. Our staff and volunteers worked tirelessly to minimize disruptions and provide seamless support throughout. As we continue planning to meet the evolving needs of families, we know this kitchen will remain a cornerstone of our family-centered care. We are deeply grateful and proud of what we’ve accomplished together for families.”

Ronald McDonald House Chicagoland & Northwest Indiana is driven by its mission to provide essential services that remove barriers, strengthen families, and promote healing when children need healthcare. It is their belief that all children deserve access to high-quality healthcare, regardless of zip code or economic circumstance. It also believes that no parent should ever have to forgo potentially life-saving treatment for their child due to the cost of travel.

In addition to keeping families close to their hospitalized child and providing access to high-quality healthcare by removing cost barriers, the organization offers access to a community. Community-centric spaces, such as the modernized kitchen and dining space, serve as a refuge as well as a place where siblings offer each other hugs and hope.

In addition to serving families staying at its main location at 211 E. Grand Avenue, the organization also provides meal service to its in-hospital programs located at the Ronald McDonald House in Northwestern Prentice Women’s Hospital and the Ronald McDonald House Family Room located in Lurie Children’s Hospital.

Prior to modernization, Ronald McDonald House Chicagoland & Northwest Indiana was unable to provide daily meal service to families in its in-hospital programs. Since re-opening the kitchen and dining space following modernization, it can now provide daily meal service to its in-hospital programs. Over 5,500 meals have been provided for these programs since re-opening, with approximately 5% going to families who reside in the most economically challenged zip codes located in Chicago.

“Our houses allow families to stay together while their kids are in the hospital,” said chief program officer Lisa Mitchell. “Families are at the heart of everything we do, and we want to make them comfortable and support them through their child’s medical journey.”