The Allison, Newberg, Ore.
Because of the number of environmentally responsible features the project ultimately incorporates – photovoltaic cells and solar hot water heaters on the roof, which also includes a green component; stormwater retention onsite; a prescription grass mix to reduce the need for both irrigation and cutting; and its own vegetable garden and greenhouse to provide locally produced vegetables to the restaurant, among others – finding an architect was a critical first chore.
“We had several criteria,” says Haugen. “The primary one was that they had to have designed a luxury facility that worked not only in terms of the construction site, but that worked and was successful operationally.”
Haugen says it was also important to have a firm that was in the same time zone as the project and not deal with cross-country communications. Another attribute was corporate personality, which had to be compatible with both the Austins and the Springbrook staff.
Finally, the firm had to offer all the services for the project under one roof.
“We wanted an organization where the architectural design, the interior design and the landscape design were all within the same firm,” Haugen says. “That way, we were assured of a unified approach to the project design.”
Asked about the price of finding a firm capable of offering such a banquet of services, she adds, “Cost was always a factor. However, qualification and ‘fit’ were of equal importance.”
THE BEST PRODUCT
The Austins settled on Seattle-based firm GGLO as their architect, interior designer and landscape architect. Carol Schaefer, a principal with the firm, says the family’s hospitality consultant had seen some of the firm’s work and asked it to interview.
Schaefer adds that it’s not surprising the developers would see GGLO as a good fit. The firm does plenty of hospitality work, with regional boutique facilities as a specialty.
“We also do projects where the work has complexity,” Schaefer says. “This project did have that, partly because the owners had a sophisticated understanding of the building process, although they had not developed a hotel before.”
Also, she notes that the project had a fast-track schedule. Groundbreaking occurred in October 2007, with occupancy planned for two years later.
“Because the project was set up with everyone working as a team, it served everyone well,” she says. “We were able to get the project completed on time and meet the owners’ expectations.”