Spanning approximately 65,000 square feet, the Zero-Net-Energy and LEED Gold Certified Southeastern Live Well Center (SELWC) offers a wide range of health and social services, including food and nutrition assistance, financial and employment assistance, public health, child support, social services for older adults and people with disabilities, and military and veterans’ services.

Beyond its array of services, the facility is dedicated to instilling hope, dignity and opportunity for the residents of San Diego County. From healthcare to job training, the SELWC was designed and constructed to support and empower the local community, helping them lead healthier and more secure lives.

Due to the project’s innovative approach to community engagement, sustainability, local workforce development and trauma-informed facility design, the SELWC was named ENR’s 2024 Project of the Year. This award is a part of the organization's National Best of the Best Awards.

Before construction began, the integrated design-build team – including the County of San Diego, PCL, Steinberg Hart architecture firm and other stakeholders – developed an approach to involve the surrounding community at every stage. From design through construction, this approach ensured a community-first mindset and resulted in an award-winning facility for all.

From the outset, the design-build team was committed to involving as many local trade partners as possible in the construction of SELWC, driven by input from the community.

“When this project was first posed, the community’s response was to say, ‘Okay, but how are you going to make sure this project really serves the residents of our neighborhood?’” says Priscilla Chavez, business development manager for PCL’s California region. “The County of San Diego heard this and responded by planning a facility that was built by the community and with community input.”

By the project’s completion, the team had surpassed the County’s goal of investing $6 million with local businesses, ultimately spending over $8 million within the four ZIP codes surrounding the project site.

To achieve this, PCL created a database of trade partners, focusing on local businesses, many of which are led by a minority or socially and economically disadvantaged individuals.

The design-build team held multiple outreach meetings to boost local participation and facilitated training programs for firms and workers in collaboration with organizations like the Black Contractors Association (BCA) and the Carpenters Local 619 union.

“We wanted to make sure small mom-and-pop firms could go after scopes of work and be a part of this project,” says Pramodh Reddy, senior project manager for PCL. “We conducted multiple pre-bid workshops, mentoring sessions and networking events to ensure that trade partners from the community had an opportunity to participate.”

Ensuring an inclusive and local trade partner selection was not always easy, though. For example, there were no structural steel subcontractors located within the specified ZIP codes. The PCL team identified a structural steel subcontractor within two miles of the designated ZIP codes that the County approved to utilize. However, this subcontractor had not previously worked on a project as large as SELWC. The design-build team addressed this challenge by implementing a structured, mentor-driven approach that included coaching the trade partner through risk mitigation measures and helping to promote training programs with BCA and the Associated General Contractors. This proactive support ensured that the subcontractor could meet the project's quality standards and secure additional work in the future.

By committing to outreach, providing mentorship and training, the design-build team exceeded local hire goals that created opportunities for underrepresented groups to participate in the project's success.

Beyond constructing SELWC, the local community also played a significant role in shaping the facility's design through the Technical Advisory Committee (TAC).

Composed of representatives from various local organizations, including the YMCA, a charter high school, a church, and several cultural and social services groups, the TAC was formed to prevent a repeat of some negative experiences with previous contracting teams building in the neighborhood and general concerns about being kept in the dark.

“The County's intent was to make sure that this project was different, transparent and inclusive,” says Chavez. “If nothing else, we desired local residents, businesses and stakeholders to understand what economic opportunities would be available, and ultimately feel proud of what was happening in their backyard.”

“From the beginning, we really focused on listening,” says Lina Asad, senior associate and senior project designer with Steinberg Hart. “We held multiple design workshops with the TAC to ensure we heard from the people who would use and be impacted by the center. That way, we could prioritize community needs and integrate cultural representation.”

The TAC voted on design elements like the building's exterior terra cotta color and the inclusion of local art throughout the facility.

Open communication became even more crucial when the COVID-19 pandemic hit during the project's early stages. Uncertainty was a significant issue as municipalities and businesses navigated unprecedented times.

“Transparency was critical for both the County and the TAC,” says Lucas Mallory, area manager for PCL’s San Diego office. “There was a lot of uncertainty at the beginning of the project, but we doubled down as a team and didn't skip a beat in our commitments.”

Additionally, despite budget cuts due to the COVID-19 pandemic, the design-build team delivered the project under budget.

“Our team's extensive experience with design-build projects allowed us to advocate effectively for the client,” says Reddy. “For example, during procurement, we locked in the price for structural steel before the design was complete due to inflation concerns. We know how to mitigate challenges before they became problems.”

This collaborative approach ensured that the SELWC project not only met technical and budgetary goals but also fostered a sense of ownership and pride within the community.

Native plants surround the grounds of the SELWC, which is lit by natural light and features calming artwork from local artists. Almost every design choice – down to the wall color – was intentional.

“Because of the eventual end-user of this facility, it was important that we incorporate trauma-informed design into the building,” says Asad. “That included natural light and open, inviting spaces with clear wayfinding signs and a lot of translucent doors and glass. This prevents a sense of feeling confined, resulting in a calmer atmosphere.”

Additionally, the building is designed to offset at least 110% of energy consumption through renewables, including photovoltaic solar panels. The facility also includes energy-efficient glazing, functional sunscreens, bioswales and modular wetland systems for stormwater management, and recycled water for irrigation.

“This center is a modern hub for health and connection within the community,” says Asad. “We aimed to redefine the look and feel of typical government buildings, and I believe the SELWC will set a new standard for future civic projects”

The design-build team went above and beyond to ensure the project was inclusive and community-driven. “Our entire team, including the County of San Diego, exceeded expectations with this project,” says Reddy. “They envisioned having the Taj Mahal of health and social service centers in their community, and now they have it.”

The SELWC stands as a testament to what can be achieved when community engagement, innovative design, and sustainable practices come together to create a space that truly serves and uplifts its users.