Today. June 2011

EDITORS LETTER
Who Will Take Your Place?

In every issue of Construction Today, we profile companies with significant histories firms that have survived
and thrived though multiple recessions and maneuvered their way among ever-changing markets, technologies and trends. Companies that have reached significant milestones, whether 10, 25 or even 100 years serve as positive examples to others that may be having a harder time navigating their way through the current economic climate. These veteran companies demonstrate that adaptability and hard work pay off. Nearly all of these milestone companies have undergone at least one major managerial or ownership transition. Its only natural that, over time, veteran leaders will pass the reins to others. In this issue, succession expert Linda Henman offers some practical advice for companies reaching this critical stage (page 6). She advises companies make succession planning a deliberate, systematic effort in their organization that includes forecasting future management needs, auditing current succession plans and identifying high-potential staff. Successful succession management can lower employee turnover, improve morale, fuel the leadership pipeline and place the most qualified candidates in key positions, she writes. Even if your leadership doesnt have immediate plans to step down, knowing the people in your company who are willing and qualified to lead it in the future is vitally important. We hope Henmans column can offer guidance toward taking this important step.
Jim Harris, Construction Today Editor jharris@businessmediapublications.com
PLEASE NOTE: The opinions expressed by interviewees, contributors and advertisers within this publication do not necessarily coincide with those of the editor and publisher. Every reasonable effort is made
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JUNE 2011 CONSTRUCTION-TODAY.COM
VOLUME 9
ISSUE 6
EDITORIAL
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CONSTRUCTION-TODAY.COM JUNE 2011
JUNE 2011 | CONTENTS
On the Cover
Heatherbrae Builders Co. Ltd. For Heatherbrae, the client comes first. Customer service is paramount, and we pledge to give the best of our time and ability, it says.
Departments
34 Institutional Business owners are searching for new markets. 78 Commercial There is plenty of good news in 2011. 116 Civil New field technology can streamline communication. 150 Residential Legal counsel can help you in todays climate. 170 Industrial Delay claims can expose prime contractors to allegations of lost productivity. 184 Last Look pellow + associates strives for your attention.
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Columns and Features

6 Industry Trends Your firms future plans begin by identifying top talent. Exploring BIM A firm relies on BIM to design a residence hall.
p.14 8
12 Media Relations It is critical to know how to handle the media.
WESTERN CANADA FOCUS
20 Heatherbrae Builders Co. Ltd. The Heatherbrae Group of Companies taps into its staffs years of experience to build a variety of projects in western Canada. 26 Farmer Construction Celebrating its 60th anniversary, Farmer Construction is one of Western Canadas leading contractors. 30 Property Development Group A British Columbia retail developer continues to create projects in its home province, while setting its sights on nearby Alberta. 32 Westcorp Properties Inc. Westcorp Properties says its depth of services and willingness to deal with tricky properties make it a leader in Alberta.
14 Design Trends Specialized equipment leads trends in laboratory and facility construction. 16 Construction Science Contractors cannot avoid the threat of mold. 18 Best Practices The days of excavating blindly are over.
CONTENTS | JUNE 2011
Company Profiles
INSTITUTIONAL: Profiling healthcare, education, places of worship, laboratory, military, library and museum construction, and related business.
58 60 62 64 66 68 70 72 74 76
The Hagerman Group Taylor University Euler Science Complex Close coordination and communication have helped Hagerman deliver the complex. Legacy Building Group Legacy delivers quality projects throughout the St. Louis region. Manhattan Construction Group/Torcon Inc. U.S. Army Medical Research Institute of Infectious Diseases Manhattan and Torcon are partners on a biocontainment research facility. Miron Construction Langlade Hospital Miron adopted a leadership role on the Langlade Hospital. Nabholz Construction Services Scott County Replacement Hospital Nabholz delivers a work of art while managing costs. The Ryan Companies The Phoenix Professional Office Building Ryan says it can handle tough jobs. S. M. Wilson & Co. Ray and Joan Kroc Corps Community Center S. M. Wilson is nearly done with the community center. Archer Western Contractors/DeMaria Building Company Joint Venture James A. Haley Veterans Hospital Archer aims to finish the expansion in 2013. D.H. Griffin Construction Co. Rolesville Middle School D.H. Griffin is at work on the Rolesville Middle School project. Wehr Constructors Inc. Northeast Christian Worship Center and Childrens Ministry A new worship center in Louisville, Ky., nearly triples its capacity.
COMMERCIAL: Profiling retail, office, hospitality, entertainment and mixeduse construction.
80 84 88 91 94 97 100 102 104 106 108 110
Costello Dismantling Co. Inc. If what goes up must come down, building owners will want a company like Costello. Okland Construction Utah Valley Convention Center Okland says it is keeping tight control over its Utah Valley project. Lippert Brothers Inc. The Lippert family has built many of Oklahomas landmarks. Murray & Company Murray helps developers across Canada. Trystate Mechanical Inc. Trystate self-performs the majority of its work. Turelk Inc. Turelk delivers the second phase of Beachbodys project. Crossland Mechanical Inc. Crossland serves the New York commercial real estate industry. Golden State Framers Golden State emphasizes customer service. CJ Pink Ltd. CJ has the formula for focal point-worthy products. Hunt/Moss, a Joint Venture Florida Marlins Ballpark Two builders are joining forces to give the Florida Marlins a new home. NTS Development Co. ShelbyHurst Research and Office Park NTS is working on a LEED-certified office building. pellow + associates architects inc. pellow + associates architects specializes in redeveloping retail centers and malls.
36 40 42 45 48 52 54 56
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Andersen Construction Co. Kaiser Westside Medical Center Andersens Kaiser Westside Medical Center will provide convenient care. Rudolph and Sletten UCSJ Smith Cardiovascular Research Building Lean techniques helped Rudolph and Sletten deliver a facility 10 weeks early. Guam Waterworks Authority Guam had major plans for improving its system, but those plans got much bigger when word of the military build-up arrived. Tindall Corp. Toronto South Detention Centre Tindall Corp. is now excelling on the 1,650-bed Toronto South Detention Centre project with EllisDon. College Football Hall of Fame Construction of the new College Football Hall of Fame in Atlanta will begin in fall 2011. Bartlett Cocke General Contractors Carroll Middle School A solar panel array at the new Carroll Middle School offers major cost savings. Brinkmann Constructors Westminster Christian Academy Brinkmann says it will deliver the new academy on schedule. Flintco Bledsoe County Correctional Flintco is at work on one of Tennessees largest statefunded prison projects.
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148
Martel Construction Bozeman Gallatin Field Airport Martel leads the expansion of the airport.
RESIDENTIAL: Profiling multi- and single family homes and buildings.
152 157 160 112 114

Star-Lo Electric Inc. No project is too big or too small for Star-Lo. Turner Construction 3 White Flint North building The Nuclear Regulatory Commissions new building is energy efficient.
Meritage Homes Colorado Division Meritage sets standards in green construction. Lettire Construction Via Verde Lettire is delivering a green gem in the South Bronx. Taylor Morrison Colorado Division Taylor Morrison brings its focus on quality to Denver. Van Metre Cos. Van Metre says it has coped well with the recession. ABEL Building Supplies ABELs project portfolio includes Nicholas Tower in Trinidad. C.F. Evans Construction C.F. Evans is committed to service, relationships and green building.
131 134 136 140 142 144 146
Western Water Constructors Inc. Western Water Constructors is proud of its work on two water treatment projects in California. Capriati Construction Corp. U.S. 95 Northwest Corridor Improvements Project Capriati makes major progress on the U.S. 95 project. Department of Public Works Guam Transportation Program Road improvements prepare Guam for an increased military presence. Essroc Picton, Ontario Essrocs Picton, Ontario, cement plant prides itself on its quality. Hawkins Construction Company Interstate 80 project Hawkins Construction is at work on improving Nebraskas Interstate 80. McCoy Grading Inc. McCoy Grading uses the latest technology to improve site productivity. Florida Flow Control Inc. Florida Flow Control makes client satisfaction its No. 1 goal.
163 166 168
CIVIL: Profiling heavy/highway, utility, water/sewage treatment plant and airport construction, and related business.
118 122 125 128
Port Authority of Guam The Port Authority of Guam is finalizing plans for a modernization project. Washington County Constructors Dixie Drive Interchange The Dixie Drive Interchange project will help St. George, Utah. Ecco III The Kew Gardens Interchanges new design will allow it to handle traffic more efficiently. II in One Contractors Inc. 39th St. Sewer Bypass Tunnel II in One Contractors Inc. has been placing precast deep underground in Chicago.
INDUSTRIAL: Profiling factory, warehouse, power plant and energy-related construction and related business.
172 176 180 182
B&G Crane Service LLC B&G says it has an experienced staff. T.N. Ward Co. T.N. Ward Co. embraces new projects in the industrial sector and other areas. Robert B. Somerville Co. Limited Sault Ste. Marie Solar Farm Project Somerville and Almita Piling are nearing completion on the solar farm project. Tinguely Development Inc. Tinguely Developments projects reflect the warm, welcoming environment of Hawaii.
INDUSTRY TRENDS
Succeeding at Succession
Your companys future plans begin by identifying top talent.
BY LINDA HENMAN
ing the most qualified candidates is the next. As Winston Churchill advised, Let our advance worrying become advance thinking and planning.
A Course of Action
Many people use the terms replacement planning and succession planning synonymously, but the two differ. Convincing decision makers to have a disaster replacement plan in the event that key individuals die or depart unexpectedly is not too difficult, but persuading them to prepare people for advancement years ahead of their actual promotions presents more challenges. My definition is: Succession planning is a deliberate, systematic effort to guarantee leadership continuity, a process for ensuring a suitable supply of candidates for current and future key jobs so that the
here do you want your company to be in three years? Most of my successful construction clients have a pretty clear answer to that question. They understand that, big or small, to ensure long-term profitability, you need to address who will replace whom and to map out the path each individual will need to take to realize both individual and organizational success. A well-designed talent strategy defines the critical moves you will need to make and develops a timeline for individuals to develop skills and gain experience to move forward. Understanding the succession planning process is the first step. Building confidence among stakeholders that you are indeed promot-
careers of individuals can be managed to optimize both the organizations needs and the individuals aspirations. A powerful way to maximize human capital both now and in the future, succession planning creates an ongoing, continuous plan to focus attention on talent. Succession planning establishes a way to meet the organizations needs for top performance over a long period of time, starting with the sometimes-daunting plan to advance someone to the No. 1 position, the chief executive officer.
Getting Started
The right time to start succession planning is now. If you start five or even 10 years before the estimated departure of key leaders, it may be too late. Unforeseen circumstances can interfere with your best-laid plans, and the company will be faced not with the quiet crisis of succession, but with a screaming one. Whatever your current situation, these steps describe how you can start a strategic succession plan: Clarify expectations. What does the current CEO expect from each level of the organization? No initiative has a hope of succeeding if the CEO doesnt support it and require commitment to it. Review the current succession plan for the organization and audit its architecture to reveal vulnerabilities. Determine whether this leadership pipeline supports your mission, vision and values. Based on this information, forecast future talent needs. Examine current vs. required performance, existing enhancement initiatives, projected turnover, anticipated retirements, talent growth projection, demographics and changing business trends. Working together, the members of the leadership team establish competencies for each key position. Identify excellence markers and critical success factors for each position on the
leadership team. Ask yourselves, what are the skills, experience, knowledge, and personality characteristics required for exemplary performance? Start with your most important roles and scrutinize your top performers. Build a talent profile that encapsulates the best practices of these achievers in your organization. Next, as a team, agree on standards for high-potentials. Some organizations concentrate on the top 5 percent of their population. The criteria for determining a high-potential would include the ability to advance two job levels in five years, a willingness to relocate or acquire requisite field experience, and the potential for at least another 10 to 15 years with the organization. Identify the strengths and weaknesses for each individual you are considering for key positions. Assess ready now people, identify a timeline for ready now in the future and examine each. Ask each member of the leadership team to identify high-potentials currently in the organization and one or two possible successors for each key position in the pipeline. Finally, assign members of the leadership team accountability for development plans for each high-potential staff member. Even though there are other predictors of future leadership success, the most crucial forecaster of success at the top of an organization is brainpower. Three main components define what I call leadership intelligence: critical thinking, learning ability and quantitative abilities. Dispassionate scrutiny, strategic focus and analytical reasoning form the foundation of critical thinking. These abilities equip a person to anticipate consequences, to get to the core of complicated issues, and to zero in on the critical few, while putting aside the trivial many. General learning ability is the second most important aspect of leadership intelligence. When leaders can acquire new information quickly, they do not lose valuable time. Often, but not always, educational success is an accurate predictor of how quickly someone will learn in the organization. Quantitative abilities are critical at the top of most organizations. These skills allow a person to evaluate the nuances of mergers, acquisitions, and risk-taking ventures. Estimators and risk managers often demonstrate well-developed quantitative abilities, but when it comes to promotions, decision makers too often overlook these gifted contributors in favor of those who have more operational experience.
Linda Henman, Ph.D., is the author of The Magnetic Boss and Landing in the Executive Chair, and a leading expert on setting strategy, planning succession and developing talent. For more information, visit www.henmanperformancegroup.com.
Buy-In is Critical
Successful succession management can lower employee turnover, improve morale, fuel the leadership pipeline and place the most qualified candidates in key positions. It will require resources, considerable attention to design, commitment of top managers and the credibility of the planning staff. But with a CEO buy-in and a well-planned approach, you can begin to collect the data that will start the process.
The most crucial forecaster of success at the top of an organization is brainpower.
EXPLORING BIM
An engineering firm relies on BIM to design an art schools new residence hall.
A WORK OF ART
T
he Massachusetts College of Art and Design (MassArt) located in downtown Boston is in the process of building a new 21-story steel frame residence hall. When it opens in 2012, the 493-bed residence hall also will include a caf, student lounges, artist work rooms, an art gallery, laundry and kitchen facilities, and a health service office. The building is being built by the Massachusetts State College Building Authority (MSCBA), which plans, designs, finances and constructs housing and student activity facilities for nine campuses. To manage the structural design of the new dormitory, MassArt and the MSCBA selected Odeh Engineers Inc., a full-service structural engineering consulting firm specializing in the design, analysis and evaluation of commercial, industrial and institutional building structures. The Rhode Island-based companys projects include designing new buildings as well as renovations, additions and historical preservation. Since its founding in 1982, Odeh Engineers has relied exclusively on digital design representations. In 2006, the firm adopted building information modeling (BIM) supported by Autodesk Revit Structure software. BIM and the Revit Structure software is at the heart of our design approach, explains David J. Odeh, principal of Odeh Engineers. Odeh Engineers has completed more than 250 projects using the software.
BY BRIAN HAINES
Brian Haines has been with Autodesk for six years and is the industry marketing manager for the Autodesk Building Design Suite and Structural Engineering solutions portfolio at Autodesk. For more information, contact him at brian.haines@ autodesk.com.
A Challenging Setting
With Bostons premier art museums just blocks away, the MassArt dormitorys urban setting is well suited for its students, but poses significant challenges for new construction. The site contains a large network of underground culverts that carry waste to a Massachusetts Water Resource Authority (MWRA) wastewater treatment plant. MWRA has an easement over the state of Massachusetts-owned property, such that the building had to be constructed away from the culvert and running adjacent to their sewage line. The MWRA must have the ability to dig them out for future repair or replacement and required a 30-foot minimum clearance above the culvert for access. As a result, the architectural design is a tall, slender building that curves around and cantilevers over the MWRA easement. Our structural design had to ensure that MWRA could construct a 25-foot deep excavation to those pipes without impacting the building or its foundation, Odeh says. Furthermore, the shape of the building itself posed structural challenges, requiring a deep pile foundation and specialized lateral bracing for wind and seismic loads, as well as the careful coordination of all that additional structural framing with the building systems. Odeh Engineers modeled the existing culverts and designed rows of protective soldier piles on both sides of sewage lines. The team then used those elements to design the building foundation, strategically
locating the building piles to carry the load of the building without impacting the culverts. The projects architect, ADD Inc., and the mechanical, electrical and plumbing (MEP) engineer, WSP Flack+Kurtz, also used Revit software products, enabling multidisciplined design collaboration and coordination. By sharing our design models, we could more accurately visualize the project and understand the spatial relationships between the structural framing, the architectural elements and the building systems, says Daniel Batt, structural engineer at Odeh Engineers. We work on a lot of renovation projects, and typically start those projects by using 3-D modeling software to help create a detailed model of existing conditions, Odeh says. This enables our engineers and our clients to better understand the issues relating to an existing structure and the feasibility of various design concepts. Although the MassArt residence hallproject is new construction, the team still had to work around existing conditions in the form of adjacent buildings, and most importantly, the MWRA easement. Detailed coordination between the location of the sewer pipes, the soldier piles and the building support piles was essential. So the team modeled the culverts based on existing MWRA drawings, and then designed the soldier piles and building support piles. We could not have designed and coordinated this project as efficiently as we did without a model that more accurately reflected existing site conditions, says Jason Bacon, structural engineer at Odeh Engineers. If the MWRA ever needs to excavate those culverts, the soldier piles will protect their sewage lines as well as the building foundation and the area around it. The 21-story residence hall sits on a relatively small footprint only 121 by 52 feet. The height of the narrow structure and its can-
The Massachusetts College of Art and Design s new $61 million residence hall will open its doors in fall of 2012.
tilevered form necessitated unusually deep building piles and additional bracing. Our structural design includes intricate links between the building frame and the foundation piles, along with a great deal of steel bracing for building support, Batt says. All the building systems the duct work, the sprinkler systems, the plumbing and waste lines had to be woven through the structure. Odeh Engineers used Revit Structure to visualize, analyze and refine the buildings foundation and steel framing helping to design a structure that could bear its own weight, weather the winds whipping off the Atlantic Ocean, and withstand any future excavation of the nearby sewer culverts. To promote a more streamlined design process, the team imported the architectural and MEP software models into its Revit Structure model to facilitate cross-discipline design coordination and proactive clash avoidance.
Teamwork Counts
The extended design team and the contractor, Suffolk Construction Co., worked together as a team from the onset of the project. Transparency and collaboration were critical for the success of this project, and BIM enabled both, Batt says. In addition to sharing our respective design models for design coordination, we were able to bring all the models together for formal clash detection. The extended project team attended regular online coordination review meetings and used this combined model to help identify and examine cross-discipline clashes and facilitate quick resolutions. Suffolk also used the combined models for early quantity takeoffs, as
EXPLORING BIM
well as preconstruction estimating, planning and scheduling. For example, the building support piles are particularly expensive so the team needed an early count for budgeting, Bacon explains. Using our preliminary structural model, we worked with Suffolk to study different options for the pile systems and generate a more accurate cost estimate for the building support piles.
Clear Communication
Suffolk is now using Autodesk Navisworks Manage software to help with construction coordination. The building was extremely well coordinated during the design process, which is making the contractors coordination effort much easier, Batt says. And because Suffolk is using the original design files of all of the major building disciplines, they didnt have to waste time recreating models. Advanced 3-D modeling technologies not only helped Odeh Engineers visualize and evaluate the project, they were essential for more clearly communicating its design to the extended team and project stakeholders. Like many new construction projects in an urban area, there was a lengthy approval process for this dormitory. In addition, the MWRA needed to sign off on the project due to the easement. The use of BIM helped the entire team to visualize the complexity of the design and provided a workflow for interdisciplinary coordination says Ed Adelman, the executive director of the MSCBA. The team used the Revit Structure design model and both Revit Structure and Autodesk 3ds Max software to help create a range of design visualizations sections, cutaways, renderings and even animations that helped everyone gain a better understanding of the structure and expedite the approval process. These visualizations were particularly useful during the MWRA review cycle, Odeh says. We were able to demonstrate to them that the building could be built safely while protecting their easement. To improve model fidelity between structural design and fabrication and to minimize the number of requests for information (RFIs), Odeh Engineers shared its design model with the steel fabricator. The firm exported the design to CIS/2 format and sent the files to the
steel fabricator for use in the steel detailing process. Were not subject to the fabricators interpretation of our drawings, Bacon explains. We know that theyre using the most accurate information for their steel detailing and they better understand our design intent. As a result, even though there are thousands of shop drawings on this job, theres been a minimal number of RFIs, and the project has gone extremely smoothly. The teams rigorous coordination during the design phase really paid off during the steel fabrication process, Odeh adds. All the shop drawings were approved on the first pass. The steel fabricator said this was the best steel shop drawing process they ever experienced. MassArts new $61 million residence hall is under construction and will be ready for students in the fall of 2012. Our firm relies on BIM solutions to help us deliver the highest level of service to our clients, Odeh says. BIM leads to better coordination, improved visualization and higher-quality documentation.
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MEDIA RELATIONS
Dos Donts
AND
It is important to learn the ways to communicate with the media.

BY GERRI KNILANS
view, regardless of any restrictions one tries to impose in advance. If a resource tries that approach, it makes responses less credible when challenged. Reporters are quick to realize and will probably report that the spokesperson seemed ill-equipped and perhaps untrained a cardinal sin for any company hoping to make a favorable public impression through the media, especially in the contracting or building business. For our purposes, the media refers to print and broadcast outlets, sometimes referred to as
ave you ever cringed while watching a television news interview as it went wrong for the individual being questioned? Whether the reason was due to lack of preparation on behalf of the spokesperson or purported expert, or because the reporter threw in a question that was either unexpected, embarrassing or both, the result is the same. The person being interviewed doesnt perform well, which can damage his or her reputation along with that of the company. News professionals are continually astounded by the number of times poorly prepared executives and spokespersons who are on short leashes and have agreed to talk to the media fall flat on their faces when they do. An interviewee cannot control any news conference or inter-
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the mainstream media (MSM). It is true that some have expanded the definition of media to include the social networks such as Facebook and Twitter, but those do not offer the question-and-answer platform or give and take that occurs in a live news conference setting with reporters. Postings on the social networks can certainly impact a company and its reputation, but responses do not have to be simultaneous as they do when appearing in front of microphones, cameras and reporters. The biggest difference, though, is that the MSM is looking for news stories and will view the information their sources are about to provide only in that context. The reporters want to know why they, and by inference the public, should care about what it is the spokesperson is presenting. There are plenty of justifiable reasons to schedule media events, with one of the biggest being public relations. These can include announcement of a project with a number of additional hires (substantial new employment is always an attention-getter these days), or perhaps a new development under construction that is especially environment friendly. Other possibilities include discussions about the state of the industry in light of todays economy or possible impact of federal and state legislation on business. The most difficult setting, however, is a news conference or solo interview that occurs because of a crisis. How companies communicate during these challenging times can make or break a company.
or spokesperson wants to convey. Politicians may get away with using canned talking points whether applicable or not when responding to questions, but business executives dont have that luxury. Talking points are important and necessary, but they should be used judiciously and answers need to be appropriate and flexible. Amelia Brazell, a marketing and media strategist, believes answers to questions should be presented in sound bite form. Television and radio reporters keep their sound bites to only a few seconds so Brazell recommends that interviewees be concise. Another of her recommendations is to stay on topic. Spokespersons should never try to guess if they get a question and are uncertain about the answer, warns Brazell. Be honest and tell the reporter youre not sure and will try to get the information, and dont forget to get back to the reporter about it afterwards.
Important Media Tips

Here are some additional tips that should also be part of your media relations strategy: Never agree to any media interview before you understand why it has been requested and have prepared for it. Preparation should include a video-recorded practice conference or interview and do not be afraid to include tough and sensitive questions as part of the practice. It is better to deal with them now and adjust accordingly. Relax. No spokesperson should look uptight. Consider using a media relations professional as a consultant or a spokesperson depending on the nature of the material. Never say the words no comment. To the reader or viewer, no comment indicates youve got something to hide. Never lie to the media. Reporters are relentless when uncovering an untruth and company reputations will be left in shambles. Recognize that the media, contrary to some assertions, has not come to your news conference just to play gotcha. The only agenda reporters have is to get the story, which is why they are interviewing you or your spokesperson. Good spokespersons recognize this and do their best to provide newsworthy information.
Gerri Knilans is president of Trade Press Services, a developer and provider of editorial coverage and other forms of corporate communications for business-to-business clients and publication editors. For more information, please call 805-496-8850 or visit the company website at www.tradepressservices.com.
Preparation Is Mandatory
Suffice it to say that going before the media without thorough preparation is a public relations disaster waiting to happen. Preparation should include homework and research, a brainstorming session and plenty of practice prior to facing reporters even if there is nothing controversial about the announcement. The spokesperson should be fully aware of all aspects of subject matter including any item that may change the focus of the media event to an unwanted or unplanned subject. Preparation is also essential to make sure the spokesperson doesnt assume the media is the adversary an attitude that is likely to come across as arrogant and unresponsive. Then there is the question of the ever-present talking points, the messages that the executive
Get Over the Jitters

Nerves and apprehension are understandable, even if the media event is a positive one for the company, but the key to overcoming them is preparation. There are no justifications for trying to wing it whether the event is a simple announcement or a potentially controversial story. Also remember that no matter how hard you try, you cannot completely control the interview. Concentrate on presenting what will be viewed as newsworthy information. Public relations counselors have a reason for advising their clients to be attuned to what the media wants and to try to respond according. Its because the reporter is your conduit to the public and how you make use of that conduit will depend on preparation and attitude. While there are some risks involved, remember to consider the upside of a well-planned media strategy. You will be viewed as a valuable resource for information related to the building industry and your company will have earned its credibility. That translates into a favorable public impression.
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DESIGN TRENDS
Lab Works
Specialized equipment leads trends in laboratory and technical facility design. BY DAVID SKINNER AND MELANIE TUNGET
he latest trends in laboratory and technical facility design and construction can be seen in the evolution of the HVAC, electrical, plumbing and process piping systems, and the specialized furniture and fume hoods utilized in these facilities. Determining optimal trend choices to implement in a particular facility takes early planning and a team with knowledge and understanding of laboratories and technical facilities. With proper planning, systems and components, substantial efficiencies and cost savings can be realized. HVAC systems are one of the most significant systems within a laboratory or technical facility; labs and cleanrooms generally require significant air changes per hour and certain processes require once-through, or 100 percent outside air. These exhaust demands require significant conditioned make-up air, and costs can additionally be driven by the potential need for system redundancy for mission critical tasks. Today, typical room air change rates are being re-evaluated as they are dependent on several key factors including room use, room arrangement and the hazards involved. In some facilities, operational trends are allowing for more direct control of HVAC by end-users depending on the processes conducted. However, this is an option that is still being studied. Electrical systems in laboratories and technical facilities can be complex and demanding as significant power is required for mechanical systems and facility equipment and/or instrumentation. Many users will require clean and dedicated circuits, and mission critical operations may require back-up generators or explosion proof (Class 1, division 1 or 2) electrical systems in some work areas. Labs are generally major users of power and mechanical system resources. However, there are solutions to mitigate this mass use of energy such as variable air volume (VAV) systems, low flow and high efficiency fume hoods and energy-efficient lighting. Energy efficiency in laboratories is a critical issue as more and more facilities are realizing there can be considerable savings realized over the life of the building and as laboratories will no longer be exempted from the energy recovery calculations required by the ASHRAE 90.1 standards. Plumbing and process piping systems are
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another complex component of the laboratory or technical facility. It is imperative that all piping materials are selected based on the unique environment and processes of each laboratory, keeping in mind the importance of flexible design that allows for easy renovation and modifications when necessary. Plumbing systems in these facilities are usually much more complex than general sanitary/domestic plumbing systems and can include complex carrier gas distribution systems, ultra-pure and DI water systems, and separate industrial waste systems some of which require clarifiers and neutralization systems. Today, the emphasis is on installing appropriate plumbing systems vital to each individual facilitys efficiency, flexibility and safe operations. Trends in laboratory casework and fume hoods include modular and mobile workstations, low flow and high efficiency fume hoods, and moveable tables and cabinets. And, some specialized casework and fume hoods are dictated by lab processes. Heavy chemistry laboratories demand a high linear footage of fume hoods while laboratory instruments require more laboratory bench space. Also, sufficient storage and cabinetry can provide solutions to reduce workspace clutter common in the lab environment. Regardless of type or style, having the ability to modify and relocate casework is a key element to the ever-changing lab environment. In todays world, its all about flexibility and adaptability.
employed in the past. The open lab keeps all functions in one open and undivided space to promote teamwork and communication, as well as the sharing of equipment, work space and support staff. The third concept is collaborative space, which offers ample and easily accessible meeting areas for sharing information and cultivating a team approach to research. These spaces can include team-based research areas, writing areas, work areas and other meeting spaces such as break rooms or atriums. Collaborative labs move away from the concept of specific areas where only one person works or one process occurs this concept is all about working together, and of course, collaboration. Each of these concepts support common goals, including creating functional efficient work areas that are easy to modify and reconfigure, as well as encouraging a team approach to lab processes and research. The key to these concepts is to invest in the front-end of the project, during the design phase, particularly for the MEP elements to reduce future costs. If planned early, each of these concepts can be incorporated in early design and equipment specifications, and offer a facility capable of enduring frequent advances and changes in the laboratory and technical facility environment. In the past, employing green solutions in the design of technical facilities has many times taken a secondaryrole in project planning. But its important to keep in mind the big picture and review the lifecycle cost analysis as a basis for energy investment decisions. While lower-cost solutions may initially be more cost effective over shorter periods of time, say less than five years, it is not uncommon forVAV systems to have a lower lifecycle cost when considered at life cycles in excess of 10 years. Note that payout is based on current energy costs and does not even consider the new ASHRAE 90.1 guidelines that will most certainly impact existing building codes.
One Final Point

A final point about trends in laboratory and technical facility design and construction is the importance of building commissioning and re-commissioning. In new construction, commissioning a building ensures all the subsystems HVAC, plumbing, electrical, fire and life safety, building envelopes, interior systems (such as a laboratory unit), cogeneration, utility plants, sustainable systems, lighting, wastewater, controls, and building security achieve the owners project requirements as intended by the building owner and as designed by architects and engineers. Even the most carefully designed and constructed facility can fall short of reaching its energy performance goals if it is not properly commissioned, maintained and operated. For existing buildings, re-commissioning is a systematic process applied to identify and implement operational and maintenance improvements, and to ensure continued performance over time and assure system functionality. Re-commissioning optimizes the way equipment and systems operate as well as how systems function together, and recent studies have shown that over time, significant performance shortfalls in existing systems can occur if the systems are not properly maintained and a process is not in place to verify that design benchmarks are being met. Commissioning and re-commissioning are critical to the environmental performance of laboratories and technical facilities.
David Skinner is vice president and Melanie Tunget is manager of corporate communications for LCS Constructors Inc., a team of general contractors and construction managers. For more information, call 800-757-5227 or visit www.lcslab.com.
Popular Concepts
When it comes to facility layout, three concepts are gaining popularity. The first concept is the flexible lab, which offers tremendous options for future uses. The flexible lab offers efficient ways to modify and reconfigure workstations. Flexible labs utilize centrally located utility chases for all major services that are positioned for easy reconfiguration, while some labs provide for overhead utility services, even liquid waste, to allow for fast changes in facility operations. The flexible lab design concept results in a functional, efficient and easy to reconfigure space. The second concept is the open lab where large open spaces with dedicated sections are utilized; this is different from some of the closed or compartmentalized lab concepts
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CONSTRUCTION SCIENCE
Contractors cannot avoid the threat of mold. BY DAVID CONNER
NO ESCAPE
T
David Conner is president of MoldStoppers, Southern Pines, N.C., a mold eradication and remediation company that specializes in the use of environmentally friendly solutions for mold prevention. For more information, call 866-4481508, or visit www.moldstoppersonline.com.
here is no escaping the threat of mold buildups in commercial and residential construction. According to the U.S. EPA, mold can grow on virtually any organic substance as long as moisture and oxygen are present. Wherever there is excessive moisture in buildings and especially important to the construction industry building materials, mold growth is a practical certainty. The health problems mold poses have been documented and highly publicized. Its the industrys response, particularly in the building stages, that merits more examination. There have been reports of contractors whose idea of mold remediation consists of applying bleach to sections where mold is detected and then painting it over. While bleach may remove the staining, it leaves behind water, which continues to feed the mold. Making matters worse, construction workers who attempt to remove mold without using the proper protective clothing and equipment may be placing themselves at risk for future illness or infection. Contractors also place themselves at risk for litigation from those employees as well as building owners and/or occupants. There are better remediation alternatives, and some of them are actually environmentally friendly, thanks to construction science.
Basic Truths about Mold

Molds are fungi that produce spores enabling them to reproduce. Much like plant seeds, these spores can be found on either indoor or outdoor surfaces. If those surfaces are wet, the spores grow into mold because moisture is fundamental to molds continued existence. Mold also flourishes when there is uncontrolled humidity. Indoor relative humidity of 70 percent or greater is practically a guarantee that mold will grow and spread. However, there is still another major contributor to mold besides moisture and humidity: stagnant air. Little or no airflow in a building in which moisture and high humidity are already prevalent provide the ideal conditions for mold to thrive, resulting in potential health problems followed by inevitable litigation battles. The EPA lists numerous specific reactions to mold growth on its website. An irony about mold is that federal energy policy has unwittingly contributed to its growth. Tight buildings essential for energy code compliance have less air flow exchange. Unless the structure has air flow exchangers and with the exception of hospitals most commercial buildings do not the stagnant air environment is conducive to mold if there is moisture or high humidity.
ily was awarded $4.75 million after mold was found in their newly constructed home. Evidence indicated the building materials were not sufficiently dried. Hawaii may be an island paradise, but try telling that to operators of a number of its best-known hotels who have been sued over mold in rooms. The U.S. Chamber of Commerce estimates that insurance companies have paid out billions of dollars to settle mold claims. Its obvious that builders have to protect themselves from liability. Foreclosures have become another source of litigation. The U.S. Office of Health and Human Services reports an increasing number of mold-based litigation from buyers of foreclosed homes and commercial buildings. In fact, any foreclosed building whether it is a home or commercial property is at even greater risk of mold. Thats because it has been locked and the power turned off for some time, meaning that moisture, humidity and stagnant air go unchecked.
Remediation Remedies
Remediation is the builders best defense and offense against mold and the legal cases certain to follow in its wake. However, bleaching and painting are as ineffective in combating mold as using untrained people who may not be fully aware of the dangers it presents. Employees have sued builders that either
Mold and Litigation

It should not come as a surprise that awareness of health hazards linked to mold has opened the floodgate of lawsuits. In Virginia, for example, a fam-
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failed to provide adequate training or, worse yet, did not equip them with proper protective equipment, such as filter masks to prevent them from breathing mold spores. Builders need to have a mold policy and the tools for implementing it. Those may include licensed and trained professionals rather than employees whose efforts at mold removal may place them and companies at risk. McKenzie Jordan, president of Chancel HRT, is aware of the need for mold remediation, especially since his building company is headquartered in Myrtle Beach, S.C., where high heat and humidity are ever-present. He says his company takes two steps to eradicate mold. We pre-treat every structure just like you would for termites, and we take the time and effort to watch anywhere water can get in, Jordan says. We take pictures of every window and door and then after final flashing (using rubberized product to flash the water away), we review the results in our corporate office. Jordan agrees that use of bleach and paint will not work. Its not worth the liability to take the cheap way out, he says, adding that he has used professionals for remediation. Jordan bases his view of mold remediation on a painful personal experience. He discovered mold in his new home shortly after his family moved in and had to relocate for a year before the mold was eradicated.
Rise of Construction Science

Environmental impact is one more item to consider as builders review their remediation options, considering that mold issues and the litigation certain to follow them have been unsettling facts of life in this industry for more than 10 years. The EPA cautions about the use of toxic substances to eradicate mold, and this has led to the rise of construction science emphasizing environmentally friendly remediation. The agency has warned about the use of biocides, which are a form of chlorine bleach. Biocides are toxic to humans as well as mold, says an EPA publication. The lesson: it makes little sense to use one toxic substance to kill another. Replacing biocides for remediation are mold inhibitors that contain ingredients approved and determined safe for use in food, agriculture and drug applications. These new substances are non-toxic, oxidationstable and biodegradable. Yet many general contractors still are lacking an effective proactive plan to protect themselves, customers and the general public. They should start by crafting their mold policy before they initiate any building project. That policy should consist of a well-thought-out remediation plan that provides a clear strategy, including the use of professionals for inspection and remediation through the use of non-toxic ingredients for eradication. Moisture, lack of air flow and high humidity are the perfect storm for mold, and builders working in those locations cannot expect successful and safe remediation by relying on bleach or biocides. These half-hearted efforts may not cost much in the short run, but could be prohibitively expensive in the long-term, given the litigious atmosphere that surrounds any mold discovery. The EPA emphasizes that its not enough to kill the mold; the contamination must be cleaned up. It is time for builders to take that warning seriously. The future of their businesses might depend on it.
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BEST PRACTICES
What Lies
BENEATH
The days of excavating blindly are over. BY LAWRENCE T. BOWMAN AND DAVID H. FISK
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he days when a contractor could excavate without giving much thought to what underground facilities might lie beneath a job site whether digging down into the earth to lay a foundation before building up, trenching for the installation of oil and gas pipelines, or grading a road are over. Today, there can be underground lines, pipes and cables for communications, electric, oil, gas, water, sewage and storm drainage facilities, among others, located almost anywhere. Every construction project that involves excavation work requires a call to 811 the national Call Before You Dig number. However, even when the appropriate call center has been notified and the locations of
underground facilities have been marked, accidents can and will happen. Whether it is an explosion caused by striking a natural gas pipeline, an electrocution caused by contact with an electric cable, or damage to a sewage line, it is imperative to understand the duties and responsibilities of the various participants both before and after an accident occurs. Every year, catastrophic events related to excavation work occur that cause property
damage, personal injuries and death. For example, on June 7, 2010, while drilling a hole to install a high-wire electrical pole in Johnson County, Texas, an auger struck a 36-inch natural gas pipeline, which ruptured and ignited. The incident burned five to 10 acres of land, damaged the auger and other equipment, injured eight people and killed the worker operating the auger. The Texas Railroad Commission (TRC) investigated the incident and determined that the operator of the pipeline failed to properly mark the line despite receiving two notifications from the call center. The TRC also determined that the excavator/contractor failed to give the call center a second notice prior to excavating. Today, at least one lawsuit has been filed against the operator of the pipeline, among others, by the family of the worker killed in the explosion. Before starting an excavation project, a contractor needs to be familiar with and adhere to all applicable federal and state excavationrelated rules and regulations. The Transportation Equity Act for the 21st Century (TEA 21), signed into law on June 9, 1998, required the U.S. DOT to undertake a study of damage prevention practices associated with one-call notification systems. At the end of the study, TEA 21 required the DOT to publish a report identifying the practices of one-call notification systems that were the most and least successful in preventing damage to underground facilities and providing effective and efficient service to excavators and underground facility operators. In August 1999, the DOT published its report Common Ground: Study of One-Call Systems and Damage Prevention Best Practices (the Common Ground Study). The report found that the key elements for the prevention of excavation damage to underground facilities include: facility owner/operator membership in one-call centers; one-call centers maintaining accurate data; excavators providing advance notification of intent to excavate to the appropriate call center; one-call centers identifying facility owners/operators in the excavation area; one-call centers notifying facility owners/operators; facility owners/operators accurately locating and marking underground facilities; and excavators exercising proper and safe excavation practices. The Common Ground Alliance (CGA), a
nonprofit organization comprised of individuals and entities in the underground utility and damage prevention industry, was created in 2000 following the publication of the Common Ground Study. CGA works to prevent damage to underground facilities by promoting the national 811 number to focus attention on the importance of calling before digging and by developing best practices for the industry. The FCC designated 811 as a national N-11 number in 2005 at the direction of Congress, and the number was launched to the public in May 2007. Each state has different rules and regulations governing excavation work, and there will usually be state-specific duties imposed on excavators, call centers and operators. Typically, an excavator needs to contact the appropriate call center at least two business days before performing excavation work. Prior to giving notice to the call center, the excavator may be required to define the area to be excavated with white paint or other markings. After receiving notification from the excavator, the call center notifies any operator of underground facilities in the area to be excavated. The operator then marks the approximate location of its underground facilities within a specific timeframe. There may be additional requirements that vary from state to state, including requirements for marking standards, tolerance zones, on-site meetings between the excavator and operator, when the excavator may proceed with excavation work, and the number of days a locate ticket is effective. In the event of damage to an underground facility, the excavator is usually required to immediately notify the operator of the facility or the call center if the operators identity is unknown. If the damage endangers life, health or property, or results in the release of gas or other flammable substances, then the excavator needs to call 911. In addition, the excavator may be required to notify all persons who might be in immediate danger and assist in the evacuation of such persons or keep ignition sources away from the jobsite. Failure to comply with a states rules and regulations could subject an excavator or operator to administrative penalties in addition to civil liability. After an incident occurs, the question that usually comes next is who is responsible for the damage to the underground facility and who can be held liable for any resulting property damage, personal injuries or deaths. The excavator could have misidentified the area to be excavated, or the facility owner or operator could have misidentified, mislocated or failed to identify its facilities pursuant to applicable laws. Some states provide that the failure of an excavator or operator to comply with statutory provisions is sufficient evidence to establish a presumption that the excavator or operator acted negligently. Ultimately, it may be a question of fact for a judge or jury to decide, and copies of call center notifications will most likely be used as evidence regarding whether the excavator complied with the applicable notification requirements. Other communications between the parties after the operator received notification could also impact any final assessment of liability. Before undertaking excavation work, a contractor should review and comply with the local rules and regulations. If the area to be excavated is in a rural area, the contractor should clearly describe the area and be as specific as possible when notifying the call center. The CGA also publishes a Best Practices Guide that could be considered an industry standard and should be consulted prior to performing any excavation work.
Lawrence T. Bowman is a member of Cozen OConnor and concentrates his practice in the areas of complex commercial litigation representing clients in regard to contractual, tort, construction, product liability, intellectual property, antitrust and securities law matters.
David H. Fisk is an associate at Cozen OConnor in the Subrogation & Recovery practice group. To learn more, call 800448-1207 or email lbowman@cozen.com or dfisk@cozen.com.
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SPECIAL SECTION: Western Canada | HEATHERBRAE BUILDERS CO. LTD.
Client-Centered
H
HEATHERBRAE TAPS ITS STAFFS EXPERIENCE TO BUILD PROJECTS IN WESTERN CANADA. BY JIM HARRIS
N CANA TER Heatherbrae employs more than 300 eatherbrae Builders Co. DA ES W staff members and skilled carpenters, Ltd.s commitment to cusapprentices and laborers. tomer service and quality FOCUS Michael Knight and his wife, shines in its many projects Joan founded the company in in western Canada. The group proVancouver in 1989. Knights sons David, vides general contracting, construction Tim and Greg have been in the business since management, consulting services and restora1990, today serving as vice presidents. tion services to clients in the commercial, Michael Knight alone brings more than 40 industrial, institutional, residential and buildyears of experience in construction manageing envelope fields. Past projects include schools, community centers, theaters, galleries, ment, estimating and general contracting to Heatherbrae. Knight, his sons and management museums and First Nations structures. team possess more than 200 years of combined At Heatherbrae, the client comes first, the company says. Customer service is paramount experience, the company adds. and we pledge to give the best of our time and ability to build quality projects. Major Projects The company is headquartered in The company has approximately $120 million Richmond, British Columbia, with an addition- worth of projects under construction including al office in Nanaimo on Vancouver Island. educational and residential facilities.
Heatherbrae Builders Co. Ltd.

www.heatherbrae.com Headquarters: Richmond, British Columbia Employees: Nearly 300 Services: General contracting
Customer service is paramount and we pledge to give the best of our time and ability to build quality projects.
Heatherbrae Builders
Heatherbrae Builders in June 2011 will conclude work on the $25 million Centre for Interactive Research on Sustainability (CIRS) for the University of British Columbia. The four-
Richmond, British Columbia-based Heatherbrae Builders provides services including general contracting, construction management and restoration services. 20
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SPECIAL SECTION: Western Canada | HEATHERBRAE BUILDERS CO. LTD.
We are proud of our involvement in sustainable buildings.

story facility, designed for studying the use of energy, will feature a number of sustainable construction materials and building techniques. Much of the centers electricity, lighting, heating, water supply, liquid waste treatment, ventilation and cooling will be drawn from solar, wind and ground sources. This is the companys second recent project with the University. In June 2011, Heatherbrae will complete the University of British Columbias Tennis Center, Vancouvers only public tennis facility. Another major institutional sector project underway is the $35 million renovation of the Science World facility at the Telus World of Science in Vancouver. The project includes adding 20,000 square feet of exhibition and education space and expanding the buildings lobby. The renovation started last April and will conclude in October 2011. Major residential projects include the Legacy Housing project, an effort to convert the temporary housing used by athletes during the 2010 Winter Olympics into senior and lowincome housing in smaller communities throughout British Columbia. Most of the work was completed earlier this year, with some portions expected to conclude in July 2011, Heatherbrae says. The project included dismantling and transporting 75 athlete housing units to six sites in British Columbia. After delivery, Heatherbrae, as construction manager, prepared foundations at the new sites; installed exterior weather protection, cladding and roof systems, and re-configured interiors. Heatherbrae is also concluding work on the Villa St Georges, a 52-unit wood frame west coast contemporary residential building in North Vancouver. Heatherbrae has also completed a variety of mixed residential and commercial heritage restoration projects.
Heatherbraes projects typically are built to fit
within LEED specifications.
Pride in Sustainability
Many of the companys projects are built to LEED specifications, including the CIRS project, which is targeting LEED Platinum certifica-
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Key Memberships SPECIAL SECTION: Western Canada | HEATHERBRAE BUILDERS CO. LTD.
Heatherbrae Group of Companies is a member of these industry organizations: Independent Contractors Association of British Columbia (ICBA) Vancouver Regional Construction Association (VRCA) British Columbia Construction Association (BCCA) Canadian Construction Association (CCA) Canada Green Building Council (CaGBC)
tion. The introduction of LEED certification has created a way to measurably increase the quality, durability and sustainability of buildings, the company says. This has provided Heatherbrae with the opportunity to develop and implement management systems that reduce the environmental impact of all stages of the construction process. We are proud of our involvement in producing environmentally friendly and sustainable buildings. The company employs a LEED-accredited professional, and several other personnel have completed a number of LEED educational courses. Heatherbrae ensures all trades on its projects understand LEED requirements in part through user-friendly documentation. The company also advises trades to review the program with personnel. Our experience has taught us the most successful and cost-effective approach in achieving the goals of a LEED program is through team involvement at an early stage in addition to promotion and education of stakeholders including trade contractors, suppliers, manufacturers and site personnel, the company says. The support and collaboration of all parties is paramount from the design stage through to project completion. In addition to working on LEED-certified projects, Heatherbrae also develops waste management plans specific to each of its projects. These plans identify ways waste can be reduced as well as recycling opportunities such as salvaging lumber for re-use, it says.
Heatherbraeitssays the is diversity of services

one of its key strengths.
management staff regularly participates in the WorkSafe B.C. Certificate of Recognition program, a provincial effort focused on improving safety culture and reducing workplace accidents and injuries. We have developed a clear safety policy that outlines our company-wide safety expectations and goals, Heatherbrae says. We encourage and reward employees who have shown leadership in correcting potentially hazardous situations and strictly enforce the proper use of personal protective equipment at all times. The company inspects its sites daily and regularly holds toolbox safety meetings. The safety program also includes additional precautions such as extra signage, hoardings, lighting, dust screens, fencing, access and security at its sites.
work on Lord Byng Secondary, Van Horne Elementary School and Trafalgar Elementary School, all in Vancouver. Heatherbrae also specializes in quality management, surveying services, cost analysis, value-engineering and arbitration and mediation services.
Invaluable Assets
Vendor and subcontractor relationships are of the utmost importance to Heatherbrae across the organization. Vendors and suppliers are an invaluable asset to our companys growing success, Tim Knight says. With our demand for expedited schedules, quality and efficiency, our suppliers and trades understanding of our commitment to excellence is paramount to our growing success. The company looks to the communities in which its works for local trades and subcontractors in order to contribute to local economies, he adds. Heatherbraes key partners include Precision Gutters Ltd., Power Point Electrical, Skyline Scaffold Ltd., Ridgeway Mechanical Ltd., Morrison Hershfield Limited, Bollman Roofing & Sheet Metal Ltd., Safetech Scaffolding Ltd., BJ Plastering & Consultants Ltd., Golden Pacific Contracting Ltd. and Houle Electric Limited.
Diverse Services
Heatherbrae provides restoration services, exterior repairs and rehabilitation projects. Heatherbrae is a leader in seismic restoration and building envelope rehabilitation, the company says. We have worked in unison with various municipalities, school and health boards, native bands and government agencies to produce high-quality buildings that enhance their respective communities. Recent seismic upgrading projects include
Safety Goals
Heatherbraes construction work reflects a company-wide commitment to safety and responsibility. The company has established a corporate health and safety program, and
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SPECIAL SECTION: Western Canada | FARMER CONSTRUCTION LTD.
Building Community
ON ITS 60TH ANNIVERSARY, FARMER CONSTRUCTION IS A LEADING CONTRACTOR IN WESTERN CANADA.

N CANA wice in recent years, TER DA ES W Farmer Construction Ltd. FOCUS has received the Award of Excellence for innovative construction techniques from the Journal of Commerce. This penchant for innovation is one reason why the company has become one of Western Canadas leading contractors, but its market dominance also is due to its reputation for delivering quality projects on time and on budget. We enjoy the opportunity to work as a part of the owners team right from the concept to completion, thereby constructing quality buildings at minimal cost through total team cooperation and quality management, the company says. We see this as a partnering team approach and have many satisfied clients using this process. Based in Victoria, British Columbia, and incorporated in 1951, Farmer Construction is a privately owned family business, focusing on general contracting and construction management, as well as design/build contracting and construction consulting for private clients. Farmer notes that it has a number of repeat clients in the private sector, but it also works on all types of commercial, industrial, institutional and residential projects. Additionally, the company notes, it is one of the few contractors in British Columbia to construct clean rooms for high-tech companies. Farmer Construction is a member of the Southern Vancouver Island Construction Association; the Vancouver Regional Construction Association; the British Columbia Construction Association; the Canadian Construction Association; and the Design/Build Institute of Canada.
Construction has Farmerclients throughoutmany repeat British Columbia.
Local Development
With its reputation for quality, on-time delivery, Farmer Construction has a number of repeat clients and is called on to perform a number of large projects. In the last couple of years, Farmer was involved in the construction of three multi-year residential and mixed-use developments around Victoria Dockside Green, Aquattro and Bayview Residences. Farmer provided the first phase of construc-
We enjoy the opportunity to work as a part of the owners team right from the concept to completion. Farmer Construction
tion of Dockside Green, a mixed-use community in downtown Victoria. Owned by Vancity, Canadas largest credit union, Dockside Green
www.farmer-ltd.com Headquarters: Victoria, British Columbia Specialty: General contracting and construction management
Farmer Construction Ltd.
transformed 15 acres of industrial land on a harbor into a space for residential, office, retail and commercial developments. Dockside Green says it is distinguished as being the first to target LEED Platinum certification for buildings developed in a master-planned community. Dockside Green has long been at the forefront of global urban planning and this incredible 15-acre community is no exception, Vancity says. This new-generation, masterplanned waterfront community is designed to reflect a more responsible approach to the environment. With a total of 1.3 million square feet of residential, office, retail and commercial
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self-performs FarmerofConstructionbetter control much its work to quality and schedule.
SPECIAL SECTION: Western Canada | FARMER CONSTRUCTION LTD.
space planned, Dockside Green will clearly set the benchmark as the future of sustainable harborfront communities for years to come. Vancity, owner and developer, believes that Dockside Green has redefined sustainable waterfront living as we know it. It is truly unique. As a LEEDND Platinum project, it is created around the principles of smart growth, green building and sustainable community design in harmony with nature. It is the shared values and innovative amenities that help create this true sense of community, of belonging. Located just west of Victoria in Colwood, Aquattro is an ocean-side property that Farmer Construction helped to build. With views of the ocean and Olympic Mountains, and featuring on-site streams and a connection to old-growth forest trails, Aquattro has a lot to offer outside, as well as spacious, luxury homes. On 50 acres overlooking the Pacific Ocean and near Victoria, the condominiums and townhomes at Aquattro are surrounded by ponds, a salt-water lagoon, streams, natural parkland and walking trails, according to developer Woodburn Management of Victoria. Its large, beautiful open-planned homes have been designed to maximize the views of the ocean and mountains. Large decks on all of the homes feature outdoor living in the best climate in Canada. The companys other high-end mixed-use project, Bayview Residences and Roundhouse, is located on the Songhees Peninsula in Victoria. Roundhouse presents an opportunity to preserve and rehabilitate the unique circa 1913 heritage Roundhouse buildings while introducing new uses restaurants, markets and shops that are more conducive to modern, urban living, according to developer Kenneth Mariash. More than 800,000 square feet of density is available for development including residences, hospitality, offices, services and amenities.
Broad Portfolio
Farmers portfolio includes projects in the areas of institutional, office, industrial, hotels, tilt-up, interiors, wood-frame residential, education, shopping centers, high-rise residential, envelope repair, commercial and clean room. Specific examples of the companys work include: University of Victoria Engineering Computer Building This $20 million, six-story structure was built to LEED Gold specifications. Waddington Building in Victoria Farmer poured and formed 25,000 cubic yards of concrete in 10 months to construct three levels of underground parking and the five-level office building that is home to government offices and Victorias main library branch. Holt Renfrew store in Pacific Centre Farmer Construction says it has been Holt Renfrews contractor of choice for more than a decade, and has constructed dozens of fit-out projects for the retailer.
Partnering Approach
By taking a partnering approach to its work, Farmer Construction says it consistently delivers quality work. It is part of our mission to remain competitive and thereby be able to better serve our clients, the company says. Our experienced quality personnel, from trades people to professional staff, have been with us for many years. They are fully trained in the teamwork approach concept that employs quality and partnering. We are traditional general contractors, not simply brokers, performing items of work normally undertaken by our direct labor in order to control the critical path of the schedule and the quality of the work. Farmer Constructions key partners include Harris Rebar (BC), Bell Tech Systems and West Isle Industries Ltd.
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PDG concentrates on retail shopping centers throughout North America.
SPECIAL SECTION: Western Canada | PROPERTY DEVELOPMENT GROUP
ExpansionReady
L
says its relationships The companyand contractors are with clients the key to its success.
PDG CREATES PROJECTS IN ITS HOME BASE WHILE SETTING ITS SIGHTS ON ALBERTA. BY JAMIE MORGAN
N CANA awrence Rank was in his six month of retireTER DA ES W ment when he detected a growing desire among retailers to expand within British FOCUS Columbia. In response, Rank founded Property Development Group (PDG) with the help of business partner Jeffrey Rosen and one employee. Its first project was a small shopping center in Chilliwack, British Columbia, that began in 2004. Its successful completion led to a redevelopment project in Kamloops, British Columbia, completed three years later. We kept progressing into larger, more complex projects, says Rank, the chairman of PDG. And as we added new partners, we were able to simultaneously conceive and implement multiple projects in diverse geographical markets without sacrificing prudent due diligence and project quality. The companys success is a direct result of the leadership and experience of its partners and project staff. Rank has successfully helped other companies develop shopping centers in the United States, Canada and Asia. He says each PDG partner brings his own invaluable talents to the table. We are purely a shopping center development company, Rank says. All of our partners are very senior and very experienced in the shopping center industry, whether it be leasing, financing, development or construction. We all have extensive experience in those categories. The six of us are fairly strong in our knowledge and capabilities, and we have now completed enough work in the province over the last few years that the market has grown in its understanding of what we are capable of. PDGs six partners and five project team members are managing several projects in various developmental stages. It is also taking due diligence steps to expand from its BC headquarters into Alberta. As the company builds, so does its list of projects and those seeking to partner with PDG.
Project Portfolio
In Colwood, British Columbia, a suburb of Victoria, residential developer League Assets retained PDG as the development manager for the Colwood City Centre. The mixed-use project will feature more than 2 million square feet of retail, high-rise premium view residential towers and office buildings. PDG is tasked with managing the master planning and execution of the entire project, while also imparting its specific expertise to the projects retail leasing and retail development programming, the company says. League Assets is putting together the residential component, Rank says. My office has the overall responsibility to coordinate the project at the senior level. Even though the project is mixed use, it sill needs one main company to coordinate everything, and thats our role. The company began work on the development nearly two years ago.
Eagle Landing in Chilliwack, British Columbia, is one of

PDGs current projects.
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an aggressive rate. They have been corrected somewhat by this crisis and are more in line to make projects viable. And some of the marginal www.propertydevelopmentgroup.com developers and land speculators have with Headquarters: Vancouver drawn from the market. Employees: 11 PDG has its own extensive list of major proj Specialty: Retail developer ects in the works. It currently has five projects in the design and development stage and two under construction. One of the projects under construction is Okanagan Lake Shopping Centre and the other is the Eagle Landing Shopping Lawrence Rank, founding partner and chairman Center in Chilliwack. For the Eagle Landing project, PDG again teamed with League Assets and the Squiala First Nation. The projects superior location near Chilliwacks Highway 1 is becoming the new centre ice for retailTwo Sides of the Coin ing in Chilliwack. Rank says the West Kelowna project is a fairly conventional one, with a planned drug store, grocery store, movie theatre, restaurants and other retailers. However, because of the state of the global economy, it ended Two-Way Partnerships up as a three-year pre-development. This type of delay was typical In its planned expansion, both within British Columbia and elsewhere, within the industry as retailers grew uncertain of their expansion capaPDG will continue to expand its base of mutually beneficial relationbilities and bank financing became more difficult to secure. ships with project partners, major Canadian and U.S. retailers, general Nevertheless, PDG did not lose or abandon any projects during that peri- contractors and financing sources. PDGs success is a direct result of our od and concentrated on securing future development opportunities ability to create and maintain strong relationships through consistent, And, as Rank explains, the slower economy has had its benefits, as winning performance, Rank says. well. The economic crisis put a stop to the spiraling construction costs, PDGs mutually beneficial relationships include Nemetz (S/A) & Rank says. Three or four years ago, construction costs were escalating at Associates Ltd. and N. Wallace & Company Ltd. It is now in the design and development stage and construction is expected to commence this fall. The initial phase of construction in Colwood City Centre will commence at the end of 2011. While the Colwood project gains momentum, PDG is also busy managing the development of a 130,000-square-foot shopping center in West Kelowna, British Columbia. For Okanagan Lake Shopping Centre, PDG teamed with the landowner, Westbank First Nation, and its financial partner, Churchill International Property Corp., which will manage the development on completion.
Property Development Group
Our success has been achieved through creating strong relationships.
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Westcorp concentrates on holding income-producing assets for the long term.
SPECIAL SECTION: Western Canada | WESTCORP PROPERTIES INC.
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Above and Beyond
WESTCORP SAYS ITS WILLINGNESS TO DEAL WITH TRICKY PROPERTIES IS ITS STRENGTH. BY CHRIS PETERSEN
N CANA Alberta economy and therefore real estate in Alberta. With all of oing what your competitors are unable or unwilling TER DA ES W the companys equity lost, Westcorp chose to focus on fee-forto do themselves is a reliable strategy for success, service work as a means of building up its capital to invest and Westcorp Properties Inc. is living proof of this. FOCUS once more. This was aided by a slight downturn in real estate President Philip Milroy describes Edmonton-based prices in the early 1990s, and Westcorp used this as an opportuWestcorp as a full-service real estate firm, with skills in connity to build its portfolio. struction, leasing and property management. However, the comWeve just kept on keeping on, Milroy says. pany sets itself apart from other developers through more than just the breadth of its services. Milroy explains that Westcorp is savvier and more willing to get its hands dirty in some sectors than many of its peers, and Higher Commitment these will be the qualities that help drive its success in the future. Milroy says Westcorps philosophy differs from most other real estate Concentrating on the Alberta market, Westcorps vertically integrated firms in a number of ways. First and foremost is its commitment to real estate services include acquisition, development, construction man- acquire income-producing assets and hold onto them for the long term. agement and property management. The company was founded in 1980 He says this provides the company with sustainable revenue that can as a commercial investment real estate brokerage firm, but the onset of help keep Westcorp moving with confidence. the National Energy Program in the early 1980s severely affected the Westcorp also differs from other firms in where it concentrates its efforts.
Weve tended to focus more on inner cities and urban areas rather than suburban areas, Milroy says. We look at more mature cities and we see a bigger premium being paid for what we see as the prime locations. Milroy says Westcorp also is willing to take a chance in areas others are too careful to tread. He says the companys portfolio has a higher percentage of mixed-use properties than many of its peers, and Westcorp is willing to look at all food groups. This includes the hospitality sector, where many developers are afraid of the commitment that is required with a hotel property. The income stream is more volatile, Milroy says. He describes the hospitality sector as more of a business than a simple investment, one that requires more hands-on involvement from a real estate firm.
Westcorp Properties Inc.

www.westcorp.net 2010 sales: $100 million Headquarters: Edmonton Employees: 400 Specialty: Full-service real estate firm
Finding Opportunities
Milroy says the real estate market is undergoing a lot of changes, and the company is working to adjust to them. The world is going through an evolution, and understanding that is both challenging and extremely interesting, he says. We think that were well-positioned to take advantage of that. One of the most significant trends is sustainability, and Westcorp is addressing it in one of its newest developments, London at Heritage Square in Calgary. The mixed-use residential/retail development located in the heart of the city includes numerous sustainable features and is located next to light rail. Milroy says Westcorp is always on the lookout for opportunities such as London at Heritage Square, and the company is fortunate to be in a province with a high level of activity. Were in a location that needs people, needs immigration and needs more real estate of all types, he says.
The world is going through an evolution, and understanding that is both challenging and extremely interesting.
Philip Milroy, president
shortage of labor in the region as workers are drawn to lucrative oil and gas projects. Thats our biggest fear, he says. Milroy says the labor situation in Alberta might not improve without immigration reform, and he says Westcorp is among many in the construction industry who are making their feelings known to the government. Fortunately, he adds, Canadian construction industry groups already have a good handle on the issue and are working on helping the government craft new policy.
Labor Pool
Thanks to its abundant oil and gas reserves, Albertas energy projects are drawing much interest. Unfortunately, this creates a problem for Westcorp because of the strain it will put on the labor pool in the province. Milroy estimates that in about a year, Westcorp expects a serious
Powerful Partners
Westcorps success is due in part to some of its key partners, which include Master Mechanical Plumbing & Heating.
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Institutional
In these economic times, business owners are seeing traditional customers disappear and are searching for new markets.
One buyer of goods and services will never disappear: the government. The public procurement arena is fraught with pitfalls, but it offers opportunities that justify the investment required to learn the ropes. The first step in government procurement is the advertisement. When the government which I refer to as the city here identifies a need, it advertises a procurement document that sets the procurement methodology, minimum requirements, general scope and critical response dates.
By Tracy Lautenschlager
Avoiding Biddings Top Sins

Once the city purchasing office is involved, be more cautious. Many cities have ordinances restricting communication with staff.
Understanding the Process

Contractors should consult with an attorney who practices in government contracts and has experience with the city, because the second deadly sin is failing to understand that its all about the process. Private industry may not care about the process unless it affects the bottom line or the company must answer to shareholders or a customer about procurement policy. Public procurement is all about the process. The primary goal is to acquire products and services at a favorable price, secondarily to provide a fair and equal opportunity, and to be able to prove it. City staff may need to defend the integrity of their process in litigation, to elected officials or to a reporter. Casual communications are not recommended. When the procurement has specific communication requirements, follow them.
Meet Your Deadlines

The third deadly sin is failing to meet your deadlines. Be sure to note the posting date of every document relating to the procurement. Deadlines can start early, so be sure to apply for security clearance to gain access to the mandatory pre-bid meeting. The typical deadlines are to submit questions, protest a specification, submit qualifications and submit the actual proposal. After proposals are opened, there may be a deadline to provide additional information. As the apparent winner, do not celebrate before timely submitting the bond, certificate of insurance and signed agreement. Lastly, count the days until the protest time passes. The city will not alter these deadlines. If a deadline is extended for you, the next proposer will protest or file suit and the city must be able to defend its process.
Getting Involved
Although the advertisement is the first official step, the first deadly sin of public bidding is failing to get involved before the procurement. Before anything is advertised, city staff members spend months analyzing their needs and researching the market. Procurement officials seek a sufficiently broad market to generate price competition. A city may advertise a request for information before procurement, but most do not. They rely on the agency staff for specifications and market knowledge. If the staff members have been in government for a long time, they may keep requesting outdated materials. Sometimes they know better but dont care; they like the current vendors, and things are simpler if those vendors keep ghostwriting specifications and getting the work. Either way, visit city staff, learn about their needs and show them what you have to offer.
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IN THIS SECTION
Know Your Forms
This leads to the fourth deadly sin omitting required forms. Government forms never die. They are created and added to the pile because no one will eliminate a form that may protect the process. Examine the procurement thoroughly to identify every required form. If the form is irrelevant, write Not Applicable, sign it and submit it. Look for references to forms that are available from the city or on the website. Look for requirements for certification or a statement for which no form exists and prepare your own. Forms are an essential part of the defense of the process and are crucial to a determination that your proposal is responsive.
Brinkmann Constructors g p.54
Brinkmann is overcoming challenges to deliver a new school on time.

Company Profiles
36 Andersen Construction Co. Kaiser Westside Medical Center 40 Rudolph and Sletten UCSF Smith Cardiovascular Research Building 42 Guam Waterworks Authority 45 Tindall Corporation Toronto South Detention Centre 48 College Football Hall of Fame 52 Bartlett Cocke General Contractors 54 Brinkmann Constructors Westminster Christian Academy 56 Flintco LLC- Bledsoe County Correctional Complex 58 The Hagerman Group Taylor University Euler Science Complex 60 Legacy Building Group 62 Manhattan Construction Group/Torcon Inc. U.S. Army Medical Research Institute of Infectious Diseases 64 Miron Construction Co., Inc. Langlade Hospital 66 Nabholz Construction Services Scott County Replacement Hospital 68 Ryan Companies The Phoenix Professional Office Building 70 S.M. Wilson and Co. 72 Archer Western Contractors/DeMaria Building Company Joint Venture James A. Haley Veterans Hospital 74 D.H. Griffin Construction Co. 76 Wehr Constructors Inc. Northeast Christian Worship Center and Childrens Ministry
Responsive or Responsible?
Beware the fifth deadly sin: failing to understand responsive and responsible. Generally, a city will award to the responsible proposer with the lowest or best responsive proposal. Responsive means a bid which conforms in all material respects to a solicitation, and is allor-nothing. If you fail to identify and comply with the minimum requirements to submit a responsive bid, your bid will be thrown out. Responsible means an offer that has the capability in all respects to perform fully the contract requirements, and the integrity and reliability which will assure good faith performance. Responsibility is a judgment call. A determination that a proposer is responsible can be overturned only for an abuse of discretion. Even a government buyer is free to choose a firm that is not the best, but is good enough.
Hot Buttons
If your proposal is technically and procedurally perfect, you must still beware the sixth and seventh deadly sins neglecting public policy hot buttons and failing to understand that, sometimes, its all about politics. The primary procurement goals are low price and fair opportunity, but there is another purpose: to advance policy through government expenditures. Elected officials, when they discover the limitations of legislative power, turn to procurement to implement policy. A social program may become the most important thing ever, and its requirements will then become mandatory. Purchasing agents will fearfully pore over bids to ensure that the recommended award reflects this policy. Learn the hot-button policy issues and make your bid bulletproof on that issue. You may avoid all of the deadly sins, submit a perfectly responsive bid and have the highest credentials, and you still might lose to a deeply entrenched or politically connected incumbent. This might be worth a fight; consult with an attorney.
Reaping Rewards
Is public bidding worth it? It can be. Government contracts have costs including insurance, finance costs, accounting and legal fees, but there are also benefits, such as building experience and contacts. Also, governments usually pay their bills and do not go out of business. Whatever your political stripe, partnering with government in your work can be a rewarding investment in your future.
TRACY LAUTENSCHLAGER is an attorney in the Fort Lauderdale, Fla., office of Greenberg Traurig LLC practicing in the areas of land use, environmental, airport and aviation and construction law. For more information, visit www.gtlaw.com.
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Institutional | ANDERSEN CONSTRUCTION CO. KAISER WESTSIDE MEDICAL CENTER
Going West
THE KAISER WESTSIDE MEDICAL CENTER WILL PROVIDE CONVENIENT CARE TO OREGON. BY ALAN DORICH
Andersen is on schedule to complete the Kaiser Westside Medical Center in summer 2012.
T
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he economy is booming in the city of Hillsboro, Ore. The fifth-largest city in the state is home to Intel Corp. and near the Beaverton, Ore., headquarters of Nike. It is [a portion] of the Portland metro area thats exploding, Travis Baker says. With such strong growth, it was only a matter of time before other sectors needed to expand, too, including the local healthcare industry. Andersen Construction Co. is helping it do that as it builds the new Kaiser Westside Medical Center. Baker, a project director at Andersen, says the Diagnostic and Treatment Building and new four-story Nursing Tower provide 285,000 square feet of new hospital
space, including 126 patient beds. The adjacent 110,000-square-foot Specialty Medical Building houses approximately 60 healthcare providers, offering a complete one-stop shop for most medical issues. The new west side center also will provide many patients with more convenience, Baker says. Currently, Kaiser members that currently live near what will be the new Westside Medical Center must at times travel to Kaisers Sunnyside Medical Center for certain hospitalrelated services. With the new facility, Kaiser has aligned themselves to better serve current and future members living on that side of town, he says.
Andersen Construction Co. Kaiser Westside Medical Center

www.andersen-const.com Construction budget: $215 million Location: Hillsboro, Ore. Employees: Approximately 450 current workers on site, with an expected peak of more than 500 Scope: A new 15-acre medical campus
Were more than halfway [done]. Travis Baker, Andersen Construction
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Andersen is constructing the hospital to meet the standards of LEED Gold certification.
The Best Value

Baker is pleased with the work of his subcontractors. Theyve been huge, he says, noting that the mechanical and electrical subcontractors, who are working under negotiated GMP contracts, have been especially key. Andersen Constructions key partners include Performance Contracting Inc. The MEP subcontractors participated in the preconstruction process and were primary team members in the process to develop the overhead coordination models necessary to ensure the various MEP systems would be installed in an efficient manner and free of field conflicts. By allowing the design professionals to focus on design and the subcontractors to focus on installation coordination, we worked collaboratively to provide the best overall value to Kaiser, he says.
Institutional | ANDERSEN CONSTRUCTION CO. KAISER WESTSIDE MEDICAL CENTER
Going for the Gold

The new center is aiming for LEED Gold certification, Baker reports. Theres numerous design and construction elements contributing to the projects ability to achieve LEED Gold, he says. Among many others, these include solar panels, rainwater reclamation systems and rooftop gardens. The project also is utilizing regionally sourced materials, recycled products, and more reflective colored surfaces at roofs and surface paving to reduce heat gain. It is a likely outcome that well be able to achieve that [gold rating], he says, adding that Andersen Construction has extensive green building expertise. We have a whole kettle of LEED-accredited professionals, he says, adding that the company has many LEED projects in its portfolio. The decision to pursue sustainable design and construction practices and LEED certification is most commonly driven by the owners. The new center uses a template design that Kaiser has developed over many years through the construction of several other hospitals.
Resulting from Californias long-term requirements to either upgrade all critical facilities to current earthquake code or replace the facility in its entirety, Kaiser has built multiple new hospitals. With so much new construction underway nationally, it only makes sense for a large organization like Kaiser to adopt standards and templated design, he says. They have gotten pretty good at [gaining] efficiencies from this process, he adds. Kaiser refers to [our center] as a Generation 2 hospital, which enjoys the fruit of many lessons Kaisers learned over years of implementing templated design. Kaiser works hard at studying best practices globally and implementing those findings in their standards so each region isnt re-inventing the same efforts over time.
Positive Signs
With offices in Seattle; Portland, Ore.; and Boise, Idaho, Andersen Construction says it is known as one of the top-10 general contractors in the Pacific Northwest and a leading U.S. green contractor. Since our doors first opened in 1950, our focus has always been client satisfaction and commitment to quality, it says. This has helped the firm earn a reputation as a builder of choice as it has constructed communities in Oregon, Washington and Idaho. Andersen is a company whose people understand the power of collaboration and teamwork and leverage that power to overcome challenges and accomplish great things, it states. Baker, who has been with Andersen for 12 years, says he sees a strong future for the company, despite the impact the economy has had. We will eventually recover from whats been going on the last couple years, he says. Portland specifically has been hit pretty hard, he says, adding that the firm is grateful to have the Kaiser project. Its been a wonderful job so far and came at a time when the market was really soft. Its not often that a single project can make such a positive impact to a firms workload, but at $215 million over a couple years, the Westside project is doing just that, he says, adding that he believes a recovery will arrive soon for Andersen. Were starting to see some positive signs. There are more and more opportunities to compete for as of late, and dollars held on the sidelines the past few years are slowly starting to return to the playing field. We remain hopeful.
Right on Time
Baker says he is proud of how Andersen Construction and the entire design team have adapted to changes early on in the project, particularly during critical points in the preconstruction process. [We coped with] having to incorporate significant programming adjustments and still got construction started on time, he says. For instance, the project was originally designed to feature two Nursing Tower buildings, but was later revised to a single-tower design. I continue to gain an appreciation for that [feat] as we move forward, he says. Indeed, the companys hard work has paid off and it is well on its way to meeting its completion date in summer 2012. Were more than halfway [done], Baker notes.
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Institutional | RUDOLPH AND SLETTEN UCSF SMITH CARDIOVASCULAR RESEARCH BUILDING
One Big Room
LEAN TECHNIQUES HELPED RUDOLPH AND SLETTEN DELIVER A FACILITY 10 WEEKS EARLY. BY RUSS GAGER
ometimes the hardest aspect of building is getting everyone together in the same space to review, discuss and make decisions. Wouldnt it be nice to have everyone together all the time? That is exactly the technique that Rudolph and Sletten used in its construction of the $190 million Smith Cardiovascular Research Building at the University of California San Francisco (UCSF). Designed by Jim Jennings Architecture and SmithGroup, the collaborative construction environment echoed the buildings function bringing research scientists and clinicians together under one roof in an effort to better understand and treat cardiovascular diseases, the leading cause of death and disability in the United States. Rudolph and Sletten constructed a big room for representatives from all disciplines to work together in a collaborative setting. The 10,000-square-foot construction trailer, which was made up of 14 trailer modules, was only steps from the construction site, allowing for easy access. This provided space for the more than 50 engineers, architects, contractors and consultants who were responsible primarily for design and coordination to be housed in one building during both the pre-construction and construction phases of the project. The freedom of access created a streamlined workflow process, and important questions did not linger and hinder construction. We had mechanical, electrical, plumbing, exterior skin, fire sprinkler, laboratory case work, drywall, the owner, the architect, the construction management, the general contractor and the inspector of records all sharing one large space, Senior Project Manager Danielle Douthett explains. It was one of the key pieces to having such a successful project.
The use of BIM and other techniques were essential to constructing the Smith Cardiovascular Research Building.
A Learning Curve
Douthett concedes there was a bit of a learning curve for the participants because of the closeness of their quarters. Everyone quickly learned the value of being in one trailer, she says. Our ability to easily keep everyone in the loop and gain quick responses helped overcome any apprehension to sharing space.
More often than not, an RFI was generated to confirm a response that already had been developed through a conversation between the various members of the group in the trailer. One-fourth of the projects RFIs were answered the same day they were written, and 95 percent were answered in less than 15 days. The team response rate was just one of the project efficiencies that took place in the big room. Using the Last Planner scheduling technique aided by sophisticated new software simplified communication among project participants. Rudolph and Sletten is always looking for ways to use technology for efficiency, Douthett points out. The software allowed everyone on the team the ability to log in to the system and review or edit their schedule items to create an accurate schedule with promised delivery directly from the installers of each individual task, she says. The ability to commit in a transparent environment made people accountable for each
task. Any issues with delivery of promised activities were brought to attention quickly and addressed with a very fast response time.
Get Smart Board

Rudolph and Sletten began construction of the lab in May 2008 and achieved substantial completion on Aug. 13, 2010, 10 weeks ahead of schedule. In addition to the big room, the online scheduling software and lean construction techniques, Douthett attributes the speed of the project to the companys integrated project delivery method, which also included the use of 3-D BIM and financial incentives for the whole team. The big room and Smart Board technology proved to be an invaluable tool for the pull schedule meetings that were implemented as part of the Last Planner methods, according to Douthett. The Smart Board itself consists of a projector and a touch screen monitor user interface that allowed drawings, photographs,
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sketches and other files to be developed and Coordinating Piping altered in a collaborative setting and then Two-thirds of the second, third and fourth floors saved as part of the meeting minutes. are wet labs, and the fourth floor houses a chemPull scheduling is a coordination meeting in istry lab. With the large number of laboratories which all of the trades involved in a short and within the facility, efficient coordination of gas, www.rsconst.com specific portion of the schedule sit in a room water and compressed air piping was necessary Construction cost: $190 million and break larger schedule activities into more to keep the project on schedule. Location: San Francisco specific activities. You start with a final activiThats where BIM comes in handy for all ty and date that you are working towards, and the overhead coordination, Douthett says. Employees on site at peak: 220 you build the schedule backwards from this Rudolph and Sletten functioned as the gen Scope: Five-story research center milestone, Douthett explains. The smaller eral contractor on the project and coordinated activities are properly sequenced through variwith approximately 27 subcontractors. ous agreements and compromises made by the Rosendin Electric Inc. was great to work with, Danielle Douthett, senior project manager trades present. Douthett stresses. By using the Smart Board, the construction I was very lucky all my subcontractors were team displayed schedules, snapshots taken from the subcontractors excellent. Most all I had worked with before, she adds. coordinated 3-D model, and also contract drawings. This allowed the Without our collaborative process and the strong camaraderie in the field crews responsible for installing the work to highlight areas where big room, this project would not have been as successful, Douthett there appeared to be physical access limitations or where some reorderinsists. I was very lucky to have such a strong and devoted team. ing of the schedule was needed. On the UCSF job, it was a perfect mix, Douthett maintains. Rosendin Electric Rosendin Electric is a proven leader in 3-D CAD modeling, The project team also focused on 13 milestones that were set at the both as part of their design/build project delivery and in construction detailing. beginning of the job. Each milestone was tracked and assessed throughWorking closely with Rudolph and Sletten and University of California, San Francisco, Rosendin Electric is staying true to their mission of setting the stanout the process. Being able to track the progress with fixed goal markers dards in the electrical construction industry. One-hundred percent employeehelped immensely. Douthett estimates the team reached approximately owned, Rosendin Electric is ranked as the largest privately-held electrical con80 percent of its weekly goals, a 5 percent improvement over the typical tractor in the nation. www.rosendin.com rate for a successful project.
Rudolph and Sletten UCSF Smith Cardiovascular Research Building
We [built] a collaborative environment.
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system GWAs plannedtotal more improvements than $1 billion.
Institutional | GUAM WATERWORKS AUTHORITY
A Watershed Moment
GWA HAD MAJOR PLANS FOR IMPROVING ITS SYSTEM, BUT THEY GOT MUCH BIGGER. BY STACI DAVIDSON
General Manager John Benavente explains. he mission of Guam Waterworks Due to the military build-up projections, the Authority (GWA) Investing in Better call for infrastructure improvements has been Water Better Lives is the public corwww.guamwaterworks.org greatly accelerated. This is the most overall porations promise to the civilian resi Headquarters: Tamuning, Guam pressing issue facing our utility today. How to do dents of Guam. GWA is responsible for provid Employees: 350 almost half-a-billion dollars worth of improveing drinking water that meets the federal Safe Specialty: Utility services ments in time for the arrival of the increased Drinking Water Act guidelines to Guams civilpopulation, which is supposed to occur between ian residents, as well as collecting about 60 per2017 and 2020? As far as utility projects go, this is cent of the islands wastewater, and treating not much time. and disposing of it in compliance with the Clean Water Act. GWA has an aging water system, and Big Plans although it requires extensive time and Under the 2011 to 2015 plan, GWAs capital John Benavente, acting general manager resources to make the necessary improvements, improvement projects fall under four categories: that work is underway. In 2006, the authority set potable water, wastewater, electrical engineerforth a master plan that outlined more than $1 billion in improvements ing and miscellaneous. Some of the GWAs largest projects include: over the next 20 years. Before the GWA could get started on this work, Water wells GWA is constructing eight new production wells, however, the U.S. Department of Defense (DOD) announced it was relowhich will produce approximately 2.5 million gallons per day for its cating a substantial amount of military personnel from Japan to Guam, own needs; DOD will constructing its own wells but it is not known which would further stress GWAs resources. at this time how many. Military operational water demands as well The ink was barely dry on the master plan document when our comas demands from personnel and dependents living on base will be munity was informed about the rapid growth to come to Guam, Acting satisfied by existing military operated sources and/or by new
Guam Waterworks Authority
With or without the military build up, Guams population will grow, and we need to improve our water system for our families and friends.
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sources currently under development by the military, GWA says. Water demands for all population residing in all other areas of Guam will be met by GWA sources. Ultimately, the projected demands can be satisfied through a program of line replacements and leak reduction. However, line replacements cannot be accomplished rapidly enough to meet the increased demands that are expected. Water distribution system pipe replacement GWA used hydraulic modeling to identify specific pipe replacement projects, but it also needs to address leak, failure and age issues. The authority plans to replace 13,500 linear feet of pipe per year through 2015 at a cost of $21.95 million and replace 2,000 feet of pipe per year after that. Water system reservoirs improvements As part of a $32.2 million project, GWA will construct additional reservoirs to address water storage capacity deficiencies. It also will improve water pressure for its customers and fire supply, GWA says. General plant improvements To enhance its operations and maintenance capabilities, GWA has a $25.7 million budget to improve its three plants. The project budget also includes improving the systems water distribution pipes that are undersized or failing because of improper construction, earthquake damage and/or material failures. Funding for this work comes from a number of sources. Benavente notes that GWAs ratepayers are taking on part of the burden for these improvements. With or without the military build-up, Guams population will grow, and we need to improve our water system for our families and friends, he says. In November 2010, we closed $118 million in bond financing, which will result in approximately $87 million worth of improvements to our system. Our ratepayers helped pay for these improvements, such as line replacements and increasing water pressure in chronic low water pressure areas, he continues. These are just a few of the projects that we plan to work on with the $87 million.
Institutional | GUAM WATERWORKS AUTHORITY
Waterworks Authority Guamcustomer base of more has a than 40,000 for water.
This is the most overall pressing issue facing our utility today.
oversaw Guams water and wastewater utilities. GWA processes more than 40 million gallons of water each day, and has a customer base of more than 40,000 for water and more than 25,000 for wastewater. From 2002 to now GWA has reduced its staff from 450 employees to 300, and it has only 22 employees assigned to fix water leaks through-
out the entire island. However due to the pending buildup the utility staff is expected to grow in the next decade. Even so, Benavente says, GWA takes pride in exceeding expectations in the customer service that it provides, and consistently works to improve its services to ratepayers. Our employees continuously receive various trainings throughout the year to enhance their capabilities to run the system, according to Benavente. They also have the tools, equipment and other resources to help them do their jobs more effectively and efficiently. We are all about improving our customer service from all departments.
Pride in Workmanship
GWA became a semiautonomous, self-supporting agency in February 1997, but before that, the authoritys services were managed by the Public Utility Agency of Guam (PUAG), which
Key Partners
GWAs key partners on this and other projects include JC Tenorio Engineers & Associates Inc. and TG Engineers PC.
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Casting the Lead
Institutional | TINDALL CORP. TORONTO SOUTH DETENTION CENTRE
TINDALL IS EXCELLING ON THE TORONTO SOUTH DETENTION CENTRE PROJECT. BY KATHRYN JONES
s part of a $30 billion-plus investment program to modernize, upgrade and expand Ontarios public infrastructure, Infrastructure Ontario and the Ministry of Community Safety and Correction Services are replacing the Toronto Jail with the new Toronto South Detention Centre, a 1,650-bed maximum-security prison for adult inmates, including those with special needs. The $594 million project also will include the construction of the Toronto Intermittent Centre, a facility to accommodate individuals primarily serving weekend sentences. Groundbreaking for the Toronto South Detention Centre occurred in October 2009, and construction will be completed by fall 2012. EllisDon Corp. and its joint-venture
Tindall Corp. Toronto South Detention Centre

www.tindallcorp.com Location: Toronto Budget: $594 million Scope: 1,650-bed maximumsecurity prison
Best for the Job

EllisDon and Zeidler considered a number of building systems for the Toronto South Detention Centre, but ultimately, they decided precast was the quickest and most economic way to build the seven-story, 220,000-squarefoot prison. Tindall Corp. of Spartanburg, S.C., was among the precasters bidding on the massive project, and according to David Britt, vice president of corrections sales at Tindall, the competition was extremely fierce. Whether its in Canada or the U.S., these jails and prisons are public dollars taxpayers money and they want competition, Britt says. We were successful in convincing EllisDon that we were the most efficient and effective way to get the prison built. We made the cells in Atlanta, while one of
Were the only module manufacturer that can be a single source for all the precast.
Chris Palumbo, vice president of business development
investment partner, Fengate Capital, have teamed up with Zeidler Partnership Architects under a design/build contract.
The use of precast modules built by Tindall Corp. has helped crews complete the massive Toronto South Detention Centre project within a tight schedule.
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Maximum Sustainability Institutional | TINDALL CORP. TORONTO SOUTH DETENTION CENTRE

In keeping with Ontarios commitment to build all new infrastructure projects as sustainably as possible, the Toronto Detention Centre will target LEED Silver certification. Green highlights include: About 7.8 million mega-joules of energy will be provided by ground source heat pumps. Ground source heat pumps will reduce the buildings natural gas consumption by a minimum of 40 percent. 75 percent of construction waste will be diverted from landfills. Water use will be reduced by 20 percent. Low-emitting VOC materials will be used for adhesives, paints, carpet and sealants. our competitors was going to cast near the job site and another just over the border, Britt continues. But with our manufacturing and shipping experience, we have it down to a science. We have perfected rail shipment to the point where we can not only be competitive, but we can also be the most efficient and economical for our customers.
contribution South Detention Centre consists of 448 Tindallsindividual cellstoforthe TorontoThe company expects to have installationdouble-cell modules, which will equate to 896 inmates. completed by summer 2011.
One-Stop Shop
Tindall is supplying 448 double-cell modules, which equates to 896 cells, as well as an architectural exterior wall. In addition to manufacturing and erecting precast cells, the companys various divisions work together to provide critical building components ranging from columns, beams and precast walls to electrical, plumbing and mechanical systems. Its turnkey capabilities played a key role in Tindall being the successful bidder on the project, according to Chris Palumbo, vice president of business development. Were the only module manufacturer that can be a single source for all the precast for a corrections project, he states. With the help of over 70 engineers in our company, we do a better building process through technology, Britt adds. It makes a difference when we sit down on the front-end with a customer, be it an architect, general contractor or owner, because we are not just selling a project we are selling a solution. Every project is driven by economics, especially in todays times. Our brand-new manufacturing facility in San Antonio operates much like an automotive production facility. In other words, we build the BMW cell at a Chevy price, and thats what our customers like.
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Its a breath of fresh air to work on a project where everyone is committed.

A Real Showpiece
At the Tindall production plant, experienced craftsmen erect the walls and floor of the cells as they move down the production line. The cells are painted; fitted with bunks, desks, toilets and light fixtures; and then thoroughly tested. Being able to do this off-site in a temperature- and humidity-controlled environment ensures quality and consistency, and eliminates common site challenges such as weather, vandalism or theft. We started erecting our product in Toronto in October 2010, and well complete our work in May and thats through one of the worst winters in Torontos history, Britt notes. We plowed right through it and continued working. Our engineers worked with EllisDon, the architect and structural engineer to help make this facility come together, and the ministry will be very happy with it. Its a great team and a breath of fresh air to work on a project where everyone is so committed, he continues. I think this project is proof that we can do a very complicated architectural finish anywhere in the world and deliver a total precast project thats second to none. Thats what Toronto South Detention Centre says to me, and I think it will say that to the industry. Its a real showpiece. Other key partners to Tindall on the project include Acorn Engineering. When Hurricane Katrina battered the companys Biloxi, Miss., plant in the summer of 2005, all divisions of the Tindall team pulled together and had the facility operating within three weeks of the historic storm. We take great pride in the diverse talents of our work force, and we value the collective strengths of all our employees, Tindall says. We are passionate about taking on challenges and delivering quality precast systems.
Team Tindall Prevails

From its modest beginnings as a manufacturer of concrete pipes to its current position as a leader in providing precast, prestressed concrete framing systems, correctional cell modules and utility structural systems, there is one thing that hasnt changed at Tindall: its employees dedication to the company.
Acorn Engineering Manufactured of heavygage stainless steel, Acorn Engineerings PenalWare line of high security, vandal-resistant fixtures is engineered specifically to meet the requirements and potential abuse commonly found in correctional environments. Also for correctional facilities is Acorns Master-Trol system, which regulates, monitors, and provides complete control over all plumbing fixtures in a facility. Each valve in every fixture is controlled via a network of computers to monitor or restrict use. www.acornengineering.com
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Institutional | COLLEGE FOOTBALL HALL OF FAME
Gridiron Legends
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hen it comes to enjoying all that college football has to offer, the sport, its competitors and the stadium are only a fraction of the experience. Between tailgating, time-tested fan traditions, marching bands, student sections and countless other aspects associated only with college football, game days are an event unmatched in other sports. President and CEO Gary Stokan and Atlanta Hall Management Inc. are responsible for luring the College Football Hall of Fame to Atlanta. Stokan wanted to encapsulate this one-of-akind experience while honoring the games rich history of outstanding performers, institutional pioneers and momentous occasions, while educating fans about the games history. This will be what Ive termed an edutainseum, Stokan says. What that term is really meant to show is this will be a highly educational, highly entertaining museum that is an attraction using the content of college football. This will be highly interactive, highly immersing and high tech because anything less in this day and time would fail to meet our mission to provide an entertaining game-day experience for the consumer. We think the game-day experience is what differentiates college football from high school and professional football. Atlanta Hall Management has signed a license and development agreement with the National Football Foundation (NFF) the organization that owns the rights to the college football hall of fame to construct and operate a new facility in Atlanta. The agreement calls for a museum of more than 50,000 square feet for a minimum of $50 million. The license agreement lasts 30 years, with four five-year incremental agreements in place thereafter. Atlanta Hall Management is scheduled to break ground on the project soon, and the grand opening is slated for 2013.
CONSTRUCTION OF THE NEW COLLEGE FOOTBALL HALL OF FAME IN ATLANTA WILL BEGIN SOON; IT WILL OPEN IN 2013. BY BRIAN SALGADO
The hall of fame will be located on a 2.5-acre lot in downtown Atlanta that also will house a six-level parking deck as well as a connector into Hall A of the Georgia World Congress Center, the fourth-largest convention center in the United States, and will be built by general contractor Brasfield & Gorrie.
From Vision to Reality

The vision to bring the College Football Hall of Fame to Atlanta in the football-crazed southeastern United States started about seven years ago. Stokan says he and George Morris a member of the halls class of 1981 and a volunteer with the Chick-fil-A Bowl reached out to the National Football Foundation (NFF) to ask that its members consider Atlanta for the halls new home. The pitch made to then NFF President Bob Casciola and longtime board member George Weiss included selling the NFF on the Centennial Olympic Park facilities that already existed in Atlanta. At the time, the city of Atlanta was building the now-completed worlds largest aquarium and the World of Coke, a museum dedicated to Atlanta-based Coca-Cola. These were additions to the Centennial Park area of Atlanta that already served as home to the Georgia World Congress Center, the CNN News Center, the Childrens Museum of Atlanta and the National Center for Civil and Human Rights, which will break ground in late 2011. After the NFF changed presidents and Steve Hatchell took the reins, Stokan persistently continued to work with Hatchell and Weiss to finalize the official move. In September 2009, all parties reached an agreement to move the College Football Hall of Fame to Atlanta. Another aspect of the pitch was the Chickfil-A Bowl, which is held annually in the Georgia Dome in Atlanta. After Stokan who also serves as president and CEO of Chick-fil-A
Fame has The new Hallbeofeducationalbeen designed to and entertaining.
Bowl Inc. was unable to add the Chick-fil-A Bowl to the Bowl Championship, he instead launched the Chick-fil-A Kickoff Game as the official kickoff for the college football season. In the last three years, this game has served this purpose, pitting two highly ranked teams with ESPNs College Game day coverage and fall festival. In 2013, the College Football Hall of Fame will add its annual enshrinement ceremonies to the days events, which will include a charity golf tournament, parade, a fan festival and concert. Corporate support provided by Chick-fil-A and Coca-Cola, as well as a financial contribution by the Chick-fil-A Bowl, have created solid financial backing for the hall project.
Recreating the Feeling

The mission for the design of the College Football Hall of Fame originates in the
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This will ly highly immbesihighandinteractive, er ng because anything less high tech to provide an entertainwould fail game-day experience ing consumer. Gary Stok for the
of Atlanta Hall Man agement an, president and CE O
www.collegefootball. Location: Atlantaorg Project value: $83 million
College Football Hall of
Fame
Football Fame wants to found on The Collegeeach gameHall ofThe center of therecreate the ambiencescale replica campuses day. building will have a of a football field, and exhibits will flow around it.
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Atlanta Convention and Visitors Bureau to fosambiance that exists on campuses across the ter the growth of tourism downtown, Stokan United States on any given game day. Atlanta Highlight Reel says. We discussed a lot of the synergies that Hall Management and its development and were to be developed, where it would be built project management partner Cousins-Cude The College Football Hall of Fame will be and how it would be used. charged architect tvs design-Turner Properties built to earn LEED Silver certification. Much like the athletes whose accomplishand exhibit designer Gallagher & Associates Gary Stokan says the partners involved ments will grace the exhibits of the College with executing this mission. with the project are creating a curriculum Football Hall of Fame, this project will put up Tvss Kevin Gordon and Gallagher & in conjunction with the state education board to help teachers inform students of some impressive numbers for the economic staAssociates Patrick Gallagher started by designthe history of college football. bility of the city of Atlanta and the state of ing the structure from the inside out, starting Since the project is partially funded by Georgia. Stokan says during the two-year period with a scale replica of a football field in the cenpublic entities, there is a requirement of a of construction, 884 jobs will be created for an ter of the building. The exhibits will flow minimum of 25 percent minority-owned economic impact of $90.4 million. The state of around the field, and the signature aspect of the business participation. Stokan says the Georgia will earn $4.9 million in tax revenue outside faade is in the shape of a football. College Football Hall of Fame will exceed during that period, and the city of Atlanta will Instead of architecture that started with a this requirement. earn $1.8 million. In the first five years of operablack box with exhibits in it, we challenged tion, Stokan says the hall of fame will sustain 514 Gallagher and tvs to build an experience from jobs for an economic impact of $212 million. the inside out so the building and exhibit designs are one, Stokan says. Unlike any other facility Ive toured, we started with that initiative of really making the building and exhibits flow from an experience standTrue Partnership point. It was a special challenge put to both of them. They formed a great Stokan credits the partnership between the city of Atlanta, the state of team to make that happen. Georgia, corporate support and the construction and development comThe facility was designed for use by the general public, as well. Several panies for bringing the College Football Hall of Fame to Atlanta. Other areas within the hall of fame can be used for special events. The College than the Olympics, this is one of the best public-private partnerships this Football Hall of Fame also will serve as an adjunct facility for the Georgia city has seen in the last 15 years, Stokan says. It took a various and vast World Congress. It was very important in the beginning to work with conglomeration of teamwork to make this become a reality. Other imporCentral Atlanta Progress [the downtown improvement district] and the tant partners for the Hall of Fame project include tvsdesign.
Institutional | COLLEGE FOOTBALL HALL OF FAME
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new Carroll Middle School The feature a 70,000-square-foot will solar panel array on its roof.
Institutional | BARTLETT COCKE GENERAL CONTRACTORS CARROLL MIDDLE SCHOOL
Solar Energy Booster
A SOLAR PANEL ARRAY AT THE NEW CARROLL MIDDLE SCHOOL OFFERS MAJOR COST SAVINGS.
ith school districts across the The Right Reasons United States facing significant While the solar array and other features budget shortfalls, every little including a geothermal heating and cooling bit helps when it comes to system, a high reflectivity roof and ample indifinding ways to reducing operational costs. rect daylighting will make the building energy www.bartlettcocke.com When its new middle school in Southlake, efficient, no formal LEED certification level is Project cost: $32 million Texas, opens in fall 2011, the Carroll being pursued. Location: Southlake, Texas Independent School District will be able to What the team decided on in the early Employees on site at peak: 250 take advantage of energy cost savings across phases of the project was to do all the right things Scope of work: Educational facility the district. for all the right reasons, energy-wise, the comThe 160,000-square-foot, $32 million school pany says. We did all the things we needed to will feature a 450-kilowatt, 70,000-square-foot do to make the building efficient without incurBartlett Cocke General Contractors solar panel array on its roof. We dont see a lot ring the extra costs of filing paperwork. of schools that have solar arrays like this one, said Bartlett Cocke General Contractors, the High Adaptability general contractor on the project. The new middle school will replace an existing facility the company Most schools weve seen have one or two solar panels used as a says was not designed with adaptability in mind. The existing school teaching tool. This array will theoretically produce half of the energy has several interior bearing walls and no crawlspace, making it difficult needed to power the building. to move rooms if needed. The process of installing the solar array has been a major learning The new school has a pier and beam foundation with a concrete floor experience for those working on the Carroll Middle School project, set over a crawlspace. The exterior of the building features concrete which started in January 2010. masonry units and a modified bitumen roof.
Bartlett Cocke General Contractors Carroll Middle School
Our foundation is our people.
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This school was designed with adaptability in mind, the company says. The majority of the exterior walls are separate from the interior walls, and theres a crawlspace, so if they want to move plumbing or rooms around, all they have to do is go underneath the building they dont have to cut into the slab.
and didnt have to wait until one set of plans was finished before moving on.
Staying on Schedule
The company credits the subcontractors on the project with helping keep it on track. Bartlett Cocke superintendents and project managers were heavily involved in selecting the trade specialists involved in building the school. The company says it is very careful about selecting subcontractors, and uses an extensive review process. This is the first time Bartlett Cocke has worked with Carroll Independent School District, as it recently expanded its reach into the Dallas/Fort Worth market after serving other areas in Texas for more than 50 years. The company was founded in 1959. The employee-owned company offers construction management at risk, design-build and bid services in the institutional, education and healthcare markets. Bartlett Cocke focuses on building projects that deliver the greatest possible value to our communities, it says. This includes building projects that, like Carroll Middle School, apply sustainability
Overlapping Phases
The buildings main structure and envelope are complete, with landscaping and interior finishing work now underway. Construction is taking place in overlapping phases, allowing crews to get a jump start on one aspect of the project while plans for another were still being worked on. For example, crews started site work while exterior building designs were being formally completed, the company says. Typically, youll get all the plans at once and put everything out to bid, then start the site work, it adds. Usually youll wait until the site work is far enough along before starting the structure, then make sure the structure is far enough along before starting architectural work, the company continues. Here, we overlapped
This school was designed with adaptability in mind.

and energy-saving principles. Our foundation is our people and their proven ability to build the best possible project for the greatest possible value, the company adds. Many of our employees, skilled craftsmen, officers and shareholders have been with us for over 20 years. Because we are employee-owned and well managed financially, many of our employees are motivated to stay with us throughout their careers.
Dependable Vendors
In addition to its skilled workforce, Bartlett Cocke also works with dependable vendors and subcontractors. These include National Laboratory Specialists Inc.
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Westminster Christian Academy will house 1,200

students when completed.
Institutional | BRINKMANN CONSTRUCTORS WESTMINSTER CHRISTIAN ACADEMY
Aiming to Please
A Class Act In Every Way
F
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DESPITE CHALLENGES, BRINKMANN SAYS IT WILL DELIVER THE WESTMINSTER CHRISTIAN ACADEMY ON SCHEDULE. BY ALAN DORICH
um with a synthetic grass turf and track, a 12court tennis complex, and baseball and softball practice fields. With the new space, the Academy will be able to accommodate 1,200 students. So far, We are about 80 percent complete, Marnin says, adding that the company is on track to meet the projects completion date of July 31.
or some, the idea of constructing a large facility in a tight time frame can seem impossible. But such a task is an area of specialty for Brinkmann Constructors, Project Manager Jason Marnin says. We perform construction faster [than others], he maintains. The company is using those skills on its Westminster Christian Academy project in Town and Country, Mo. Brinkmann Construction is building a new, 230,000square-foot building for the school, and renovating an 80,000-square-foot facility. The enlarged Academy will have middle and high school wings, performing arts and science classrooms, a swimming pool, and food prep and eating areas. Brinkmann is also constructing a new, state-of-the-art football stadi-
Up to the Task
Construction on Westminster Christian Academy was originally anticipated to start in 2008 with a 22-month schedule, Marnin says. However, circumstances led to the project being put on hold until May 2010. When work began again, Brinkmann was given only 14 months to finish the school. In addition, Anything in an existing build-
Brinkmann Construction says it has earned a strong performance record over the years. Since its start, it has completed nearly $1.9 billion worth of construction projects. More than 95 percent of our work is performed on a negotiated basis, the company says, adding that it has a bonding capacity of $50 million. Brinkmann Construction has completed work in 17 states, including California, Kansas, Illinois, Michigan and Minnesota. Brinkmann also has earned raves from its customers. Brinkmann Constructors had a thorough understanding of what we wanted to achieve, Thom Sehnert, the owner of Annie Gunns Restaurant & Smoke House Market in Chesterfield, Mo., said in a recent statement. The Brinkmann team helped us overcome our fears and achieve the same look and character that have existed here since 1936. Another satisfied customer is Craig D. Schnuck, the chairman and CEO of Schnuck Markets Inc. Brinkmanns entire group did an outstanding job of constructing our new Schnucks Ladue Crossing Shopping Center [in Ladue, Mo.] in record time and in a firstclass manner, he said. This was done in spite of snow and rain that would have stopped most projects, he said. Brinkmanns work really demonstrated to us and to others the true ability of the organization.
ing is always a challenge, Marnin says, adding that the weather also has hindered the companys progress. Due to rain, the company has not yet completed the athletic fields. Well be racing to do that in the next couple of months, Marnin predicts, adding that the company also needs to complete a 30-foot retaining wall for the baseball and softball fields. Another challenge has been constructing the new structure around the older building, Marnin says. [It took close] coordination to get all the trades involved in getting those buildings to marry up with each other [and match], he says, adding that he is impressed with the subcontractors ability to maintain schedules.
Brinkmann Constructors Westminster Christian Academy

www.rgbrinkmann.com Project value: $46 million Location: Town and Country, Mo. Scope: A new, 230,000-squarefoot building and a renovated 80,000-square-foot facility
I interact with them quite a bit, Marnin says. I get to participate in design and scheduling. Everyone has done a really good job. Some of Brinkmanns key partners include Nor-Vel Construction Co. Inc. and Charles E. Jarrell Contracting Company Inc.
Better Ways
Based in Chesterfield, Mo., Brinkmann has been in operation since 1984. In addition to schools, it also performs retail, office, data center, entertainment/hospitality, warehouse and multifamily projects. By practicing value-engineering, we believe if theres a better way, we go for it with passion, courageous leadership and creativity,
We understand the wants and desires of our clients.

Jason Marnin, project manager
Subs Wonderful Impacts

All the subs have had a wonderful impact on the project, Marnin says. They have met deadlines weve set forth [and] have been rewarding to work with, he says.
the company says. Marnin is a 12-year veteran of Brinkmann and says the company has a firm belief in doing the right thing for its customers. We understand the wants and desires of our clients, he says. He predicts Brinkmann will include more school projects. Our success with the project will transfer into the same success for the Westminster community, he says.
We believe if theres a better way, we go for it with passion ... and creativity.
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Institutional | FLINTCO LLC BLEDSOE COUNTY CORRECTIONAL COMPLEX
Built for Safety

A geothermal heating system the largest in Tennessee will serve the entire correctional complex.
FLINTCO IS BUILDING ONE OF TENNESSEES LARGEST STATE-FUNDED PRISON PROJECTS. BY JAMIE MORGAN
ing on the ground, the company had to eliminate the rock surface. We had to blast for the first 90 days, Flintco Senior Project Manager Jonathan Smotherman says. We have dealt with this in the past. The blasting was very difficult, but we had to get all the utilities in there. We would blast once a day around the same time. It was a controlled blasting, and we would get everybody onto the road and offsite to make sure everyone was safe. With the blasting work now complete, Flintco is busy overseeing building construction. Five housing buildings have been erected and two others are slated for erection by July. Flintco began constructing the housing buildings August 2010, and the entire site will be turned over when the last building receives its finishing touches. The new facility is a quarter of a mile from the existing Southeastern Tennessee State Regional Correctional Facility, which houses approximately 900 inmates. It will remain in operation when the new expansion facility, which allows for 1,444 inmates, is complete, bringing the sites total inmate capacity to more than 2,300. The new construction also has expansion potential for another 512 beds. The new inmate housing units will be two stories tall while the remaining buildings are each one story.
ledsoe County, Tenn., is home to one of the states largest ongoing construction projects. In 2004, the Tennessee Department of Correction announced plans for a new correctional facility to meet the demands of a growing population. Now that the project has begun, it couldnt have come at a more appropriate time for a hungry construction industry. The project, which began May 2010, will continue to employ Tennessee contractors and subs until its November 2012 completion. When the construction firms clear the site, the prison expansion project will employ approximately 425 people needed to operate the new facility. Department of Correction Commissioner Derrick D. Schofield has said the facility will bring jobs to the area and will enhance public safety for all Tennesseans. The projects architectural firm, the DLR
Group, echoes that sentiment. Were excited to be a part of a project that will be so beneficial to this community, Group Principal Tim Gibson, AIA, states. In a time when the economy is still recovering, were proud to have been selected to design a project that will generate new jobs in the area.
Green and Lean

The new construction also includes a geothermal heating system, which will serve the entire new expansion facility. The construction team drilled 580 bores more than 550 feet deep to
Flintco on the Job

The project comprises four medium-security housing units, one minimum-security housing unit, one maximum-security housing unit and 15 support and administrative buildings totaling 460,000 square feet on 33.65 acres of land. Flintco LLC in Memphis was contracted to manage the approximately $144 million project. The project is tracking well and as of late April was 45 percent complete, with several buildings erected or soon-to-be erected. However, before Flintco could even lay a foot-
Flintco LLC- Bledsoe County Correctional Complex

www.flintco.com Construction cost: $144 million Location: Bledsoe County, Tenn. Employees on site at peak: 425
Lean building practices result in less waste, less cost, making it cheaper but better.
Jonathan Smotherman, senior project manager
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Flintco has several LEED-accredited professionals throughout its nine Southern offices. The company has completed several LEED buildings nationwide, such as the University of Californias LEED Gold Science and Engineering Building and a LEED-certified research complex for the University of Texas. Other buildings in its portfolio with significant green elements include Tulsas American Lung Association headquarters, which paid special attention to indoor quality. In addition to going green, Smotherman says another priority for Flintco is the drive to become more efficient. Going green is a big thing, and theres been a big push for that, Smotherman says. However, another trend is that were also trying to be more lean. Lean building practices result in less waste, less cost, making it cheaper but better. We look for the most effective way to build things.
Working Closely with Subs

install 16-inch-diameter pipes. The geothermal system will be completed around August 2011. This is the largest geothermal system in the state and will serve the entire prison expansion project, Smotherman says. Its also the largest geothermal system [this office] has ever done. Smotherman notes that sustainable features are a routine part of construction today. Though the Bledsoe project is not a LEED project, it does include a large sustainable feature, which is a Flintco forte. For its part, Flintco is doing what it can to address concern regarding the availability of natural resources and living in a healthy environment. As a member of the USGBC and the ABC Green Contractor Certification Program, Smotherman says coordination meetings help the company with its lean practices. The Bledsoe County team meets with subcontractors once a week and schedules other job-specific meetings as work progresses. The idea is to make sure everybody is on the same page before any work begins. Smotherman says the meticulous attention to detail has paid off on this project, and the team is operating smoothly. The subs are all doing well, he says. The state has hired Parsons Brinckerhoff as the contract administrator on the project, and things are going well with them. DLR is the architectural firm, and weve done a lot of work with those guys so we work well with them. Key partners on the project include Mid-State Construction Inc. and E. Cornell Malone Corp.
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Euler Taylor Universityswill be Science Complex
completed in summer 2012.
Institutional | THE HAGERMAN GROUP TAYLOR UNIVERSITY EULER SCIENCE COMPLEX
The Science of Quality Work
The Hagerman Group Taylor University Euler Science Complex

www.thehagermangroup.com Project cost: $41.4 million Location: Upland, Ind. Employees on site: Approx. 80 Scope: Science complex
CLOSE COORDINATION WITH TAYLOR UNIVERSITY HAS HELPED THE HAGERMAN GROUP DELIVER A SCIENCE COMPLEX. BY STACI DAVIDSON
Faculty and students are involved with a number of projects related to the new building, such as gathering data to verify the specifications for its wind turbines and placement of the solar panels. Additionally, one of the buildings atriums will have a heliostat, designed by engineering students working along side faculty, that will track and direct the sunlight for use throughout the facility. The heliostat will track the sun and reflect the light down the atrium center, and then other reflective surfaces will reflect the light down interior corridors, which will increase the buildings use of natural light, McMath explains. Weve been working with the faculty
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hen The Hagerman Group broke ground on Taylor Universitys Greg and Mary Fran Euler Science Complex in May 2010, the Upland, Ind.-based university saw the project as a way to ensure it continues to have one of the premier programs among Christian colleges and universities throughout the United States, according to Dr. Mark Biermann, dean of Taylors School of Natural and Applied Sciences. In fact, one of Taylors main goals for this project is for the building itself to be educational, explains Dave McMath, project manager with The Hagerman Group, the construction manager for the Euler Science Complex.
Our work with the faculty is very in-depth.

Dave McMath, project manager
on how to support the heliostat, explaining how the system will interface with the building structure and architectural features. Weve also been helping them coordinate the wind turbines and photovoltaic panels with the building utilities and overall project schedule. The buildings automation system also will be an educational tool, and will be used to help teach students who visit and attend the university, he adds. Our work with the faculty is very in-depth, and Im glad Taylor has allowed us to engage the faculty in this project.
A Great Start
Close coordination with Taylor, the faculty and the rest of the project team has helped the construction of the Euler Science Complex remain on track, McMath says. When it is completed in summer 2012, the 137,000-square-foot structure will be the largest building on Taylors campus and will adjoin the existing 55,000-square-foot Nussbaum Science Center. In fact, constructing the four-story (lower level plus three stories above ground) laboratory and classroom structure within 50 feet of the occupied Nussbaum building has been the projects largest challenge, McMath says. The work is progressing very well, he says. In 2010, we had a dry summer and fall, which gave us a great start. We had to push through a heavy winter and rainy spring, but we are still on schedule. The foundation and structure are completed, the skin is 40 percent completed, we are about 45 percent completed with the interior overhead rough-in and 40 percent completed with the interior wall framing and rough-in. Additionally, the major HVAC and electrical equipment has arrived. The university is aiming for LEED Silver certification of the Euler Science Complex, so The Hagerman Group is remaining mindful of that, as well. The company is coordinating the infrastructure for the two 50kilowatt wind turbines and 10-kilowatt photovoltaic solar panel system, as well as the heliostat system. The complexs atrium will have a reflective rooftop and the main part of the structure will have a green roof, which also will serve as an educational tool. Work on this project has been smooth, McMath notes. This summer, we will begin the minor renovation work in the existing structure so it will be completed when the students return in the fall. Taylor has been a
great client to work for because they understand communication is important to the success of a project. On this project, the communication has been great to and from the owner, architect The Troyer Group of Mishawaka, Ind., mechanical and electrical engineer Vector Consulting of Indianapolis, and us and that helps to move through a project successfully.
Clearly Defined
The Indiana-based The Hagerman Group has successfully worked on a number of university projects throughout its home state, including construction of the University of Notre Dames Stepan Chemistry Hall and the $70 million Jordan Hall of Science. These projects were successful for the company, McMath says, because The Hagerman Group works extensively on the subcontractors scope of work prior to bid. This helps clearly define the work to be done by each subcontractor, thus providing an accurate cost estimate at bid time, he says. The Hagerman Group also feels that subcontractor involvement in the creation of the overall project schedule is the key to a successful project, as the subcontractors have great ways to help expedite projects. By involving all team members in the overall decision-making process, the team is stronger and the project is delivered to the owner on time and with-in budget. The Hagerman Group firmly believes that in every project, we are not just building a building, we are building a client for life. This requires quality work, he says, and The Hagerman Group delivers this by eliminating discouragement by lifting up each worker and their strengths. The Hagerman Groups key partners include C.L. Schust Co.
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Institutional | LEGACY BUILDING GROUP
No Minor Feat T
LEGACY BUILDING GROUP DELIVERS QUALITY PROJECTS IN THE ST. LOUIS REGION. BY BRIAN SALGADO
here is a perception that exists within various circles of the construction industry about minority-owned businesses. Many believe large, established contractors pursuing government contracts partner with minority business enterprises (MBE) on paper only to meet the criteria for minority participation on a given job. That is not the case with Legacy Building Group (LBG), a commercial contractor based in St. Louis. According to Project Manager Bill Begis, LBG makes sure clients realize it is a solid choice not just among minority firms, but also within the entire construction market. We are a true minority sub that performs work that does not rely on our minority status to get work, he says. We have never needed to solicit work as a minority. We get work because we perform, and our projects get status as an MBE for hiring us. Founded in 2002, LBC is an MBE general contractor that has earned $80 million in revenues since it was established. The company specializes in the design/build delivery method and can self-perform a majority of the work on a given project through its two divisions: Mechanical Solutions Inc. and Legacy Interiors. Mechanical Solutions is a mechanical contractor that performs work throughout St. Louis and the eastern Missouri region. The company specializes in HVAC and mechanical design/build commercial and industrial projects. Mechanical Solutions custom fabricates and installs HVAC ductwork and process piping, and its HVAC service department offers
Legacy Building Group specializes in the

design/build method.
Legacy Building Group

www.legacybg.com Headquarters: St. Louis Employees: 30 Services: Commercial and mechanical contracting and interior finishes
finishes Interior Building are one of Legacy Groups areas of expertise.
We get work because we perform, and our projects get status as an MBE for hiring us. Bill Begis, project manager
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maintenance, repair, and retrofitting and replacement services. Legacy Interiors performs carpentry work throughout eastern Missouri, including millwork, doors and finishes. Although the two subsidiaries often perform work for LBG, they also seek out their own contracts. LBG also will hire outside firms if the pricing is better, according to Begis.
Heating Things Up
Like many contractors, LBG has had to penetrate new markets as a result of commercial work drying up in the recession. In May 2009, the company joined a government program that weatherizes low-income homes throughout the St. Louis area. Funded through the American Recovery and Reinvestment Act, the Urban League Weatherization Program is designed to keep people in the area working while stimulating the local economy through the use of locally sourced materials. Since LBG did not have a great deal of experience in the residential sector before earning this work, Begis says the company had to ramp up its operations to perform. This included hiring 10 new apprentices and sending four employees to the Building Performance Institute in Kansas City, Mo., for weatherization training. The company also purchased four new vehicles to keep up with the work.
Learning Curve
One example of LBGs active role in a joint partnership is the Missouri Baptist Medical Center project in Town and Country, Mo. Serving as a general contractor with Clayco Inc., this project calls for the addition of a 225,000-square-foot patient tower, a 160,000-square-foot garage and the Clinical Learning Institute. LBG has partnered with Wies Drywall to handle drywall installation, and LBG is delivering all finish carpentry throughout the job on its own. The company is also learning on the job by taking advantage of Claycos use of Prolog and Primavera P6 scheduling software. Teaming up with Clayco has given us the opportunity to learn a new project on site, Begis says.
millwork package for River City Casino in St. Louis. The company was brought on as a subcontractor, joining Paric Corp. and W.G. Yates & Sons Construction. The $15 million package had Legacy Interiors on site from March 2009 to July 2010. This was by far the largest and most expensive contract in LBGs history, according to Begis. Along with millwork throughout the casino and adjacent restaurants, lobbies and banquet center, Legacy Interiors scope also included metal fabrication and installation. The most challenging aspects of the project were the compressed schedule and the tight job site. However, those elements could not compare to making sure every owners representative for the numerous end-users of the facility were placated.
Maintaining Partnerships
Begis says LBG has strong relationships with subcontractors and general contractors alike. I think we have a good relationship with subcontractors as well as general contractors, since we self-perform work for other GCs, as well, Begis says. LBGs key partners include Wies Drywall.
Taking a Gamble
Although the company is now learning residential weatherization, one of its areas of expertise remains interior finishes. Through Legacy Interiors, LBG provided a complete
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Institutional | MANHATTAN CONSTRUCTION GROUP/TORCON INC. U.S. ARMY MEDICAL RESEARCH INSTITUTE OF INFECTIOUS DISEASES
A Landmark Lab
MANHATTAN AND TORCON ARE PARTNERS ON A BIOCONTAINMENT RESEARCH FACILITY. BY KATHRYN JONES
orking together in a joint-venture partnership, the Washington, D.C., office of Manhattan Construction Co. and Torcon Inc. of Red Bank, N.J., are making steady progress on the $510 million U.S. Army Medical Research Institute of Infectious Diseases (USAMRIID) project currently under way at Fort Detrick in Frederick, Md. Groundbreaking occurred in August 2009, and construction is slated to be completed by November 2014. After a two- to three-year period of certifications and inspections, USAMRIID will open in 2016 or 2017. The six-story, 940,000-square-foot biocontainment research facility will replace the existing USAMRIID facility. As the U.S. Department of Defenses largest biocontainment facility, it will feature the latest in technology to research dangerous biological agents such as anthrax, the plague bacteria and the Ebola virus. The mission of USAMRIID is to develop vaccines, therapeutics and diagnostics to protect war fighters against biological agents, says Col. Gary Zaucha, program manager of the USAMRIID transition office.
USAMRIID The be used to facility will research infectious diseases.
Cutting-edge Facility
A defining feature of the new USAMRIID will be its bio-safety level (BSL) 2, 3 and 4 laboratories. Designed by joint-venture partners CUH2A a subsidiary of Omaha, Neb.-based HDR Inc. and Winnipeg, Manitoba-based Smith Carter, the facility will feature a multistory atrium separating the BSL2 areas from the BSL3 and BSL4 areas, which are reserved for the most lethal organisms. Researchers must wear protective suits and take extra precautions, such as showering and changing clothes, before leaving the facility. The replacement facility was designed with operation and maintenance protocols in mind, Zaucha notes. The new facility is broken down into 40 decontamination zones, which allows us to take down small sections of the building, decontaminate them and perform maintenance to those areas while the rest of the surrounding labs continue to operate, he states. This will minimize disruption to the research. Because researchers will perform product
research and testing on animal models, a significant amount of space has been allotted for the care and housing of animals inhabiting the facility, says Caree Vander Linden, public affairs officer for USAMRIID. The Army will have cameras in the animal holding rooms that will supplement daily, in-person animal observations by allowing additional monitoring of experiments without having to enter or exit the containment areas. It also will install advanced imaging capabilities to perform MRIs and CT scans.
www.usamriid.army.mil Budget: $510 million Location: Fort Detrick, Md. Employees on site at peak: 50 Scope: Biocontainment research 0 facility
Manhattan Construction Group/Torcon Inc.
I see [LEED] as a trend in government laboratory construction.

Matthew Nawn, USACE engi neer
LEED Laboratory
Another unique feature of the USAMRIID replacement facility is its utilization of sustainable design elements and green building practices. The building is designed to meet LEED Silver certification, but it has the potential to achieve Gold certification, according to Matthew Nawn, resident engineer with the U.S. Army Corps of Engineers (USACE.) I see this as
a trend in government laboratory construction, he predicts. BSL labs use more energy than standard facilities due to their sophisticated ventilation systems, which is why USAMRIIDs potential to earn LEED Gold status is nothing short of remarkable, Nawn says. The volume of intake and exhaust air makes laboratories in general energy hogs, so to find a way to still meet capacity but also be energy efficient and compliant with LEED criteria is very significant.
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BIM Coordination
The USAMRIID structure will be structural steel with high-containment concrete, metal panels and glass curtainwall, according to Brian Killion, Manhattan project executive and vice president of operations. A decision on the part of Manhattan and Torcon Joint Venture (MTJV) to self-perform the concrete allowed for greater control over cost, quality and schedule, he says. The biggest challenge, especially within the BSL4 area, is protection of the coatings that have to go on the floor, ceiling and walls of those areas, adds Scott Loureiro, Torcon project executive. Weve taken tremendous care in making sure that the building is clean prior to the coatings, and weve established protocols for the trades going in and out of these areas to ensure we dont damage these coatings after theyve been installed. MTJV developed a full-scale 3-D BIM model to help with the coordination. Some of the features that went into this had not been done before, such as stainless steel shower enclosures that were integral with the concrete, Killion says. I think the level of BIM modeling and advanced planning is a testament to the project team in coming up with solutions to challenges weve encountered throughout.
of equipment we need to plan for it and what kind of space configurations will best service our needs looking 10 years into the future. To the largest extent possible, we are striving for a high degree of flexibility, Zaucha continues. We are still not able to select some of our equipment right now because we want to postpone that decision until we are a couple of years out from moving into the building.
The Perfect Match

This is the first time Manhattan and Torcon have teamed up in a joint venture together. The architect CUH2A pointed us towards each other; they were partnered themselves with Smith Carter, Killion recalls. One of the reasons Manhattan and Torcon partnered on the job is because each brings their own set of unique strengths to the project team, Loureiro says. We rely heavily on Manhattan to provide civil architectural expertise, he states.
Praise for Subs, Vendors

He also praises the work of the subcontractors and vendors for making the project successful. MTJV has established a partnership relationship with all subcontractors and vendors to help build a team approach and engage all subcontractors and vendors in the planning, scheduling and coordination processes, Loureiro says. This team approach has enabled MTJV to build flexibility into the project. Communication is key to any construction project, he adds. MTVJ and the subcontractor community have an open and honest relationship formed by an open communication and planning philosophy. Key partners for MTJV include R&R Reinforcing.
Planning in Advance
The biggest challenge from the Armys perspective is building a research facility to incorporate cutting-edge technologies that have yet to be developed, Zaucha says. We wont be occupying the facility until 2016 or 2017, which is 10 years after design was kicked off, he notes. It can be difficult to predict where the scientific advances are headed, what kind
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Institutional | MIRON CONSTRUCTION CO. INC.
Feedback Friendly
M
says the Miron ConstructionWis., was design of the new 95,000-square-foot Langlade Hospital in Antigo, developed with patient input.
ON LANGLADE HOSPITAL, MIRON ADOPTED A LEADERSHIP ROLE. BY JAMIE MORGAN

iron Construction believes that two heads are better than one. If the project allows, it doesnt hurt to have a third opinion, too so long as the diverse views are aligned to one goal. In the case of a replacement facility for the old Langlade Hospital in Antigo, Wis., the patients take preference. The hospital is designed with the patient experience in mind and patient outcome is first priority, says Todd Sabourin, Miron project executive. Every decision was based on what was best for the patient, and the hospitals administration team really drove that home. The current 1930s-built Langlade Hospital is 110,000 square feet of sprawled-out space, unyielding to todays healthcare needs. After working with healthcare consultant Sg2 on patient projection studies, the hospital concluded that the current Langlade with its inefficient HVAC system, vintage electrical system and inaccessible design had to go. The answer to their needs lies directly behind the facility where the new 95,000-square-foot replacement hospital is being built. Miron was hired in March 2009 as the design-build contractor for the new hospital. In April 2009, Miron and the project owners brought on Wisconsin-based Eppstein Uhen Architects. With the contractor and architect in place, the team wasted little time in getting people involved. One thing we implemented right off the bat was an authors of change process where we asked every employee in the hospital to take pictures of their work area, print them out and highlight their likes and dislikes, Sabourin says. We compiled all of that information into a large threering binder and used a lot of it as a starting point for our design work. Staff involvement didnt stop there. Six months into the project, Miron began working with cross-functional groups from each department and forming innovation teams (iTeams). Twenty-six iTeams met biweekly to analyze the hospitals processes, incorporating experience-based design and lean principles, and ultimately creating the hospital of the future. A key focus was improving each point-of-contact experience with the patients, from registration to release, going as far as analyzing how to best design the parking lots and way-finding for optimal patient satisfaction. The new hospital will also switch to a centralized registration desk, rather than separate registration desks for each department, as in the current operation. Hospital staff members werent the only people involved in design; Miron called on patient feedback, as well. One thing weve found when designing a healthcare facility, is that you not only need staff input, but you need patient involvement also, Sabourin says.
Future Efficiencies
From speaking with patients, hospital staff, and physicians, Miron knew a major goal was to construct a hospital that could serve the needs of patients today and into the future. In its patient focus groups, Langlade saw the biggest divide between older generation and younger, tech-
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savvy patients. The younger generation would like to see more things automated and self-controlled such as registration and the nurse-call system, while the older generation opposed these types of changes. The teams solution to this issue was to build a simplified system with the ability to add and expand functions in the future as more patients become comfortable with technology. Sabourin says the design phase has been the projects most challenging, but also its most rewarding. Though there were many needs to serve with the new design, he says it encouraged the hospital to reinvent itself into a more efficient organization in a fast-tracked time frame. All of the process of reinvention takes a lot of time, Sabourin says. Pushing that through and making decisions was key. It helped them in their process of improvement, and we had to get it done and make it happen. What normally takes four or five years was condensed to an 18-month period. Upon its expected May 2012 completion, the new Langlade hospital will be a two-story, 23bed critical-access hospital with three operating rooms, a full-service imaging department and a womans center. Sabourin says the new
Miron Construction Co., Inc.

www.miron-construction.com Construction cost: $29 million Project location: Antigo, Wis. Expected peak employees: 120 Scope: 95,000-square-foot hospital
cling program on all of its projects and will focus on controlling indoor environmental air quality once the building becomes enclosed.
Experienced Home Team

Construction for the new Langlade Hospital began in November 2010 and as of May 2011 the team was in the early construction stages. Technologies such as BIM are being used on site for project verification. The structural steel frame has been completed and the team is beginning the exterior wall framing and pouring of the interior floor slabs. Interior mechanical and electrical rough-in work has also begun. Working alongside the design-build team is what Sabourin describes as an experienced team of local subcontractors. The owner wanted to use local craftsmen as much as possible, he says. We have a lot of very experienced contractors and tradesmen working on the job. This area of the state has a large population of very highly-skilled tradesmen, of which we are taking full advantage. With the brutal winter months behind us, the subcontractors are ramping up for a busy summer. So far it has gone well with all of them. Some of Mirons key partners include Joe DeNoble Sewer & Water.
Every decision was based on what was best for the patient, and the hospital administration really drove that home.
Todd Sabourin, project executive
design is more compact to create operational efficiencies in what will also be a very energyefficient facility. We are following many of the [LEED] guidelines with our methods-focused sustainability, Sabourin says. One of the main focuses on this project has been to be environmentally friendly, not only during construction but after. Through their process improvement initiatives, the hospital is implementing a large number of green processes. Miron implements a mandatory construction waste recy-
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Institutional | NABHOLZ CONSTRUCTION SERVICES SCOTT COUNTY HOSPITAL
A Sight to Behold
Kent Doughty, project manager
NABHOLZ DELIVERS A WORK OF ART WHILE MANAGING COSTS TO MEET THE BUDGET. BY BRIAN SALGADO
Nabholz Construction Services Scott County Hospital

www.nabholz.com Project cost: $20 million Location: Scott City, Kan. Scope: 68,000-square-foot hospital
Were able to help control the budget as the plans develop.
surgery suites, a department of obstetrics and waiting rooms.
Monitoring Costs
Nabholz Construction worked with project owner Scott County and Healthcare Facilities Group the architect of record to finalize the early site package, structural needs and the finishes. Although the entire design phase lasted through January of this year, the construction was able to begin in September because of the phasing of the schedule. Were able to help control the budget as the plans develop, Project Manager Kent Doughty says. We consistently provide updated prices to the owner and architect to show were staying within budget. We have had four or five cycles of pricing where weve found areas where wed go over, then wed work with the design team and owner to get it back in line. Doughty says Nabholz Construction saved $100,000 by suggesting an alternative plan for the complex roof system. Initially, plans called for a laminated wood beam roof structure. The Nabholz Construction team, along with the architect, determined Scott County Hospital would be better served with a conventional red iron roof with a few select beams wrapped in drywall and wood. Another change prompted by Nabholz Construction and the architect was the layout of the structure itself. The original plans called for a two-story structure with administrative offices occupying the second floor. However, Nabholz Construction determined it would be more cost-effective to extend the structure on a
The new Scott County Hospital replaces an existing facility with a $20 million building.
t takes a contractor with a great deal of experience in the healthcare sector working closely with a talented healthcare architect to successfully value-engineer a hospitals design while maintaining aesthetics. Thats exactly what Nabholz Construction Services and Health Facilities Group accomplished for the new Scott County Hospital in Scott County, Kan., which replaces an existing facility. The new building is a work of art, as described by Nabholz Construction, because of ornate details such as river-shaped corridors and ceilings, as well as intricate patterns
in the floors and walls. It features artist-type finishes, says Kenny Giese, job superintendent for Nabholz Construction. This replacement structure is taking the place of a 60-year-old facility that had become obsolete and was too small to properly serve a growing population. As the construction manager at-risk, Nabholz Construction will deliver a 68,000-square-foot facility in May 2012 for $20 million. The company broke ground on the project in September 2010. The hospital will feature 14 rooms with a capacity for 25 beds, as well as a clinic, two
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single level instead. One aspect that remained in place, however, was the roof of the main corridor. Doughty says it has numerous curves that wind through the structure like a river. The corridor itself features 30-foot-tall windows as well as skylights in the ceiling and native stones and cherry wood for finishes. This feature provides for an open and voluminous space with plentiful natural light.
Hospital The Scott Countynumerous project features windows and skylights.
Design Challenges
Breaking ground in September did not give the construction team much time to complete site work before the harsh midwestern winter arrived. That is why the architect and Nabholz chose the use of precast walls instead of concrete masonry units (CMU). Precast walls can be erected in a fraction of the time it takes to erect CMUs. By switching to precast walls for 75 percent of the building, Doughty estimates that three months were cut from the schedule. With the precast walls erected, Nabholz and the construction team performed the underground utility work throughout the winter instead of halting construction until favorable weather returned. Using precast in the winter is
a whole lot nicer than trying to construct CMUs in the winter, he says. That allowed us to work through weather we normally wouldnt.
Building the Midwest

Founded in 1949 by Bob Nabholz, Nabholz Construction has grown into a multidisciplinary construction firm with nine offices in Arkansas, Oklahoma, Kansas and Missouri. As a leading contractor in our region, nobody offers the full-service, general contracting and construction management expertise with such broad self-perform capabilities than Nabholz Construction Services, the com-
pany says. With a companywide production force of more than 600 skilled craftsmen, Nabholz has the resources to ensure that [clients] projects are completed on time and within budget.
True Partnership
Doughty credits the members of the construction team with the success of the project thus far. This is a great team of professionals who complement each other during both preconstruction and now the construction phase of the project, he says. Nabholzs key partners include Prestressed Concrete Inc.
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Institutional | THE RYAN COMPANIES THE PHOENIX PROFESSIONAL OFFICE BUILDING
ContractWorthy Builder
The new Phoenix Professional Office Building will be the

home of a GSA tenant.
RYAN COMPANIES CONSIDERS ITSELF ABLE TO HANDLE TOUGH JOBS. BY JAMIE MORGAN
or years, the GSAs future tenant for the in-progress Phoenix Professional Office Building has been operating from one federal building and three leased facilities in Phoenix a setup incongruent with its goals. The existing facilities are incapable of providing the required square footage necessary to support new functions, and cannot meet enhanced IT infrastructure-sufficient space to meet its current requirements and allow for full compliance with Interagency Security Committee (ISC) guidelines, the GSA explains. With an obvious need to improve and consolidate, the GSA set out to find a new Phoenix home but first needed a company up for the job. The GSA was in the market for an approximate 200,000-square-foot, LEED Silver and Level-4 ISC facility. To weed out those not up to code, the GSA initiated a design excellence request for bids an internal design/bid/build process it uses to ensure excellence in public architecture, engineering and construction. In March 2010, after a 14-month process, the GSA chose Ryan Companies to design, build and manage its new projects. Its not the first time Ryan has worked with the GSA. We have been awarded three federal courthouses projects in the Midwest for the GSA, says Casey Cartier, construction division manager at Ryan and development project manager for the current GSA project, known as the Phoenix Professional Office Building. We have also executed many leases in our buildings with them, and we are performing all the property management on this project. Ryans work with GSA is consistent with the companys slogan Building Lasting Relationships.
Team Cooperation
That slogan doesnt just apply to clients, especially on a project like this. The Ryan Companies is a layered outfit with the ability to develop, construct and manage projects,
while never underestimating the importance of good designers and subcontractors. With the nature of a design/build project, we involved subcontractors early in the pursuit of the project, Cartier says. The Ryan Companies key partners include Maverick Masonry Inc. Cartier says its subcontractors, along with the designers AECOM, successfully partnered with us in achieving the win, and we were able to fold them into the construction of the building. The company partnered with AECOM because, like Ryan, it has past GSA experience, and the GSAs procurement process begins with qualification-based selection. He insists that without AECOM and other key subcontractors including electrical experts Delta Diversified, HVAC specialist Midstate Mechanical and licensed-plumber MJ Schneider Ryan may not have won the Design Excellence competition, which is based on quality rather than price. Together, the team designed a 225,000square-foot, five-story shell with a conceptual interior design. The exterior of the building was designed as integral colored concrete paneled faade with 1-inch insulated, low-emission exterior glazing. Following the GSAs awarding of the project, Ryans team set to
Another Dimension
When designing the Phoenix Professional Office Building for the U.S. General Services Administration, The Ryan Companies nixed the paper and went straight for 3-D. Its fully designed with BIM technology, says Casey Cartier, construction division manager at Ryan and development project manager for the GSA project. We are not utilizing two-dimensional drawings at all. Its all 3-D modeling, and we have incorporated the use of 6-D BIM Asset Management. Cartier explains 6-D BIM as a technique that takes a 3-D model and translates it into the actual building functions to help with maintenance and operations after construction is complete. It was a wise effort on Ryans part since it will also manage the building following construction. completing interior designs. The site and shell design was unchanged. It also purchased the formerly GSA-controlled location where the project would be built a client stipulation. Following lease negotiations, Ryan submitted the plans for city approval and began construction in October 2010.
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The Ryan Companies The Phoenix Professional Office Building

www.ryancompanies.com Construction cost: $65 million Location: Phoenix Employees on site at peak: 400 Scope: New office building.
Green Ready Casey Cartier, development manager As of May, the project was approximately 60 percent complete. Prior to ground-up construction, Ryan spent six weeks regrading the site. It was [owned] by a developer that had started work on it looking to put a retail site in place, Cartier says. The existing site conditions did not work with our project, so the team initiated a very large site development effort which required extensive re-grading and rock crushing operations. To realize the soil grade we needed, we had to crush a lot of rock and take the grade down. All the major shell components are in place, and the construction team has moved to interior fit-out of what will be a LEED Silver contender. Green features include long-term cost savers such as high-efficiency mechanical and electrical equipment and passive sustainable techniques such as exterior views for 90 percent of tenants. The views have a dual benefit of allowing light to permeate while enhancing the work environment. Materials were selected for indoor air quality and the design includes a 100 percent stormwater capturing system. To earn LEED construction points, the team is recycling more than 75 percent of construction waste. The project is on track for a January 2012 completion and Ryan will stay on afterwards as the owner and property manager, looking after the GSAs 20-year lease. Cartier explains that Ryans ability to act as developer, contractor and property manager was a definite advantage in this project. Our mission statement is building lasting relationships, Cartier says. The essence of what we do is the ability to change our processes to match our clients. We dont have just a standard set of operations to our job.
We involved subcontractors early.
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Institutional | S. M. WILSON & CO. RAY AND JOAN KROC CORPS COMMUNITY CENTER
A Community Beacon
S. M. WILSON & CO. IS NEARING COMPLETION ON A COMMUNITY CENTER IN QUINCY, ILL.

ust before her death in 2003, Joan Kroc the widow of McDonalds founder Ray Kroc bequeathed her $1.7 billion estate to the Salvation Army. Her vision was to develop, construct and operate several world-class recreational, educational and ministry centers across the United States. In November 2006, the Salvation Army of Quincy, Ill., learned it would receive $40 million from the Kroc estate to build a Ray and Joan Kroc Corps Community Center at Broadway and Fifth Street, in Quincy. Approximately half of the funding was designated to build the 88,125-square-foot, state-ofthe-art community center, and the other half will be used to operate and maintain it.
Quincy Kroc Center

Several months after demolition of the former Salvation Army building and adjacent emergency shelter was completed in 2008, ground was broken on the $20 million Ray and Joan Kroc Corps Community Center in November 2009. The emergency shelter was temporarily relocated to Quincy Universitys North Campus. A new shelter will be built across the street from the project site. The Ray and Joan Kroc Corps Community Center in Quincy is slated for a spring 2011 completion. It will feature a 350-seat worship center that will double as a theater, concert and conference room; a childrens daycare with an outdoor playground; classrooms; community rooms available for birthdays, wedding receptions and other events; a game room; a fitness center; a gymnasium with a three-lane running track; an aquatic center and a rock climbing wall.
A Team Approach
Due in part to its significant experience in recreational center construction, S. M. Wilson & Co. was selected as the construction manager on the Ray and Joan Kroc Corps Community Center. It was a unanimous decision, according to a fall 2009 article the St. Louis-based contractor published in its Building Partnerships magazine, which featured an interview with Patty Douglas, project facilitator and director of development for the Quincy Kroc community center project.
Quincys new community center will provide area

youths with a safe place.
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Since it was founded in 1921, S. M. Wilson & Co. has taken pride in creating and fostering a uniquely positive and unconventional company culture that drives the success of our business and our people, the company says. We have a comprehensive set of values and Gary Willie, project manager programs that attract positive-thinking people and empowers them to feel optimistic about themselves, their work and their future.We strive to demonstrate these values at a magnitude that allows others to recognize us as leaders within our company and within our industry. Seeking LEED Points As a result, S. M. Wilson & Co. says its reputation is that of a maverick Douglas told S. M. Wilson & Co. that the community centers steering within the construction industry. committee wanted the project to achieve LEED Silver certification. Joan We are genuinely and openly realistic about who we are, what we do Krocs expectation that we needed to carry out was that the center would and why we do it, the company says. Our entire organization is transbe built with the best-quality materials and that it would be a very parent, which leads us to doing things the right way and for the right pleasing and inviting place of opportunity for people of all ages and reasons. This builds mutual respect among our staff, customers, subconincome levels, she said. tractors, vendors and others.No false pretenses here. According to the article, titled Building a Community, the center Its vendors and subcontractors are important to S. M. Wilson & Co. hoped to achieve LEED points based on its proximity to public transSome of its key partners include James G. Staat Tuckpointing Inc. portation, as well as the Salvation Armys carpooling and vanpooling
We knew that we needed to hire not only the best firm to do the job, but they needed to be people that were compatible personality-wise, Douglas told Building Partnerships writer Carrie Bui. We were so impressed that [President and CEO Scott] Wilson was part of the team that came to present for us. It showed from the topdown, they felt that we were important. S. M. Wilson & Co. took a team approach to the project, guiding its client through every step of the process. We try to keep them focused on individual tasks instead of trying to look at the big picture, S. M. Wilson & Co. Project Manager Gary Willie told Building Partnerships. This way, it doesnt overwhelm the owner.
S. M. Wilson & Co. Ray and Joan Kroc Corps Community Center
www.smwilson.com Budget: $26 million Location: Quincy, Ill. Scope: 88,125-square-foot community center
options. In addition, volunteers offered to hand-water plants to receive water efficiency credits, and the organization is reusing furniture and materials salvaged from the old Salvation Army building.
No False Pretenses
We try to keep [the owner] focused on individual tasks.
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the When finished,havehospital and expansion will 55 beds large spaces for specialty care.
The Family Business

Based in Chicago, The Walsh Group was founded in 1898 by Matthew Myers Walsh. Currently in its fourth generation of leadership, the firm has been a family held business since that time, the company says, adding that its subsidiaries also include Walsh Construction and Archer Western Contractors, which was incorporated in 1949. Both Archer Western and Walsh Construction have experience in numerous sectors, including wastewater and water treatment plants, rapid transit, highway and bridgework, educational facilities and offices. The Walsh Group has invested over $450 million in capital equipment and regularly employs over 5,000 engineers and skilled craftsmen, it says. Like its parent company, Walsh Construction also calls Chicago its home. Recently, it earned the honor of being named the largest construction firm in the city by Crains Chicago Business, and was ranked as one of the nations top 20 contractors by Engineering News-Record. The firm has experience with a wide variety of building, civil and transportation sectors, Walsh Group says. Maintaining offices across North America, Walsh Construction operates using union labor and union subcontractors.
Institutional | ARCHER WESTERN CONTRACTORS/DEMARIA BUILDING COMPANY JOINT VENTURE JAMES A. HALEY VETERANS HOSPITAL
For the Veterans
ARCHER AIMS TO FINISH THE JAMES A. HALEY VETERANS HOSPITAL EXPANSION IN 2013. BY ALAN DORICH
fter surviving the horrors of battle, U.S. soldiers deserve the best medical care that Veterans Affairs (VA) hospitals can give to them. And the James A. Haley Veterans Hospital (JAHVH) in Tampa, Fla., strives to do that daily with its state-of-the-art technology and its team of qualified practitioners. JAHVH is growing its capabilities with an expansion that is being built by Archer Western Contractors in partnership with the DeMaria Building Company. Project Manager Randy Moon says that the project includes a vertical expansion over an existing spinal cord injury facility that consists of two new floors and two penthouses. When finished, this will occupy 170,000 square feet and feature 55 beds with large rehabilitation spaces for providing specialty care. The new space, Moon says, will be used to treat polytrauma patients who have suffered multiple injuries and some are confined to wheelchairs. The Archer Western/DeMaria JV also will build a 20,000-square-foot building at the new recreation area of the hospital to house two therapy pools. The therapy pools will be used to rehabilitate polytrauma patients. The new recreation area also will include a basketball court, putting green, horseshoe pit and six different surfaces for wheelchair patients to learn how to operate on them. Archer Western/DeMaria JV has constructed multiple facilities for the VA hospital network. Although this is the first project for the James A. Haley Veteran Hospital campus, both are more than qualified to build these types of facilities, Moon asserts. As a company, there have been over 10 projects that Archer Western Contractors and DeMaria Building Company have been awarded, he says. We have performed various VA projects all over the country.
Going Vertical
Archer Western/DeMaria JV has to finish its work in the hospital by January 2013. Currently, the company is on track to deliver the project on time, Moon says. Additionally, partnering with the VA has been integral to erect the structure safely while working over the existing facility. The biggest challenge was going vertical, Moon says, adding that Archer Western/ DeMaria JV dedicated a large amount of time to pre-planning the addition with the hospital. The first priority was to ensure the safety of the facility below while having a suspended
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load over [them]. We try to keep that facility below us as functional as possible without interrupting them. He explains that the pre-planning involved was a coordinated effort by the Archer Western/DeMaria JV team, the VA construction office, the steel subcontractor and the operating facility. It was a daily task to ensure that offices and rooms below were cleared of personnel to be able to erecting steel for that day, he says. Safety is the No. 1 priority for all workers on site and the facility below, he continues. Archer Western/DeMaria JVs goal is to ensure that everyone goes home safely. The job site motto is: Safety is the Journey Home.
Moon praises Archer Western/DeMaria JVs subwww.walshgroup.com contractors, who have been key to the success of www.demariabuild.com the VA Polytrauma project. All subcontractors Project budget: $52 million+ are an intricate part of completing a project, he Location: Tampa, Fla. says. Every sub here has put forth an effort to try to stay on schedule. Everyone has contributed to making this a successful environment, Moon continues. Randy Moon Archer Western/DeMaria JVs key partners include MC Dean. He also praises the architectural firm, HDR Architecture Inc. They have also been a part of the overall team to make this project successful, he says. Moon foresees that Archer Western/DeMaria JV will continue to stay All in Place Based in Atlanta, Archer Western was formed in 1983 and is a part of The on schedule as the project continues. Everything [starts to] fall in place once the structure goes up, he says. Once the enclosure is finished, Walsh Group, which operates sixteen offices across the nation. The comwere going to start the build-out. Every piece is integral for making this pany is a subsidiary of The Walsh Group, a general contacting, construca successful project. tion management and design/build firm. In all of its years of construcIn addition, the two will collaborate again. Archer Western/DeMaria tion operations, Archer Western Contractors has never failed to complete JV will soon start work on a project with a budget of more than $92 mila contract, the company says. lion, the Bay Pines VA Healthcare System in Bay Pines, Fla. The company Moon, who has been with The Walsh Group for seven years, says that will construct a new tower for treating mentally ill patients and renovate the company has survived through such efforts as strong planning and its central energy plant. being selective with the types of projects it takes on. The owners just
Archer Western Contractors/ DeMaria Building Company Joint Venture
make good decisions on what projects to take and what not to take, he says.
Intricate Parts
Everyone on this team has contributed to making this a successful project.
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Middle The new Rolesvilleapproximately School will cover 250,000 square feet.
Institutional | D.H. GRIFFIN CONSTRUCTION CO. ROLESVILLE MIDDLE SCHOOL
Smooth Sailing
I
D.H. GRIFFIN SAYS WORK IS STEADY ON ITS ROLESVILLE MIDDLE SCHOOL PROJECT. BY ALAN DORICH
f theres anything that teachers need in a The Third Go-Round school, it is an environment where they can The design of the Rolesville Middle School keep a watchful eye on students and make marks the third use of a prototype that D.H. sure that the young ones are not getting Griffin designed with Skinner, Lamm & www.dhgc.com into any trouble. And that is what D.H. Griffin Highsmith Architects, a firm based in Wilson, Project budget: $31.2 million Construction Co. is giving them with the new N.C. Previously, the two companies used the Location: Greensboro, N.C. Rolesville Middle School in Greensboro, N.C., design twice, for Wake County Public School Scope: 250,000-square-foot mid- Districts Holly Grove Middle School in Holly Program Manager John Witcher says. dle school Instead of impeding the teachers and preSprings, N.C., and Mills Park Middle School in venting them from doing their jobs, It allows Cary, N.C. the staff that operates the facility to monitor Because D.H. Griffin has essentially built the things without having mirrors and cameras, same building twice, The flow of [this] project Witcher explains. seems to be going very well, Witcher says, John Witcher, program manager They still have [mirrors and cameras], but adding that the contractor reused drawings theyre able to look down hallways and see the and applied the lessons that it had already other side of the building, he says. learned before on the previous projects. D.H. Griffin is the general contractor for the new school, which will For instance, when it came time to pour the concrete floor of an art cover approximately 250,000 square feet and feature a three-story classroom for Rolesville, D.H. Griffin did it all at once. Previously, the comparoom wing, a gymnasium and an auditorium/lunchroom. Witcher notes ny had poured halves of it at separate times, giving the floor a color difthat the project will be finished in June 2012. ferentiation, he says. Now the floor is going to look monolithic.
D.H. Griffin Construction Co. Rolesville Middle School
No matter what the project is, we do a good job for [the client] in our quality control, safety and delivery.
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Additionally, There were hardly any conflicts with things like main heaters, sewer water, HVAC systems and so on, Witcher continues. Instead, Doing a lot of the rough-ins inside [also] has been much easier on the third go-round. With the time that it has saved, D.H. Electric has been able to begin the schools landscaping. We went ahead and started the growing season for the ball fields, he says.
they were being built. They were able to take that information to help determine what they needed to do for their job now, Witcher says. D.H. Griffins other key partners include Airflow Experts Inc. and Honeywell (NC).
Needs for the Future

Witcher has been with the Greensboro-based D.H. Griffin for eight-and-a-half years. He notes that the company has managed to nurture a loyal base of repeat customers. Weve developed those relationships in such areas as the public sector of work as well as any private sector, he says. No matter what the project is, we do a good job for them in our quality control, safety and delivery, he says. It is [better work] than our competition delivers. He says D.H. Griffin hopes to work again for Wake County, but is uncertain that it will do so soon. The financial status the whole world is in [is] quite detrimental in awarding new projects, he says. Although there is a bond referendum in play, Most of those monies are already doled out for projects underway, he says, but asserts that he is staying quite hopeful.
Close Coordination
D.H. Griffin has had strong relations with its subcontractors on the Rolesville project, Witcher says. The subcontractors have been very receptive to a lot of the conversations and coordination efforts, he says, adding that the company took its subtrades on a tour of the other two facilities. The company also has benefited from the work of Multivista Construction Documentation Inc., a photo documentation firm. Multivista, Witcher explains, took 23,000 pictures of the two other schools as they were being built. This allowed D.H. Griffin to show the subcontractors the progression of the schools, as
The financial status the whole world is in [is] quite detrimental in awarding new projects.
We are living in an area that has still an influx of people, Witcher continues, explaining that many families with children move into the region each month. Due to the growth in the area, schools will need to be built in the future, he notes. Witcher says he hopes that D.H. Griffin will be one of the contractors that produces those facilities. Our relationship [with Wake County] is such that I do feel very confident that we would be looked at favorably [for another project], he says.
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Institutional | WEHR CONSTRUCTORS INC. NORTHEAST CHRISTIAN WORSHIP CENTER AND CHILDRENS MINISTRY
Building Main Street
A NEW WORSHIP CENTER IN LOUISVILLE NEARLY TRIPLES ITS CAPACITY. BY RUSS GAGER
o longer do the church members at Northeast Christian Church in Louisville, Ky., have to squeeze in to attend one of the three worship services offered on Sundays. Nor do they have to figure out how to make the Childrens Ministry on campus more accessible and kidfriendly. Instead, they now have a new $15 million, 49,000-square-foot worship center, which seats more than 2,000 worshippers, instead of seating 900 in the former building. The architect for the project was Visioneering Studios, based in Irvine, Calif., which also has offices in Atlanta, Denver, Chicago and Charlotte. Construction of the new building began in 2009 and culminated with a grand opening on May 14, 2011. The new worship center includes a sanctuary; a nursery area for pre-kindergarten children with cry rooms; a coffee shop/caf area; a fireside room for meetings, discussions or bible studies; a green room; and a ministers office. It also has practice rooms for musicians and an oversized immersion baptistery that can hold up to eight people. You can baptize a whole family in there if you want to, Wehr Constructors CEO Dale Berry remarks.
Concrete and Steel

The 35-foot-tall worship center is built on a former parking lot next to the existing Childrens Ministry and near the old worship center. It is steel construction on slab on grade with precast concrete walls and a roof covered with a single-ply membrane. One of the unique features is that the risers in the new sanctuary are also made out of precast, Berry says. We have 150-foot, double-pitched girder joists that span the entire length from one end of the precast to the other. Acoustical wall panels and clouds made of fiberglass and fabric modulate the sound inside the sanctuary, the floor of which is
www.wehrconstructors.com Construction cost: $15 Location: Louisville, K million Employees on site at pe y. Scope: New church bu ak: 125 ilding
Wehr Constru ors nc. Northeast Chrcttian IWor Center and Chiis rens M ship ld inistry
The Kidville worship area was designed by a consultant to occupy children before services.
The exterior of the worship center has a series of metal facades that create an innovative Main Street theme and also use a stucco-type exterior insulation and finish system. The floor of the Main Street area is stamped and colored concrete so it resembles wood.
We have been blessed.

Dale Berry, CEO
Childrens Ministry
Approximately 30,000 square feet of the churchs separate classroom building was renovated as part of the project at a cost of $4 million. The existing two-story gymnasium was converted to two stories of classroom space and the Main Street theme was incorporated into the decoration of the schools exterior. The west side of the Childrens Ministry and the east side of the new worship center both have a Main Street theme, Berry notes. There is a cobblestone driveway in between, protected by a canopy that connects [them].
stained concrete. The first 900 seats of the sanctuary will be movable so different functions can be held on its floor. The rest of the seats are permanently affixed to the precast risers that start about halfway back in the sanctuary. No windows are in the sanctuary itself, but the glass storefront extends around the lobby.
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That driveway was necessitated by a 60-inch-diameter water line running approximately 7 feet underground that serves the eastern sector of Louisvilles population. It prevented the new worship center from being an addition to the childrens area. We could not get anywhere around that water line or breach the easement with any kind of construction, so we went over the top of it, forming this Main Street, Berry explains. A unique play area also was created for the children while they are waiting for services to start. The church hired a consultant who came in and put up futuristic artwork for the kids area, Berry relates.
then: Dale Berry as CEO, Claude (Skip) Berry III as chairman of the board and president of the Louisville division and marketing, and Edward Berry as president of the Florida division and design/build. The company specializes in health care, worship and educational facilities, in addition to commercial, industrial and specialty construction. Wehrs main offices are in Kentucky, Indiana and Florida.
Blessed With Subcontractors

We have been blessed with our ability to attract new clients, while also maintaining a strong constituency of long-term clients, Berry says. He is enthusiastic not only about the quality of Wehrs work, but also about the subcontractors. Were always thankful to have subcontractors on our projects who adhere to Wehr Constructors high standards, as the chain is only as strong as its weakest link, he points out. The subcontractor market around here and the market in general is very competitive, Berry reports. As construction managers for this project, we hand-selected the subcontractors and suppliers, which helped immensely in ensuring that Northeast Christian Church received the very best work possible. These subcontractors, as well as the finished trade subcontractors, worked hand-in-hand with us to maintain the superior level of quality that is the hallmark of Wehrs reputation for fair, ethical, cost-effective work, he continues. Wehrs mantra is Building buildings ... and relationships, and we practice what we preach. This is one of the reasons why we have so much repeat business, including many clients who have been working with us for more than 40 years, Berry concludes. Wehrs key partners include River City Development.
Can You Hear Me Now?

In some churches, ministers voices have to echo throughout the building without amplification. At Northeast Christian Church, wireless microphones and giant video screens clarify their words and messages so worshippers experience the mysteries of faith, rather than those of a lack of amplification. They have three giant projection screens one in the middle and two on each side for viewing videos and flashing up the words to songs when theyre singing, Berry reports about the new worship center. This is technology to the maximum, he emphasizes. Various services have differing levels of orchestral accompaniment, from bands to orchestras and choirs.
Practicing What It Preaches

Founded in 1945 by Ralph and Elmer Wehr, Claude Berry Jr. bought an interest in Wehr Constructors Inc. in 1967 and became sole owner in 1986. He retired in 1999, and his three sons have led the company since
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Commercial
By Scott Spector
Restack and Renew
Although the past few years were difficult given the economic downturn, there is plenty of good news to report in 2011.
The recession we experienced has given way to a more robust real estate market. As an active commercial architect, I have personally witnessed the shift from a large amount of vacated or subleased office space on the market to higher occupancy rates. This change is especially relevant to those in the construction industry, as we are now responding to increased requests for proposals to renovate or give a facelift to existing office spaces. These work orders to renew and restack modernizing or revamping a brand while reorganizing the floors a firm occupies within a building to create a contiguous space are driving much of todays corporate work.
Savings Opportunities
Using what you already have in place may present an opportunity to save space and time. The upsurge in lease renewals means there is no longer a glut of commercial office space on the market. The upside? Landlords may be willing to contribute financially to the design and construction process needed to retain tenants. Whether that is new paint, eco-friendly carpeting or a full-blown demolition to rebrand a corporate entity, these stipends can help ease the expense. The advantage to the tenant is clear: They stay in familiar territory in a location that works for their business. After all, they are likely comfortable in that particular building, and the neighborhood may work quite well for the firms demographics. If there is a positive landlord-tenant relationship already established, why change? Moving can be a stressful and expensive process, especially if there is a good deal of furniture that would need to be transferred and work that may be interrupted, leading to a possible loss in productivity and, hence, revenue. In addition, through the creative services of an architect, space efficiencies can be realized at a minimal cost.
Smart Design
Tenants arent the only ones to benefit; landlords are often happy to retain an established firm with name recognition, or to keep a long-term building tenant rather than go through the expense of trying to place the space back on the market. To assist tenants who may want to renovate or refresh their space, some landlords are offering swing space, temporary spaces within the same building for the tenant to occupy while renovations take place. These give the contractor, architect and associated trades time to complete a project without having to work around the firms staff. Employees benefit by having a space in which to work without interruptions or headache-inducing construction noises like drilling. If swing space is not an option and the tenant occupies more than a full floor or more of the building, the construction team can
PHOTO: ERIC LAIGNEL
SCOTT SPECTOR, AIA, is a principal at the Spector Group, one of New Yorks premier architecture and design firms. The firm has completed more than 1,500 projects in 12 states and five foreign countries. For more information, visit www.spectorgroup.com.
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IN THIS SECTION
NTS Development Co.
g p.108 NTS and a partner are leading an office project.
PHOTO: COLIN MCRAE
pellow + associates architects inc. g p.110

pellow works to create inviting retail spaces.
Company Profiles
80 Costello Dismantling Co., Inc. 84 Okland Construction: Utah Valley Convention Center 88 Lippert Brothers Inc. 91 Murray & Company 94 Trystate Mechanical Inc. 97 Turelk Inc. Beachbody 100 Crossland Mechanical Inc. 102 Golden State Framers 104 C.J. Pink Ltd. 106 Hunt Construction 108 NTS Development Co. ShelbyHurst Research and Office Park 110 pellow + associates architects inc. 112 Star-Lo Electric Inc. 114 Turner Construction 3 White Flint North Building
often build out the space a half-floor to a floor at a time. Smart design, though, involves planning. In order for any commercial space to be well designed, much forethought should go into the process. This requires major upfront coordination, from the lease negotiation process to architects and engineers contributing to the discussion. If a firm is contemplating a renewal and restack, having the construction team on board from the get-go will make all the difference. Architecture firms like ours often help a company compare different options, and taking them through the full programming effort and due diligence required to best assess what space or layout suits their needs, as well as what portions of the office should be retrofitted. The probability of a favorable outcome increases dramatically through this early involvement. One reason for that is that architects can help set realistic deadlines for the turnover of floors, whether they are being given back to the landlord or obtained as additional space by the tenant. This assists the tenant in understanding when a space needs to be vacated or occupied and minimizes the hassles for all parties. A perfect example of this dynamic is a large-scale project for which our firm is serving as prime architect and interior designer. The tenant, a prominent apparel company, wanted to remain in its New York City headquarters space while acquiring additional floor space for its present and future growth. Spector was charged with creating a fresh architec-
PHOTO: COLIN MCRAE
tural statement to serve as an extension of the firms brand. This involved extensive coordination with the companys consultants from the very earliest planning stages, as well as working closely with the construction and project management team to manage an aggressive timeline. The project is right on track and a perfect example of how early planning and renewing and restacking can be an optimal way to embrace corporate design challenges. Through constant involvement with all parties, fast tracking can occur on most projects. This assures quality control for the client and schedule adherence that leads to a space being delivered on time and within budget.
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Commercial | COSTELLO DISMANTLING CO. INC.
Demolition Men
D
COSTELLO DISMANTLING USES PRECISION EQUIPMENT TO TAKE DOWN BUILDINGS. BY JAMIE MORGAN
old textile mill in Fall River, Mass. The mill conemolition isnt exactly the right word sisted of 800,000 square feet of timber frames, for what Costello Dismantling does. granite walls and structural steel, with some Instead of the average bulldozer www.costellodismantling.com components dating back to 1895. When the mill and wrecking ball lineup, this com Headquarters: Middleboro, Mass. closed, investors sought to develop a commerce pany uses precision equipment such as exca Specialty: Demolition center in its place. The soil grade below the mill vator-mounted shears, grapples and electroand the mill itself were incompatible to todays magnets to meticulously break down buildbuilding standards so the entire thing had to ings, bridges, tanks, dams and other structures come down. into reusable and recyclable parts. Many factors were integrated to develop the Costello Dismantling uses the most sophisCostello Dismantling strategic plan for executing the work, President ticated equipment available in the industry, Daniel Costello states. An abundance of very the company states. [Our equipment pervaluable, salvageable building materials made forms] much of the work previously done with well-planned removal and recovery techniques manual labor, greatly reducing exposure of an essential component of the demolition plan workers to hazardous situations and greatly and work training for the project. enhancing productivity. For Costello Dismantling, recycling and reusing have always been in fashion. So when many companies scrambled to develop precision dem- Piece By Piece olition techniques, Costello was at the forefront, ready to serve a growing For the structural steel, Costello used a fleet of five excavators with number of clients who favored the more cost-cutting demolition process shears and grapples. Using this equipment, Costello Dismantling was that Costello and similar companies employ. able to take apart and process the steel into finished mill-ready grades of In January 2009, the company set to demolishing Quaker Fabrics an steel scrap. Given the excess space an uncommon feature on New
Costello Dismantling Co. Inc.
We work closely with developers seeking LEED accreditation for their project.
PHOTO: ROBERT HUGUES
Costello Dismantling says it takes pride in having sophisticated equipment.
The company says it can recover nearly every
component of a building.
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England construction projects the prepared scrap was processed and stockpiled on site and later sold at peak market times. In [that] current economic environment, markets for scrap commodities are driven by very specific demand, Costello states. When that demand is met, prices recede quickly. It is important to pay close attention to economic forecasts and consumer information and, above all, to have prepared grades of material ready to be able to fill and order when demand spikes. Using this ready-set-go formula, Costello was able to sell more than 2,000 tons of prepared scrap at fluctuating prices that reached more than $70 per ton. Scrap was sold at four order points close to peak demand times. The timber portion of the building was made of southern yellow pine, also known as heart pine, antique pine and long leaf pine. Its a well-known variety used around the world for buildings, flooring, cabinetry and other millwork. The company says it is a strong, durable wood but can be very fragile if not handled properly during dismantling. Because splinters dont add up to much, Costello Dismantling devised a plan to recover as much undamaged wood as possible. The company used high-boom excavators with rotating grapples. These offered excellent precision and control while removing individPHOTO: JOHN COSTELLO
ual pieces and resulted in the least physical damage to the wood. Wood was taken to a separate area for grading, de-nailing and packaging. With well over 1 million board feet of lumber to deal with, the marketing effort was continuous, the company states. In the end, buyers from 10 states and several foreign countries purchased wood that was located on trailers and sea/land containers right at the job site. The last material Costello managed to recov-
er was the 50,000 tons of granite, an atypical material for 19th century mills, which tended to use brick, according to the company. It became apparent very quickly that the stone had a great value for architectural, landscaping and masonry applications, Costello states. Some of the residual stone was crushed on site with concrete and brick to a desired grade. It was to be used for fill at the future projects new grounds. The Costello team was able to limit environmental impact by reusing the
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Commercial | COSTELLO DISMANTLING CO. INC.
residual stone while eliminating costly landfill fees, according to the company. In total, 100,000 tons of stone, concrete, brick, metal and wood was reused or recycled. Less than 2,000 tons of non-recyclables such as roofing material, insulation and non-metallic building materials was disposed. The end-result was a recycling and reuse rate of more than 98 percent without a single lost-time incident. The Fall River textile mill had been a major center of industry for over 100 years, according to Costello. The property will be revitalized as a new commerce center, while components of the old mill will continue to live on in the local area and around the world in a new, revitalized form through the demolition and recycling process.
PHOTO: ROBERT HUGUES
Capable Company
The demolition of the Quaker Fabrics mill is just one of many examples of solutions Costello Dismantling provides to its clients. In 2008, the company demolished the Vincent Burnham Kennedy and Tilton Clinics at the Massachusetts General Hospital in Boston. Also, in 2004, the company was contracted by Alabamas Fort McClellan base for a deconstruction pilot project, according to Construction & Demolition Recycling. Costello dismantled three old barracks to determine which method was the most cost-conservative. The first method used was taking each piece apart to get as many individual pieces possible. The second was to pull off small panels, a few feet by a few feet, with the help of workers and equipment. The third technique was to extract large modular panels, such as a large portions of the roof. Costello told Construction & Demolition Recycling that all three had similar recovery rates but the third method was the biggest money saver. We put the big panels on the ground, and it was easier to work with them, Costello told the magazine. That method fit better into our overall capabilities. Those capabilities Costello speaks of are certainly wide-ranging. The companys services include total or partial demolition, with the ability to crush, pulverize, hammer and process building components. It also specializes in process equipment removal, in which it removes generators, conveyors, pumps, pipes and other machinery. It can also separate the equipment and recycle individual parts. Another key service is deconstruction. Costello Dismantling can recover nearly every component of a building to be reused or recycled a competitive advantage in the green construction world. We also work closely with developers seeking LEED accreditation for their project to ensure the most environmentally conscious deconstruction methods are used, the company states.
Dismantlings wide-ranging capabilities include total or Costelloequipment removal, separating equipment and recyclingpartial demolition, process individual parts.
PHOTO: JOHN COSTELLO
It Takes a Team
No matter what service it provides, Costello Dismantling credits its skillful people and advanced equipment that both promote precision demolition and safe workplaces. Safety is paramount in our business, the company says. We are committed to reducing any risk to our workers and their surroundings. Each crew has a safety meeting before work begins that day, and safety issues are constantly evaluated as situations arise on the job. By using and maximizing the proper equipment, we reduce, and in most cases eliminate, exposure of people to potentially hazardous situations. But its not just equipment and Costello employees that help this company thrive; it also has the vendors surrounding Costello Dismantling to thank for its success. Those key partners include The Driscoll Agency Inc., C.N. Wood Co. Inc. and Enterprising Europa Inc.
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Commercial | OKLAND CONSTRUCTION
Top-Notch Work
OKLAND IS KEEPING TIGHT CONTROL OVER THE UTAH VALLEY CONVENTION CENTER. BY ALAN DORICH
Okland Construction is the general contractor and construction manager for the new Utah Valley Convention Center.
PHOTOS: POPULOUS/MHTN ARCHITECTS
W
The $40 million project in Provo, Utah, features an exhibition hall.
hen building a large facility, some contractors might be tempted to subcontract portions such as the concrete work. But that is not the case for Okland Construction as it builds the new Utah Valley Convention Center in Provo, Utah. Project Manager John Cockrell says Okland can better manage the project by doing the concrete on its own. It is one of the first activities that takes place, he says. We can help control the schedule and the quality of the concrete work. Okland is serving as the general contractor and construction manager on the new $40 million center, which will be a tall, three-story building with two mezzanine levels and cover 143,000 square feet. Cockrell says the center will feature an exhibition hall, ballrooms,
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meeting rooms, a complete kitchen and administration offices. MHTN Architects Project Manager Robert Pinon adds that the center will provide ideal views of the Wasatch Mountain Range. It is one of those assets that we have taken advantage of, he says.
The Right Time

The Utah Valley Convention Center has been in development for several years, Utah Valley Convention and Visitors Bureau President and CEO Joel Racker says. In 2002, Provo hoteliers and restaurateurs came together and agreed that the city needed a public meeting facility. The county hired CSL to survey the level of interest among meeting planners and event professionals in building a convention center. At the time, There was some very strong interest, Racker recalls, adding that two projects were soon announced by private entities. [Our] initial approach was, If private industry wants to develop, lets let them do it, Racker says. But due to the recession, both projects fell apart. Since public demand for a center still existed, the county decided to move forward and build one on its own. The conditions were perfect because we were in the middle of the economic downturn, Racker recalls, explaining that concrete, steel and other building material prices were low. Weve been able to build for approximately 15 [to] 30 percent less than we would have paid. The conditions were very favorable to build. Racker adds that the public reaction to the project has been primarily positive. There are a few of the conservative folks that have shown a skeptical eye on it, he admits. [These] are people who think there is no [room for public funds] to go into a facility like this.
However, the project has won strong support from local businesses, according to Racker. Many of our select-service or limitedservice hotels within the area are excited, he says. Weve got a couple signed contracts on the facility. The county is in the process of hiring the centers operator, Global Spectrum, a Comcast company that specializes in managing public assembly venues. When it comes to marketing, they want the Utah Valley Convention and
Visitors Bureau to be involved, just as we were for the ground-breaking, he says.
Pushing Forward
Recently, Cockrell says, Okland has completed the pouring of the concrete shear walls of the building, which stand 100 feet in the air. It was quite challenging to pour these walls as high as they are and get access to them, he admits. We poured the large shear walls up to the final height of 100 feet. In doing so, we
Okland Construction
www.okland-const.com Project budget: $40 million Location: Provo, Utah Scope: 143,000-square-foot convention center
Were known to keep projects on budget and complete them on time. John Cockrell, project manager 85
maintaining a tight schedule.
Commercial | OKLAND CONSTRUCTION
Building a large facility in aa short timeframe has been

challenge for Okland.
PHOTOS: ARNOLD THIEBAUD, UTAH VALLEY CONVENTION AND VISITORS BUREAU
the By self-performing it is concrete work, Okland says
dramatically improved the structural steel erection sequence although slightly more expensive, due to the additional costs for an engineered bracing solution (cables) put in place until such time that the walls are braced by the steel. Now, Cockrell says, Okland is coping with the challenge of building the large facility in a short period of time. This challenging schedule will require extra effort to be accomplished on time, he admits. To assist in getting the project completed on time, Okland is closely coordinating the subcontractors to ensure that they are starting and finishing their work per the project schedule. In addition, Okland is required to work on an approximately three-acre project site next to Freedom Boulevard, a major thoroughfare in Provo. That makes it quite challenging to construct the building so close to the roadway, he says. For instance, Okland has found it difficult to build a large building on a small site, which has very limited lay-down area. When [materials] arrive on site, we will be required to move them into the building [immediately], Cockrell says.
Good Partners
MHTN Architects is a pure design firm providing programming, architecture, interior design and landscape architecture to clients in the education, civic, commercial and healthcare sectors locally, regionally, nationally and internationally. The firm is proud to be consistently acknowledged as one that focuses on making the unique visions of all their clients realities. MHTN Project Manager Robert Pinon notes that the Utah Valley Convention Center is not the architects first project with Okland Construction. Weve done quite a good amount of large buildings with them, he says. Oklands previous experience has helped it on the project. Although the contractor was brought in late, Okland was able to identity opportunities for cost savings, he says. Theyve been very accurate [and their] craftsmanship has been very good. The structural steel is going on right now, [and] they havent missed one alignment. While MHTN is the architect of record on the project, Pinon notes that the firm has enjoyed partnering with the design architect, Populous, a Kansas City, Mo.-based firm. Theyve been excellent teaming partners in the design, he says.
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Incredible Work
Based in Provo, Utah, the Utah Valley Convention and Visitors Bureau is the official tourism marketing organization for Utah County. [It] boasts a young, healthy, welleducated population, a low crime rate and a solid economy, the bureau says. Currently, the county has a population of approximately 500,000 residents. Bureau President and CEO Joel Racker also has praise for Okland. [Their work has] been just top-notch, he says, adding that the contractor has kept the bureau close with weekly owners meetings.
relationships, Okland continues. We work hard to be an integral team player, dealing with owners and team members with integrity and giving [our clients] project the quality attention it deserves. Cockrell, who has been with Okland for nearly 30 years, has had roles in project management and estimating. Ive enjoyed both responsibilities, he says. I think the estimating background helps me in dealing with any types of cost revisions that might be taking place. It also helps me in preparing contracts with subcontractors and understanding their scopes of work.
that they might have, he says. These meetings create a team atmosphere and ensure that all the players have the same goal: that is to provide a quality project on time. Despite the challenges, Cockrell expects Okland to meet the centers April deadline. Were known to keep projects on budget and complete them on time, he says. The accomplishment of these two goals is the standard that Okland expects.
SME Steel Contractors SME Steel Contractors works hard to earn the trust and respect of its customers through constant communication and excellent customer service. SME is proud to announce the addition of its latest division of metal decking which was incorporated in the Utah County Convention Center project. SME is supplying a full package of structural steel, miscellaneous metals and metal decking for this multi-story convention center. SME is also erecting the long span steel joists and is proud to collaborate on another impressive project with Okland Construction, who is diligent with details and professional in interpersonal communications. We are pleased to have been able to partner with Okland on many past high profile projects such as the Intermountain Medical Center, 222 Main Office Building and the Marriott Library renovation. Okland brings a great deal of confidence and integrity to every project they do.
A Qualified Contractor
Based in Salt Lake City, Okland Construction started operations in 1918 and today the company earns 80 percent of its work from repeat clients. At Okland, the words partnership, quality and integrity best describe the manner in which we operate our business, the company says. We wish to partner with owners, architects, engineers and other consultants in creating not only quality structures, but also quality
Well-Coordinated Subs
Cockrell praises the projects subcontractors, with whom Okland works closely. We hold weekly coordination meetings with the subcontractors to make sure that all of the work is well coordinated, he says. Oklands key partners include SME Steel and LCG Facades. The meetings are successful because we review the project schedule, receive input from the subcontractors for their portion of work with each other, and we discuss the duration of their work activities and any other challenges
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Commercial | LIPPERT BROTHERS INC.
90-Plus Years Young
THE LIPPERT FAMILY HAS BUILT MANY OF OKLAHOMAS LANDMARKS OVER ITS HISTORY. BY RUSS GAGER
hether the project is a memorial to the victims of terrorism or a museum for cowboys, a habitat for elephants or botanical garden structures, the worlds largest McDonalds or a copy of a Frank Lloyd Wright tower, Lippert Brothers Inc. has always regarded versatility as its strength and niches as pigeonholes rather than opportunities. Its projects include constructing six new structures for $13 million at Myriad Gardens, a botanical garden in the heart of Oklahoma City. One is a restaurant, another is a childrens pavilion, a third is a water stage, the fourth is a new restroom facility, the fifth is an ice rink pavilion and the sixth is an event lawn pavilion. The project was started in April 2010 and the majority of the structures are scheduled for completion in April 2011. Myriad Gardens was started in the late 1970s, and it was just constructed in phases as money was available, President Rick Lippert explains. The park is being built in the heart of Oklahoma City across the street from the new 50-story Devon Energy building, also under construction. Four square blocks were originally razed to make way for it. The four new buildings Lippert Brothers is constructing are all structural steel with fiber cement panel board on the exteriors. The decks and some interior walls and ceilings are IPE wood, which is like a mahogany and comes from Brazil. Insulated bent glass panels 12 feet high and 6 feet wide will be butt-glazed together without mullions on the restaurant to provide an unobstructed view of a lake. The glass had to be transported in large sheets from its only source in Barcelona, Spain.
MILESTONE
YEARS
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Up to 30 subcontractors worked on Lipperts portions of the Myriad project. The logistics of being downtown restricted access to the site. We had four gates on each corner, but they were not always available, Lippert remembers. An entrance there one day was not there the next day, and traffic changes.
Pachyderm Project
Another project on which Lippert Brothers Inc. has worked recently is the $13 million Asian exhibit at the Oklahoma City Zoo. This includes an elephant habitat, which was started in fall 2009 and completed in March 2011. Lippert Brothers constructed four paddock areas and two pools for the pachyderms with artificial concrete rock that looks real and is fed by 8-foot and 12-foot waterfalls. Its a beautiful habitat for them, Lippert remarks. The old one was behind three stone walls and a dirt floor. It wasnt all that attrac-
Lippert Brothers Inc. recently built the University of Central Oklahoma

Center for Transformative Learning.
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tive. Now they can roam freely theyve got an electric fence, but they seem to be adjusting quite well. Its probably 10 to 12 acres. A 14,670-square-foot building to house the elephants with an elevated walkway for viewing by patrons and an amphitheater also was built by Lippert Brothers. Zookeepers and trainers can monitor the elephants from a mezzanine above. Lippert says a challenge of the project was working in a functioning zoo. We did have an access road that was separate from the main entrance, thank goodness, but it had to be manned to keep personnel and other stray animals out, Lippert notes. To get a dog in the zoo wreaks havoc on the other animals. We had to have a gate man at all times. The Asian exhibit is located next to the ape and chimp habitat. From time to time, one of the chimpanzees would get out of his habitat, but not out of the total cage theres a dry
Lippert Brothers Inc.

www.lippertbros.com 2010 revenue: $50 million Headquarters: Oklahoma City Employees: 75 Specialty: General contracting, construction management, design/build
zoo land. Lippert Brothers self-performed the concrete and worked with approximately 30 subcontractors. A good dozen were specialty subcontractors we hadnt worked with before that did the terrific rock work, the hydraulics for the sliding gates, the electrified fence and steel pipe and cable, Lippert notes.
Were fair and honest with our clients and our subcontractors.
Rick Lippert, president
91 Years
Founded in 1920 by Lipperts grandfather, Erick, and his brothers, the company was taken over by Lipperts father Donald and Donalds brother Robert in 1964. Now Lippert manages the company with his brothers, Tom, who is senior vice president, and Joel, vice president. Tom and Joel each have a son who has worked at the company during school breaks Joels is in high school and Toms is studying construction management at Oklahoma State University. Hell probably be here before we know it, Lippert remarks.
moat around there, Lippert explains. Theyd have to call a code red and stop work, and zoo patrons and our people would get in a secure place, then the zoo staff would lure him back where he should be. The Asian exhibit was built on undeveloped
[Our employees] put their egos aside and do whats best for the company.
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Lippert Bros. stresses the importance of being fair with its subcontractors.
Commercial | LIPPERT BROTHERS INC.
Lippert attributes the companys 91 years of success to trying to maintain a good reputation with others. Were fair and honest with our clients and our subcontractors, Lippert declares. Our subcontractors perform virtually 70 percent of any construction project in the commercial part of the business. If you dont have them on your side, you dont really have a very good team. Lippert Brothers has done work in the states surrounding Oklahoma, such as Arkansas Missouri, Kansas, Texas, Colorado and New Mexico. But since the early 1990s, the last job we did out of state was a suburb of Dallas in 1994, Lippert remembers. Ever since then, weve just been in Oklahoma. We will go out of state to work with clients or architects that ask us to that we have previous relationships with, but were likely to stay in Oklahoma.
Bombing Memorial
Lippert Brothers Inc. worked on two projects related to the 1995 bombing of the Murrah Federal Building in Oklahoma City. One was the restoration of the historic Journal Record Building, which is across the street from the site of the former Murrah building and was damaged by the bomb that brought down Murrah. On the actual site of the bombing, the company worked on a memorial that was dedicated in 2000 consisting of a chair for each victim along with two Gates of Time in front of a reflecting pool only 3/4inch deep. Its calm there, and when the wind blows, it hardly makes a ripple, Lippert notes. Until the local ducks and geese realized its true depth, they had some rough landings in the shallow, block-long pool. superintendents, and the superintendents have to interact with a different project manager. People have different personalities, and it sometimes is tough, but they put their egos aside and do whats best for the company at heart. Lipperts success also is due to key partners. These include Shawnee Steel Company, Bentley Flooring Inc. and Associated Glass.
Good Employees, Good Partners

Lippert estimates half the companys business is from repeat customers, and most of its business now is within Oklahoma. I would say our success is due to our employees, Lippert maintains. Our project managers are not paired up with the same superintendent year after year, he adds. They have to interact with other
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Good Advice
W
ith more than 60 years of experience and $2 billion worth of annual mortgage placements under its belt, Murray & Company is one of Canadas longest-lived and most active commercial real estate financial advisory firms. The firm, which has offices in Toronto and Montreal, maintains mortgage brokerage in real estate across the country. Most of Murray & Companys clients seek it out for mortgage financing consultation, Vice President David Tanner says. Our primary business is mortgage origination; we act for our clients by helping them arrange the most advantageous financing for projects and acquisitions, he adds. We canvass the market for the best deal for a clients specific circumstances, talk to a variety of lenders and identify the best possible lender for a particular transaction. Murray & Companys clients include owners and operators of commercial properties including multi-residential buildings, offices and retail, industrial and hotel developments, says Executive Vice President Garry DeGeer, who has worked for the company for 52 years. The company itself was founded in 1900. The company arranges loans from $1 million to more than $300 million, including conventional long-term, bridge and interim construction financing loans. Other services include mortgage administration, asset management and infrastructure financing.
Commercial | MURRAY & COMPANY
MURRAY & COMPANY HELPS CANADIAN DEVELOPERS FIND THE RIGHT FINANCING PLANS. BY JIM HARRIS
Murray & Company helps commercial project

owners find financing.
Murray & Company

www.murrayandcompany.com Headquarters: Toronto Employees: 22 Specialty: Commercial real estate financing
We have to be on top of what lenders are looking for.

David Tanner, vice president
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Broad Skills
The company is led by a five-person management committee overseeing a staff of advisors, each of whom maintains his or her own list of clients, Tanner says. Given the way we operate, all of us have to be jacks of all trades, he explains. Depending on the stage of a loan, we may have people negotiating terms or reviewing legal documents; we all need to have a broad set of skills. Staff members include lawyers, CAs, MBAs and others with specialized training who in turn share their expertise with their colleagues. We have people here with a broad set of skills they can bring to bear in a particular situation, Tanner says. All staff members are guided by a strong sense of integrity and fairness, he adds. Over the years, the hard work of the Murray & Company staff has earned recognition by industry peers. Most recently, Vice President Randy Buckley was named Canadian commercial mortgage broker of the year by Mortgage Broker News in 2010.
Commercial | MURRAY & COMPANY
Client Security
term become to Canadian commercial Financing optionsa including longerlendingloans are beginning torecession,more availableMurray & Company. developers after period of tight following the global according to
One major advantage the company offers to clients is approval from Canada Mortgage and Housing Corporation (CMHC), a national housing agency. This allows the company to apply directly for insurance on residential properties including multi-unit developments, long-term care facilities and mixed-use projects, according to Tanner. Murray personnel guide clients through the insurance process and obtain certificates of insurance on their behalf. The insurance gives clients more competitive quotes from lenders. With the benefit of [CMHC] insurance, the lenders position is much more secure, as they are able on call on that in the event of a [loan] default, Tanner says.
Back on the Market

The global recession had a significant impact on the availability of loans, particularly in the first half of 2009, and greatly affected Murray and Companys volume. There was very little activity at that time there werent many developers and owners who had a stomach for doing much of anything because they didnt know what the future held, Tanner says. Loan activity picked up dramatically in the latter half of that year, and is continuing on an upward trend into 2011. One sign of this is an increase in the availability of longer-term 20
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Our job is to know which investors are interested in what kinds of transactions.
to 25 year loans. Longer terms are not as plentiful as 5 to 10 year terms, but they are becoming more available, DeGeer says. Lenders are back in the real estate market and feeling more comfortable. Even with the upturn in lending, the loan market and financial environment surrounding the construction industry is constantly in flux as interest rates and market activity fluctuate. Our job is to know which investors are interested in what kinds of transactions; we have to be on top of what lenders are looking for, Tanner says. The only way to effectively adapt is to remain active in the market, so we have current data about any changes and can find clients the services they need.
Membership Counts
Murray & Company is involved in a number of industry organizations, including: Fair Rental Policy Organization (FRPO) National Association of Industrial and Office Properties (NAIOP) Greater Toronto Homebuilders Association (GTHBA) Ontario Real Estate Association (OREA) International Council of Shopping Centres (ICSC) boutique hotel, Maple Leaf Square is home, but it is also a magnet for fans and visitors drawn by its unique combination of excitement, amenities and ambiance. Other recently completed Murray and Co. transactions include mortgages on new and existing shopping centres, office buildings,
industrial buildings, a free standing bank, drugstore and restaurant buildings as well as condominium and land purchase and servicing loans. These transactions show the companys adaptability to work in a wide variety of projects and loan sizes, it says.
Close Relationships
The company believes in maintaining close relationships with lenders and developers. Our borrowers interests are paramount in our minds, but we also recognize this is a small market, so our lenders are very important to us, Tanner says. We treat everyone fairly; we do a good job balancing the interest of the borrowers who pay our fees and the lenders who put the transaction in their books. One of the companys longstanding clients is the Hopewell Group of Companies, for whom Murray has financed projects in both eastern and western Canada, DeGeer says.
Funding the Square

One of the largest projects Murray & Company recently helped secure financing for is the Maple Leaf Square mixed-use development in Toronto. The project, adjacent to Air Canada Centre home to the NHLs Toronto Maple Leafs and the NBAs Toronto Raptors required $350 million in construction loans, which Murray & Company was able to secure from a single lender, DeGeer says. The recently completed Maple Leaf Square features 1.2 million total square feet. Major components include an 872-unit condominium development, the 167-room Hotel le Germain boutique hotel, the e11even restaurant, a Real Sports Bar and Grill, an 8,500square foot Real Sports Apparel location, office and retail space and a parking facility. The development is connected to both Torontos transit system and an underground network of shopping, dining and service outlets. Maple Leaf Square was jointly developed by the sports teams parent company Maple Leaf Sports and Entertainment Co. with developers Cadillac Fairview Corp. Ltd. and Lanterra Developments. (The development) is the epicenter of Torontos sports and entertainment district and a destination for fans and concertgoers from the greater Toronto area and beyond, the developers say. Maple Leaf Square is a touchstone linking visitors and residents to Torontos vast cultural tapestry, the developers add. For residents of the condominiums and guests of the exclusive
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Trystate Mechanical Inc.

Commercial | TRYSTATE MECHANICAL INC. www.trystatemech.com Avg. annual volume: $20 million Headquarters: Douglaston, N.Y. Employees: 45 (average) Services: HVAC contracting
We are 100 percent union and self-perform the installation of piping systems with our staff of steamfitters. Trystate
managers, pipe drafters, union pipefitters, and LEED specialists have the get-it-done attitude to complete projects within approved budgets and schedules, the company says. Serving the New York metropolitan areas education, healthcare, performing arts, residential, hotel, office and retail markets, Trystate provides HVAC construction and maintenance services. The company works directly for property owners and construction managers, installing and servicing air conditioning and heating systems. Trystate notes it is also a leader in the design and installation of green energy HVAC equipment such as fuel cells and cogeneration facilities. We are 100 percent union and self-perform the installation of piping systems with our staff of steamfitters, the company says. All HVAC piping work is self-performed by the companys team of Local 638A Steamfitters. All HVAC start-up and HVAC maintenance work is selfperformed by the companys team of Local 638B Metal Trades Mechanics.
Mechanical performs Trystaterange of HVAC cona wide struction and maintenance services throughout the New York metropolitan area.
From Basic to Complex

Trystate provides extensive HVAC construction work throughout the New York metro area, but it also is known for maintaining the HVAC systems in a wide range of buildings. The companys staff of service technicians and fleet of service vehicles are available for emergency service 24 hours a day. Corporate, residential and cultural institutions rely on Trystates team to do small construction installations, as well as service and maintain their equipment, the company says. These small construction projects range from basic DX systems to more complex heating and cooling projects. In addition, Trystate has enhanced its offerings by providing green energy services and expanding its use of technology. The company
Union Pride W
ith a customer list that includes General Electric, the Archdiocese of New York, British Airways, Columbia University, Macys, Mount Sinai Medical Center and the United Nations, Trystate Mechanical
TRYSTATE MECHANICAL IS PROUD TO SELF-PERFORM MOST OF ITS WORK.

Inc. is proud to stand behind its work. As a fullservice HVAC contractor, Trystate says it has the experience and ability to construct a wide variety of projects, as either a subcontractor or as the mechanical prime contractor. Our in-house mechanical engineers, project
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Commercial | TRYSTATE MECHANICAL INC.
Our in-house [employees] have the attitude to complete projects.

way customers and investors think about electricity, the company says. PPL believes the future belongs to energy companies that understand customer needs and are focused on deliberate growth that maximizes shareowner value. This approach has led us to Montana, Kentucky, England andWales. And we reliably deliver electricity in Pennsylvania, where our company began more than 90 years ago. PPL has adopted an integrated corporate strategy to generate and sell competitively priced energy in key U.S. markets and operate high-quality energy delivery businesses in selected regions around the world. We are accomplishing these objectives by expanding the reach of the basic approach that has made us one of most successful electric companies in the United States a focus on excellence in operations, financial discipline and outstanding customer relationships. Trystate and PPL stress that both organizations act honestly and ethically in everything we do, adhering to the highest standards of conduct. We honor our commitments, take personal responsibility for our actions and communicate openly. Trystates key partners include Mason East Inc. and Galasso Trucking & Rigging Inc.
Trystate says its technicians are available for emergency service 24 hours a day.
has successfully completed a variety of green projects for clients such as hotels, computer data centers and hospitals. Working as the prime contractor, Trystate has experience with fuel cell installations, cogeneration plants and microturbine installations. The company notes it also focuses on advanced technologies, such as BIM. With a keen eye on emerging technologies, Trystate has an in-house technical development group that focuses on projects requiring the use of 3D drafting and coordination utilizing BIM, the company says. Trystate stresses that safety is one of its core values, regardless of the project type. The companys approach to safety includes regular training of its employees. All steamfitter foremen, HVAC service technicians, and operations staff complete the OSHA 30-hour course, the company says. All other tradesmen, both jour-
neyman and apprentice, complete the OSHA 10-hour course. Additional training is provided in specific areas such as scaffolding, fire watch, manlift usage, first aid and CPR.
Integrated Corporate Strategy

Based in Douglaston, N.Y., Trystate was founded in 1976. In 2002, Trystate became a wholly owned subsidiary of PPL Corp., and is part of PPLs fleet of mechanical contractors in the northeast United States. Headquartered in Allentown, Pa., PPL controls or owns about 19,000 megawatts of generating capacity in the United States, sells energy in key U.S. markets and delivers electricity and natural gas to about 10 million customers in the United States and United Kingdom. As dramatic changes have come to the worldwide energy business, PPL Corp. has emerged as a company that is reinventing the
Galasso Trucking and Rigging Galasso is a family owned and operated transportation and rigging company with 60-plus years of service to its loyal customers. Our resources include more than 100 dedicated employees, a fleet of more than 200 trucks and state-of-the-art rigging equipment to complete virtually any project. We have extensive experience handling the most challenging projects for customers in demanding industries as mechanical, electrical, telecommunications, medical devices and power generation. Galasso provides a range of responsive services from a single source enabling our customers to have the confidence in knowing that they can rely on one company to address and fulfill their requirements.
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Commercial | TURELK INC. BEACHBODY

Turelk Inc. specializes in providing tenant improvement work, often to LEED standards.
Clear Understanding
Turelk Inc. Beachbody Our reputation for consistent quality has allowed us the distinct privilege of working with the most prominent owners, architects, designers and managers in our industry today.
TURELK INC. WORKS CLOSELY WITH DESIGNERS TO DELIVER SUCCESSFUL TENANT IMPROVEMENT PROJECTS.
ing to meet Beachbodys needs. s the creator of many popular inTurelk upgraded the space to include a fithome fitness programs P90X, ness gym, film studio, edit suites, media areas, Yoga Booty Ballet, Turbo Jam and www.turelk.com caf, collaboration areas and display gallery, as Hip Hop Abs, to name a few Headquarters: Long Beach, Calif. well as offices and open work areas. The space Beachbody LLC is committed to helping peo Specialty: Tenant improvements was designed to have an open floorplan, the ple live a healthy life. Turelk Inc. one of company says, and Turelk incorporated a quarSouthern Californias leading tenant improveter-mile rubber floor track at the offices perimement contractors is helping Beachbody proter to allow employees to exercise while moving vide a healthy workspace to its employees by through the space. upgrading its headquarters. Relocating from Beverly Hills to Santa Turelk is now in its second phase of work to Monica one of the first cities to establish a susupgrade Beachbodys office in Santa Monica, Turelk tainable city plan and green building guidelines Calif., and it involves expanding the space to was the first step to meeting LEED CI certificaprovide additional offices, a new studio and tion, USGBC-LA says. By locating themselves sound-editing rooms. The first phase of the projalong an urban corridor, [Beachbodys] employees are afforded alternaect received the LEED Gold certification for commercial interiors from tive forms of transportation. The office space includes shower and locker the Los Angeles chapter of the USGBC. rooms for staff who bike to work or those who use the fully outfitted Beachbody provides video-based fitness programs with diet guidelines and nutritional supplements. As a result, its headquarters required exercise facility. Turelk notes it was important to work closely with the designer more than just the standard offices, desks and chairs. During the first Wolcott Architecture of Culver City, Calif. to ensure the project met the phase of the project, Turelk helped transform the existing space the third floor and part of the second floor of a LEED CS Gold certified build- LEED criteria. The company worked with Wolcott at an early stage of the
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Commercial | TURELK INC. BEACHBODY
project and developed an integrated design goal, and it worked as a team with the designers to perform due diligence during material selection, because not all materials are applicable to LEED credits.
says Turelkto its the commitment it has clients is paramount to its success.
Commitment to Clients
Founded in 1978, Turelk has offices in Long Beach, San Diego and Irvine, Calif. The company says it has become Southern Californias leading tenant improvement contractor after assembling a staff of motivated professionals with an in-depth knowledge of this type of construction. Additionally, the company notes, it has developed sophisticated systems required to complete its projects on time and within the established budget. Our greatest asset, and the key to our success, is our people, the company says. We believe that each of us needs a sense of dignity, pride and satisfaction in what we do. Because satisfying our clients depends on the united efforts of many, we are most effective when we work together cooperatively, respecting each others contribution and importance. We demonstrate our beliefs most meaningfully in the way we treat each other and by the example we set for one another. In our interactions with clients, architects, brokers and tenants, we seek to deal with others as we would have them deal with us. We succeed because every decision is based on a clear understanding of and belief in what we do. We couple this conviction with sound financial planning, the company adds. We expect to achieve a fair and reasonable profit to ensure the prosperity of the company, enabling us to offer long-term benefits to our clients, our employees and their families. Turelks project experience includes: Activision In Santa Monica, Turelk renovated 90,000 square feet of space. Deutsch LA Turelk renovated 92,000 square feet of space on this $9.3 million project in Los Angeles. Designed by Schwartz Architects, this project won a Design Excellence Award from the American Institute of Architects. KIA Motors Located in Irvine, Calif., Turelk renovated 150,000 square feet of space on this $2.9 million project. West Hills Corporate Village This $12 million, 240,000-square-foot project was one of Turelks largest. Located in Canoga Park, Calif., this project was recognized by the Southern California Development Forum and LA Business Journal.
Our greatest asset, and the key to our success, is our people.
Our client commitment is paramount, Turelk says. This is continually demonstrated because we build the highest level of available quality into every one of our projects. Our reputation for consistent quality has allowed us the distinct privilege of working with the most prominent owners, architects, designers and managers in our industry today, it adds. This level of professionalism
has also enabled Turelk to establish a unique working environment that promotes employee longevity within our firm. The extensive services we provide from preconstruction to move-in reflect our dedication to leaving our clients with no unmet expectations. From high-end corporate headquarters, to manufacturing, retail and seismic retrofit construction, Turelk Inc. provides on-going quality control throughout the construction process.
Focus on Teamwork
Turelk delivers projects successfully, it says, as the result of its experienced employees and quality subcontractors and vendors. The company says the longevity of its employees and long-term relationships with numerous subs distinguishes it in the industry. Turelks key partners include Renkow Mechanical Inc. and Martin Integrated.
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Commercial | CROSSLAND MECHANICAL INC.
Crossland Mechanical specializes in heating, ventilation and air-conditioning systems; computer rooms; and other commercial applications.
Building a Dream
CROSSLAND MECHANICAL SERVES NEW YORK WITH UNIQUE MECHANICAL SOLUTIONS. BY KATHRYN JONES
Successful in its mission, the company now ased in New York City, Crossland bids on projects belonging to some of the most Mechanical Inc. has served the New prestigious developers in the New York area. York Tri-State area with quality, costwww.crosslandmech.com Working directly for the owners allows us to efficient mechanical engineering Headquarters: New York City manage the project fully, which benefits us in solutions to complex commercial projects since Employees: 18 terms of coordination and scheduling two of 1984. Before President and CEO Luigi Romic Specialty: Mechanical engineering our strong points, Executive Vice President acquired the company in 1991, Crossland Frank Zappala adds. Being able to perform a Mechanical worked on smaller jobs for local complete project from inception through design, general contractors. Little by little, we evolved implementation to completion and closeout and began doing bigger work with the owners without issues benefits the building owners. and property managers, Romic explains. Luigi Romic, president and CEO However, Crossland Mechanical does enjoy A mechanical engineer by trade, Romic being paired with some of New Yorks wellsought to use his knowledge and experience to known construction managers such as offer engineering-driven solutions in challengTishman Construction and Plaza Construction ing commercial environments, such as office when the property managers utilize them, he says. We dont just bid on high rises in Manhattan and the surrounding boroughs. Crossland projects for anyone, he notes. We only bid for general contractors and Mechanical excels on projects that require innovative ideas, Romic says. construction managers we have a relationship with and have worked It doesnt matter how difficult the project is, we are capable of finding a with in the past. solution, he states.
Crossland Mechanical Inc.
It doesnt matter how difficult the project is, we are capable of finding a solution.
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Long-Term Relationships
Similarly, Crossland Mechanical subcontracts portions of the work to companies with which it has long-term relationships. We use them on almost all of our projects, Romic states. We are fully equipped and can mobilize them at any time. We have great relationships with our subcontractors. Some of Crossland Mechanicals key partners include RC Industrial andGil-Bar Industries Inc.
Only in New York

Since its inception, Crossland Mechanical has evolved into a turnkey services provider. Today, the company offers estimating, system design, implementation, project management and engineering evaluations, as well as maintenance and service contracts to its customer base. It specializes in heating, ventilation and air-conditioning systems, computer rooms and other commercial applications. A broad service scope has enabled Crossland Mechanical to stay afloat during the tough economy, Zappala says. Theres not a lot of work out there, and we find it competitive, he remarks. Even though we are not experienc-
ing the amount or volume of work we did in the past, we are holding our own in this very tight market. No matter how much the industry appears to slow down, mechanical systems still need to be maintained, updated or replaced. We dont see things getting better for another year or two, but were still in good shape, Romic says. One of the more challenging projects Crossland Mechanical has performed was replacing two cooling towers at 521 Fifth Avenue in New York City. Two Evapco cooling towers were transported through the building including the main lobby because conventional cranes could not reach the roof of the 42story building. The existing cooling towers were demolished, cut to pieces and brought down. The new towers had to be dismantled, transported and assembled on the roof. But the only path to the roof was two consecutive freight elevators and multiple flights of stairs. The heavier pieces were rigged through the ceiling of the 38th floor and elevator machine rooms. Crossland Mechanical created a documentary of its experience, which is available on YouTube. It was a very memorable project for
We are holding our own in this very tight market.

everyone who was involved, Romic says. Looking ahead, Crossland Mechanical would like to expand its client base to include additional property owners and work on energy-efficient mechanical systems as part of the LEED certification program. It also wants to build upon its reputation for quality, Romic says. We take a lot of pride in the quality of our work, he maintains. Romic immigrated to the United States from Croatia in 1988, only three years before he purchased the company and took it in a new direction. He is proud of the team he built and the city that he serves. I have come to the conclusion that this is the best place to live, he says. Once I came here, my dream was fulfilled.
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Commercial | GOLDEN STATE FRAMERS
Handshake Deal T
Golden State Framers sees signs of improvement in the Southern California construction market.
GOLDEN STATE STRESSES SERVICE AS THE INDUSTRY CLIMBS OUT OF THE RECESSION. BY CHRIS PETERSEN
heres no doubt that the current recession has been one of the most challenging times for contractors in recent memory. At every level and in every sector, contractors and subcontractors have been challenged on a daily basis by the harsh economic realities. Although national facts and figures give an accurate picture of the recession, they dont take into account the individual stories that make up those aggregate numbers. This issue, we continue our year-long look at the economy through the eyes of California-based carpentry contractor Golden State Framers and its general manager, Gary Viano. In our last installment, Viano talked about competing with contractors who cut corners, and how the market was beginning to see the value in contractors like Golden State Framers who dont. In this issue, he reports that the market is beginning to improve and says the company is concentrating on improving customer service to ensure that things continue to improve for Golden State Framers. The construction business is tough, theres no doubt about that. However, that doesnt mean Golden State Framers General Manager Gary Viano believes everything about the business has to be rough and calloused. Just because were in the construction trade doesnt mean were not in the feel-good business, he says. Fighting through the recession has been a tooth-and-nail affair, and Southern California is one of the more ruthless construction markets in the nation, but Viano says Golden State
Golden State Framers

www.woodframers.com Headquarters: Placentia, Calif. Employees: 100-125 Service: Carpentry
Just because were in the construction trade doesnt mean were not in the feel-good business. Gary Viano, general manager 102
The contract is an agreement between people. Its a fancy handshake.

Framers is working to ensure that it doesnt forget the softer side of the business. One of the hardest things is to make sure everyone on our side is trying to give our clients the best possible service available, he says.
Working Together
Maintaining a high level of customer service is a top priority for Golden State Framers, and especially so right now. As the market begins to thaw and more work becomes available, establishing good working relationships with customers is essential to getting repeat work in the future. However, Viano says, thats not always easy to establish in the construction industry. Your customers, they want to feel good after they deal with you, he says. But sometimes, its hard to get that through because the testosterone is pumping. Viano explains that pride can actually get in the way of customer service sometimes. He says foremen sometimes are too proud to go to the customer with questions or work through problems with them. Other times, foremen dig in their heels and refuse to compromise with customers or other contractors. It just takes someone to bust the ice, Viano says. Everyone wants to circle the wagons. We dont need that you just need to deal with people straight up. That includes working with inspectors on site, which Viano says also can become prickly with certain foremen. He says he reminds Golden State Framers foremen that working with inspectors is similar to being pulled over by a traffic cop. You certainly dont get into the police officers face, so why would you get into the inspectors face? Viano says. Making sure everyone at all levels of the company understands the value of putting pride aside and working with customers and inspectors is crucial but simple to do, Viano says. He says he meets with foremen individually at debriefing sessions after each project to get a handle on how the job went and how the customer reacted. In the end, he says, the con-
Golden State Framers has made customer service a top priority,

especially during the recession.
struction business is built on relationships, no matter how impersonal it can seem at times. The contract is just an agreement between people, Viano says. Its a fancy handshake.
plans in the form of mistakes and overruns lose them more. Theyre stepping over dollars to pick up pennies, he says.
Planning to Fail?
On the other side of the equation, owners and architects have to make sure they do all they can to give Golden State Framers and other contractors everything they need to succeed on the job site, Viano says. However, incomplete plans create one of the companys biggest headaches at the moment. Theyre actually getting worse, Viano reports. They just dont seem to give you the information that we really require. Starting work with incomplete or underdeveloped plans can be a nightmare for any contractor, and Viano says it hurts Golden State Framers capacity to do its best work on a project. How can you possibly build it if you dont know what youre supposed to build? he asks. Viano says he believes many owners begin work with incomplete plans because it saves them money in the short term, but he says the long-term costs that come with half-finished
Golden Future
Fortunately for Golden State Framers, its employees make it strong enough to weather issues such as these. Were getting the cream of the cream out there, he says. We have the best of the best. Viano says the company looks for people who will see a task through to the end, even if its technically after quitting time. To show its appreciation, the company offers generous benefits such as matching employees 401(k) contributions by 50 percent. We do care about what happens with them were trying to take care of them the best way we possibly can, Viano says. As the industry continues to crawl its way out of the recession, Viano says establishing an atmosphere of cooperation will be the factor that will help Golden State Framers maintain its success. Its us continually working with the owners, he says.
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CJ Pink specializes in building precast concrete

stairs and landings.
Commercial | CJ PINK LTD.

CJ PINK HAS DEVELOPED THE RIGHT FORMULA FOR A FOCAL POINT-WORTHY PRODUCT. BY JAMIE MORGAN
A Step Above
CJ Pink Ltd. Our employees think out of the box and come up with great ideas. If you can draw it, we can make it.
which are highlighted by glass railings installed rom Canada to the United States, with interchanging lights for an intriguing and CJ Pink has been helping clients engaging architectural piece. get from one level to the next since www.cjpink.com This whimsical portion of the building took three 1996. Thats when the concrete prod Headquarters: London, Ontario years of constant planning and perfectly scheduct manufacturer began specializing in pre Employees: 35 uled delivery. From 2006 to 2009, the company cast stairs for all structures. Casinos, hotels, Specialty: Precast concrete stair and would manufacture individual stairs and cure stadiums and universities are just a few of landing systems them in the yard for just-in-time delivery. the building types that have benefited from We spread it out for the whole length of CJ Pinks expertise. the job because we didnt want to get ahead of ourThe main reason we have such a wide selves on inventory, says Wade Pink, co-owner of customer base is because of the quality we CJ Pink. But we also like to have a few loads done produce, says Dan Pink, co-owner and sales ahead of time before the contractors need it. engineer of the company now in its fourth Dan Pink, co-owner and sales engineer Theres a constant fine line there which the peogeneration of Pink ownership. Stairs are a ple here are very good at monitoring. complicated entity, and were able to take that Punctuality isnt the only plus to hiring this company. The companys on. Contractors will often tell us our stairs are the best quality product on in-house design and engineering department speaks the same language the job. of architects, engineers and contractors it works with on projects. It is upIn a construction world where the ideal is to have function and fashion cohabitate, CJ Pink has risen to the challenge with quality stairs wor- to-date on new design codes and standards as well as techniques that result in polished, manicured stairs that can turn, twist and elevate to thy of focal-point status. In 2009, CJ Pink wrapped up a three-year projnew heights. ect with the completion of the Royal Bank of Canada Center in Toronto. We are continuously looking to innovation and looking at ways of The company was hired by Allnue Structures to manufacture the stairs,
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Contractors will often tell us our stairs are the best quality product on the job.
doing things better and quicker and easier, Dan Pink says. Our employees think out of the box and come up with great ideas. If you can draw it, we can make it.
Foundation of Hard Work

Today, CJ Pink stands as the premier manufacturer of pre-cast stairs, but rising to this position was not as simple as the company makes it look. It was founded by Christopher John Pink in 1932 and originally produced burial vaults. Over the years, the company has produced products such as manholes, septic tanks, box culverts and barriers along with the stairs. Pink says the company not only had to adjust its designing capabilities, but also the materials it used because apparently all concrete is not created equal. The company was an early adopter of self-consolidating concrete, which allows the company to pour concrete into castings of greater difficulty. Before using this material, it had to use vibrations with the concrete to fill the nooks and crannies designed into more complicated stair sets. We had to adapt because essentially what we did before was buried in the ground, now everything is above ground and we had to improve the quality to compensate for that, Pink said. We use self-consolidating
concrete which is just a change in the concrete mix design. You have to pay more up front, but its a better result in the end. Its an investment well spent because the company has been featured in high-profile projects across North America, including 25 states and five Canadian provinces. It has also worked in Bermuda and the Bahamas. In 2010, it completed the below grade stairs for the new World Trade Center. CJ Pink is also going to manufacture the precast stairs for the new New Jersey Nets Barclays Arena in Brooklyn, N.Y. Pink says that as the U.S. economy returns to normal, New York City has become one of its steadiest sectors. Due to its international presence, CJ Pink has weathered the economic downturn by maintaining a reliable stream of work in Canada. The company began seeing a recent influx of U.S. projects in December 2010, mostly on the East Coast. However, Pink says that conservative mortgage laws in Canada shielded the region from the credit crash experienced in the United States. He compares the construction scene in Toronto today to the Las Vegas market five years ago. Pink recalls looking around the city and losing count of the vast number of cranes. We have gone through this economy seamlessly, he says. Its very fortunate for us to have an international influence.
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Commercial | HUNT/MOSS, A JOINT VENTURE
Covering the Bases
TWO EXPERIENCED BUILDERS ARE JOINING FORCES TO GIVE THE FLORIDA MARLINS A HOME OF THEIR OWN.
The Florida Marlins new ballpark will feature a
retractable dome.
he Florida Marlins will ring in their 2012 Major League Baseball season in a brand-new stadium, thanks to the combined efforts of two construction management firms. Construction on the 37,000-seat, $515 million facility started in July 2009. The facility, owned by Miami-Dade County, will give the Marlins a home of their own for the first time since their inception in 1993. The team currently plays their home games at Sun Life Stadium, which it shares with the Miami Dolphins of the National Football League. Hunt/Moss, A Joint Venture is serving as construction manager on the $515 million Florida Marlins ballpark project in Miami. The JV is a union of national builder Hunt Construction Group headquartered in Scottsdale, Ariz. and Florida-based Moss Construction Management. Hunt has many built many major league
sports venues, including 15 MLB parks, and more than 100 sports facilities. These include groundbreaking facilities such as Chase Field in Phoenix, the worlds first stadium with a retractable roof and natural grass, and Lucas Oil Stadium in Indianapolis, the first stadium with a retractable roof that opens sideline to sideline. Moss brings to the project a local presence and knowledge of local trades and contractors. Both companies have people with extensive knowledge and experience in the construction industry, the companies say.
ing 12 160-foot-tall, 1,400-ton super columns and installing three roof panels. The columns support a track beam, along which the roof panels will move. This job is almost like building two projects in one, as weve been building this structure while at the same time building
Hunt /Moss, a Joint Venture

www.huntmossjv.com Project cost: $515 million Location: Miami Employees on site at peak: 800 Scope of work: Professional sports stadium construction
`Two Projects in One

One major feature of the 950,000-square-foot concrete stadium is a retractable steel roof that allows the roof to be opened during the day, allowing sunlight to reach its natural turf field. The roof can also be closed for air conditioning and during rain. The retractable roof structure requires build-
Were very adamant about making sure our job is the cleanest and safest.
Hunt/Moss joint venture
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a ballpark underneath it, the company says. In addition to the retractable roof, the ballparks promenade third level will feature a moveable glass wall just left of center field offering fans views of downtown Miami. Key ballpark amenities include a plaza on the west side of the facilities that will be used for pre-game functions. This will be a major gathering point for fans, the company adds. The ballpark also features a swimming pool behind the center field wall that can be rented out for parties.
Safe and Clean

Hunt/Moss, A Joint Venture last year won a Florida Sunshine State Safety Award recognizing its efforts to preserve safety and cleanliness on the Florida Marlins Ballpark project. The award, created in 2006 by the University of South Florida, notes the efforts of companies in all industries that engage in job safety efforts. Safety measures include daily training sessions and regular meetings, as well as a weekly incentive program offering Marlins memorabilia to crewmembers. We promote safety on a daily basis, the company says. Were very adamant about making sure our job is the cleanest and safest job, and work hard making sure everyone understands that.
construction activities and our schedule. The location also poses challenges to material delivery, as routes have needed to change to accommodate construction and local traffic patterns. In addition to the ballpark itself, crews are also performing infrastructure work in the surrounding area including installing utility lines and rebuilding access roads. Several of the utility lines are located 24 feet underground, requiring crews to perform work 18 feet underwater as the ballpark itself is only six feet above sea level.
Sustainability First
The facility is being designed to attain LEED Silver status. Hunt/Moss JV has recycled 8,545 tons of cardboard, concrete, metal, paper plastic and wood, and diverted 165 tons of trash from landfills. In addition, the company is using materials produced within a 500-mile radius of the ballpark to reduce transportation emissions. Materials include low-VOC paints, adhesives, carpets and flooring. Building systems include energy efficient mechanical and electrical systems.
Important Subs, Suppliers

To overcome any project challenges, Hunt/Moss has maintained constant communication with subcontractors and suppliers and taken advantage of building information modeling technology. We always try to building relationships with the prime subcontractors and their suppliers to ensure were receiving materials on time, the company says. Weve done a good job making sure their needs are addressed in addition to addressing the needs of the project. Hunt/Moss key partners include DKG & Associates Ltd.
Building Relationships
The ballpark will be built on 17 acres of the 42acre former Miami Orange Bowl site in Miamis Little Havana neighborhood. The outdoor stadium was demolished in 2008. There are houses across the street from the ballpark, the company says. Were building in a neighborhood near someones home, so were working hard to keep everyone up to date with
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Commercial | NTS DEVELOPMENT CO.
Economic Driver
ShelbyHurst will TheLouisville, Ky.sprojectLEEDbe first certified office building.
NTS DEVELOPMENT IS CREATING A LEED-CERTIFIED SPECULATIVE OFFICE BUILDING. BY RUSS GAGER
atchmaking has always been a popular spectator sport even before it garnered high ratings on reality TV and a major portion of the job of real estate developers is to come up with a match made in heaven. In the case of the ShelbyHurst Research and Office Park a 200-plus-acre office campus formerly known as the Shelby Campus the land, prestige and investment of the university combined with the investment, development and management expertise of NTS Development Co. have made a heavenly match. The first structure in the park, 600 North Hurstbourne, will be a $20 million, four-story speculative office building located on an 8.4acre site and the first in Louisville to aim for LEED certification. We are bringing a new generation of office environment to the Louisville market, and were doing it at a price that is competitive with traditional construction, NTS President and CEO Brian Lavin declares. Its unique to have this caliber of new speculative construction, asserts Matt Ricketts, NTS vice president of construction and development. There are single user/contract to build structures going up, but for our partnership to build a leading-edge, speculative office build-
ing in this financial environment is impressive, to say the least.
Joint Venture
Construction began in November 2010 and is scheduled for completion in January 2012. NTS is in a joint venture with the University of Louisville Development Company (ULDC). NTS hired the architect KlingStubbins of Cambridge, Mass. and is overseeing construction manager Messer Construction, Louisville, Ky. NTS also will serve as the leasing agent. I think the synergy with the university is that this project is on state-owned land, and that the university and their development company retained development rights with the state, Ricketts explains. The university is actually leasing the land to our joint venture to build the building. We are building in an economic cycle that we believe when the building comes online will be improving. The steel structure has concrete decks and a caisson foundation. The exterior is a combination of curtain wall, butt-glazed glass and energy-efficient metal panels. The new office park land previously had been utilized as athletic fields. It was very desirable land flat and straightforward completely developed on all
four sides, Lavin notes. Adds Ricketts, We had to elevate the building pad in some places 10 to 12 feet to fill in a little bit of a depression and to give the building prominence with the road grades on all four sides. From the perspective of the road passing by, the structure is on a slight pedestal. The building is higher than the surrounding road in feet, not tens of feet, Lavin says. The idea is we wanted the building pushing up from the ground not a situation where youre looking down on it youre getting a semblance of prominence and massing.
NTS Development Co.

www.ntsdevelopment.com Project cost: More than $20 million Location: Louisville, Ky. Employees on site: 60 to 80 at peak Scope: Four-story office building
We believe when the building comes online [the economy] will be improving.
Brian Lavin, president and CEO
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Internally, the north-south orientation of the building and its many highly efficient windows and glass elements will allow for high levels of daylighting. High-performance mechanical and HVAC systems will be installed. Electric heating will be used in the oversized ductwork, so smaller, more efficient motors can move high volumes of air through the system. Indoor air will be filtered and turned over frequently for the benefit of occupants. A building automation system will control the HVAC, water heating, irrigation and the lighting, which will use occupancy sensors. The landscaping will be LEED-acceptable, and space will be designated for sorting as part of a recycling program.
Integrated Project Delivery

The university sees this project as a way to leverage its reputation to encourage economic growth. The university is taking a leadership role in driving some of the economic development here locally, Ricketts points out. Their vision is that in times like these, we need to create some good news and create some economic stimulus for our community. In doing so, weve created this project.
The whole process has been a learning experience. We have been able to be intimately involved in the entire bidding process more so than we would be in a stronger market and weve been able to peel back the onion and really understand where people are making money and whats driving their price, Lavin notes. We are attempting to get a cutting-edge design and a detailed building at prices that are significantly less than we could have obtained four or five years ago, and that we think are less than we will be able to attain in the next three or four years. Integrated project delivery is a very collaborative approach, Ricketts points out. It focuses on making sure everybody comes on board with the expectation that egos will have to be checked at the door. Everybody is going to work together and make good decisions on behalf of the project. We were able to assemble a team that is very open to that.
joint venture is utilizing The integrated project the delivery method.
Collaborative Approach
To date, eight major subcontractors have worked on the project. Everybody has been brought onboard understanding the collaborative approach, Ricketts points out. In doing
so, it has really created a bond and a feeling of shared ownership in the project. With all their decisions, they put the project first, and it allows everybody to contribute their own experience, which has been very refreshing. That aspect of it has been very pleasing, and its been a pleasure to work with our team. Messer has done a great job as construction manager to make sure that all our intentions were followed through in the construction, he adds. Weve structured our agreement with Messer to encourage them to find ways to save money. Were challenging them with that on a daily basis. So far, its proven to be a positive result for the project, and theyre doing a good job with it. Other key partners for NTS include United Electric.
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Commercial | PELLOW + ASSOCIATES ARCHITECTS INC.
Courting Food
A
successful retail center design creates an inviting atmosphere without overpowering the many brands that will be competing for consumers attention. It is with this strategy in mind that pellow + associates architects inc. approaches its retail projects in Ontario and elsewhere. Whether creating an outdoor lifestyle center to replace an enclosed mall or repositioning a regional enclosed mall, pellow + associates attempts to bring that sensitivity to each location. Most of our retail design tends to be redevelopment work, Principal and Vice President David Moore points out. Some of the shopping centers we did years ago as new suburban centers are now much more urban. We are looking at redeveloping and intensifying them adding offices, hotels and residential. Were getting back into more residential and commercial because of it. The firm was formed in 1978 by Harry Pellow. David Moore and John Ricci joined him as principals in 1985. The firm which currently includes about 30 people is also working on hybrids of shopping centers. For these, part of the mall is enclosed, and another portion is outdoors. Freestanding boxes or outparcel buildings are constructed. To stay up-to-date on future trends, the firm researches stores and shopping centers around the world. It used to be we only looked at the United States to see what the next trend would likely be, but more and more, were looking at Europe, South America and Asia, Moore marvels. The world is shrinking, and were looking well beyond the boundaries of North America for retail inspiration. People shop similarly the world over. The retail rules in terms of how people shop are similar regardless of where you are, Moore maintains.
A TORONTO FIRM REDEVELOPS RETAIL CENTERS FOR MATURING COMMUNITIES. BY RUSS GAGER
pellow + associates specializes in redevelopment

work for retail centers.
Up and Down
Some of the busiest years for pellow + associates architects inc. have been since 2006. During those years, three major projects fell together one after the other. The Shops at Don Mills was a $200 million project where pellow + associates worked on the demolition of an
existing enclosed mall to make way for a new outdoor lifestyle shopping center it designed. The project was completed in early 2009. It was awarded the 2010 Maple Leaf Gold Award for Design and Development Excellence from the International Council of Shopping Centers Canadian Awards (ICSC). Two other projects completed in late 2009 were both repositioning and additions to existing enclosed malls. They each cost around $40 million and consisted of approximately 100,000 square feet of new space, major remerchandis-
ing and renovations to all public spaces. The single-level Conestoga Mall in Waterloo, Ontario, was built in the shape of a Y. The expansion connected the two ends of the Y and included an 800-seat food court renovation and additional retail stores many first in the market. A separate expansion for The Bay expanded the anchor department store from 75,000 to 130,000 square feet. The two-level Mapleview Mall in Burlington, Ontario, was given an entirely new exterior appearance so that the mall would
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of rainwater for landscape irrigation; and the have a stronger presentation to an adjacent use of solar, geothermal and even wind energy. highway. Traffic in both malls has increased 30 Lighting design is one example of a major to 40 percent, Moore reports. www.pellowarchitects.com design element that is changing rapidly. The Conestoga and Mapleview won Gold and Headquarters: Toronto development of LED lighting technology is accelSilver Maple Leaf Awards respectively for Employees: 30 erating and beginning to have a profound effect design and development from the ICSC Specialty: Retail and mixed-use on energy efficiency while still maintaining good Canadian awards. Conestoga mall also won design quality lighting both indoors and out. the commercial interior design award of merit for large retail projects from the Association for Registered Interior Designers of Ontario. Other Leading Professionals As for current projects, a mixed-use redevelThe firm works with other industry-leading proopment of a former newspaper plant originalfessionals including structural, mechanical, and ly built for the Toronto Sun Newspaper is electrical consultants, landscape architects, planDavid Moore, principal/vice president scheduled for completion in fall 2012 and ners, traffic and civil engineers, and sustainabilincludes a 40,000-square-foot, No Frills grocery ity consultants to ensure each project developstore, three more retail spaces and 100,000 square feet for the downtown ment has the right skill sets to meet the needs of the individual project. campus of George Brown College. Part of the project involves adding Some of pellows key partners include STC Construction. three new storeys to an existing three-storey section of the complex. The design aesthetic of pellow does not force a particular architectural style on a project. We respond to the particular context of each project, Moore explains. Our style is contemporary but responds to the individDesign Aesthetic ual context and avoids anything that is trendy. Retail today is about Designing sustainable retail spaces is a major goal. Were working on a branding and brand recognition. We design interiors that have a clean project now that will be a new regional shopping center on a greenfield look and create a backdrop to let the retailers present their brands. site, and the mandate is to make it a model of sustainability, Moore As the suburbs mature and become the new urban centers, and the relates. Among the techniques in the firms arsenal are the careful siting of the shopping center and its shape; use of sustainable materials; highly urban cores welcome back high-density residential, the future of retail development work enters an exciting new phase one pellow + associenergy-efficient mechanical and electrical systems and equipment; ates is looking forward to in a big way. installation of clerestoreys and skylights to maximize daylighting; reuse
pellow + associates architects inc.
The world is shrinking, and were looking well beyond the boundaries of North America for retail inspiration.
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Commercial | STAR-LO ELECTRIC INC.
Lighting Up New Jersey

Electric Star-Loitself on being prides a one-stop shop.
NO PROJECT IS TOO BIG OR TOO SMALL FOR CONTRACTOR STAR-LO ELECTRIC. BY JIM HARRIS
tadium owners, universities, general contractors, businesses and homeowners throughout New Jersey all look to Star-Lo Electric Inc. for their electrical needs. The Whippany, N.J.-based electrical contractor serves customers regardless of their size or need. Well do everything from the New Meadowlands Stadium to hanging a ceiling fan in someones home, President and Owner Joseph Stark says. The company maintains a fleet of more than 70 trucks and other pieces of equipment available to work on jobs including data centers, alternative energy and large public sector projects. Star-Lo Electrics capabilities include subcontracting as well as design/build and electrical maintenance services. Joe Stark and his brother Ted founded the company in 1984 after working for their father Richard Lewis Starks small electrical and appliance business growing up. Ive been doing this since I was 12, Joseph Stark says. Working for my dad is how my brother and I got into working with our hands. Star-Lo has grown through its history to become one of its states largest electrical contractors, a status it maintained during the economic downturn. The economy caused us to tighten our belts and watch gas and other expenses, Stark says. Weve restructured our company to be more competitive in a struggling market.
company contributed to The construction of the New the Meadowlands Stadium.
A `One-Stop Shop
Star-Lo Electric distinguishes itself in both its ability to perform fasttrack projects as well as its full stock of electrical equipment. We pride ourselves on having the supplies to man any job at any time of day, according to Stark. With the amount of trucks we have on the roads, we are able to help our customers at all times were a onestop shop. Star-Lo has the ability to cut wire and pipe to meet customer specifications. The companys warehouse contains more than a million feet of wire and a half-million www.star-lo.com feet of pipe and conduit. The companys staff of experi Revenues: $100 million enced project managers, office and HQ: Whippany, N.J. shop personnel, estimators, fore Employees: 400 men, and installers take great pride Specialty: Electrical contracting in their work. I get in at 4 a.m. every morning, and my shop opens at 5 a.m., Stark says. The last man doesnt leave the shop until all field Joseph Stark, president and owner orders are taken care of for the next day. We love what we do, love our customers and love our business.
Star-Lo Electric Inc.
We love what we do, love our customers and love our business.
Star-Lo says it has longstanding relationships

with many clients.
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Major Projects
Star-Lo last year completed work on the $1.6 billion New Meadowlands Stadium in East Rutherford, N.J., home to the New York Giants and New York Jets. The project included providing roughly 80 percent of the stadiums field, infrastructure and telecommunications cabling, Stark says. The stadium opened last year after three years of work. Skanska USA of New Jersey was the construction manager. Current major projects include part of the electrical work on the $140 million The Heights residence hall project at Montclair State University, the first public-private partnership project in the state of New Jersey. The construction manager on that project is Terminal Construction of Wood Ridge, N.J. Other university projects in Star-Lo Electrics portfolio include a residence hall at Rutgers University and Princeton Universitys new state-of-the-art Frick Chemistry Lab, Data Center and Medical Center. Most of Star-Los recent projects have taken advantage of the companys use of advanced software, including 3-D CAD and building information modeling (BIM) technology. The
A Helping Hand
Star-Lo Electrics dedication to its community recently earned it a community service award from its home township, as well as a Helping Hand award from Employment Horizons, a N.J.-based non profit that provides job training to people with special needs. Star-Lo performed and donated electrical work on the groups headquarters, company owner and President Joseph Stark says. The company also stays active in its industry and community through memberships in the National Electrical Contractors Association, National Fire Protection Association and the New Jersey State Council of Electrical Contractors.
The company addressed the need for green energy through the establishment of a sister company, Alternative Energy Solutions. The affiliate works exclusively on solar, wind, LED lighting and other renewable energy-related projects. Its projects include the installation of nearly 7,000 solar photovoltaic panels on a Staples warehouse in Secaucus, N.J., as well as solar arrays for several Newark-area schools. Alternative Energy Solutions, along with sister company, StarKO Electric Services are also working with general contractor Hall Construction on installing LED lighting for the Empty Sky 9/11 memorial in Jersey City. The memorial, located across the Hudson River from Ground Zero, will be dedicated on the 10th anniversary of the Sept. 11 attacks later this year.
company has four full-time 3-D CAD operators on staff, Stark says.
Valued Partners
Star-Lo purchases solar equipment, wiring, piping and other supplies from a number of electrical suppliers in New Jersey, and says it enjoys long-standing relationships with many major contractors. Some of Star-Los key partners include Monarch Electric Supply Co. and Trace Testing.
Thinking Green
Many of Star-Los recent projects, including the New Meadowlands Stadium, called for electrical systems that meet LEED specifications for energy use.
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Commercial | TURNER CONSTRUCTION 3 WHITE FLINT NORTH BUILDING
North designed achieve LEED Silver The 3 White Flintproject,buildingisisbeing builtby HOK toConstruction, uses the certification. The which by Turner underground stormwater management vault being built here.
Nuclear Option
A
Turner Construction 3 White Flint North building We have implemented a paperless project control process.
A NEW OFFICE BUILDING OFFERS CONCRETE EXAMPLES OF ENERGY-EFFICIENT TECHNOLOGY. BY RUSS GAGER
the property owner is Washington Metropolitan year of preconstruction resulted in Area Transit Authority (WMATA). The North savings in the design and conBethesda Center has up to eight different buildstruction of a 14-story building ing sites planned for development that will be that is part of the 32-acre North www.tcco.com built as they are leased. Plans for an additional Bethesda Center office park. Turner per Construction cost: $69 million residential tower are proceeding. formed budget analysis and value-engineer Location: North Bethesda, Md. HOK, the 3 White Flint North architect, has ing throughout the preconstruction process, Employees on site at peak: 20 designed the building to achieve LEED Silver certiProject Manager Steve Michalak points out. Scope: 14-story office tower fication. Approximately one-fourth of its roof will One of the features that was value-engibe green. Other green features include the use of neered was the exterior wall of the building. three high-efficiency, frictionless chillers as part of The wall used to be a more expensive glass the air conditioning system for the building. Air curtain wall. By changing it to a combination Steve Michalak, project manager handling units will distribute the conditioned air of precast and ribbon and punch windows, to variable air volume units to provide heat. A substantial savings were achieved. boiler and circulated hot water also will be utiHigh-efficiency elevators and energy-effilized to distribute heat efficiently throughout the building. cient mechanical equipment also were incorporated during the preconstruction process. The 649,000-square-foot reinforced concrete frame building utilizes post-tensioned beams to incorporate an open floor Underground Vault plan. The laminated insulated glass unit, high-efficiency windows conIncluded with the building is a network of site utilities for the entire tain an intermediate polyvinyl butyral layer of material to reflect sunNorth Bethesda Center complex. These include storm sewers, water light. The precast concrete panels are acid-etched and will have multiple mains, sanitary sewers, electrical duct banks and an underground contan and gray color tones. crete stormwater quantitative management vault. Located several parcels east of the 3 White Flint North building, the vault measures approximately 160 feet by 115 feet by 12 feet deep and is covered with Silver and Green 15 feet of earth. The 3 White Flint North building is the second structure on the 32-acre It is a stormwater management pond that is underground, Michalak site. Construction of 3 White Flint North began in July 2010 and base explains. The stormwater collects inside it and then gradually filters out building construction is expected to continue through April 2012. The developers of the building are LCOR, a commercial developer, and into the adjacent creeks so they are not flooded. It is a big holding tank
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that will have a park built on top of it for residents in adjacent towers to enjoy. The 3 White Flint North building had been under development for several years. We were looking at this job for a couple years before we actually went under contract, and it was called White Flint North, Michalak remembers. It was a speculative office building, with the design in place. Construction moved forward once a tenant had been selected. Once the Nuclear Regulatory Commission (NRC) became the tenant, a value-engineering process began. The process kept evolving after that and went through the estimated budgets, fine-tuning the design and establishing the final budget, he recalls. The NRC plans to use the building as office space.
Evolving Building
The evolution of 3 White Flint North has continued during construction and resulted in additional changes. Some are big, and involved mechanical, electrical, security, structural changes, and making the mechanical system more efficient to save energy over the long term, Michalak notes. We incorporated a change to add vehi-
cle barriers around the perimeter of the building to increase security. The project is using BIM for coordination and electronic document management to use as little paper as possible. In order to be more green and environmentally friendly, we are using a paperless submittal and approval process, where we send all the shop drawings and submittals for approval electronically, Michalak explains. The 3WFN project has been unique to our team, as we have implemented a paperless project control process with HOK and the design engineers, subcontractors and LCOR for the submittal review and approval process, he adds. It saves time, paper, postage and courier costs. Our efforts also include last planner scheduling, which promotes subcontractor input and buy-in for a more efficient project.
The entire team is very focused on safety and scheduling.

ly. We also have a couple new subcontractors that we are working with for the first time. There are challenges, but thats to be expected with a large project adjacent to a metro station. The entire team is very focused on safety, quality and scheduling. Turners key partners include JCM Associates Inc. We have been doing a lot of change-order pricing for the government as they look to incorporate new features to the job, Michalak adds. That can be a time-consuming process. With tenant fit-out and additional government base building modifications, he expects the cost of the project to exceed $100 million. Turner was ranked the No. 1 green building contractor by Engineering News-Record in 2010.
Excellent Team
Michalak expects close to 40 subcontractors to work on the project, of which Turner is managing the construction. We have an excellent team in place, he says of the subcontractors. We have a large number of them weve worked with previous-
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Civil
By Yehudi Gaf Gaffen
Taking Efficiency Mobile

A few years ago, the idea of simultaneously interacting with colleagues both in the corporate office and in the field would have been difficult to believe.
Today, our industry is enjoying the benefits of the adoption and integration of mobile technology into the construction process, from managing simple tasks such as punch-list completions to more complicated procedures, such as searching and reconciling drawing databases to ensure constructability compliance. New field technology has allowed the industry to increase efficiency by streamlining communication and reducing the reporting time of the design, construction, maintenance and operations of each project. operating procedure. To others, it remains uncomfortably futuristic. Todays mobile technology-based systems consist of highly enabled portable software and hardware in the hands of field personnel. There is no need to make several trips back to a site trailer to review a set of details in the plans, or carry separate paper forms, checklists, clipboards, cameras and pens. While the old way significantly delayed the construction method of sharing and processing information, the new method creates time to plan and look ahead. Construction teams can now collaborate instantaneously, sharing information and being proactive to field issues rather than reacting to concerns that require rework and prolong the completion of the project.
A New Model
The old model of data collection and processing requires extensive manual labor supported by exemplary organizational skills from using pen and paper to complete forms to carrying heavy rolls of hundreds of drawing sheets around a jobsite to maintaining a separate notepad to document the many types of field notes. This old and cumbersome process includes rows of racked drawings that require constant upkeep; many clip boards, some of which even have calculators built in; cameras; pens manufactured to write in inclement weather; and a heavy-duty jacket with many pockets. The old way, while exhaustive and expensive, served its purpose. However, new, efficient ways of collecting and managing field data have emerged and become a necessity. To many early adopters in our field of business, this is simply the new normal
Getting the Best Results

Fewer labor hours to complete jobsite tasks and the ease of access to the information all contribute to considerable savings of time and money.
YEHUDI GAF GAFFEN founded Gafcon in 1987 and has more than 30 years of construction and program management experience. He has personally managed projects that range from less than $1 million to billions of dollars in construction value. For more information, visit www.gafcon.com.
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IN THIS SECTION
The time wasted on analyzing on-site concerns and re-evaluating data to develop time-sensitive solutions with the old process can now be translated not only into labor savings, but also monetary gain. Some users of mobile technology have reported: A reduction in project costs of 2 to 14 percent, one claiming a savings of $1 million on a single project; Time savings reported at four to eight hours per week, per user; and A three- to four-day earlier project completion rate, per month. Mobile technology software comes in various platforms, from off-theshelf applications to open solutions that easily adapt to individual situations. Some software companies have chosen a specific construction activity such as punch lists as its prominent feature. Others have created modules for several activities that fully integrate field data collection, while also creating automated workflow management. Shrink-wrapped solutions are standard platforms that are available off the shelf, and offer users a process to collect field information per the specific design of the software. Companies that do not have established field data collection processes would benefit most from this solution. Companies that have well-established forms and processes, on the other hand, would benefit most from an open solution that can be easily customized to already-developed procedures of business. Mobile technology allows us to put away the pen and clipboard and helps automate our construction projects. These devices are ruggedized and loaded with features such as high-resolution cameras, bar code readers, GPS, voice recording and easy-to-use keypads. These on-site data collectors have the power to complete daily reports in the field while the information is fresh. Daily reports using mobile technology are submitted automatically, distributed through an e-mail notification, as well as electronically filed into a database that stores the static copy in a PDF format with data elements preserved. This data can later be accessed and searched.
Port Authority of Guam g p.118
The Port Authority of Guam is updating to meet a new populations needs.

Company Profiles
118 Port Authority of Guam 122 Washington County Constructors Dixie Drive Interchange 125 Ecco III Enterprises Kew Gardens Interchange 128 II In One Contractors Inc. 39th St. Sewer Bypass Tunnel 131 Western Water Constructors Inc. 134 Capriati Construction Corp. U.S. 95 Northwest Corridor Improvements 136 Guam Transportation Program 140 Essroc Cement Corp. Picton, Ontario plant 142 Hawkins Construction Co. Interstate 88 Project 144 McCoy Grading Inc. 146 Florida Flow Control Inc. 148 Martel Construction
Available Platforms
Examples of what is available in the mobile technology market today include software platforms that run on tablet PCs and allow contractors and project owners to implement total quality management (TQM) on their projects, such as the Latista platform. Latista includes modules for QA/QC, deficiency logs, safety, punch list, material and production tracking, commissioning, turnover and BIM integration. Another type of automated software platform is the Vela Systems product. It allows mobile devices to electronically access documents to complete field reports, QA/QC, safety inspections, worklists and punchlists. It allows users to update the BIM model, along with many other critical field activities. Another software platform is nSPEC-enabled Sharepoint360. It comprehensively automates field activities on construction projects including quality control, quality assurance, labor compliance, safety and construction management. Mobile technology is used to varying degrees based on the job at
hand. Other benefits of employing this technology include: Improved job site efficiency the technology eliminates the need for personnel to re-enter field information; Reduced risk through standardization of processes and documentation; Reduced cycle time from deficiency identification to resolution; Increased transparency of information and collaboration; Increased cost savings it lessens manual labor and resource expenses; and Greater allowance to monitor, analyze and identify trends. As the industry looks to find technologies that harness participants talents and insights to optimize project results, increase value and reduce waste, technology platforms will help each stakeholder spend more time building paving the way to plan and look further ahead.
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Civil | PORT AUTHORITY OF GUAM
Port Preparations
THE PORT AUTHORITY OF GUAM FINALIZES A MAJOR MODERNIZATION PROJECT. BY JAMIE MORGAN
everal things have changed since the Port Authority of Guams (PAG) present-day seaport was built in the 1960s. The methods and equipment used to transport people and goods have evolved to meet growing populations and increased trade demands. However, the PAG has remained largely untouched, and in 1999, ready for a sea change, it devised a master plan calling for capital improvements to its 1,000-acre space. In 2007, the port contracted Parsons Brinckerhoff (PB) International Inc. to update its master plan following the U.S. militarys announcement that it planned to relocate military personnel and their dependents stationed in Okinawa, Japan, to Guam, a U.S. territory. PB completed the master plan in April 2008, and it was approved by Guams legislature in September 2009. At the same time, Gen. Duncan J. McNabb, U.S. Air Force Commander of United States Transportation Command, designated the port as one of 16 strategic seaports for the United States.
Population Shifts
seaport has been relatively unchanged was built in the 1960s, The Port Authority of Guamson an extensive modernization plan sincesince it to meet future demand.and the authority has been working 1999
The U.S. militarys proposed population shifts within all three branches could result in 30,190 military personnel and their dependents being stationed in Guam by 2016. Currently, Guam hosts two military bases the Andersen Air Force Base and the U.S. Navy Joint Region Marianas. The Port Authoritys facilities were constructed by the federal government more than 45 years ago under the Rehabilitation Act of
Port Authority of Guam

www.portguam.com Construction cost: $260 million Location: Guam Scope: 1,000-acre modernization project
Upgrades needed to be made not just for the military expansion but for Guams organic growth, as well.
Pedro A. Leon Guerrero, Jr., general manager
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Port of History Civil | PORT AUTHORITY OF GUAM

Spaniards began using Guam as a port of call in the 16th century. Following the 1898 Spanish-American War, it became a key element for American interests in the region, and in the 20th century the United States designated Guam as its western Pacific coaling and shipping station. The U.S. Naval Administration ran the port until 1951 and then transferred control to the U.S. Department of Commerce. In 1966, the U.S. Navy built the original commercial port on 24 acres of land, and transferred it to the Government of Guam. In 1975, the Guam legislature established the commercial port as a public corporation from a line department under the Government of Guam and named it the Port Authority of Guam (PAG). Over the years, the federal government has transferred lands that are surrounding the ports terminal facilities to the Government of Guam for marine industrial development. Today, the PAG comprises 1,000 acres and has been designated a U.S. strategic seaport. The designation has resulted in significant investment by the U.S. government. 1963, says Pedro A. Leon Guerrero, general manager. Since then, no major upgrades or expansion have been made to the seaport. Upon learning of the news regarding the relocation of Marine forces from Okinawa to Guam, it was evident that upgrades needed to be made not just for the military expansion but for Guams organic growth, as well. The Port Authority plays a vital role in the lives of all citizens living on Guam and the territory, Guerrero continues. Because of our location we are almost entirely dependent on our sea link to the United States and to our foreign contacts ... it is the ports vision to transform its facility into a world-class terminal for Guam and the Western Pacific Region. This accelerated plan is the road map for the ports modernization. It calls for $260 million in capital improvements to be made spanning a 30-year period. The first two phases, Phases 1-A and 1-B, are proposed to be completed by 2016. Currently, Phase 1-A construction plans are in the hands of the U.S. Maritime Administration (MARAD), which is the lead federal agency for the Port of Guam Improvement Enterprise Program. Former President George W. Bush tasked MARAD with awarding construction contracts. The work to be accomplished under Phase
Guams seaport plays a vital role in supporting

the islands economy.
1-A will primarily emphasize upland facilities, equipment, site utilities and computer operating systems to provide adequate capacity and effect immediate operating efficiencies at its terminal, Guerrero says. This will assure that terminal capacities in critical bottlenecks are brought on line, early. Environmental clearances will be obtained prior to the initiation of the upland construction phase. Phase 1-A includes reconfiguration and expansion of cargo terminals, creation of a new gate complex, reconfiguration and expansion
of selected buildings, upgraded utilities and security features, and state-of-the-art terminal and computer gate operating systems.
Well-Funded Support
Phase 1-A is funded through a federal grant and loan proceeds. The U.S. Department of Defense (DOD) appropriated $50 million, which was approved by the House of Representatives in June 2010. In October 2010, the U.S. Department of Agriculture (USDA) awarded PAG a $54.5 million loan. PAG is
Data Management Resources As a Dell Certified Enterprise Architecture Partner and VMware Enterprise Solution Provider, Data Management Resources is a key provider of enterprise IT solutions in Guam and the Marianas. As a supplier of computing equipment and email services to the Port Authority of Guam, DMR has been instrumental in the Ports IT infrastructure upgrade. In business since 1980, DMR is a leading vendor to the government of Guam for system applications, e-commerce, email hosting, networking and enterprise hardware solutions. DMR offers local accessibility backed by the strength of its global partnerships. For more information, call 671-647-3674, email sales@dmrpacific.com, or visit www.dmrpacific.com.
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responsible for securing its own credit for construction projects. The debt is paid from charges, fees and other revenues generated from its own facilities. PAG believes the impending constructions will result in greater revenue to help pay for the improvements, thus creating a self-sustaining operation. This is great news for the Port Authority and the people of Guam, PAG management said in a statement. We are humbled by the faith the USDA and DOD have in our port and our project, and we are honored they have joined us on this journey to overhaul our commercial seaport. The port has yet to secure financing for Phase 1-B, which includes wharf repairs; dredging and procuring; and installing gantry cranes and additional security equipment. The second phase will be completed 30 years into the future and will evolve to address the cargo demands of the longterm organic growth of Guam and our neighboring islands, Guerrero states. The port is confident it will receive necessary funding to conclude all three phases as it continues to address needs pertaining to ocean commerce, shipping, recreational and commercial boating and navigation of
Guam. It is Guams lone commercial seaport and handles more than 90 percent of the islands imports. It is also a transshipment hub for neighboring islands in Micronesia and the Western Pacific region. The project is key to achieving the ports overall mission, Guerrero says. It is our objective to modernize the port as a first-class facility in the region providing cargohandling services in safe, efficient and sustainable manner. To achieve this, the port must increase capacity, execute infrastructure development and port expansion to meet the communitys organic growth and the impending military buildup, promote economic growth and opportunities for maritime-related industries and address the needs of port users.
Partners in Success
As PAG diligently works toward this goal, its subcontractors and vendors have come alongside it to make sure it is able to serve the current and future needs of Guam and other international communities. PAGs key partners on the expansion project include Data Management Resources LLC and GTA Teleguam.
This is great news for the Port Authority and the people of Guam.
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Civil | WASHINGTON COUNTY CONSTRUCTORS
A Vital Resource
THE DIXIE DRIVE PROJECT WILL PROVIDE NOURISHMENT TO A GROWING COMMUNITY. BY CHRIS PETERSEN
The Dixie Drive Interchange project will ease traffic around St. George, Utah.
f a growing community is like a growing plant, an inadequate highway system can be like a kink in a garden hose. If local roads arent capable of handling the increased traffic flow of a growing city, valuable resources are prevented from reaching where they are needed, and the town can wither and die. Thats what makes projects like the Dixie Drive Interchange in St. George, Utah, so important. Appropriately enough, a project of this importance requires experience, and thats why joint venture Washington County Constructors (WCC) is on the scene. The joint venture is a collaboration between Utah-based bridge contractor Ralph L. Wadsworth and California-based road builder Granite Construction. Ralph L. Wadsworth Project Manager Scott Wiscombe says the $60 million project is needed because of the growth in the area. Theres been a lot of development in St. George, he says, adding that it will provide easier access to some of the faster-developing areas. The project involves the construction of a new single-point interchange bridge over I-
15, four new bridges over the Santa Clara River and a new bridge over Convention Center Drive. The work also includes more than one mile of I-15 roadway and constructing Dixie Drive through Southgate Golf Course, along with relocating seven holes of the golf course and realigning two related intersections. Other work associated with this project includes a 2,500-foot sheet pile scour protection wall along the Santa Clara River and two large box culverts.
Fortunately, the combined experience of Ralph L. Wadsworth, Granite Construction and designer Horrocks engineers meant the Dixie team had the expertise necessary to find a solution to the space constraints. Theres a lot of experience here, and many new and innovative ideas were considered, Wiscombe says. For example, the joint venture used shotcrete walls to provide needed width by maxi-
Quick Thinking
Single-point interchanges are known for their efficiency relative to the volume of traffic they can handle, which made the design a good fit for the Dixie Drive project. However, even though the single-point interchange is more compact than other layouts, space constrictions still proved to be an issue for the joint venture. With an existing interchange to the north and a river to the south, Wiscombe says, making the interchange fit while maintaining the specified design/safety criteria was a design challenge.
Washington County Constructors

www.wadsco.com www.graniteconstruction.com Project cost: $60 million Location: St. George, Utah Employees on site: 80-100 Scope: Interchange/bridge construction
Theres a lot of experience here, and many new and innovative ideas were considered.
Scott Wiscombe, project manager
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The joint venture of Ralph L. Wadsworth and Granite Construction is building the Dixie Drive Interchange.
Civil | WASHINGTON COUNTY CONSTRUCTORS
Wiscombe says this is why the construction has been divided in to three different phases of freeway construction to meet this particular requirement. The traffic is not too bad, but there has been a lot of effort and constant vigilance in maintaining the traffic flow, he says.
Joint Effort
Wiscombe reports that the joint venture is about halfway done building the structures for the project. Work began in July 2010 and will mostly be done this year. However, phasing necessitated by the need to keep traffic moving will bump some of the work out into 2012. According to WCC, the project is expected to be completed including landscaping by July 2012. Wiscombe says the Dixie Drive Interchange is not the first project the joint venture of Ralph L. Wadsworth and Granite Construction has tackled together, and it likely will not be the last. He says the combination of skills the contractors bring to the table has been one of the primary reasons for the success of the project to date. Ralph L. Wadsworth has been building throughout the western half of the United States since 1975. The company says a team approach is part of its corporate culture. This approach results in a dedicated and hardworking workforce that will pitch in to see a project completed successfully and on time, the company says. The lengthy tenure of many of key employees is not only a tribute to the company, but benefits the project owner when a seasoned team is building their project. Our entire company works as a team and takes great pride in our projects and the Ralph L. Wadsworth name. Granite Construction works throughout the United States, and has been providing construction services since 1922. We are best known for transportation infrastructure projects including roads, highways, tunnels, bridges, mass transit facilities and airports, the company says. Granite also produces sand, gravel, ready-mix and asphalt concrete and other construction materials. Unusual among large contractors, Granite is equally effective at building both large and small jobs from small site developments to massive billion-dollar federal projects. Other key members of the Dixie Drive Interchange project team include Most Wanted Drilling LLC, Gerber Construction and JP Excavating Inc.
The joint venture expects the Dixie Drive project to be completed by July 2012.
mizing existing space. Wiscombe says this process allowed ramp and collector roads to essentially remain in the most efficient configuration without the added expense and time of a braided ramp scenario. We are seeing and constructing more of this kind of space-saving construction in Utah, he says. The joint venture also has made special efforts to protect the roadway in a known flood zone on the work site. Wiscombe says the area already has experienced severe flooding recently, but even though the protection is only partially constructed, it prevented the roadway and adjacent businesses
from becoming flooded. Those efforts are panning out, Wiscombe says. The city, state and local businesses have benefitted from those efforts already. The other challenge created by the project has been to maintain a consistent traffic flow on a vital thoroughfare. Its always a little bit of a challenge, Wiscombe says, although he adds that the situation isnt as congested as similar projects Ralph L. Wadsworth has completed in the Salt Lake City area. The joint venture is keeping two lanes of traffic open at all times on the Dixie Drive Interchange project, and
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The Kew Gardens of the interchange is one

busiest in New York City.
Civil | ECCO III ENTERPRISES KEW GARDENS INTERCHANGE
Well-Connected
ECCO III Enterprises Kew Gardens Interchange Everybody comes to the table to discuss goals individually.
KEW GARDENS INTERCHANGE IS A CRUCIAL CONNECTION FOR MANY NEW YORKERS. BY JAMIE MORGAN
ans in their redesign of the interchange because early every government official servmany Queens residents do not have cars but ing in or around Queens County, still need to be able to navigate through their N.Y., agrees that the Kew Gardens neighborhoods and over the highways that crissInterchange improvement project Construction cost: $148 million cross them. could not have come soon enough. Many Location: Queens County, N.Y. The project, funded by $71 million in 2005 drivers use this changing point daily to gather Employees on site at peak: 100 New York State Bond Act funds, $74 million from their bearings and head on to various routes Scope: Highway widening and state and federal sources and $3 million from local including Grand Central Parkway, the Van bridge reconstruction government and utility work, broke ground Wyck Expressway, the Jackie Robinson August 2010 and is expected to be completed in Parkway and Union Turnpike. It is also 2016. The NYSDOT commissioned Hardesty & accessed by pedestrians travelling to the Hanover LLP to design the $148 million project Metropolitan Transit Authoritys (MTA) Amy Pazmino, project manager and contracted ECCO III Enterprises to carry out Briarwood subway station. the construction. The Kew Gardens interchange is among the Main facets of the project include widening a busiest in New York City, with more than a halfhalf-mile section of both north- and southbound Van Wyck Expressway million vehicles passing through it daily, according to New York State from Union Turnpike to Hillside Avenue by one lane; rehabbing two Senator Toby Ann Stavisky. I commend the [New York State Queens Boulevard bridges one over the Van Wyck Expressway and Department of Transportation (NYSDOT)] for also considering pedestriJUNE 2011 CONSTRUCTION-TODAY.COM
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Civil | ECCO III ENTERPRISES KEW GARDENS INTERCHANGE
Our staff that we have comes with a lot of knowledge.

another over Main Street; rehabbing the Hoover Avenue bridge over Van Wyck Expressway; and rehabbing the 82nd Street pedestrian bridge over Van Wyck Expressway to be ADA compliant. Roads including the Van Wyck and Queens Boulevard will also undergo extensive landscaping renovations. The Queens Boulevard bridges, which will accommodate three pedestrian plazas, are being constructed using pre-stressed concrete Northeast Extreme Tee (NEXT) Beams. NEXT Beams were developed by the Precast/Prestressed Concrete Institute (PCI) Northeast and a consortium of engineers from New York, Connecticut, Maine, Vermont, Massachusetts, New Hampshire and Rhode Island. According to PCI, the stout, double-T design minimizes both manufacturing and installation labor. It also is ideal for bridge spans between 30 feet and 90 feet and designed to withstand harsh northeastern winters. This is the first time the NYSDOT has used NEXT Beams in its projects, ECCO III Project Manager Amy Pazmino notes.
Kew Gardens project is The largest highway project ECCO IIIs as sole general contractor.
Very Good Success

As of May, ECCO III was in the midst of reconstructing subway entrances and a pedestrian tunnel. A new pedestrian bridge spanning over the newly widened Van Wyck Expressway will replace the existing span in the last stage of the project. ECCO III is also rehabbing the Hoover Avenue bridge, the Queens Boulevard bridge over Main Street and the Queens Boulevard bridge over Van Wyck Expressway, as well as widening the Van Wyck Expressway northbound lanes. ECCO III is subcontracting several tasks such as steel demolition and erection, pile augering , sign and guardrail installation, electrical work, landscaping, tile work in the tunnels, stone work on some of the bridges, painting, asbestos abatement of the bridges and trucking. We have had very good success with the subcontractors, Pazmino says. Some are new, some we have worked with in the past, and we make sure to help them as much as we can to facilitate things and ensure their success, she adds. Some of ECCO IIIs key partners include Bohemia Garden Center Inc. and Safety Marking Inc. As well as managing subcontractor work, ECCO III is self-performing concrete demolition, excavation, concrete work, drainage installation, and pile driving. Though this is its largest highway project as the sole general contractor, Pazmino says ECCO III is treading familiar ground on this job. The 40-year-old company has made a name for itself by working on big-ticket civil and infrastructure construction jobs such as highways, mass transit, bridges, dams, and wastewater and water treatment facilities. We have always done this type of work, says Pazmino, who has been with ECCO for more than 11 years. Our staff that we have comes with a lot of knowledge, she adds. Most of our superintendents or project management staff are either engineers or professional engineers, and we have a lot of expertise. ECCO III has worked on several projects with NYSDOT in the past 20 years and has maintained a positive working relationship with the state for just as long. Pazmino credits this to the departments commitment to fostering cooperation. NYSDOT and ECCO III sponsor a partnership meeting before each project begins, she explains. They bring in parties like the utility companies, the New York City Department of Environmental Protection and the MTA, and everybody comes to the table to discuss goals individually and ways to make sure all the goals are being met the best they can. Examples on this project include the Briarwood station renovations for the MTA as well as the coordination of the temporary relocation of water, gas and electrical lines so as not to disrupt utility services. Each agency identifies needs and whats important to them, Pazmino continues. We stay true to that to make sure everybody is happy. Its still early in the game, but so far it has been successful.
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Civil | II IN ONE CONTRACTORS INC.
Deep Tunnel Work

II IN ONE CONTRACTORS HAS BEEN WORKING DEEP UNDERGROUND IN CHICAGO. BY RUSS GAGER
II in One Contractors Inc. is finding opportunities in underground work, such as installing sewer systems.
(( in One Contractors Inc.
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onstruction of the Deep Tunnel system in Chicago has been ongoing for more than 30 years. A project of the Metropolitan Water Reclamation District of Greater Chicago, the 130-mile network of tunnels acts as a reservoir to divert stormwater from spilling into rivers and lakes during heavy rainstorms. The concrete for a new portion of that system is being poured by II in One Contractors Inc. in rock 220 to 260 feet deep. This challenging work involves installing rebar, pouring concrete and placing precast at those depths in tunnels from 7 to 15
feet in finished diameter. The work were doing in some respects is traditional concrete work, but in a different environment, President and Partner Bob McGee points out. Certainly the environment is a lot more challenging and much more hazardous. You have to continuously monitor the air quality. Its a very wet environment, so its raining all the time. Water is dropping on you all the time when youre working, and you have very limited access. So everything youre doing is in tight quarters, he explains. Everything is vertical in
www. 2-in 1. com Contract value: $8.5 million Site location: Chicago Employees on site at peak: 35 to 40 Scope: Concrete and rebar work
We did $1 million to $2 million worth of work in that location, and all you see is a cover. Bob McGee, president
terms of lifting everything with your crane in a limited location. It requires a lot more planning, and you cant do things nearly as swiftly as you can when youre working on the sur-
face. Fortunately, II in One Contractors has experience in working in such environments this is the fourth Deep Tunnel project the company has done since its founding in 1984.
Safety Underground
McGees employees have general construction experience with concrete, enhanced by specialized safety training for the underground environment. While its a very different environment, its fundamentally the same kind of work that we do as concrete construction, he points out. For us, the biggest difference is the environment, not the actual work that were doing. So you do need experienced people that can see and make the adjustment to be able to be effective in this environment. There is special safety orientation and training, but its fundamentally the same its still concrete construction for us. That safety training for the 150 carpenters, laborers and operating engineers on the work crew is being provided by the general manager of the project for which II in One Contractors is a subcontractor Kenny Construction, Northbrook, Ill. Kenny has a whole safety organization they have safety officers
assigned to each shift when theyre working multiple shifts, McGee notes. So corporate safety people are also onsite full-time. Safety people are on every shift, and then we also have our own corporate safety officer who works really closely with our superintendent and our own foreman. Our corporate safety people cover our whole company.
Aging Infrastructure
For the project extending under 39th St. in Chicago, an old brick sewer 20 feet in diameter and possibly up to 100 years old is being replaced with a new sewer tunnel of the same diameter that is being built approximately 260 feet deep. That old sewer services so large of an area that they needed to create a temporary bypass to even work on it, McGee points out. A network of drop shafts at six locations from Lake Michigan along 39th Street to Racine Avenue will divert water from the old tunnel to the new one. Kenny Construction did the drilling, blasting, shooting and mining, McGee reports. Our work has been setting the precast and doing poured-in-place reinforced concrete. II in One Contractors is doing the rebar
installation for the boots and the exit conduit, which is a tunnel at the same elevation as the main tunnel. It comes off of the drop shaft that connects the upper level sewers to the tunnel itself, McGee explains. They dont come in right on top of the tunnel they come in on an offset. You have a shaft, then you have a horizontal tunnel that leads into the main tunnel. So the flow from the upper level sewers doesnt drop in the center of the tunnel shaft itself. Kenny Construction is doing the concrete for that section.
Rebar and Precast

The project started two years ago, but II in One Contractors began its portion of the project in spring 2011 and is scheduled to complete it in spring 2012. Once they finished the mining of the tunnel and after they did the mining of the main tunnel, then we started on our work in tying rebar in the existing conduits and all our surface work starting with the precast and building the structure, McGee explains. II in One also is placing precast pipe in vertical shafts 150 feet long. To create the actual finished shaft, we place precast pipe vertically in the shaft and pour concrete behind it,
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Some of II in One Contractors projects have involved building overflow sewers.
Civil | II IN ONE CONTRACTORS INC.
McGee continues. So we set the vertical precast and place the concrete behind that to create the finished shaft. Once we complete the precast and grouting of that precast activity, then theres a structure its called a rollover structure that comes off of the top of the shaft that would tie into an upper level conduit. The conduit ties into another structure that connects to the upper-level sewer. This allows you to divert the waste from that sewer into the entrance conduit to the tunnel, McGee notes. Were building the infrastructure and the entrance conduit as well as the connecting structures all the upper level work which is 30 to 40 feet underground in a sheeted and shored excavation. Most people do not realize the amount of work that may lie under their feet. We will build a million-dollar structure anywhere from 40 to 60 feet underground, and when we finish, all youll see is a manhole cover, McGee marvels. We did $1 million to $2 million worth of work in that location, and all you see is a cover. Sometimes it could be a standard size. In the case of a vent over a shaft, it could be 7 or 8 feet in diameter. Youll see them in parkways, streets and places like that. Theyre not very noticeable unless youre knowledgeable.
Above Ground
II in One Contractors also is building projects above ground. Several of the ones nearing completion follow. At 62nd Street and Cottage Grove Avenue in Chicago, the company is excavating the site, pouring the concrete and installing the masonry for a new three-story housing project. The company also is doing the site work, excavation and installing all the con-
crete for a series of town houses and a ninestory residential building on Division Street at Larrabee Avenue. At Larrabee Avenue and Oak Street in Chicago, II in One has completed approximately 85 percent of the concrete for an eight-story building called Parkside Cabrini Green at the site of a public housing development. At 57th Street and Cottage Grove Avenues in Chicago, II in One in partnership with James McHugh Construction Co., Chicago, performed the concrete for a new hospital at the University of Chicago. In a joint venture with Walsh Construction, Chicago, II in One will build two reservoirs for the Metropolitan Water Reclamation District of Greater Chicago at the Thornton quarry southwest of Chicago. II in One also installs reinforcing steel for bridge contractors and rebar for a variety of major general contractors. The company works mostly in the Chicago area, although it has done work in Milwaukee. Past projects to which the company has contributed include Chicagos Millennium Park, a massive, nine-block-square collection of fountains and sculptures. Were kind of a strange company, according to McGee. For a small company, we are incredibly diverse. We kind of go with the market opportunities that present themselves, and as it turns out right now, the majority of market opportunities are in underground work.
Working Relationship
II in One says projects like the Deep Tunnel project require good relationships with subcontractors and vendors. The companys key partners include OLeary Equipment and Walsh Construction.
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$55 million expansion of The Oakley Ironhouse WWTP will the treat 4.5 million gallons daily.
Civil | WESTERN WATER CONSTRUCTORS INC.
Flowing Strong
WESTERN WATER CONSTRUCTORS IS PROUD OF ITS WORK ON TWO CALIFORNIA PROJECTS. BY ALAN DORICH
as Western Water, it has increased the scale of its s a 100 percent employee owned work from $15 million to $55 million projects, company, it doesnt hurt that Eli McGarva says. Western Water Constructors is a www.westernwater.com family run firm. In fact, Project 2010 revenues: $60 million Manager Eli McGarva says, the family leaderThe New Filing Cabinet Headquarters: Santa Rosa, Calif. ship has nurtured friendly connections One factor critical to Western Waters success is its Employees: 100 through its team that help make the work go adoption of state-of-the-art technology, McGarva Specialty: Design, construction, much easier. says. He explains that Western Water has developeration and maintenance of water [We have several] father-son duos out in oped its own management software that allows the and wastewater systems the field, he says. We have several roomcompany to track jobs online and complete papermates, best friends and cousins working side work electronically. Eli McGarva, project manager by side. We all get along very well. Its kind of our online filing cabinet, he says, Based in Santa Rosa, Calif., Western Water adding that Western Water designed it to be simspecializes in the design, construction, operaple for its employees to use. Our superintendents tion and maintenance of integrated water and came through the trades and many dont have wastewater systems. The firm started operations in 1953 as Kirkwoodextensive computer experience. Bly, a general engineering contractor. Weve been using it for five years and it has evolved, he continues. In 2001, McGarvas father, President and CEO John McGarva, and four We add more and more tools to it as we have time. Some of the tools other partners purchased the firm from majority owner John Bly. Today, include a timesheet module, a daily module, a tool tracking module, an
Western Water Constructors Inc.
We all get along very well.
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RFI module, a change-order module and the electronic filing cabinet.
Western Water says its status as a family company

is one of its strengths.
Civil | WESTERN WATER CONSTRUCTORS INC.
Pump It Up
Western Waters recent projects include the new Lake Merced Pump Station facility in San Francisco. The current station, which was built in 1952, pumps and treats approximately 60 percent of the citys drinking water, according to McGarva. The company has a contract of $32 million to provide the systems for the replacement station, which features new pumps to send water to the reservoir. In addition, the new station will guarantee that the city has water in the case of an earthquake. This will be managed by replacing two existing vertical turbine pumps that pump water directly out of Lake Merced to the citys water supply if the main line is broken during an earthquake. Western Water has kept the original pump station operational during the project. Weve been [here] for a year and eight months and we havent had any disruptions to the existing plant, he says, noting that the two plants are on the same site, approximately 60 feet apart. McGarva has high praise for its client, the San Francisco Public Utilities Commission (SFPUC). Their onsite staff has been very good to work with, very fair and honest, he states. SFPUC could be one of our best owners to work for, he says, praising the commissions residential engineer, Thomas Jang. He has been instrumental in keeping the project moving forward and on schedule.
Beyond the Ordinary

Western Water is also at work on the expansion of the Oakley Ironhouse Waste Water Treatment Plant in Oakley, Calif. The project, with a budget of approximately $55 million, is different from what the company is used to, Project Manager Micah Addison points out. Usually, Western Water goes into a plant and expands it, he says, explaining that in this case, the company instead came to a greenfield site to construct its systems. When finished, the plant will treat 4.5 million gallons of wastewater a day and feature a new influent pump station, anoxic/aeration basins, a membrane bioreactor structure, and chemical/blower, UV and solids-handling buildings. Addison notes that Western Water tied into the existing manhole at the head of the existing plant and installed 2,700 feet of 30-inch pipe as well as 12 new manholes connecting the old plant to the new one.
[The project has] been in the planning stages for eight years, he says, noting that he is proud of the firms placement of the outfall pipeline at the San Joaquin River. It was quite a chore to be installed, he says. The 500-foot discharge pipeline reaches depths of 45 feet and allows the plant to discharge water into the San Joaquin River. We dont know of a deeper outfall pipeline thats ever been installed in the region, he adds. The last section of the pipeline has 16 diffusers that allow wastewater to be distributed without affecting plant and marine life. [The discharge is] actually cleaner than the water in the San Joaquin River, he states. The Oakley Ironhouse expansion is aiming for completion this October, according to Addison. Construction is pretty well complete, he says. Weve completed startup on the influent pump station and headworks. Well complete start-up on the aeration basins, MBR and chemical/blower building, [and] continue structure by structure until all
the functional and operational testing is complete, he says. Right now, were just powering up all the gear and equipment and making sure it works correctly, before introducing sewer to the plant.
Keeping Busy
Both McGarva and Addison see a strong, busy future for Western Water. We are a low-bid contractor, Addison says, noting that the company is willing to travel far for its clients. [Well] continue to go after what we can. McGarva also predicts that the company will take on more projects for the SFPUC. They have a lot of wastewater [projects] coming out, he says.
Essential to Success
Western Water's continued success on water and wastewater systems also is thanks to its key partners. These include such firms as Cats 4U Inc., Farrell Design-Build Companies, Tesco Controls and Cook Concrete Products.
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Civil | CAPRIATI CONSTRUCTION CORP. U.S. 95 NORTHWEST CORRIDOR IMPROVEMENTS PROJECT
The Road to Real Progress
CAPRIATI CONSTRUCTION MAKES MAJOR PROGRESS ON THE U.S. 95 PROJECT. BY JAMIE MORGAN
he busy U.S. 95 Northwest Corridor in Las Vegas is undergoing a major fivephase improvement to increase safety and decrease congestion. The Nevada Department of Transportation (NDOT) awarded Capriati Construction Corp. the $69 million first phase, which includes extensive work that only an experienced firm can handle. We started last August, and the job is on schedule and will complete in spring of next year, says Capriati Chief Estimator and Project Manager Shane Surber. As far as current progress, we are really spread all over the project. Everywhere we can be, we are. We have operations undergoing on the entire project. The first phase covers approximately six miles from Washington Avenue to Ann Road. Project specifications include widening of the north- and southbound lanes from six to eight lanes and will accommodate a new high-occupancy vehicle lane. The team will also widen two existing bridges, one at the Gowan Road and 95 underpass and the other at the Cheyenne Avenue interchanges. The Cheyenne interchange will consist of a loop ramp that will better accommodate heavy traffic. At the north- and southbound interchanges at Rancho/Ann Road, Capriati will construct a new bridge on each side to improve efficiencies for vehicles entering and exiting the highway. This interchange is close to Las Vegas Sante Fe Station Casino Hotel, resulting in lots of traffic. They are improving access to that facility, Surber says. Its a very busy part of town and the Sante Fe Casino has a lot of traffic congestion. So this will improve traffic flows on the 95 and improve on and off ramps at that location. In addition to these improvements, Capriati is constructing 18- to 32-foot-tall sound walls along the entire stretch to help control traffic noise for residents. The height of each colorstained wall is determined by the roads eleva-
T
schedule to six-mile first phase of Nevadas U.S. Corridor Capriati Construction isbyonspring 2012. Itcomplete the the north- and southbound lanes, as95 Northwestbridges. Improvements Project is widening well as two
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ners, which include Southern Nevada Precast. Surber says this type of highway work is typical of Capriatis portfolio. Nearly 99 percent of the companys work is with government entities, and Surber says working with NDOT is www.capriaticonstruction.com always a collaborative effort. We, at Capriati, and Construction cost: $69 million NDOT emphasize partnerships, he says. We Location: Las Vegas have regular partner meetings every quarter. We meet to go over the status of the project and any Employees on site at peak: 100 Scope: Road and bridge improvements issues we have had, how they were handled and how to improve relationships and keep good relationships throughout the project. Capriati fosters this spirit of cooperation on Meets Weekly with Subs Shane Surber, chief estimator and project manager all of its projects, no matter the location. On projects of this size and complexity, Surber Capriati was formed in 1993 in Rhode Island says regular meetings are vital. Every week, the and moved to Las Vegas in 1996 due to the states plethora of work at the team conducts a one-month look-ahead meeting and subcontractor time. Surber says the company has maintained its volume despite the meetings are scheduled weekly. We have to plan weekly, daily and recession, due in part to federal stimulus funds that focus on infrastructhroughout the day, he says. We are very detail-oriented and planning ture projects. For the past year-and-a-half, the company has been a is one of our biggest things, as well as preplanning. We have to know licensed contractor in Arizona. In April, it received contractor licenses to where we need to go, how to get there and what to do when we get work in both North and South Dakota. there. These meetings keep Capriati on the same page as its key parttion in a given spot. Capriati says soil conditions in some areas required Capriati to install retaining walls before it could erect sound walls. As of May, the project was 30 percent complete. Capriati is performing all the work on site except the asphalt paving, electrical work, traffic control and highway striping and signage. Surber says the team effort has gone well as Capriati and its subs demolish the existing bridges, lay foundations for the new bridges and widen the roads.
Capriati Construction Corp. U.S. 95 Northwest Corridor Improvements Project
Planning is one of our biggest things.
Everywhere we can be, we are. We have operations on the entire project.
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Civil | DEPARTMENT OF PUBLIC WORKS GUAM TRANSPORTATION PROGRAM
Busy Building
O
nly 30 miles long, the island of Guam is an unincorporated territory of the United States that is honeycombed with roads and bridges. Home to several U.S. military bases established after the Japanese occupation of the island during World War II ended, the 214-square-mile island is undergoing a massive upgrade of its road and bridge infrastructure to meet the needs of its growing population and an increased military presence. The U.S. Marine Corps has proposed moving up to 8,600 Marines and their 9,000 dependents to the island from its military facilities at Okinawa, Japan, by 2015. This shift would increase Guams population by 20 percent. The islands seven major military facilities currently occupy 29 percent of its land mass, and the transfer of the Marines could increase that figure to 40 percent. It is against this backdrop and elections of a new governor and senators in its unicameral legislature in November 2010 that the islands
A SERIES OF IMPROVEMENTS PREPARE GUAM FOR AN INCREASED MILITARY PRESENCE. BY RUSS GAGER
Department of Public Works (DPW) is overseeing the Guam Transportation Program. It involves widening and repaving many roads along with upgrading, reconstruction or replacement of many of the islands bridges. The 2030 Guam Transportation Plan calls for creation of a Haul Road Network of the routes most likely to be used by the military. Those routes then would be improved where needed to provide the traffic capacity and structural integrity necessary for military, civilian and cargo truck traffic. In terms of what we are doing now, a lot of it is just absorbing the current growth and development on Guam, DPW Director Joanne Brown declares. Marine Corps Drive our most traveled road on Guam was only a two-lane road. Now major parts of it consist of three lanes on each side to accommodate growth. The main roads dont last forever, and they have to be rebuilt and resurfaced.
Reconstructing bridges is only part of the improvements

being made in Guam.
Guam is preparing haul roads to be used by the U.S. military in the near future.
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Bridging the Gap

Refurbishment and in some cases replacement of bridges is being performed with a variety of methods. In some cases, temporary bridges can be constructed to handle traffic while the old bridge is demolished and the new one constructed. However, many bridges must be replaced one side of the road at a time, sometimes because additional easement for staging is unavailable. Although much of northern Guam is relatively flat it was formed by two coral reefs that fused at the center of the island southern Guam is more mountainous from ancient volcanic activity. You have those two varieties of terrain here as a result, Brown points out. This influences road and bridge construction. The cost of road construction work varies according to its complexity. For one project on Route 3 up next to the military base they are looking at expanding, they will be spending $60 million on a 3-mile stretch of road to address utility issues and put the road in place
Department of Public Works Guam Transportation Program

www.guamtransportationprogram.com Location: Guam Scope: Roads and bridges widening and new construction
I have no reservation to shut down a project if theyre not meeting requirements.

Joanne Brown, director
to the design standard they would like to see, Brown marvels. The DPW mediates between the needs of the community and the military on projects that require it. For example, with the proposed roadwork on Route 3, the DPW is evaluating proposed design plans to accommodate a new base entrance and incorporate traffic access for
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an elementary school across the street. Presentations are made about such changes before they are designed to solicit community input.
actions. On some of our projects that I have inspected over the past several months, those things have been an issue, and some very credible firms have been working for us.
Civil | DEPARTMENT OF PUBLIC WORKS GUAM TRANSPORTATION PROGRAM
Contractors Evaluated
Each road or bridge project is put out for bid and contractors are selected on that projects criteria. Much of the funding for these projects is from the U.S. Federal Highway Administration (FHA) and the U.S. Department of Defense. In addition to the DPWs inspection efforts, construction managers are hired to supervise the many road and bridge projects. Were not currently capable with the significant increase in the amount of projects of being able to do all that in the department in the short term, Brown points out. DPWs success on its projects is tied closely to its partners, which include Hawaiian Rock Products and International Bridge Corporation. Coming in with the new administration, Brown has been on the job for four-anda-half months, and DPW Deputy Director Carl Dominguez has been on the job for four months. She intends to increase the departments on-the-job oversight capabilities. We see a need to strengthen those areas to make sure roads and bridges are being properly constructed to standard, Brown asserts. The new administration is setting requirements for a new level of consistency. From my perspective, there should be consistency in the quality of work that we receive from the contractors, Brown emphasizes. I see things like safety issues not properly addressed on the job site or erosion control standards not being properly implemented. Im concerned if our construction managers and inspectors are not catching these concerns and immediately requiring contractors to take corrective
Improved Landfill
Three new bridges to a new landfill site on the south end of the island in Layon are being constructed simultaneously, and within only a few miles of each other. The current landfill developed after World War II in the center of the island is reaching its capacity, so a federal court order mandated construction of the new, modern landfill. The new bridges will be strong enough to handle the weight of refuse trucks. A 60-year-old bridge built after World War II in the capital city of Hagatna will be totally reconstructed at the expense of the Department of Defense to address safe passage between Andersen Air Force Base and Naval Station. Occasionally discoveries are made in the course of construction. Ancestral human remains were discovered at the Ylig Bridge adjacent to a coastal area and the proper archaeological preservation steps were taken to ensure that due respect is paid to our ancestral remains and artifacts and, at the same time, still move forward with the bridge construction, Brown remembers. In April 2010, an unexploded World War II bomb discovered at the Ylig Bridge site had to be removed and safely detonated. We have exciting things here, Brown notes. Theres never a dull moment on Guam. In terms of Guams road activity, this is probably the largest number of projects happening simultaneously, and that will increase in the next year or two if things go as planned. This is unprecedented construction all at the same time for such a small island.
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Civil | ESSROC PICTON, ONTARIO
Cementing its Position
THE PICTON, ONTARIO, CEMENT PLANT OF ESSROC PRIDES ITSELF ON ITS QUALITY. BY KATHRYN JONES
of its Italian parent corporation, the Picton s a leading cement producer in North plant ships to terminals along Lake Ontario, America, Essroc Cement Corp. has Lake Erie and Lake Huron for ready-mix custhe capacity to produce more than www.essroc.com tomers in Canada and the United States. 6.5 million metric tons of cement Headquarters: Nazareth, Pa. Essroc produces cement for concrete, cement each year and is known for its quality, consis Employees: 1,700 for masonry and colored masonry. In addition, tency, innovation and exemplary service. Specialty: Cement We are vertically integrated in Canada in the A subsidiary of Italian cement giant sense that we own ready-mix businesses in the Italcementi Group, the Nazareth, Pa.-based Ottawa and Brantford-Cambridge areas, says company has grown to include six cement Mike Meysing, plant manager at the Picton plant. plants, two cement grinding facilities, one Mike Meysing, plant manager cement blending and packaging facility, 14 cement terminals, 30 ready-mix batch plants, Cornerstone Quality three aggregate facilities and two chemical Essroc prides itself on the quality of its product, admixture plants in Pennsylvania, Maryland, Meysing says. We work to make a very consisVirginia, West Virginia, Ohio, Indiana, Michigan, tent product ensuring that what our customers Puerto Rico, North Carolina, South Carolina, Massachusetts, New York, use today will perform the same as what they purchased last month, he Quebec and Ontario. states. We maintain consistency by following our quality standards Essrocs Picton, Ontario, plant opened in 1958 as Lake Ontario Cement throughout the manufacturing process. Co. It was acquired by Ciments Francais in the 1980s, and was subseEssroc follows American Society for Testing Materials (ASTM) stanquently acquired by Italcementi Group when it purchased controlling dards for strength. But we also have our own standards, which are interest of Ciments Francais in 1992. Benefitting from the vast resources above the ASTM standards, Meysing notes. Weve provided that for
Essroc Picton, Ontario
We have quite extensive support services capabilities.
Essroc says it is proud of its community involvement, such as donating crushed stone and cement for the construction of a youth skate park in Picton, Ontario. 140
such a long period of time based upon customer needs that, over time, it has become the basis for the quality thats being demanded in the marketplace. Essroc continuously seeks to improve its product quality and introduce new types of cement to the industry. The company developed its TX Active product line, which is a photocatalytic cement technology for self-cleaning and pollution-reducing concrete. The product has been utilized on a number of high-profile projects in North America and Europe including the Greenbuild 2010 Legacy Home in suburban Chicago; Sun Life Financial in Waterloo, Ontario; the Air France headquarters at RoissyCharles de Gaulle International Airport in Paris; and Ciments due Marocs headquarters in Casablanca, Morocco. The Picton plant is in the development stage of a new type of cement that Meysing describes as an environmentally friendly product based upon new standards set in Ontario regarding clinker ratio in the cement. This is brand new, Meysing remarks. Its not on the market at this time, but its a new product we came up with in following these new standards.
Along with its significant manufacturing capabilities, the company prides itself on its comprehensive customer support. We have quite extensive support services capabilities, Meysing says. The company maintains similar relationships with its suppliers, Meysing adds. We have very good working relationships with our suppliers, and we also hold them accountable to what they promise to deliver, he states. Key Essroc partners include Scott Environmental Group Ltd.
Doing the Right Thing

Essrocs corporate philosophy emphasizes safety as one of its core values. We are working to heighten awareness and not only correct facility deficiencies, but also to audit and observe employee behavior, Meysing says. We recognize that behavioral issues account for over 85 percent of industrial accidents, so we put a lot of emphasis on training for any of the common tasks that we do at the plant. We are proud of our safety statistics and communicate these statistics with the plant work force, and we also share statistics from the other plants. Community outreach is another corporate
objective that Essroc values. The company donates money and materials to a number of community initiatives. In Picton, the organization donated materials, such as crushed stone and cement, for a youth skate park in the community, as well as for the Wellington and District Community Centre in Wellington, Ontario, built late last year. Looking forward, Essrocs Picton plant intends to embark on several projects to upgrade and automate its production facility to increase its efficiency. The downturn has made us look at our business transactions and really work on taking out inefficiencies and developing cost control methods, Meysing says. We put a lot of effort into looking at how we were operating and determined that we could make some adjustments in our process to reduce our fuel and electrical consumption. Creating more efficiency in its day-to-day operations will benefit Essroc when the economy improves and demand increases. We see the market right now as being stable at this level, and we believe there will be some slight improvement this year with significant improvements in subsequent years, Meysing says.
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Civil | HAWKINS CONSTRUCTION COMPANY- INTERSTATE 80 PROJECT
Team Alignment
TO IMPROVE NEBRASKAS INTERSTATE 80, HAWKINS CALLED ON ITS EXPERIENCED TEAM. BY JAMIE MORGAN
awkins Construction Company works with the intent to master its field. From the beginning, the company has always aimed big. In fact, the first job brothers Kenneth and Earl Hawkins bid on and won was for the University of Nebraskas Memorial Stadium. That was in 1922, and by 1960 the company was grossing more than $20 million a year. In the next decade, it made a name for itself constructing major private and governmentowned office buildings. In the 60s, it made the leap into public works jobs, building wastewater and water treatment plants. In the early 80s, Hawkins applied its self-performing skills and equipment to heavy highway work, building the foundation to become the regions largest and most successful highway and bridge contractor, completing high-profile paving and bridge projects across the Midwest, according to the company. In the past two decades, Hawkins has completed many Nebraska Department of Roads (NDOR) projects. Previous projects include major expansions along Interstate 480 and Interstate 680 in the heart of Omaha, as well as some of the citys most recognizable bridges, including the historic 10th Street bridge and the twin mile-long, three-lane elevated West Dodge Expressway. Currently, Hawkins is overseeing completion of two of eight major projects NDOR has undertaken to expand Interstate 80 along the critical corridor between Lincoln and Omaha. The entire 44-mile project will increase I-80 from a four-lane to six-lane highway. The state kicked off the 13-year project in 2003. Three of the eight projects are completed and the remaining projects will have staggered completions into 2016. In total, Hawkins will have completed 18 miles of the project through separate contracts. NDOR contracted Hawkins for a portion that will widen a 5.8-mile segment from the Greenwood Interchange to the Mahoney Interchange. The three-phase project broke ground in April 2009 and is slated for a 2012 completion. It includes widening both the east- and westbound lanes, as well as the
I-80 in Nebraska Work on widening a 5.8-mile includes segment of the highway.
removal and replacement of four bridges. As of May, two of the bridges and the westbound widening were completed. Hawkins is now widening the eastbound lanes and constructing the remaining bridges. It is performing grading work and crushing concrete pavement that will serve as the base course for the eastbound lanes. Last winter, Hawkins was hit with tough winter weather, forcing the team to work longer hours and more days to maintain the schedule. There is a lot of work to do here and
under pretty stringent time frames that are typical of interstate projects, Vice President Tom Crockett says. We did have some typical weather interruption, but there werent any delays or challenges we couldnt overcome.
Above-Standard Subs
Hawkins is self-performing much of the work including sub-grade stabilization, 445,000square yards of pavement, laying 4,200 linear feet of culvert pipes and building 1,500 cubic yards of box culverts. For its subcontracted
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Crocket says. Traffic safety has been a key work, Crockett says Hawkins called on many focus, and we have a very good traffic control local companies on par with the companys subcontractor on the job. That is one of our quality standards. emphases of the weekly safety meetings to be This project wasnt out of the ordinary, but www.hawkins1.com aware of traffic at all times. with the amount of work done here it wasnt Construction cost: $35.7 million Hawkins maintains a proprietary Safe easy by any means, Crockett says. I would Location: Nebraska Production program on all of its job sites. The attribute the projects success so far to the peo Employees on site at peak: 40 company has maintained a 0.53 experience modple working on this job the owners representatives, the Hawkins personnel and our Scope: Road and bridge widening and ifier rate for the past three years. Hawkins safety improvements team includes a safety manager and risk assessor subcontractors. They have all bought into the and the company holds quarterly management goals of the project and have done everything safety meetings and weekly field safety meetto see that those are met. Hawkins key partings. Hawkins says safety is a core component of ners include Pink Grading. Tom Crockett, vice president its success since it contributes to the health and The entire I-80 expansion not only will welfare of its workers and those around its widen 44 miles, but also improve 41 mainline work sites. It also keeps clients cost down. bridges, 23 bridges over I-80, 11 interchanges, three rest areas and two Hawkins Constructions safety record far exceeds the industry averweigh-station facilities. NDORs goals are to increase capacity; repave age, the company states. This means lower insurance costs with our some areas that are nearly 40-years-old; widen existing shoulders; and savings passed on to our clients. But most importantly, our EMR repreimprove safety, road alignment and sight distance. Hawkins goals are to sents our commitment to the health and welfare of our employees and complete all its tasks within budget, on time and safely. others on or around our job sites. We have weekly safety meetings and pretty extensive training,
Hawkins Construction Company - Interstate 80 project
With the amount of work done here it wasnt easy by any means.
I would attribute the projects success so far to the people working on this job.
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specializes McCoy Gradingwork and in grading, site storm sewer work.
Civil | MCCOY GRADING INC.
Graded Highly
helps GPS technology with precise McCoy Grading measurements, it says.
company has a lot Thework related toseenfederal of the stimulus package recently.
hen working on far-flung highway grading and site preparation projects, not having to start and end each day at the office or yard is a real benefit for employees and the company. Internet connections through cell phone towers, laptop computers for employees and special software platforms enable McCoy Grading Inc. to monitor its jobs as if its managers were onsite. Everything is done electronically the timecard, daily production, notes and everything, Vice President Jean McCoy points out. It allows employees to upload their timesheets and information to an FTP site, download and review and approval is completed in the office. This allows President Darrell McCoy, Jean McCoy and other managers to know the next day whether a job is doing well or poorly instead of waiting for the financial reports to be completed. The software also allows accurate bid preparation because costs are tracked. McCoy Grading Inc. uses GPS technology in its bulldozers and grading equipment to reduce onsite staking. The GPS will tell them where theyre located and if they need to cut or fill, McCoy notes. It allows equipment to increase production by 25 percent and exceed tolerances of 1/8 inch within 10 feet of straight edge. It tells them when to raise and lower the blade, Darrell McCoy explains. Its fully automated. When you set the grader down, you swap the machine over to the automatic operation. The operator then just steers the machine, and as long as you stay within 2 inches above or below of grade, it will run itself. If tolerances exceed 2 inches, the operator must return the equipment to that spot manually and redo that section. The purpose is to handle material only once, he says. Its an expensive investment, but it will pay off for us eventually, Jean McCoy maintains. There are some specifications that require that you use GPS to final grade on some roadways. Using these GPS systems requires a highly skilled employee in the office to map out each job using manual calculations. Not just anybody can do that, she points out. It takes a lot of checking, double-checking and fact-checking www.mccoygrading.com before you send that file out.
MCCOY GRADING USES THE LATEST TECHNOLOGY TO IMPROVE SITE PRODUCTIVITY. BY RUSS GAGER
McCoy Grading Inc.
Location: Greenville, Ga. Employees: 75 2010 revenue: $20 million Specialty: Grading, site preparation and storm sewers
Making the Grade

McCoy Grading Inc. owns approximately 65 pieces of heavy equipment and a fleet of 16 pickup trucks, three dump trucks, two field trucks, three low-boy trucks and three field service mechanics trucks. These keep overhead costs higher than those of some of the newer companies who may just be renting their equipment and bidding too low on jobs. A lot of companies are bidding site work,
A lot [of companies] dont really know whats involved in doing commercial sites.
Jean McCoy, vice president
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McCoy reports. That is keeping margins low because a lot dont really know whats involved in doing commercial sites. Theyve done residential, and then they move over to commercial, and they dont know the whole scope, so sometimes theyre way underbidding. Were seeing a lot of cities and counties go to bidder prequalification, and that weeds out some people who dont have the capacity to do jobs who are just bidding for cash flow. But most of the time, the low bidder gets the job.
New Headquarters
At first, McCoy Grading Inc. was operated out of the McCoys home. But after several years, they rented a single-room office in a strip mall, and then transitioned several more years later to a 1,500-square-foot building. In 2008, McCoy Grading moved into a new 10,000-square-foot building with office and shop space and a fenced-in yard for trucks and equipment. divided four-lane highway. Started in April 2010, the project is due for completion at the end of March 2012. A $6.9 million project expanding three miles of two-lane highway to three lanes in Butts County near Jackson. The project also is moving the highway 12 feet further away from a railroad track it parallels. Started in April 2010, this project is due for completion in February 2012.
ARRA Influential
Three recent McCoy Grading highway projects had some portion of their cost paid for by funds from the American Recovery and Reinvestment Act. They were: Three miles of two-lane highway in Terrell County, Ga., near Dawson, completed for $3.3 million in March 2011. A portion of the existing asphalt was retained and widened to remove some steep curves. McCoy Grading used three subcontractors for painting, striping and signs. A $16 million project converting 8.1 miles of two-lane road from Eatonton to Milledgeville in Putnam County, Ga., to a
Private to Public
McCoy Grading Inc. was founded in 1986 by Darrell McCoy and his brother Jeff, whose half
of the company was bought by Darrell and Jean McCoy in 2007 when Jeff left the partnership. Darrell and Jeans son Daniel now is vice president of operations and their daughter, Crystal Jones, is working with Jean on the financial and compliance side of the company. Jeff now is running his own smaller construction company and does mostly private work. McCoy Grading Inc. moved from ponds and the residential work such as septic tank installation it had performed since it was founded to commercial work in 1992 when the residential market slowed. Then around 2000, when the commercial market started slowing, the company moved about 60 percent of its business to state and municipal work and the rest commercial. Since 2008, state and municipal work is nearly 90 percent of the business and commercial the rest, most of it within the southern half of Georgia south of I-20. We were like 25 when we got into the business, McCoy says. Darrell built a pond for a guy and liked it, and it grew from there. We didnt have a lot of experience we were both just publicly employed and didnt really want to depend on someone else for our livelihood. We were trying to control our own destiny.
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Civil | FLORIDA FLOW CONTROL INC.
Flowing Steadily W
FLORIDA FLOW CONTROL MAKES CLIENT SATISFACTION ITS NO. 1 GOAL. BY ALAN DORICH
hen it comes to water, people tend to focus on the preservation of it more than its movement. But at Florida Flow Control Inc., that movement is the very focus of its business. Based in Wellington, Fla., the company provides specialty water and wastewater contracting services to public, private and commercial owners. Project Manager and Estimator Felipe Lofaso helped evolve Florida Flow Control in 2009 as a separate division of Chaz Equipment. At the time, Lofaso explains, he and his partners saw a need for a firm operating in south Florida that could provide line stopping, wet tapping and valve insertion services. We felt not only we could do the work, but perform at a higher value of service, he recalls. Today, the company employs a staff of only five, but serves such clients as Disney Resorts and Parks, the city of Ft. Lauderdale, Fla., and the city of Tallahassee, Fla. As a specialized water and wastewater company, we are constantly in search of new opportunities within our industry to provide innovative products and services that create real world solutions to the everyday problems of aging infrastructure and the ever-growing need for water distribution and wastewater treatment, the company says.
Florida Flow Control specializes in water and wastewater projects throughout Florida.
Goal of Satisfaction
Florida Flow Control always considers the clients satisfaction to be its main goal, no mat-
Florida Flow Control Inc.

www.floridaflowcontrol.com Sales: $800,000 Headquarters: Wellington, Fla. Employees: 5 Services: Water and wastewater contracting
Every job is considered an utmost priority, whether its a $50 job or a $100,000 job. Felipe Lofaso, project manager 146
ter what the size of its project may be, Lofaso declares. Every job is considered an utmost priority, whether its a $50 job or a $100,000 job, Lofaso explains. In addition, Florida Flow Control keeps close communication with its clients and makes sure all of the paperwork is available online for them to review. We try to make sure were almost perfect, he says. Recently, the company completed work on a lift station rehabilitation for the Village of Wellington. Before Florida Flow Control and Chaz Equipment stepped in, They had a lot of issues with lift station sewage overflows, Lofaso says. This led to conflicts with EPA regulations. However, We were able to get to work and solve that problem for them, he says, noting that the projects total value was $150,000.
During south Florida rain events, the level of rainfall infiltration would cause the sewer system to surcharge because of failing components in the system. We replaced non-functioning mechanical and structural components so that the lift stations would perform at peak capacity and not surcharge, he says.
Industry Evolution
Before Florida Flow Control, Lofaso was a project manager and estimator for Chaz Equipment. We bid very large construction projects [at Chaz], Lofaso recalls, and during that time he saw many underground pipe projects through to completion. Recently, at Florida Flow Control, Lofaso has seen changes in customers requests. Previously, when clients had emergencies, they usually requested temporary line stop-
Proud Contractor
Based in Wellington, Fla., Chaz Equipment Co. Inc. says it is a full-service underground construction, infrastructure reconstruction and rehabilitation contractor for clients throughout Florida. The success of Chaz Equipment Co. has grown from the roots of hard work, dedication and a sense of pride in the work that we perform every day, it says.
also adding value to their infrastructure system with a value producing asset. Line stoppages are becoming obsolete, he says. Weve seen an evolution from the old way of doing temporary [solutions] to utilizing these permanent assets in their systems.
tribes to utility directors. He has a skill for listening to the customer needs and offering solutions pertinent to their problems.
Working in Tandem
Lofaso says the company also has good relationships with its vendors. We dont consider them just a supplier of something, he says. We work in tandem with their [operations]. When theyre talking with our customers on how they can incorporate our services into their sales, we dedicate part of sales to that, he says. We help them sell valves and we help them put them in. Florida Flow Controls key partners include Advanced Valve Technology.
Instrumental People
Lofaso praises his team at Florida Flow Control, including General Manager and Superintendent Shawn Petty. He was one of the instrumental people in founding the company and helping take it to the direction it is in now, he says. Shawn is the type of person that has an idea and builds it without hesitation, Lofaso says. As valve insertion technology is evolving, Shawn has been at the forefront with working with the manufacturers of the insertion valves to give comment, critique and help innovate those products to better serve the end user. Another key member is Lead Sales Consultant Kevin Trost. He has been [essential] in helping grow the business throughout the state of Florida, Lofaso says. Kevin has developed relationships with customers ranging from Indian
pages so that components could be replaced. What weve seen [lately] is line stopping has evolved into valve insertion, he says, explaining that customers are now looking for a more permanent solution. In the valve insertion process, valves are installed on live mains under pressure. The need for additional isolation valves is a common complaint amongst utility owners, he says. In an emergency line breakage or repair situation, they are looking for the safest way to isolate that section of main and repair it. With valve insertions, they are not only creating new isolation points in their system, but
Excited for the Future

Lofaso says Florida Flow Control notices an upswing in improvement projects on aging infrastructure. Were seeing a lot of the utilities start to fail, he states. In addition, Were seeing a future [where] instead of new pipe installs, we tailor our work towards the need for new valves in the system, he says. Thats what were really excited about. Were seeing [the industry] start to evolve in this economy.
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Civil | MARTEL CONSTRUCTION
Big Sky Project M
MARTEL CONSTRUCTION LEADS THE EXPANSION OF BOZEMAN, MONT.S GALLATIN FIELD AIRPORT.
ontana is known as Big Sky Country, and even though that mainly refers to the wide-open vistas the state is known for, there are some big things going on in the air at Gallatin Field Airport in Bozeman, Mont. With the help of Bozeman-based Martel Construction, the airport is putting the finishing touches on a significant expansion of the terminal building that will make it the states largest domestic airport. The $40 million expansion will more than double the size of the terminal building, according to the airport. The project will expand the number of gates from five to seven, provide a greatly expanded passenger screening checkpoint, add a third baggage claim carousel and increase food, beverage and retail concessions, particularly inside the concourse, the airport says. The project will also accommodate the increase in passengers that is expected over the next 10 to 15 years. Currently, Gallatin Field Airport serves more than 700,000 passengers each year, and the airport expects that number to increase substantially over the next few years. At the end of two years, southwest Montana will have a world-class air transportation facility that will be capable of efficiently handling more than 1.5 million passengers each year, according to the airport. When the project was announced in 2009, Airport Authority Chairman Richard Roehm said having the expansion in place early would help cement the airports place in the region
Martel Construction
www.martelconst.com Project cost: $40 million Location: Bozeman, Mont. Employees on site: 175 Scope: Airport terminal expansion
on Gallatin Martels workwill make it Field Airport
Martel Construction meets our clients most discriminating tastes. Martel Construction
the largest domestic airport in Montana.
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and make it an attractive hub for airlines. The airlines shop around and operate out of locations that give favorable rates and facilities, Roehm says. We have been successful in the past by staying ahead of actual need, and we will maintain our competitive posture by constructing this new facility.
Growth and Values

Martel Construction was selected to spearhead the construction of the terminal expansion, and the company says its decades of experience in multiple sectors have helped it on projects such as this one. We have built multimillion-dollar properties in several western states and are licensed in Montana, Idaho, Washington and California, the company says. Originally a father-son contractor team based in Bozeman, Martel Construction has developed from its humble beginnings in 1960. Our family grew the company to employ approximately 150 construction professionals working from two offices and managing projects in several western states, the company says. This expansion has been spurred by an unwavering commitment to quality and atten-
tion to detail, the company continues. Among our projects are schools, churches, athletic venues, libraries, hospitals, offices, restaurants, hotels, retail stores, apartments and high-end residential estates. However, the company says it hasnt forgotten the values that have led to its success. Despite our growth, we have stayed true to our original values, the company says. Martel Construction meets our clients most discriminating tastes, from custom residential projects to complex commercial buildings. Our commitment to quality and detail, as well as the completion of projects within anticipated budgets and prescribed deadlines, are all values that the Martel family instilled in the business over five decades ago.
Leading Contractor
As one of the leading contractors in Bozeman, Martel Construction has a broad range of experience in multiple sectors, and the company says it has achieved a high level of success in many of them. Martel Construction was awarded the Montana Contractors Associations [MCA] Best Custom Residence Award for 2006, 2007 and 2008, the company
says. Our residential work has been showcased in many regional and national magazines in addition to the Travel Channels Great American Lake Homes program in 2003. We also have extensive historical restoration experience in Yellowstone National Park as well as helping private owners retain or regain a structures original beauty, the company continues. In 2008, we were awarded the Best Historic Restoration Award by the MCA for our restoration efforts at the Old Faithful Lodge. In 2010, the MCA awarded us their Excellence in Craftsmanship Award for our replication of 100-year-old construction in creating an addition to the Ketterer mansion in downtown Bozeman. In addition, our civil construction includes detention facilities, parking structures, schools, and sports and recreation centers, the company adds.
Proud Partners
Martel Construction says the work of numerous subcontractors and vendors has contributed to its success over the years. The companys key partners include T&L Painting Inc. and Steel West Inc.
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Residential
Keeping Wise Counsel
By Clinton A. Wright
For widely varying reasons, most construction organizations consider the hiring of a lawyer to be a necessary evil and do not seek legal advice, even during those portions of a project most likely to impact profitability.
Although some firms maintain an in-house legal staff, they are in the minority. The majority of firms contact a lawyer only after a dire situation arises that threatens immediate and significant economic impact, such as the need to file or defend a lawsuit. Such an approach is the functional equivalent of skydiving without making certain that the most skilled individual available has packed your parachute. The landing can be unpleasant, especially in todays less-thanbooming marketplace, with smaller-than-ever profit margins. The psychology that motivates contractors to minimize legal counsel involvement in a project is entrenched. Lawyers are expensive. During the course of a project, if the specter of a possible claim arises, dealing with it can be delayed. Disputed change-orders and pay applications can be allowed to gracefully age until substantial completion, at which time, hopefully, cooler heads will prevail and problems can be amicably resolved with profit left in the project. have led to the death sentence of loss of credit resources and/or destruction of bonding capacity. However, the construction industry, like most other American industries, has the benefit of talented, forward-thinking leaders who have adapted their business models to assure that their firms can weather difficult economic times. Most are now familiar with the basics of resourcemaximization innovations such as integrated project delivery and joint venturing. Alongside these tools, there has evolved a new model of using legal counsel, loosely referred to as integrated project management and enterprise value teaming, among others. Regardless of the designation, with many variations in structure, these paradigms focus on the effective use of legal talent as an integrated part of project selection, contract negotiation, project management and project delivery. Rather than viewing lawyer project involvement as a last alternative, these legal services models recognize that many attorneys fully understand the theoretical and common law underpinnings of typical contract provisions.
Integrated Teams
Legal counsel cannot perform a truly effective, full-contract negotiation without the assistance of other players on an integrated team. Other team participants, particularly on large projects, may include client financial personnel, bid preparation experts, and a plan and specification interpretation staff, as well as client project development or marketing personnel most familiar with the needs and expectations of the customer or other contracting entity. These teams are dedicated to three goals: No. 1, front-end project profitability pursuit by integrating the attorney into contract negotiations and project pricing analysis through cooperation with lead negotiators and bid preparation personnel; No. 2, project progress continuity by consulting the attorney regarding significant changes, delays, unanticipated conditions, problematic pay requests, among the universe of other common but pivotal project developments; and No. 3, project close-out facilitation by having previously narrowed the issues to be dealt with at project completion, assisting or leading negotiation of disputed close-out issues, and using legal negotiation skills tempered by the overriding need to obtain a profitable outcome for the company by balancing risk factors.
A New Model
Most construction entities are so accustomed to proceeding in this manner that it amounts to an institutional failure to fully appreciate that, in todays economy, there simply is less excess profit from other projects to cover the loss or the ongoing legal expenses on even a single large project unnecessarily gone wrong. For some market participants, enough such projects can and
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IN THIS SECTION
The lawyer who is most effective in the above role will understand that the goal of such a team approach is not to win each and every contract negotiation point, project progress disagreement or close-out issue, but rather to facilitate customer satisfaction and client profit. Such lawyers are not single-purpose hired guns focused upon legal victory at the cost of scorched earth. Rather, they are long-term facilitators who are able to anticipate the risks inherent in a project, ensure that such risks are contractually well balanced, help maintain that balance during project progress and assist the company in resolving end-of-project issues in a way that maintains customer good will.
Meritage Homes Colorado Division
g p.152 Green building is a major part of Meritages work.

Company Profiles
152 157 160 163 166 168 Meritage Homes Colorado Division Lettire Construction Corp. Taylor Morrison Colorado Division Van Metre Companies ABEL Building Supplies C.F. Evans Construction
Contract Modifications
In a construction project of any level of complexity, neither party will expect that contract documents such as those promulgated by the American Institute of Architects or the Associated General Contractors will be used with no modification. Inevitably, such contracts are perceived to be skewed in favor of the membership that dominates the drafting organization. Therefore, counsel entering into a teaming arrangement will normally find that, in an existing contracting relationship, the other contracting party will expect certain modifications to contracts as a matter of course. However, counsel, in consultation with other contracting team members, may determine changes are not consistent with the clients risk allocation needs for a particular project. In such situations, counsel can explain, with understandable risk-distribution rationale, the reason for departures from previously used contract clauses, thereby helping to avoid an unnecessary misunderstanding.
Making the Transition

The transition from a purely adversarial role on behalf of a client to a big picture project-success facilitator is difficult for some counsel. Attorneys with extensive construction contract litigation experience often make the best fit for such multifaceted teams. Litigation counsel are experienced negotiators and understand that the risk allocation acceptable to both their client and the opposing party is a key element in any successful negotiation. Reaching this level of understanding often requires increased sensitivity to the psychology of the opposing party, which is an inherent ability of successful litigation attorneys. Lawyers who have litigated construction contracts have spent much more time and effort exploring the real-life impact of contract clauses, thereby allowing for superior project risk analysis. For the counsel with less understanding of how various contract clauses and adjustments made during contract administration impact contract risk, integration into a clients project delivery team is not advisable. For instance, during contract negotiations, a team lawyer for the prime engineer on a project would be ill-advised to seek on behalf of the owner an overbearing liquidated damages provision, which is a departure from that normally sought on such a project. First, although possession of such a strong clause may seem like a victory, potentially harmful concessions may have been made to obtain it and a sour beginning relationship may have been engendered with the contractor.
Second, although the clause is present and grounds may develop which theoretically justify its use, it may not be realistic to obtain its full benefit, short of arbitration or litigation. Third, it may be equally unrealistic to seek what, when viewed objectively, is an unearned windfall and expect repeat business with the contractor in question. Fourth, commonly implied equitable legal principles may limit the reach of an unreasonable contract clause, which would render the clause itself potentially meaningless.
The Team Approach

The advantages of the above-described team project delivery approach are not simply theoretical, but are already being realized by forward-thinking construction industry participants. Such an approach assures superior risk allocation and conserves attorney expense resources through a reduction in the frequency and intensity of litigation. These advantages benefit the team approach user in any economic environment, but can mean the difference between survival and economic devastation in todays climate of narrow profit margins.
CLINTON CLINT A. WRIGHT III is based with Kelley, Kronenberg, Gilmartin, Fichtel, Wander, Bamdas, Eskalyo and Dunbrack P.A.s Jacksonville, Fla. office. He has handled a wide range of complex commercial litigation for nearly two decades, with much of that time spent working on construction matters including prosecution and defense of construction. He can be reached at cwright@kelleykronenberg.com.
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Residential | MERITAGE HOMES COLORADO DIVISION
Efficiency Experts
MERITAGE HOMES COLORADO OPERATIONS SET NEW STANDARDS IN GREEN HOMES. BY JIM HARRIS
Homes Meritageemphasishas placed a strong on green
F
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homes in recent years.
For Meritage Homes, green building is more than an industry trend. When we talk about green, its about pioneering a new standard for homes and taking energy efficiency to the next level, says Chris Presley, president of the national homebuilders Colorado division. The companys Meritage Green focus makes extreme energy efficiency a standard element in all of the new homes it builds. This includes foam insulation, ENERGY STAR-certified appliances, double low-E vinyl windows, low-flow faucets, weather sensing irrigation systems, programmable thermostats, CFL light bulbs and low-VOC paints.
All homes built by the company since January 2010 in Denver and other southwestern United States markets are ENERGY STAR qualified. The national energy efficiency program also named the company one of its 2011 Partners of the Year. This focus on efficiency helps the company remain competitive amid not just new homebuilders, but in the existing housing market, as well. We recognize that our main competition isnt new home builders, its resale homes, Presley says. In a market thats been flooded with foreclosures and short sales, we recognize thats what were up against. We provide something that resale homes
Meritage Homes Colorado Division

www.meritagehomes.com Revenues: $70 million Headquarters: Greenwood Village, Colo. Employees: 40 Services: Sustainable homebuilding
Our homes are 50 percent more energy efficient than the average American home.
Chris Presley, division president
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Our core purpose is to enrich lives by building the American Dream.

cant offer, and thats extreme energy efficiency, Presley adds. Our homes are 50 percent more energy efficient than the average American home.
Vision for Growth

Meritage Homes has other divisions in Arizona, California, Florida, Nevada, Florida and Texas. It launched a North Carolina division this year, with more nationwide expansion anticipated. The company has a vision for growth and continues to add new communities, Presley says. Nationwide, the company has built more than 65,000 homes since 1985. Our core purpose is to enrich lives by building the American Dream, the company says. Meritage takes pride in designing and building homes and communities that are innovative, built with care and superior craftsmanship, and deliver enduring value while practicing stewardship of environmental resources. We strive to provide an exceptional customer experience by respecting employees and trade partners, rewarding performance and creating an environment of personal growth and fun, it adds.
Meritages Colorado division builds homes with numerous sustainable features.
Building Innovation
One way Meritage Colorado promotes its energy efficiency to prospective homebuyers is through a unique model home in the Sorrel Ranch neighborhood in Aurora, Colo. The model, which the company dubs a deconstructed home, features exposed walls and displays explaining the homes numerous energy efficient features. When you enter the main level of the house, it looks normal, then when you continue inside, you get this incredible `wow factor when you see walls that spotlight our foam insulation, Presley says. There are displays throughout that explain how the products we use create a cleaner, healthier home that is more cost-effective to
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live in because youre saving money each month on energy costs. The house serves as a demonstration to prospective buyers of the companys strengths in innovation and design. Our goal is to create a product where homebuyers dont have to choose between buying an affordable home and one that is superiorly built, and our innovative designs make us stand apart, she adds. People look to us to build in their communities because they know our products really have a flair to them.
`From the Ground Up

Meritage Homes entered the Denver market in 2004, building business from the ground up as opposed to through acquisition, Presley says. The divisions first closings were in 2006, just before the residential market began to decline. Presley joined the division in 2008 after serving as a division CFO for Centex homes. She has been in the homebuilding industry since 1997. The division relied on a flat organizational structure and an emphasis on cost-cutting to work through the recession. We dug in to understand where our costs were at every level
materials are Sustainableways Meritage one of the
promotes energy efficiency.
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Meritage reports that sales of its homes in the Denver area are on the rise.
of our organization and really empowered our team to improve our efficiency and impact our bottom line, she adds. The expectation here is that people wear a lot of hats we really operate as a team. The Colorado operation has the lowest overhead within the Meritage organization. Weve been told we have the most financially aligned team within Meritage, Presley says. Meritage Denver expects to close a total 240 houses in 2011, which is an increase of 40 percent more than the company closed in 2010. The company builds homes on finished lots in planned communities. Meritages Denver-area
communities range in size from 35 to 161 lots, Presley says. I see our division continuing to lead the local homebuilding community, she adds. Denver is an excellent place to live with a lot of opportunities. My goal is to continue to expand our division so we can continue to provide homes that deliver enduring value to a broader range of homebuyers.
Key Partnerships
Meritage prides itself on maintaining open, honest relationships with each of its subcontractors and suppliers, coining the phrase
Meritage Forward to describe its approach toward its partners. The company singlesources most of its trades, Presley says. We share information with our trade partners about the growth of the division, and have had tough conversations with suppliers about cost reductions, Presley adds. Were very relationship-oriented. Some of Meritages key partners are Creative Touch Interiors (HD Supply), Metco Landscaping Inc., Rocky Mountain Drywall Inc., DJs Snowplowing & Maintenance Inc., Environmental Stoneworks and Applied Electric Inc.
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up from Via Verde will stephomes to a three-story town 20-story tower with a series of green roofs.
Residential | LETTIRE CONSTRUCTION CORP. VIA VERDE
A Model for the Future

esigned by world-famous architectural firm Dattner and Grimshaw, Via Verde is expected to serve as a model for affordable, sustainable housing in New York City. The innovative design represents the future of high-quality, affordable and sustainable housing, Via Verde LLC says. According to Via Verde LLC, the design is inspired by the integration of nature and city. The project which has Lettire Construction Corp. as a contractor will feature a garden and a series of green roofs that serve as the organizing architectural element and identity for the South Bronx community, where it is located. The faade features aluminum, cement and wood panels with panoramic windows, sunshades and courtyard balconies, according to Via Verde LLC. The building itself is designed to step up from three-story town houses to a 20story tower, exposing a series of green roofs and south-facing solar panels. The development has been designed to achieve LEED Gold certification. The structure is estimated to be more than 30 percent more energy efficient than a standard building, according to Via Verde LLC. More than 20 percent of the materials used on Via Verde were recycled, and more than 20 percent of the materials are locally sourced, as well. Via Verde LLC
LETTIRE CONSTRUCTION IS DELIVERING A GREEN GEM IN THE SOUTH BRONX IN THE FORM OF VIA VERDE.
Lettire Construction Corp. Via Verde

www.lettire.com Location: Bronx, N.Y. Scope: 273,000 square feet of affordable, sustainable housing
The innovative design represents the future of high-quality, affordable and sustainable housing. Via Verde LLC 157
Residential | LETTIRE CONSTRUCTION CORP. VIA VERDE
Lettire Construction Corp. is building Via Verde in Bronx, N.Y., to achieve LEED Gold certification.
Plenty of Work
Aside from Via Verde, Lettire Construction Corp.s other projects include: Dumont Avenue Apartments Developed by Hudson and designed by MHG Architects, this affordable multifamily housing project will feature 176 units. The Cienna and Hobbs Court Located in East Harlem, this development consists of six building rehabilitations and new construction of 376 residential units. Claremont Developed by WSFSSH and designed by SLCE Architects, Claremont will feature 114 units of multifamily affordable and senior housing.
Well-earned Reputation
According to Lettire Construction Corp., the company and its development arm, Urban Builders Collaborative, have built a reputation as the premier builder of quality, sustainable, affordable and special-needs multifamily housing and mixed-use properties in the New York Tri-State area. Lettire is known for providing top-quality finishes and work, traditionally found in market-rate units, to all of [its] developments, the company says. [It] attributes this reputation to [its] start in the luxury interior and new construction arena 30 yeas ago, and make it a priority to bring this level of quality, experience and service to every project. The company prides itself on its strong relationships with not-for-profit and private developers, government agencies and neighborhood leaders and coalitions to further its mission to dramatically increase the supply of quality affordable and special-needs housing in the region, Lettire Construction adds. Lettire Construction doesnt just practice a commitment to affordable housing in business only. The company also helps those in need. In 2009, the company sponsored the East Harlem El Barrio Cares Coalitions second annual preThanksgiving Dinner, as reported by Harlem World magazine. The magazine reported that in addition to a monetary donation, Lettire Construction employees donated their time for setup, serving and clean-up at the event.
also boasts that more than 80 percent of construction and demolition waste was recycled. The rooftop gardens will dissipate heat and absorb rainwater runoff while providing opportunities for gardening, fruit and vegetable cultivation, relaxation and social gathering, Verde Via LLC says. The stormwater reclamation system recycles collected water for irrigation, and motion sensors in stairways and corridors help conserve energy. Building-integrated photovoltaic panels produce electricity from the sun, and green cleaning materials are used throughout the structure for upkeep and maintenance. The units themselves offer a variety of green features, as well. Each one comes outfitted with EnergyStar appliances, energy-efficient light-
ing, high-efficiency windows, low off-gassing materials, sealed insulation and water-conserving fixtures.
Lifestyle Amenities
The Via Verde development focuses on more than just sustainable construction features. The project also will feature amenities to attract potential residents with a variety of interests. Via Verdes common areas will include an attended library, an amphitheater, a landscaped courtyard and green roofs. Within the co-ops themselves, each unit will feature stainless steel appliances, a dishwasher, an in-unit washer and dryer, ceiling fans, hardwood floors, luxury kitchens, porcelain-tile bathrooms and panoramic views.
Key Partnerships
Lettire Constructions vendors and subcontractors play an important role in its success. The company has numerous essential partners, including B&V Contracting & Poured Flooring andBoccella Precast.
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Residential | TAYLOR MORRISON COLORADO DIVISION
Colorado Commitment
TAYLOR MORRISON BRINGS ITS FOCUS ON QUALITY AND SERVICE TO THE DENVER MARKET.
Taylor Morrison has several new neighborhoods under construction in the Denver market.
ne of North Americas largest homebuilders is dedicated to bringing its commitment to quality to the booming Denver market. The Colorado division of Taylor Morrison has five residential communities in various stages of development in the Denver region. The Scottsdale, Ariz.-based company formed in 2007 after the merger of homebuilders Taylor Woodrow and Morrison Homes. It is a wholly owned subsidiary of Taylor Wimpey PLC, one of the worlds largest homebuilders, based in the United Kingdom. Our commitment to the customer goes beyond building a great home, the company says. It extends to the complete buying experience, drawing on values weve held important for more than 100 years honesty, integrity and a quality of standards that ensures a home is everything [a homebuyer] expected. The companys new developments in the Denver area are: Erie Commons, a single and multifamily housing development in Erie, Colo.;
Jordan Crossing, a neighborhood in Parker, Colo.; The Vistas at Whisper Creek and The Willows at Whisper Creek, both in Arvada, Colo.; and Wildgrass, a residential community in Broomfield, Colo. In addition to its operations in Colorado, Taylor Morrison also builds in Arizona, California, Florida and Texas. The company has more than 100 communities under construction nationwide.
innovative designs from top national and regional architects. The company prides itself on developing designs by understanding the needs of its customers in the Denver and other markets, it says. Our expert architects and designers create new homes that are comfortable, attractive and allow [homeowners] ample opportunity to personalize a floor plan, the company adds.
Taylor Morrison Colorado Division

www.taylormorrison.com Headquarters: Denver Services: Homebuilding
Focus on Quality
The companys homes offer customers quality construction and superior designs highlighted by innovative uses of space, it says. A new home is more than just bricks and mortar; its an essential part of who you are, the company adds. At Taylor Morrison, we create the most exciting new homes imaginable, set them in vibrant neighborhoods and invite people to invest their dreams in them. All homes built by the company feature
At Taylor Morrison, we create the most exciting new homes imaginable, set them in vibrant neighborhoods and invite people to invest their dreams in them. Taylor Morrison
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Taylor Morrison says itservice emphasizes customer

and quality construction.
Residential | TAYLOR MORRISON COLORADO DIVISION
Company Accolades
Taylor Morrisons commitment to quality homebuilding has earned a number of awards, including: National Association of Homebuilders Americas Best Builder Award, 2000 J.D. Power and Associates Highest Customer Satisfaction award, 2000 Professional Builders 101 Best Companies To Work For, 2003
We use the highest-grade materials and products from the most reputable sources. In addition to building homes, the company develops neighborhoods that offer homeowners a high quality of life. Locations are carefully researched, and close to quality schools as well as shopping and other amenities. Taylor Morrisons private, pedestrian-friendly neighborhoods also offer lush natural surroundings and public areas.
process through pre-construction meetings and regular inspections. We want [homeowners] to feel comfortable about buying a Taylor Morrison home from the first time [they] contact us and for years to come, Taylor Morrison says. Our signature pledge is your reassurance that youre making a smart decision and a smart investment. Every new home and condominium built by the company is also backed by a limited warranty that covers major structural defects and repairs outside of normal maintenance needs for one year. We can offer these assurances because we use only quality materials and quality construction techniques and select only trade partners who share our philosophy of excellence, the company says.
Taylor began building homes in England, also establishing himself as a leader in the residential homebuilding industry. Clearly, the legacy begun by our founders is being carried into the next century by a company that honors their traditions and entrepreneurial spirits, while making a commitment to the Taylor Morrison customer that promises honesty, integrity and a quality of standards that would make Wimpey and Taylor proud, the company says.
`Partnership Is Everything
Partnership is everything for Taylor Morrison, it says. Over the years, we have successfully partnered with many companies, large and small, who share our vision for building excellence, it adds. Taylor Morrisons key partners includeKling Construction, Split Rail Fence & Supply andMetco Landscaping Inc.
Kling Construction Kling Construction Inc. is proud to have been chosen as a Trade Partner by Taylor Morrison Homes for their excavation and utility work. Kling Construction looks forward to a long term partnership with Taylor Morrison Homes, one of dedication to consistently construct the highest quality homes. For more information, call 303-972-9300, e-mail kcicolorado@comcast.net.
A Proud Legacy
Taylor Morrisons core values of quality and commitment to customers are a reflection of the passion for homebuilding of company founders George Wimpey and Frank Taylor. Wimpey and Taylor, both natives of England, founded the companies that would become Taylor Morrison more than 100 years ago. Wimpey, a stonemason by trade, transformed his business into an English construction company that had greatly increased in size by World War II. During the same period,
A Pledge of Service
Taylor Morrison homes are backed by exemplary customer service both before and after purchase. The company says it looks to build collaborative partnerships with homebuilders from the very beginning of the construction
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specializes Van Metre Cos.apartments in new homes, and commercial buildings.
Residential | VAN METRE COS.
Strong Survivor
Van Metre Cos. We are nimble enough to change with the market.
VAN METRE COS. SAYS IT HAS COPED WELL WITH THE DOWNTURNS IN THE RECESSION. BY ALAN DORICH
Van Metre Cos. also builds office and retail n a business that is often filled with uncerproperties through Van Metre Commercial, and tainty, it is critical for Van Metre Cos. to stay its investment properties division manages flexible so it can evolve with the shifts in the www.vanmetrecompanies.com apartments, leases commercial space and opermarketplace, Brian Davidson says. We are 2010 sales: $227 million ates a health and racquet club. Our new Homes nimble enough to adapt and change with the Headquarters: Burke, Va. Group builds apartments for our apartment divimarket, he says. We [will] change if we think it Employees: Approximately 350 sion, so we are really able to leverage our skills is a good idea and makes good business sense. Specialties: New construction and work together to support each other, Based in Burke, Va., Van Metre Cos. specialand development Davidson says. By having its eggs in multiple izes in the construction and development of baskets, Van Metre Cos. weathers economic various properties, including new homes, storms, Davidson says. When people [are not] apartments and commercial buildings. buying homes, theyre renting apartments, he Founder Al Van Metre Sr. started the company Brian Davidson, executive vice president says. Thats a good thing for us. in 1955 and has built more than 15,000 homes, of Van Metre Homes Davidson says. Today, Van Metre Cos. is a privately held comLoyal Associates pany with a staff of about 350 in several divisions. For instance, the com- The New Homes division is led by Group President Charlie Hockensmith, pany builds new homes, apartment complexes and planned communiwho joined Van Metre Homes in 1996. He has more than 45 years of buildties through Marquis Custom Homes, Van Metre Apartments and Van ing experience in the Washington, D.C., market and brings a wealth of Metre Homes, for which Davidson is the executive vice president. experience to the company. Davidson is the executive vice president of the
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New Homes division and he has been with Van Metre Cos. since April 1989. I started as an entry-level accountant [when I graduated] college, he says, noting that he has appreciated the opportunities for advancement that the company has given him. Theres a lot of long-term employees at Van Metre Companies, he continues, praising the management of Chairman of the Board Albert Beau Van Metre Jr., Vice Chairman of the Board, President and CEO Rick Rabil, Group President Finance and Accounting Secretary and CFO Ken Ryan, and Group President of Investment Properties, CPM Brad Gable. The executive team treats people how they should be treated, Davidson adds.
Cos. Van Metre than has built more 15,000 homes over the years.
Residential | VAN METRE COS.
Showing Its Talents

Van Metre Cos. current projects include Stone Ridge, a master planned community in Aldie, Va. In 2001, Van Metre purchased 800 acres of property to develop Stone Ridge, which will feature more than 3,000 homes and apartments, 125,000 square feet of retail space anchored by a Harris Teeter grocery store, more than 580,000 square feet of office and commercial development, a rehabilitation hospital, county library, schools, day care, three pool facilities, a club house with fitness center, four miles of walk/hiking trails and more. We are building a diverse product mix in Stone Ridge so we are able to market to many different buyer profiles and increase our absorption and sales pace, Davidson says. He adds that he is proud of the fact that the Stone Ridge development not only shows Van Metre Cos. talent for building homes, but also how skilled it is in developing a master planned community because it can showcase the breadth of what the company does and all its product types.
Doing the Right Things

Van Metre Cos. divisions have earned recognition for their work. For instance, Van Metre Homes received the highest numerical score in Washington, D.C., in the J.D. Power and Associates 2007 New-Home Customer Satisfaction Study. For the past three years, the company was ranked No. 2 in the competition, Brian Davidson says. We strive to do the right thing when it comes to customer service and follow up. A big part of our marketing plan is for all of our departments to focus on customer service and this earns us referrals. We have homeowner parties and community events to procure our relationships with our customers, he says, noting that this earns the company referrals and increased sales. sis to determine the hot button features that our customers want to have but we have been able to reduce building costs without reducing our competitive value, Davidson says. Thats one of the advantages to [being] a more regional builder, he says. We can change on a dime. We have an in-house architecture team ... so we can [go] from concept to actually building in two or three months and have newly designed product out for sale faster than other builders. Despite its challenges, Van Metre Cos. plans to expand its reach, though not necessarily nationwide, Davidson says. In addition, while the company is now building 300 units a year, Van Metre would like to grow to 600 units annually.
Weathering the Storm

Like many other construction and development firms, Van Metre Cos. is coping with the difficulties in the economy. The economy is not where it needs to be, Davidson admits. However, the company has found it easier to cope with the recession than some competitors, since the bulk of its work is in the Washington, D.C., area. Its not as bad here as it is in other parts of the country, Davidson says. We are still having a tough time dealing with low consumer confidence and getting increased traffic in the door, he says. There might be more people that want to buy due to low interest rates and house prices, but its
tough. Were dealing with some depressed pricing, a lot of competition in our market, but we are continuing to weather the storm. The company did this by making some changes that allow it to save money. Weve done market research and competitive analy-
Working Together
Van Metre Cos.' key partners in its work include Timberlake Cabinetry, Springfield Marble & Granite-Division of Yalcin Inc. and Hayes Stair Company. Good partners help the company achieve excellence in its properties.
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Residential | ABEL BUILDING SOLUTIONS
Making It Happen
ABEL BUILDING SOLUTIONS HAS HELPED BRING PROMINENT PROJECTS TO FRUITION. BY ALAN DORICH
ABELs clay products include roof tiles, finishing tiles and decorative blocks.
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fter more than six decades, ABEL Building Solution says it is at the forefront of the buildings materials industry with a reputation for quality. [Our vision] is to be the leading regional supplier of superior building solutions, the company says. Based in Mount Hope, Trinidad, ABEL is one of the Caribbeans largest manufacturers of clay building blocks, Metro steel, aluminum doors and windows, and Astralite and Spectra UPVC windows and doors. Founders Harold Eckel and William Arehart started the company with the financial backing of Alfred Alstons. The company was known at the time as
Trinidad Clay Products and capitalized on the clay reserves in Longdenville, Trinidad. Over time, the company changed its name to Alstons Building Enterprises Ltd. (ABEL) and guided Longdenville to its status as a strong manufacturing community. ABEL today is a member of the ANSA McNal Group of Cos., a conglomerate based in Port of Spain, Trinidad. Under its parentage, ABEL has partnered with Bestcrete Ltd., a firm with more than 50 years of experience in the building products industry. All ABEL and Bestcrete products are manufactured to internationally accepted standards with the companies being ISO 9001-
ABEL Building Solutions

www.abelbestcrete.com 2010 sales: $80 million+ Headquarters: Mount Hope, Trinidad Employees: 400 Products: Clay building blocks, steel, windows and doors
[Our vision] is to be the leading regional supplier of superior building solutions.

ABEL Building Solutions
2000 certified, ABEL says, adding that a broad range of Bestcrete products have been used on a number of prominent projects throughout the Caribbean.
Proving Their Mettle

ABEL strives to hire and retain talented people. Its team includes General Manager Adam Sabga, who is also its youngest manager. He joined the company in 2007 after graduating from the University of the West Indies. Originally, Sabga joined the products department of its ABEL/Bestcrete division. During his time in the division, he brought changes through the implementation of a number of programs, [streamlined] the systems in the department and was promoted to the position of general manager of ABEL Building Solutions in 2008, the company says. ABELs team also includes General Manager of Manufacturing Jason Mohammed, who has been in his current role since 2008. The company also has the expertise of Engineering Geologist Hayden W. Romano, who has more than 25 years in the construction industry. Romano joined ANSA McNal in 2005 as the general manager of Bestcrete and is
now responsible for overseeing ANSA McNals quarrying operations, which include ABELs Longdenville quarry. Bestcretes team includes General Manager Craig La Croix, who has been its general manager since 2008. [He] started his career with Lee Young and Partners as a mechanical engineer where he was instrumental in designing and sizing air conditioning systems, ducting, pumps, slurry and portable water lines for one of the largest manufacturing companies in Trinidad and Tobago, ABEL says. In addition, he held roles at Kier/CCC Joint Venture and Alcoa Steamship Co. Inc. [La Croix] joined ABEL/Bestcrete in September 2005 as the engineering and maintenance manager and quickly proved his mettle, which was recognized in his appointment as the general manager of ABEL Air Condition Division in February 2008, ABEL says. During his time as Bestcretes general manager, La Croix has decreased waste, improved equipment utilization and increased production.
the owner of The Falls at Westmall in Westmoorings, Trinidad, said in a statement that the firms helped create a world-class look for the mall. Additionally, Trinbago Commercial Development Co. Ltd. owner Derek Chin praised the firms for their work on MovieTowne. On any project, its a real benefit to have people share your vision and be committed to making it happen, no matter the obstacles, he said. Thats the kind of commitment I got from day one from the people at ABEL/Bestcrete. Nicholas Tower Developer and owner Issa Nicholas also praised ABEL and Bestcrete for their services on his project in Trinidad. When we decided to build a structure unlike any other in Trinidad and Tobago, we knew that proven and reliable suppliers would be required to get the job done, he says.
Strong Success
Behind every great firm are the vendors that support it. ABEL Building Solutions has received strong support from firms like United Bearings & Equipment Agencies Ltd., which aid it in its success.
World-class Performers
ABEL and Bestcrete have earned rave reviews from their clients. For instance, Richard Azar,
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Evans has used the housC.F. downturn to enhance its ing other operations.
Residential | C.F. EVANS CONSTRUCTION
we were the owner making the investment in the project, says Kyle Evans, who works in business development for the company. Kyle Evans and his brother, Brett, the companys general superintendent, represent the third generation of family involvement. C.F. Evans was founded in 1948 by their grandfather, Clarence F. Evans.
World-class Service
The slowdown in the housing market afforded the company time to take a look at and enhance its operations while it took on smaller projects. Were keeping people busy, and everyone understands that we have to be more flexible, Brett Evans says. Weve become more efficient and use resources more wisely; were in a strong position to move forward and provide better value to our clients. One area of emphasis for the company in recent years is staff development. C.F. Evans is working to improve its formal training programs, and has established a mentorship program where each employee is matched up with a coach, who helps him or her establish and track progress toward personal and career development goals. Attracting, engaging, and retaining the best people is critical to the companys mission of providing exceptional service to clients. We are a relationship-based company, and our goal is always to provide world class customer service, General Project Manager David Summers says. We understand that every client is different. Before we begin work on any project, we take time to understand their unique goals and concerns; we then make it our singular mission to exceed their expectations. The company takes a very systematic approach including using a series of checklists and other procedures meant to ensure quality.
Evans Moves Forward
A COMMITMENT TO SERVICE AND RELATIONSHIPS IS GUIDING C.F. EVANS BEYOND THE HOUSING MARKET DOWNTURN. BY JIM HARRIS
nhancing staff development programs and educating its partners on sustainable building practices are major focus points for C.F. Evans Construction as it gears up for recovery in the national housing market. The Orangeburg, S.C.-based firm has built more than 5,000 residential units throughout the southeast United States in recent years including multifamily, senior living and student housing projects. More than 60 of the companys multifamily communities have utilized financing through programs of the Department of Housing and Urban Development (HUD). The companys services include concept analysis and site evaluation, preconstruction services, and general contracting and construction management services. All of C.F. Evans projects are driven by a commitment to build it like its ours, also the companys motto. We strive to deliver the same care and attention to each client that we would expect if
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C.F. Evans Construction

www.cfevans.com Headquarters: Orangeburg, S.C. Employees: 70 Specialty: Residential, commercial and industrial projects
Weve become more efficient and use resources more wisely; were in a strong position to move forward and provide better value.Brett Evans, general superintendent
C.F. Evans also makes sure that safety is a state of mind at all times. The company employs a full-time safety director, distributes safety manuals and handbooks to all new employees, and conducts routine safety toolbox talks and site and trade-specific inspections and meetings on each of its project sites. At the end of every day, every worker at a C.F. Evans jobsite should depart as safely as he or she arrived, Summers says.
Southeastern Excellence
Here are a few of the honors C.F. Evans Construction has earned in recent years from industry peers and others. One of South Carolinas 20 Best Places to Work, named by the South Carolina Chamber of Commerce A Construction Safety Excellence Award from the Carolinas Associated General Contractors of America National Association of Home Builders best multifamily project up to five stories finalist National Association of Home Builders best student housing rental apartment community of the year finalist Amerisure Insurance Safety Award for working 306,000 hours without a lost time injury between April 2008 and July 2010 South Carolina Chamber of Commerce Safety Award authentic American National Standards Institute approved consensus standard and above-code green building rating system that establishes green practices for new residential buildings of all sizes and types. It was specifi-
cally developed to be flexible yet rigorous for the residential construction industry, and is particularly well suited for multifamily construction, the company says. One of those projects is the Metro 808 development in Charlotte, N.C. The 237-unit, 232,000-square-foot apartment complex is scheduled for completion in Fall 2011. Green building methods include the use of energy efficient building materials and the installation of Energy Star appliances in units.
Certified Green
Green building is another area where the firm is establishing itself as a leader. C.F. Evans employs several staff holding the U.S. Green Building Councils (USGBC) LEED AP and LEED Green Associate credentials and the National Association of Home Builders (NAHB) Certified Green Professional designation. The company is currently working on several projects that expect to achieve either LEED Certification through the USGBC or certification to the National Green Building Standard through the NAHB Research Center. While newer on the national scene than the USGBC LEED green building rating system, the National Green Building Standard is an
Critical to Success
Subcontractors and suppliers are critical to the success of C.F. Evans. We place a high value on the longstanding relationships weve been able to build and maintain with subcontractors and vendors over the years, and before doing business with anyone, we work hard to make sure they will be a strong fit to our team, Summers says. We are fortunate to have strong partners in the subcontractors and vendors who choose to work with us on projects; they understand that we must all work together as a team to be successful. C.F. Evans key subcontractors and vendors include IES Residential Inc.
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Industrial
By Chad Michelson
Dealing With Delay Clauses

Unlike claims for discrete items of additional work, delay claims can expose the owner or prime contractor to allegations of lost productivity and extended overhead. These are difficult to anticipate and expensive to defend.
The no-damage-for-delay clause has emerged as an effective means to protect owners and prime contractors from these types of claims. Although several states have passed laws restricting the use of these clauses and the courts have created a number of exceptions, a review of recent judicial decisions reveals these clauses are upheld more often than not and therefore can be a useful method of allocating risk on construction projects. Sometimes called exculpatory clauses because they absolve a party from responsibility for conduct that otherwise might be actionable, no-damage-for-delay clauses are usually interpreted narrowly and any doubts are resolved against the owner or prime contractor that seeks to rely on it. The exception to this rule, however, is that courts construe the term delay damages broadly to encompass not just extended overhead or general conditions, but also loss of productivity, inefficiencies, price escalation and other impact claims. A well-drafted no-damage-for-delay clause can even extend to damages flowing from a force majeure (a.k.a., act of God) event. In a recent case in Florida, a contractor sought additional compensation under a fixedprice contract because the project had suffered through four hurricanes. The contract stated that the contractors sole remedy for a force majeure event would be an extension of time, and it would not be entitled to delay damages or any other additional compensation. The contractor having finished on time argued that its impact claims were not delay damages. The court rejected this argument, and the contractor was unable to recover.
Enforcement Exceptions
The courts have imposed several restrictions on the enforcement of nodamage-for-delay clauses. These differ from state to state, but there are a few common threads. The first and most widely recognized exception arises when the owner or prime contractor has actively interfered with the work of a lower-tier contractor. In Pennsylvania, for instance, a no-damage-for-delay clause will not be enforced when: No. 1, there is an affirmative or positive interference by the owner with the contractors work, or No. 2, there is a failure on the part of the owner to act on some essential matter necessary to the prosecution of the work. In a recent case involving the construction of a bioengineering research building in Philadelphia, the court expressly rejected several claims because they did not rise to the level of active interference. The subcontractor in that case argued that the general contractor had actively interfered with the subcontractors work by, among other things, accelerating the work, modifying the schedule and failing to coordinate the work of various subcontractors. Because the contract expressly allowed the general contractor to modify the schedule and order acceleration of the work, the court found that those acts did not constitute active interference. The coordination argument was more interesting in that the subcontractor argued that it was denied access to its work by the acts of other subcontractors. Although the court recognized that denial of access to the site does, as a general rule, rise to the level of active inter-
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ference, it rejected the argument in this case because the subcontractor had failed to show that the general contractor had knowledge of the situation or had ordered the subcontractor to begin work despite the conditions. As a result, the no-damage-for-delay clause was enforced and the contractor was denied recovery. In New York, there are four situations in which a no-damage-fordelay clause will not be enforced: No. 1, delays caused by the owner/prime contractors bad faith or its willful, malicious or grossly negligent conduct; No. 2, uncontemplated delays; No. 3, delays so unreasonable that they constitute an intentional abandonment of the contract; and No. 4, delays resulting from the owner/prime contractors breach of a fundamental obligation of the contract. These exceptions only apply in narrow circumstances. As is the case with the active interference exception, it is presumed that the parties intended to preclude claims for at least some negligent conduct and the contractor must prove something more than mere negligence. Thus, the uncontemplated delay exception has been held not to cover causes of delay that are mentioned in the contract or that would appear to have been contemplated at the time of contracting. Things like ordinary poor performance by the owner or prime contractor and failures of coordination are considered foreseeable and, generally, are not considered to be uncontemplated causes of delay. In addition to the judicial exceptions discussed above, several states have enacted laws limiting the reach of no-damage-for-delay clauses. Such laws exist, in differing forms, in California, Washington, Colorado, Massachusetts, North Carolina, Virginia, Arizona and Ohio. Generally speaking, a contractor is more likely to be able to avoid the no-damagefor-delay clause in a state that has enacted statutory limitations than it is in a state that applies judicial exceptions.
B&G Crane Service LLC g p.172
Equipment provider B&G credits its success to an experienced staff.
Robert B. Somerville Co. Limited g p.180

Robert B. Somerville is working on a 30megawatt solar farm.
Company Profiles
172 B&G Crane Service LLC 176 T.N. Ward Co. 180 Robert B. Somerville Co. Limited Sault Ste. Marie Solar Farm Project 182 Tinguely Development Inc. clause, it nonetheless refused to find that the parties had agreed to waive or modify the clause. Under Kansas law, such a modification would have required consideration, which the subcontractor argued was present in the form of its decision to continue its work despite the delays. The court held that this was no consideration at all because the no-damage-for-delay clause imposed a contractual requirement that the subcontractor continue its work even in the face of uncompensated delays and the discharge of this type of pre-existing duty is not legal consideration. Although there are many exceptions to the rule, those exceptions are narrow and no-damage-for-delay clauses often are enforced regardless of whether the result appears to be unfair. Owners should attempt to include these provisions in their construction contracts, but contractors and subcontractors should be wary.
Waiving Rights
It is not uncommon for a contractor to argue that an owner or prime contractor has waived its right to rely on the no-damage-for-delay clause. For example, a subcontractor might claim that the prime contractor waived its right to enforce the clause by passing the subcontractors delay claims along to the owner, or that the owner waived its right to avoid delay damages by issuing a change-order that includes compensation for delay damages. The courts generally hold that this type of conduct does not constitute recognition that the contractor is entitled to recover any and all delay damages unless there is some affirmative representation to the contrary. Including language in its change-orders that reserve all rights under the contract is likely sufficient to avoid waiving the protection of a no-damage-for-delay clause. A recent case involving a project in Kansas illustrates just how difficult it is to prove waiver. The project was delayed and the general contractor promised to fairly compensate the plaintiff subcontractor. Although the court held that a rational fact-finder could conclude that the general contractor had communicated that it would not enforce the exculpatory
CHAD MICHELSON is a partner in the Pittsburgh-based law firm of Meyer, Unkovic & Scott, and chair of the firms sustainable development group. For more information, e-mail cim@muslaw.com.
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Industrial | B&G CRAIN SERVICE
Seasoned Pros
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fter 65 years, B&G Crane Service LLC has assembled a staff of experts who keep its customers coming back, Vice President and General Manager Gawain Grilleta says. Weve got people who have been here longer than Ive been alive, he says. Based in New Orleans, B&G Crane provides crane and hauling equipment rental services. Grilletas grandfather Xavier Grilleta Sr. cofounded the company with his brother-in-law, Louis Bronzo, in 1946. Grilleta bought Bronzos share of the company in 1971, and B&G Crane remained 100 percent family owned until a majority interest was acquired by The Sterling Group in July 2010. Today, under Sterlings ownership, B&G Crane operates with more flexibility than before, Grilleta says. Its been a breath of fresh air, he declares. It allows us to grow the company and share some of the risk associated with the resources. For instance, Owning, operating and maintaining over $100 million worth of equipment while continually upgrading the fleet was a challenge as a family-owned company, he says. Today, with Sterlings financial strength behind us, it is easier to maintain our operation while growing it at the same time. In addition, thanks to Sterling, B&G Crane is better able to serve what Grilleta calls a pretty specialized industry of regional petrochemical companies. The timing was right when we got into this business and
has been B&G Crane Southeast serving the for more than 65 years.
B&G CRANE HAS FOUND SUCCESS WITH A STAFF THAT HAS MANY YEARS OF EXPERIENCE. BY ALAN DORICH
B&G Crane Service LLC

www.bgcrane.com Sales: $40 million+ Headquarters: New Orleans Employees: 250 Specialty: Crane and hauling equipment rentals
We try to accommodate [clients] every way we can and they remain very loyal.
Gawain Grilleta, vice president and general manager
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B&G says post-Katrina projects have drawn many out-of-state competitors.
started servicing them. B&G Crane provides equipment for plant maintenance and operates the cranes for its clients. We do it for most of the big refineries in New Orleans and Baton Rouge, [La.], Grilleta says. He adds that B&G Crane has grown alongside many of its customers as they have become large companies themselves. Weve grown with them as the industry has grown, Grilleta says. Weve been with them since the beginning. Its a hard [industry for newcomers] to crack into.
entire staff. Most of the people are as close to me as my family is, he claims. I trust all of them [in terms of] their judgment and their commitment to B&G.
Dependable Partners
The companys long-term vendors also earn Grilletas praise. We have a long relationship with these guys, he says. We can depend on them for the service. B&G Crane has had particularly long relationships with certain crane manufacturers, such as Liebherr, Tadano, Manitowoc and Terex/Demag. Weve been doing business with them for eons, Grilleta says. Their reliability allows us to pass that reliability onto our clients. Other key partners include Paul Davis Lumber Co. Inc., Ritter Forest Products and Lard Oil Company.
A Broad View
Grilleta began working at B&G Crane when he was in high school. Since I was old enough to have a drivers license, Ive been coming to work, he says. It has been a learning experience from the beginning, he notes. Ive been able to be exposed to a lot without having to travel all around, he says. For instance, during petroleum plant shutdowns, You get to work hand in hand with everybody, all the way up to the plant manager, Grilleta describes. You get a pretty broad overview of the industry. He adds that he is proud of B&G Cranes
Above the Competition

The nations economy has been both sluggish and more competitive recently, while
Louisiana has stayed fairly busy with postKatrina construction/improvements and the strength of the petroleum industry. Therefore, out-of-state companies have been coming to Louisiana to try and stay busy, resulting in a very crowded marketplace. Weve had a lot of people show up that were not used to seeing, Grilleta says, adding that the extra competition has made things a little more difficult for B&G Crane. Having to defend your home territory isnt something weve had to do in a while, but when the economy picks up, we hope these people will go home, he says, adding that B&G Cranes experienced team and highly maintained equipment gives the company a home court advantage. When we send our guys out to job sites, theyre very familiar with the rules and regulations, he says, adding that customers feel comfortable with B&G Crane. We try to accommodate them every way we can and they remain very loyal.
We try to accommodate [customers] every way we can.
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to B&G Crane expectswithin expand into Texas the next few years.
Getting Done Right

B&G Crane is in expansion mode, Grilleta says, and the company expects the same formula that has made it a success in the past to be the key to its continued success in the future. Right now, were in the process of opening offices in Texas to tap into the enormous market that is Eastern Texas, he says. We want to make sure it gets done right. As we find people that fit the mold, we plan to try to provide the same services to higherend clients and people who are willing to pay for superior service and reliability, he says. He adds that B&G Crane is keeping safety as its No. 1 priority as it expands. We have recently added an additional operations manager, field safety man and three crane foreman/assembly directors to our present Louisiana operations, he says. Additional supervisors will be needed as our operations pick up speed in Texas. All of these employees have company vehicles so that they can stay on the road and in the field making sure that all operations are being executed in the manner that is consistent with expectations of B&G, he says. These employees are there to assist as well as evaluate our
field personnel; they are our eyes and ears in the field. This is in response to the extended coverage area that we will be servicing in the future, he says. We feel that it is important to have a management level presence in the field to make sure that our employees understand that our commitment to safety starts at the highest levels of the company. Taking it slow as we expand will be a key to our success, he continues. As we expand our operations to the West, it is easy to get over zealous when you see the size of the market and the potential work that is out there. We are staying focused on expanding only as fast as we can find the right people, he continues. It is important to us to recreate the product that we have created over the past 65 years and not dilute or change it. We feel that in order to continue to enjoy the success that we have had in the past, it all starts with the right people. B&G is committed to our expansion and are working tirelessly to make it happen, but will not compromise any of the values that have helped us become the staple in the industry that we are today.
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Industrial | T.N. WARD CO.
Ward Reaches Out

ne of the Northeasts most prominent commercial and residential builders is expanding into new sectors while keeping its core values firmly in place. Ardmore, Pa.-based T.N. Ward Co. has offered construction management, design/build and general contracting services to clients in the gaming, public housing, institutional and educational fields in the northeast United States for more than 90 years. The company is particularly known for building casinos as well as housing projects funded by the Department of Housing and Urban Development, President Tom Falvey says. The company continues to shine in these sectors while recently adding industrial projects to its portfolio. Weve recently greatly expanded our industrial capabilities, Falvey notes. We had done industrial projects before, but not to the extent we are now; we needed to look at how we were conducting business because of the economy and increased competition. T.N. Wards ability to self-perform several aspects of its projects, including concrete work and large equipment installation, makes industrial jobs a good fit for the companys expertise. We view ourselves mainly as a general contractor, so we felt this was a market that we brought some value to, Falvey says. Given our general contracting expertise and our ability to self-perform, we felt this was a market we could be competitive in.
Co. The T.N. Wardboilerdeliveredtoa design/build project Rimtec Corp. in New Jersey.
T.N. WARD CO. EMBRACES NEW PROJECTS IN THE INDUSTRIAL SECTOR AND OTHER AREAS. BY JIM HARRIS
Diverse Portfolio
One of the companys largest current industrial projects is on course to finish in August. T.N. Ward in January 2010 started work on a $40 million, 40,000-square-foot expansion to Synagro Technologies Inc.s Philadelphia Renewable Bio-Fuels facility. The project involves adding a prefabricated metal building on a concrete slab to the existing facility. This building will include new equipment used to dry sludge, converting it into pellets that can be used for fuel and fertilizer, Falvey says. Outside of the industrial realm, the company continues to find commercial sector work, including the $180 million, 350,000-square-foot
Maryland Live! Casino in Arundel County, Md., just outside of Baltimore. The project which will be the largest gaming facility in Maryland, according to owners The Cordish Group will begin construction in May, Falvey says. The company also recently started work on a $6 million equipment upgrade project to the Bristol Wastewater Treatment Plant in Bristol, Pa. Other current and upcoming projects for the company include parking garages for a healthcare facility and a convention center, both in Philadelphia.
T.N. Ward Co.

www.tnward.com Revenues: $350 million HQ: Ardmore, Pa. Employees: 100 Specialty: General contracting and construction management
Safety is not one of the costs you want to cut on a project.

Tom Falvey, president
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Industrial | T.N. WARD CO.
Some contractors are low-bidding in areas where they dont have experience.
T.N. Ward continues work on a design/build parking garage
addition for Aria Health.
Problem Solvers
Safety in particular is one of the companys T.N. Ward believes in maintaining a high level of biggest priorities. Safety is always something Community Ties service on all of its projects, and takes a hands-on we have paid attention to; we put an emphasis approach with all of its clients, Falvey says. on our own practices, as well as look at our subT.N. Ward supports a number of nonprofit The companys reputation and experience contractors and their ability to do the work, organizations through volunteerism and have made it a go-to contractor in recent years for Falvey says. Safety is not one of the costs you fundraising. In particular, the company has a several owners looking for a second opinion on want to cut on a project. 20-year working relationship with the projects. As every company is looking for work T.N. Ward sets up job-specific safety proSalvation Army of Greater Philadelphia, for whom it has performed a number of buildin the current economy, some contractors are grams for all of its projects. Project managers, ing and remodeling projects, President Tom low-bidding in areas where they dont really superintendents and key subcontractors look at Falvey says. have experience, Falvey adds. Were starting to issues unique to each project that could potenThe company last year completed the $65 see contractors calling us to say they have a probtially carry risk, such as excavation or the presmillion, 128,000-square-foot Salvation Army lem with their projects budget or some other eleence of hazardous materials. Ray and Joan Kroc Center in Philadelphia, ment that needs fixing. Each trade on the project is examined in Falvey adds. Some owners that were hiring based on price relation to potential safety issues, and everyone but not holding much to experience are now seeinvolved in the project goes through a safety ing that experience has value and just choosing a company based on course, Falvey says. low pricing wasnt the right move for them. The company maintains close working relationships with all of its subcontractors in all aspects of construction. Generally speaking, theyre supportive of our needs in pre-construction and during conA Watchful Eye struction, he adds. We all look out for the best interests of the project T.N. Ward believes strongly in looking out for the best interest of owners and each other. through paying close attention to building quality and safety.
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PHOTO: COURTESY OF RIMTEC CORPORATION
Industrial | ROBERT B. SOMERVILLE CO. LTD.
Bright Opportunity
ROBERT B. SOMERVILLE AND ALMITA PILING BUILD A SOLAR FARM PROJECT IN ONTARIO. BY KATHRYN JONES
The Sault Ste. Marie Solar Farm will provide 30 megawatts of electricity once completed.
ntario established its position as a pioneer in renewable Perfect Partnership energy when it developed North Americas first comprehenSince January, Somerville and its joint-venture partner, Ponoka, sive guaranteed pricing structure for renewable electricity Alberta-based Almita Piling Inc., have been working on the 30production. The feed-in-tariff (FIT) program offers stable megawatt Sault Ste. Marie Solar Farm project in Sault Ste. Marie, Ontario. prices under long-term contracts for energy generated from renewable Under a $1.8 million contract, the two companies are supplying and sources such as biomass, biogas, landfill gas, on-shore wind, solar photo- installing nearly 21,750 helical screw piles and a racking system for Qvoltaic and hydropower. Cells International Canada, an affiliate of Q-Cells SE. They will subseFIT enables the province to construct renewable energy infrastructure quently install the solar panels onto the racking system before the projusing private investments without the initial outlay of capital, while ect concludes in June. Q-Cells will provide operations and maintenance advancing its mission to phase out coal-fired elecservices for the system. tricity generation by 2014. In addition, the proAlthough Somerville has acted in a subcongram is expected to boost economic activity and tractor capacity on previous solar projects, such www.rbsomerville.com generate new green industry jobs, especially for as land preparation, road building and electrical the construction industry. collection, this is its first large-scale solar project, Location: Sault Ste. Marie, Ontario In particular, FIT has created a unique opporand it is pleased to be doing it in partnership Contract Budget: $1.75 million tunity for Robert B. Somerville Co. Ltd. For more with Almita. Together, the companies can pro Scope: Support work for a 40than 50 years, the King City, Ontario-based convide a full range of services and be more cost megawatt solar farm tractor has designed, installed and maintained competitive, says Somerville Manager of the infrastructure for utilities as well as mainContracts and Business Development Abe Dyck. line and distribution systems for oil and gas Aside from its expertise in electrical collecpipelines. The provinces decision to pursue tion systems, Somerville has constructed Abe Dyck, manager, contracts & business development renewable energy generation bodes well for pipelines across Canada for decades and has the Somerville since its core business includes elecequipment and experience to build projects trical collection systems. across a diverse range of terrains. Almita had
Robert B. Somerville Co. Ltd.
The client liked the fact that we are doing everything we can to meet their schedule.
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worked as a subcontractor to Somerville on previous pipeline projects, which is how the two companies were introduced. Almita has a long history in Alberta of manufacturing and installing screw piles, Dyck states. However, because FIT requires local contractors, they cant do installations in Ontario unless they open an office here. That is not their core business. They are very busy in oil and gas in Alberta, so thats why it is beneficial for us to partner on these solar projects in Ontario.
Learning Experience
FIT requires solar farms to be built on land that cannot be used for agricultural purposes. As a result, they are typically built in areas with poor soil conditions, Dyck says. The Sault Ste. Marie Solar Farm site is on swampy land, which is why Somerville and Almita opted to build the project in the winter and take advantage of the frozen conditions. However, This winter was so cold that we lost a lot of the productivity we were hoping for because the frost was causing more challenges than we originally anticipated, Dyck says. At the same time, there were deadlines to get this project on stream, so we increased our resources by bringing in more equipment and more manpower to pick up the productivity that we had lost. Then, in the springtime, a quick thaw created very wet soils, so we had to bring in different resources to work around these new soil types, he continues. The client has been impressed with our ability to access alternative equipment to meet the new site conditions. We invested in a large number of excavators with drill head requirements to do these screw pile installations. The client liked the fact that we made that expenditure and are doing everything we can to meet their schedule. Because this is the first major solar project Somerville and Almita have worked on together, the Sault Ste. Marie Solar Farm has been a learning experience for both companies. Its a very heavy logistical effort that has to run smoothly, and I think weve learned everything we needed to learn on this first project, so we know firsthand how we can improve for other projects, Dyck states. He adds that Somerville intends to continue partnering with Almita on all future solar farm projects. This project is 30 megawatts, but there are at least another 2,500 megawatts of projects that have to be built in the next couple of years, Dyck notes. In fact, there are probably more projects than availability of resources.
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Industrial | TINGUELY DEVELOPMENT INC.
The Aloha Spirit
TINGUELY DEVELOPMENTS PROJECTS REFLECT THE WARM ENVIRONMENT OF HAWAII. BY JIM HARRIS
Tinguely Developments capabilities include design/build, general contracting and construction management.
hil Tinguely says he is just as comfortable on a construction site as he is in the boardroom. I make myself personally available to clients, says Tinguely, owner of the Kailua-Kona, Hawaii, contracting and development company that bears his name. I think many executives tend to place subordinates in decision-making situations, while I tend to be out in the field. Tinguely founded the company in 1996 after working for residential construction and development firms in Hawaii and his native California. He brings more than 30 years of experience in the bricks-and-mortar, legal and contractual ends of the construction industry. I am knowledgeable about everything that goes into a structure including mechanical and electrical systems, finishing and painting, but also understand the legal ramifications of MILESTONE entering into a contract, he says. Tinguely and his staff apply that knowledge to residential and commercial projects
throughout the western part of Hawaiis Big Island. The companys capabilities include design/build, general contracting and construction management services. The company relies largely on word-ofmouth and referrals from architects, past clients and real estate brokers to secure its work. We offer a high level of confidence and experience in our region, Tinguely says. We like to say that we have an ongoing relationship with 100 percent of the people weve provided services for. Tinguely Development is celebrating its 15th anniversary this year.
a variety of projects, he says. One project Tinguely calls one of the most rewarding he has worked on is the Halau Hoolako Community Center, finished in 2009. The community resource center is Hawaiis first LEED Platinum certified building. The center, built using local building materials, features a grouping of gathering places meant to maximize natural light and ventilation and energy-saving features including an external light sensory system. Like many of the companys projects, the centers design reflects its natural surround-
Variety of Experience
Tinguelys initial focus upon its founding in 1996 was building high-end luxury homes in resort developments. One major early development was in the Hualaiai resort on the Kona-Kohala coast, where the company built 30 homes ranging in market value from $4 million to $15 million. After building homes in Hualaiai and other resort properties, Tinguely started seeking work in other sectors, including commercial projects. I wasnt looking to get lockstep into one segment of the market I wanted to have
Tinguely Development Inc.

www.tinguelydevelopment.com Revenues: $8 million Headquarters: Kailua-Kona, Hawaii Employees: 12 Specialty: General contracting, property development
YEARS
15
We have an ongoing relationship with 100 percent of the people weve provided services for. Phil Tinguely, owner
182
ings. The lifestyle in Hawaii is very indoor/outdoor, so we use a lot of windows and openings in our buildings, Tinguely says. Sustainability remains a top priority for the company. Hawaii, by its nature, is a sustainable environment; the climate only changes six to eight degrees from winter to summer, so were not dependent on air conditioning or heating, Tinguely says. Building homes and structures that take advantage of this is a necessary component of our business. One of the companys biggest current projects is the $40 million Big Island Carbon LLC plant in Kawaihae, Hawaii. Tinguely Development provided site work and general contracting on the facility, which will convert macadamia nut shells into activated carbon that can then be used in products including water filters, air conditioners and pill bottles. Tinguely Development is in the final stages of construction on the building, slated for completion in spring 2011. We dont export much here in Hawaii, so were excited to be a part of that, Tinguely says. All of the companys commercial projects are
Involved Citizens
Community involvement is important to Tinguely Development owner Phil Tinguely and his staff. Its very important to us, as a citizen of this community, to stay involved, and we pride ourselves on having a presence in that capacity, he says. The companys community-centered projected involved donating time, materials and discounted services to build a marine bird rehabilitation and recovery facility for the Hawaii Wildlife Center, as well as building projects for various humane societies and park districts. built with users and durability in mind. The entire community gets to benefit from those projects, so we feel those should be around for 150 years, he adds.
recession was to reduce overhead, like so many other businesses, Tinguely says. Two key senior staff members Tinguely says have been invaluable to the company are General Manager Suzie Bistline and Senior Project Manager Dale Washburn. Both have been with the company for more than 10 years.
Qualified Vendors
Also key to the companys strategy during the recession is a subcontractor prequalification process. Tinguely Development says it asked prospective vendors for more documentation when submitting proposals, including information about available capital and cost projections. Once selected, subcontractors serve an important role on Tinguely Developments projects. We utilize our strong working relationships with subcontractors and suppliers and sit down with them during planning so they know whats expected on the project, Tinguely says. Were looking for our subcontractors to be an extension of our company and what we believe in. Some of Tinguelys key partners include Hamakua Framing & Structure Inc. and Torres Roofing LLC.
Key Strategies
Tinguely Developments range proved to be invaluable after the recession started in 2008, significantly slowing down its high-end residential projects. One of the first steps we took during the
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LAST LOOK
pellow + associates architects g p.110
Food courts present architects with the opportunity to design spaces that invite shoppers to linger. The Mapleview Mall in Burlington, Ontario, gave pellow + associates architects inc. the opportunity to design a space that stands out from the rest of the mall.
LINGER HERE
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EDITORS LETTER

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Jim Harris, Construction Today Editor jharris@businessmediapublications.com

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Basic Truths about Mold

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SPECIAL SECTION: Western Canada | HEATHERBRAE BUILDERS CO. LTD.

Heatherbrae Builders Co. Ltd.

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We are proud of our involvement in sustainable buildings.

Heatherbraes projects typically are built to fit

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SPECIAL SECTION: Western Canada | FARMER CONSTRUCTION LTD.

ON ITS 60TH ANNIVERSARY, FARMER CONSTRUCTION IS A LEADING CONTRACTOR IN WESTERN CANADA.

Construction has Farmerclients throughoutmany repeat British Columbia.

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