EDITOR’S LETTER

Getting the Jobs Done

The construction industry continues
to find its way back after the reces-
sion, with total industry spending
hitting a four-year high in July.
With this increase comes a rise in
employment in most states, according
to the Associated General Contractors
of America (AGC).
Construction-related jobs may be
coming back, but the majority of con-
struction companies are finding it dif-
ficult to find people to fill many of
those spots, according to the results of
a survey released by the AGC in
September. Nearly 75 percent of
responding firms report they are hav-
ing trouble finding carpenters, equip-
ment operators and laborers, and 53 percent say they’re
having a tough time filling professional positions such as
project supervisors, estimators and engineers.
The AGC is taking short- and long-term actions to make
sure there are enough workers to meet future demand.
These include urging Congress to lift immigration restric-
tions on construction workers and encouraging elected and
appointed education officials to keep skills-based programs
that teach construction and other trades in schools.
Contractors are taking steps to ensure they are staffed for
the future, including setting up mentoring programs,
attending career fairs and supporting high school construc-
tion skills academies.
Finding and retaining qualified employees should be the
top priority of every contractor. The industry’s future will
look even brighter once future generations of workers and
leaders are in place.
jim.harris@phoenixmediacorp.com
Construction Today Editor

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
to ensure that the information published is accurate, but no legal responsibility for loss occasioned by the use of such information can be accepted by the publisher. All rights reserved. The contents
of the magazine are strictly copyright, the property of Construction Today, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.

SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM

1
 VOLUME 11 | ISSUE 5

EDITORIAL
EDITORIAL DIRECTOR
John Krukowski (john.krukowski@phoenixmediacorp.com)
CT EDITORS
Alan Dorich, Jim Harris
MANAGING EDITOR
Staci Davidson
SPECIAL PROJECTS EDITOR
Chris Petersen
SENIOR EDITORS
Russ Gager, Jamie Morgan, Eric Slack
ASSOCIATE EDITORS
Jeff Borgardt, Janice Hoppe
CONTRIBUTING WRITERS
Mariana Bravo, Deborah Cazan, Peter Ferzan, Cheryl Ford, Marc Moschetto, Kevin Murphy,
Daniel Nicely, John Robbins, Chris Wallis, Chris Warren

ART
ART DIRECTOR
Erin Hein
DESIGNERS
Megan Green, Jonathan Lyzun, Vida Soriano

PRODUCTION
PRODUCTION MANAGER
Nancy Allen
PRODUCTION COORDINATOR
Michelle Horn

RESEARCH
VP OF EDITORIAL RESEARCH
Walter Sledz
DIRECTOR OF EDITORIAL RESEARCH
Shannon Marshall
PROJECT COORDINATORS
Steven Bartlett, Melvin Eagleton, Ken Ellis, Moumita Khatua, Jason Palilonis, Brent Sherman,
Sondra Snowden, Walter Stecker, Giancarlo Tonon

SALES
VICE PRESIDENT OF SALES
Steven Campagna
DIRECTOR OF REPRINT SALES
Graeme Sturgess (graeme.sturgess@phoenixmediacorp.com)
DIRECTOR OF WEB SALES
Dash Blankenship (dash.blankenship@phoenixmediacorp.com)

PHOENIX MEDIA CORPORATION | 79 W Monroe, Suite 400 | Chicago, IL 60603

ACCESS SUBSCRIBER SERVICES AT WWW.CONSTRUCTION-TODAY.COM
Construction Today (USPS #23137) is published monthly by Phoenix Media Corporation, 79 W Monroe, Suite 400, Chicago, IL, 60603.
POST MASTER: Send address changes to Construction Today, 79 W Monroe, Suite 400, Chicago, IL, 60603. CANADA POST: Publications Mail Agreement
No. 41089016. Return undeliverable Canadian addresses to Phoenix Media Corporation, 7496 Bath Road #2, Mississauga, ON L4T 1L3.

2
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 SEPTEMBER/OCTOBER 2013 | CONTENTS

On the Cover
Inteplast Group Inteplast works on new ways for the construction Columns and Features
gp.12 industry to harness the advantages of plastics
technology.
8 Tax Planning Strategic tax plan-
ning can help your firm prepare
for the future.

10 Best Practices Bidding public

jobs intelligently is key to surviv-
ing these tough times.

192Last Look Warmington aims to

succeed in a niche market.

p.18

p.10 Departments
18 Residential It makes sense to
connect with builders on easy-
to-use platforms.

64 Commercial The best lighting

options for commercial build- p.144
ings include LED solutions.

94 Institutional The practice of proj-

ect management has undergone
a transformation.

122Civil Lawsuits over defective

designs are still a significant
issue for contractors.

144 Industrial If your company is

in litigation, it will have to turn
over relevant documents.

3
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 CONTENTS | SEPTEMBER/OCTOBER 2013
p.34
Company Profiles
Inteplast Group Inteplast Group’s
12 highly engineered products provide
superior alternatives to traditional
construction materials.
RESIDENTIAL: Profiling
multi- and single-family
homes and buildings.
22 FilBen Group – Hamlet at
Walkill The Hamlet at Walkill
represents the latest effort by its
owner/builder, FilBen Group, to
develop high-quality housing.
Warmington Residential
28 The Legacy Collection by
Warmington Residential aims to
create a community of luxury homes
that is different from anything found
on the market.
34 NCB Group – Cypress Pointe
North Solar electrical generation
and geothermal cooling will keep
NCB Group’s Cypress Pointe North
a sustainable and elegant residen-
tial development.
4
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
p.60
Progressive Foam Technologies DeBest Inc. DeBest celebrates 40
38 Inc. Progressive Foam
Technologies’ unique products offer
56 years of business.
many performance and aesthetic
benefits to homeowners. 58 Kinzie Builders – The Oaks of
Vernon Hills The leaders of Kinzie
Builders can draw on their decades
North Dakota Developments of experience to build a large multi-
42 LLC An oil boomtown fuels growth
for housing firm North Dakota
family rental community located in
suburban Chicago.
Developments LLC.
Omaha Door & Window Co.
46 Ready Builders Inc. Ready Builders
is working hard to supply quality
60 Omaha Door & Window knows it
takes customer service and a wide
custom homes to the growing Minot, selection to keep customers happy.
N.D., market.
Pratt Home Builders Pratt contin-
50 Sippican Partners – Squam
River Landing Squam River
62 ues its legacy of success by stream-
lining its methods.
Landing is a thoughtfully planned,
carefully crafted residential commu- COMMERCIAL: Profiling
nity shaped by the heritage and retail, office, hospitality,
vales of Squam. entertainment and mixed-
use construction.
BRE Properties – Wilshire La
54 Brea Miracle Mile apartments
BRE Properties’ newest residential 66 Trans America Group Developer
Trans America Group is in it to win.
development in Los Angeles’
Miracle Mile district is on track MXD Development Strategists
to deliver its first units this
November.
72 Ltd. MXD develops solutions and
strategies tailored to local needs.
 HJ Foundation Record-setting
74 capabilities have helped HJ
Foundation become a leader.
102
Kirksey Architecture Sustainability
77 practices and an internal culture of
cooperation and fun are at the center
of Kirksey Architecture's operations.
Haylor, Freyer & Coon Inc. This
year, Haylor, Freyer & Coon cele-
brates 85 years of distinctive and
106
exceptional service to its clients. The
Syracuse, N.Y.-based firm has grown
to be a proven leader in the insur-
ance industry.
Bronx Mental Health
Redevelopment The creation of a
new Bronx Psychiatric Center aims
to improve the state of behavioral
healthcare in the Bronx. The aging
psychiatric campus was originally
built in the early 1950s.

Bazan Painting Co. When Bazan

80 Painting says its work runs the
gamut, it means it.

Duke Realty Corp. Duke Realty

82 helps its client expand into a new
facility at its business park.

Eastern Steel Corp. Eastern Steel

84 Corp. thrives by going above and
beyond its customers’ anticipations.

Gateway Building Systems A mix-

86 ture of agricultural and commercial
building projects spells success for
Gateway Building Systems.

Marous Brothers Construction –

88 Westin Hotel Marous Brothers has
a diverse toolbox that helps it control
schedules, budgets and quality.

HBD Construction HBD

90 Construction does it all.

Mark Cerrone Inc. Mark Cerrone

92 Inc. enhances western New York one
exhilarating project at a time.

INSTITUTIONAL: Profiling
healthcare, education, places
of worship, laboratory, mili-
tary, library and museum
construction and related
business.

EllisDon/Carillion PLC Joint

96 Venture – Oakville Hospital A
joint venture public/private partner-
ship between EllisDon and Carillion
is building a new hospital in
Oakville, Ontario, at high speed.

5
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 
 CONTENTS | SEPTEMBER/OCTOBER 2013
p.124
Haselden Construction –
109 University of Colorado
Hospital, Anschutz Medical
Campus Haselden Construction
brings modular construction
to the western United States
to complete the University of
Colorado Hospital expansion.
Elmer A. Henderson: A Johns
112 Hopkins Partnership School
A unique new elementary
school in Baltimore is
close to opening its doors
to students.
Harold O’Shea Builders –
116 Memorial Medical Center
Expansion Harold O’Shea
Builders is at work on the
Memorial Medical Center
expansion in Springfield, Ill.
MIG Construction Services A
118 hollow, 113-foot-tall steel tower
shows off the versatility of MIG
Construction Services.
p.134
6
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Watterson Construction –
120 Kodiak High School Watterson
has done its homework in plotting
out the expansion of a high school.
CIVIL: Profiling
heavy/highway, utility,
water/ sewage treatment
plant and airport construc-
tion and related business.
Turks & Caicos Islands Airports
124 Authority – Providenciales
International Airport
Providenciales International
Airport’s expansion will help it
adjust to passenger growth.
Blakeslee Arpaia Chapman Inc.
128 BAC stays successful by giving the
customers what they truly want.
130 Clearwater Construction
Clearwater Construction is eager to
break into the oil and gas industry.
Fairfax/Henley Renovating Fairfax
132 County Public Schools’ Thomas
Jefferson High School for Science
and Technology will change educa-
tion for the better.
HAKS With a strong foundation in
134 construction management, the New
York City-based HAKS expands its
service offerings to spur further
growth. The firm also specializes in
inspection services.
John T. Jones Construction –
136 Wastewater Reclamation
Treatment Plant John T. Jones
Construction is working on a proj-
ect that will help Dickinson, N.D.,
meet the needs of its community.
Louis Armstrong New Orleans
138 International Airport After
finishing an extensive renovation,
the Louis Armstrong New Orleans
International Airport plans to
build a new terminal.
140 Southeast Environmental
Contracting Inc. The Georgia-
based Southeast Environmental
Contracting Inc. brings decades of
experience and up-to-date equip-
ment to all of its projects. 
142 Southeast Road Builders
Southeast Road Builders helps improve
travel for commuters in Alaska.
INDUSTRIAL: Profiling fac-
tory, warehouse, power
plant and energy-related
construction and related
business.
Plumrose USA Plumrose’s new
146 facility will keep it a leader in the
meat industry.
Great Basin Industrial With a
150 dedication to both quality and safe-
ty, the Utah-based Great Basin
Industrial continues on a path of
strong growth.
 p.156 p.170

Liberty Property Trust – Miami International SPECIAL SECTION: Caribbean

153 Tradeport The Miami International Tradeport will be a posi-
tive contribution to the growing warehouse/distribution cen- AIREKO The Puerto Rico-based AIREKO prides itself on verti-
ter market near PortMiami. 176 cal integration, a positive culture and long-term relationships
with repeat clients.
Evans General Contractors Evans General Contractors
156 works throughout the Southeast, and also has an office in
Germany to help European companies locate manufacturing 186 Kier Construction Kier Construction has nurtured a strong
reputation in the Caribbean. As it develops high-quality proj-
facilities in the United States.   ects, it also focuses on good client relationships.

SPECIAL SECTION: Equipment

Thompson Pump & Manufacturing Company Inc.

158 Thompson Pump has adhered to the same high standards of
quality and service for more than 40 years.

Blackstone Business Enterprises The latest technology

164 and equipment help Blackstone Business Enterprises meet
its customers’ metal fabricating needs.

ElecComm Power Services ElecComm Power Service

166 seeks to expand its service along the East Coast.

Trench Shore Rentals Trench Shore Rentals has carved out

168 a niche in handling specialized trenching equipment in a vari-
ety of sizes and weights for contractors and municipalities.

SPECIAL SECTION: Pipeline

Rockford Corp. Construction Co. Inc. Building large-

170 diameter natural gas liquids pipelines is a specialized busi-
ness and a booming one for Rockford Corp. Construction
Co. Inc.

Rodenberg Diversified LLC A young company,

172 Rodenberg Diversified is already making a name for itself in
pipeline construction and maintenance.

T.G. Mercer When it comes to handling pipes for its clients,

174 T.G. Mercer is a pro.

7
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM


TAX PLANNING
A SMART STRATEGY
Strategic tax planning can help your firm prepare for the future. BY CHRIS WALLIS
T
he Beatles sang about a taxman who taxed everything people
owned or accomplished. Many construction owners and execu-
tives adopt that belief when it comes to figuring out their tax
liabilities. They believe that there’s little they can do to affect
their taxes, so they do not make tax planning a priority.
Instead, many owners simply engage in year-end discussions with
their tax professionals about minimizing taxes owed for the year.
Regrettably, this approach reinforces their perception that there is little
they can do to minimize taxes because year-end planning allows for
only limited tax reductions. A more effective tactic is to think ahead and
engage in real strategic tax planning.
Strategic tax planning involves preparing for the future of the organi-
zation based on its mission and goals. In this way, construction owners
can take proactive steps towards reducing future tax liabilities and limit
damages from any potentially harmful situations.
Tax Planning Myths and Facts
There are several misconceptions when it comes to taxes and strategic
tax planning. Here are the most common ones and why they simply
aren’t true:
8
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
1. Nothing can be done to reduce taxes,
especially for companies that make a lot
of money. It is true that the more money a
business makes, the more difficult it is to
pay zero taxes. However, there are many
approaches for significantly reducing or
deferring taxes.
2. Owners are doing everything they can to
reduce taxes – this is strategic tax plan-
ning. Owners and executives participate
in what is commonly known as the “tax
meeting,” the one held in February or
March of the current year to figure out
how to reduce the tax liabilities for the
prior year. This is not strategic tax plan-
ning. Rather, strategic tax planning
involves discussing company related
events likely to occur over the next 12 to
36 months (future-oriented) and then cre-
ating a plan to minimize taxes when these

events occur. Strategic tax planning
means handling future tax liabilities
proactively instead of focusing on the past
tax-related issues.
3. Strategic tax planning can be used only
by large corporations. It doesn’t matter if
the firm is a small residential home-
builder or a multi-state construction firm
with 1,000 employees. All companies can
take advantage of the benefits offered
from consistent strategic tax planning.
4. Construction companies are taxed just
like other businesses. It is true that all
companies are taxed, but construction
companies are subject to complex rules
regarding long-term contracts, accounting
methods and the Domestic Production
Activities deduction (to name a few) that
are generally not applicable to other busi-
nesses, like retailers and distributors.
Conversely, construction firms have much
to gain by investing time into determining
future tax liabilities. Here are a few advantages:
• A reduction of taxes, including Social
Security and Medicare taxes, which means
an increase in available resources to pur-
chase necessary construction assets, pay
employees and subcontractors, and quali-
fy for higher bonding – all necessary com-
ponents of a growing construction firm.
• The determination of the correct business
structure for the company to minimize
taxes and maximize asset protection.
• A delineation of worker/independent con-
tractor classification to avoid penalties.
• The IRS estimates that yearly there are $4
billion annually in unclaimed tax credits
for business owners. Strategic tax planning
can help discover applicable ones for a
construction company.
• Assistance with exit planning, estate plan-
ning and asset protection to take advan-
tage of tax benefits and savings.
• Advanced planning to avoid liabilities.
The most important component of strategic
tax planning is to scrutinize all aspects of the
business in a comprehensive manner. This
means examining income taxes, capital gains
taxes, payroll taxes, estate taxes and gift taxes.
Beyond a Bookkeeper
Strategic tax planning involves several key
personnel. First and foremost, construction


company owners and/or top executives must be there. They are the best
TAX PLANNING
source of information for future business events, such as anticipated
growth, personnel hiring, potential new projects or expansions to be bid,
diversification, major equipment or real estate purchases, acquisition of
a competitor or if they are going to exit from the business in that time
frame. These events can produce significant tax liabilities if they aren’t
implemented with a strategic tax plan.
The employee or consultant who “handles the books” and the person
who prepares the taxes also are important participants for these meet-
ings. Finally, the company’s attorney should contribute to these plan-
ning sessions. Attorneys can advise on the legal ramifications if changes
are made related to asset protection, estate planning, business succes-
sion planning or the business structure.
Construction Industry Complexities
The ultimate goal of strategic tax planning for construction companies is
the same as for any other business: to reduce taxes. There are rules that
make tax preparation more complex for those involved in the construc-
tion industry as compared to retail or manufacturing companies. These
include issues related to accounting methods, long-term contracts, sales
taxes and classification of independent contractors. Unfortunately, many
of these issues cannot be dealt with retroactively.
For example, a company hires someone and decides this person is an
employee, instead of an independent contractor. Later on, the company
cannot choose to suddenly claim this person was an independent con-
tractor all along. Because of the tax ramifications, these decisions must Chris Wallis is the senior
be planned for in advance. tax manager with
The entity that a construction company falls under and the account- Strategic Tax Advisors
ing method used also determines the tax and liability implications. For (STA), a professional
instance, C corporations must use the accrual accounting method once consulting firm providing
their revenues exceed $5 million. Before that threshold is reached, they strategic tax planning,
can use the cash method of accounting. tax defense and tax
However, when the company hits the $5 million threshold, it will compliance services to
have to pay taxes on all outstanding accounts receivables. This can be a small and mid-sized
significant burden on the company. On the other hand, through strate- businesses in the United
gic tax planning, the level of company growth can be projected to deter- States and Canada. For
mine when the $5 million threshold may occur. Then a plan can be cre- more information, call
ated to allow the company to use the optimal accounting method for as 877-894-0070 or visit
long as possible. www.sta-na.com.
Proactive Planning
In March 2010, President Obama signed the Affordable Care Act, which
has wide reaching financial and tax implications for most businesses.
Since then, there have been considerable temporary and permanent
modifications to the act.
Keeping up with these and other tax regulations and changes is
exhausting work and sometimes beyond the scope of most organiza-
tions’ internal bookkeepers and even many CPAs. When seeking out
help for strategic tax planning, search for a CPA or firm that specializes
in tax planning versus tax preparation. With regular strategic tax plan-
ning, companies can discover and implement policies to minimize cur-
rent and future tax liabilities while aligning these obligations with the
goals and vision of the organization.
9
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM


WINNING THE
BEST PRACTICES

WAGE GAME
Bidding public jobs intelligently is key to surviving these tough times. BY CHRIS WARREN

W
ith the construction industry
having been in a depressed state
for so long, contractors are look-
ing for ways to survive.
Prevailing wage jobs may just be the key to
survival until work in the private sector
bounces back. Speaking with contractors who
have always performed prevailing wage jobs,
they all have the same complaint: Increasingly,
contractors with little or no prior experience in
a prevailing wage environment are starting to
bid prevailing wage projects.
In years past, contractors would typically
see four or five competitors bidding on a pre-
vailing wage job. That isn’t the case today. It’s
not uncommon to have 20 or more contractors
bidding on one prevailing wage project. With
so many contractors fighting to win a bid,
profit margins are significantly reduced, thus
requiring contractors to bid on more projects.
In many cases, contractors have to bid prevail-
ing wage jobs where they have no prior track
record. This can create a world of problems for
the contractor who doesn’t understand pre-
vailing wage dollars, compliance issues and
regulations.

Understanding Fringe Benefits

So how does one separate oneself from the rest
of the pack? The key is understanding the
fringe benefits portion of prevailing wage proj-
ects. Fringe benefits are the portion of these
wage jobs that an employer must use for their
employees. The employer has 100 percent say
(or complete control) as to how these fringe
benefit dollars get distributed. For a union
shop, these fringe dollars are typically used
towards paying union dues. But how does the
»Inbidmany cases, contractors have to
prevailing wage jobs where they
non-union shop use these fringe dollars?
Typically non-union contractors elect to
have no prior track record.
pay the fringe benefit dollars as additional

10
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 

cash wages. This makes employees very Public work jobs are a must for contractors «

BEST PRACTICES
happy because they are making more money trying to survive, but they need to make
sure they work smarter, not harder.
per hour. But how does cashing out fringe
dollars affect the employer and project
owner? By cashing out those fringe dollars,
employers and ultimately project owners
have increased payroll, which translates into
higher workers’ compensation premiums
and higher bid costs. For example: Take a
contractor who elects to cash out fringe dol-
lars. They have a base wage of $30 per bid
hourly cost. Added is a $10 fringe amount
that is paid as cash, which equals a $40 total
hourly cash wage. Then you have a 25 per-
cent payroll burden (or $10 hourly payroll
tax burden). The total bid hourly cost would
now be $50. So how does an owner allocate
the fringe dollars in order to lower bid costs
and workers’ compensation expenses? The
answer is a qualified fringe plan.
These qualified plans allow an employer to
use the fringe dollars toward a retirement
plan, healthcare or vacation. Here is an exam-
ple of how a qualified plan can increase profits
and allow more winning bids. Using the same
numbers from the above example: base wage
of $30 equals a total hourly cash wage of $30.
Payroll burden percentage of 25 percent
equals a $7.50 hourly payroll tax burden. The
$10 fringe amount is now paid into a plan.
This equates to a total hourly bid cost of
$47.50, which is a $2.50 per employee/per
hour savings.
From the above example, one can see the
benefit of using a qualified plan for fringe
dollars. Not only will an employer reduce into qualified programs in order to save on their workers’ compensation
workers’ compensation expenses, they will expenses and lower bid costs. The only issue at hand was that by cashing Chris Warren is the vice
ultimately win more bids. In addition to out the fringe dollars, their workers were classified in the “over 28 dollar” president and construction
wage savings and more successful bids, a class code and paying a lower workers’ compensation rate. Because the practice leader for Poms &
qualified plan also will make sure the owner employer has a say as to where the fringe dollars are used, they decided Associates Insurance
is in federal compliance. to cash out enough of the fringe dollars to keep their “over 28 dollar” Brokers Inc., a full-service
The above is a straightforward example of employees in that lower rate class code, while moving the remaining insurance brokerage firm
using fringe dollars to benefit your compa- fringe dollar into a qualified plan. This allowed them to still take advan- specializing in property
ny. The hard part is educating employees tage of lower workers’ compensation costs (overall payroll was still and casualty, employee
who are used to having those dollars paid reduced) and the lower bid costs. benefits, corporate well-
out as cash to understand the ramifications. Public work jobs are continuing to be a must for contractors trying ness, risk management,
It’s important to explain how this approach to survive these tough times. But rather than just bidding as many risk control and preferred
will allow the employer to successfully bid public work projects as you can, go about it intelligently. Work smarter, client insurance services.
more prevailing wage jobs, thus allowing not harder. Establish a plan for allocating the fringe benefits dollars to To contact him, email
employees to make a higher base wage com- work in your favor, not against you. Save yourself the headaches and cwarren@pomsassoc.com.
pared to the private sector. higher expenses, and start winning the bids you deserve and enjoying
I recently spoke with an electrical contractor the increased profits. It’s a win-win for both the owner and contractor
who loved the idea of moving fringe dollars employees.

11
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM


COVER STORY

»Inteplast Group develops and manufactures building

materials made with highly engineered plastics. This home features
Inteplast’s TUFboard® line of siding, trim, moulding and millwork.

12
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013

POSITIONED
FOR GROWTH
Inteplast Group provides superior alternatives to traditional materials. BY CHRIS PETERSEN
I
nteplast Group is leading the way in
developing and manufacturing highly
engineered plastics that not only dupli-
cate the qualities of traditional building
materials, but also surpass them in specific
applications. The construction industry has
become the second-largest user of plastics, and
Inteplast continues to work on new ways for
the industry to harness the advantages of the
latest plastics technology.
As Inteplast Group President Dr. John Young
explains, the advantages of engineered plastics
in construction applications are numerous.
They not only provide exceptional perform-
ance, but reduce the need for forestry products
and other resources. With the company’s fami-
lies of substrate and exterior finish construc-
tion products, Inteplast is on the cutting-edge
of the movement toward advanced materials
in construction applications.
Founded in 1991, Inteplast Group has grown
Inteplast Group
www.inteplast.com
• Headquarters: Livingston, N.J.
• Employees: More than 5,000
• Specialty: Integrated plastics
manufacturer
“I believe we have enough
power, muscle and dedication
to bring more new projects to
fruition.” –Dr. John Young, group president
“I believe in terms of weight, engineered plastics
can be lighter and function equally if not better.”


COVER STORY
into the largest manufacturer of integrated plastic products in North
America, according to the company. The company consists of three divi-
sions: AmTopp, Integrated Bagging Systems and World-Pak. These divi-
sions produce products for a wide variety of applications and markets.
The company’s construction products are manufactured at Inteplast’s
525-acre multi-plant production complex in Texas.
Coming from a background as a physician and a medical researcher,
Young says he wanted to bring a spirit of experimentation and innova-
tion to the company. Inteplast’s diverse product lines and markets
demonstrate his success in achieving that goal.
Young says Inteplast’s construction products, which include
TUFboard® siding, decking, moulding and trim, IntePro® corrugated
boards and IntePlus® film, are manufactured to the highest standards of
quality using state-of-the-art processes. Combined with the company’s
philosophy of continuous improvement and positive reinforcement,
Inteplast offers a product line with great potential for continued growth.
Strong Functionality
Perhaps the most versatile construction product in Inteplast’s portfolio is
the TUFboard line. This cellular PVC board product can be used in many
of the same applications as traditional lumber products, as well as in
ways lumber can’t be used. TUFboard products are being sold across the
United States for trim, millwork, moulding, deck, porch and siding.
Young says the benefits of using TUFboard over lumber products include
long-term durability, aesthetics and sustainability of natural resources.
“I believe in terms of weight, engineered plastics can be lighter and
function equally if not better,” Young says. TUFboard products can pro-
vide the same workability as wood, but provide superior resistance to
stains, scratching, mold and swelling due to moisture.
TUFboard products provide features specifically designed to make
them easy to use. For example, the TUFboard siding line features the
Fast Track System, an integrated locking channel within each piece that
allows for hands-free nailing of the mounting flange. According to
Inteplast product managers, this means each siding board easily stacks
and locks in place. Also, the company’s Inte-Lock System reduces expan-
sion and contraction of siding due to climate by permanently locking
13
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM


Inteplast’s cross-laminated IntePlus®«
COVER STORY
film is used for multiple applications,
including as a vapor barrier.
butt joints in place to create a continuous length of siding all the way
across the wall.
When used as trim, the TUFboard system provides builders with
greater flexibility than lumber, literally. According to Inteplast,
TUFboard trim can be heated and bent into a variety of shapes easily,
retaining its texture even after heating. Like the other products in the
TUFboard line, the trim doesn’t rot or crack over time, resists moisture
and mold, and requires no painting.
TUFboard products are recyclable. Inteplast diverts materials from
the waste stream during the manufacturing process for recycling as part
of its internal sustainability program.
Versatile Boards
Inteplast’s IntePro line of corrugated plastic boards also demonstrate
increased use by the construction industry. These highly versatile boards
are being used in a wide range of useful and creative applications.
One of the most popular uses for the IntePro product is for concrete
tubes and forms. The company says that when used as molds, the
IntePro system provides significant advantages over wood and other
materials because of its durability and flexibility. IntePro concrete forms
do not deteriorate in wet conditions, do not stick to concrete and can be
used over and over again. “They’re stronger, they use less material and
they can be recycled and reused,” Young explains.
Also contributing to the benefits of the IntePro system is its trans-
portability. A four-foot tube can be folded flat for easy stacking and
weighs less than two pounds, making it easy for tubes to be moved to
and from the job site. According to product literature, they can be cut
easily with a utility knife.
14
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
IntePro’s corrugated design also makes it an
ideal product for use under roofing, Young
says. Doing so allows the roof to breathe and
prevents a buildup of moisture that can create
mold problems.
The product’s fluted design allows air to cir-
culate underneath the roof. These qualities
also make IntePro boards ideal for installation
over water-resistant barriers within walls to
create airspace between the cladding and
sheathing to reduce water damage and mold.
IntePro is used in applications far beyond
concrete molds and barriers. “We have found
success utilizing the material to build low-cost,
temporary shelters in areas devastated by
storms,” says Young. Inteplast donated thou-
sands of IntePro boards to Haiti and Indonesia
following the natural disasters in those coun-
tries in the recent past. The boards are used
throughout the southern United States to build
hurricane protection panels that fit over win-
dows and doors.
Water desalinization is another example of
the resourceful methods to which IntePro
boards can be put to use. Young says Inteplast
has developed a system that uses the corru-
gated boards to decontaminate brackish water
by allowing vapor to rise through the boards,
where salt and other impurities are left
behind on the sides of the boards. This
becomes an inexpensive and effective way to
purify water without significant investment in
energy-intensive equipment, and exemplifies
the innovation with which Inteplast
approaches all of its products. “I believe imagi-
nation leads us to have multiple uses for our
products,” Young says.
Products for Waterproofing
The third major product group that gives
Inteplast a strong position in the construction
market is its IntePlus co-extruded, cross-lami-
nated film. This product line, which is manu-
factured by means of an exclusive patented
process, is being used for diverse applications.
Often used as underside closure for manufac-
tured homes, IntePlus provides superior
puncture protection and tear resistance while
protecting floors from water damage, the
company says.
IntePlus cross-laminated film is used for
Barrier-Bac, an advanced composite vapor
barrier used to preserve and protect building


Inteplast’s TUFboard® Cellular«
COVER STORY

PVC Decking is designed to

look and feel like real wood.

foundations and expensive flooring. Often used in hospital and
school construction, it consists of a vapor barrier membrane that is
laminated to a nonwoven geo-textile fabric. Barrier-Bac is installed
with the geo-textile side facing the concrete pour. When the concrete
cures, fibers in the nonwoven material are mechanically bonded to
the slab.
Additional uses for the IntePlus films include pond liners, moisture
barriers in roofing systems, remediation pads and laminating with mod-
ified asphalt.
Bright Future
Young says all three of these product families show great potential for
further applications in the construction sector and beyond, and
Inteplast’s corporate culture of innovation and continuous improve-
ment allows for that. Young is a proponent of positive reinforcement
and actively looks to his product managers and executive team for
new ideas.
Environmental Commitment
Inteplast Group’s commitment to eliminating waste in all aspects of its operations is strongly
reflected in its corporate environmental policy. All of the company’s products are designed to
remain strong at low gauges, minimizing the amount of raw materials used in production, the
company says. Products are made from polypropylene, polyethylene or polyvinyl chloride, all of
which are chemically stable, nonleaching materials that do not create pollution or otherwise
affect groundwater.
The company’s production process includes reclaim lines used to recycle internally generated
scrap. This material is then integrated into manufacturing. Inteplast Group is accredited by
Environmentally Preferred Rating (EPR). The accreditation recognizes that the company’s production
facilities are environmentally sound with regard to recycling, resin pellet control and the use of
water-based ink.
“Whether you’re talking about health or the
management of a company, you have to moti-
vate everyone to share the same values,” he
says. “I strongly believe that no one in the
world wants to fail. As managers, I believe our
role should be as more of a facilitator to help
them succeed.”
“A company needs to be completely
focused on goals and clear benchmarks,”
Young adds. “Our company commitment to
continuous improvement encourages us to
meet those goals.”
By fully understanding what the compa-
ny’s goals are and where it is along every step
of the way, Inteplast can be assured that all of
its employees are motivated to succeed,
Young explains.
Inteplast’s president says that he has worked
diligently during the last 20 years to integrate
data at every level of Inteplast’s operations. By
doing so, the company knows exactly where it
is at the first of each month, as well as the
expectations for the upcoming month. This
wealth of internal information, combined with
the company’s culture of innovation and man-
ufacturing strength, will help Inteplast achieve
continued success, according to Young.
“I believe that no one person can do every-
thing by himself,” Young says. “Teamwork is
essential. I believe we have enough power,
muscle and dedication to bring more new proj-
ects to fruition.”

16
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Residential
BUILDING THE
PERFECT APP
T
oday more than ever, builders, archi-
tects and their partners are constantly
on the go, and the offices for these
professionals are most often their job
site. That being said, it makes sense to connect
with builders, their partners and customers on
a platform that is easy to use and fits perfectly
into contemporary lifestyles. Mobile apps are a
great answer to fulfilling these needs, as they
allow users to find and interact with informa-
tion from any location 24/7. The potential
impact of mobile apps represents a revolution
for the construction, building and design
18
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
By Daniel Nicely
industries, as apps improve efficiency and saving costs for all parties
involved and are helping transform design and construction projects in
ways that are more profitable for future growth.
The construction, building and design industries are part of the trend
toward working remotely from offices. In some cases such as contractors,
their bases are in fact their pickup trucks that they use between job sites.
As a result, individuals in these industries need innovative ways to find
and receive data as quickly as possible while they are mobile, and apps
address that demand perfectly.
At the same time, companies supplying apps to clients receive a big
dividend in customer service, as the details shown via apps, such as
product specs, can prevent employees from having to answer the same
questions hundreds or maybe even thousands of times. The most suc-
 IN THIS SECTION
cessful and beneficial apps will save labor costs while at the same time
North Dakota
generate business for and/or with designers, material suppliers, laborers Developments LLC
and others connected to the building industry. g p.42
Of course, smartphone and tablet users have discovered plenty of
apps already on the market that add little convenience for their activi-
North Dakota
ties. Oftentimes, this results from the apps being gimmicks that offer no Developments is doing its
specific purpose or that provide information that already is readily avail- part to provide housing for
able online. If a builder, designer or customer can obtain the same Bakken oilfield workers.
details or more by simply clicking to a home page, the app is redundant
and conveys no value to them. This possibility shows it is critical for
companies to ensure their mobile app serves a need unmet by their Company Profiles
online web presence. 22 FilBen Group – Hamlet at Walkill
To avoid these missteps and save money, any individual or company 28 Warmington Residential
developing an industry app will need to follow these guidelines for the
34 NCB Group – Cypress Pointe North
offering to succeed:
38 Progressive Foam Technologies Inc.
• Determine the purpose of the app: Will it expedite order processing
42 North Dakota Developments LLC
for materials? Reveal potential locations for surveying? Show
images of similar projects in other locations? Or maybe all of that 46 Ready Builders Inc.
and more? Developing a clear and concise understanding on what 50 Sippican Partners – Squam River
Landing
uses the app will serve upfront escapes the temptation of just creat-
54 BRE Properties – Wilshire La Brea
ing an app for the sake of keeping up with competitors. An app
Miracle Mile apartments
should allow for convenient access and review of very specific items
56 DeBest Inc.
and should provide a user with services or offerings that a company
58 Kinzie Builders – The Oaks of
website lacks.
Vernon Hills
• Outsource its creation to an expert: Once you have determined what
60 Omaha Door & Window Co.
unique services and/or products your app will offer its users, enlist a
62 Pratt Home Builders
professional app designer to set up the system for quality appear-
ances and operation. Make sure to obtain references for app design-
ers who have done work in the building industry, as they will
understand your terms and issues better than those unfamiliar with and image. The perception among consumers
construction. regarding companies offering apps is generally
• Figure out what the screen will show: The functionality of an app is that they are accommodating their customers
key to its success. Working with your designer, you want to make and adapting to new media and technology.
sure essential links appear as soon as needed to save users from Additionally, the data that a mobile app readily
unnecessary keystrokes that will dissuade them from staying with provides can ultimately save your employees
your app. A clear, clean design once you first click on an app tends to time from having to present and discuss
result in a favorable first impression. repeatedly such items as what products you
• Make sure the app provides what the customer wants: Beta testing have available in what sizes and colors, freeing
or other input from your target audience members before the app them to do other work on behalf of you and
launches will tell you if the creation is too clunky to meet its aims your customers.
effectively or possesses any kinks that will result in a negative By following the recommendations outlined
review by users and in turn harm your reputation. It is worth the above, your company will be successfully tak-
extra time to make a final review and find if anything is missing or ing part in the next step of customer service
wrong before bringing any app to the marketplace. and excellence in the construction industry.
Get your company started in app development
A realistic estimate of how long it takes from envisioning an app to now, so you can participate in the exciting
introducing it to the industry with these guidelines is typically one year, future that lies ahead.
though it can be longer if the planned end use is elaborate. A database of
information generally takes less time to develop than an app serving as Daniel Nicely is the managing director at VMZINC® -US and Umicore Building Projects,
a major sales tool, for example. where he manages the sales team for the United States and Mexico. He has been with
When your app does emerge in the marketplace, numerous benefits Umicore since 2006, as the director of architectural sales and the director of market
will follow. You now have a new outlet to help build your brand’s name development. He can be contacted at daniel.nicely@am.umicore.com.

19
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Residential By Marc Moschetto

FIGHTING
EMPLOYEE FATIGUE
How the Construction Industry Can Mitigate This Danger and Improve Safety and Productivity

20
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
E
mployee fatigue has long been an issue for the construction
industry. Not only do fatigued employees impact their own
productivity and performance and those of their colleagues,
but they can also jeopardize workplace safety.
As workloads increase and the “do more with less” approach becomes
more prevalent, worker fatigue has become a growing concern.
Although fatigue risk mitigation is a relatively new concept for many
construction companies, it should be a top priority. Those construction
organizations that work to address fatigue via an automated approach
will improve safety, reduce operating costs, increase productivity and
protect their brand.
Fatigue Management Defined
Breaking fatigue management down to its most basic elements, it is
important to: a) identify those jobs, shifts or shift patterns that con-
tribute to fatigue, including alternating teams or employees between
first shift and third shift, for example; b) institute programs to minimize
the impact of those factors; and c) actively avoid scheduling employees
who may not be “fit for duty.”
One of the most significant contributing factors to employee fatigue is
simply failing to provide workers with adequate rest between shifts, suf-
ficient time off or enough opportunities for rest.
An automated approach to minimizing or eliminating these factors
should be rooted in workforce management – the same technology that
helps to ensure payroll accuracy, but taken to a much more strategic
level. The core components of a workforce management-based fatigue
management program include:
• Time and attendance: These systems have transcended the sim-
plistic “punch-in / punch-out” role to which they have been histor-
ically linked and now offer a broad array of granular information
on employee activities, including hours worked; tasks performed;
pay rates for each associated task, project or project sponsor; and
other areas.
• Scheduling: Scheduling is essential because of its role in helping
to define who is going to work on what project, when they’re going
to start and stop and other vital pieces of information. This is the
stage in the process where most of the fatigue risk alerts will be
presented, and a sophisticated solution should also enforce hours
of service rules automatically. For instance, such a solution can pre-
vent a manager from scheduling an employee who is fatigued or
could be pushed into a fatigue state as a result of working a specific
shift or shifts.
• Rules Engine: The underlying rules engine is what allows your
organization to automatically, and thus consistently, enforce all of
the rules, regulations and policies established to mitigate fatigue.
This component creates a snapshot of individual work routines and
associated potential for fatigue and proactively contacts managers,
HR or any other personnel you wish to define, when a fatigue miti-
gation policy is in jeopardy of being violated.
Once these solutions are in place, your organization can take a more
rigorous and consistent approach to minimizing employee fatigue.
When a manager creates a schedule, for exam-
ple, the system can be configured to ensure he
or she is populating the schedule only with
individuals who have the appropriate skills
and have had enough opportunities for rest at
the time of the shift. As an employee clocks in
to begin his shift, information about that shift
(start time, scheduling length, job/activity
type) is captured and stored. If the hours
worked were longer than the scheduled shift,
the system will store that information, as well.
When the employee goes to clock in for his
next shift, the system will check whether the
employee is now in danger of violating any
fatigue conditions configured in the system. If
not, he’s allowed to work his remaining shifts
as usual. If it is possible that the employee
could be entering into a fatigued state during
that shift or a subsequent one, the manager is
alerted and the system helps him/her contact
a qualified replacement.
There are more varied and more nuanced
ways to automate employee fatigue manage-
ment, such as developing a “fatigue scoring
system” based on the type of work being done
within a defined schedule, but generally the
operation of a simple fatigue risk prevention
strategy follows the example above.
Creating a Safer Workplace
An alert workforce, protected against the risks
of employee fatigue, is likely to be more pro-
ductive and focused, make better decisions
and fewer errors, and contribute to improving
client satisfaction.
In addition, reduced fatigue translates to
fewer unexpected absences and ensures staff
needs correlate to business demands. As such,
today’s construction companies should include
fatigue management as a key part of their
workforce management strategy. The compa-
nies that embrace fatigue management prac-
tices will see numerous benefits, including
streamlined processes and a boost in produc-
tivity while providing a safer environment for
all employees.
Marc Moschetto is vice president of marketing for WorkForce Software. He has deliv-
ered his insights on technology and business needs, outsourced employee benefits
administration and workforce management in articles in various publications, webcast
presentations, blogs and social networking sites as well as traditional seminars and
presentations. He can be reached at mmoschetto@workforcesoftware.com.
21
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 FilBe ro
HamletnaG up
t Walkil–l
www.filbengr
• Total devel oup.com
• Location: opment cost: $45 mil
• Employees Middletown, N.Y. lion
Residential | FILBEN GROUP

“We’ve reaolnl site at peak: 75

with the levey been very please
subcontractorl of quality of thd
to build this s and their abilite
–Richard F facility.” y
ilaski, mana
gi ng director

»The Hamlet at Walkill project is

a $45 million, 135,000-square-
foot assisted-living facility.

Community Builders
THE HAMLET AT WALKILL IS FILBEN GROUP’S LATEST EFFORT IN HIGH-QUALITY HOUSING. BY JIM HARRIS

T
he FilBen Group is applying its more
than 40 years of experience as a
builder, developer and operator of
healthcare and senior housing devel-
opments to an assisted-living facility project.
The company, through its general contracting
arm Lask Building, began work in March on the
Hamlet at Walkill in Middletown, N.Y., a $45 mil-
lion, 135,000-square-foot assisted-living facility.
The center, located on a six-acre site less than
one mile away from the new Orange Regional
Medical Center in Middletown, is projected for
completion in September 2014.
The facility, licensed by the New York State
Department of Health, is designed to offer a res-

22
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 Much of the building’s structure is supported
by a panelized stud system consisting of
«
heavy-gauge load-bearing studs.
Residential | FILBEN GROUP

Lask Building worked closely with many

local concrete, masonry steel and other
«
subs to complete foundation work.

Kleet Lumber Kleet Lumber serves the professional commercial developer, builder and remodeler since idential environment for ambulatory senior cit-
1945 with engineered Boise lumber, dimensional framing lumber, windows and doors, millwork , metal fram- izens. “We will have a higher level of services
ing, siding, residential roofing and a full line of related building materials. Kleet was recently voted best pri- available to residents than independent senior
vately owned lumber dealer by the nationally renowned “Pro-Sales” magazine. Kleet’s experienced service facilities but are not a nursing home,” FilBen
personnel promises every client unsurpassed service and attention in every situation including direct field
assistance every step through to construction completion. Kleet can provide blueprint take-off estimating and Managing Director Richard Filaski says. “This
recommendations for specific products tailored to budget constraints. Kleet’s custom millwork and molding facility will allow people to age in place.”
shops can produce products for every possible requirement with the highest craftsmanship quality. Through Assisted-living services offered in the facility
manufacturing relationships, Kleet can design and provide wood floor and roof truss systems as well as com- will include three meals per day; physical,
plete wall panel products delivered directly to site. Kleet’s fleet of millwork, lumber, forklift and boom speech and occupational therapy services;
equipped truck fleet can handle your every need. View Kleet’s complete product and service offerings at
www.kleet.com or contact Jon Bieselin, Vice President, by phone 631-427-7060 or email housekeeping and linen services; medication
j.bieselin@kleet.com. management; and a 24-hour security and
emergency call system installed in each unit.

24
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 The four-story building will offer 130 one- and two-bedroom resi-
dences and a total of 200 beds. The first floor will include 25,000
square feet of common spaces including a dining room that can seat
170 people, an exercise room, cinema, pub, library, activity rooms and
Residential | FILBEN GROUP

chapel. In addition, an area dubbed a “wellness center” will provide

space for visiting doctors to provide services and make appointments.
Residents can also go off-site to see doctors or for other healthcare
services, Filaski says.
Of the facility’s 200 beds, 24 will be dedicated to a “memory care” unit
on the second floor that will offer a self-contained environment includ-
ing a dining room and recreation area for residents afflicted with
Alzheimer’s Disease or dementia. “This unit is specially designed to
accommodate the needs of the memory-impaired,” he adds.

‘A Sophisticated Building’
Much of the building’s structure is supported by a panelized stud system
consisting of heavy-gauge load-bearing studs that were fabricated off-
site based on architect drawings and to engineer specifications. The sys-
tem includes corridor walls as well as shear walls and other exterior
walls. After fabrication, the panels were brought to the construction site
by truck and lifted into place by a crane. Concrete was poured beneath
each floor within three weeks of each floor structure being placed.
“This is a new system for us,” Filaski says. “I think it has the advan-
tage of saving us time, and because the fabrication is performed in a
factory setting, there’s a lot of consistency on how the panels are made,
which is a good thing.”

‘This is a complicated
and sophisticated
building with respect
to its structural design
[and] mechanical.’
Foundation work proved to be the most challenging aspect of the proj-
ect. The use of wind-resistant shear walls in the building necessitated the
placement of large footings at its foundation. Building systems including
the structural steel superstructure and masonry partitions were tied
together at the basement level and coordinated with mechanical, electri-
cal and plumbing services after the footings were placed, he adds.
Lask Building worked closed with concrete, masonry, steel and other
subcontractors to complete foundation work. Many of the subcontrac-
tors were local to the Middletown area and working with Lask for the
first time. “This is a new location for us, and we have found the quality
of the subcontractors in this area to be excellent,” Filaski says. “This is a
complicated and sophisticated building with respect to its structural
design as well as its mechanical systems, so we’ve really been very
pleased with the level of quality of the subcontractors and their ability
to build this facility.”

Active Communities
FilBen Group’s origins date back to the early 1970s, when Filaski’s family
first worked with the Benenson family to develop and operate skilled

26
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013

nursing facilities and independent senior living facilities in the New
York City metropolitan area. The two families formalized and expanded
on their working relationship in 2006, when they formed the FilBen
Group. The company is led by Filaski and three other managing direc-
tors representing both families. To date, the company has built more
than 5,000 nursing-home beds and currently owns more than 1,300
beds, of which it operates more than 800.
“FilBen seeks to break new ground in senior living care by providing
affordable, high-quality healthcare services in luxurious facilities,” the
company says. “Our goal is to provide an opportunity for seniors to be able
to afford to live in a residential environment where they can have social
When completed in September 2014,
the four-story building will offer 130
«
one- and two-bedroom residences.
interaction and continue to be an active member of the community.”
FilBen Group is a vertically integrated company, incorporating devel-
opment, construction and management services under one roof. In
addition to building and operating its own facilities, the company has
developed healthcare and other senior programs for outside providers.
The company’s focus is on assisted-living projects, with the Hamlet at
Wallkill development being its second major project. The company in
2007 completed Hamlet at Medford, a 200-bed assisted-living facility
located on a 12-acre site in Medford in Suffolk County, New York.
FilBen is in the planning stages of a third development in Dutchess
County, New York, which it plans to begin building in 2014, Filaski says.
27
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Residential | WARMINGTON RESIDENTIAL

28
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 Living for a
With Ladera Ranch, Warmington
wanted to bring a “very special”
«
high-end home to the market.

New Legacy
THE LEGACY COLLECTION BY WARMINGTON
RESIDENTIAL AIMS TO BE A UNIQUE COMMUNITY.

A
t The Legacy Collection, Warmington Residential wanted to
establish the unique character of the community and drive
homebuyer interest – and it appears to be succeeding on
both counts. The first new home opportunity in Ladera
Ranch, Calif., in five years, the community was originally slated to
include 28 home sites, but
due to demand, an addition-
al 20 home sites were Warmington Residential
obtained. Today, as sales www.homesbywarmington.com
releases have been acceler- • Projected 2013 revenue: $105 million
ated to meet this demand, in home sales, $47 million in land sales
43 of the 48 homes have • Headquarters: Costa Mesa, Calif.
been released for sale, and
36 have been sold.
• Employees: 150
“The Legacy Collection “Our approach was to bring a
presented an opportunity very special, predominantly sin-
for Warmington gle-story, high-end production
Residential to re-enter both home to the market.”
the Orange County market –Matt Tingler, executive vice president
and the luxury home mar-
ket on spectacular custom
lots with a product that showcased our ability to respond to consumers
and provide what they really wanted, which was quite different from
what was already available in the 8,500-plus home Ladera Ranch master
plan,” Warmington Residential President and CEO Jim Warmington Jr.
relates. “The neighborhood enabled us to prove to potential buyers, equi-
ty partners and lenders that despite the uncertainty in the market at the
time the neighborhood was introduced, that Warmington could succeed
by designing homes that catered to a niche market.”

Marketing the Legacy Collection

The Legacy Collection has been marketed as a luxurious, single-level
home community that places special emphasis on unique options, such
as a second story. Its marketing has focused heavily on the indoor/out-
door living spaces provided by these residences.
Initially, the neighborhood was marketed to local residents of Ladera
Ranch, Calif.
“We believed strongly that many of our buyers would come from the
neighboring community, and data confirmed that there was pent-up,
move-up buyer demand in the area,” Warmington recalls.
The community’s brochure was designed to resemble working draw-
ings of the floor plans as a set of custom home blueprints. This strategy
established the semicustom nature of these residences and is a play on
their location within the custom-lot neighborhood of Covenant Hills in
Ladera Ranch.
Warmington Residential nurtured prospective buyers via the leads

29
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 that were acquired through direct mail, series-based and targeted e-mail
campaigns, on-site events and some display advertising. Ultimately, as
the neighborhood was developed and sales started, word-of-mouth
advertising played an important role.
Residential | WARMINGTON RESIDENTIAL

“As The Legacy Collection amassed award recognitions – including the

Golden Nugget Awards, the SoCal Awards and the Best of Orange County
– its profile was again heightened and played an important role in our
overall marketing effort,” Warmington says.

In the Beginning
Warmington Residential began pursuing the opportunity to build the
$60 million Legacy Collection in 2011. The company analyzed the num-
bers numerous times before a deal was struck with the seller, Rancho
Mission Viejo Co.
The location is an upscale, gated enclave of the Ladera Ranch commu-
nity master plan known as Covenant Hills. The 48 lots that Warmington
acquired were part of the community’s custom lot enclave.
“It was a good choice, because back in 2011, the custom lot sales were
virtually non-existent for the previous owner,” Warmington Residential
Executive Vice President Matt Tingler explains. “Our approach was to
bring a very special, predominantly single-story, high-end production
home to the market.”
Construction on two model homes began in June 2012, and comple-
tion of the 48 mostly wood-framed homes designed by Mark Scheurer
Architects is anticipated in spring 2014. Warmington Residential
California is the general contractor and has hired at least 39 direct con-
struction contractors.
»The Legacy Collection will
primarily be single-story,
wood-framed homes.
Energy-efficient and Luxurious
All homes at The Legacy Collection are engineered to exceed Cal Green
and Title 24 energy standards. “With the use of high-efficiency windows,
radiant barrier roof sheathing, low-water-use plumbing fixtures and
engineered HVAC systems, our homes are efficient and conserve our
valuable resources,” Tingler emphasizes.
The Legacy Collection is designed to epitomize the essence of the
Southern California indoor/outdoor lifestyle. Sunlit courtyards lead to
sprawling great rooms. An optional second level can be added to include
casitas, lofts, bonus rooms, bedrooms or decks. The newest 20 home sites
offer additional enhancements, such as optional Legacy Rooms, loggias
and additional bedrooms.

30
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 “Warmington has a renewed and focused
effort on creating communities and product
that is special and different from anything
found in the market, to set us apart and give
homebuyers something that they must have,”
Tingler asserts.
For The Legacy Collection, this includes:
• Single-story or predominantly single-
story living, which Warmington main-
tains is scarce in the marketplace today;
• True indoor/outdoor living;
• Sophisticated and innovative floor plans
that are focused on market trends;
• Customizable options;
• Integrated upgrades and designer selec-
tions though The Warmington Group’s
Chateau Interiors and Design; and
• Enhanced community design that reflects
extensive research and planning geared
toward the demographic.
Amenities Galore
Model homes display European style architec-
ture with Tuscan and Santa Barbara influ-
ences. The Legacy Collection’s kitchens are
equipped with a large center island; stainless
steel 48-inch professional cooktops with six
burners and a griddle; a 48-inch hood with
halogen lighting; a double oven with convec-
tion upper oven; built-in microwave; and an
energy-efficient dishwasher with a stainless
steel interior. Also featured are a cast iron
white porcelain farm sink with a stainless steel
faucet and a walk-in pantry.
Master suites feature a private bath with a 6-
foot soaking tub and optional jets, a separate
stall shower, double vanities and expansive
walk-in closets. On some plans, the master
suite opens to the courtyards, and on other
plans, the master suite opens to the rear yard,
emphasizing the indoor/outdoor lifestyle.
Additional features are 45-inch fireplaces in
the living rooms, traditional 6-inch baseboards
and 3-inch casings throughout. Window stools
and aprons are available in selected areas.
Customization options include rustic beam
ceiling details in main living areas and sliding
pocket doors that disappear to create a seam-
less indoor/outdoor living environment.
Because The Legacy Collection owners are
residents of the gated Covenant Hills commu-
nity, they can access village clubs and recre-
ational amenities and 1,600 acres of pristine,
protected open space.
A Proud Reputation
The Warmington Group of companies is a
full-service real estate organization that
maintains expertise in residential homebuild-
ing, community development, acquisitions
and apartment and commercial property
asset management.
“The various Warmington companies
have been family owned and operated since
1926,” CEO Jim Warmington Jr. says. “We
pride ourselves on our reputation as a close-
knit and comprehensive, privately owned
real estate company.
“In the industry, Warmington is known
for its quality and ability to excel on behalf
of its investors and partners,” Warmington
maintains. “We enjoy many long-standing
relationships in these areas. Internally, we
strive to ensure a truly great working envi-
ronment focused on team-building and
mutual respect.”
Synergy Central
The Warmington group of companies is a full-
service real estate organization that maintains
expertise in residential homebuilding, commu-
31
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Residential | WARMINGTON RESIDENTIAL

Warmington Residential says it

focuses on diversity and flexibility
«
with the products it builds.

nity development, acquisitions, and apartment and commercial property

asset management. The group is comprised of Warmington Residential,
Warmington Properties Inc. and Chateau Interiors and Design.
“Warmington home building companies traditionally have been mer-
chant builders – that is, they would acquire mostly fully entitled land for
the sole purpose of building residential communities,” Tingler explains.
“For the past few years, however, we have been spending a much larger
percentage of our efforts repurposing land – that is, creating value by re-
entitling a project from, say, an industrial to a residential use.”
Warmington Residential is still building homes on a large percentage
of its acquisitions, but is selling some lots.
“Today, many builders are aggressive in their efforts to acquire addi-
tional lots, given the current shortage of buildable land in California,”
Tingler observes. “Because we are opportunistic within the real estate
areas that we understand, we have recently begun selling certain parcels
that we have entitled, instead of building homes on them. This has
become a larger part of our business plan.
“We continue to focus on diversity and flexibility with the product
types we build, depending on which one makes the most sense for a
particular project,” Tingler continues. “This includes apartments, podi-
um product for student housing, condominium, townhome, single-fam-
ily detached and semi-custom. This strategy will contribute to future
growth by expanding our opportunities.”

Challenges and Opportunities

Among the challenges Warmington Residential is meeting are increased
material and labor costs. “With the increase in construction activity asso-
ciated with the economic recovery, we are seeing upward pressure on
both commodity pricing and labor costs,” Tinlger reports. “Over the past
several years, a large percentage of the skilled labor force left the con-
struction industry altogether. So consequently, we are experiencing
somewhat of a shortage of labor within our subcontractor base.
Although our subs have been cautiously hiring back quality workers,
we often find ourselves competing with other builders to get the labor
we need to meet our schedules.”
The flip side of this difficulty is that it means the economy is improv-
ing. “The housing market continues to be in a recovery mode,” Tingler
declares. “Home prices have risen significantly over the past 12 to 15
months, which has led to renewed enthusiasm as well as competition in
the marketplace – both for homebuyers and for land.”

32
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 Sustainable Luxury
Residential | NCB GROUP – CYPRESS POINTE NORTH

NCB’S CYPRESS POINTE NORTH WILL BE A SUSTAINABLE AND ELEGANT DEVELOPMENT. BY RUSS GAGER

NCB Group –
Cypress Pointe North
www.ncbgroup.ky
• Location: Grand Cayman
• Workers onsite at peak: 100
“Our philosoph
just build homyes;iswethatbuild
we don’t
communities of distinction.”
-Matthew Wight, managing dire
ctor

zero scenario.” Another sustainable feature are

the cisterns below grade that catch rainwater
for irrigating the native plants with which the
community is landscaped.
The $35 million project is designed for a
total of 38 residences on 6.25 acres – 10 villas,
12 semi-detached homes, eight one-bedroom
and eight three-bedroom condominiums.
Construction of the first phase began in August
and will cost approximately $18 million. It will
consist of 13 residences – five villas and one
apartment building that will have four one-
bedroom units and four three-bedroom units.
Wight expects two more phases to complete
the project by 2016.

Concrete Advantage
Cypress Pointe North was designed by architect

»Cypress Pointe North was designed

to withstand the stormy weather
Celecia Bancroft of Bancroft Design Group on
Grand Cayman to withstand the stormy
that Grand Cayman can experience. weather that the island can experience, such as

W
ith fuel costs increasing world-
wide and transportation costs
associated with importing
diesel fuel (which is used to
generate electricity on Grand Cayman), home-
owners in Cayman are looking for ways to be
energy-efficient and environmentally friendly.
Owners of the luxury homes, villas and condo-
miniums at NCB Group’s Cypress Pointe North
on Grand Cayman will appreciate the project’s
innovative integration of solar electricity gen-
eration and the use of geothermal cooling and
water heating.
“Solar panels are becoming more affordable,
and homeowners are exploring alternative
energy sources,” NCB Group Managing Director
Matthew Wight declares. “In the Cayman
Islands, the national utilities company allows
customers who use solar panels to sell the
power they generate back to the grid.”
Depending on the electrical usage of the res-
idents, they may be able to generate as much
electricity as they use. “Based on our calcula-
tion, it will be very close,” Wight says. “The idea
is that we’re trying to offset the cost with the
production. Residents should get close to a net
Hurricane Ivan, which hit in 2004. “Hurricane
Ivan dealt a tremendous blow to the island
here,” Wight recalls. “We had a storm surge that
was significant – in that 7- to 8-foot range. So
we wanted to create a bunker-like house with
concrete roofs and concrete structures, but at
the same time have them high enough up that
the surge of a severe storm wouldn’t affect the
houses tremendously.”
Consequently, the homes at Cypress Pointe
North are being built 8 feet above sea level.
Another distinguishing feature of the develop-
ment are the roofs. “It’s the first development
of its kind in Cayman where not just the walls

34
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Residential | NCB GROUP – CYPRESS POINTE NORTH
and slab are concrete, but the actual roof is, as well,” Wight maintains.
A secondary advantage of the flat concrete roofs is that they can easily
accommodate the placement of solar panels. “There’s 71 panels that go on
each villa, which will produce approximately 2,000 kilowatt hours per
month,” Wight says. “This power will be sold back to the local grid. They
36
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Flat concrete roofs were
used to accommodate
«
solar panels.
will lay flat so they won’t be visible behind a 1-foot parapet. They’re offset
3 feet from the parapet to allow for a walkway. This offset also helps
reduce wind uplift over the parapet and creates a downward pressure.”
Concrete was the material of choice for the construction of Cypress
Pointe North.“We get a lot of storms here, so we made the decision to
build concrete walls, floors and roofs because it’s the strongest material
available for building,” Wight attests.
However, because concrete heats up in warm weather, it can be a chal-
lenge with regards to energy efficiency. “To combat this we’re using insu-
lated concrete forms [ICF],” Wight explains. “ICF is a construction system
whereby lightweight foam blocks, made of expanded polystyrene (EPS),
are ‘stacked’ together to make up the desired wall shapes, which are
then filled with concrete. The EPS foam acts as your insulation and
allows concrete homes and commercial buildings to be built stronger,
more energy efficient, more comfortable and environmentally friendly.
It keeps the hot air out and the cold air in and definitely helps with cool-
ing costs. Additionally, because ICF construction creates solid walls, it is
stronger in hurricanes than traditional block construction.”
Well, Well
In North America, geothermal systems both heat and cool buildings,
but Cypress Pointe North’s geothermal systems will be used to cool the
buildings. Relatively new to the Cayman Islands, these systems effi-
ciently remove heat from the home via a closed water loop, which circu-
lates through the island’s cooler ground temperatures.
“Geothermal cooling requires a greater investment upfront because
you need to drill one well for each ton of air conditioning capacity, which
circulates the hot air through the cool groundwater table,” Wight calcu-
lates. “Each villa is going to have seven tons of air conditioning. Each
apartment building with eight units will require 24 bores, all of which are
100 feet deep. We only need to drill 100 feet per bore because they are
double-loop systems and the ground is extremely saturated.”
NCB Construction is the general contractor of the project. The floors of
the units use a composite system that combines steel joists with poured
concrete, which speeds construction. “We use roll bars to put it into
place,” Wight explains. “It’s suspended between the walls, which means
that the structure no longer has to be jacked and shored from below. We
put a deck in, pour our slab and form, and the next day we can start
work on the framing, which is benefical from an efficiency standpoint.”
Matching the Market
Cypress Pointe North had been planned since 2010. “The land was
acquired and the concept developed, and the right theme, the right tech-
nology and the right environment decided upon,” Wight remembers.
“We were waiting for the market to turn to be able to execute it.”
In 2010, the real estate market on Grand Cayman was very stagnant
and very much a buyer’s market. “There wasn’t the level of interest to
kickstart a project like this,” Wight recalls. “The market has turned. It’s
obviously not back to its original levels, but we’ve been extremely
pleased with the feedback we’ve received and the level of pre-sales so
far. That has justified moving ahead with the project.”
But NCB Group knew it had to do something different for this project
to attract buyers. “People needed something new and exciting in order to
pull the trigger,” Wight emphasizes. “We wanted to create a community
environment. Our philosophy is that we don’t just build homes; we
build communities of distinction. Cypress Pointe North is very much a
family oriented, safe environment that has incorporated innovative
technology, and that all sums up to being a sustainable product.”
Technology Center
NCB Group also specializes in commercial development. “As one of
Cayman’s premier residential developers, we’ve been in the industry for
many years,” Wight says. “We want to continue building innovative
commercial and residential developments.” He predicts the company
will be doing more residential developments in the future.
“We’re really excited about the commercial projects we’re involved in,
as well,” he continues. “We’re about to break ground on Cayman
Technology Center, which will be constructed simultaneous to Cypress
Pointe North. It has similar characteristics of Cypress Pointe North in
terms of the integration of geothermal, solar and the use of ICF.”
Regarding NCB Group’s company culture, Wight – a native of the
island – emphasizes the commitment to community. “We’re invested in
the island,” he stresses. “We care about the island. Our staff enjoys work-
ing for NCB Group because of our family like atmosphere. It’s this cul-
ture and environment that we also like to create within our develop-
ments as well. We are caring, considerate developers as well as contrac-
tors. We have strong relationships with our customers and care about
creating residential and commercial developments that inspire and fos-
ter a sense of community amongst its residents.”
The Audiophile Group The Audiophile Group and Automated Technologies
would like to congratulate NCB Group on its newest project, Cypress Pointe
North. The Audiophile Group and Automated Technologies are Cayman’s source
for home automation, lighting control, home cinema and other related products
and services. The Audiophile Group offers a complete suite of services including
system design, installation, sales and support. The Audiophile Group is Cayman’s
source for world class, industry-leading brands including Savant Systems,
Vantage Controls, Control 4, Denon and Harman Kardon amongst others. For
more information, call 345 746 4434, email info@theaudiophilegroup.ky or visit
www.theaudiophilegroup.ky.
37
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Sealing Up Success
Residential | PROGRESSIVE FOAM TECHNOLOGIES INC.
PROGRESSIVE FOAM’S UNIQUE PRODUCTS OFFER MANY BENEFITS TO HOMEOWNERS. BY JIM HARRIS
P
rogressive Foam Technologies Inc.
believes mastery of one product
type and industry is preferable to
competence in multiple markets.
“Most other foam companies make insulation
as well as a number of completely different
product types like packaging, foam cups, food
service containers or any number of other
products,” Vice President of Sales Jason
Culpepper says. “Our focus is 100 percent on
the siding insulation industry, and our goal
every day is to be the best provider of siding
insulation on the market.”
Since 1992, the Beach City, Ohio-based
company has manufactured, designed and
sold innovative siding insulation products
embraced by residential contractors across
the United States and Canada. Progressive
Foam’s flagship product is Fullback, a con-
toured insulation product that fits between
siding and exterior walls in the exact shape of
the siding, improving its durability and lifes-
pan. Initially designed and patented specifical-
ly for use with vinyl siding, Fullback today is
also available for use with fiber cement and
steel siding.
The company also manufactures
Linebacker, a siding insulation product with
built-in alignment ridges that allow for perfect
Fullback fits between siding
and exterior walls to improve
« Fullback can be used «
the siding’s durability.
38
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
installation of plank-style fiber cement and
composite wood sidings; Halfback, a universal
siding insulation product; and Pro-Fold, a fan-
folded underlayment product. The company
manufactures its products in-house in a
110,000-square-foot facility in Beach City as
well as through contract manufacturers.
Progressive Foam Technologies Inc.
www.progressivefoam.com
• Revenue: $23 million
• Headquarters: Beach City, Ohio
• Employees: 120
• Specialty: Siding insulation
“Our goal every day is to be
the best provider of siding
insulation on the market.”
–Jason Culpepper, vice president of sales
Progressive Foam’s insulation products are
sold through distributors and by vinyl siding
manufacturers, which incorporate Fullback
into their own products. Some of these manu-
facturers include Exterior Portfolio by Crane,
the first siding manufacturer to embrace the
with vinyl siding, steel
siding and fiber cement.
product; and CertainTeed, which uses it in their
CedarBoards siding product.
In addition to using Fullback on the vinyl
siding they produce, siding manufacturers also
license the use of Progressive Foam’s propri-
etary lamination technology to bind the siding
to the foam insulation.
Offering products through siding manufac-
turers allows the company to offer hundreds of
sizes, colors, textures and other varieties of
Fullback vinyl siding insulation. Customized
systems are also available to contractors,
Culpepper notes.
“One of the most important things we’ve
done in our 21 years is provide excellent mar-
keting support,” he adds. “We work with con-
tractors to customize the system that is best for
them and give them the marketing support
they need to communicate the advantages of
our products.”
Adding Value
All of Progressive Foam’s products offer signif-
icant benefits to end users in terms of durabil-
ity, appearance, energy efficiency, ease of
maintenance and long-term cost savings, the
company says.
FullbackV siding insulation for vinyl, in par-
ticular, increases a siding panel’s impact resist-
Linebacker incorporates Neopor
foams that contain graphite
«
and enhance performance.
»Halfback is one of
Progressive Foam’s universal
The Neopor Advantage
Several of Progressive Foam’s product lines
siding insulation products. gained additional advantages recently. The
company is now incorporating Neopor, a mate-
rial manufactured by BASF, into its Fullback
fiber cement and Linebacker lines.
Neopor foams contain graphite, which
increases their insulation performance. The
product offers up to 20 percent higher insu-
lating performance than conventional
expandable polystyrene products.
Progressive Foam explains Neopor®

Henkel Corporation Henkel Corporation, a

ance, reducing the impact of objects such as
hail, rocks thrown from a lawnmower or a
stray baseball. The insulation also eliminates
the hollow space between siding and walls,
making it more difficult for wind to get
beneath the siding. Fullback is also highly per-
meable, allowing the wall to dry and eliminat-
ing the potential for mold, mildew and rot.
The aesthetic advantages of Progressive
Foam’s products include the “curb appeal” that
they give to homes by adding straighter lines
and symmetry to siding panels. Fullback
Insulation also adds a “real wood” look to vinyl
siding by tightening its seams and adding
strength to each panel.
Progressive Foam’s products have R-values
ranging between 2.0 and 3.5, giving the
homes on which they are installed greater
energy efficiency. “One of our focuses is to
show how insulation products are completely
necessary on a new siding job and how they
add value,” Culpepper says. “Our products give
homeowners real energy savings along with
their new siding.”
global leader in reactive hot melt technologies,
brings portfolio breadth and decades of experience
to bonding challenges. TECHNOMELT PUR technol-
ogy features application versatility, high green
strength and consistent processing quality.
Attributes such as these have been of benefit for
Progressive Foam Technologies as options to
improve its processing capabilities. A global pres-
ence with local expertise enables Henkel to under-
stand a myriad of market and application concerns.
From product development to procurement, the use
of sustainable high-quality materials in the produc-
tion of TECHNOMELT PUR positions Henkel as a
leader in reactive hot melt technologies.

39
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 ADVERTORIAL

Neopor® Insulation from BASF

So, Neopor….what is it? You men
ned that Neopor is an Aaron Wood is the
Ingredient Brand. What do you Markeng &
Aaron Wood: We like to say Neopor mean by that? Innova
n Manager for
is Innova
n in Insula
n. It’s true BASF’s North American
that gray Neopor is a powerful AW: The building owner is likely to EPS Foams Business and
insula
n material, with an R-value nd Neopor to be their best choice Product Manager for BASF’s Neopor
up to 4.6 per inch at 75
But, for insula
n for exactly the same product line in North America.
there’s a lot more to the
n expert that
performance of Neopor than R-
n in their How is BASF making it easier to
value. It can shed bulk water, but
demonstrates Class III vapor
permeability. It’s GreenGuard Gold
n
ce ed for Indoor Air Quality.
And, it’s available in complex
n Service (ICC-ES). The report
shapes or as monolithic panels as
thin as ¼” or as thick as 48”. It’s a
n boards meet code
versae and adaptable insula
n By conneng the denon of
material.
n report, BASF
n boards
We see insula
n experts at customers provide credible and
building product manufacturers
leveraging these unique a butes
n, under 
t
and using our trademark as an
“Ingredient Brand” on their
n material in wall
products. And, we see architects
n expert - is idenable assemblies.
and builders using the energy
eient building products made
with Neopor to enable sustainable
building praes.
reason the insula
specied Neopor as insula
building product, wall system or
building design. Those reasons are
borne from the extensive tesng we
perform that allows us to dene,
accurately and completely, the
performance of the material.
requirements. Among other uses
performance to the Neopor
ingredient brand, we help our
may be used as on the outside face of
tangible evidence in the construon
supply chain that Neopor is ‘inside’.
This means the denon of
performance – for building owner
and insula
in the Neopor ingredient brand. In
this way, the ingredient brand
provides for transparency and clarity
with regards to material
performance, all the way to the
jobsite.
specify Neopor in buildings?
AW: We just received an evalua
report (ESR # 3463) from ICC
Evalua
provides evidence that BASF Neopor
rigid foam insula
detailed in the evalua
Neopor rigid foam insula
exterior walls, below-grade as
perimeter insula
concrete slabs and as nonstructural
thermal insula
How is BASF making it easier for
builders and contractors to nd
products made of Neopor?
AW: The ‘Where to Buy’ tool on our
website, www.neopor.basf.us, is the
best place to nd products made of
Neopor. And, we’re launching an on-
line tool where our customers and
their customers who manufacture
products made of Neopor can create
proes of their products.

Fact: Stable R-value

Neopor is comprised of three key materials. BASF adds high-purity graphite to a
special polymer matrix that is foamed by converters to add air inside the millions
of ny pockets or cells of the durable foam. Neopor’s disnve gray color is
a buted to the graphite. This unique combina n of graphite, air and a stable
polymer matrix is what gives Neopor its long-term, stable R-value.

To learn more about Neopor and where to buy Neopor rigid foam insula
n
nished goods, please email BASF at neopor-us@basf.com or visit BASF online at
www.neopor.basf.us.
‘One of our focuses is
to show how insulation
products are necessary
on a new siding job and
how they add value.’
insulating materials do not contain CFCs, HCFCs, HFCs or other halo-
genated cell gases.
Progressive Foam is the first company in the United States to widely use
Neopor in siding insulation applications. “We’ve been a major mouthpiece
for BASF helping to get this product in front of consumers,” Culpepper says.
Expanding Markets
Progressive Foam is starting to see increased demand for all of its product
lines as the residential housing market continues to recover after the
recession. The market decline proved particularly challenging for the
company because contractors who historically used its products relied
heavily on consumer financing.
“Our business relied heavily on the structure of easy financing for
high-end siding jobs that was in place before the recession, and during
the recession financing became much harder to get,” Culpepper says.
“With more cash purchasers it became more important than it was pre-
Green Benefits
Progressive Foam’s commitment to energy efficiency goes beyond the
products it makes and into its own manufacturing operations. The com-
pany uses a number of scrap recycling methods, and utilizes computer
monitoring technology to ensure product consistency.
The FullbackV siding insulation for vinyl siding product is recognized
as a “green” product by the National Association of Home Builders and
the International Energy Conservation Code. It can also help a home
earn points under the LEED certification system, the company notes.
viously to provide some options at lower price points, for value-minded
consumers. Our distributors and contractors were asking for this, as they
wanted to continue to buy from us, but many of their customers didn’t
have the budgets for siding jobs that they had before the recession.”
The company’s Pro-Fold line was specifically marketed to meet
demand for a more commodity-oriented product. The fan-folded
underlayment product can be paired with any type of siding to provide
energy savings and enhanced home appearance.
The insulation also contains an insecticide that protects it from ter-
mite damage; this insecticide is used at low concentrations, making it
safe for installers and homeowners.
“We felt we needed to broaden our product offering to make it easier
for our contractors and distributors to meet the market where it was,”
Culpepper says. “Pro-Fold has a lower price point than the rest of our
products, and can be installed quickly and easily.”
41
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM

Residential | NORTH DAKOTA DEVELOPMENTS LLC
Because of the high demand, North
Dakota Developments is constructing
« As tens of thousands of workers flooded into the Bakken oilfields, the
its lodges in just three months.
North Dakota Development’s pre-
fabricated studio units are manufactured
« Holiday Inn hotels in key locations. This is possible because of the fast-
cost-effectively in a factory.
42
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Housing an
Oil Bonanza
AN OIL BOOMTOWN FUELS GROWTH FOR NORTH
DAKOTA DEVELOPMENTS LLC. BY JEFF BORGARDT
H
ousing for many oil workers in North Dakota leaves a lot to
be desired, but North Dakota Developments LLC is stepping
in to do its part to design and build long-term-stay housing
to help solve an oil-rush housing crisis.
shortage of housing in these areas led real estate developer Robert Gavin
to spend 18 months researching the unique situation. He met with
landowners and developed relationships with government planners and
tribal leaders to perfect a model to develop housing for the oil services
industry in the area. With production in the Bakken oilfields continuing
at a brisk pace and showing no signs of letting up, Phase 1 of the Great
American Lodge near Watford City, N.D., is reaching completion.
“I saw this opportunity based on what was happening two years
ago,” explains Gavin, who has been working in residential and com-
mercial real estate development for the past 10 years in the United
Kingdom, Asia and Michigan. “There is a massive potential for profit
and revenue for business in North Dakota. There is a severe shortage of
accommodations.”
North Dakota Developments’ $16 million project will contain hous-
ing for 408 gas, oil and oil services workers. Phase 1 contains 208 beds
and Phase 2 will add another 200. Each 210-square-foot studio is a
self-contained suite that includes a private bathroom, double bed,
wide-screen TV and kitchen. There will also be a large amenities area
which will include a full dining service, indoor heated basketball
court, cinema and banking service, to name but a few of the compre-
hensive services provided.
Great American Lodges
In addition to the development near Watford City, there are still more
Great American Lodge projects in the pipeline. These will help relieve a
housing crisis marked by the current tent villages, man camps and over-
crowded RV parks populated by well-paid oil workers. Some oil workers
are earning $150,000 per year and paying $200 per night to live in a 70-
square-foot room, Gavin says, some are even sleeping in their cars.
North Dakota Developments was formed in June 2012. It since has
acquired several lots for development in the region including in
Culbertson in eastern Montana as well as land in New Town and
McKenzie in northwestern North Dakota. Up next for development after
completion of Great American Lodge Watford City is Great American
Lodge Culbertson. All of the lodges are being constructed in just three
months. In addition to this, North Dakota Developments are also in dis-
cussion with International Hotels Group (IHG) to develop multiple
paced overall business climate and the competence of the large oil com-
panies doing business in the Bakken oil fields, Gavin says.
 “People are there to do business and make
things happen quickly,” Gavin explains. He
notes that North Dakota is a harsh place to
live and people are there to work, often put-
ting in 75-hour workweeks. In addition,
ethics, trust and reputation are paramount
when dealing with the resident population
of landowners and farmers, where business
can be done with a handshake over a cup of
coffee, an approach that Gavin calls “very
refreshing.”
Labor and material costs, however, can be
prohibitive in this remote oil region.
Therefore, its pre-fabricated studio units are
manufactured in a factory out of state in a cost-
effective manner. That way, “we get more for
our money, with better value and facilities,”
Gavin says, noting that the units are built with
high-quality materials.
Rockin’ in the Bakken
Although they are well-compensated, life for
workers in the Bakken region is not easy. They
might work 14 hours a day, seven days per
week. Their off-duty time is similar to those
serving in the armed forces, with alcohol and
romance forbidden. And of course they are far
North Dakota Developments LLC
www.northdakotadevelopments.com
• Revenue: $105 million
• Headquarters: Williston, N.D.
• Specialty: Long-term workforce
accommodation
“There is a massive potential for
profit and revenue for business in
North Dakota. There is a severe
shortage of accommodation.”
–Robert Gavin, CEO
from their homes and families. Given the gru-
eling nature of their jobs, workers often seek to
simply rest during their times off.
North Dakota Developments strives to make
their off-duty environment as pleasant as pos-
sible. Its lodges will come with amenities such
as billiards, basketball courts, cinemas, banks
and stores, in addition to cafeterias. Generally,
the men only go to two places – the work site
and their lodge – so the home should be as
nice as possible, Gavin says. In general, Gavin
describes the lodges’ facilities as more luxuri-
ous than dorms, where in other locations 15 or
20 oil workers may share a single bathroom.
Location, Location, Location
Located within 30 miles of 300 oilfields, the
Great American Lodge Watford City is generat-
ing interest “across the board” from local oil and
gas companies, Gavin says. North Dakota
Developments LLC estimates the lodge will be
95 percent occupied after three months. Ground
breaking is scheduled for mid-November.
Although it may be possible to accommo-
date walk-ins, Gavin anticipates the leases
will be conducted through oil companies
themselves who will in turn provide it to
workers. This will be a major recruiting and
retention tool for oil companies in the area.
“It’s very important to the oil companies that
the workers are all well looked after and
taken care of,” Gavin says.
Amenities that most people would probably
take for granted take on special importance in
the Bakken region. For instance, hot water is
important because after a long shift in the oil
fields “no one wants to wait half an hour for a
shower.” Also, with frigid weather in the win-
ter, extra attention is paid to insulation and
North Dakota Developments designs
the homes to be as nice as possible
«
for workers in remote locations.
43
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 «
The Bakken oil fields
deep reserves have led
to a boom in production.
Residential | NORTH DAKOTA DEVELOPMENTS LLC

»The remote nature of rural North Dakota has added

complexity to developing new housing in a region
already strained by rapid commercial oil growth.

44
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
heating. The lodges are designed to share heat
from unit to unit. Similar housing is construct-
»OilDakota
production is North
has spurred a great
ed for oil workers in areas such as Prudhoe need for new housing.
Bay, Alaska.
The Great American Lodge Management
company will manage the facilities and cater-
ing with staffing of approximately one
employee per seven residents. A general man-
ager with 16 years’ hotel hospitality experi-
ence has been secured for the Watford lodge.
“Catering and food are very important to oil
workers,” Gavin says. “We really want good-
quality food. We are happy to pay more money
for better-quality ingredients. We will have
menus and our head chef will prepare calorie-
controlled, balanced and nutritional meals
because the oil companies want oil workers in
the best physical condition possible so they
can be more productive with fewer days off
caused by bad health. So we need to have the
best food.”

‘People are
there to do
business and
make things
happen.’
Ambitious Plans
North Dakota Developments LLC aims to con-
struct six lodges housing 3,000 oil workers by
the end of 2014. This will require its hospitality
company to employ 300 to 450 with a budget
of $170 million. The company is planning to
organize with a regional manager and site
supervisors for each lodge.
One of the main business challenges has
been to prepare the site infrastructure for
development. Most typical projects are located short with frozen ground and piles of winter not a hot topic there, North Dakota
at sites without pre-existing utilities. However, snow. It is not unheard for there to be 18 inch- Developments LLC nonetheless remains com-
in this remote area it was necessary to establish es of snow on the ground in late April. mitted to green principles. For example, Gavin
water, power and sewer connections. Nonetheless, the first units have been complet- says, North Dakota Developments replants any
For roads, it was decided to use a more ed and the construction workers are living in trees it has to remove from its construction
robust polymer instead of cheap gravel and them as more are built. sites. In an area where it is commonplace to
powder that blows into rooms and creates North Dakota Developments LLC has a com- burn off excess natural gas coming from the
muddy messes and health hazards, Gavin says. mitment to being environmentally conscious. ground, it seeks to recycle that energy to pro-
In North Dakota, environmentalism is not vide power onsite.
Battling Mother Nature always a top priority as it might be in more “These are things that may not improve the
The construction manager on the project, a for- urban areas. In the Bakken Region, many drive bottom line,” Gavin says. “In fact, they may
mer vice president at Turner Construction Co. gas-guzzling trucks and electric cars are rare, if decrease the bottom line. But from our perspec-
with 46 years of experience, must battle not unheard of. tive it is our responsibility to be socially con-
Mother Nature. The construction season is Even though environmental standards are scious and reduce our environmental impact.”

45
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Residential | READY BUILDERS INC.
»Ready Builders is proud that
the vast majority of its clients
come through word-of-mouth.
Boom Town
READY BUILDERS IS SUPPLING QUALITY CUSTOM HOMES TO THE MINOT, N.D., MARKET. BY CHRIS PETERSEN
M
inot, N.D., may not fit anyone’s
idea of a hot housing market,
but the oil and gas boom that
has taken over the region has
meant big things for homebuilders like Minot’s
own Ready Builders Inc. According to owner
Stacey Abel, the market has become so busy
that the company actually has turned down
work rather than compromise on the quality
that has made it one of the area’s best home-
builders. Although the company faces some
stiff competition from outsiders rushing in to
take advantage of the situation, Abel says
Ready Builders offers clients a number of
advantages that outsiders can’t match.
46
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Abel grew up in the construction business,
spending 20 years building with his father
before starting Ready Builders in 1998. Abel
Ready Builders Inc.
says he’s proud that Ready Builders has been www.readybuildersincminot.com
able to maintain a reputation for quality con- • Headquarters: Minot, N.D.
struction from his father’s company. In fact, he • Employees: 20
adds, the vast majority of the company’s clients • Specialty: Residential construction
come to Ready Builders through word-of-
mouth. “That’s how I’ve been staying busy for
“We’ve had a good thing going
for 15 years, so if we
15 years,” he says.
Although the company occasionally takes going, we’re doing just kee p this
fine.”
on commercial jobs and multifamily projects -Stacey Abel, owner
such as assisted-living facilities and apart-
ments, Abel says Ready Builders’ core compe-
tency is building homes to clients’ exact speci-
fications. “Our main focus is custom homes, turnkey deals,” Abel says.
“Some people come to us with no plan, some people come to us with a
plan, but we take it from there.”

Close Contact
Abel says one of the qualities that makes Ready Builders so successful is
the fact that it is small enough to work closely with customers and
understand everything they want out of their new homes. This includes
accompanying customers to flooring stores and helping them select
materials, for example. This level of personal care is so important to
Ready Builders that Abel says the company has turned down projects
because they would have stretched it too thin.
“We can only keep to the quality we want out of the company when
we only do so much in a year,” Abel says.
Also contributing to the company’s sustained success over the years has
been its core of subcontractors. Abel says the company is proud to work
with so many Minot-based subcontractors, and adds that they give the
company the ability to guarantee clients will receive the same quality con-
struction as its past customers have. With so many out-of-state contractors
moving into the area with their own corps of outside subcontractors, the
consistency Ready Builders offers is a true advantage. Abel says the com-
pany has built strong relationships with many of its subcontractors, most
of whom have been working with the company for years.

47
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 from working closely with customers
« »Ready
Ready Builders says its success stems Builders has used
the same subs from the
to understand everything they want. local area for 15 years.
Residential | READY BUILDERS INC.

“We’ve used the same subs for 15 years,” he says. “They’re from here
and their businesses have started here and stayed here.”

Feeling the Rush

The energy boom that has erupted in North Dakota’s Bakken Shale
region has brought an enormous influx of people into the area, and the
Minot market was short on available housing when it started several
years ago. Abel says that has had a two-fold impact on the market that
Ready Builders and its peers have benefited from.

‘My vision is to grow

maybe a little bit, but
we’re at a size where
we can handle it and
maintain the quality.’
In the beginning, he says, many customers were looking for afford-
able homes that could be built quickly. However, now that it’s clear that
the energy boom isn’t a short-term phenomenon, many of those early
customers are coming back to Ready Builders to upgrade their home
with higher-quality products.
These upgraded homes differ a little bit from the homes that were
built in the start of the rush, according to Abel. First of all, they are gen-

48
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
erally larger as customers have become more aware of what they can get
in a custom home. Secondly, the types of materials they choose are
becoming more upscale and energy-conscious. More and more, home-
buyers are going into the homebuilding process with the understanding
that a little extra investment in the right materials at the start of the
project can bring them significant long-term savings over the lifespan of
their home, according to Abel.
“I think one of the main changes we’re seeing is insulation,” he says.
“People are willing to stick a little more money into insulation, especially
people who know they’re going to be here for a long time.”

Maintaining Excellence
In this new environment, Abel says the biggest challenge Ready
Builders faces is finding enough quality people to add to its staff and
keep up with demand. He says some of the company’s current employ-
ees have been with it for 15 years, and others only have six months of
service with Ready Builders.
No matter what type of experience they bring to the company, Abel
says what really matters is whether or not those new employees can
deliver the high level of service the company has become known for.
With that in mind, Ready Builders plans to be meticulous in its search
for new employees.
“I’d rather do a little bit less if I have to in a year and keep the quality
than just having 30 guys running around,” Abel says, adding that the
company’s goals are to maintain its position in the marketplace, even if
that means not getting much bigger.
“My vision is to grow maybe a little bit, but we’re at a size where we can
handle it and maintain the quality,” Abel adds. “We’ve had a good thing
going for 15 years, so if we keep this going, we’re doing just fine.”

49
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Healthy Balance
Residential | SIPPICAN PARTNERS – SQUAM RIVER LANDING

SQUAM RIVER LANDING IS A COMMUNITY SHAPED BY THE HERITAGE OF SQUAM. BY JEFF BORGARDT

T
he 1981 film “On Golden Pond” features stunning views of a
sun-drenched lake where Henry Fonda and Katharine
Hepburn boat on the water as loons, mountains and pine trees
pass them by. The characters share experiences with family and
friends that strengthen their relationships and rekindle old ones.
Those scenes were filmed on Squam Lake in New Hampshire, the site
of Squam River Landing, a new residential community intended to ben-
efit its residents and local community.
The Squam watershed community emerged in the late 19th century,
as city dwellers from Boston, New York and Philadelphia created sum-
mer retreats in the lakes and mountain regions of New Hampshire. The
strong family values and conservation ethic of these early settlers has
been passed down through the years. Squam still has original Victorian
era cottages, camps, country houses and estates; close family and gener-
ational relationships; a large amount of conserved lands; and a commu-
nity culture of preservation and conservation – all of which is unique
when compared to other lakes within New England.
“The Squam Community is special. Many of us who live here strive to
maintain the balance between the natural and built environment,” says
Barry Gaw, founder of Sippican Partners, developer of Squam River
Landing and a resident of the area. “This is the only watershed in New
Hampshire on the National Register of Historic Places and one of the
only watersheds [on the register] in the nation.”
Sippican Partners purchased an aging marina property in 2007 and
completed its redevelopment in 2008. The redevelopment includes
housing, lake access and a marina.
At lake level, Riveredge Marina now has 1,100 clients, wet dockage for
130 boats and storage space for 350 boats with a new exterior structure,
deck, clubhouse, lockers and bathhouse. The marina serves as a social »Squam River Landing was designed to balance the social, economic and
environmental needs of the Squam watershed in New Hampshire.
area and center for the residential development, whose homebuyers can
also purchase boat houses or open slips.
The residential development, Squam River Landing, has a master
plan balancing the social, economic and environmental needs of the
Squam watershed. Squam River Landing uses environmentally respon-
sible design and development tactics to create sustainable homes amid
the beauty of Squam Lake and foothills of the White Mountains. 
Squam River Landing is a $40 million development consisting of
right-sized, high-performance, year-round homes priced at $400,000 to
$800,000. The home pricing is dependent upon lot selection, size, energy
efficiency, quality of finish and lake access chosen through the marina.
All homes are Energy-Star compliant as a baseline and LEED and NAHB
Green eligible, meaning they stand up to even the strictest standards of
sustainable building.  Plus, the company uses energy-efficient materials,
most of which come from local resources, and is careful to protect the land
and waste as few materials as possible during the entire process.  This
saves money while building the home and keeps costs down throughout
the home’s life.  
Sippican Partners has found that its strict architectural guidelines,
sustainability practices and building methods ensure that every part of

50
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 Sippican Partner
Squam River L s –
w ww.squamland anding
• Project cost: $ing.com
• Location: Ash 40 million
• Employees on siland, N.H.
• Scope of work: te: 16 to 20
6
“People ar 0 homes, marina
good time efofirnthding now is a
–Barry Gaw, S is.”
ippican Partners
founder

51
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Sippican Partners has realized homes
can be smaller while allowing owners
«
to live big with lower costs.
Residential | SIPPICAN PARTNERS – SQUAM RIVER LANDING

the home – from foundation to rooftop – preserves the integrity of the

surrounding environment and the community in general.

Economy Recovers
Shortly after the marina was rehabbed in 2008, the recession struck and
development of the housing changed significantly.
“We benefited from the recession, it taught us that homes can be
smaller, but live big; save more energy and cost less; look like a lakeside
cottage or camp, but operate efficiently,” Gaw says. “Our sales and mar-
keting activity is very strong now. One of the interesting things we see is
that people are finding now is a good time for this. People have figured
out if they are looking for a home, it won’t get any better than it is now.”

Permits and Approvals

In addition to economic conditions, another challenge faced was obtain-
ing required permits and approvals from state and local officials for a
large project in a rural area. Sippican spent much time with local organi-
zations explaining the economic, social and environmental benefits of
the project. “We’re fortunate to have been able to work with so many
people who care about this area to develop a project that truly benefits
the community and gives more than it takes,” Gaw says.
Squam River Landing and Riveredge Marina foster as much social
consciousness as they do environmental consciousness. Residents are
encouraged to participate in all kinds of activities around the lake,
including service to others ranging from conservation to adaptive
sports.  For example, employees work alongside New England Disabled
Sports (NEDS), providing summer sports instruction to children, adults
and veterans with physical and cognitive disabilities. 
This combination of sustainable building and community building
has helped to create not just an environmentally conscious community,
but an economically healthy one.   All in all, the focus on social, environ-
mental and economic sustainability has made Squam River Landing a
wonderful place to visit, live and work.
Established in the 1997, Sippican Partners is a real estate develop-
ment, construction management and operations firm. The company
develops and builds for its own projects, but also consults for others
throughout New England.

52
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 Miracle in the Making
Residential | BRE PROPERTIES

BRE PROPERTIES’ NEWEST RESIDENTIAL DEVELOPMENT IN LOS ANGELES’ MIRACLE MILE DISTRICT IS ON
TRACK TO DELIVER ITS FIRST UNITS THIS NOVEMBER. BY JAMIE MORGAN

»The team practiced

just-in-time delivery to
mitigate space issues.
BRE Properties – Wilshire La
Brea Miracle Mile apartments

I
t can be hard to stand out in Los Angeles,
www.breproperties.com And that’s even after a serious scale-down.
but the Wilshire La Brea Miracle Mile • Project location: Los Angeles The original project was designed as a 14-story
apartments being developed by BRE • Scope of work: Seven-story, 478- concrete structure but after coming to a consen-
Properties shouldn’t have any issues daz- unit apartment building sus with neighbors and local government, BRE
zling passersby. Its sheer size alone – nearly one • Peak employees on site: 500 chose to reduce its height.
million square feet, including 40,000 square “It’s quite possibly the most The project began with the demolition of an
feet of retail and 478 units – makes this build- substantial wood-frame mixed- old bank building and strip mall that were sep-
ing impossible to miss. use development in L.A. right arated by an alley, Latch explains. BRE tore
The developer hired architectural firm TCA of down both structures and closed the alley to
Irvine and general contractor Bernards – a com-
now.” –Robert Latch, construction manager
make one large lot that encompasses an entire
mercial builder headquartered in Los Angeles – city block.
to design and build the project. BRE Construction Manager Robert Latch When it comes to the overall structure, Latch says the contractor is 80
is overseeing the project. percent complete with the façade, roof and site work. The units, howev-
“The most unique aspect to this job is the overall magnitude and scale er, are being phased in with the first 120 units scheduled to come online
of the building,” Latch says. “Even just the wood framing is such a large by November.
task for one contractor to frame out 478 units. The wood framing starts “The first 120 units are in the final finishing stages of completion –
at the third floor and goes up six stories. It’s quite possible that we’re drywall, painting, counters, light fixtures, flooring and so on,” Latch
the tallest wood-frame building in L.A. right now.” explains. “The next 200 units are in the drywall stage with the remaining

54
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
units still in the rough-in stage – finishing up the mechanical, electrical
and plumbing fixtures.”
The bulk of the amenity spaces – including the main fitness center,
clubhouse, business center, courtyard areas, main pool and a night
lounge called the Speakeasy –will be delivered in the first phase. Latch
says BRE is aiming to turn these amenity spaces over 30 days prior to the
first wave of units for pre-leasing. A rooftop deck is planned to be deliv-
ered with the second phase while the second fitness center and pool will
be completed in the third phase.
“Bernards has between 300 to 500 people here on an average day to
manage and oversee, which is, by industry standard, a very large team of
people onsite at one time,” Latch says. “Depending on the specific stage
of work, we have 30 different subcontractors here on a daily basis work-
ing on everything from flooring to roofing.”
Getting Prepared
With the amount of manpower and materials showing up to the site every
day, Latch says it is imperative to run a coordinated site. Before any con-
struction work was done, the general contractor spent six to seven months
laying out every design and engineering aspect in BIM. The upfront effort
allowed the construction team to build the wood framing off site in
Arizona and have it trucked to the site in panelized sections for just-in-
time installation.
The just-in-time delivery also helped mitigate space issues. “The proj-
ect has zero lot lines, extending to the property line on all four sides.”
Latch explains. “Because we do not have a large staging area and we’re in
an urban site, we don’t have much laydown for deliveries. One of the
reasons we constructed the walls offsite is so when it was delivered, we
could install it the very same day. We have three to four trucks arriving
per day and then we repeat the process the next day, which was in big-
part made possible by implementing new BIM technology.”
Many of the deliveries to the site originated from the local area. The
project is geared toward LEED Silver certification, so the contractor is
sourcing as much material as it can from within California. For instance, it
sourced recycled glass tile from a San Diego manufacturer. And for that
star quality, it turned to fiber cement siding and backerboard manufactur-
er James Hardie, whose North American headquarters is based in Mission
Viejo, Calif.
“The corner tower at Wilshire and La Brea went through a few varia-
tions of material to make sure we could achieve the desired look,” Latch
says. “We finally settled on using a new product produced by James
Hardie for a rain-screen panel variation. We then choose a metallic cop-
per coating to give it that unique visual appeal.”
Combating Contaminated Soil
The Wilshire La Brea Miracle Mile apartments are located a half-mile
from the La Brea tar pits, which is a famous cluster of tar pits in the
urban heart of Los Angeles. It was formed before modern civilization
when asphalt or tar (“brea” in Spanish) seeped up from the ground. It’s
not uncommon for developers in the area to come into contact with tar
and soil contamination issues during construction.
55
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 DeBest in the Business
Residential | DEBEST INC.

DEBEST PLUMBING INC. CELEBRATES 40 YEARS IN BUSINESS WITH A REPUTATION FOR QUALITY WORK,
SERVICE, DEDICATED EMPLOYEES AND GIVING BACK TO THE LOCAL IDAHO COMMUNITY. BY STACI DAVIDSON

M
ilford Terrell founded DeBest Plumbing Inc. in 1973, and “I worked for my brother for six years, then I went into the military
named the business after his goal of building “the best during the Vietnam War, and when that was over I worked for my
plumbing company in the Idaho region.” He explains, brother for two more years,” he says. “I started DeBest in 1973 when I
however, that DeBest only is able to offer the best plumb- borrowed $1,000 from a bank, just on my name. I bought an old truck
ing services because it is staffed by highly skilled people. and started doing residential projects, and eventually a neighbor kid –
“When you look at the company as a whole, our people have been Rick Garrett – started helping me after school.
very important to our success,” Terrell says. “We’ve been very successful “The company just kept growing, and Rick is still with me today,” he
through economic ups and downs, and I believe that is because of our continues. “He only ever left for two years to go on a mission for the LDS
great personnel and the great support we provide to clients.” church, and he came back an even greater asset to us. We also have Lynn
Based in Boise, DeBest offers plumbing and Healy, who is one of the best plumbers and
mechanical contracting on residential, service, mechanical guys in the business. He makes
large remodel, commercial and industrial proj- DeBest Plumbing Inc. jobs look like a piece of artwork when they are
ects. Terrell notes that from scheduling and www.debestplumbing.com done. We have a lot of long-term employees, and
estimating to implementation, the company • Headquarters: Boise, Idaho there are a lot of strong bonds there amongst
brings knowledge and professionalism to them because of their long relationships.”
every project to ensure it adheres to client
• Employees: Approx. 100
controls and standards, and remains flexible • Specialty: Plumbing and mechanical Market Expansion
to each project’s changing requirements. This
contracting DeBest continued to grow into the 1980s, when
is how he has always worked and these are “We have a lot of long-term the company encountered some “tough times,”
the standards he has set for his company. employees, and there are a lot of Terrell says, and he came the closest he ever has
strong bonds there amongst them
»DeBest is available 24 hours
a day to fix a service issue
because of their long relationships.”
for its customers. –Milford Terrell, owner and founder

56
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013

DeBest serves the Idaho
region’s residential, commercial
« DeBest’s employees take in their work.
and industrial sectors.
to going out of business. Before he had to go to that extreme, however,
DeBest got an opportunity to work at a local Air Force base, which
required some high-end mechanical work.
The company delivered quality work, and that led to more commer-
cial projects. Now, DeBest works throughout the regional residential,
service, commercial and industrial sectors.
“That really took us to the height of good times until recently when
we had three bad years because of the economy,” Terrell says. “It was
ugly, but we saw it coming about six months ahead of time and we had
some money put aside, so we paid off all of our bills and still had a little
left to keep doing business.”
the local community, which has been a core focus for Terrell since the
company’s inception.
As a child, Terrell and his six siblings were wards of the state of Idaho
and were adopted by different families. No surprise, that was difficult for
all of the children to go through, and Terrell made it his mission to do all
he could to help other children. “I never wanted other kids to go through
that,” he stresses. “Our company is all about helping kids, their welfare
and improving the community overall so, with our help, there is a good
community out there for kids. And I really feel that our culture comes
from the fact that we give back.”
DeBest is very involved with the Boise State University Athletic
Association, as well as the local children’s homes, the Boys and Girls
Club, Epilepsy League of Idaho and St. Luke’s Children’s Hospital.
Terrell believes that even when he is no longer part of the company,
the culture of quality, service and giving will remain intact because it is
so ingrained in the people. Especially, because all of it adds to the pride
“It is getting time for me to step aside, and I have people who are very
dedicated to the company to take over,” he says. “I see it growing and
being even more innovative with the younger ideas of the management
staff. Also, younger eyes have better insight of what the people in the
field need.
“I’d like for the company to grow even bigger than it was at the height
of our success,” he adds. “Our name is known all over the Northwest, so
we can continue to expand into other states. With the background, age
and reputation of this business, I think the sky’s the limit for the
younger generation.”

Loyal Customers
During the recession, DeBest went from having 175 employees to just 50
to 60, depending on the week. Now that the economy is coming back,
DeBest has a steady base of about 100 people who work on projects
throughout Idaho and in some surrounding states.
The company just completed work on St. Luke’s Regional Medical
Center in Twin Falls, Idaho. “This was a major structure and a three-year
project, but it kept us going during the tough times,” Terrell says. “Most
of our people worked on that project.”
Now DeBest is involved in several projects closer to its home base,
including the Nampa Public Library, a city structure and St. Al’s Hospital
in Boise, and the Jack’s Urban Meeting Place project in Boise, which
Terrell says is part of the Simplot Heritage.
Another big project for DeBest Plumbing is the The Village at
Meridian Town Center development in Meridian, Idaho, which will
cover more than a square mile of property. The development will
include a bowling alley, ice skating facility, businesses and restaurants.
“We are proud to have very loyal customers,” Terrell notes. “We have
worked with some of them for 30 to 40 years.”

Community Welfare
DeBest maintains a high percentage of repeat customers, Terrell says,
because of the company’s dedication to quality and pride employees
take in their work. Terrell believes much of this pride – the company’s
overall quality culture – stems from the amount of work DeBest does in

57
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Experience Applied
Residential | KINZIE BUILDERS – THE OAKS OF VERNON HILLS
KINZIE BUILDERS DRAWS ON ITS VAST EXPERIENCE TO BUILD A NEW MULTIFAMILY PROJECT. BY JIM HARRIS
K
inzie Builders [a part of Kinzie Real Estate Group] may be a
new name in the Chicago-area real estate scene, but its lead-
ership and staff are well versed in developing and building
residential properties. The company, founded in 2011, taps
into the knowledge and relationships fostered by founder and President
Steve Spinell and other key staff members to successfully complete proj-
ects. Spinell brings more than 25 years of real estate development and
consulting experience to his position.
The company employs a staff of experienced engineers and industry
experts who help Kinzie guide projects in conjunction with other par-
ties. “Our group is made up of forward-thinking project managers with a
strong attention to detail; we are problem-solvers and because of that,
we can deliver a great product and manage the process better than
most,” Spinell says.
Collectively, Spinell and other company leaders have built more than
$1 billion dollars of real estate development over the past 25 years.
“Because of our longstanding relationship with a number of subcon-
tractors they have become an integral part of the design process,” he adds.
“They work closely with the architects and engineers to efficiently design,
plan, and execute on the product proposed, within budget parameters.”
»Covering 29 acres, the Oaks of Vernon Hills will have 304 total units with apartments in eight three-story, 32-unit buildings as well as 54 townhomes.
58
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Kinzie Builders also takes advantage of the supplier and vendor rela-
tionships established by Spinell and other group members.
The company believes in locking in material and supply costs toward
the beginning of a project to keep costs consistent throughout construc-
tion, he adds.
Luxury Rentals
One of Spinell’s longstanding professional relationships led Kinzie to its
first major project. The owner of REVA Development Partners LLC,
Warren James, a 25-year-plus professional associate of Spinell’s, retained
the services of Kinzie Builders to build The Oaks of Vernon Hills, a luxu-
ry multifamily rental development in Vernon Hills, Ill.
The 29-acre site closed in July, and hopes to begin leasing in spring
2014 with occupancy beginning in early summer 2014. The Oaks of
Vernon Hills is a $40 million, 304-unit development featuring apart-
ments in eight three-story, 32-unit buildings and 54 townhome units.
Kinzie Builders is currently developing the site and is in the final phases
of curb, gutter and pavement installation, with the first buildings on the
site anticipated to begin construction later this year.
Each building will be constructed out of wood frame Hardi plank and
masonry on the exteriors. Each unit will
include finishes such as vinyl flooring, wood
cabinets and granite countertops and stainless
steel appliances, Spinell says.
In addition to the residential units, The
Oaks site will also include a clubhouse with
common spaces, a pool, a theater room, work-
out facility and kitchenette. The community
will also include walking trails and extensive
green space.
The Oaks is one of the first large rental
communities developed from the ground up
in the region in the past 10 years. “This mar-
ketplace hasn’t seen many rental townhomes
for younger, smaller families, which we think
is a great niche,” Spinell says. “The for-sale mar-
ket has really been in flux for several years
now, so the project will serve the needs of the
current housing market conditions.”
The development is expected to appeal to
the renter by choice and attract a mix of young
professionals as well as older residents. The
Oaks’ location near two commuter train sta-
tions, Vernon Hills Towncenter and a mix of
shopping, dining, recreation and entertain-
ment options make it attractive to a range of
potential renters, he adds.
Kinzie Builders –
The Oaks of Vernon Hills
www.kinziegroup.com
• Project cost: $40 million
• Location: Vernon Hills, Ill.
“This marketplace hasn’t seen
many rental townhomes for
smaller families, which we think
is a great niche within the
marketplace.” –Steve Spinell, president
A One-Stop Shop
Kinzie Real Estate Group’s expertise goes
beyond general contracting and construction
management with a full service real estate
company that includes residential and com-
mercial brokerage, asset management and dis-
position planning, property management and
development services. The company has a track
record in the strategic planning, management
and workout of pre-foreclosure and bank-
owned assets for clients including BMO Harris
Bank, Wintrust Corp., Baytree Bank & Trust,
Loan Management Solutions as well as private
equity firms such as Capital Crossing, Rialto
Capital, and Colony Capital, to name a few.
“Our team of experienced real estate profes-
sionals are each highly skilled in their respec-
tive specialties, allowing us to provide a one-
stop-shop solution for our clients' residential,
commercial and undeveloped land assets,
while maintaining the highest level of service
and dependability,” the company says.
Kinzie Real Estate Group’s experience with
working out distressed properties for various
financial institutions led the company to its
current project in Lake Barrington, Ill. Kinzie is
handling the sales, marketing, construction
management and property management
duties for The Enclave of Heritage Estates,
which is an exceptional and one-of-a-kind
gated community on 66 rolling acres.
Kinzie Real Estate Group is offering semi-
custom luxury homes priced from the upper
$600,000s. Homes will range from 3,200-
square-foot ranch homes to more than 4,800
square feet. The project is breaking ground in
October. For more information on Enclave,
visit www.enclaveliving.com.
59
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Long-Term Presence
Residential | OMAHA DOOR & WINDOW CO.

OMAHA DOOR & WINDOW KEEPS CLIENTS HAPPY WITH SERVICE AND SELECTION. BY CHRIS PETERSEN

O
maha Door & Window Co. has been serving customers since
1959, when Leo Murnan and Joe Nothomb started the com-
pany. They purchased the unsold inventory of a local fran-
chise whose ownership had decided to get out of the garage
door business.The partners focused at first on selling garage doors and
garage door openers, but within fifteen years the company expanded to
patio doors and . hollow metal entry doors. A window department was
added in the mid 1980s, and siding in the early ’90s. Storefront was
added after 2000, and attic insulation in 2010. In the early days, there
was not a service department to repair garage doors. An installer would
do service after he installed his new doors. This was too hit-and-miss,
but now service is a major component of the company, with a whole
division devoted to repair of garage doors, dock equipment, openers,
entry doors, glass and the like. Today, three generations of the Murnan
family have kept Omaha Door & Window running smoothly as the
largest and oldest door and window company in Omaha.
Co-President Tom Murnan says the company has come a long way
since the earliest days, and it hasn’t been easy. He says the door and win-
dow sector is extremely competitive, with price pressure and many com-
petitors making it difficult for one company to gain an edge. However,
Omaha Window & Door has been able to maintain its advantage in the
marketplace by focusing on doing things right and treating customers
with respect, Murnan says.
Even though it goes up against big-box retailers as well as independ-
ents, Omaha Door & Window has the pieces in place to remain the mar-
ket leader for a long time to come, its leaders say. Along with the tradi-
tional values that have supported it for this long, the company has
taken steps to adopt new technologies that will ensure it stays on the
»Serving contractors and homeowners, Omaha Door & Window typically gives
customers two or three options, while most competitors sell just one brand.
cutting-edge of the industry.

Clear Advantages
The company’s customer base is evenly distributed, according to Murnan,
with a mix of commercial, industrial and residential clients. Omaha Door
& Window provides full lines of garage doors, entry doors, commercial and
residential windows, siding, gutter protection, sunrooms, storm doors and
attic insulation.The emphasis is on energy efficient, maintenance-free
products. The company’s cur-
rent projects include replac-
ing all of the windows in an Omaha Door & Window Co.
80-year-old, 12-story build- www.omahadoor.com
ing in Lincoln, Neb., as well • 2012 revenue: $ 13.7 million
as replacing large overhead • Headquarters: Omaha, Neb.
doors at railroad garages.
Murnan says the scope
• Employees: 85
of the company’s offerings
• Specialty: Doors and windows
means it works with build- “We try to make it a really
ing contractors as well as top-notch experience.”
homeowner/remodelers. –Tom Murnan, co-president
The company has to be able
to compete on multiple
fronts, because homeowners

60
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
are better sold on the quality of products and
contractors are more concerned with price. “If
you’re five dollars high, contractors are looking
for someone else,” Murnan says.
A major reason why Omaha Door &
Window stands apart from the rest of the
marketplace is the variety it has on display in
its showrooms, according to Marketing &
Sales Manager Jim Murnan. He says the com-
pany will typically give customers at least two
or three options to choose from, whereas
many of its competitors are factory stores that
are locked into selling just one brand. Omaha
Door & Window also takes the time to educate
its employees on every brand so they can
help customers make decisions. “We actually
try to figure out what the best thing is for
them, and we’ll recommend the best product
fit,” Jim Murnan says. The company keeps up
with current fashions in garage doors, like the
carriage house look, new electric opener tech-
nologies, such as being able to open a door for
a repairman from a cellphone, and the latest
window technology.
Tom Murnan says the company’s dedication
to service goes beyond simply helping cus-
tomers choose the right product. Omaha Door
& Window’s customer service follows a project Prepared for the Future
from start to finish. In the company’s millwork Jim Murnan says the biggest challenge facing
division, for example, an installation manager the company today concerns generating new
follows a job all the way through to comple- customers. With limited use of traditional
tion. “We try to make it a really top-notch forms of advertising, Omaha Door & Window
experience,” Tom Murnan says. “We know turns to other means such as direct mail, but
we’re not the cheapest, but we want a quality the company has embraced digital technology
installation. If there is a problem, we’ll work to reach new customers.
with the customer to try to solve it.” The com- Tom Murnan says the company also is work-
pany has consistently been in the winning ing on making its website more mobile-friend-
ranks of a local magazine’s “Best of Omaha” ly, because more customers shop on their
competition, where consumers rate their con- smartphones, even for major purchases such
fidence in a variety of categories including as garage doors and windows.
garage doors and windows. This is a tremen- Omaha Door & Window is in good position
dous advertising tool, with the fleet sporting to hold onto and expand its niche as the econ-
Best Of Omaha stickers on their tailgates and omy continues to improve, Steve Murnan says.
trunks. When it does, he says, the fact that Omaha
Co-President Steve Murnan says the expert- Door & Window has so many components will
ise of the company’s staff extends to after-sale give it the diversity it needs to reach multiple
service, as well. “You don’t get that at the big- customers in multiple sectors. “We don’t have
box stores,” he says. all our eggs in one basket,” he says.
Soft-Lite Windows Soft-Lite Windows has had a mutually successful relationship with Omaha Door &
Window for over five years. Omaha Door & Window has been family owned and operated since 1959; the com-
pany now employs nearly 150 people. The primary reason for ODW's successful partnership with Soft-Lite is the
two companies' mutual dedication to serving their customers' needs efficiently and effectively. Both companies
are dedicated to offering the highest quality products, constructed using quality materials and craftsmanship.
61
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Staying Power
Residential | PRATT HOME BUILDERS
PRATT HOME BUILDERS CONTINUES ITS LEGACY BY STREAMLINING ITS METHODS. BY BARBARA MCHATTON
»After 15 years in operation, Pratt Home
Builders is the largest homebuilder in
the Chattanooga area.
A
t a time when many home con-
struction businesses were floun-
dering, Pratt Home Builders found
new life by tightening its belt and
reassessing its focus. “We have a long history of
building quality homes in the Chattanooga
area,” President Win Pratt declares. “Even
though our quality measures haven’t changed,
our company is making more calculated and
strategic decisions.”
Pratt Home Builders was founded in 1998
by Win and his father, James Pratt. The self-
taught builders started out building tradition-
al and craftsman-style homes. However, mar-
ket downturns the company experienced
during 2007 caused the firm to reassess its
business strategies.
“Now we are much more disciplined as a
whole,” Pratt says. “We’ve modified our busi-
ness model to better align with market needs.”
In doing so, the company performs a great deal
of research to determine that “we’re putting
62
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
our product in the right places at the right
price points.” he says.
Pratt has expanded its reach by “building
any and all types of homes for the Chattanooga
market,” Pratt claims. The strategy has paid off.
Celebrating its 15th year in operation, Pratt
Homes is currently “the largest homebuilder in
the area and, according to Builder magazine,
one of the top-200 builders in the nation,” Pratt
says. In 2012, Pratt Homebuilders sold more
than 100 homes, the majority of which were
built for clients and customized to accommo-
date their tastes and lifestyles. The company
has shown consistent growth since its incep-
tion and anticipates staying on that same
track of 12 percent growth per year for the
next five years.
Getting Lean
In 2007, the market took a drastic downturn
and Pratt had to make some very hard deci-
sions about its vision for the future. “Using our
old formula, we would just purchase lots and
build our homes without first researching the
areas,” Pratt says. “In doing so, we realized we
had purchased several lots that didn’t fit with
the direction we were taking.” To minimize its
debt and become more lean, one of the first
things Pratt did was sell many of these lots.
As a result, the company now takes a more
calculated approach to determining the best
locations, lot sizes, home styles and amenities
before any construction takes place. “All of
these details are thought through from the
ground up to make sure we’re putting up the
best product for that particular development,”
Pratt says.
Moreover, limiting the number of options
helped the company control costs. For exam-
ple, the builder used a fiber cement siding
material for the home’s exteriors.
“We used to offer both a pre-primed version
that had to be painted or a pre-colored version
that is guaranteed for 15 years,” Pratt says. “Now
we offer only the color version but narrow the
color selection to 15 or 20 different choices.”
With this method, Pratt claims, the company
can negotiate bulk purchases through the dis-
tributor or supplier to lock in a better price.
Another cost-containing measure has been
the exclusive use of one manufacturer.
“We may negotiate with a specific manu-
facturer and use only that manufacturer’s
products,” Pratt explains. “We’re pretty much
open to negotiating prices with any manufac-
turer or supplier – whether it’s roofing, appli-
Pratt Home Builders
www.prattliving.com
• Headquarters: Chattanooga, Tenn.
• Employees: 31
• Specialty: Residential construction
“Even though our high-quality
measures haven’t changed, our
company is making more calcu-
lated and strategic decisions.”
-Win Pratt, president
ances or windows – to get a better price for our clients.”
Value-engineering techniques for virtually every aspect of the home
were employed to determine the optimum value of the building prod-
ucts used. Because ease of maintenance is also an issue to many buyers,
some products were selected based on this criteria. In addition to the
low-maintenance fiber cement siding that reduces the need for paint-
ing, the soffits and overhangs are made of materials that also require
minimal maintenance.
Personalized Approach
Each Pratt home follows a five-step program that assists the homebuyer
through purchasing, design and building processes.
Step 1 is the “Discovery Phase” – A home consultant uses his expertise
to determine the best layout for the client based on information from
the client. Information such as preferred home site, how often the client
entertains, or the location of the master suite is assessed. From this, vari-
ous floor plans are presented that accommodate these lifestyle needs as
well as budgetary constraints. Once the ideal plan is determined, Pratt
prepares a build agreement with a guaranteed, turnkey price.
Step 2 is the “Personalization Phase” – A professional interior designer
guides clients through the various design options available at Pratt.
Over several visits to the design center, clients will choose exterior fin-
ishes such as siding or brick colors as well as interior finishes and fix-
tures such as hardwood flooring, paint colors and faucets. This is all
done in Pratt Homebuilder’s Design Center located on its corporate cam-
pus. Clients appreciate the benefit of this centralized location so they do
not have to drive all over town to make their selections.
When Step 2 is complete, Step 3, “Production,” has already started –
Pratt’s production team performs a detailed review of the home’s struc-
tural plan to complete a framing plan. The framing team begins building
the structural frame in a climate-controlled facility. This helps ensure the
integrity of the structure by reducing the amount of time the frame is
exposed to the elements, and helps speed the construction. In other
words, while the foundation is being poured, the walls are also being
built off-site. It is also during this time the subcontractors are scheduled
and all permits, work orders and purchase orders are obtained.
Step 4 is the “Construction Phase” – A dedicated builder is assigned to
manage the client’s building process. Because the framing is prefabricat-
ed off-site and all necessary materials are procured ahead of time, Pratt’s
normal building time cycle is between 100 and 110 days on site. Pratt’s
clients are invited to meet with their builder at the home site through-
out construction to ensure all expectations are met. Once the home is
complete, the clients make a final walkthrough with their builder and
officially sign off and accept the home.
Step 5 is the “Love Where You Live” phase – Pratt says it offers the best
warranty available in the Chattanooga market to ensure everything is
completed to the client’s satisfaction. This warranty includes a three-
month check-in after the clients have taken occupancy, an 11-month
review of the home to ensure the client is still satisfied and a 10-year
structural warranty that is transferrable.
Pratt explains it’s the company’s employees who ensure that the best
possible product is built. “We do what’s right and fair for the customer,”
he says. “We do what’s needed to ensure that the product is built to our
high standards.”
63
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Commercial By Cheryl Ford

LIGHTING I
n commercial buildings, on average, 30 percent of the electricity con-
sumption is used for lighting. Given this fact, energy-efficient light-
ing systems present building owners and businesses with the oppor-
tunity to reduce operating costs and improve their bottom lines.
The best options for commercial buildings include highly efficient

THE WAY
LED, fluorescent and metal halide lighting solutions. For new construc-
tion, LED luminaires are the most sustainable lighting solutions, provid-
ing energy savings of 50 to 80 percent over the traditional lighting
options they replace and delivering up to 100 lumens per watt with a

TO
long-rated life of 50,000 to 100,000 hours. LED lamps contain no mercu-
ry, significantly reducing disposal costs. There are also many utility
rebates for Energy Star-rated LED lamps and Design Lights Consortium
(DLC) qualified LED luminaires, lowering the initial cost of installation,

SAVINGS
providing faster payback and better return on investment.
For existing buildings, retrofitting with LED or higher-efficiency fluo-
rescent T8 systems may be a better option than installing new lumi-
naires. There are now energy saver fluorescent T8 lamps that last up to
84,000 hours on program start electronic ballasts, saving up to 50 per-
cent in energy costs over Coolwhite 34W T12 magnetic lamp and ballast
systems, and up to 30 percent over previous-generation T8 systems. The
longer-life T8 systems are also best when using new T8 high-efficiency
fluorescent luminaires. The use of LED and fluorescent retrofits also
qualifies companies for utility rebates.

Energy Codes Changing

State energy codes are typically based on various versions of ASHRAE
90.1, which establishes maximum lighting power densities based on
realistic modeling with available technologies. The latest version,
ASHRAE 90.1-2010, reduced the maximum watts per square foot for
many building and space types and added additional control require-
and alterations affecting more than 10 percent of the power load.
The Department of Energy (DOE) requires states to verify by October 18
that their codes meet or exceed these requirements. As energy codes
become more stringent, the right LED solutions with controls can lead to
the lowest watts per foot of all options.
In addition to installing more energy- efficient LED or fluorescent
lighting, incorporating controls can help maximize energy savings in
commercial facilities. There are numerous control strategies that com-
bine multiple control methods to best suit the specific work tasks being
done in a given commercial building. Occupancy controls for turning off
the lights when spaces are unoccupied and smart time scheduling are
simple and inexpensive to install. Daylighting can easily be done with 0-
10V dimming ballasts and daylight sensors, but the location and trans-
mission or glazing of the window glass needs to be considered during
installation. North or south facing windows are easier to control for solar
glare, but automatic window shades are necessary for occupant comfort
with east or west facing windows. Load shedding is an opportunity to
reduce light levels and thus energy usage when they are higher than
normal, such as in the summer, when air conditioning draws more
power. Many utilities are exploring incentives for businesses that are
willing to utilize load shedding for this very reason. The easiest way to
incorporate control strategies is with an energy management system

64
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 IN THIS SECTION
where light levels can be set for various groups of luminaires and smart
HJ Foundationg p.74
scheduling can turn off the lights overnight or reduce light levels after HJ Foundation excels at
work hours. These systems make light management easy as they are building deep foundations
provide monitoring of energy usage and lamp outages. for challenging projects.
Providing Quality Light
When choosing a lighting system, other factors beyond the operational
goals of business should be considered. Quality of light is extremely
important for occupant satisfaction, which impacts business results. The Gateway Building
Illuminating Engineering Society (IES) 10th Edition Lighting Handbook
provides recommendations for lighting requirements based on the tasks
Systems Inc.g p.86
being done in a given space and the age of the occupant: Gateway finds success
building agricultural and
Offices – Controlling glare and providing the proper light levels for
each occupant can improve productivity and increase employee sat-
commercial projects.
isfaction. Supplemental task lighting on desks provides additional
light when needed. Ambient light levels could be reduced with the Company Profiles
use of supplemental task lighting, helping save on energy usage. To
66 Trans America Group
install the proper lighting, it is important to know what tasks are
72 MXD Development Strategists Ltd.
being done.
Retail – Proper general and accent lighting with good color rendering 74 HJ Foundation
can draw customers to feature displays, possibly leading to increased 77 Kirksey Architecture
sales and fewer returns. It makes colors pop while not distorting the 80 Bazan Painting Co.
colors of displayed merchandise. Quality lighting can also boost the 82 Duke Realty Corp. – Purity
shopper experience and improve the store brand, enticing customers Wholesale Grocers Distribution
Center
to return and shop in the future.
84 Eastern Steel Corp.
Healthcare – Patient comfort and well-being are extremely impor-
tant. Lighting requirements for patient rooms and surgical suites 86 Gateway Building Systems Inc.
necessitate lighting for examinations and medical procedures as well 88 Marous Brothers Construction –
Westin Hotel
as for personal patient needs. Specially designed luminaires with
multi-level lighting options are available for a variety of healthcare 90 HBD Construction
environments including offices, corridors and lobbies. The lights are 92 Mark Cerrone Inc.
on 24/7 in many areas, so longer-life lighting solutions are best.
Education – High-quality, uniform and glare-free lighting with
accompanying controls are needed to provide the best visual environ- In commercial facilities, it is most important
ment for students and teachers. Using daylighting in schools reduces to understand the business’ needs before final-
energy consumption and helps control the amount of light in a class- izing your lighting specifications. Do your
room, improving its environment and enhancing the learning expe- homework on the benefits of various technolo-
rience. Supplemental lighting over white boards and at least two lev- gies and luminaire options, and perform test
els of control for ambient lighting allow light levels to be reduced for installations. Consider hiring a lighting design-
multimedia learning activities. er to help select the best luminaires and design
Industrial – A facility’s lighting needs vary greatly depending on the the best lighting for a given project.
type of product being manufactured. There are special lighting con-
siderations for hazardous materials, clean rooms, food processing,
pharmaceutical, biotech and other specialized manufacturing facili- Cheryl Ford has worked for OSRAM SYLVANIA for more than 30 years and has held
ties. However, regardless of what is being manufactured, higher-qual- various positions including product development engineer, applications engineer, com-
ity lighting can improve productivity and product quality, potentially mercial engineering manager, new technology manager and applications marketing
reducing the number of manufacturing defects, downtime and manager and currently is the marketing manager for product messaging. She is a
returns. Providing the best visual environment could improve safety, NCQLP Certified Lighting Professional, holds a bachelor’s degree in chemical engineer-
possibly lowering accident and insurance rates. Using longer-life ing from the University of New Hampshire in Durham, a global management institute
lighting options not only reduces maintenance costs, but costly certificate from Cornell University and is a member of the Illuminating Engineering
downtime, as well. Society of North America. For more information, contact press@sylvania.com.

65
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Developing Deeper
Commercial | TRANS AMERICA GROUP
EDMONTON DEVELOPER TRANS AMERICA GROUP IS IN IT TO WIN. BY JEFF BORGARDT
W
hile catering to top global ener-
gy corporations, Trans America
Group, a multifaceted develop-
ment company, is equally com-
fortable with industrial, commercial or resi-
dential projects. Indeed, its projects include
everything from high-rise buildings to high-
end themed resort communities to warehous-
es and huge industrial office parks.
“We pride ourselves on our flexibility,” COO
Bob Horton says. “We have to be able to pro-
vide varying sizes of parcels to meet our clients’
needs. We provide different types of space
including office or warehouses in various sizes.”
photo courtesy of Bridgette Dow Photography
66
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Trans America Group
www.transamericagroup.com
• Revenue: $150 million +
• Headquarters: Edmonton, Alberta
• Employees: 20
“We pride ourselves on our
flexibility. We have to be able
to provide varying sizes of
parcels to meet our clients’
needs.” –Bob Horton, COO
Oil-Fueled Economy
Current conditions are quite favorable in the
energy sector, Senior Planner Greg Wilkes says,
and in the regional Edmonton-area sustained
energy prices for oil and gas products have trans-
lated into large profits on the oil sands.
As Edmonton serves as the staging area for
energy work in northern Alberta – and oil
reserves here are among the largest found on
the planet – oil service companies and their
employees increasingly require new places to
work, shop and find entertainment.
A prime hotspot for Trans America is Fort
Saskatchewan, where Dow Chemical, Sherritt
International Corp. and Shell Canada are among the major employers. The
area is a large industrial center and has become a prime locale for bitumen
processing in which oil sands extract is processed for energy products.
Originally a trading fort, the scenic destination of Fort Saskatchewan
is also known for its flock of 50 sheep that roam the downtown eating
grass each summer. The city mascot is a sheep called “Augie.” For anyone
interested in being in the center of the global energy business, this is the
place to be and Trans America has available land, Wilkes says.
Why is Fort Saskatchewan and the surrounding region so well posi-
tioned? It is because so many major energy facilities including pipelines
and plants are located within miles of each other, making this area
Canada’s largest hydrocarbon processing center.
The region boasts organizations rife with world-leading innovation in
manufacturing technologies such as carbon capture and storage, metal
refining and fertilizer production in the oil and gas and petrochemical
processing sectors.
According to a March 2012 report by the Alberta Industrial Heartland
Association, this region is a leader in methane, ethane and propane, and
strong companies working in these product chain-related areas benefit
by locating in the region.
Examples include the production of plastics, car tires, auto interior

Trans America says Dow Chemical, Sherritt

International and Shell Canada are among
«
the major employers in Fort Saskatchewan.

67
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Commercial | TRANS AMERICA GROUP

»Trans America Group says Edmonton serves as the staging area for energy work in
northern Alberta because oil reserves here are among the largest on the planet.

68
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 components, polyesters for clothing and nitro-
gen-based fertilizers. In fact, the region boasts
greater than 40 percent of Canada’s chemical
manufacturing capacity. Therefore, its
equipped to develop synergies between tradi-
tional and bio-products industries with grow-
ing demand for bio-based petrochemicals and
fuels helping to bring new products in line.
Some Chinese and other Asian companies
have recently expressed interest in building
factories here.

Beyond The Oil Sands

While oil sands conventional oil service com-
panies and associated oil-related companies
correlate into much work and represent a key
target market for Trans America Group, they
are by no means its only clients.
Trans America Group is the largest holder of
industrial land in Alberta’s capital region,
photo courtesy of Victor Laird photography

where the high quality of life makes it an

attractive destination for business.
“In last 18 months, demand has returned to
nearly what was there before the recession in
2008,” Wilkes says.
As one the largest developers in Western
Canada, Trans America Group is well poised to
profit from these current conditions.
The company has so many projects under-
way in various stages, it is hard to list them all,
but some of its unique properties, projects and
holdings include:
• The Bellamay Hill Tower, a 34-story, 100-
unit downtown Edmonton residential
high-rise;
• A 1,000-acre industrial/commercial devel-
opment in the city of Fort Saskatchewan
focusing on companies serving the heavy
oil/upgrader industry;
• The primary landowner and developer in
Acheson Business Park, evolving into the
key transportation and logistics centre in
the Edmonton Region;
• The 101-acre Cedar Ridge Estates adjacent
to the Edmonton Petroleum Golf and
County Club;
• Strawberry Island, a resort/hotel property
120 kilometers from Toronto located on
the island that hosted Pope John Paul II on
photo courtesy of Victor Laird photography

his 2002 Canadian tour;

• La Rose Terrace II with 23 completed town-
houses and a second phase of develop-
ment that calls for 47 more townhouses in
Morinville, Alberta; and
• A 550-lot equestrian lifestyle development
10 minutes from Edmonton aimed at peo-
ple who enjoy horses.
 Great Places and Spaces
Commercial | TRANS AMERICA GROUP

Senior Planner Greg Wilkes is a member of the Leadership Council on

Placemaking and recently attended a conference focused on the rede-
velopment of Detroit. This event was hosted by Projects for Public
Spaces (PPS) from New York City. The goal of the movement is to create
better public community places, improving downtown areas, civic cen-
ters, squares, parks, waterfronts and college campuses through a strate-
gy called “placemaking” by which it aims to improve, create and main-
tain great public places around the world.
What Wilkes strives for in the Trans America Projects is to “get things
right the first time” so that the communities and developments created
by Trans America have long-term sustainability through the use of
placemaking principles.

Trans America Group won a 2011 Canadian Institute of Planners

award for Environmental Planning excellence for its North Pigeon Lake
Area Structure Plan. This created a 25-year, 3,500-unit resort-area devel-
opment plan with Leduc County for North Pigeon Lake, which is con-
sidered one of the most beautiful and well-used lakes in central
Alberta, known for walleye fishing and boating and watersports. The
plan improves the quality of water along with the development so
“everyone wins,” Horton says.
A cornerstone of the area structure plan calls for storm sewer man-
agement facilities to remove particulates and nutrients from water
runoff, thereby lowering the nutrient level in the lake for better algae
control. In addition, Trans America Group ensured developments will
photo courtesy of Bridgette Dow Photography

70
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
be set far back from the lakeshore to improve the recreational quality
for local residents, and to add to the overall health of the lakefront.
Trans America Group also is creating a development on 500 acres at
Lac Ste. Anne, which is 75 kilometers west of Edmonton. The develop-
ment will feature a man-made water skiing and wake boarding lake,
cross-country skiing and ice skating. It will also tie into a regional snow
machine trail system.

No Silos
Though its projects are of different types, the company is not divided into
different divisions for its retail, commercial or industrial operations. “We
don’t have divisions,” Horton says. “Divisions tear things apart. [Instead,]
all the staff have input into each project. We can be best characterized as a
development company that is continually bringing all our projects for-
ward all the time. While doing industrial development on one side of the
city we are also doing something else on the other side of the city.”
However, Trans America Group must be careful not to compete with
itself. That is why it will “look at needs and market conditions in differ-
ent sectors to create unique entities,” Wilkes says.
For example, the firm started planning out a logistics and transporta-
tion sector of development in one place and then planned for a profes-
sional services and commercial cluster in another area of town. Trans
America Group knows some locations are better for big-box stores and
others for funky retail shops. In another quadrant of the region, it is aim-
ing to partner with the Edmonton International airport in creating an
“Aerotropolis” area for the aviation sector located near the airport with
businesses that all cater to the airborne logistics and transportation sec-
tor located there.

Trans America Group is the primary land owner

and developer in Acheson Business Park, which
«
is a key logistics center in Edmonton.

71
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 »MXD's recent focus is on development
and master plan consulting for airport
cities around the world.
Commercial | MXD DEVELOPMENT STRATEGISTS LTD.

Global Yet Local

MXD IS A GLOBAL FIRM WITH THE ABILITY TO DEVELOP SOLUTIONS FOR LOCAL NEEDS.

W
here the general public might
see a simple cluster of build-
ings, MXD Development
Strategists Ltd. pictures a thriv-
ing business center. Where the general public
might see a stretching swath of land, MXD sees
potential to create a new economic hub. As a
commercial development consulting firm with
offices in Canada and the United Kingdom,
specializing in the master planning and devel-
opment of airport cities and aerotropoli – as
well as mixed-use, retail, urban, resort, trans-
portation hub and commercial projects – it’s
MXD’s job to see the big picture and help
clients put the pieces of that picture together.
The firm’s services include market research
and analysis, urban planning and revitaliza-
tion, financial analysis, merchandise-mix and
mixed-use development planning, place cre-
ation and implementation, marketing and
branding, and economic impact analysis.
“The MXD team is made up of a dynamic
group of development strategists, retail
experts, land economists, urban planners and
real estate experts providing a balance of
knowledge, skills and vision shaped by exten-
sive experience and exposure to the latest com-
mercial development trends throughout the
world,” the firm says.
MXD’s market-driven approach to commer-
cial development takes into account all fac-
tors underlying a development, such as who
are the local and regional market audiences
and what is the best way to reach those audi-
ences. The company assesses the market
opportunity and financial viability of all of
the different asset classes simultaneously so it
can optimize land use and create a sustain-
able development.

72
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 MXD Development
Strategists Ltd.
www.mxddevelopment.com
• Headquarters: Richmond, British
Columbia
• Specialty: Civic and commercial
development
“We create places the way
motion picture directors produce
films.” –MXD Development Strategists
Setting the Stage
“We create places the way motion picture
directors produce films,” MXD development
says. “This process starts with understanding
the audience followed by preparing the script,
casting the performance, setting the stage and
performing the show. As experienced in other
destination retail, leisure, mixed-use and shop-
ping resort projects, the key objective is to
identify who the target ‘audiences’ (i.e., mar-
kets) are, then ‘cast’ the development mix,
theme and character.”
In the current economy, where profit mar-
gins are tight and loans are harder to come by,
making sure you have the right development
at the right time and of the right size is more
crucial now than it was a decade before. Which
is why MXD creates a thorough strategy, work-
ing with every team member, including the
developer, architect, investor and tenants,
while responding to the global, regional and
cultural trends that will draw in consumers.
MXD has leveraged its expertise worldwide.
In North America, the firm worked with the
city of Toledo, Ohio, to re-energize its Marina
District, providing analysis and implementa-
tion strategies to guide the development of res-
idential, retail, hotel, office and destination
spaces. It’s also worked with client TC Real
Estate to prepare a vertical mixed-use develop-
ment, finance and marketing strategy for The
Star at Cowboys Stadium in Dallas, which
resulted in a development where the public
could work, shop, play and stay.
Internationally, MXD has teamed with
clients in Russia to develop a master plan and
land-use layout for the 2014 Winter Olympic
Village in Sochi. The firm has also worked in
the Middle East to devise a mixed-use master
plan development strategy for the Dubai
International Finance Center, and assisted in
the master plan development strategy and
commercial development program to create
Westown Cairo – a new downtown center in
Cairo, Egypt.
Frequent Flier
The firm’s depth of experience has garnered
respect from every commercial industry, and
over the past few years, MXD has positioned
itself as a leader in airport cities and aerotrop-
olis, which are cities built around airports as
the center. The firm is an active member and
participant in specific airport organizations,
including the Airport Council International
and Airport World & Global Airport Cities.
Founder Chris LeTourneur and MXD’s
European Associate Alex Kirby have organ-
ized, chaired and spoken at many events
around the globe on this topic, including
Global Airport Cities as Gateways for
Economic Development Conferences held in
Dubai, UAE.
“With our global expertise and knowledge
of the airport city/aerotropolis phenomenon,
we are known for leveraging non-aeronautical
revenues from defining the nature of airports
as gateways for regional economic develop-
ment,” the firm says. “This value is created
through the identification of airside-depend-
ent, aviation-related and groundside commer-
cial development and employment clusters
that form a bridge between airports and the
commercial development sectors.”
MXD has worked with China’s Shanghai
International Airport to conduct a feasibility
MXD takes a comprehensive view of
each market to help owners develop
«
plans that resonate with the region.
study for Parcel 6 of the Shanghai Hongqiao
Commercial Area. MXD undertook a highest-
and best-use analysis to identify the optimal
development mix of land uses and configura-
tion to maximize return on investment for this
growing region. At the Edmonton
International Airport in Alberta, MXD was
assigned to address the airport’s commercial
land development opportunities. The strategy
focused on 230 acres of commercial lands adja-
cent to a major highway.
In addition to these clients, MXD’s airport
portfolio includes Memphis International
Airport, Philadelphia International Airport,
Sacramento International Airport, Las Vegas
International Airport, Vancouver
International Airport, Belo Horizonte Airport
in Brazil and the Jeddah International Airport
in Saudi Arabia. The company is able to lever-
age lessons learned from the world over to
bring each client a tailored plan and strategy
for success.
“MXD has experience in over 40 countries
around the world,” the firm says. “With our
international experience, MXD has exposure to
leading-edge ideas from North American, Asian,
European and Middle Eastern markets. MXD’s
strength is balancing what is unique and
intriguing about local culture with the greatest
global trends and innovations in real estate
development. Following this approach, MXD is
playing a leading role in implementing unique
and innovative developments in both emerging
and mature international markets.”
73
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Commercial | HJ FOUNDATION
»Known for its quality and speed, HJ
Foundation has placed a mile worth
of piles with one rig in one day.
Firm Foundation
SETTING RECORDS HAS HELPED HJ FOUNDATION BECOME A LEADER IN FOUNDATIONS. BY ERIC SLACK
S
ince its inception in 1988, HJ
Foundation has built a reputation
based on its success in installing
deep foundations on many challeng-
ing projects. Headquartered in Miami, HJ
Foundation has regional offices in Tampa and
Fort Myers, Fla., as well as in Atlanta, Baltimore
and Newark to help it serve clients throughout
Florida, the Southeast and the Northeast.
“We have done jobs all over the country in
the last few years,” President Frank Fonseca
says. “Our specialties include auger cast piles
and bottom seal systems. We’ve set several
world records for pile diameters, lengths,
74
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
capacity and pile loads because we are always
pushing to make more efficient deep founda- HJ Foundation
tion systems.” www.hjfoundation.com
Owned by Keller Foundations – a global • Annual revenue: $60 million
specialized foundation construction company
headquartered in London with operations in
• Headquarters: Miami
30 countries across five continents – HJ • Employees: 200
Foundation is part of a portfolio of companies • Specialty: Deep foundation services
that includes Hayward Baker, McKinney “We tailor our service solutions
Drilling, Case Foundation and Anderson to the need of the
Drilling. This provides HJ Foundation with clients.” –Frank Fonseca, president
access to the experience, knowledge, capabili-
ties and financial stability that come with
being part of a global enterprise. However, the
‘We build our
own equip-
ment so we
can drill faster
and install
bigger piles.’
company still strives to provide clients with
service that evokes a small company feel by
being responsive, proactive and timely.
Best and Brightest
HJ Foundation prides itself on its commitment
to employing some of the best and most expe-
rienced people in the foundation industry. On
each project, the company has people with
decades of field experience. This helps HJ
Foundation put its production and engineer-
ing skills to work to ensure consistent success
on projects.
“We’ve hired many engineers right out of
school to teach them our procedures and what
makes us successful,” Fonseca says. “We have a
detailed intern program as well as training and
mentorship programs so young people with
little experience can learn fast and be produc-
tive. With field personnel, we recruit people
with the right attitude and give them as much
experience and responsibility as we can to help
them grow quickly.”
In addition to its talent, the company’s
Miami headquarters is home to a state-of-the-
art equipment manufacturing, maintenance
and assembly shop that supports its fleet of
specialized heavy equipment and trucks. The
company boasts the largest and most power-
ful drilling equipment in North America, and
its shop allows the company to build and
modify equipment to meet specialized instal-
lation demands.
“We build our own equipment and continue
to develop state-of-the-art equipment so we
can drill faster and install bigger piles,” Fonseca
says. “By building our own equipment, we can
build to our own exact specifications, which
gives us flexibility and speed. We’ve also
invested heavily in our safety program and
into preventive maintenance.”
Fast and Safe
HJ Foundation’s deep foundation services
include shoring, sheet piling tremie seals and
soil mix bottom seals; augered piling; displace-
ment piling; restricted access and low head-
room piling. The company takes a proactive
approach to each project because each has its
own unique challenges. Through a dedication
to innovation and quality, along with invest-
ments in building the best equipment, HJ
Foundation has been able to develop solutions
to any and all problems that may arise over the
course of a project.
“We tailor our service solutions to the need of
the clients,” Fonseca says. “And because we offer
earth retention and bottom seal services that are
complementary to our deep foundation busi-
ness, we can provide developers and contractors
with a one-stop-shop foundation package.”
Fonseca points to the Mansions at Acqualina
and the Porsche Design Tower in Miami as two
recent projects that illustrate just what HJ
Foundation can do. He says the company
placed world record 36-inch auger cast piles to
a depth of 155 feet and kept both projects
ahead of schedule.
“One of the things we are known for is
75
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Commercial | HJ FOUNDATION

At the Porsche Design Tower in

Miami, HJ placed world-record 36-inch
«
auger cast piles to a depth of 155 feet.

being the fastest in the industry,” Fonseca says. “We have done a mile
worth of piles with one rig in one day. That is something no one else
can really do. We are built for speed and we target tall buildings. Their
foundation elements are bigger and more complicated, and speed is a
huge concern in private industries. By the time most companies are
starting we are almost done.”
Its strong relationships with many developers and general contractors
have helped HJ Foundation to remain strong even during the toughest
of economic times. The company’s clients know that when they need to
get a job done quickly, they can bring HJ Foundation into the picture
and feel confident about the quality and speed of the work. Its existing
clients and the network of professionals it has assembled over the years
have helped HJ Foundation to build and expand its reputation and port-
folio around the country.
Although the recent recession did impact the company, HJ
Foundation chose to take advantage of that time by streamlining its
processes. The company was able to keep all of its key personnel, and it
expanded geographically and took marketshare in new areas. The com-
pany feels that by sticking with its core values and focusing on being the
fastest and safest deep foundation company in the industry, it will con-
tinue to resonate with clients, build deep relationships and attract more
repeat business.
“We expect continued growth over the next two years,” Fonseca says.
“We have an intense recruiting program that allows us to keep up with
the labor demand and we will keep building equipment. All of that will
help us meet the demand for our services all over the East Coast. We will
also continue to focus on setting world records and building on our safety
record of zero lost-time accidents in five years. Those will be our main
competitive advantages.”

76
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 A Greener Texas

Commercial | KIRKSEY ARCHITECTURE

SUSTAINABILITY AND A COOPERATIVE CULTURE ARE AT THE CORE OF KIRKSEY’S OPERATIONS. BY JIM HARRIS

K
irksey Architecture’s pitch to
design Texas A&M University’s
Agriculture and Life Sciences
Complex was weeks in the mak-
ing. Senior staff members prepared a detailed
presentation, created a book spotlighting the
firm's previous work and rehearsed every line
they were going to give to the university –
including the responses they would give to
anticipated questions – all in the hope of
securing the project.
All of that work, though, couldn’t prepare
staff for what firm founder John Kirksey had
in mind at the conclusion of the presentation.
Kirksey began to tell the agricultural school
representatives a joke – about agriculture.
Although a few of his team members froze in
horror imagining how the joke would be per-
ceived, ultimately the clients laughed – and
Kirksey got the job. This was in 2008, when the
company was selected to design the 300,000-
square-foot, four-building complex. The com-
plex of buildings was completed in 2011.
This story, and many others demonstrating
the sense of humor that Kirksey and his staff
bring to their work, has found its way into an
internal document called “Kirksey Lore” circu-
lated around the firm’s Houston office. The
document is just one example of the compa-
ny’s internal culture. “We do a lot of social and
team-building activities here and have more of
an atmosphere of lightheartedness and fun
than any place else I’ve worked,” Director of
EcoServices Julie Hendricks says.
Founded by Kirksey in 1971, Kirksey
Architecture today offers services to a wide

Kirksey Architecture
www.kirksey.com
• Revenues: $21 million
• Headquarters: Houston
• Employees: 130
“Architecture is about more
than steel and concrete – it’s
about people, and that’s why
sustainability matters.”
»Kirksey designed Energy
Center Three to be an icon of
-Julie Hendricks, director of EcoServices

Houston’s energy corridor.

77
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 range of clients. The company is composed of 12 teams: commercial,
country club and spa, community/religious, collegiate-level education,
K-12 education, EcoServices, government, healthcare, hospitality/resi-
dential, interior architecture, renovation, and science and technology.
Commercial | KIRKSEY ARCHITECTURE
Each team includes a team leader and functions as a “firm within a
firm,” though collaboration between units is typical.
Spreading the Word
Though supported by various departments within the firm, Kirksey
Architecture’s teams tend to work within specific markets. One of the
exceptions is the EcoServices team, which – as part of Kirksey's design
department – collaborates with all of the firm’s teams.
“We deal specifically with sustainability issues and talk to all of our
teams about their ongoing projects and what can be done to make them
more environmentally responsible,” says Hendricks, who leads the team.
In addition to working on in-house projects, the team also consults with
outside general contractors and architecture firms, performing services
such as energy and daylight simulation, measurement and verification,
and LEED documentation services.
The EcoServices team offers three levels of expertise: “basic green,” the
base standard of sustainability for all Kirksey projects that emphasizes
lower-cost methods such as waste management and the use of low-
emitting materials; LEED-level sustainability, which assists clients seek-
ing LEED certification; and higher-level methods including net-zero
energy or water consumption and the complete elimination of “red list,”
or potentially toxic, materials.
Training its own staff as well as those of outside firms is also a large
78
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
part of the team’s responsibilities. Since its establishment six years ago,
the EcoServices team has helped prepare more than 1,800 architects,
contractors, vendors, and consultants for the LEED GA and AP exams.
“We also do a lot of public speaking on sustainability,” she adds. “We
think it is an important part of our role and the overall Kirksey ethos
that we’re out in the community spreading the word on topics that
impact our future.”
The EcoServices team’s most recent effort is conducting post-occupan-
cy studies that track the actual performance of buildings, taking meas-
urements related to thermal comfort, indoor air quality, acoustics and
other key factors.
The studies also are comparing energy models that Kirksey complet-
ed pre-construction to actual building energy use. The results of the
studies will help make modeling efforts more accurate and improve
design, Hendricks says.
The company’s emphasis on sustainability stems from John Kirksey
himself, who Hendricks calls “a local evangelist” when it comes to cli-
mate change and related issues. “We believe that buildings are not just
about beautifully-detailed steel and concrete,” she adds. “Architecture is
about people, and that’s why sustainability matters. We care about peo-
ple’s health and well-being.”
An Extensive Portfolio
Kirksey Architecture's internal focus on sustainability has naturally
made it a leader in its region when it comes to completed projects. The
company has more than 70 LEED-certified projects in its portfolio,
including the first LEED-certified building in Houston and the first LEED
for Existing Buildings certified building in Texas.
The majority of the buildings designed by Kirksey are located in
Houston or elsewhere in Texas, though its designs can also be seen in
buildings across the United States and in 24 countries.
Three recent projects exemplify Kirksey Architecture’s commitment to
sustainability. Energy Center Three, now under construction in Houston,
is a 20-story office building designed to be an icon of the city’s “energy
corridor,” where a number of major oil and gas companies are head-
quartered. Balfour Beatty is the general contractor on the project, which
will be completed in 2014.
The central design focus was to create an office campus that connects
the indoors and the outdoors and offers a sense of community and place.
Green features of the building include building facades that vary accord-
ing to the solar orientation, a 40,000-gallon rainwater harvesting tank, a
state of the art HVAC system, and a soaring lobby space featuring struc-
tural glass and providing prominent visual access to water features, land-
scaping and a walking area.
“We wanted to create a campus that people would want to visit even
when they weren’t working,” Hendricks says.
The Tellepsen Family Downtown YMCA in Houston, completed in
2010, is a LEED Gold, five-story, 100,000-square foot building that fea-
tures a number of energy efficient features including HVAC and build-
ing controls. Natural lighting is a key component of the building, as evi-
denced by its most distinctive feature, a three-story north-facing glass
atrium space in which team sports, a fitness floor, and a running track
are all physically and visually connected on different levels. The build-
ing also features a winding central staircase that emphasizes the Y’s
healthy focus and serves as the social focal point for the building.
Tellepsen served as the general contractor.
Kirksey's interior design for NRG Energy's headquarters in Houston
incorporated natural lighting into an open-
office layout. The firm redesigned 11 stories
»Kirksey’s culture and expertise
helped it win an agriculture complex
totaling 260,000 square feet. “The company project at Texas A&M University.
wanted to move away from an enclosed office
layout to an open-office concept that promotes
collaboration and transparency,” she adds. “I
think this project is a powerful example of cre-
ating a specialized office environment and
connecting the indoors to the outdoors.”

A Positive Culture
All of the firm’s projects are distinguished by
the high level of service and design expertise
the company's architects bring to their work.
“We bring a great deal of architectural rigor to
our projects because we have so many knowl-
edgeable, long-tenured employees that under-
stand projects,” Hendricks says. “We have a
large number of extremely experienced
employees who’ve elected to spend the whole
of their career here at Kirksey.”
Mentoring and cooperation also play large Many of Kirksey Architecture’s employees include the Boys & Girls Clubs of Greater
roles in the company's culture. “We try to cre- extend the company's positive internal atmos- Houston Inc., the Houston Parks Board, the
ate an atmosphere where people feel free to phere to their work in the community. Each Gulf Coast Regional Blood Center and the
talk about and learn from problems. Our ideal year, the company plants holiday trees Houston Food Bank. Firm members also
is to look at failure as an opportunity for throughout Houston and works with a num- founded the local chapter of the U.S. Green
improvement,” she adds. ber of local charities and organizations. These Building Council.

79
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Commercial | BAZAN PAINTING CO.
A Broad Scope
WHEN BAZAN PAINTING SAYS ITS WORK RUNS ‘THE GAMUT,’ IT MEANS IT. BY ALAN DORICH
F
aced with a painting project, some
companies might be tempted to do it
all on their own instead of hiring a
contractor. But that choice can make
all the difference, Walter Bazan Jr. says.
“There’s a lot of things that can go wrong,” the
president of Bazan Painting Co. declares.
If a professional is not hired, “It’s not going
to be as aesthetically pleasing,” he warns. “The
brush strokes may disappear a little more in a
professional painter’s work as opposed to
[those] made by a maintenance guy.”
Safety is also an important consideration,
and a professional will be on the lookout for
off-gassing, if chemicals are ever released by
the paint. “[You can get] better service by
80
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Bazan Painting competes against
the DIY market through its
«
professionalism and added services.
using the professional painter, versus some-
one who doesn’t know,” he says. Bazan Painting Co.
Based in St. Louis, Bazan Painting special-
www.bazanpainting.
izes in full-service painting and decorating
contracting services for clients throughout the
• 2012 Sales: $11com
United States. Bazan and his father founded • Headquarters: St. million+
the company in 1977 after working for other • Employees: 100 Louis
painting firms. • Specialty: Full-se
On their own, the two immediately won decorating contractinrvgice painting and
major clients such as McDonnell Douglas “[You can get] bette
Corp. and Anheuser-Busch Cos. LLC. by using the professionr service
“We were able to grow pretty quickly painter, versus someon al
doing commercial and industrial work,” the
younger Bazan recalls.
doesn’t know.” –Walter Be who
azan Jr., president
Today, both of those markets “are very
important,” he says, noting that many of
 Union Friendly

Bazan Painting enjoys low employee turnover, which Walter Bazan Jr.
credits to the company’s union-friendly environment. “In some parts of
the country, ‘union’ is a bad word,” he says. “But we like the union.
“We think we get a better skilled painter when we go to our union
partner,” he says, noting that Bazan Painting often is the only union
contractor when it works on a project out of state. “It doesn’t inhibit
our work at all.”

Bazan Painting’s recent projects include industrial plants, hotels, offices

and hospitals. “We run the gamut.”
Much of Bazan Painting’s work is for repeat clients, which Bazan
credits to the company’s ability to build strong relationships. “We really
try to do quality work,” he says. “When we don’t succeed at doing it, we
fix it and we stand behind it.”

Good Work
In its early years, half of Bazan Painting’s projects were outside of St.
Louis. “For the last decade, we’ve done probably 85 percent of our work
in the St. Louis region,” Bazan says.
This includes the conversion of a temple for the Moolah Shriners in
St. Louis into a building that houses a movie theater, a bowling alley
and apartment space, as well as work at the Renaissance St. Louis Grand
Hotel. “That was originally awarded to a different contractor,” he recalls.
“He ended up not completing the project, and we got it back on sched-
ule for the general contractor.”
Outside of its home city, Bazan Painting has worked on water parks
throughout the Midwest, Bazan says. “Those are always very nice-looking
facilities when we’re done,” he says. The company also has painted water tanks
in Memphis, Tenn., Milwaukee, Indiana, Illinois and of course, Missouri.

Branching Out
Bazan Painting’s customers have started asking for their projects to be
done faster and cheaper, and others have elected to do them on their
own. “The do-it-yourself market hurts us,” Bazan admits. “In some of
the commercial or industrial institutions, they have maintenance staff
instead of contractors doing it.”
To cope, Bazan Painting promotes the professionalism of its work,
and has added more services, including staining and polishing con-
crete. “A half-a-dozen years ago, I bought my first polishing unit, and
now we have five of them,” he reports, noting that its clients for these
services include Procter & Gamble. “It’s a sizable piece of our work.”
Although polished concrete costs more than a tile or vinyl floor, “It
lasts an awfully long time,” Bazan asserts. “It doesn’t wear out and show
the traffic patterns, as say, a carpet in an office area.”

Planning Ahead
Bazan predicts his family’s company will continue to grow under the
next generation of management. He says he already is “looking at how
to best transition the company,” and notes that he may reduce his role
at Bazan Painting or retire.
However, that will not be anytime soon, he asserts. For the moment,
“We’re looking at our options and figuring out ways that would work
best for us,” he says, noting that he is confident that Bazan Painting will
stay successful without his leadership.

81
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Commercial | DUKE REALTY CORP.
»Duke Realty manages more than 148 million
square feet of commercial property in business
parks like its Lebanon Business Park in Indiana.
Exemplary
Expansion
DUKE REALTY HELPS A CLIENT
EXPAND INTO AN INDIANAPOLIS
FACILITY. BY CHRIS PETERSEN
L
ebanon Business Park, located in the
Indianapolis suburb of Lebanon,
Ind., was developed by Duke Realty
in 1994 and today spans more than
1,250 acres. More than 2,600 people are
employed by companies occupying 6.4 million
square feet of office, industrial and manufac-
turing space in the park. Demonstrating the
acumen that led to the creation of the industri-
al park nearly 20 years ago, Duke Realty con-
tinues to add to it and create new engines of
economic growth in central Indiana.
One of the company’s latest projects in
Lebanon Business Park is a new distribution
82
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
center for distributor Purity Wholesale
Grocers, expanding the space Purity already
has in the park and providing a new avenue
of growth for both companies. Duke Realty
Senior Vice President Charlie Podell says the
new distribution center is further evidence
of the company’s skill and expertise at devel-
oping large-scale commercial and industrial
projects. “In this business park, we continue
to expand our existing clients, with nearly
every customer in the park increasing its
space,” Podell says.
Duke Realty says it is one of the most suc-
cessful developers of commercial real estate
in the country, with a property portfolio of
more than 148 million square feet in 18 major
markets nationwide. The company started in
1972 with the development and construction
of industrial properties in the Indianapolis
area, but in time the company grew to include
industrial, office and healthcare develop-
ments. It has locations in Tennessee, Ohio,
Texas, Arizona, California, Florida, Illinois,
Georgia, North Carolina, Maryland, Virginia
and Washington, D.C.
Duke Realty Corp. – Purity
Wholesale Grocers Distribution
Center
www.dukerealty.com
• Location: Lebanon, Ind.
“We continue to expand our
existing clients, with nearly
every customer in Lebanon
Business Park increasing its
space.” –Charlie Podell, senior vice president
Fully Featured
The new distribution center Duke Realty is
building for Purity Wholesale Grocers will
measure approximately 480,000 square feet on
29 acres the company purchased from Duke
Realty. Preconstruction Director Rich Prestholt
says the expansion is necessary because Purity
Wholesale Grocers has experienced a great
deal of growth in recent years.
“They have been doing a great job picking
up more business,” he says.
The facility will be one of the most environ-
 ‘For a warehouse,
this will be the first
roller-compacted job.’
the relocation of an electrical utility. Prestholt says that electrical trans-
mission lines were located in the building footprint, which created con-
cern because the project team assumed it would take a long time to
coordinate the relocation of the lines with the utility. However, through
close coordination with the utility, the line was moved while the project
team built the pad. This helped save time, Prestholt says, because the
team originally assumed it would have to build the pad in phases to
accommodate the relocation.

Calling Card
With the addition of the new distribution center, Duke Realty has built
more than 1.2 million square feet for Purity Wholesale Grocers. Prestholt
says that demonstrates the strong bond between the two companies. “It’s
the second building we’ve completed for these guys,” he says. “They real-
ly like working with us.”
Once the project is completed, Prestholt continues, Duke Realty
expects it to serve as a calling card of sorts for the company. “It just helps
our customer rapport, and plus [Purity Wholesale Grocers] would be a
spokesperson for us,” he says.

mentally friendly commercial buildings in central Indiana, with the

building designed and constructed to conform to LEED® Silver stan-
dards. The building will not be submitted for certification, but LEED
Silver standards are being used as the guidelines for its design and oper-
ation. Among the sustainable features being built into the new distribu-
tion center are an extremely energy-efficient roof, energy-efficient light
fixtures with motion sensors and a highly efficient HVAC system,
according to Prestholt.
Another unique feature of the new distribution center will be its ver-
tical storing levelers, which are being installed on the loading docks.
These levelers create a tight seal on the loading dock when closed, pre-
venting the loss of climate-controlled air from the facility. Prestholt says
they also create better security and safety on loading docks because they
are operated remotely, eliminating the need to have an associate on the
docks to operate them.

Hard Work
The construction of the facility is expected to be completed by mid-
November and features the use of roller-compacted concrete, which
Prestholt says is highly unusual for industrial projects in the
Indianapolis area. “For a big-box warehouse, this will be the first roller-
compacted job,” he says, adding that the relative speed of roller-com-
pacted concrete compared to more traditional methods of construction
should help the project stay on track.
So far, the most challenging aspect of the project has been created by

83
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Big Apple Steel
Commercial | EASTERN STEEL CORP.

EASTERN STEEL THRIVES BY GOING ABOVE AND BEYOND CUSTOMERS’ ANTICIPATIONS. BY JEFF BORGARDT

A
t Eastern Steel Corp., employees D’Onofrio rents it out to contractors performing companies and individuals that think we are
believe they are only as good as underwater demolition. fabricators and erectors and we recommend
their last order, so they constantly Eastern Steel often ends up being a recom- our customers to them.” Eastern Steel feels it is
strive for success and try to surpass mendation service for its customers, as well. important to support its customers by creating
expectations. The Brooklyn steel service center “We have been asked by customers to recom- a de facto referral network.
has emphasized quality since its founding in mend a company that can either handle work
1934 and will go out of its way to help customers. that they are too busy to handle or are in a dif- ‘Thank Goodness’
As a steel service center, Eastern Steel supplies ferent segment of the industry,” Laurentz says. True to its nature as an industry survivor,
steel fabricators, contractors, building supply “We also receive many emails and calls from Eastern Steel Corp. has returned to profitability
yards and manufacturers in the metropolitan
New York area with structural steel, merchant
Steel tries to help customers
«
As a steel service center, Eastern
bar, galvanized angles, rebar, tube, pipe, expand-
think through their projects.
ed metal, bar grating, sheet, plate, floor plate, road
plate, decking, stainless steel and aluminum.
“One of the things we try to do is help our
customers think through their project,” owner
David Laurentz says.
In one case, an Eastern Steel client,
D’Onofrio General Contractors, asked for a 20-
foot beam to be used as a “chopping spread”
that needed to weigh 11 tons. It was to be used
for the underwater demolition of a pier foun-
dation in Red Hook, Brooklyn, as the future
home of the Brooklyn Cruise Terminal.
After consulting with Eastern Steel Corp.,
D’Onofrio used a 14 @ 605# wide flange beam
that weighed 6 tons and 5 tons of cut to size 4-
inch thick plate. They welded the plates inside
and around the lower five feet of the beam to
create the chopping spread. Although D’Onofrio
at first thought “this thing is going to look like a
Q-tip by the time we are finished with it, today it
looks like the day it was made.” In addition to
using the chopping spread for their own jobs,

Eastern Steel Corp.

www.easternsteel.com
• Revenue: $19 million
• Headquarters: Brooklyn, N.Y.
• Employees: 32
• Services: Steel Service Center
“The market has increased to
a point we are happy with.”
–David Laurentz, owner

84
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013

Always Growing
Eastern Steel Corp. recently upgraded its plate-shearing capability with a Wysong one-half-inch x
144-inch capacity replacing its one-half-inch x 96-inch shear. It also added another outside sales-
man to service the Asian community.
following a downturn during the recession.
“We’ve been very busy, thank goodness,”
Laurentz says. “We had a downturn in 2008
and 2009 with the [poor] economy.
“Quite frankly, we had a couple years in the
red. We ran the business very lean and
returned to a healthy condition by the third
quarter of 2010.” The recession was so rough, as
a matter of fact, that the 24th annual American
Metal Market “Strategies for Success” conference
was renamed “Strategies for Survival” for the
2009 meeting.
Super Storm Sandy
When Hurricane Sandy struck in October 2012,
Eastern Steel Corp. was poised to assist the
rebuilding efforts of the region. The second-
worst hurricane in American history caused
“complete devastation with loss of homes and
businesses being flooded out,” Laurentz recalls.
Eastern Steel Corp. was lucky, though, only los-
ing a portion of two roofs.
Although Eastern Steel Corp. didn’t lose a
day of work, the hurricane impacted the over-
all business climate with many other compa-
nies unable to accept deliveries or process
workflow as usual.
Eastern Steel Corp. added products to its
inventory to assist in the rebuilding efforts and
is proud that it could do its part in the effort to
rebuild in the New York metropolitan area
tragedy’s wake. In addition, the Laurentz fami-
ly and Eastern Steel supported food banks in
New York City and Long Island.
Laurentz and his wife, Robin, who is his part-
ner and vice president, were lucky their home
did not lose power or flood during the storm.
They were able to offer their friends, who were
worse off, access to their home for shelter, power
and bathrooms.
Eastern Steel pushes forward with the
fourth generation with Laurentz’s daughter
Nicole who has moved up the ranks and is
now the system administrator for the new
computer system. Robin’s brother Howard Klar
is the purchasing agent.
The company has been family owned and
operated for more than eight decades since
grandfather Israel Lipshitz founded the com-
pany. His father, Abe, and uncle, Sol, preceded
him and taught him everything that they
knew about the steel business. This allowed
Laurentz to grow the business to the size it is
today, without sacrificing the personal touch
and attention to detail that has kept customers
coming back for generations.
New Age Steel Products, Inc. New Age Steel
Products, Inc. salutes Eastern Steel Corp. for being
an industry leader and valued partner. New Age
congratulates Eastern Steel on great success, con-
tinual growth and forward thinking leadership, and
thanks Eastern Steel for its continuing confidence in
their ability to work together. New Age is proud to
be a trusted supplier of products and services to
Eastern Steel Corp.
85
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Commercial | GATEWAY BUILDING SYSTEMS INC.
Gateway to the Best
AGRICULTURAL AND COMMERCIAL BUILDING PROJECTS SPELL SUCCESS FOR GATEWAY. BY JEFF BORGARDT
K
evin Johnson, owner of Gateway
Building Systems Inc., is proud of
his employees and their ability to
build systems that make its cus-
tomers money.
Gateway Building Systems is “committed to
quality,” Johnson explains, and it “wants cus-
tomers to be a success.” To that end, the compa-
ny always completes projects on time and to
the highest standards.
Another primary advantage for the full
service design/build contractor is the diversi-
fication of its business and client base.
Gateway Building Systems is organized into
two divisions: Commercial Building and
Agricultural Building and Equipment.
When economic conditions decline, there
may be fewer commercial projects; however,
the agriculture sector tends to be more reces-
sion-proof. This strategic organizational
structure has paid off big for Gateway
Building Systems.
“When the economy crashed, our commer-
cial building [projects] dropped,” Johnson
says. “A lot of businesses didn’t know what
was going to happen, but the whole world
still needs to eat and there has never been a
crop failure in Fargo, N.D. We produce a lot of
86
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
food. That segment wasn’t really affected; it’s a
different business.”
This diversification has been a key element
to Gateway Building Systems’ success, allow-
ing it to thrive even during tough times.
As a direct result of its focus on quality and
project diversity, Gateway Building Systems
enjoys a remarkably high level of repeat busi-
ness. In fact, about 90 percent of its business is
for repeat clients. This is an astounding mark
of customer satisfaction.
For example, one Gateway Building
Systems customer upgraded its John Deere
parts building seven times and “that’s a repeat
customer happy with our workmanship,”
Johnson says.
Another loyal customer owns large bins and
leases them out for grain storage. Since first
hiring Gateway Building Systems in 1999, it
has come back for eight more projects in the
past 14 years.
Gateway Building Systems understands
that industry-leading suppliers help it main-
tain maximum material quality on its proj-
ects. These include CTB Brock and Lorrich
Industries Inc. for grain storage, as well as
Matthews Company, Brock and Farm Fans for
aeration and grain drying.
Gateway Building Systems Inc.
www.gatewaybuilding.com
• Revenue: $80 million
• Headquarters: West Fargo, N.D.
• Employees: 300
• Specialty: Agricultural, commercial
design/build general contractor
“We utilize as much green
technology as we can and
are always looking at new
techniques.” –Kevin Johnson, owner
Steady Growth
In 2011, Gateway Building Systems moved to a
new headquarters in West Fargo, N.D., after 37
years at a prior site. Gateway Building Systems
has other locations in Jamestown and Minot,
N.D., and Elbow Lake, Minn.
The Minot and Jamestown locations are rel-
atively new, too, and were added to help the
company take advantage of favorable econom-
ic conditions in the region. In particular, devel-
opment of the Bakken oil formation in western
North Dakota continues at a brisk pace, gener-
ating additional business opportunities.
 Approximately 90 percent of
Gateway Building Systems’
« ‘When the economy
crashed, our commer-
business is for repeat clients.

cial building [projects]

dropped. [Agriculture]
wasn’t affected; it’s a
different business.’
tation as a design/build contractor that demonstrates expertise, quality,
reliability and safety. These attributes not only attract clients, but also
help Gateway Building Systems retain quality workers. Longtime
employees include Marius Rygg, a 25-year employee and commercial
building division president, and Michael Goetz, a 28-year veteran who
serves as senior project manager.
For these long-timers, it is important to do things correctly. That’s why
Gateway Building Systems has demonstrated a commitment to sustain-
able construction on multiple occasions. In particular, Johnson recalls
one client that wanted the greenest medical facility possible in which
natural lighting was utilized.
“We utilize as much green technology as we can and are always look-
ing at new techniques,” Johnson says.

Moisture Sealer

Gateway Building Systems’ Flex-N-Seal product is a best-seller in North

Dakota, Minnesota and Manitoba. The sealer protects stored grain from
moisture leaks.
The company developed the product in the late 1980s and by the
1990s it was distributing the product to agricultural retail stores and
dealers across the land.
The acrylic product is used for sealing the base of grain bins guard-
ing against profit-robbing moisture. As it is reflective, Flex-N-Seal
reduces interior temperatures and resists cracking and pealing caused
by extreme weather.

Gateway Building Systems completed 240 projects in the past year,

with about 60 of them commercial buildings. Its total number of projects
completed has grown at about 15 percent annually in the past five years.

Up to the Challenge
Gateway Building Systems’ success might make it look easy, but work-
ing in North Dakota can be anything but easy. One of its biggest chal-
lenges is the winter weather, which freezes the ground and impacts
construction schedules. To combat this, it “pours as much concrete as
possible” before freezing temperatures arrive, Johnson explains. Still,
once late October arrives it is difficult to complete certain construction
tasks again until April, leaving only a seven-month full-swing con-
struction season.
Nonetheless, Gateway Building Systems has won a hard-earned repu-

87
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Total Control
Commercial | MAROUS BROTHERS CONSTRUCTION – WESTIN HOTEL
MAROUS BROTHERS PULLS FROM A DIVERSE TOOLBOX TO HELP IT
CONTROL SCHEDULES, BUDGETS AND QUALITY. BY JAMIE MORGAN
A
subcontractor turned general con-
tractor is a common story in the
construction industry. What’s less
common, however, is a general
contractor that has retained its subcontracting
capabilities. What’s even less common is a gen-
eral contractor with subcontracting capabilities
and an in-house architectural staff. In that
respect, Marous Brothers Construction occupies
a unique space in the construction industry.
Like many of its competitors, the Marous
brothers, Chip and Scott, began in a specialized
market, in their case it was carpentry. After
88
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Marous Brothers has a $44 «
million design/build contract
with The Westin Cleveland.
gaining ground in the 1980s, the company
moved into general contracting in the 1990s.
Instead of shedding its subcontracting back-
ground, it retained its in-house skills in site
work, carpentry and interior finishes. The self-
performing divisions work on in-house proj-
ects and bids on work for other contractors. The
third brother, Ken Marous, having extensive
experience in the road construction and earth-
work industry, joined his brothers in 1997 and
leads the efforts of the site division. Also, seeing
an early trend in design/build, it brought in an
architectural staff back in the 1990s that has
Marous Brothers Construction
– Westin Hotel
www.marousbrothers.com
• Construction cost: $44 million
• Peak employees on site: 150
• Project location: Cleveland
• Scope of Work: 22-story hotel reh
ab
“That’s what’s it’s all about for
us – service and quality.”
-Chip Marous, founder and co-owner
been in greater demand over the last 10 years,
according to Chip Marous. He says all three
aspects of the company – contractor, tradesman
and architect – provides the company with
greater control of projects and gives the client a
high-quality product in the end.
“There are three major benefits to us being a
true builder and self-performer,” Chip Marous
says. “It helps us control the budget. It also
helps us control the schedule because we are
self-performing 30 to 40 percent of the work
and it’s all the same people on the job. But the
most important reason is to control quality.
That’s all it’s about for us – service and quality.”
Hospitable Contractor
Marous Brothers Construction is leveraging the
whole of its strength for a major hospitality
rehab construction project, the Westin
Cleveland. Originally constructed in 1975 as the
upscale Bond Court Hotel, and later converted to
a Crowne Plaza Hotel, The Westin Cleveland is
the city’s second-largest hotel standing at 22 sto-
ries and will host 484 guest rooms.
The Miami-based developer of the four-star
Westin Hotel, Optima Realty, and its Denver-
based operator, SAGE Hospitality, relied upon
their solid relationship with Buric Global, a
company in Cleveland that offers owners rep-
resentation services, to refer a reputable
design/build contractor in the Cleveland area
to handle the project. Buric Global recom-
mended Marous Brothers Construction, which
ultimately led the development team to con-
tract with Marous.
The design/build contract worth $44 million
includes replacing the current brick and metal
facade with new insulated and composite
metal panel system to achieve a contemporary
aesthetic while maintaining good energy effi-
ciency. The new facade will also include a
»The Westin Cleveland project
involves the replacement of the
facade and extensive interior work.

screen wall covering the connected parking structure. Critical infrastruc-
ture including mechanical systems, fire and life safety systems, elevator
controls and HVAC systems have also been replaced. The interior, includ-
ing guest rooms meeting space, a restaurant, lobbies, corridors, rest-
rooms and back-of-house functions, is also getting a complete
makeover. The entire hotel will be fitted with new flooring, lighting,
paint, wall coverings, technology upgrades, artwork, casework, furniture
and upholstered pieces.
As the design/build contractor, Marous Brothers Construction managed
the exterior design and layout in-house. Adding to the project team was a
local architectural firm, LDA, who worked with the Marous team on a
design and document assist role. They subcontracted the interior design to
New York-based firm McCartan. As far as trade work, Marous Brothers is
handling demolition, carpentry, concrete and interior finishes.
“We are about 60 percent done with this project and we will be done
by the end of this year,” Marous says. “We will get done right around
December and then they will start to furnish the interior in January.
Once that’s complete, the hotel will open in early spring.
“We were very fortunate during the downturn and kept busy,” he
says. “We have very good clients and we see good opportunities in many
growing sectors.
“Eighty-five percent of the work we do is negotiated work; we may
not have a large client base, but we do have a loyal client base that
depends on our ability to provide outstanding construction services
with the utmost quality, all while managing the clients’ risk. Clients on
projects such as the Westin Hotel, VA Butler, Shoreway Lofts, Ohio CAT
and Goodyear Hall will call us up to lend our expertise and engage our
staff early on in their projects. We are all about service, superior quality
and building upon our valued relationships.”

Growing Markets
Marous explains that the Westin project is part of a greater renovation
trend within the hospitality market, which he says has increased its con-
struction activity. Last year, Marous Brothers’ Interior Finishes Division
completed the Horseshoe Casino Cleveland. The $3.4 million contract for
the renovation of the Ohio’s first casino included cold form framing and
acoustical ceiling tile packages. These packages consisted of installing all
metal studs, drywall and acoustical ceilings in approximately 350,000
square feet of space.
Another market seeing strong activity is multifamily residential –
specifically within student housing and market-rate apartments.
“The market for multifamily market-rate apartments is going vertical,
not just in Cleveland but around the nation,” Marous says. “It’s very good
because there is a surplus of empty buildings and warehouses that are
being converted to housing. We’ve been seeing a lot of that so it’s defi-
nitely a strong market.”
Because of its diverse skillset, Marous Brothers is able to take on work
in a number of other sectors, as well, including education, government,
healthcare, industrial, office, religious, restaurant, retail, sports venues
and cultural arts. The company has worked on sustainable projects and
historical renovations. Marous says that the company will remain diver-
sified and continue to grow and adapt to strong markets.

89
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Building Tall I
think what sets us apart is our project
diversity,” says Mike Perry, president of
HBD Construction. “We are a service-ori-
ented company and have a very diverse
Commercial | HBD CONSTRUCTION

and Wide
project history that we have constructed span-
ning all sectors of construction.
“We have good experience in design/build
and design/assist delivery methods and quite
DEDICATED TO SERVICE, HBD CONSTRUCTION HAS VAST EXPERIENCE a few repeat customers.”
IN A RANGE OF PROJECT TYPES IN ST. LOUIS. BY JEFF BORGARDT HBD Construction’s project portfolio is broad
and diverse, and includes the construction of
everything from a new microbrewery, zoo
HBD Construction is one of the
top-15 general contractors in
« parking and garage renovations to senior
the St. Louis market. housing, luxury high-rises and affordable fam-
ily housing for veterans. This diverse project
mix “keeps everyone on their feet” and adds to
employee’s knowledge and experience, allow-
ing the company to apply it to multiple types
of projects, Perry says.
“Not only is it just interesting from a person-
al standpoint, but it keeps our guys sharp,”
Perry says. “They are not mired down in one
repeat kind of project; they can find challenges
and solutions in all types of construction. They
might see a challenge occur in multifamily
housing and then apply [the same solution] to
a retail building.”
As one of the top-15 general contractors in
the St. Louis market, HBD Construction tackles
many challenges but ultimately, “construction
is construction,” Perry says. He explains that
there are “concrete issues, roof issues, windows
issues” and these materials span most all types
of construction, as does the company’s expert-
ise in using them.

Exciting Developments
HBD Construction is especially excited about
revamping the 25-story Roberts Tower in St.
Louis. “Being part of the new resurgence of
downtown St. Louis is very exciting because
the downturn in the economy essentially

HBD Construction
www.hbdgc.com
• Revenues: $100 million +
• Headquarters: St. Louis
• Employees: 100 +
• Specialty: General contractor
“We see things starting to move
in the marketplace. I’m opti-
mistic work will continue to
expand.” –Mike Perry, president

90
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 Core Values

HBD Construction long ago established core values that continue to

influence the company today. They are:
• Do the right thing. Always.
• Honor your commitments.
• Treat people fairly.
• Relentlessly pursue excellence.
• Recognize challenges as opportunities and rise to the occasion.

tinue to expand. Volume decreased over the last four years of recession
but I’m optimistic that trend will reverse itself.”

Good Deal
HBD Construction was founded in downtown St. Louis by Horace B. Deal
in 1922. The company has always been headquartered in St. Louis and
HBD has completed multiple rehab
and new construction projects for
« remains there to this day, Perry notes.
Over the years, HBD Construction has worked on historic St. Louis
the Dierbergs grocery store chain.
sites such as the F.W. Woolworth & Co. Building, Fontbonne College and
the Soldier’s Memorial.
stalled the construction in downtown St. Louis for years,” Perry says. The The Deal family managed the company for five-and-a-half decades,
sleek glass and concrete building was developed by businessmen broth- selling to three longtime employees in 1978. Then, in 2004, Perry, Brian
ers Mike and Steve Roberts of St. Louis. Although the exterior was fin- Kowert, chief operations officer, and Daniel O’Keefe III took over the
ished, only the first and second floors of the interior were completed company and changed the name from H.B.D Contracting Inc. to HBD
before the recession struck and work stopped. Construction. They were later joined by Kowert’s sons. Brian Kowert Jr.
UrbanStreet Group of Chicago bought the site and hired HBD to modi- is vice president/partner and Paul Kowert is controller/partner.
fy it from the originally planned 55 condos to 132 apartments. Plans also
call for banquet rooms to connect to the hotel on the second floor.
Another project ready to start is the renovation of a 1920s hotel build-
ing by the Vencino Group that will be converted into affordable housing
for veterans and their families. St. Patrick Center and the U.S.
Department of Veterans Affairs will have offices onsite.
HBD is constructing a new microbrewery in the Grove area of St.
Louis. The Urban Chestnut Brewing Company, started by two former
Anheuser-Busch employees, is opening the brewery in a 58,000-square-
foot building that once housed a paper distributor. One of the challenges
for this project was the transportation and installation of the brewer’s
huge 15- and 18-foot tanks. HBD’s diverse project experience provided
the custom logistic solutions that will make the transportation and
installation of the brewing tanks possible.
The brewery project is significant because it represents a return to
industrial rehab work for HBD. During the downturn, HBD focused more
on market segments like senior housing projects, which continued at a
brisk pace despite the economic recession, said Perry. Expectations have
increased for these projects, as well. As people live longer and standard
of living improves, “antiquated and outdated nursing homes are no
longer acceptable,” Perry notes. Instead, these are modern facilities with
better food and a design that makes the facilities feel more like homes
with kitchens, appliances and amenities for residents’ use, making their
experiences less like hospital patients.
“The economy is coming back now so we are seeing more activity in
retail, too. We are also looking at a few office opportunities. There is a lit-
tle bit of every market starting up again.”
Although obtaining financing remains a challenge for some clients,
Perry says he is “certainly optimistic about our future here. We see
things starting to move in the marketplace. I’m optimistic work will con-

91
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Risky Business
Commercial | MARK CERRONE INC.

MARK CERRONE ENHANCES WESTERN NEW YORK ONE EXHILARATING PROJECT AT A TIME. BY JANICE HOPPE

W
hether on a construction site
inches from the cliffs of
Niagara Falls or revitalizing
Main Street while a trolley
passes through the site, these are just the kinds
of challenges Mark Cerrone Inc. likes to tackle.
The contracting group located in Niagara Falls,
N.Y., delivers high-quality construction servic-
es on difficult and challenging projects.
“Safety and quality first is really what we
practice,” Vice President George Churakos says.
“We believe that’s how we make ourselves dif-
ferent and get the work we get.” The company
specializes in services including site prepara-
tion, demolition, railroad construction, indus-
trial maintenance, and landscaping.
Owner Mark Cerrone founded the compa-
ny in 1999 and since then it has become one
of the premier civil contractors in western
New York. “We work to be best-in-class,”
Churakos says. “We believe that our hard
work and knowledge in the industry is setting
us apart.”
Mark Cerrone, Project Manager John Toscano
says. “This is not somewhere you could slip,”
Toscano explains.
Before work began on the island, all person-
nel were required to take safety orientation.
Sign-in sheets were maintained and no person
was allowed on the island alone. While railings
were down, all personnel performing work
within 15 feet of the water’s edge were required
to be tied off with rope, Toscano says.
Mark Cerrone was hired to update the
tourist location with new surfacing, railings,
landscaping and site amenities. “We really
»OnCerrone
Luna Island, part of Niagra Falls State Park, Mark
was hired to update the site with new
surfacing, railings, landscaping and site amenities,
transformed it,” Toscano says. “We were look-
ing at something from the ‘60s and ‘70s that
had been trampled for many years. It was in a
state of disrepair and now it’s all brand-new.”
New pavement was laid on the walkway, solid
steel railings were put along the edge of the
island – complete with footers poured into
bedrock – and new greenery was planted to
give a natural look to the island.
Limestone boulders from a local quarry
were cut using a 64-inch-diameter saw attach-
ment on a Komatsu 228 excavator. The boul-
ders were cut and aligned offsite before being

Luna Island
Part of Niagara Falls State Park, Luna Island
allows 10 million tourists annually to stand
atop Niagara Falls and peer straight down into
the waterfalls. The view is breathtaking as
millions of gallons of water pour over Niagara
Falls every minute, about 750,000 gallons
every second. Because of the raging water-
falls, the $1 million Luna Island project
required heightened safety measures for

Mark Cerrone Inc.

www.markcerrone.com
• Revenue: $50 million
• Headquarters: Niagara Falls, N.Y.
• Employees: 255
“We work to be the best-in-
class and bring the highest
quality of work and safety
while bringing projects in on
time and budget.”
-George Churakos, vice president

92
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
transported and placed on the island to contain the landscaped areas.
The project began August 2012 and Mark Cerrone finished Luna Island
less than one year later on June 8.
Gushing water wasn’t the only challenge on the island, as weight
capacity and space were also daily concerns, Toscano says. Luna Island is
only about 130 feet wide and 350 feet long, separating Bridal Veil Falls
and the American Falls. Access to the island is gained by crossing a nar-
row bridge – six feet wide with an eight-ton weight limit - and it is the
only way to enter or exit. Toscano says the crews had to take materials
down piece by little piece to not exceed the weight capacity.
“Our company motto is safety and quality first,” Toscano says.
“Obviously in this environment, it was something that had to be man-
aged and watched daily because of the risks that were out there.”
Cruisin’ Main Street
Mark Cerrone was hired by the city of Buffalo to bring cars back onto
Main Street. The company is working on the 600 Block Rehabilitation
Project – the 600 block of Main Street. To rebuild the street, the company
will repave the vehicle portion of the street with asphalt.
A new track bed and rail will also be laid for the trolley system. A rub-
ber rail boot is to be placed along the track to prevent or lessen vibra-
tions, Toscano says. Mark Cerrone will complete a two-block stretch –
about 800 feet – from Chippewa to Tupper streets. The project is estimat-
ed to cost about $6 million.
Automobile traffic has been prohibited on Main Street since the 1960s
when a trolley system was created in lieu of vehicle access. Because of
this decision, businesses along Main Street have been suffering. “One of
the complaints was that Main Street kind of died because there was no
traffic on it,” Churakos says. “The hope here is that the street will be more
active to the public. It’s to revitalize the downtown area.”
The company’s greatest challenge with the Main Street project is the
trolley system that will continue to be active during construction. “This
is the first block where the train comes up out of the tunnel,” Toscano
says. “We have a lot of safety challenges with an active trolley.” Workers
are reminded daily of the light rail operation and to stay alert. The com-
pany also stays in contact with the Niagara Frontier Transportation
Authority for any updates or changes to the trolley schedule.
Since completing about 60 percent of the stretch so far, Cerrone has
also won the bid for the 500 block of Main Street – which is valued at
close to $15 million. The cost is more than double the 600 block and
Toscano says it is because the 500 block stretch is larger.
Mark Cerrone has worked with the city of Buffalo in the past and
Churakos says he believes more is to come in the future.
“We have had a very committed governor, Andrew Cuomo, that has
been really supportive of developing Buffalo,” Churakos says. “Western
New York has been a vital part of the construction industry – more
work and more opportunity.”
93
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Institutional
F
ollowing its acquisition of Lehman
Brothers, Barclays Capital faced the
challenge of integrating the two com-
panies. The project involved locations
in North America, South America and Canada
and included 39 fully operational offices, many
of which were active trading environments.
Barclays was not only interested in meeting its
existing needs for integrating the two compa-
nies, but also wanted to plan for prospective
capital projects.
Barclays hired a single firm to manage the
entire project. Integration was completed in
less than six months, with 15,000 people
moved. The fact that Barclays was able to
accomplish its complex goals with just one
firm illustrates how the role of the project
THE EVOLUTION OF THE
PROJECT MANAGER
94
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
By Peter J. Ferzan and John E. Robbins
manager has changed dramatically over time. Just a couple of decades
ago, a company faced with a similar integration would have hired multi-
ple project managers in different locations. The company’s staff would
have likely been charged with oversight and coordination. Barclays, on
the other hand, was able to focus on its core businesses and other
aspects of the integration, while relying on a single source to provide
integrated project management.
Over the past 20 to 25 years, the practice of project management has
undergone a dramatic transformation. Project managers typically came
from the construction industry and had a limited focus. They were
often filling a narrower role of pressing contractors, consultants and
vendors to reduce their costs but not necessarily achieving the most
cost-effective solutions.
Today’s project leaders have a comprehensive toolkit, apply a holistic
approach and are viewed by their clients as strategic advisors. They man-
age a project from start to finish, often encompassing additional project
related, non-construction services such as real estate strategy, sophisticat-
 IN THIS SECTION
ed project controls, furniture management and workplace development.
EllisDon g p.96
Their backgrounds may include expertise in engineering, real estate, EllisDon is partnering with
architecture, construction or information technology and often they have Carillion PLC to build a
come to project management from within client organizations – with a new hospital in Ontario.
firm understanding of the demands and rigors of corporate governance.
Two trends have contributed to the rise of the multi-skilled profes-
sional project manager. First, there are fewer in-house professionals as a
result of decades of cost cutting and outsourcing by many corporations.
Second, projects are often larger, more complex and more expensive Company Profiles
than in the past. 96 EllisDon/Carillion PLC Joint Venture
Professional project managers can add value in three key areas: busi- – Oakville Hospital
ness strategy and planning, risk management and risk mitigation, and 102 Haylor, Freyer & Coon Inc.
project and cost management. 106 Bronx Mental Health
Redevelopment
Strategy and Planning 109 Haselden Construction – University
of Colorado Hospital, Anschutz
Project managers and their firms work closely with clients, helping Medical Campus
them better align operations with the physical environment, real estate
112 Elmer A. Henderson: A Johns
and capital expenditures with overall business strategy. Drawing on Hopkins Partnership School
their diverse backgrounds and skill sets, they can provide valuable 116 Harold O’Shea Builders – Memorial
information on space, building and neighborhood options, and compar- Medical Center Expansion
ative capital investment pricing data on local, regional or national real 118 MIG Construction Services LLC
estate markets. 120 Waterson Construction – Kodiak
Armed with their knowledge of the market and what their clients High School
need, they can help negotiate favorable concessions with building own-
ers. One project manager, for example, negotiated for significant infra-
structure upgrades to accommodate a client’s data center and critical sys-
tems’ backup equipment, which traditionally would have been at the ager can also advise on what other sectors are
client’s expense. doing, offering a fresh perspective and key
They can also help clients define their goals for the space and explore benchmarking data.
how to facilitate those goals. Professional project managers work with
clients to predict what their space, personnel and technology needs will New Conditions, New Professionals
be in the future and ensure the facility is flexible to grow along with the For a long time, workspaces were seen as func-
business to accommodate future requirements. tional and not a significant contributor to a busi-
ness’s operations or bottom line. That has
Risk Management and Risk Mitigation changed and businesses are looking to their
Among their other responsibilities, project managers are often responsi- workspaces to play a role in supporting their
ble for developing a project risk profile and developing a mitigation growth, human resources initiatives and prof-
plan. The plan will include construction risks, such as scheduling delays, itability. In this world, project managers are no
extreme weather, labor disruptions, major accidents, difficulty in secur- longer just construction focused, they have
ing materials, fire and any other potential setbacks, and the potential evolved into multi-skilled professionals who can
economic impact. It may also address operational and outside risks that guide clients through unfamiliar landscapes.
need to be included in the planning and construction phase, such as
safety measures that are incorporated into a building’s structure.
Peter J. Ferzan is a co-founder and principal of Turner & Townsend Ferzan Robbins, a
Project and Cost Management global project management and client representation firm. He is responsible for the
One of the key benefits of using a professional project manager and firm New York regional office operations, particularly client relations and development of
are the network of working relationships they bring. Having relation- new business initiatives throughout the greater New York region. He can be reached at
ships with multiple construction, furniture and professional service pferzan@ttfr.com.
vendors means that the project manager is current on trends; can select John E. Robbins is a co-founder and principal of Turner & Townsend Ferzan Robbins. He
from a broad array to best meet clients’ needs; can ensure that the prod- is responsible for the New York-based operations, with specific emphasis on project
ucts are high-quality and durable; and can negotiate for the best price. management, cost management and client representation services. He can be reached
Having worked across a broad spectrum of industries, the project man- at Jrobbins@ttfr.com.

95
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Fast Track
Institutional | ELLISDON/CARILLION PLC JOINT VENTURE – OAKVILLE HOSPITAL

ELLISDON AND CARILLION ARE BUILDING A NEW HOSPITAL IN ONTARIO AT HIGH SPEED. BY RUSS GAGER

More than 1,100 workers «

are estimated to be on-site
at the peak of construction.

W
ith the complexity of medical
technology nowadays, build-
ing a hospital is always a com-
plicated endeavor. When a
fast-track schedule is added and construction A good team is exactly what Construction
is started while interior plans are still being Manager Geoff van der Lee says he has building
formulated, a good team is needed to coordi- the new Oakville Hospital, a full-service acute
nate the intricacies of the project. care community hospital in Oakville, Ontario.

96
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
The public/private partnership project is a joint On Schedule D'Orazio Infrastructure Group's D'Orazio
venture of EllisDon and Carillion PLC. Van der Lee cites the size – 1.6 million square Infrastructure Group's association as a site works
Stripping and cleaning the 50-acre green- feet in the hospital’s three buildings – and the contractor for EllisDon spans four decades. D'Orazio
field site – which previously was farmland – complexity of its design and construction as is honoured to be working on the Oakville Hospital
project with a truly world class team of individuals
began in October 2011. challenges. At the peak of construction, he from EllisDon. A hospital is the backbone of any
Excavation for the $2 billion, 457-bed estimates more than 1,100 workers will be community. The Oakville Hospital will be a state of
design/build/finance/maintain project began on-site daily. the art facility that will assuredly provide the resi-
in February 2012. The structure was topped off “That’s a lot of people working a lot of differ- dents of Oakville and those of the surrounding
this April and substantial completion is pro- ent areas at the same time,” he stresses. “So that region with the best possible health care available
for generations to come. Be proud of the legacy
jected for July 2015. has and will continue to be a challenge. The that you are building. Congratulations!
Because of the fast-track construction, construction schedule is going very well.
design of the hospital began only a few
months before site work started, van der Lee
notes. Initial design and development work
started in late July 2011.
“When we started in the ground, we had
reached about 100 percent design develop-
ment,” van der Lee says. That included finaliz-
ing the footprint of the building and having
building layouts in place and the construction
areas indicated.
“We submitted 50 percent construction
drawings last July,” van der Lee says, and 100
percent construction drawings are being final-
ized. Of course, building information modeling
(BIM) has been invaluable in such a complex
project as this. A BIM operator remains on-site,
van der Lee explains, and the design team’s
work is converted to a format the on-site oper-
ator can use.
“Halton Healthcare Services is very keen
that when they open the new hospital, it
includes as much of the latest proven tech-
nology as it can,” van der Lee points out. “So
that’s a bit of a challenge, because over a
three-year construction period, technology
continues to move forward.”
Keeping up with the changes in informa-
tion communications technology network
data requires updating plans for data connec-
tions and the communications backbone of
the hospital, van der Lee notes.

EllisDon/Carillion PLC Joint

Venture – Oakville Hospital
www.ellisdon.com
www.newoakvillehospital.com
• Project cost: $2 billion
“We have 150 people on the
design team that are pounding
away to ensure what we put on
paper is what the hospital is
expecting to receive.”
–Geoff van der Lee, construction manager

97
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 “Design issues and compliance have been a bit of a challenge, but
we’ve worked those through with the hospital and the compliance team.
We’re pretty much down to color selection on the interior design.”
The hospital consists of an eight-storey inpatient building with a
Institutional | ELLISDON/CARILLION PLC JOINT VENTURE – OAKVILLE HOSPITAL

two-story structure housing mechanical systems on its roof; a four-

story diagnostic imaging building with mechanical systems on two lev-
els of the basement; and the outpatient building, which is four stories
with a single story of mechanical systems on the roof. The complex also
includes a six-story parking garage.

‘Halton is keen that

when they open the
hospital, it includes as
much of the latest
technology as it can.’
The diagnostic imaging rooms that use magnetic resonance imaging
have steel and lead lining for shielding. Most of the walls are steel-stud-
ded drywall inside the reinforced concrete buildings. The penthouses
are structural steel with insulated metal siding. The buildings’ exterior is
precast architectural panels and curtain wall or cassette glazing systems.

Insulation Value
To meet the average area weighted R-value of R-19.5, cassette glazing
was used over insulated precast concrete back-up instead of traditional
spandrel glazing or curtain wall.
“It looks like glass on the outside, but there is concrete behind it,” van
der Lee explains. “On the inside of the room, all you’re seeing is drywall.
On the outside, in that particular area, you’re seeing a glazed skin that
makes it look like a curtain wall system where actually we have insulat-
ed concrete.”
The cassette wall system was so successful, it exceeded the required R-
19.5. “By the time we finished with the cassette system, we exceeded
that,” van der Lee maintains. “We’re in the R-26 range. With spandrel
glazing and curtain wall, you’re lucky if it gets to R-9.” This and many
other energy-saving features – such as single-ply reflective roofing, low-
flow plumbing fixtures and low-flush toilets, bioswales and storm water
ponds, large expanses of windows and diverting 75 percent of construc-
tion waste from landfills – are enabling the hospital to aim for LEED
Silver certification.
EllisDon is responsible for 70 percent of the construction portion of
the joint venture and 30 percent of the facility maintenance, van der Lee
notes, with Carillion responsible for the balance. The current Oakville-
Trafalgar Hospital was built more than 60 years ago and is located about
seven miles from the new site. The new Oakville Hospital will replace
that facility.
The maintenance agreement requires Carillion to have a team on staff
to run the hospital’s mechanical system and maintain the building for
30 years. “That means we pay even more attention to material selection
and longevity of materials, because there’s a capital cost involved in
building things, but also a capital cost in maintaining and lifecycling

98
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 EllisDon is responsible for 70 percent
of the construction and 30 percent
«
of the facility maintenance, with
Carillion responsible for the balance.
Institutional | ELLISDON/CARILLION PLC JOINT VENTURE – OAKVILLE HOSPITAL

‘Design and compliance

have been a bit of a
challenge, but we’ve
worked those through
with the team.’
materials, so you have to have some discussion,” van der Lee says. “The
Carillion facilities maintenance manager is resident to the job and part
of the design and construction team and has full input to all the deci-
sions that were made and how we’re moving forward in materials.”
Striking the balance between material longevity and cost is the facili-
ties maintenance manager’s job, which is made more important by the
fact that the project has a fixed sum, although it can be expanded with
agreements among the parties for sensible additional costs that will not
impact the construction contract value too much, van der Lee says.
He attributes the success of the project to teamwork. “We’ve got proba-
bly 35 to 40 people onsite here on the management side, all of whom are
pulling their weight and working very well together and getting on with
what needs to be done,” van der Lee concludes. “Behind the scenes, we
have another 150 people on the design team that are pounding away on
their end of things and trying to ensure that what we put on paper is
what the hospital is expecting to receive. We’ve got a very good team of
people. I’m very happy with them.”

100
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Institutional | HAYLOR, FREYER & COON INC.
Client Focused
HAYLOR, FREYER & COON CELEBRATES 85 YEARS OF DISTINCTIVE AND EXCEPTIONAL SERVICE.
F
ounded in 1928 by Burnett (Barney) E.
Haylor and James McLusky, Haylor,
Freyer & Coon (HF&C) Inc. began as a
local four-person shop and grew
steadily into a national agency. Today, HF&C is a
proven leader in the insurance industry, recog-
nized in the United States as a top-100 agency.
Based in Syracuse, N.Y., with 200 employees
and eight corporate offices, HF&C provides
insurance programs for clients in a broad range
of industries, including construction, trans-
portation, healthcare and education. “Because
we are a full-service agency, we provide our
102
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
market area with complete risk management Haylor, Freyer & Coon Inc
services, across all lines of business,” according
www.haylor.com .
to Jim Freyer, chairman and CEO.
To enhance the level of service to its clients, • Headquarters: Syracuse, N.
• Employees: 200+ Y.
the agency has earned ISO 9001 certification
for the past 12 years. This status is unique for • Specialty: Risk management
a service company, Freyer says. “It’s a guaran-
services
tee that we will do what we say we’re going to
do,” he adds. “Everything that we do is cus-
tomer focused.”
Vice President of Construction Tony
Procopio agrees, noting that the certification
ensures that HF&C continues providing a con-
 HF&C has earned ISO 9001
certification for the past 12 years
«
to ensure it maintains quality.

sistent level of quality service. “We are meeting or exceeding their

expectations with service, coverage recommendations and price.”
With its status as an employee-owned company (ESOP), the clients
of HF&C can be confident in its work, Freyer says. “Any time a customer
works with us, [they are with] an employee owner. They’re going to use
everything in their power to take care of the customer.”

Industry Specialists
To serve HF&C’s clients in the construction industry, Procopio says, the
company employs account managers with industry experience. “Many
of them have been construction specialists,” he says, noting that in addi-
tion to licensing and industry accreditations, the company’s account
managers have an average of 20 years’ experience. “The construction
industry can be a challenging industry to work in. The landscape

Zurich Surety In collaboration with Haylor, Freyer & Coon, Zurich Surety helps
customers succeed by offering meaningful surety capacity, and consistently deliv-
ering value-added underwriting through a relationship-based approach. Zurich
Surety congratulates Haylor, Freyer & Coon on its 85th anniversary, and is proud
to work with Haylor, Freyer & Coon to meet the contract and commercial surety
needs of its customers.

103
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Celebration
Institutional | HAYLOR, FREYER & COON INC.

With a history dating back to the 1920s, HF&C's success has been rooted in the development of
innovative programs to meet clients needs. "With our longstanding strategy of adapting to the
times and meeting niche market demands, HF&C has demonstrated a proven track record of per-
formance that has withstood the test of time," Freyer says. Equally important to the agency’s suc-
cess, has been “its commitment to supporting the communities where we work and live,” he adds.
A gala celebrating 85 years of growth and success is planned for September 21st. Generations
of employees, past and present, will gather and celebrate the many accomplishments and bless-
ings bestowed upon them over the last 85 years.

changes [constantly] and having a staff so well
versed in construction certainly helps with
serving our clients.”
A key factor in HF&C’s success is its staff,
Procopio says. “Our best resource is our peo-
ple,” he says. “We pay attention to detail.”
Industry Advocates
The market in New York State presents chal-
lenges to the construction industry. This is
because of Labor Law 240/241, which “essen-
tially holds the general contractor absolutely
liable for injuries to other employees on
his/her job site,” Procopio says.
The law, Procopio notes, makes it challenging
for insurance companies to be profitable. “It’s
[also] put a lot of stress on contractors,” he says,
noting that some contractors are not aware of
the law. “There’s people out of state that come
into New York and get a wake-up call.”
HF&C can help its clients avoid the pitfalls of
the law by serving as their advocate, he says.
“Often, we’re coming in after the fact and pick-
ing up [the pieces],” Procopio says. “You need
an advocate so if you don’t understand the
process, you have someone to assist you mini-
mize or avoid the risk/exposures to labor law »HF&C can help its clients in the
construction industry with its
through strong risk management programs.” experienced account managers.

104
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 Growth Through Mentoring

HF&C has seen a shortage of young talent to recruit into its industry,
Freyer says. “That’s a challenge in any business today,” he asserts, not-
ing that the firm is not sitting by and waiting for things to get better.
Instead, HF&C has implemented mentorship and internship pro-
grams. Additionally, the company is working on “Haylor University,” a
college student recruitment program, where it provides training on
agency practices and the insurance industry in general. “We’re very
optimistic about the future of our agency,” Freyer says.

In the case of Labor Law 240/241, “We’re showing our clients how to
transfer risk, avoid risk and loss control risk,” Procopio says, noting that
HF&C also provides aid with claims and loss control.
According to John Sroka, vice president of the Bond Department,
“Additional challenges stem from the industry seeing cutbacks in gov-
ernment and military projects, and funding for private projects is still
hard to obtain. Banks are watching their lending dollars much more
closely. We’re seeing pressure on gross profit margins. Running any
business is difficult, and construction is one of the more challenging to
be successful at.”

Plans to Grow
Just as HF&C has grown over the past 85 years, “We have a vision to grow
substantially over the next five years,” Freyer says, noting that this will
be managed through organic growth and acquisitions.
HF&C is committed to remaining a privately held ESOP. “That is very
uncommon,” he says. “Fewer than 10 percent of businesses are ESOPs.”

105
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Better Treatment
Institutional | BRONX MENTAL HEALTH REDEVELOPMENT
A NEW BRONX PSYCHIATRIC CENTER AIMS TO IMPROVE THE STATE OF BEHAVIORAL HEALTHCARE.
T
he Bronx Mental Health
Redevelopment project is a much-
needed redesign of an aging psychi-
atric campus built in the early 1950s.
The New York State Office of Mental Health
(OMH) is developing a new Bronx Psychiatric
Center because its existing campus was beg-
ging to be rebuilt after reaching its full lifespan.
The project is being managed for OMH by
the Dormitory Authority State of New York
(DASNY). It was once thought that renovating
the old buildings was an option, but eventual-
ly it was determined that a new construction
project featuring six new buildings was the
best way to complete the project.
“The project has been in the planning stages
for a long time, as several iterations have
evolved over the years,” DASNY Chief Project
Manager Ron Gecsedi says. “The project came
106
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
into focus a few years back when OMH decided
to go with a new construction and consolidation
approach on the southern half of the campus.”
Steps on the Path
The project initially focused on various make-
ready projects that prepared the site for con-
struction of new buildings. By 2010, demolition
work had begun and site improvement work –
building new ring roads, parking facilities,
drainage and utilities – started in March 2011.
The new Bronx Psychiatric Center is target-
ing LEED Silver certification. The campus
design includes state-of-the-art facilities, more
functional interconnectivity and a more com-
pact campus. In fact, the new setup will reduce
the footprint of the campus from more than 70
acres to approximately 34 acres. Not only will
this create efficiencies that can lead to better
provision of mental health services, it will open
up land for additional development.
With completely new site characteristics
and infrastructure, the project includes six
major building pieces. They are: the 156-bed
Adult Behavioral Health Center, the 86-bed
NYC Children's Center – Bronx Campus, a
Bronx Mental Health
Redevelopment
www.bronxmhredevelopment.com
• Project location: New York City
• Peak construction workers on site:
225-250
“These new facilities will allow
OMH to deliver services in a
more efficient manner and in a
better patient environment.”
-Ron Gecsedi, DASNY chief project manager
The new Bronx Psychiatric «
Center is aiming for LEED Silver
status with a reduced footprint.
Central Services Building/Central Utilities Plant, and Residential
Village, consisting of a 96-bed Transitional Living Residence, a 44-bed
Horizon House/Haven House and the 48-bed studio apartments.
One of the major entities involved with the project is Jacobs, the mas-
ter construction manager. Jacobs is one of the world’s largest and most
diverse providers of technical, professional and constructions services;
including facility management and construction management. “We have
an array of resources in the state and around the world, so we are able to
provide our clients – like DASNY – with a range of capabilities to make
their projects successful,” Jacobs Project Manager Robert Bauco says.
All told, there are two construction managers (Jacobs and The LiRo
Group), multiple design teams (Code Consultants Inc., Clough, Harbour
& Associates, and CT Male) and three primary architects (The Spector
Group, STV and Architectural Resources) working on specialty areas of
design for each of the buildings. In addition, the Project Team also
includes a commissioning authority (Aramark) and inspection/testing
agents (Tectonic and HAKS), among multiple prime contractors (ARC
Electrical and Mechanical Contractors Corp. and J. Kokolakis Contracting
Inc.) and subcontractors.
To blend in well with residential areas, the designers of the project
determined that tall, square buildings were out of the question because
they were too institutional. Instead, all of the buildings are from two to
five stories in height and use familiar materials such as block and brick,
as well as design elements like punched windows and sloped rooflines
to be reminiscent of residential-style structures.
The landscaping has been designed to create a residential feel and
includes upgraded entryways and segmented parking lots that are bro-
ken up by trees and islands. Other aspects of making the campus feel
more residential include the use of natural lighting.
To create the best and most up-to-date facilities, coordination of the
process has been hugely assisted by BIM and 3-D modeling tools. The
project team feels that coordination and clarity helped the project during
the design phase and led to the creation of the best possible construction
documents to work from. The intention was to create and build facilities
that could last using tried-and-true building materials. At the same time,
boundaries were pushed through the selection of materials and systems
that could support the LEED Silver certification. The belief is that this will
ultimately create facilities that are modern, functional and reliable that
also cost less to operate, reducing energy and water costs.
Working Together
Another interesting component of construction has been the team’s
commitment to community interests and minority and women busi-
ness enterprises (MWBE). Community participation has been encour-
aged and supported at every level.
Multivista, a construction documentation company, is providing comprehen-
sive visual documentation of the 434,000-square-foot Bronx Mental Health
Redevelopment project in New York, N.Y. Key photos include Underground
Plumbing Exact-Built® images of sophisticated mechanical systems below slab-
on-grade. Additionally, all interior and exterior systems, within all walls, ceilings
and floors, were memorialized using Exact-Built® and Progression photography.
This permanent record is an invaluable reference tool for facility ownership and
maintenance teams now, and for years to come.
107
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Some of the project goals have been to have
20 percent minority and 10 percent women-
»The project was designed
so patients can receive the
owned businesses deeply involved in the proj- best possible treatment.
ect. According to DASNY’s Michael Clay, that 30
Institutional | BRONX MENTAL HEALTH REDEVELOPMENT

percent is higher than the average in the New

York City metro area.
“We are achieving that thanks to the
resources we have committed to working with
the community,” says Clay, director of the
opportunity programs group. “It is important
that we maximize opportunities for minorities
and women and provide options for Bronx
residents to participate as workers and
become involved with the prime contractors
or subcontractors.”
With the entire project estimated to wrap up
by the summer of 2015, OMH and the project
team can look ahead to the day when all of the
patients living in the campus’ current facilities
will live in a safe and healthy environment
that will provide the best possible treatment.
The buildings will soon be enclosed and
weather-tight to allow for work to continue
through the upcoming winter months.
“These facilities will allow OMH to deliver
services in an efficient manner and in an
improved patient environment,” Gecsedi says.

108
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Tower of Power

Institutional | HASELDEN CONSTRUCTION

HASELDEN USES MODULAR CONSTRUCTION TO COMPLETE A BIG HOSPITAL EXPANSION. BY BRIAN SALGADO

A
s recently as a decade ago, deliv-
ering a 12-story, 735,000-square-
foot healthcare facility in under
two years would have been near-
ly impossible to consider. But with techno-
logical advances and the growing acceptance
of prefabrication of components, Haselden
Construction did just that for the University
of Colorado Hospital in March when it deliv-
ered its new tower and critical care wing at its
Aurora, Colo., Anschutz Medical Campus.
“The CEO of the hospital, Bruce Schroffel,
walked through our prefabrication facility and
asked, ‘This seems so very simple, so why
haven’t you been doing this forever?’” says Joe
Hanlin, senior project manager for Haselden.
“The technology wasn’t available before to do
it. Everything was done here with 3-D model-
ing using Autodesk products.”

Modular Success
To successfully deliver a project of this magni-
tude within the time frame demanded by the

»Advancements in 3-D modeling allowed Haselden to prefabricate much of its work and save time. project’s owner, Haselden Construction had to
develop creative solutions not typically used in
this part of the country. In fact, Hanlin believes
modular construction of this magnitude had-
n’t been used on a project west of the
Mississippi River.
“We thought we had to think outside the
box, but the project executive for University of
Colorado Hospital, Tony Ruiz, told us,
‘Thinking outside the box is not going to be

Haselden Construction –
University of Colorado
Hospital, Anschutz Medical
Campus
www.haselden.com
• Project cost: $262 million
• Employees on site at peak: 1,200
“We were low on budget, and we
were quickest on our schedule.”
-Joe Hanlin, senior project manager

109
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 »Haselden and its subs had 50,000
square feet of space near the job site
to perform most of their prefabrication.
Institutional | HASELDEN CONSTRUCTION
good enough,’” Hanlin says. “‘I want you to think outside the universe.’”
With this in mind, the company managed to develop a proposal that
would complete the six-phase project four months ahead of the compe-
tition, which no one else in the region thought possible. And not only
was the team able to meet that schedule, but it accelerated the schedule
by five weeks on the tower phase, specifically.
Many Benefits
Modularization of the tower portion of the contract is what brought this to
fruition. The tower – which represents $205 million of the $262 million
total cost – utilized multitrade prefabrication at a warehouse rented by
Haselden just a few miles away from the job site.
The additional 50,000 square feet of operating space allowed sub-
contractors to prefabricate all patient room headwalls, bathroom
groups and overhead corridor racks for the mechanical, electrical and
plumbing installations.
Altogether, Haselden managed to prefabricate 144 patient bathrooms,
more than 300 patient and exam room “headwalls” with each one con-
taining as many as 24 different receptacles – power, emergency power,
medical gases, nurse call and low-voltage – all strategically located for
individual departments within the hospital. Additionally, the company
completed more than half-a-mile of MEP corridor racks, which con-
tained the infrastructure of mechanical, electrical, plumbing and fire
sprinkler systems that served 144 patient rooms and associated support
areas throughout the hospital.
Another benefit of the modularization process was that it produced
no waste whatsoever, because it allowed the team to make precise meas-
urements to deliver components ready to install. For example, studs
used in framing both the bathrooms and the headwalls were ordered to
the exact dimensions required.
“Before the recent technological advances, you would have had to
allow for tremendous tolerance, so you couldn’t afford to fabricate $10
million worth of stuff offsite and hope it fit,” Hanlin says. “This allowed
us to prefabricate such tight tolerances and bring that kind of volume on
site knowing it was going to fit.”
110
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER0 2013
Phased Expansion
The University of Colorado Hospital’s expansion project required six
phases:
Phase 1 – A 40,000-square-foot, five-story expansion of the cancer
center for $10 million;
Phase 2 – A 660-vehicle, three-story visitor parking garage for $9
million;
Phase 3 – Infrastructure contract including removal of detention
ponds, and adding a 100-inch-diameter, 3/4-mile-long outfall to a new
detention basin before it reaches Sand Creek for $5 million;
Phase 4 – Employee parking garage with spaces for 2,424 vehicles
for $28 million;
Phase 5 – Tower and critical-care wing, with lower level through
level 5 delivered in March 2013, and levels 6 through 12 to be deliv-
ered in March 2014 for $205 million; and
Phase 6 – Remodel of the existing tower in about 48 areas during
the transition into new tower for $6 million.
Modularization of the tower portion of the project also helped
Haselden Construction decrease its manpower needs. The job site had
1,200 workers at the peak of construction, which Hanlin believes is at
least 100 fewer than it would have been due to the utilization of the
prefabrication.
Familiarity is Key
Although this was by far the largest project Haselden Construction has
tackled in its 40 years in the Denver area, it has delivered a great deal of
other work for the University of Colorado Hospital.
Hanlin explains that the company has a professional relationship
 Haselden Construction was able to «
deliver the hospital project’s tower
phase five weeks ahead of schedule.

that dates back 10 years with this client, so despite being new to a proj-
ect of this magnitude and scope, Haselden’s experience with the hospi-
tal was key in helping it earn the general contractor/construction
management contract.
“Given the fact we hadn’t completed a project of this size, our relation-
ship carried us through,” Hanlin says. “We actually competed with sever-
al other large general contractors, and all other contractors with us were
with joint-venture teams.
“But we were low on budget, and we were quickest on our schedule,”
Hanlin adds. “That was the reason we were selected.”

111
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 A Model of Learning
Institutional | ELMER A. HENDERSON: A JOHNS HOPKINS PARTNERSHIP SCHOOL

A UNIQUE NEW ELEMENTARY SCHOOL IN BALTIMORE IS CLOSE TO OPENING ITS DOORS. BY JIM HARRIS

A
new school in East Baltimore, Md., will be a model of educa- School Inc., an independent nonprofit corporation with parent, commu-
tion and community partnership. Whiting-Turner was nity, foundation and institutional representation. The school is funded
selected as the general contractor for the $43 million Elmer through a combination of tax credits, tax increment financing (TIF)
A. Henderson: A Johns-Hopkins Partnership School, the first funds, Johns Hopkins University contributions and private philanthro-
new school building to open in the city in nearly 30 years. py. No Baltimore City Public Schools capital funds are being used.
The Johns Hopkins University School of Education, in partnership Several Johns Hopkins University entities will lend their expertise to
with Morgan State University’s School of Education in Urban Studies, the new school, including its Center for Research and Reform in
operates the school, which will move to its new facility in January 2014. Education, Center for Talented Youth, Peabody Institute, Center for the
“This represents a unique university-community partnership that has Social Organization of Schools, Urban Health Institute, Center for Social
the extraordinary opportunity to create a high-performing school that Concern, Athletics Department, and the schools of medicine, nursing
serves a diverse, mixed-income community of students, families and and public health.
teachers,” Johns Hopkins University says. “I am really proud of the fact that we are able to build this type of facili-
The 90,000-square-foot school will share a campus with a $10 million, ty,” says David Andrews,
28,000-square-foot early childhood center. Together, the school and cen- dean of the Johns Hopkins
Elmer A. Hende
ter will offer a “holistic, personalized approach to learning based on the
most effective research-based practices,” the university adds.
School of Education. “It
will be a national model Hopkins PartnershirsponS: chAoolJohns
The early childhood center is expected to open in July 2014. because of the design www.hendersonhopkins.org
The structure of the building is currently completed with all concrete and purpose and will • Project cost: $53 million
slabs installed. Interior finishes for the first two phases of the project are serve as a hub in the • Location: Baltimore, Md.
nearing completion, with the third and final phases just beginning. redevelopment of the • Employees on site at peak:
Exterior site work and exterior finishes are also underway. neighborhood.” on-site workers 200
The Henderson-Hopkins school is a contract school of the Baltimore For Andrews, the
City Public School System owned by East Baltimore Community new school is more
“I am really proud of the fa
that we are able to build thisct
type of facility.”
–David Andrews, dean, sch
ool of education

»Johns Hopkins University sees the new school, which will open in January 2014, as a unique university-community partnership.
112
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 than just a new building; it’s one of his neighbors. “This is important to me
because it’s in my neighborhood,” Andrews says. “I take it as a personal
commitment to have one of the top-performing schools in the area.”
Institutional | ELMER A. HENDERSON: A JOHNS HOPKINS PARTNERSHIP SCHOOL
‘A Community Hub’
The Henderson-Hopkins school will be unlike most traditional elemen-
tary schools, as the result of its design.
“The structure draws on the most contemporary architectural plans
for school design and provides open and flexible space to maximize
Marketi Enterprises Marketi Enterprises, a minority business established in
the Baltimore area, is proudly leading the way within the collaborative efforts for
the East Baltimore Community School redevelopment project. This Johns Hopkins
school is a 343,801-square-foot blueprint, allowing for an array of modern and
specialty interior finishes, large pallet painting spaces and uniquely designed
advanced wall covers. Among the exciting project design specifications, Marketi
Enterprises was also contracted for a durable and easily repairable installation
wall covering called Marmoleum, a natural, healthy and environmentally sus-
tainable product. “We worked with the architect to choose vibrant and stimu-
»With the structure’s design,
lating oranges, blues and greens,” says Eleni Marketis, president of Marketi
Enterprises. “This school is to be recognized as one of the highest performing
schools in Baltimore City, and it is important we give these children a colorfully
advanced learning environment, as we complete this aspect of the Whiting-
Turner East Baltimore Project.” The East Baltimore School is comprised of a 12
building campus, divided into five clusters. The three-phase canvas project is now
in the beginning stages of the final phase, and is set to be completed in January
2014. Whiting-Turner, leading the overall East Baltimore collaboration, focused
on economic inclusion as a major part of the bid selection process. Marketi
Enterprises was successfully brought into the project in March 2013.
114
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
each grade will have its own
flexible learning space.
opportunities for individualized and group learning,” according to Johns
Hopkins University.
The building’s structure consists of insulated precast exterior wall
panels and insulated precast deck panels. The window openings are
made of curtain wall and storefront systems.
Steel structures enclosed with storefront systems and polycarbonate
glazing are also being used in the construction. Whiting-Turner antici-
pates achieving a 20 percent threshold on the reuse of building materi-
als, with 20 percent of materials used being manufactured and harvest-
ed within a 500-mile radius.
The Henderson-Hopkins project has a number of unique features,
including its library, which will be constructed from existing historical
townhomes. The interior bearing walls of these homes are being
removed and structural steel added to make one large open space
between all the homes.
In addition, the project will be the first school to seek Baltimore City
Green Building Standards certification of at least 2 stars. Notable green
building strategies include maximized daylight harvesting and auto-
mated electric lighting controls, high-efficiency lighting and plumbing
fixtures, water-use reduction, reduced energy consumption, improved
interior environment and air quality, increased recycle content in build-
ing materials, as well as integrated exterior learning environments and
provisions for public access to open spaces and amenities.
Students in kindergarten through eighth grade will be organized into
one of five “houses” by grade. Each house will feature its own “flexible
learning space,” which offers opportunities for small group instruction
organized by instruction area as well as ability. The space can be recon-
figured several times a day depending on the needs of students.
Five common areas in the school will give students flexible space to
collaborate in small groups, work on large projects or meet for presenta-
tions. These areas will also take the place of a central school cafeteria. “All
common areas receive lots of daylight and are positioned for great views
of the campus,” Johns Hopkins University says.
The footprint of the building is designed to create several outdoor
spaces that can be used for play and outdoor learning. Each grade clus-
ter has access to an outdoor terrace, which will be designed to support
both play and learning.
Institutional | HAROLD O’SHEA BUILDERS

The Memorial Medical «

Center will add six new
operating rooms.

Enhancing Healthcare
HAROLD O’SHEA BUILDERS IS AT WORK ON THE MEMORIAL MEDICAL CENTER EXPANSION IN SPRINGFIELD, ILL.

F
or Harold O’Shea Builders, projects manship. “O’Shea Builders focuses on continu-
not only provide work, but also the Harold O’Shea Builders – ous improvement in all areas of our business by
chance to form lifelong relation- Memorial Medical Center promoting both personal and professional
ships with customers. “We pur- Expansion growth for our team members,” it says.
posely spend time getting to know our “We bring our employees together for several
www.osheabuilders.com
clients to understand their needs so that we group functions, including regular lunch meetings,
can build a building that will help them
• Project location: Springfield, Ill. group book reading, leadership training, team
carry out their mission to the best of their • Scope: Hospital expansion development and project purpose debriefings,”
ability,” it says. “This project will affect our O’Shea Builders says.
“With every project we complete, we strive community in many different
to make [a] positive impact on our clients’ ways.” –Mike O’Shea, president Strengthening a System
business, the people they serve and the com- O’Shea Builders is serving as the construction
munity as a whole,” the company says. Based manager for Memorial Medical Center’s (MMC)
in Springfield, Ill., O’Shea Builders’ services Advancing Care by Design project in Springfield.
include general contracting, commercial According to the contractor, the multi-year proj-
remodels and renovations, and civil services. ect will evolve the medical center and how it provides care to its patients.
Founder John O’Shea started the company in 1902 as a one-man, In August, O’Shea Builders estimated that the project would create
home-based carpenter shop that specialized in small projects, such as approximately 400 new construction jobs for the community, and 100
home renovations and additions. Today, O’Shea Builders says its work jobs in the center itself. “This project will affect our community in
ranges from building maintenance to multimillion-dollar projects. many different ways,” said Mike O’Shea, the president of O’Shea
According to the company, its commitment to building excellence Builders, in a statement.
has led to its development of strong work ethics and quality crafts- “It will strengthen an already strong health system, while also

116
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
strengthening our local economy,” he said. “We realize that our leader-
ship role in this project is a tremendous responsibility.”
The Advancing Care project will be built in several phases so that the
hospital can stay functional and patient care will not be compromised.
One portion of the project is a three-story patient care tower with 114
private patient rooms with enhanced safety features. It will include
space for the family and visitors of intermediate-care, cardiology and
orthopedic patients.
The hospital also will add six new operating rooms and renovate its
main entrance and lobby. According to O’Shea Builders, this “will allow
for easier, more convenient and safer patient access to the surgical center
and the hospital in general.”
The project also includes the Memorial Center for Learning and
Innovation, a three-story facility for learning, innovation and profes-
sional development. It will feature a large conference center, classrooms,
a clinical simulation center and surgical skills laboratory.
According to the hospital, the expansion will be completed in 2016. “We
are in the midst of the largest expansion project in the history of Memorial
Medical Center,” it says. “The magnitude of this construction is visible sim-
ply by driving past the hospital and seeing the amount of work going into
this project on a daily basis, the entire campus abuzz with change.”

Passion for Excellence

MMC is part of the Memorial Health System (MHS), a community-based
nonprofit in Illinois. “In 2010 alone, MHS’s three hospitals in Springfield,
Lincoln and Taylorville provided care to nearly 28,000 inpatients, more
than 612,000 outpatients and 97,000 patients in our three emergency
departments,” it says. “Our highly skilled team has a passion for excel-
lence and is dedicated to providing great patient experiences.”
O’Shea Builders says it is committed to its community and supports
its employees’ volunteer efforts.
“The time spent together serving others has improved employee
morale, enhanced teamwork and given our employees the opportuni-
ty to develop stronger personal relationships with one another,” the
company says.
Its employees have participated in multiple community activities,
including hosting blood drives for the Central Illinois Community Blood
Center, donating clothes to the Salvation Army, and helping a Boy Scout
group earn the Engineering & Architecture Merit Badge.
Another community initiative is the Bud and Helene O’Shea
Foundation, which it established through the Community Foundation
for the Land of Lincoln. “The fund focuses on providing educational
opportunities for area residents interested in the construction industry
and related careers,” O’Shea Builders says.
“Through this fund, O’Shea has the opportunity to help others pur-
sue careers that might not be possible without our help,” it says. “We
feel we can help the construction industry grow, as well, by preparing
individuals with the skills and knowledge needed to work and suc-
ceed in our industry.”

Bortmess Concrete Contractor Bortmess Concrete Contractor, Inc. is a sec-

ond-generation family-owned business that has been a subcontractor for
O’Shea Builders, Inc. for over 30 years. Bortmess Concrete Contractor, Inc. has
partnered with O’Shea Builders, Inc. to provide a quality product, relying on
this quality to earn the respect of customers. Through this relationship
Bortmess Concrete Contractor, Inc. has grown and continues to grow. For more
information call 217-652-7402.

117
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 »When completed, the 115-foot-tall tower will
wrap around an elevator, through an opening
in the roof and intersect with walkways.
Institutional | MIG CONSTRUCTION SERVICES LLC

Steel Wrap
A HOLLOW, 115-FOOT-TALL ELLIPTICAL STEEL TOWER SHOWS OFF THE
MIG Construction Services LLC
www.migllc.com/construction-services.php
• Projected 2013 revenue: $12 million
• Headquarters: Lexington, Tenn.
• Employees: 30
VERSATILITY OF MIG’S STEEL FABRICATION ABILITIES. BY RUSS GAGER

M
IG Construction Services LLC is
a west Tennessee steel fabrica-
tion company that is certified
by the American Institute of
Steel Construction (AISC) and is a minority
business enterprise. Since entering the indus-
trial, commercial and medical construction
markets in 2007, MIG Construction Services
led by CEO Andre Gist has successfully com-
pleted projects ranging from large miscella-
neous to heavy structural ones.
As an AISC-certified fabricator, MIG strives
• Specialty: Steel fabrication
“My attitude has always been
if it can be drawn, we can
fabricate it.”
–Richard Gast, operations manager

118
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
to provide steel fabrication solutions to the construction industry. On “Each layer is built within itself after the previous layer is removed,”
each project, MIG strives to become an integrated player in the success of Gast explains. “So we’ll build the full layer to the top, transfer all the con-
a project by anticipating problems and coordinating solutions for the nection points down to the floor, take that first layer apart and start
good of the entire project. building the next layer so everything matches up. It’s quite a project.
Fabricating steel for construction projects is a multifaceted activity From here, we take it apart into shippable sizes, match-mark each piece
that can involve multiple suppliers. In the case of a unique elliptical, and send it to Georgia to be sandblasted and apply the three-coat ure-
tapered tower that will punctuate the Talley Student Center at North thane finish. From there, it ships to North Carolina.”
Carolina State University, complex roll-forming and machining of the The only painting MIG does at its facility is a standard shop coat
steel that will encircle the tower required subcontracting those func- primer and some finish painting. “My attitude has always been if it can
tions to specialists. be drawn, we can fabricate it,” Gast says. “We do all types of structural
These specialists then returned the components to MIG and miscellaneous iron and love to do fabrication that other fabricators
Construction Services for assembly. After assembly in layers, one can’t or won’t do.”
inside the other, the components are taken apart and match-marked Many of MIG Construction Services’ projects are in Tennessee,
for shipping to the applicator of the sophisticated paint finish, then Kentucky, Mississippi and Alabama. Occasional projects are in Georgia,
shipped to a storage yard until final shipment to the construction site and the company is seeking more work in North Carolina. “MIG’s
for installation. strength is the group of people that we have working here,” Gast empha-
The 115-foot-tall tower, measuring roughly 40 feet in diameter at its sizes. “We have a great team here. We’re trying to build that team to be
base, will be a hollow framework encircled with steel, similar to the stripes one of the best in the region, and hopefully beyond it in the near future.
on a barber pole. It wraps around an elevator, through an opening in the I honestly believe that anybody that experiences MIG will walk away
roof of the student center and intersects with walkways in the building. with a good experience on their project.”
Then it extends upward, where it is joined by a vertical pipe rising 35 feet The tower at the Talley Student Center might bring MIG Construction
above the structure, making it nearly 150 feet tall. On that pipe hangs a Services more projects and can be seen on YouTube. “It’s great show-
structure to support signage or an LED screen to show pictures or mes- piece,” Gast points out. “The Talley project is a structural steel job, but it is
sages to the students, all resembling the mast and sail on a boat. a different type of structural steel job, because it is more of an art piece
than a structural steel piece. Those are different markets that we can
Not an Exact Science look at. We hope that people will look at Talley and say, ‘I want the com-
Detailer Anatomic Iron builds each roll-formed part in a model and then pany that fabricated that iron on my job.’”
sends the drawings to Paramount Roll Forming in Santa Fe Springs,
Calif. “Looking at our drawings you would see twisted tubes all the way
down the side of the tower,” MIG Operations Manager Richard Gast
explains. “Each tube has plus or minus dimensions down the sides to tell
the CNC programer at Paramount what distance off the X and Y axis he
has to use to develop that CNC program for each tube.” Once these CNC
programs are completed, Paramount uses heat induction bending to cre-
ate the conical shapes in the tubes and plates.
Although MIG Constructions Services roll-forms smaller components,
such as hand rails and pipe, some operations like the complex roll form-
ing for the Talley Student Center project must be subcontracted. “It is
pretty normal in our industry to sub out work” Gast notes. “Most shops
cannot do it all. Good vendors are a necessity in our business.”
Even with the use of building information modeling software by the
architect Duda Payne and Anatomic Iron’s detailing software, it can be
difficult to produce all the roll-formed pieces with 100-percent accuracy.
“So far, the rolling has been good,” Gast declares. “I think we’ve had a rel-
atively small percentage of pieces needing tweeking. Roll forming is not
an exact science, so we know we’re going to have some minor issues for
some parts. We mitigate those issues as much as possible by heating the
parts and fitting them into place. Our fabricators are some the best I’ve
seen in my 30-plus years in steel fabrication.”

Section by Section
The parts are shipped from the roll former in California to MIG
Construction Services’ 45,000-square-foot shop in Lexington, Tenn.
“They do a very good job of rolling for us, but the freight becomes a
big expense,” Gast concedes. At MIG’s plant, each layer is assembled
with heights varying from 8 feet to 19 feet, 6 inches to make up each
full layer.

119
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 High Grades
Institutional | WATTERSON CONSTRUCTION - KODIAK HIGH SCHOOL
WATTERSON DID ITS HOMEWORK IN PLOTTING THE EXPANSION OF A REMOTE SCHOOL. BY CHRIS PETERSEN
»Watterson says its staff has the experience
to ensure very little negative impact on
the school’s operations.
L
ocated on Kodiak Island in the Gulf of
Alaska, Kodiak High School is per-
haps one of the most remote high
schools in the United States, sur-
rounded by wilderness but still equipped to
meet the needs of the community’s stu-
dents. Recently, the Kodiak Island Borough
School District (KIBSD) embarked on a proj-
ect to help keep the school up to date and
give students the resources they will need
for the future. The project is taking the form
of a major expansion and renovation of the
existing high school building, and
Anchorage’s Watterson Construction is help-
ing to bring that vision to life.
The expansion and renovation are the largest construction project
120
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
ever planned on Kodiak Island, and the experi-
Watterson Construction – ence Watterson Construction has building in
Kodiak High School Alaska will prove to be one of the key factors in its
www.wccak.com success. As Project Manager Brent Carlson
explains, the expertise of Watterson Construction’s
• Project cost: $62 million
staff should make for a smooth project that has
• Location: Kodiak, Alaska very little negative impact on the school’s day-to-
• Scope: High school expansion day operations.
and renovation “We’ve got a really good team of superin-
“We feel that we put our ‘A’ tendents, quality-control and foremen that have
team out there. worked with Watterson for a long time,” Carlson
–Brent Carlson, project manager says. “We feel that we put our ‘A’ team out there.”
Even though the project is a little off the beat-
en trail for the company, Carlson says Watterson
Construction has the skills and experience in
place to see the Kodiak High School project to a successful completion.
 This high school expansion and
renovation is the largest project
« Working on Kodiak Island creates additional challenges because of
the difficulties involved in things like material delivery and staging,
ever planned on Kodiak Island. but Carlson says the company and its subcontractors are adjusting to
the situation well enough. “Here in Alaska, we’re used to getting ship-
ments where everything comes from outside of the state,” he says,
adding that the Kodiak High School project has required some
advanced planning and scheduling on Watterson Construction’s part.

Strong Presence
Watterson Construction has been part of the contracting landscape in
Alaska since 1981, and since that time the company has completed
more than 180 commercial projects throughout the state. In addition to
its conventional contracting services, Watterson Construction is a
leader in design/build projects in Alaska. “Watterson Construction has
The project will add more than
77,000 square feet of space to
« been the design/builder on over 30 projects worth in excess of $600
million,” the company says.
the existing high school.
The company says its consistent leadership for more than 20 years
has been one of the most significant factors in its success, as President
Bill Watterson has been leading the company ever since he founded it
with his wife, Helga. Watterson Construction also touts its leadership
in sustainable construction, with five LEED-accredited professionals
on staff.
“We are actively pursuing technologies and techniques that will aid
in producing sustainable buildings,” the company says. “Keeping an
eye on the environmental impact of our methods for construction
helps us to use our resources more efficiently and aids us in providing
our clients with structures that are better for the environment.”

Work on the project began in May and is expected to be completed by

November 2015.

Dramatic Expansion
The project will add a considerable amount of new space to the existing
high school, with more than 77,000 square feet of new construction
being built. This new space is taking the form of a four-story tower with
a fifth-floor mechanical penthouse. Carlson says this new space will
include a library, science labs and new classrooms for the high school.
Accompanying that new space will be a complete renovation of the
90,000-square-foot existing high school. Carlson explains that the reno-
vated building will include a completely renovated gym and locker
room area, a new cafeteria and foodservice area, and a new welding
shop. Other work associated with the project includes site work and
brand-new parking lots.

Close Coordination
The first thing Watterson Construction did upon winning the contract
for the Kodiak High School project was to renovate the gym during
summer vacation. This was followed by the initial work on constructing
the new tower. Carlson says that the tower is expected to be completed
by the time the 2014-2015 school year begins. Once that is complete,
the company will begin phasing the renovations so as to avoid disrupt-
ing class as much as possible.
Carlson says the experience that Watterson Construction has on multi-
ple school projects as well as large-scale commercial projects is one of the
company’s key advantages on this project, but the majority of the compa-
ny’s work takes place close to Alaska’s highway system. “This is the
biggest one we have done that’s not connected by the highways,” he says.

121
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Civil
ARE YOU LIABLE FOR
DEFECTIVE DESIGNS?
L
awsuits alleging defective design plans
continue to be a significant legal issue
for contractors. With careful planning
and proper counsel, however, a con-
tractor can better manage legal risks and costs.
There are several contract issues that contrac-
tors, as well as owners and architects, should
consider and understand for purposes of their
contract negotiations.
The issue of whether a contractor can be
responsible for defective design plans was first
addressed by the United States Supreme Court
in United States v. Spearin. In that case, the
Court decided that if “the contractor is bound
to build according to plans and specifications
prepared by the owner, the contractor will not
122
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
By Mariana Bravo and Kevin Murphy
be responsible for the consequences of defects in the plans and specifi-
cations.” This means that, generally, a contractor does not have a duty to
conduct its own investigation to determine the adequacy of design
plans provided by the owner or the architect. The exception to that rule,
however, is that if the contract language states that the contractor is
responsible for design, then the contractor will be responsible for any
design defects.
As a result, many owners and architects use certain form contracts
with general contractors that include language that seeks to expressly
impose additional responsibilities onto the contractor to check the
design elements of a project. Depending on the details of the contract
language and, to some degree, the state law that governs the contract,
these standard-form contracts may expose contractors to increased lia-
bility for any defects contained in the architect’s and owner’s design
plans, even though the general rule is that contractors will not be
responsible for any design defects.
 IN THIS SECTION
Conflicting Contracts
Clearwater
The American Institute of Architects (AIA) has been producing stan- Constructiong p.130
dard contract forms for use in the construction industry since the late Clearwater Construction is
19th century. The AIA forms have undergone numerous changes since
their inception. Until fairly recently, most of the revisions were
expanding its offerings to
endorsed by contractor associations. The 2007 version of the AIA the oil and gas industry.
General Conditions received extensive criticism, however.
A key point of contention between the AIA and contractors’ associa-
Company Profiles
tions involved Section 3.2.2 of the AIA General Conditions, which
124 Turks & Caicos Islands Airports
requires the contractor to “carefully study and compare the various
Authority – Providenciales
contract documents,” “take field measurements of any existing condi- International Airport
tions related to that portion of the work,” and “observe any conditions 128 Blakeslee Arpaia Chapman Inc.
at the site affecting it.” This section specifies that such observations “are
130 Clearwater Construction
for the purpose of facilitating coordination and construction by the
132 Fairfax County Public Schools –
contractor and are not for the purpose of discovering errors, omissions, Thomas Jefferson High School for
or inconsistencies in the contract documents.” However, if “errors, Science and Technology Renovation
omissions or inconsistencies in the contract documents” are “discovered 134 HAKS
by or made known to the contractor,” the contractor “shall promptly 136 John T. Jones Construction –
report” them to the architect. Wastewater Reclamation Treatment
It’s no surprise that this has raised concerns among contractor asso- Plant
ciations over the potential of increased contractor responsibility stem- 138 Louis Armstrong New Orleans
ming from the revised section. As drafted, Section 3.2.2 could be International Airport
interpreted by some courts to impose an increased duty or responsi- 140 Southeast Environmental
bility on the contractor to inspect contract documents. Therefore, it Contracting Inc.
leaves open the possibility of courts imposing responsibility or liabili- 142 Southeast Road Builders
ty on contractors if they “should have known” of an error or defect.
This means that liability could be imposed if a reasonable contractor
in similar circumstances would have known, could have known or states that the contractor has such responsibil-
should have known by a reasonable diligence or investigationof an ities. When a contract is clear and unambigu-
error or defect. ous, courts will look no further than the con-
As a result, the AGC now uses ConsensusDOCS, a different version of tract. For this reason, the adoption of the 2007
standard-form construction documents designed to compete with the AIA Form General Conditions is cause for con-
AIA’s contracts. Section 3.3.1 of ConsensusDOCS requires the contractor cern among contractors, as courts may inter-
to examine the contract documents and notify the owner of any errors pret Section 3.2.2 to shift responsibility and
or inconsistencies, but it is followed by a statement that “the contrac- liability to the contractor to detect plan and
tor’s examination is to facilitate construction and does not create an design errors. If courts read the revised section
affirmative responsibility to detect errors.” to impose affirmative duties of detection on
The contractor is not responsible “for errors, omissions or inconsisten- the contractor, that may be very costly. To
cies … unless the contractor knowingly fails to report a recognized prob- limit or avoid potential issues, contractors
lem to the owner.” It should be noted that both the AIA General should familiarize themselves with
Conditions and ConsensusDOCS obligate the contractor to report any ConsensusDOCS forms and consider trying to
errors, omissions or defects that are actually known to the contractor, but incorporate protective language into their
the language of the AIA documents may be understood to place a heav- next project contract.
ier burden to require the contractor to discover a defect or error. Failure
to detect such deficiencies may therefore expose the contractor to liabili-
ty under the AIA language, but the ConsensusDOCS form expressly lim- Mariana D. Bravo is partner at law firm Carr Maloney PC. She maintains a diverse prac-
its such responsibility or liability. tice litigating matters involving professional malpractice, real estate litigation, premises
liability, construction, commercial litigation and negligence. She can be reached at
Protect Yourself mdb@carrmaloney.com.
Many courts follow the general rule and will not impose liability on Kevin M. Murphy is a member at Carr Maloney PC. In his practice, he litigates and
contractors who build in accordance with design plans and specifica- counsels in matters involving professional liability, construction, business and property
tions that are produced by the architect or owner – unless the contract disputes. He can be reached at kmm@carrmaloney.com.

123
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Growing »Turks and Caicos Governor Ric Todd says
Providenciales International Airport is “absolutely
crucial” to the local and visitor experience.

the Local
Civil | TURKS & CAICOS ISLANDS AIRPORTS AUTHORITY – PROVIDENCIALES INTERNATIONAL AIRPORT

Gateway
PROVIDENCIALES AIRPORT’S
EXPANSION WILL HELP IT ADJUST
TO GROWTH. BY ALAN DORICH

P
rovidenciales International Airport
serves as the “main gateway” for trav-
elers on the Turks and Caicos Islands,
John Smith says. “Although we have
other airports, 99 percent of the international
travel comes through here,” he says.
Smith is the CEO for the Turks & Caicos
Islands Airports Authority (TCIAA), an organiza-
tion that manages the airports on the island. He
explains that Providenciales International is
experiencing an increase in its number of pas-
sengers, which has required it to undertake a
$10 million expansion project to accommodate
the influx.
“In February of 2010, we saw an increase of
some 20 percent in the arrivals,” Smith says,
noting that this was due to the arrival of
JetBlue and Continental Airlines. “We have
since then experienced an average of five per-
cent growth per annum.”

Doubling Up
The expansion will nearly double the airport’s
size from 51,462 to 92,321 square feet, Smith
says. Its first phase will consist of a new traffic
circulation system, an extension of its existing
west car park and an expansion of its depar-
ture lounge.
Its second phase consists of an extension of

Turks & Caicos Islands

Airports Authority
www.tciairports.com
• Project budget: $10 million
• Location: Providenciales, Turks and
Caicos Islands
• Project scope: A 40,859-square-
foot airport expansion
“Ninety-nine percent of the
international travel comes
through here.” –John Smith, CEO
124
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 125
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Civil | TURKS & CAICOS ISLANDS AIRPORTS AUTHORITY – PROVIDENCIALES INTERNATIONAL AIRPORT

The expansion project will«

nearly double the airport’s
size to 92,321 square feet.

Forward-Thinking Association

Based in Providenciales, TCIAA was established in 2006 and today is

responsible for six airports in the Turks and Caicos Islands, CEO John
Smith says. Its responsibilities include the construction of airports; the
maintenance of runways, taxiways and terminals; and the provision of
facilities for customs and immigration, and health and security checks.
TCIAA’s management team takes an entrepreneurial approach to its
work while focusing on continuous improvement. “With this objective
in mind, TCIAA adopts a forward-looking philosophy in its expansion to
provide passengers and other customers with much-improved services,
supporting flights to more destinations at greater frequency and with a
wider choice of carriers,” it says.
It also strives to improve services and give travelers a memorable
experience when visiting the islands. “While applying a commercial
mindset in managing the airports, TCIAA remains committed to working
to raising security standards, while minimizing delay and inconvenience
to travelers,” it says.

its international check-in area, its security checkpoint and its arrivals
hall, while its third includes the domestic departures and arrivals area,
and the completion of the car park. Construction started in February
2013, and will be finished in the fourth quarter of 2014, Smith reports.
The project has the confidence of the islands’ Governor, Ric Todd.
“Providenciales International Airport is absolutely crucial to the islander
and visitor experience,” Todd declared in a statement.
“First impressions are vital, and I am certain that this work will pro-

126
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 Going Green With Glulam

TCIAA recently reported that the Providenciales International Airport

project is implementing green building methods, with the use of glued
laminated timber (glulam) on the terminal building’s extended roof.
This use makes it “consistent with being environmentally friendly and
the ‘Beautiful by Nature’ theme of the Turks and Caicos Islands,”
according to TCIAA.
The glulam consists of multiple layers of dimensioned timber bonded
with moisture-resistant structural adhesives. According to TCIAA, 15
curved glulam beams were installed over the past few weeks.

vide the level of experience that our visitors demand.

“People who use the airport facilities know that it can become crowd-
ed at peak times – so does the airport’s management,” Todd continued.
“That is why they have been planning these crucial works as part of
their overall master plan, which also saw the runway expansion com-
pleted last year.” »The expansion project’s general
contractor and subcontractors
are all based locally.
Going Local

‘Once you start to

All of the contractors on the expansion are based locally, including the
project’s general contractor, Dolmen Construction Ltd. Although Dolmen

renovate ... [your

had not worked with TCIAA before, the organization was impressed with
the contractor’s work on other projects, with the Our Lady of Divine

project has] a challenge.’

Providence Roman Catholic Church in Providenciales being the most
recent, Smith says.
“We were fortunate on this occasion to engage local contractors,” he
says. “This is pretty much the only local construction work happening.”
So far, Smith says, TCIAA is pleased with the design of the project and
how it integrates features such as natural finishes, common-use kiosks, a
new air-conditioning system, medical room and additional diplomatic
lounge. “For the first time, we have the opportunity to improve on our
amenities,” Smith says.

In Tight Spaces
Because the Providenciales airport is remaining open during the expan-
sion, the project team is coping with the challenge of working around
passengers, Smith says. Annually, the airport serves 500,000 customers
who can make the workers’ relatively small space even tighter.
“During the peak operating hours, we [have been] faced with serious
congestion,” he says. “By far, that is the most challenging aspect of it.”
The construction also makes things harder for the airport’s staff,
Smith says. “Once you start to renovate and move things around, you
have a challenge,” he says, noting that the airport had to act fast during a
period when its air conditioning was down in the summertime.
“It was rather hot and individuals [were] standing in queues for
longer than they would like,” he says, noting that the airport apologized
to its customers by providing bottles of water.

Up Next
After this project, Smith says, the airport may begin building a second,
larger terminal. “The government has indicated that they would like us
to start [preparing] for that,” he says.
“They would like to start that in the next five years or so,” he says, not-
ing that the existing terminal would house regional and domestic travel.
“The international jet traffic will go to the new terminal.”

127
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Civil | BLAKESLEE ARPAIA CHAPMAN INC.
Close
to Home
BAC’S LOCAL FOCUS ALLOWS ITS EMPLOYEES TO
COME HOME TO THEIR FAMILIES. BY ALAN DORICH
A
fter almost 170 years, Blakeslee Arpaia Chapman (BAC) Inc.
stays successful by employing workers who give the cus-
tomers what they truly want. “That’s really the heart of the
business,” President Roger Chapman says. “Everybody has
people, but we think we have a little better grade [of workers] than the
guy down the street.”
128
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
BAC provides engineered construction services for «
bridges and dams, utilities, waterfront structures,
foundations, rigging and millwrighting.
Branford, Conn.-based BAC provides engineered construction services
for bridges and dams, utilities, waterfront structures, foundations, rig-
ging and millwrighting. C.W. Blakeslee started the company in 1844 as a
mover of household goods.
When Blakeslee learned that locals were using wagons to carry stones
from quarries to pave the roads of New Haven, Conn., he chose to start
moving stones, as well. “After a little while, that situation created a little
problem,” Chapman says. “The people he was moving household goods
for complained about sand in [their goods].” He notes that Blakeslee
switched completely to moving stone. He eventually purchased the
quarries and started building roads himself.
By 1900, “They were doing work in Boston and New York, and other
points in between,” Chapman says, noting that the company moved into
housing in the 1960s. In 1969, the Blakeslee family sold the company to
Westinghouse Electric Corp. However, “They had a lot of trouble with it,”
he recalls, explaining that he was a superintendent for BAC at the time.
When Westinghouse went out of business, he and his partner, Vincent
Arpaia, proposed to Westinghouse that they
purchase BAC.
In 1976, the two closed the deal, but did not
keep any of the original firm’s real estate,
Chapman says. Instead, “We just bought the
heavy construction [equipment],” he recalls.
Today, BAC employs a staff of 85 and
expects to have sales of $20 million this
year, Chapman says. Its regular clients
include the Connecticut Department of
Transportation, the U.S. Navy and the U.S.
Army Corps of Engineers.
Although BAC will work out of state, “Most
of our work is within 60 miles of Branford,”
Chapman says. “For the most part, [our
employees] come home every night.”
Giving a Lift
One BAC project that brings Chapman pride
was the construction of a new shiplift for the
Mystic Seaport Museum in Mystic, Conn., in
2008. The museum needed the shiplift to
rebuild the Charles W. Morgan, a wooden
whaling ship that was originally launched
in 1841.
The new shiplift, Chapman notes, was
designed by Rolls-Royce plc. After BAC con-
Blakeslee Arpaia Chapman Inc.
www.bac-inc.com
• Projected 2013 sales: $20 million
• Headquarters: Branford, Conn.
• Employees: 85
• Specialties: Engineered construction services
“Everybody has people but we
think we have a little better
grade [of workers] than the
guy down the street.”
–Roger Chapman, president
structed it and demolished an older shiplift, the
museum held a ceremony where it put the ves-
sel on the new drydock.
Since then, the museum has completed
repairs on the Morgan and made it a float.
“Now, it is touring the area,” Chapman says.
Looking for a Comeback
Chapman is proud of BAC’s staff, which
includes five state-licensed engineers. “We do
quality work,” he says, noting that BAC strives
to meet clients’ schedules.
In recent years, he admits, the company
has had to lower the size of its staff from 200
workers due to the slow economy. However,
“It’s coming back,” he says. “There are a lot of
serious, financial problems the country has to
deal with.”
He adds that the country also needs to
invest more in its infrastructure to ensure that
people have better water treatment plants. “If
you’re going to maintain any degree of public
health, most of the needs for clean water and
treatment are going to have to be met,” he
says, but predicts that they will improve. “The
state and federal government will find a way
to continue to do it.”
Two other areas in need of improvement
are roads and bridges, Chapman says. Across
the United States, “We’ve had some very bad
structural failures,” he says. “The political
problems of doing the right thing haven’t
really been solved. I just hope it doesn’t take a
lot of time.”
Although a resolution has not been reached
yet at the federal level, Chapman is confident
that one will be reached eventually. “There’s
too many places where there is a need for
much safer structures,” he states.
129
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM

Civil | CLEARWATER CONSTRUCTION
New Territory
CLEARWATER CONSTRUCTION IS EAGER TO BREAK INTO THE OIL AND GAS INDUSTRY. BY JANICE HOPPE
C
learwater Construction has spent the
past decade working to make sure
users of roads, highways and bridges
in the state of Pennsylvania enjoy a
safe and smooth ride.
With its expertise firmly rooted in civil, site
and drainage work, Clearwater Construction is
now looking to expand into the oil and gas
industry. CEO Gary Gorski says the company
130
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
seeks to offer the industry its services, which
include site and concrete work, heavy founda-
tion, asphalt paving, shoring and piling.
Since 2006, when the Utica and Marcellus
shale were discovered, site researchers have
promised great oil and gas potential in Ohio
and Pennsylvania. Therefore, drilling compa-
nies have a major interest in setting up opera-
tions there. Clearwater Construction looks to
«
Clearwater is currently working
on or recently completed nearly
20 bridge and road projects.
ion
Clearwater Constucrutioctn.com
www.clearwaterconstr cer, Pa.
• Headquarters: Mer
• Employees: 300 civil construction
• Specialty: Heavy cus on
fo
“We are begl ingansining dtoustry and
the natura Shale. It’s right in
the Uticayard.” –Gary Gorski, CEO
our back
build new access roads and compressor sta-
tions for companies’ drill sites. “We see the
opportunity and that’s why we want to do it,”
Gorski says. “Clearwater is located in the right
place and we have the right mix of skills,
equipment and creativity to handle the needs
of the oil and gas industry.”
Because the shale can be found along the
border of Ohio and Pennsylvania, Gorski sees it
 A majority of Clearwater’s
work is secured through the
« Clearwater notes the company
and the community benefit
«
Pennsylvania DOT. from bridge rehab projects.

as the next logical step for the company located in Mercer, Pa. “We are
going to focus on the natural gas industry and the Utica Shale,” Gorski
says. “It’s right in our backyard.”
Clearwater’s work in the oil and gas industry will not only benefit the
company, but the region as well.
“The region’s roads and bridges are badly in need of rehabilitation,”
Gorski says. “Pennsylvania still tops the list of states with structurally
deficient bridges. Clearwater would benefit from the work and the entire
community would benefit from having a safe and dependable infrastruc-
ture, as well as from the increased revenue from the oil and gas industry.”
Clearwater Construction attempted to get its foot in the door to the oil
and gas industry a few years ago and made some headway. However,
due to a number of high-priority civil projects – mainly bridges – the
company had to pull back on its efforts. “We were just too busy to pro-
vide the level of service our customers are accustomed to back then,”
Gorski adds. “But now, we are prepared for it.” The company has
acquired more employees for the additional work, Gorski says.
bine small company flexibility with the sophistication of large company
systems,” he adds. “This means we can adapt creatively to the needs of
our jobs and move our people in and out as needed, rather than having
individuals locked in place as they might be in a larger company.”
The company performs heavy civil construction projects in a timely
manner, and Gorski predicts the performance-based values of its work-
force will carry into the oil and gas industry.
“Clearwater is the right company in the right place at the right time,”
Gorski says. “I want to see our company continue to grow and prosper.
As we do, I believe the work we do will play an important role in helping
our entire region benefit economically.”

Providing Access
A majority of work performed by Clearwater Construction is secured
through the Pennsylvania DOT. The company is currently working on or
recently completed nearly 20 bridge and road projects.
The most notable project was the rehabilitation of the George C. Platt
Memorial Bridge in Philadelphia. Gorski says the bridge is known
because of its length stretching 8,780 feet and that it connects south and
southwest Philadelphia. About 56,000 vehicles use the bridge daily.
Clearwater Construction is performing all of the concrete and exten-
sive structural steel work on the bridge. “This includes jacking the main
span over the Schuylkill River and working over the Sunoco Refinery,”
Gorski notes. The work is funded by the State of Pennsylvania’s $42.7
million bridge renovation project. Clearwater Construction began work
in 2011 and should be substantially complete in November.

Heavy Competition
Although Clearwater wants to enter the oil and gas industry, Gorski
knows it’s competitive and won’t be easy. “The energy industry seems to
be tightening up a bit,” he adds. “There is no work in commercial or resi-
dential space, so contractors are all chasing the energy industry work.”
But whether the firm is working for a state DOT or a petroleum client,
the efficiency, safety and track record of Clearwater Construction will con-
tinue to set it apart, Gorski says. “Clearwater Construction is able to com-

131
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM

Civil | FAIRFAX COUNTY PUBLIC SCHOOLS
Modern
Learning
FAIRFAX COUNTY PUBLIC SCHOOLS’ NEWEST RENOVATION IS
EXPECTED TO CHANGE EDUCATION FOR THE BETTER. BY ERIC SLACK
T
he most prestigious high school in
Virginia’s Fairfax County is in the
midst of a major renovation, one that
should help promote science and
technology for years to come. Thomas
Jefferson High School for Science and
Technology (TJHSST) is a Virginia state-char-
tered magnet school operated by Fairfax
County Public Schools (FCPS). The $90 million
renovation/addition project will help the
school continue to attract top students and
ensure rigorous classes.
“This project is an example of the adaptive
reuse of an existing facility,” says Kevin Sneed,
director of design and construction services
for FCPS. Ballou Justice Upton Architects is
providing architectural and engineering serv-
132
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Thomas Jefferson High School for
Science and Technology aims to create
« ance building.
a flexible learning environment.
ices for the renewal/renovation of 198,442
square feet and a 200,391-square-foot addition
to TJHSST. Overall, the design team includes
architect Ballou Justice Upton Architects;
mechanical, electrical and plumbing engineers
Strickler Associates Ltd.; structural engineer
Ehlert/Bryan Inc.; and civil engineer
Professional Design Group Inc. Henley
Construction is the general contractor.
Flexible Space
A Virginia Academic-Year Governor's School,
TJHSST provides an innovative, specialized
learning environment for highly motivated
students who have a genuine interest in bio-
logical, physical, mathematical, technological
and computer sciences.
Fairfax County Public Schools
– Thomas Jefferson High
School for Science and
Technology Renovation
www.fcps.edu
• Project location: Alexandria, Va.
“This project is an example of
the adaptive reuse of an existing
facility.”
–Kevin Sneed, director of design and construction services
Among the many reasons behind the proj-
ect are the creation of a flexible learning envi-
ronment that supports a focus on collaboration
and project-based learning, the creation of a
variety of learning space sizes and the celebra-
tion of science and technology through the
architecture of the building. Other goals
include better use of – and enhanced visual
and physical connections to – the school’s
courtyards, and the creation of a high-perform-
The renovation of TJHSST will more than
double its size. Among the facilities being ren-
ovated or added are state-of-the-art laborato-
ries for neuroscience, a wave tank for oceanog-
raphy and an optics lab outfitted with lasers. In
addition, the facility will be powered partially
by solar panels and will feature an extremely
efficient heating and cooling system.
The project began in the spring of 2013, and
it has a target completion date of fall 2016.
Once it is done, its enhanced building capacity
will eliminate the need for learning cottages,
and its architecture and design will celebrate
science and technology.
“There is an art to phasing the project,
because some parts of the building can’t be
worked in while classes are in session,” Sneed
says. “For example, we have to factor in consid-
erations like using temporary trailers for swing
classroom space.”
The project will create a flexible learning
environment that supports collaborative, inter-
disciplinary and project-based learning. This is
because it will feature an array of learning space
sizes, which will give teachers and students the
flexibility to choose the appropriate space for
different learning and student activities.
“The building will include motorized parti-
tions that can be easily opened and closed so
space can go from smaller to bigger depending
on the need,” Sneed says. “They are located
 A key component of the project
is making the high school into
«
a high-performance structure.

throughout the school, which allows the instructional staff to have more cooling systems will help the school to use energy efficiently and pro-
flexibility to open spaces or close them. This flexible space helps the vides a comfortable, healthy environment for students and teachers.
building last longer and makes it easier to adapt as programs and popu- “We contemplated using a geothermal system here, but the site didn’t
lations change.” lend itself to that,” Sneed says. “We settled on a water source heat pump
In addition, it will include learning spaces outside of classrooms. This system, and we’re using T8 rapid start ballasts for lighting. We also have
will allow students additional access to workspaces and technology, a lighting control system and an automatic temperature control system,
which will support their learning. Beyond that, the project ensures visu- as well as a cool roof on the building. All of this will make the building
al and physical connections to the courtyards. This will bring light into very efficient.”
the building and foster the use of the outdoor spaces. Ultimately, this unique project will help to create a modern, high-per-
formance space that will foster excellence among students and their
High Performance teachers. It will be a challenge to have everything ready in time for fall
Many parts of the school will be new or renovated as part of the project. 2016, but Sneed is confident the project will succeed. “We have to keep
Parts of the building that are being affected are its lecture hall and global everything on time and on budget, but I think we can get everything
learning center, which will be its new library. Common areas will be done while working on other projects simultaneously,” he says.
located throughout the school to provide space outside the classrooms
for student collaboration and socialization.
The reworked courtyards will include a small amphitheater, class
gathering space and eating areas. Interior windows and multiple
entrances to the courtyards will provide connection from many areas of
the school, and the kitchen and cafeteria are being reworked and joined
by two small remote serving lines.
The addition to the building will be a two-story research lab facility.
All research labs will be located in the front of the school and will have a
separate area for classroom instruction. The labs’ infrastructure will
accommodate existing equipment and have space for future equipment
within their dedicated lab areas.
The first floor of the lab addition will be home to oceanography,
chemical analysis, neuroscience, prototyping, energy systems, optics and
modern physics. The second floor will house computer systems, biotech-
nology, CAD, robotics, electronics and communications.
“The school will have space that no one else has, as well as these spe-
cially designed labs that are several thousand square feet larger than
typical labs,” Sneed says. “This will be almost a collegiate lab system,
with lab spaces that are around 3,000-square-feet each, and that open
into common areas.”
Other new building features include new finishes and new seating in
the auditorium, renewal of two gyms, renovation of locker rooms and
team rooms and sun screens on south-facing windows. The building
upgrade will also allow TJHSST to meet Americans with Disability Act
design standards.
A key component of the project is making TJHSST into a high-per-
formance building. After the project is finished, the school will have
photovoltaic panels for its hot water system and a rainwater harvesting
system. The addition of solar panels and the ultra-efficient heating and

133
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 HAKS served as a subconsultant in providing «
design services for the rehab of the St.
George Ferry Terminal in Staten Island.
CIVIL | HAKS

High Capacity
WITH A FOUNDATION IN MANAGEMENT, HAKS EXPANDS ITS OFFERINGS TO GROW. BY BARBARA MCHATTON

A
s a relative newcomer to the con- The company has 13 offices throughout New
struction management industry, HAKS York and New Jersey, as well as in Philadelphia,
HAKS has had the opportunity to www.haks.net Baltimore, Fairfax, Va., Middletown, Conn., and
be involved in quite a diverse Boston. The company also recently opened
array of high-profile projects.
• Headquarters: New York City offices in Miami and Palm Harbor, Fla., as well as
Established in 1991, the company provides • Employees: 575 in India. Its two materials testing group offices
construction management and inspection • Specialty: Construction management are located in Bridgeport, Conn., and Ossining,
services; civil, structural and MEP (mechani- “We realize our clients give us N.Y. “We’ve also grown in terms of people,”
cal, electrical and plumbing) engineering; one shot. So we make the most Sander says. “Our current staff includes 575 pro-
constructability review; cost estimating; of that opportunity.” fessional, support and administrative members.”
materials testing and special inspections; land “[HAKS] is one of few minority-owned firms
–Elliot Sander, president and chief executive officer
surveying and mapping; building assess- that has evolved into being one of the big play-
ment; and structural integrity/condition eval- ers in these markets,” Sander says. He adds that
uation. HAKS also boasts a burgeoning archi- the company is the eighth-largest firm in terms
tecture group and has made some headway of size, capacity and staff in the New York mar-
into the design/build arena. ket and competes successfully against firms that are much older.
Elliot Sander, president and chief executive officer, credits much of the Serving both public- and private-sector customers along the East
company’s success to its philosophy of focusing on its clients’ needs and Coast, HAKS has been involved in multiple projects with the depart-
providing high-quality work. “We realize our clients give us one shot,” ments of transportation for the states of New York, New Jersey and
he notes. “So we make the most of that opportunity.” Connecticut, the New York City Housing Authority and New York City

134
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Department of Environmental Protection, as well as private owners such
as Jet Blue Airlines.
“[HAKS] was thoroughly involved in the Hurricane Sandy cleanup
efforts for the NYC Housing Authority,” Sander notes. “Several of the
shoreline buildings were devastated by Sandy – we were involved in get-
ting the HVAC and electrical/mechanical systems back up and running.”

Getting Warmed Up
In 2002, somewhat early in the firm’s history, HAKS provided construc-
tion coordination and management services for the Cross-Bronx
Expressway/Bruckner Expressway interchange renewal project. This
$204 million project consisted of extensive bridge and viaduct rehabili-
tation work, which included reconstructing 14 ramps and bridge struc-
tures, paving and resurfacing roadways, and installing an intelligent
transportation system (ITS) to improve traffic flow.
Because this roadway serves as a gateway between the northern part
of Queens, Bronx County and Connecticut, it was important that tempo-
rary thoroughfares be constructed to accommodate existing traffic.
Crews built a 1,000-foot-long steel structure, which stood about 50 feet
above the ground, to serve as a temporary roadway connection for »HAKS was construction manager
on the reconstruction of Croton
approximately six months. In addition, an incentive/disincentive pro- Falls Dam in Putnam County, N.Y.
gram for the contractors as well as a good partnership between the con-
struction teams allowed the project to run smoothly.
“Through the collaborative effort as well as implementing an incen- The $5.3 billion project will entail almost 750 miles of roadway
tive/disincentive program, our crews were able combine several stages throughout the country. “Through the quality of our work, HAKS has
of the project,” Sander says. “Though it was probably one of the largest been able to expand into other markets,” Sander says. “We couldn’t get
projects in New York, we were able to deliver the project one year ahead projects like these without building up a good reputation.”
of schedule.”

Still Going Strong

Since then, Sander says HAKS has grown from its initial expertise of con-
struction management into a full-service firm.
In 2013, the firm completed resident engineering inspection services
for the Staten Island Ferry Terminal Ramps. This $191 million project
included rebuilding and updating the capacity of existing structures,
roadways and facilities for the NYDOT. To ensure quality construction –
as well as schedule and budget adherence – HAKS teams worked closely
with the client, the design/builder and facilities management to make
sure terminal operations, traffic flow and revenue collection flowed
smoothly throughout the construction process.
Completed in December 2012, the project received the 2013 ASCE
Design-Build Project of the Year Award for the metropolitan New York
region based on its innovation and complexity.
HAKS recently won a contract to perform special and progress inspec-
tions for a new Memorial Sloan Kettering Cancer Ambulatory Surgery
facility. On this project, some of the firm’s responsibilities will include
inspecting the soil/site preparation; wall panels, curtain walls and
veneers; and excavation, sheeting, shoring and bracing. In addition, 30
other special inspections will be performed. The project is slated to
achieve LEED Gold certification.
The company is also branching out internationally. HAKS is providing
safety-consulting services during the construction of 18 highway proj-
ects by the National Highway Authority of India (NHAI). “India has
embarked on a massive highway project,” Sander says. “[HAKS] teams
will be auditing the project highway’s safety as well as evaluating con-
struction zone safety, providing highway safety design and safety
improvement recommendations.”

135
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Growing Demand
Civil | JOHN T. JONES CONSTRUCTION
JOHN T. JONES CONSTRUCTION IS HELPING DICKINSON, N.D., MEET ITS GROWING NEEDS. BY JAMIE MORGAN
A
n industry boom does not come
without its challenges. For the city
of Dickinson, N.D., the last few years
have seen an impressive influx of
companies and residents to the city. The emer-
gence of shale oil and gas along with new tech-
nology that allows energy producers to efficient-
ly extract those resources has resulted in a city
that is bursting at its seams. Whether it’s hous-
ing or commercial buildings, it seems the city
can’t build fast enough. It’s a good problem to
have, but a problem nonetheless – especially
when it comes to public infrastructure.
According to the Bismarck Tribune,
Dickinson’s population in 2010 stood at
17,700. Today, the city’s estimate is 23,000 resi-
dents with more growth on the horizon. With
the increased population, the city is working
on infrastructure to keep up with demand
and improve quality of life. One of those proj-
»John T. Jones is putting 7,400
yards of concrete into this waste-
water treatment plant project.
136
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
ects is the new Dickinson Wastewater
Reclamation Treatment Plant, which is
designed to handle wastewater flows of 3.65
million gallons per day. The city says the
plant will accommodate a projected popula-
tion growth of 35,000 people and is designed
for possible expansion to accommodate a
population of up to 68,000 people.
The general contractor for the $29 million
project, John T. Jones Construction, broke
ground on the project August 2012 and it has
an estimated initial startup date of 2014 with
full operation in October 2014.
“This is a brand-new wastewater treatment
facility for the city of Dickinson and it’s allow-
ing the city to keep up with the high
demand,” explains Project Manager Mike
Troje. “The city is a hub of the oil boom in
North Dakota right now. The city of Dickinson
is where all the major oil companies are
John T. Jones Construction –
Wastewater Reclamation
Treatment Plant
www.jtjconst.com
• Project cost: $29.9 million
• Project location: Dickinson, N.D.
“We know what we’re getting
into and we know how to
handle jobs in this area.”
–Mike Troje, project manager
building their corporate headquarters and
where they plan to maintain facilities after
the wells are drilled so it’s seen substantial
growth in the last couple of years.”
In With the New
The city is taking the opportunity to do away with old technology and
outdated solutions. Dickinson currently manages its wastewater in 200
acres of lagoon holding cells on the south side of the city’s outskirts. The
new plant will consist of 10 facilities and related infrastructure, such as
holding tanks and piping, to process its wastewater.
‘The city of Dickinson
is where all the major
oil companies are
building their corporate
headquarters.’
“Right now we are 70 to 80 percent complete with concrete founda-
tions on all structures,” Troje explains. “In the next couple of weeks
we’ll be able to set precast on all of the buildings and then we’ll shift
gears and go into the mechanical side and interior work.
“The interior includes thing such as electrical, HVAC, setting equip-
ment such as the pumps and the aeration equipment. Then in the
next couple of weeks we’ll begin construction on two 120-foot-diame-
ter biosolids holding tanks.”
The city plans to treat the wastewater so that it can be safely dis-
charged into the nearby Heart River, used for irrigation, or sold for
industrial uses, such as water used for oil well drilling and development.
The biosolids will be treated and used on city-owned farm land.
Constructing this plant will help the city accommodate current needs
and expected growth. Troje says the city has grown so fast that even sim-
ple things such as housing have become an issue.
Short Supply
“The toughest thing on constructing a project of this size is housing,”
Troje says. “With all of the oil activity going on and the oil workers in
town, you either can’t find hotels or they are $300 to $400 a night. So we
built living quarters on site for our crews. Our guys live right on site.”
Another issue is finding materials. Troje explains that as crucial as the
project is, this new wastewater treatment plant isn’t the only ongoing
project in town. Far from it, in fact. Every day there’s housing, roads and
other developments popping up around the city in addition to the oil
wells being built. If contractors are lax on their planning and schedul-
ing, they could find themselves short on materials and supply.
“We have 7,400 yards of concrete going into this job and if you don’t
plan your pours two weeks out with the concrete supplier in town, you
won’t be able to get your supply,” Troje explains. “By that time they’ll
be too busy with other customers or working on the oil wells and
streets. It’s very hectic.
“But with us being from the region and the fact that we have been
dealing with this since 2007 when the boom kicked off, we know what
we’re getting into and we know how to handle jobs in this area.”
137
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 World-Class Work
Civil | LOUIS ARMSTRONG NEW ORLEANS INTERNATIONAL AIRPORT
NEW ORLEANS INTERNATIONAL AIRPORT PLANS TO BUILD A NEW TERMINAL. BY ALAN DORICH
A
s the gateway to one of the United
States’ most unique cities, the Louis
Armstrong New Orleans
International Airport (MSY) has to
make sure it stays state-of-the-art. This goal
has been the focus of two of its most recent
projects, Iftikar Ahmad says.
Ahmad, the director of aviation for the New
Orleans Aviation Board, says MSY recently fin-
ished a renovation budgeted at more than
$300 million and will soon start the construc-
tion of a new terminal. Both, he notes, will
ensure the airport has “world-class operations.”
MSY, which is located in Kenner, La., origi-
nally opened in 1946 and took its current
name in 2001, in honor of the native-born
musician’s 100th birthday. Today, the 1.2-mil-
lion-square-foot airport serves 17,000 passen-
gers daily. “It has 81 percent of all [airport trav-
el] in Louisiana,” Ahmad states.
»The airport’s renovation project focused on updating the concourses and terminal, as well as expanding the lobby.
138
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Louis Armstrong New Orleans
International Airport
www.flymsy.com
• Annual revenues: $106.3 million
• Location: Kenner, La.
• Employees: 5,000
“[MSY] has 81 percent of all
[airport travel] in Louisiana.”
–Iftikar Ahmad, director of aviation
Up to Higher Standards
Both projects, Ahmad notes, were in response
to local efforts to privatize the airport, or
move it to another location. Ultimately, “The
community decided not to [do either],”
Ahmad recalls. “Once those two things were
gone, we were free to renovate it and start
planning its future.”
The renovation project, he notes, focused on
bringing the existing facility to a higher stan-
dard by updating the concourses and terminal,
and expanding the lobby. “We did a lot of inte-
rior work that basically upgraded the floors,
ceilings, column covers and carpets,” he says.
The airport also worked on the two-mile long
access road to its terminal. As a result of two
grants, one from the federal government and
the other from the state, the airport was able to
work with the other jurisdiction to overlay and
restripe the existing road. The newly finished
project has provided for excellent landscaping
complete with long rows of rose bushes,
arborvitae, oleanders and other seasonal plants.
Additionally, MSY’s contractors expanded 37
food, beverage and restaurant locations,
 The airport upgraded its«
floors, ceilings, column
covers and carpets.

»MSY believes the new terminal

will help it cope with crowds
and bring in more business.

Ahmad says. In the end, the project “was done and completed by Super
Bowl 2013,” he recalls.
Savings and Profits
Before starting the renovations, MSY openly bid its contracts with con-
tractors for the first time. “That increased our revenues,” Ahmad says.
For instance, the airport saved money with its janitorial contract,
which used to be worth $4.2 million. “We openly bid and it went to $2.5
million a year,” he recalls.
Additionally, MSY lowered the cost in its security contract. “It went
from $22 an hour to $12 an hour for security guards,” Ahmad says.
He adds that the renovations also have led to more sales in its restau-
rants and gift shops. “Those revenues are up by 35 percent after the work
that we did,” he says.
“It has a unique culture and set of traditions that attracts people from
around the world.”
He is also proud of MSY’s staff of 5,000 people. “They have created
transparency of our operation,” Ahmad says. “They have cut costs and
gotten airport financials going in the right direction.”
He predicts the city will grow robustly. ”The quality of life in this city is
getting better every year,” he says. “In this dynamics of positive improve-
ments, the airport will be playing its assigned role of the leading economic
engine. We will not only do that by providing the city with a world-class
airport, but because we will get the financials right by cutting costs to the
airlines. Thus we will see more connectivity to the rest of the world.”

Excited for Expansion

MSY’s new terminal, Ahmad says, is a green field construction project that
will cover 648,000 square feet when finished. “People are excited about it
and so are we,” he says, noting that it will make the airport more efficient.
He cited many reasons for why New Orleans decided to build a new
terminal. Currently, MSY’s concourses are not connected, and each one
has its own security checkpoint, which limits how far one can walk
through the airport. “Transfer business cannot take place, because once
you go through security, you can only [enter one] concourse,” he says.
But with the new terminal, MSY will build a consolidated security
checkpoint that allows them to access all concourses, Ahmad says.
Additionally, the new terminal will help the airport cope with crowds.
For example, “When a convention of 25,000 people breaks, everybody
storms the airport,” he says. “How you mitigate that is to have a consoli-
dated checkpoint [with] 20 lanes in one place.”
Additionally, the terminal will allow MSY to get a larger share of the
airline business and plan for the future. “It’s going to have expansion
capabilities to go to 60 or more gates,” he says.
Multiple architects are at work on the terminal’s design, and construc-
tion will start next year. “It is going to be finished by the 300th anniver-
sary of New Orleans, which is in May 2018,” he predicts.

The Leading Engine

Ahmad joined the airport three-and-a-half years ago and credits MSY’s
success to the city of New Orleans.
“There’s no other city in the United States like New Orleans,” he says.

139
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Success SEC is seeing demand grow «
for its services on landfill
reclamation projects.

as Landfill
Civil | SOUTHEAST ENVIRONMENTAL CONTRACTING INC.

Specialists
SOUTHEAST ENVIRONMENTAL
BRINGS DECADES OF EXPERIENCE
TO ITS PROJECTS. BY JIM HARRIS

S
outheast Environmental Contracting
(SEC) Inc. seldom has to worry about
finding work, even during difficult
economic times. Unlike other contrac-
tors serving cyclical sectors such as residential
or commercial construction, the demand for
the type of projects SEC specializes in generally
remains constant.
“The waste business is not really economy-
driven, because waste is being produced no
matter what,” says Earl Holmes, president of
the Hariha, Ga.-based company. “Although the
waste streams are down a little bit, there’s still a
need for landfills and landfill closures.”
SEC specializes in excavating and complet-
ing landfills on behalf of private waste man-
agement companies as well as county and
municipal clients. The company is licensed in
Alabama, Florida, Georgia, North Carolina and
South Carolina.
SEC’s capabilities include earthmoving, lin-
ing and closing landfills, and installing piping Southeast Environmental
systems used to collect methane gas that is Contracting Inc.
later burned off. The company welds the HDPE www.southeastenvironmental.com Running Smoothly
pipe used in these systems in-house with a • Revenue: $14 million Although the landfill construction business
machine that uses a butt fusion process to itself has not slowed down in recent years,
melt the ends of the pipe segments to join
• Headquarters: Hariha, Ga. Southeast Environmental is seeing more com-
them together, Holmes notes.
• Employees: 70 petition for available work from contractors
Recent years have also seen the company • Specialty: Landfill construction looking to enter new markets. “We’re now bid-
perform a growing number of landfill reclama- “You can’t be successful if ding against more people than we used to,”
tion projects, which involves digging up a closed your equipment is always Holmes says. “We’ve still stayed busy, but we’ve
landfill, screening it for metal, soil and other breaking down.” –Earl Holmes, president had to lower our margins somewhat.”
aggregates that can re-used, and re-closing it. One of the company’s biggest competitive
“Our jobs are all different; some of them advantages is its equipment fleet, which
involved a half-million cubic yards of excava- includes dozers, excavators and off-road trucks.
tion, and others involve zero excavation,” jobs, but they take care of that without any SEC owns or leases 40 pieces of equipment that
Holmes adds. problems.” it can deploy to up to four work sites simultane-
The company is assisted in its lining instal- SEC’s current projects include creating a new ously. All equipment is less than three years old
lation efforts by Fort Myers, Fla.-based con- landfill site at the Twin Chimneys Landfill in and on manufacturers’ warranties, allowing the
tractor National Lining Systems. “They’ve Greenville County, S.C. The company is excavat- company to save on maintenance costs and
been great to work with,” Holmes says. ing and crushing rock on site to create a new keeps downtime to a minimum.
“Before they started, lining installation was landfill on the 1,155-acre site, which already “The most important thing in construction is
one of the biggest challenges we had on our includes seven household waste disposal areas. that when you have good weather, you always

140
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
»SEC is creating a new landfill
in Greenville County, S.C.,
on a 1,155-acre site.
need to keep your machines running,” Holmes adds. “You can’t be suc-
cessful if your equipment is always breaking down.”
A Strong Team
A team of four project managers oversee SEC’s projects. “They stay with
the projects on site daily. We’re a mobile company, and don’t have a lot
of layers of people, so our clients know we take care of everything,”
Holmes says. “We don’t let anything get away from us, and keep a close
eye on everything.” Each project manager travels to projects with a core
group of full-time employees. Local workers are also hired and trained.
SEC installs piping systems
used to collect methane
«
that is burned off.
One project element constantly monitored by SEC’s project managers
is safety. The company has reported only one minor lost-time accident
since it was founded in 1996.
Many of the company’s project managers and other employees have
worked for Holmes before SEC itself was formed. SEC is Holmes’ second
company, as he sold a similar company he founded in 1988. He credits
this longevity to treating all employees “like family.”
Several SEC employees actually are members of Holmes’ family – his
daughter, sons, brother, nephews and other relatives are all involved in
some capacity, he adds.
141
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Civil | SOUTHEAST ROAD BUILDERS

«
Southeast Road Builders is updating
Alaska’s Forest Highway 43 as part
of a statewide improvement plan.

142
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Smooth Travels
SOUTHEAST ROAD BUILDERS HELPS IMPROVE TRAVEL FOR COMMUTERS IN ALASKA.

R
eliable surface transportation routes in Driving Alaska
Alaska are the lifelines for economic Southeast Road Builders STIP is a blueprint for federally funded surface
progress and local mobility – whether • Headquarters: Haines, Alaska transportation projects and programs to be com-
it is getting to and from work, hauling pleted over a four-year span, beginning in 2012.
freight and commodities, meeting planes or
• Project: Forest Highway 43 To create this plan, the DOT consulted with
ferries, or having a night out on the town.
• Specialty: Road building municipalities, municipal organizations, Alaska
Southeast Road Builders owner Roger Native tribes, the general public, advocacy groups
Schnabel has been building roads in Alaska for and other state and federal agencies. Any project
more than 40 years. Schnabel’s work focuses on in the STIP must be consistent with and imple-
improving or building roads for commuters, ment the policies of Let’s Get Moving 2030, the
but he also takes time to assist his family’s min- Statewide Long Range Transportation Policy Plan.
ing company, Big Nugget Mine, gain access to DOT Commissioner Marc Luiken said in a
remote areas with new roads when needed. On letter to the residents of Alaska that STIP
season two of the Discovery Channel’s Gold Rush should be looked at as more of an investment
show, Schnabel assisted his son, Parker, in build- guide. “The improvements that we construct
ing an access road on Smith Creek Hill so Parker could continue gold today and plan for tomorrow must be managed as assets and preserved
exploration in that location. for future generations,” he added. “We must become as skilled at opti-
For the past year, the Haines, Alaska-based company has been work- mizing the lifecycle costs and performance of our transportation assets
ing to update and improve Forest Highway 43 – locally known as the as we have traditionally been at engineering and building them.”
Prince of Wales Road – as part of a statewide surface transportation
improvement plan. Forest Highway 43 is located on Prince of Wales
Island in southwest Alaska and stretches from the Coffman Cove junc-
tion to the Sarkar Lake Bridge.
The 12.5-mile road will be realigned and upgraded by Southeast Road
Builders to a two-lane, 24-foot wide paved road that meets current safety
standards, according to the United States Forest Service. The company
will excavate, lay the pavement, place guardrails and improve drainage.
The typical depth of the road pavement is three inches underlain by
six inches of aggregate base and fifteen inches of aggregate sub-base,
according to FedBizOpps.gov.
Construction on the highway is expected to be completed by
September 2014. The total estimated cost of the project is $47 million,
according to the Alaska DOT.

Preserving Infrastructure
Forest Highway 43 upgrades are being funded by the Alaska DOT and
administered by the United States Forest Service. At the completion of
the project, the road will be transferred to the state of Alaska for future
maintenance and administration, according to the Forest Service.
Southeast Road Builders’ work on Forest Highway 43 is part of the
Alaska DOT’s Statewide Transportation Improvement Plan (STIP). The
surface transportation program is focused on interstate, state and local
highways; bridges; ferries and public transportation.
Upgrades and improvements to Highway 43 are expected to increase
transportation opportunities for rural communities and access to forest
resources. The state of Alaska’s surface transportation improvements will
not only support economic development but also allow opportunities to
link resource-rich areas to the state’s highway, port and rail system,
according to STIP.

143
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Industrial By Deborah Cazan

WHEN NOT TO PRESS

‘DELETE’ B reach of contract and negligent construction claims do not typi-
cally focus on one single, isolated event. Claims for delay, accel-
eration, interference, defective construction, defective design
and scope changes, for example, involve fact patterns that
develop over the course of months and possibly even years.
Consequently, parties involved in construction litigation cases tend to
rely heavily on project documentation to tell their story.
In the event your company is involved in litigation, it is going to have
to turn over potentially relevant documents to the opposing party. If
those documents no longer exist as a result of your company’s failure to
comply with legal obligations to preserve documents, a court can
impose harsh sanctions including the dismissal of claims, adverse jury
instructions and the award of monetary sums to opposing parties. In-
house and outside counsel can even be referred to state bar associations
for disciplinary actions.
Before your company becomes involved in contentious litigation,
how can you plan ahead to avoid court sanctions? First, you should
ensure that your company actually has a policy for managing records
and that the policy is enforced. Ad hoc destruction of documents is diffi-
cult to defend. A reasonable records management policy does not
require the retention of all information. Instead, the policy should be tai-
lored to fit your company’s particular needs and also ensure compliance
with applicable laws and regulations (IRS, SEC, EEOC, EPA, FTC, privacy
laws, etc.). Once those requirements are met, systematic deletion of elec-
tronic information is not only acceptable, but also expected.

Complying with Legal Hold Notices

Systematic deletion of electronic information must, however, be
immediately suspended as soon as your company reasonably antici-
pates litigation. The instruction to suspend the regular destruction of
records and to preserve potentially relevant information should
come in the form of a legal hold notice, which is often issued by in-
house or outside counsel. The content and format of a legal hold
notice can vary, but legal hold notices characteristically contain the
following information:
• Background summary of the lawsuit to give recipients an under-
standing about the subject matter of the legal hold;
• Definition of “documents” that need to be preserved (i.e., emails,
programs, software, back-up tapes, databases, PowerPoints, etc.);
• Direction to suspend standard document destruction and to search
for and preserve documents related to the subject matter (i.e., do not
alter, edit, change, erase, delete, throw away, shred or otherwise
change documents);
• Whom to contact with questions or for information; and
• Acknowledgement of receipt of legal hold notice.

144
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 IN THIS SECTION
The legal hold notice should be sent to all potential custodians and
Plumrose USA
also IT employees in charge of implementing your company’s document g p.146
management policy. Once the legal hold notice has been issued, it is Plumrose USA recently
incumbent upon counsel to oversee compliance with the legal hold and
to take reasonable steps to see that sources of potentially relevant infor-
invested in a new facility
mation are located. to improve its operations.
Companies should also consider whether to instruct their consultants
to suspend the regular deletion of documents and to preserve potential-
ly relevant information. The idea that your company can be responsible
for another company’s failure to preserve its own documents may seem Evans General
surprising and counterintuitive; however, some courts have found that, Contractors g p.156
where a consultant acts as an agent of a company, a company may be
Evans has found a niche
held liable for the consultant’s failure to preserve evidence, even if the
company itself is not at fault. In the construction context, this scenario building facilities for man-
may arise where, for example, an owner or construction manager hires ufacturing companies.
an accountant to audit a contractor’s records under a cost-plus contract.

Ensure your company Company Profiles

146 Plumrose USA
actually has a policy for 150 Great Basin Industrial
153 Liberty Property Trust – Miami
managing records. International Tradeport
156 Evans General Contractors

In many cases, audit provisions of contracts will only be enforced

when there is a potential dispute over costs. So, if an owner or construc-
tion manager is at the stage of auditing a contractor’s costs, one could
argue that litigation may be reasonably anticipated.
To then determine whether a company is responsible for the preser-
vation of the auditor’s records, a court will look at whether the company
had either legal or practical control over the auditor’s records. Legal con-
trol over records might be dictated by the parties’ contract, for example.
Practical control is more subjective. A court might look at whether the
company and the auditor had an ongoing relationship such that the
auditor would have complied with a request by the company to pre-
serve its documents if the company had simply asked. If the court finds
that the company had legal or practical control over the auditor’s
records, then the court will charge the company with the duty to ensure
that the auditor’s records were adequately preserved.
Know Your Obligations
If your company fails to preserve documents as required, is all hope
lost? Not necessarily. Whether a court imposes sanctions depends on
several things. First, a court will try to determine why documents were
destroyed – was it an oversight, was it purposeful, or was it somewhere
in between. In this regard, a court will look at things like your compa-
ny’s official document management policy; whether standard docu-
ment destruction was suspended as soon as litigation was reasonably
anticipated; whether your company issued a legal hold notice; and
whether efforts were made to collect documents from key players.
In some jurisdictions, simply failing to issue a legal hold notice when
litigation is reasonably anticipated is enough to warrant sanctions if rel-
evant evidence was destroyed. However, not all
jurisdictions apply such bright line rules.
If the court decides that your company did
not comply with the rules regarding the
preservation of information, it will then try to
determine whether relevant evidence actually
existed, whether it was destroyed, and whether
the complaining party was negatively affected
by the destruction of documents. If the
answers to all of these questions are yes, then a
court may impose some level of sanctions
against the aggrieving party.
Even if the court ultimately decides that
sanctions are not appropriate, defending
against claims that your company destroyed
evidence can be extraordinarily expensive. The
best way to try and avoid this is to plan ahead
and know your legal obligations with respect
to the preservation of information.
Deborah Cazan is an experienced construction attorney and dedicated business coun-
selor with Alston + Bird, LLP, based in Atlanta, Ga. She focuses her practice on advising
clients across a multitude of construction and government contracting matters, includ-
ing pre- and post-award bid protests, state and federal procurement regulations, nego-
tiations of government contracts, and grant application and award compliance.

145
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Keeping Growth Going
Industrial | PLUMROSE USA

PLUMROSE’S NEW FACILITY WILL KEEP IT A LEADER IN THE MEAT INDUSTRY. BY ALAN DORICH

»Plumrose invested more than $80

million in a new 125,00-square-foot
state-of-the-art facility.

146
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
A
fter more than 75 years, it would
be easy for Plumrose USA to take a
break from advancing its opera-
tions. But the premium meats
company has no intention of letting its quality
lapse, CEO David Schanzer says.
“We are the leading producer of private-
branded sliced lunch meats in the country,” he
says. “We value our customers’ brands as much
as we value our own. You won’t find that [com-
mitment] anywhere else.”
Based in Downers Grove, Ill., Plumrose’s
product line includes bacon, packaged deli
meats, cooked ribs and canned hams. The
company is a subsidiary of Danish Crown, a
Denmark-based international food producer.
“Danish Crown is a cooperative of over
10,000 pig farmers,” Schanzer says, noting that
Plumrose has changed hands of ownership
throughout its history. “We’ve been in this
[incarnation] for the past 18 years.”
Plumrose’s clients include prominent
retailers such as Walmart, Kroger and
Safeway. “For the most part, [we provide] pri-
vate-label and branded products,” he says,
noting that 90 percent of the company’s busi-
ness is for the retail market.
Working Fast
Plumrose recently invested more than $80
million in a new, state-of-the-art facility that
will help maintain its status as a leader,
Schanzer says. Located in Council Bluffs, Iowa,
the facility spans 125,000 square feet.
Plumrose conceived the idea of the facility
three years ago and started construction in
December 2012. “We were literally up and run-
ning in less than a year,” Schanzer says, noting
that ONEsource Facility Solutions helped with
the design and production of the facility. “It’s
one of the fastest and most efficient start-ups
anyone has ever seen.”
But this did not mean the facility was per-
fect. “We’re making improvements every
week,” Schanzer admits. “It’s coming along
very well.” Some of the improvements have
included training for the use of new technol-
ogy and equipment, improved scheduling,
and continued improvement in the daily
execution of tasks.
Plumrose had needed the new facility for
a very long time, he adds.
“We were working seven days a week in
our other facilities,” Schanzer recalls, noting
that Plumrose has four other manufacturing
facilities. “It was the right thing to do to keep
[our] growth going.”
Top Technology
Plumrose’s new building significantly removes
“the human element” from much of its opera-
tions, Schanzer says. “It’s a very automated
facility,” he says, noting that this was done for
worker safety and improved performance.
The facility features auto peelers, loaders,
slicers and robotics “that put the products into
Plumrose USA
www.plumroseusa.com
• Project budget: $80 million+
• Location: Council Bluffs, Iowa
• Project scope: A 125,000-
square-foot manufacturing facility
“We value our customers’
brands as much as we value
our own.” -David Schanzer, CEO
147
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM

Industrial | PLUMROSE USA
the packages,” he says. “It’s not touched by human hands until the con-
sumer takes it out of the package.”
The facility is also LEED certified, with efficiency devices that allow it
to use 50 percent less water and 40 percent less electricity than
Plumrose’s other locations. Additionally, “The discharge out of the facili-
ty is miniscule versus any other facility of this size,” he says.
148
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Plumrose says its quality stems from«
the fact that it values customers’
brands as much as its own.
Delivering Quality
Plumrose’s success is largely due to the quality of its products, which
are produced with “old world” recipes in combination with leading
edge technology.
Its parent company’s methods include curing Plumrose’s hams for 48
hours, versus competitors which typically cure for 10 to 15 hours.
“Slow curing improves the appearance and taste of the sliced ham,”
Schanzer says.
Plumrose also makes bacon “the old fashioned way,” with hardwood
smoked processes and an old-fashioned brown sugar cure, Schanzer
says. “Whether it’s hickory smoked or apple wood smoked, they all
deliver on taste,” he says.
On each of its packages, Plumrose includes an 800-number for cus-
tomers to call and make comments. Usually, “We get more compliments
than complaints,” he says, noting that consumers often praise the com-
pany’s ribs, lunch meat and bacon.
Avenues of Success
A longtime veteran of the food industry, Schanzer’s previous experience
includes Kraft Foods, Global Fresh Goods, ConAgra Foods Inc. and Fresh
Express. He joined Plumrose in 2009.
He praises the company’s management team, including COO Mike
Rozzano, CFO Terry Woods, Senior Vice President Sales Dave Forte and
Senior Vice President Dave Jones. “I worked with [Woods] back at
ConAgra,” Schanzer says. “He has really done a good job putting disci-
plined procedures in place.”
Schanzer also praises the work of its supplier, Friesen’s Inc., which
serves the food processing, packaging and manufacturing industries.
“They make excellent equipment and provide very good customer serv-
ice,” he says. “[Friesen’s is] one of the top vendors we deal with.”
Plumrose has enjoyed organic growth recently, Schanzer says. “That
will continue to occur,” he says, noting that it is also looking at acquiring
other firms, if they would fit well with Plumrose.
“Organic growth is most likely our best avenue for success,” he says,
explaining it involves investing in people and in the best equipment to
deliver the best products. “That’s critical for us to be successful.”
 Great Basin Nation
Industrial | GREAT BASIN NATION
DEDICATED TO QUALITY AND SAFETY, GREAT BASIN INDUSTRIAL CONTINUES TO GROW. BY STACI DAVIDSON
B
usinesses are born when entrepre-
neurs see something missing in a
market – primarily a product or serv-
ice – and businesses then tend to
succeed when they supply that desired product
or service. Great Basin Industrial (GBI) was
founded in 2006 when two industrial construc-
tion veterans, Scott Kent and Jeff Murray, recog-
nized customer demand for contractors with a
strong work ethic providing high-quality plate
steel construction services. The market has
responded very well, and the business has
grown more than 50 percent each year.
“The company was started by two industry
»GBI provides new construction of
tanks and steel-plate structures, but
also has a large maintenance business.
150
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
veterans with 20-plus years of experience in
industrial welding and construction,” CFO J.D.
Oldham explains.
“They were top-tier superintendents with
a vision and dedication to doing things the
right way. Since then they have added more
key managers, employees, service capabili-
ties and ultimately more customers.”
Based in Utah, GBI provides new con-
struction as well as repairs and maintenance
in the United States and Canada for industri-
al tanks, vessels, towers and other steel-plate
structures. The company is dedicated to
working closely with clients, engineers and
Great Basin Nation
www.greatbasinindustrial.com
• Headquarters: Kaysville, Utah
• Employees: 250
• Specialty: Industrial tanks and steel
plate structures
“Our safety and quality are the
best – these are key values our
owners stand for and the
foundation of our success.”
–J.D. Oldham, CFO

Industrial | GREAT BASIN NATION
general contractors to provide turnkey servic-
es such as engineering, fabrication, field erec-
tion, piping, refractory, painting, mainte-
nance, repairs and alterations.
The company wrapped up its work at Rio
Tinto’s Kennecott copper mine earlier this year
– which Oldham says was a “a major project”
for GBI – and it is currently working on a
“major development” for an oil terminal in
Canada. Oldham also notes that GBI serves
many of the leaders of the petrochemical, min-
ing and power industries and maintains strong
relationships with most major engineering
firms and general contractors.
‘We are a
turnkey, one-
stop shop for
everything our
customers
need for tanks
and more.’
152
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
“We started out with a single customer and
one crew. Now we are seeing projects in the
tens of millions of dollars,” he says. “Although
relatively young as a company, the deep indus-
try experience of our owners, managers and
crews have helped us quickly win and retain
leading customers and projects. At first, it was
the credibility and reputation of our two origi-
nal founders that got us work. But now we have
our own company track record and even more
expertise. Our full-time QA/QC director is a
welding engineer with 35 years of experience,
our safety director is a lifetime specialist, and
our work is certified by the AWWA, API, ASME,
CWB and National Pressure Vessel Board.”
Passing the X-ray Test
The expertise of GBI’s craftsmen allows it to
work with carbon steel, stainless steel, high-
nickel alloys and other “exotics”. Oldham notes
that the company also is unique in that it has
expertise with elevated structures, and it works
on more than just the tank itself, having also
completed associated foundation, piping, paint
and brick lining work.
“We have deep roots as a steel plate fabri-
cator and field erector,” Oldham says. “Our
projects include tanks, clarifiers, scrubbers,
thickeners, precipitators, stacks and ducting.
«
GBI says the deep experience of its owners,
managers and crews help it win and retain
leading customers and projects.
“We are expanding to increase our fabrica-
tion and field warehouse space by more than
50,000 square feet on 32 acres. We are a
turnkey, one-stop shop for everything our
customers need for tanks and more. We also
have a large repair and maintenance service
division within our company which repre-
sents 20 to 30 percent of our sales.”
He notes that GBI continues to focus on the
mining and petrochemical markets; “those are
our bread and butter,” he says, “and all of GBI’s
crews are trained to work in these industrial
environments.” GBI also sees potential in coal-
fired power plants once the uncertainties sur-
rounding the implementation of emissions reg-
ulations are finalized. Oldham says the compa-
ny continues to grow 50 percent each year, and
he attributes that to the work ethic of GBI’s peo-
ple and their dedication to safety and quality.
“Our top-notch people simply deliver supe-
rior products and services,” he says. “GBI’s
expert welders generate x-ray pass rates that
track well above the national average. Their
work stands on its own and keeps the cus-
tomers coming back. In addition to the new
customers we win each year, more than 65 per-
cent of our business comes from repeat cus-
tomers. We expect that trend to continue fuel-
ing our future growth and success.”
Industrial Strength
THE MIAMI INTERNATIONAL TRADEPORT WILL BE A POSITIVE CONTRIBUTION TO THE LOCAL MARKET.
»The Miami International Tradeport will
include nine warehouse/industrial buildings
totaling 1.6 million square feet.
A
125-acre former concrete tailing
disposal pit in Miami-Dade
County that was once considered
to be too difficult to redevelop is
beginning a major transformation. The first
phase of the Miami International Tradeport, a
$135 million, nine-building warehouse and
distribution development on the site, is antici-
pated to open its doors before the end of 2013.
Contractor Butters Construction and
Development broke ground in early 2012 on
the 147,840-square-foot warehouse facility.
The LEED-certified building will feature
impact glass that will allow natural lighting
throughout the facility as well as be equipped
with T-5 lighting. The facility also includes a
truck court with trailer storage. RLC Architects
designed the facility, and the engineer is
Ludovici and Orange.
Future warehouse buildings totaling 1.6
million square feet are anticipated for con-
struction during the next seven years. The
Tradeport is anticipated to create 4,000 con-
struction jobs and 2,000 full-time jobs after its
completion, according to the contractor.
A Prime Opportunity
Butters Construction and Development, in
conjunction with development and manage-
ment company Liberty Property Trust, pur-
chased the site from concrete company
Tarmac America for $17.25 million in 2011.
At the time of purchase, more than half of the
property consisted of a filled-in borrow pit
with concrete tailings, a condition that made it
too daunting of a prospect for other develop-
ers. “Our team saw opportunity where others
saw problems,” Butters says.
Butters and Liberty Property Trust felt that
the property, the largest available industrial
site in the county, could prove to be a good
investment. “This site was clearly one of the
last large land tracts available in western
Miami-Dade County for industrial develop-
ment and will enable us to attract large users,”
the company adds. “There is currently no space
Industrial | LIBERTY PROPERTY TRUST
Liberty Property Trust –
Miami International Tradeport
www.libertyproperty.com
• Project cost: $135 million
• Location: Miami
• Scope of work: Industrial
park construction
“Our team saw opportunity
where others saw problems.”
–Butters Construction
available to industrial users seeking more than
500,000 square feet.”
Re-zoning, entitlement and master plan-
ning on the site began shortly after acquisition.
Nearly $1 million was invested in plans, stud-
ies and professional services, the development
team says.
The site of the warehouse facility has a prime
location near Miami International Airport, as
well as Port Miami, Fort Lauderdale
International Airport and Port Everglades.
153
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Industrial | LIBERTY PROPERTY TRUST

“Miami is quickly becoming one of the top industrial gateways in the

United States and is considered, along with Southern California, as one of
the uber-core markets, where all institutional real estate owners want to
have a presence,” Butters Construction explains.
“During the past year, vacancy rates in the county’s industrially rich
areas west of Miami International Airport have steadily fallen and rents
have risen, driven by robust cargo operations at MIA and expansion of
the Panama Canal that will soon carry super-freighters into PortMiami.”

A Real Estate Leader

Butters Construction & Development is no stranger to developing and
building large-scale projects. Since its founding in 1990, the Coconut
Creek, Fla.-based company has constructed more than 10 million square
feet of commercial space in South Florida, and currently manages and
leases 3.2 million square feet of property.
“Our experience and performance record has earned us an enviable
reputation among corporate clients, financial institutions and govern-
ment agencies,” the company says. “From manufacturing and distribu-
tion centers to offices and retail facilities, our company has emerged as a
leader in the real estate community.”
All of Butters’ projects are supervised and coordinated by in-house
personnel and performed by many of the region’s best subcontractors.
“By being our own contractor, we are able to control the timing and
quality of our jobs and reduce overall costs, resulting in the most eco-
nomical lease rates/purchase prices for our clients,” Butters adds. “We
take pride in that we are able to fast-track a project without having to
sacrifice quality or cost.”
The firm’s work has been noted with a number of awards, including a
“Creative Transaction of the Year” honor from the National Association of

154
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Ongoing improvements to PortMiami
are driving industrial development in
« Industrial and Office Properties (NAIOP) South Florida for the Miami
International Tradeport project in 2012.
the surrounding region.
Creating ‘Extraordinary Environments’
Liberty Property Trust owns and manages 2.1 million square feet of
office and industrial properties in South Florida. The company, head-
quartered in Malvern, Pa., develops, acquires, leases and manages prop-
erties “with the mission to enhance people’s lives through extraordinary
work environments,” it says.
For the company, achieving this goal means developing high-per-
formance green office and industrial buildings. “For more than 40 years,
Liberty has provided our tenants with cutting-edge real estate solutions
that are comfortable, efficient and inspiring,” the company says. “Today,
we continue that promise with more than 12 million square feet of LEED
space completed or under construction and 111 Energy Star-certified
buildings nationwide.
“We develop green office, industrial and warehouse facilities, retrofit
existing buildings and even operate our properties in an environmen-
tally sensitive way,” Liberty Property Trust adds. “We believe that high-
performance green buildings are not just good for the planet – they cre-
ate economic value for our tenants, shareholders and employees.”
Liberty’s efforts to develop and build sustainable projects have earned
it recognition from the U.S. Green Building Council, the National
Association of Industrial and Office Properties, CareNet Global and the
National Association of Industrial and Office Properties. The company
operates offices in the United States as well as in the United Kingdom,
and has a portfolio of 700 properties totaling 78 million square feet.

155
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 German Niche
Industrial | EVANS GENERAL CONTRACTORS

EVANS SERVES THE SOUTHEAST AND HELPS EUROPEAN FIRMS FIND U.S. MANUFACTURING. BY RUSS GAGER

W
»Onfouraweeks
recent distribution center project, it took Evans General Contracting four weeks to design the facility and only
of permitting. Evans managed the project’s permitting, design and construction.
hen a company decides to
establish a new facility, it needs
to know more than just what
type of building to construct –
where to locate it, finance it and whether to
lease or own are just as important. Being a full-
service general contractor means that you can
provide expertise to companies on these sub-
jects, maintains Evans General Contractors
Executive Vice President Jeff Jepson.
“We have lots of partners,” Jepson notes.
“Generally, a client will ask the contractor to
give them a price for the building, but the con-
tractor doesn’t really give the client’s leader-
ship team the information they need to make a
business decision.”
Architects can design a building, but may
not know the most cost-effective way to build
it, Jepson points out. Brokers can only find the
land, and developers can only provide financ-
ing costs. “So we have lots of different partners

156
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
we can work with, somebody who can identify Busy, Busy
sites,” he says. “We can find economic incen-
Evans General Contractors The large amount of construction activity in
tives – or refer them to people to get them www.evansgeneralcontractors.com the area where the distribution center is located
picked out – and provide leaseback analysis to • Projected 2013 revenue: $12 million is challenging. “You have to schedule manpower
lease rather than own. • Headquarters: Roswell, Ga. in advance to ensure your schedule, because if
“We focus on completely closing the gap for • Employees: 18 you’re not scheduled in advance, then the guys
all these trades between developers, contrac- • Specialty: General contracting, could be working on someone else’s projects,”
tors, architects and engineers, and ultimately design/build, construction management Bentley points out. “Getting enough concrete to
get to one price so the client can make a quick make your pours on the days that you’re schedul-
and informed decision,” he promises.
“At least one-third of our ing with the batch plants is a challenge, as well.”
“Ultimately, you have to get answers to all business is helping European Energy-efficient features of the distribution
those pertinent areas and pass it on to a client manufacturers relocate to the center include motion sensors on the lights, a
before a client can say, ‘This is a good place for U.S.” –Jeff Jepson, executive vice president white single-ply roof and five air changes daily.
me to do business.’” Fans in the roof draw fresh air into the facility
through its dock doors and remove stale air from
U.S. Expertise the lower portions of the floor through louvers and expel it. Inside air is
Jepson provides these services to European companies that are consid- circulated by 12 ceiling fans with blades 24 feet long that keep hot air
ering establishing an office or manufacturing plant in the United States. from collecting at the ceiling.
“At least one-third of our business is helping European manufacturers Evans General Contractors managed the permitting, design and con-
relocate to the United States,” Jepson estimates. “We’re building projects struction of the entire distribution center project, which was competi-
for them everywhere, from Texas to Louisiana to Kentucky, South tively bid through a site selection consultant who matched Evans with
Carolina and Alabama.” the project’s developer.
Because the European companies prefer using designers in their “We specialize in design/build,” Jepson says. “We don’t do a lot of pub-
native countries, Evans General Contractors has an office in Germany lic bid work. Generally, clients are referred to us, and once we work with
and three native German speakers in the company. them, we’ve been able to work with them over and over. We find that if
“We can submit proposals in German, and it allows much easier coor- you deliver things on time and under budget, they let you do it again
dination,” Jepson declares. “We can sit in on meetings on a regular basis and again.”
and give site-specific feedback on U.S. code during their planning. It
makes the whole process just faster for those folks. It’s been a great little
niche for us.”

Cold Case
One of Evans General Contractors’ recent projects is a 420,000-square-
foot distribution center for a manufacturer of travel cooler ice chests
whose manufacturing plant is nearby. The $15 million distribution cen-
ter with 119 dock doors was designed by Randall Paulson Architects in
Roswell, Ga., after Evans General Contractors won the bid for the
design/build project in December.
“It took us four weeks to design the facility, and then only four weeks
of permitting, which is unheard of,” Evans Project Manager Jesse Bentley
maintains. Most of the construction work is being done by approximate-
ly 18 subcontractors.
The distribution center’s conventional steel roof frame supports load-
bearing concrete exterior tilt panels. Structural steel columns have been
spaced to ensure maximum flexibility and economy in the storage of
products. The building also has been designed to be expandable to
554,000 square feet.
The exterior street façade is anchored by a 4,000-square-foot office
that is slightly stepped out from the rest of the building and features a
covered entry and storefront glass. As a branding component, a recess
was cast into the panel above the entry in the shape of the manufactur-
er’s logo. The panels in this area are patterned with reveals and paint
highlights to signify its importance.
The long shipping and receiving dock walls are accented with vertical
color bands at personnel door locations to act as a visual break to the
repetitive, horizontal nature of the building. The overall color pallet con-
sists of cool gray tones with a red dock door canopy.

157
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 With more than 3,000 national and international
clients, Thompson Pump’s products are on some
«
of the largest projects in the world.
Equipment | THOMPSON PUMP & MANUFACTURING COMPANY INC.

158
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Always Committed
THOMPSON PUMP HAS ADHERED TO HIGH STANDARDS FOR MORE THAN 40 YEARS. BY CHRIS PETERSEN
T
hompson Pump has been a stalwart
presence in the pumping equipment
industry since it was founded in 1970
by George A. Thompson and his sons,
Bill and George Jr. Over the years, the company
has developed a reputation for providing cus-
tomers with a wide line of high-quality
pumps, and President Bill Thompson says
that’s because the company has focused on
delivering the same high levels of service no
matter what type of customer it serves.
With more than 3,000 national and inter-
national clients in industries ranging from
heavy construction to mining to municipali-
ties, Thompson Pump’s products can be found
“on some of the largest and most challenging
projects in the world,” the company says.
These applications can include cleaning up
oil spills, fighting fires, building heavy con-
struction projects or controlling floods. No
matter how its pumps are put to use,
Thompson says the company strives to pro-
vide the same quality and service.
At the time the company was founded,
George A. Thompson already had extensive
experience in the pump and dewatering
industries, and soon started developing and
patenting numerous products that estab-
lished Thompson Pump’s reputation for inno-
vation. For example, the company developed
its own unique design for diaphragm pumps
that made it the market leader, and it invent-
ed the rotary wellpoint pump for dewatering
applications. Innovation continues to be one
of the company’s core values to this day,
Thompson says.
All-in-One
Thompson says evidence of the company’s
strength can be seen in the numerous mar-
kets it serves through its manufacturing and
rental divisions. Thompson Pump’s customers
include large wholesale companies, strong
regional distributors and small utility contrac-
tors. Even though the company’s customers
Thompson Pump &
Manufacturing Company Inc.
www.thompsonpump.com
• Headquarters: Port Orange, Fla.
• Employees: 280
• Specialty: Pumps, pumping
equipment, and engineering expertise
“We strive to create partnerships
with our customers every day.”
-Bill Thompson, president
159
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 are very different from each other in many
respects, Thompson says they all share certain
expectations from their pump equipment.
“They expect on-time delivery, superior
Equipment | THOMPSON PUMP & MANUFACTURING COMPANY INC.

quality and high performance,” Thompson

says. “They expect reliability, competitive pric-
ing and lots of support.”
Thompson Pump delivers those qualities
through its world-class manufacturing facili-
ties, Thompson says. The company’s main facil-
ity in Port Orange, Fla., is one of only a few
pump-manufacturing locations in the country
to obtain ISO 9001-2008 quality certification,
an accomplishment Thompson says is a source
of pride for the company.

AFS In 2009, Thompson Pump teamed-up with

AFS to ship smarter and save a truckload- and it
has. The LTL shipping budget has fallen ten percent.
Data on each shipment is captured, audited, coded,
and reported back using world-class analytics. Each
time additional savings are missed, AFS lets
Thompson Pump know about it. When it comes to
shipping any mode, AFS experts partner with
Thompson Pump to make smarter, cost-saving deci-
sions. For more information, contact AFS at
318.798.2111 (option 2), email cs@afs.net or visit
www.afs.net.

160
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 ‘[Customers] expect reliability,
competitive pricing and lots of support.’
New Ideas pumps that do not clog as much as other mod- substantial technological leaps forward because
Thompson Pump also leads in the marketplace els, more-efficient impeller designs that save on of the vast experience it has throughout its
through its devotion to new ideas. Thompson fuel consumption and Tier IV engines that meet offices and facilities.
says the company’s motto is “experience inno- new EPA requirements. Thompson says “One of the things we have going for us is our
vation,” and those are words the company lives Thompson Pump is capable of making such many, many years of experience in construction
by as it continues to push the envelope in
terms of pump technology. For example, recent
developments from the company include an
oil-less vacuum priming system, which
Thompson says the company introduced to the
industry within the last few years.
Another recent development is Thompson
Pump’s Enviroprime System® pumps, which
bring considerable advantages to customers
looking for optimal performance in sewer
bypass, emergency flood response and other
applications that require the pumping of fluids
containing solids.
The Enviroprime System® allows for dry
priming without the need for effluent and
other waste to be discharged onto the ground,
Thompson says, making these pumps much
more environmentally friendly than others on
the market.
Thompson also points to the company’s
Silent Knight® enclosures as further evidence
of its technological prowess. These sound
attenuated pumps are perfect for use in areas
where noise needs to be kept to a minimum,
such as projects near hospitals and in emer-
gency nighttime pumping applications.
Silent Knight® canopies offer additional
noise reduction over standard canopies reduc-
ing sound levels by 20 dBA while still allowing
easy access to the pump to inspect and operate.
These qualities make the enclosures the best
available on the market, Thompson says.
Other recent developments include sewage

Applied Industrial Technologies Thompson

Pump has been a great partner of Applied Industrial
Technologies for the past 25+ years. The leadership
and values that are evident when conducting busi-
ness with Thompson Pump are a direct reflection of
Bill Thompson. Applied is honored to be a business
partner with Thompson Pump and looks forward to
another 25 years. Applied Industrial Technologies is
a leading MRO industrial distributor of bearings,
power transmission products, fluid power compo-
nents, industrial rubber, tools, janitorial, safety and
general industrial products. For more information,
call 1-877-279-2799 or visit www.Applied.com.

161
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Equipment | THOMPSON PUMP & MANUFACTURING COMPANY INC.

Thompson Pump says it is well-

equipped to change along with
«
the evolving industry.

and mining, in sewage bypass, in the oil and gas industry and in remedia-
tion,” Thompson says.
He notes that the company’s staff and senior management are well-
tenured compared to the industry average, with many of its top people
bringing more than 30 years of experience to the company. “Their
knowledge quotient is very high,” Thompson says.
Although Thompson Pump’s key decision-makers have been
involved in the pump industry for decades, the company is not stuck
in the past. Thompson says a major facet of the company’s philosophy
is to “think outside the box,” and that includes working closely with its

‘We strive to create

partnerships with our
customers every day. If
they’re successful, we’ll
be successful.’
clients to develop forward-thinking solutions. Thompson adds that
Thompson Pump places a great deal of emphasis on helping its cus-
tomers solve their day-to-day problems because they feed off of each
other’s success.
“We strive to create partnerships with our customers every day,”
Thompson says. “We feel that if they’re successful, we’ll be successful.”

162
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Greater Efficiency
Thompson Pump continues to find innovative solutions to its cus-
tomers’ needs, especially in terms of fuel efficiency. Thompson notes
that keeping up with tighter diesel emission regulations has been diffi-
cult for every manufacturer, and Thompson Pump has been working
closely with engine manufacturers to ensure its pumps comply. For
example, he says, the company is introducing catalytic reduction devices
devised by engine manufacturers into more pump designs.
The company also is developing more pumps that operate on alterna-
tive fuels and hybrid engines. Thompson says the company has expand-
ed its line of pumps that run on natural gas and propane, as well as ones
that utilize hybrid engines and electric motors. With these products
being introduced to its lineup, Thompson says, Thompson Pump stands
to become one of the most energy-efficient choices for customers no
matter what their needs may be.

Shifting Landscape
The pump industry is changing as a reaction to the recession, Thompson
says, but Thompson Pump is well-equipped to change along with it.
Recently, more customers have chosen to rent equipment rather than
making significant capital expenditures. Thompson Pump has always
offered equipment rental as a segment of its services, but the industry is
trending quickly in that direction.
“It’s especially important when the customers don’t have confidence
about the economy and whether there’s going to be work for them in the
future,” Thompson says.
Up until last year, Thompson says he was pessimistic about the eco-
nomic recovery. In the last six months, however, he has witnessed
greater confidence in the private sector and more government entities
clearing up their financial constraints. That confidence has led to an
increase in activity throughout much of Thompson Pump’s customer
base, and Thompson says that activity looks primed to increase even fur-
ther in the next few years.
That recovery means more opportunities for Thompson Pump, but
Thompson is quick to point out that it doesn’t mean that customers’
expectations have changed at all, and Thompson Pump is ready to con-
tinue living up to those expectations for the foreseeable future. “Their
expectations are very high, and I see that continuing,” he says.

163
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Heavy Metal
Equipment | BLACKSTONE BUSINESS ENTERPRISES

THE LATEST TECHNOLOGY HELPS BLACKSTONE MEET CLIENTS’ METAL FABRICATING NEEDS. BY ERIC SLACK

«
Specializing in large metal
fabrication, Blackstone operates
15 manufacturing cells.

Blackstone Business Enterprises

A
full-service sheet metal and light-
www.bbei.com turing systems. It also operates miscellaneous
structural fabricator, Blackstone • Headquarters: Jamestown, N.Y. fabrication equipment including a Buffalo
Business Enterprises specializes in • Employees: 1,200 bending roll, frame straightening stations with
producing custom metal products • Specialty: Sheet metal and light- leveling plates, adjustable-height hydraulic
and components. The company occupies a structural fabrication tables, Bracker riveting machines, nibblers and a
275,000-square-foot facility in Jamestown, N.Y., “We will continue to put money line torch cutter.
that includes state-of-the-art machinery and into our operation.” “We will continue to put money into our
extensive painting and powder-coating sys- –Michael Metzger, president operation and process equipment, upgrading
tems. The company provides contract manufac- our lasers and moving toward hydraulic opera-
turing services to the electronic, medical, com- tions, going from a manual to a CNC air bending
munication, industrial, marine construction and break,” Metzger says.
transportation industries. Investments in technology extend to fully
“Most of our business is located within a 200-mile radius of our facility integrated, state-of-the-art computerized systems. At Blackstone, labor
because we specialize in large metal fabrication,” President Michael and material transactions are collected via bar code, a process that pro-
Metzger says. “Freight costs can be prohibitive beyond that range. The vides real-time data accuracy, inquiry and control.
proximity to our customers is also essential for engineering.” “Our customers provide the design specs on the part or product, and
The company works primarily in the mass transportation market, then we do the engineering so we can manufacture and process effi-
with projects such as HVAC frames for subway cars and Amtrak, and ciently,” Metzger says. “Our customers require us to meet very strict toler-
making engine cabs for GE locomotives and R.J. Corman. It also ances despite the fact that these are often large objects. They expect us to
recently finished work on a contract where it produced officer furni- provide the cosmetic quality they are looking for, as well as on-time
ture for nuclear submarines being built in Newport News, Va. delivery. These products are used in large assemblies, and because they
are part of larger assemblies, we have to perform because we can’t hold
Tools of the Trade up a locomotive because it is missing a component.”
Blackstone has a diverse service offering, including cutting, punching, Blackstone exists in a fairly small industry that doesn’t have many
forming, welding and assembly. The company operates 15 cell manufac- competitors. The company has grown its business through word of

164
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
mouth and a reputation based on past performance. To continue to
demonstrate a high quality of work, the company has instituted a new
quality program in recent years and implemented cell manufacturing.
“We have created the infrastructure to allow us to produce these large
objects,” Metzger says. “We have the cranes, support materials and man-
ufacturing environment necessary to handle such large manufacturing
objects and large assemblies. We also put in a new washbay and paint
booth to accommodate a part that would be 28-feet long by 14-feet high
by 14-feet wide.”
Well-Oiled Machine
Because Blackstone’s largest purchase items are sheet carbon steel and
stainless steel, it works with the major suppliers in the industry. The com-
pany is constantly working with all suppliers to ensure the quality of
materials received. It also works with suppliers to be sure materials arrive
in a timely fashion, and to be sure that it can acquire the variety of prod-
uct and raw material it needs.
“Our customers specify the material needed,” Metzger says. “We must
have different types of carbon and stainless steel in size, shape, dimen-
sion and quality.”
As with every part of its operation, Blackstone is committed to provid-
ing its staff with a high-quality work environment. The company has
added more than 200 lighting fixtures to its facility and brought in
many overhead cranes to accommodate automatic lifting instead of
manual lifting. These kinds of investments provide a safe and efficient
manufacturing operation.
Ensuring it has the necessary skills within its workforce is always a
challenge, particularly given the fact that the company is based in a fair-
ly rural community. What Blackstone does to counter this is provide in-
house training on its various pieces of equipment to ensure its people
are up to speed.
“Welders in particular are at a premium, so our intent is to build our
people to be sure they have the basic skills and then train them on our
processes and the specific industry,” Metzger says. “We will have to
devote a lot more to employee training going forward than in the past.”
The down economy of recent times did present Blackstone with diffi-
culties. This is no surprise, because the company often finds itself work-
ing on large capital projects and for large public entities that can depend
on funding. To counter this situation, Blackstone strives to have many
projects going on at the same time.
“That way, when one is down or delayed, we have opportunities to
work on other projects,” Metzger says. “In the past, our focus would be on
getting on a large project and running with it. Now, we must make sure
we always have many smaller projects.”
Looking ahead, Blackstone’s expertise in mass transportation should
help it to see growth in that market sector. The company believes it will
be a wiser strategy to seek growth within its existing markets and areas
of expertise.
“We’d like to continue to grow, and growth will be a function of the
economy,” Metzger explains. “We are hoping that federal and state pro-
grams will identify mass transportation opportunities that we can be a
part of. What will be critical for us going forward will be our cell manu-
facturing capabilities, as well as our ability to be flexible in making large
steel weldments.”
165
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Equipment | ELECCOMM POWER SERVICES

«
Every power outage is
unique, but ElecComm will
ElecComm works with its commercial «
and industrial clients to have plans in
respond within one hour. place in the event of an outage.

Powerful Future
ELECCOMM POWER SERVICE SEEKS TO EXPAND ITS SERVICE ALONG THE EAST COAST. BY JANICE HOPPE

R
estoring service quickly during a ElecComm also works closely with event
power outage is critical to the people ElecComm Power Services planners who need temporary power and has
affected, and ElecComm Power www.eleccommpowerservices.com been a proud partner of the Head Of The
Services prides itself on speedy • Revenue: $45 million Charles Regatta in Boston.
response times.
The Massachusetts-based company, founded
• Headquarters: Hyde Park, Mass. Disaster Relief Assistance
in 2006, provides mobile generator rentals pri- • Employees: 20 Hurricane Sandy battered 24 states along the
marily to local utility companies and cus- • Specialties: Generator rentals and east coast – including those in ElecComm’s cov-
tomers in the commercial and industrial sec- power restoration erage area – on Oct. 29, 2012. It caused $65 bil-
tors. ElecComm operates in New England, New “A lot of our business has been lion in damage and left more than 8 million
York and New Jersey, Vice President Brett word-of-mouth and [thanks to] people without power. In preparation for the
Jacobson says. our quick response and profes- hurricane, the local utility companies had
“Our company was always designed to deliv- sional service.” –Brett Jacobson, vice president ElecComm on-call before, during and after the
er first rate service,” he adds. “From the begin- hurricane. The company dedicated more than
ning we knew that service and response time 50 generators of various sizes to the utility
was critical to our success. We are staffed 24/7/365, so we are able to companies, many of which were deployed to various locations before
respond quickly to customer calls. We respond within the hour.” the storm hit. “We did a lot of planning and preparation with our cus-
Every power outage is unique in its timing, but ElecComm promises tomers so they were ready before rather than after to deal with outages,”
it will respond in one hour and can usually have power restored within Jacobson says.
a few hours. “The service component and our dedicated employees are With the local utilities armed with generators in advance, Jacobson
what sets us apart,” Jacobson says. “Our ability to be on-call and have a says ElecComm was able to respond with 50 megawatts of power to its
human being answer the phone is something that our customers value commercial and industrial customers during Hurricane Sandy. The com-
and keep them calling us over and over again.” pany worked closely with its trucking, fuel and electrical subcontractors
Another major component of ElecComm is its supporting contractors to get power restored to those customers in mere hours. “We truly value
in planned outages for their own clients. By providing contractors our partnerships with other suppliers and vendors that work with us in
turnkey mobile generator services and assisting in the pre-planning, times like Sandy,” Jacobson adds.
engineering and equipment selection ElecComm provides a valuable Looking back on the event, Jacobson says he thinks the company per-
service that ensures successful projects. formed well and was as prepared as it could be for the disaster. “I think

166
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
we were set up pretty well,” he adds. “There are always changes to the
plan but our team is quick on its feet and can adjust as needed.”
The major challenge ElecComm faced during the event was an
unusually high demand. The company received numerous calls from
those who had not prepared in advance and had to bring in more exter-
nal resources to assist everyone because equipment in stock depleted
quickly. “Resources do get thin for those types of events,” Jacobson
explains. “Other than that, from an operational standpoint, we were able
to handle the load well, especially for our existing customers.”
Outage Preparation
Power failures often come without notice and ElecComm wants its com-
mercial and industrial customers to be prepared with a contingency
plan. Customers can reserve a generator to have on stand-by for outages.
Taking advantage of this offer also allows ElecComm to become familiar
with the customer’s facility requirements in advance. “When they call,
there is already a plan in place,” Jacobson says. “The last thing you want
to be doing is trying to figure it out when the snow is coming down, the
wind is howling and the lights are out.”
Over the past few months, ElecComm has provided 70 megawatts of
power to local utility companies during outages. A majority of the power
assistance occurred through advanced planning because the utility com-
panies were updating their grids. “The utility brings us in on stand-by in
case something happens during the project and they need to utilize the
generator,” Jacobson says. “It may not run, but it’s there as a backup.”
ElecComm has seen an increase in utility business because compa-
nies have become more conscious of keeping customers on-line. “They
have gone the extra mile to bring in generators when they think cus-
tomers will be out for an extended period of time,” Jacobson adds.
“We’ve seen a lot of utility activity and their motivation to increase
power reliability to customers and minimizing their risk of an outage.”
Expanding Territory
ElecComm opened an office in Meriden, Conn., two years ago to expand
its service area. “The company started seven years ago and we have
grown about 200 percent in that time,” Jacobson says. “A lot of our busi-
ness has been word-of-mouth and [thanks to] our reputation of quick
response and professional service.”
Having the right equipment is prudent but having knowledgeable
employees willing to be on-call is essential. All technicians hired at
ElecComm come from a maritime, technical or engineering school.
Management makes it a point to create a team atmosphere and under-
stands that moral and a positive atmosphere is crucial to retention of its
staff. Because of this, ElecComm has very little employee turnover.
“We hire people who fit our service and safety first mentality,”
Jacobson says. “We find the right people who are used to that work and
willing to go the extra mile for a customer. It is part of their makeup.”
Following the same business plan as its home office, ElecComm’s
Connecticut location will target utility, contractor and industrial cus-
tomers. The company is looking to continue expanding along the East
Coast. Jacobson says the company is eager to grow – but to do it smart.
“One thing we don’t want to do is over-promise and under-deliver,”
he explains. “We are very strategic with the type of customers we take on
so that when they do call us, they get the attention they deserve.”
167
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Equipment | TRENCH SHORE RENTALS
Trenchant Projects
TRENCH SHORE RENTALS HAS FOUND A NICHE IN SPECIALIZED TRENCHING EQUIPMENT. BY RUSS GAGER
B
ecause trenching is difficult and dan-
gerous work that requires specialized
equipment, many contractors and
municipalities prefer to rent it.
Trench Shore Rentals President Jack
Woudenberg emphasizes the high cost of the
equipment and the need for different sizes of
it for each excavation as other factors that
drive contractors to rent rather than own.
“Transporting the equipment from job site
to job site is not easy,” Woudenberg stresses.
“It’s pretty heavy stuff. We use crane trucks
with knuckle booms on them.”
An advantage of renting is that Trench
Shore Rentals takes responsibility for main-
taining the equipment, which can include
hydraulic components that must be tested to
OSHA standards before every use. Frequently,
when cities or contractors buy their own
trench-shoring pieces of equipment, “They
don’t know how to fix them, and they sit in
168
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Trench Shore Rentals
www.trenchshorerentals.com
• Headquarters: Scottsdale, Ariz.
• Employees: 60
• Specialty: Rentals and sales of
underground safety equipment
“We are happy to come out to
a jobsite and give free evalua-
tions of what a customer might
need in a trench.”
–Jack Woudenberg, president
the back of the yard and collect dust,”
Woudenberg maintains.
“They don’t specialize in it,” he continues.
“We’ve got a couple thousand shores at our
facility, so we deal with them every day, where
a contractor maybe has six in the back, and the
Trench Shore Rentals carries about $25
million in inventory at its yards in San
«
Diego, Phoenix, Tucson and El Paso.
guy that deals with them doesn’t work there
anymore, and nobody has any experience with
them.” Woudenberg estimates Trench Shore
Rentals carries approximately $25 million in
inventory in the company’s yards in San Diego,
Phoenix, Tucson and El Paso.
In San Diego, Trench Shore Rentals
acquired Trebor Shoring Rentals in May 2008
and has retained the name and TSR on its
logo. “Their name has been around for 30-
plus years in San Diego, so we didn’t want to
lose the connection to the market with that
name,” Woudenberg says. “They were a family
owned company. The son, John Eichhorst,
came with us and is our southern California
manager and does a fantastic job for us. He’s
third generation in the business.”
Despite the difficulties of ownership,
Woudenberg estimates approximately 5 per-
cent to 10 percent of his company’s business is
sales of trench shoring equipment. “Sometimes
a contractor will need the equipment for a long-term, 12- to 24-month
job, and they may determine that they want to purchase the equipment,”
Woudenberg notes. “Fire departments have trench safety corps. They
want to have the equipment on-hand so they can take it straight from
their fire house to an emergency site if somebody gets buried.”

Niche Market
Woudenberg maintains the majority of underground contractors still
rent their equipment. “They’re putting in different-size pipe on almost
every job,” he points out. “Some pipes are 12 feet long, some are 20-foot,
some are 6-foot. You need different-size trench boxes to maximize your
efficiency on laying that pipe. If you’ve got a 20-foot pipe, you’re going to
need a 24-foot box so you can be 2 feet inside the box on either side of
the pipe. The variety of sizes is one of the reasons we stay in business.”
Storing the equipment can be an issue for a contractor. “The equip-
ment is big and bulky,” Woudenberg says. “These guys don’t have lot of
storage at their facilities. To transport it to the different sites and offload
it, we have cranes, we have a flatbed. They have to stop their production
to offload a 15,000-pound box. It’s not real effective for them.”
The majority of underground contractors
still rent their equipment because
«
Sometimes contractors don’t consider obtaining trench shoring of the diversity of their jobs.
equipment for a job until they are faced with its need. “They’re staring
down at the hole and try to figure out a way to shore it,” Woudenberg pay. I believe we lead the industry in our benefits and pay, and I certain-
relates. “They’ll get out there and realize all of a sudden they need some- ly know we lead the industry in our retention of employees.”
thing to get down in the ditch, and they’ll call us. We can get out there Woudenberg insists turnover at Trench Shore Rentals is minimal
within the day, depending on the size of the order and the difficulty and “because I believe we’ve got the best place in the industry to work,” he
test equipment. Within a couple hours, we can get out to anywhere says. “That carries over to customer service, and happy employees make
within the metropolitan area that we’re operating in.” for pretty good customer service.”

Training and Consultation

When contractors or municipalities have to work in a trench 4 feet deep
or more, they need specialized equipment to keep the excavation from
collapsing and a supervisor who is trained in trenching safety. That per-
son is called a “competent person” by OSHA regulations and must be on
the staff of the company doing the work. That is so that person has the
authority to shut down a job if it is deemed unsafe.
Trench Shore Rentals offers training, Woudenberg says, because “we
want our customers to be knowledgeable. It helps them take care of
their employees and helps them order the right equipment the first
time. We provide a competent person card like an ID card to the cus-
tomer. Some federal or state jobs mandate that they employ a competent
person trained within a 12-month period to make sure they’re up-to-
date. We have a trainer at every single one of our locations.”
The company also provides consultation for customers. “We are
happy to come out to a jobsite and give free evaluations of what a cus-
tomer might need in a trench,” Woudenberg says.
Trench Shore Rentals operates primarily in the Southwest. “My family
started here in Phoenix in the construction rental equipment business,”
Woudenberg relates. “As we expanded, we tried to have our locations
within a day’s drive of another location. So if the need arose, we could
share a specialty piece of equipment. Maybe we only have a couple at
each branch. If that branch is out or needs extra ones, we can drive it
within a day, or put it on a freight truck and ship it out.” Woudenberg
owns Trench Shore Rentals with his father, Dana.
Jack Woudenberg attributes the company’s success to keeping its
employees happy. “Our people and our service separates us from com-
petitors,” he maintains. “Our people are better than the competition. We
take good care of the employees here and have great benefits and great

169
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM

Pipeline | ROCKFORD CORP. CONSTRUCTION CO. INC.
Rockfo
Co. Incr. d Corp. Construction
www.rockfor
• Headquartedpipelines.com
• Employees: rs: Hillsboro, Ore.
• Services: L 700 to 1,200
liquids pipelinarge-diameter natu
es
“We’re going
million this y to do $250
than 10 time ear – that’s more
years.” –Frank s growth in 10
Welch, pres
170
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Pipeline construction is a
specialized field, and Rockford’s
« Rockford Corp. Construction Co. Inc. builds
skills put it in growth mode.
Rockford is laying about one-
and-a-half miles of pipeline daily
« Express pipeline will transport natural gas liq-
on the ATEX Express project.
ral gas
ident
Pipeline
Dream
BUSINESS IS BOOMING FOR
ROCKFORD CORP. CONSTRUCTION
CO. INC. BY RUSS GAGER
P
ipeline construction is all about the
welding. Without flawless quality
there, environmental contamina-
tion can result. That’s why it’s impor-
tant to have specialists building pipelines.
large-diameter natural gas liquids pipelines.
The company has four projects on which it is
working: one in Ohio, two in Pennsylvania and
one in West Virginia.
“There’s probably about 12 major contractors
that do this and 40 or 50 smaller contractors,”
Rockford Corp. Construction Co. Inc. President
Frank Welch estimates. “So it’s a pretty special-
ized field, but it is a booming field right now. A
lot of gas pipelines are being built all over. We’re
really fortunate. We did about $20 million in
1999, and we had a couple years – in 2010 and
2011 – that were approximately $300 million.
We’re going to do $250 million this year – that’s
more than 10 times growth in 10 years.”
A section of the Appalachia-to-Texas (ATEX
Express) pipeline in Ohio is Rockford Corp.’s
biggest current job. When completed, the ATEX
uids from the Marcellus-Utica Shale region of
Pennsylvania, West Virginia and Ohio to the
Texas Gulf Coast near Houston.
Rockford’s section of the project that will
carry ethane for the petrochemical industry
extends for 117 miles and costs an estimated
$100 million to construct.
Rockford Corp. Construction Co. Inc. started
its section of the 20-inch pipeline – called a
“spread” – in April. It is scheduled for comple-
tion in December. “That’s pretty fast,” Welch
stresses. The pipeline is being laid in a ditch up
to 5 feet deep and then buried with valves
placed at regular intervals. Welch estimates the
company is laying approximately one-and-a-
half miles of the pipeline daily.
The pipeline is being laid in unusually rainy
conditions. “In the summer, it normally rains in
Ohio about 3 inches a month,” Welch calculates.
“This year, it’s running 6 inches a month. On a
job like this, that’s the biggest challenge now.”
Building the Pipeline
The cost of pipe is substantial on a pipeline
project. Most of the material cost is for the pipe
itself. The cost of other components such as
valves does not compare with the pipe cost,
Welch maintains. On the ATEX Express project,
he estimates the cost of the pipe to be as much
as its construction, $100 million.
The pipe is delivered on a just-in-time basis
to the constantly progressing job sites. “If it’s
working the way you’d like it to work, they
bring the pipe in on trains from a coater,”
Welch explains. “Somebody makes the pipe
and somebody else coats the pipe with a fusion
bond epoxy that keeps the pipe from corrod-
ing. If you have a 100-mile job, there will be a
couple pipe yards associated with that. They
will put it in a couple strategic places, and it
will be there before you start. If there’s not a
railroad close by, they have to truck it.”
Approximately every mile, Rockford Corp.
Construction Co.’s section of the ATEX Express
pipeline has to extend under a road. Streams
are even more difficult than roads.
“You have to be real careful going across
streams,” Welch warns. “We put in flume pipes
in the stream to allow the water to flow on
through. You dig under the flume pipes, and
then you put the pipeline in. You go to extreme
efforts to keep the turbidity of the stream
down. There’s all kinds of environmental
requirements with streams. Hopefully, you get
it when the streams are dry, but that’s not hap-
pening in Ohio, where they have all this rain –
the streams are all flowing.”
Welding Quality
Just before a pipeline is placed, the most cru-
cial part of its construction must be completed
successfully – its individual sections must be
welded together flawlessly. When more than a
mile of pipeline is being laid every day, this
could amount to up to 100 welds daily.
“Every weld is X-rayed or radiographically
inspected for defects, and that’s a big deal,”
Welch stresses. “They want these lines to be
virtually perfect. If there’s some kind of flaw in
a weld, we will repair it.” For a serious flaw, the
whole weld must be cut out of the pipeline
and redone.
Each weld then must be sandblasted and
coated with fusion bond epoxy. The coating is
checked by the same third-party inspector
who checks the welds. The pipeline is hydro-
statically tested by pumping water into it at
high pressure. “The quality of the pipelines is
of paramount importance,” Welch stresses.
Rockford Corp. Construction Co. meets the
challenge of welding quality daily. “We’ve got a
good group of experienced employees, and we
try to give the clients their money’s worth – a
fair deal,” Welch concludes. “We like what we
do. We just have good people and we try to
work hard.”
CRC-Evans Pipeline International CRC-Evans
Pipeline International is a global group of compa-
nies with the infrastructure and resources to sup-
port pipeline contractors anywhere in the world.
Since January 4, 1999, CRC-Evans and Frank
Welsh, President of Rockford Corporation, have
partnered on countless projects across the United
States. CRC-Evans provides pipeline construction
equipment, automatic welding systems, managed
subsea services, field joint coating, weighting sys-
tems and non-destructive testing. CRC-Evans is cur-
rently constructing pipeline for two separate job
sites with Rockford, summing approximately 170
total miles of pipe across Ohio and the rough,
mountain terrain of West Virginia. CRC-Evans
Pipeline International is a wholly owned subsidiary
of Stanley Black & Decker. For more information
visit www.crc-evans.com.
171
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 »With many pipelines more than 40 years
old, Rodenberg Diversified sees more DOT-
mandated maintenance work opportunities.
Pipeline | RODENBERG DIVERSIFIED LLC
Pipeline
Player
RODENBERG IS MAKING A NAME FOR ITSELF
IN PIPELINE CONSTRUCTION. BY ERIC SLACK
F
ounded in early 2011, Rodenberg Diversified LLC may be a
relatively new company, but it is deep in experience.
Rodenberg Diversified specializes in pipeline construction
and maintenance, and the company’s services include
pipeline construction, pipeline maintenance and routine operations
and maintenance tasks.
“We’re all things pipeline in terms of our scope of expertise,” President
Chas Rodenberg says. “We do fabrication of stations and cross-country
pipeline work, and we primarily focus on the maintenance sphere.
Department of Transportation (DOT)-mandated work, class change,
anomaly work, road changes, hydrotesting – things of that nature.”
Based in Missouri, Rodenberg Diversified works in a rapidly changing
industry. The company understands that safety and environmental con-
cerns must always be top of mind, and it also knows that it must be nim-
ble to deal with trends, such as the way shale has changed everything
about the industry in recent years.
“Customers need the oil and gas to flow as fast as possible, so we must
172
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
deliver in a schedule-driven environment,” Rodenberg says. “There is
also more attention given to the nation’s aging infrastructure. Pipeline is
still the safest mode of transportation for oil and gas, and it is long last-
ing. But some lines now are closing in on 100 years of service, and many
are over 40 years old. With more attention paid to maintenance and reg-
ulation getting stricter, there will be more DOT-mandated maintenance
and midstream gathering work.”
On the Way Up
Rodenberg Diversified has seen steady growth since it opened up shop,
going from $5 million in revenue to $15 million between 2011 and 2012.
In 2013, the company forecasts it will reach $20 million.
One of the most important milestones for the company in the past
year has been a decrease in its worker’s comp rate. Getting that rate
down should help the maintenance area open up for the company by
next spring.
“This year, we’ve been able to enter into a lot of master service
arrangements with companies we couldn’t speak with before we got
that down,” Rodenberg says. “If we don’t have a workers comp injury
rate below the industry average, we can’t speak with majors. In the first
three years of operations, you have to start with the industry average.
That determines what you pay for workers comp, and it removes you
from a lot of bid sheets. Having aged out and gotten that down means
we can now expand our bid base and get into master service arrange-
ments with major carriers.”
Some of the areas the company has focused on in its first few years
have been equipment and personnel. Rodenberg Diversified has
focused on pipeline-specific items for its equip- “We have bid work from southern New
ment purchases. Rodenberg Diversified LLC Mexico to northern Vermont,” Rodenberg says.
“We can rent excavators and dozers, but equip- www.rodenbergdiversified.com “We have a regional office in Pennsylvania to
ment like sidebooms and pipelayers can’t always deal with opportunities in the Marcellus. We
be easily found,” Rodenberg says. “We’ve identi-
• Annual revenue: $20 million feel we can get more exposure to the major,
fied good units and purchased them, and also
• Headquarters: Carrollton, Mo. established cross-country transporters and focus
invested in the heavy spec semi tractors. For our • Specialty: Pipeline construction and on markets where pipe needs maintenance.”
size, we are mobile, as we have a lot of road equip-
maintenance Looking ahead, Rodenberg Diversified hopes
ment, which allows us to travel and be flexible.” “We’re all things pipeline in to be an established maintenance contractor
On the personnel side, Rodenberg Diversified terms of our scope of expertise.” that will be free to cherry pick its bid work. By
has focused on supervision. The company –Chas Rodenberg, president building a foundation on maintenance, it can
believes that if it has the right supers in place, it then identify opportunities and be aggressive
will have the right foremen and the right hands with the right ones. By 2015, the company
on the ground. would like to have doubled in size but it will
“We use union labor, which helps give us expo- always be cautious about growing too fast.
sure to a deeper and broader labor pool,” Rodenberg says. “We don’t want to offer a promise and fail to deliver,” Rodenberg says.
Rodenberg Diversified and its peers understand that they must work “We have great administration that helps with efficiency and customer
together to be sure there is a skilled labor pool. “It is a slow process, so satisfaction, and I think we as an industry need to get our message out
there are issues related to labor,” he says. “We will continue to see that that natural gas is good for our country. We need to be an ambassador
across the board for some time, from supers to welders to operators.” for our industry.”

Pick and Choose
As a smaller contractor, Rodenberg Diversified believes its best chance
for growth in the near future lies in maintenance. The company will
work on projects where it lays new lines and is involved in fabrication,
but the DOT-mandated hydrotesting and class change work are the
areas where it feels it can compete with anyone.
Postupak Painting Postupak Painting was started in 1965 by Sylvester
Postupak and his son Carl. Prior to this, Sylvester worked with several relatives in
the painting industry. Carl graduated from Penn State with a civil engineering
degree and in 1965 decided to spend several months helping his dad get the
new business started. Carl Sr. is semi-retired and his son Carl now handles the
business. In 2012, Rodenberg gave Postupak its start in painting gas pipelines.

173
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Pipeline Progress
Pipeline | T.G. MERCER

WHEN IT COMES TO HANDLING PIPES FOR ITS CLIENTS, T.G. MERCER IS A PRO. BY JEFF BORGARDT

F
or T.G. Mercer, delivering, storing and T.G. Mercer’s pipeline jobs typically last underground and this coating cannot be dam-
managing miles of pipeline are all in about six months. It usually staffs four crews aged during transport. Therefore, rubber seals
a day’s work. And this is a company per job consisting of laborers, truck drivers, are used to protect the coating from scrapes
that knows the meaning of work. operators and foremen. The crews unload and scratches, Munro says.
When the Mercer family started the company pipe off rail at rail spurs and haul it by truck
in east Texas in 1910, they loaded pipe by to stockpiles. Complete Traceability
mule. Today, solutions are decidedly more The integrity of the pipe is the most impor- The company has developed a new web-based,
high-tech and involve coordination with tant concern. The fusion coating on the pipe real-time software system for tracking and
mills and railroads as well as the use of state- protects it from corrosion once its buried traceability for pipe in pipeline construction.
of-the-art machinery and cutting-edge, pro-
prietary software. »T.G. Mercer is delivering
pipe in Texas for the Seaway
T.G. Mercer is currently delivering pipe in and BridgeTex pipelines.
Texas for the 500-mile crude oil Seaway
Pipeline and the 400-mile BridgeTex pipeline. It
coordinates and moves pipe from the mill to
the pipe yard and then from the pipe yard to
the right-of-way for pipelines anywhere in the
nation. The company has completed more than
12,000 pipeline miles in 40 states, including the
pipe work for the Alaska pipeline, where it han-
dled the pipe delivered by ship at Valdez,
Alaska, and stockpiled it for contractors.
“We manage the shipping with the railroads
and pipe mills as to where it is coming out and
where its going while we are also working with
pipeline,” says Bruce Munro of T.G. Mercer.
Munro jokingly describes himself as a “labor-
er’s helper,” although the executive vice presi-
dent has been with the company for 22 years.
Munro says T.G. Mercer must know the
answers to key questions such as “‘Where
[does the client] want it?’ ‘When do they want
it?’ We coordinate all that and get it where they
want it and when they want it.”

T.G. Mercer
www.tgmercer.com
• Revenue: $50 million
• HQ: Willow Park, Texas
• Employees: 250
• Specialty: Pipeline loading, handling
and logistics
“We spend a lot time, energy
and effort on safety. We are
very safety-conscious.”
-Bruce Munro, executive vice president

174
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
The SpreadBoss™ system is critical for managing pipeline data so “every-
one knows exactly what is where,” Munro says.
Complete traceability for every coil of pipe going into the ground is
necessary for legal liability reasons, so “if something goes wrong 10 years
down the road, everyone can very quickly access information that facili-
tates due diligence,” Munro says. This involves the ability to track pipe
from the steel mill to the trench.
The SpreadBoss software system allows companies to track all this
information simply using barcodes and RFID technology, with each 80-
foot joint of pipe having its own unique ID number. It was developed in-
house by T.G. Mercer and has already been used by various companies
for more than 2,000 miles of pipeline.
Having an electronic history of every joint of pipe “just makes life
easier as pipe comes in and goes out” because “someone has to keep
track of it” both upstream and downstream, Munro explains.
Developing the software in-house with its own programmers
instead of recycling an existing program was an example of T.G. Mercer
“thinking outside the box,” he says
On The Upswing
Munro is bullish on the oil and gas and construction sectors. As fracking
techniques continue to improve productivity, he says the outlook for oil
and natural gas is strong.
More natural gas exploration permits, in particular, have been issued
in recent years compared to the previous 10 to 15 years. Improved explo-
ration tactics have also led to a reduction of imports. In fact, there has
been a switch from importing natural gas to exporting it.
Oil and gas construction as a whole appears to be on an upswing for
the next five years, Munro says, noting oil and gas is the largest contrib-
utor to the construction sector with 1 million workers employed.
Given the conductivity of steel equipment and materials, work crews
must always be on guard against lightning strikes and alert to any possi-
ble weather conditions that spark lightning. But as a midstream pipeline
logistics firm, T.G. Mercer’s commitment to safety does not stop at weather
considerations. It has safety meetings every morning before work starts.
Safety officers have their own department and do not report to operations
personnel, and they may arrive for surprise inspections at any moment.
“We spend a lot time, energy and effort on safety,” Munro says. “We are
very safety-conscious.” T.G. Mercer was awarded the Vice President’s
Silver Safety Award by TransCanada on the Keystone project in 2009.
Because T.G. Mercer’s work moves rapidly from location to location,
safety teams are instantly updated as to all work locations to ensure the
highest level of safety.
175
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 »AIREKO completed the $13 million
remodel of the Plaza Del Sol in
Bayamon, Puerto Rico, in June 2013.
Caribbean | AIREKO

A ‘Total
Compliance’ Effort
AIREKO PRIDES ITSELF ON VERTICAL INTEGRATION, A POSITIVE CULTURE
AND LONG-TERM RELATIONSHIPS WITH REPEAT CLIENTS. BY JIM HARRIS

176
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 AIREKO
www.aireko.com
• Revenues: $100 million
• Headquarters: Caguas, Puerto Rico
• Employees: 650
• Specialty: Construction and building
services
“We want our clients to come
back to AIREKO.”
-Paulino Lopez, president

A
IREKO's embrace of what it calls a
“total compliance” approach makes
it a trusted contractor in Puerto
Rico and beyond. Paulino Lopez,
president of the Caguas, Puerto Rico-head-
quartered company, says this mission has
three goals. “All of our people are focused on
zero accident construction; providing on time,
on budget and quality performance; and hav-
ing satisfied clients,” he explains.
To attain these goals, AIREKO has estab-
lished a number of internal programs that
emphasize safety, reward teamwork, encour-
age leadership and stress the importance of
delivering a customer service experience supe-
rior to that of its competitors in the Caribbean.
“We believe that we're always a step ahead
in terms of innovation, and we want to be the
first when it comes to everything,” Lopez says.
“We want to provide total client satisfaction
every time, and want our clients to come back
to AIREKO.”
The company – which is celebrating its
50th anniversary this year – closely measures
its performance in each of its “total compli-
ance” goals using a number of metrics,
Director of Business Development Alex
Nazario notes.
Safety, in particular, is measured through
regular audit reports and in internal meetings.
The company's safety director reports directly
to Lopez. “Maintaining a first-class safety cul-
ture is key to our business, and we have suc-
cessfully sustained industry-leading safety
records over the years,” the company says.
“Because we have a solid financial strength
and excellent safety and loss-prevention
records, we are able to pass savings related to
the reduction of injury and loss expenses to
our clients.”

177
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 «
Working on a tight schedule,
AIREKO brought the Coliseo
Pachin Vicens to NBA standards.
Caribbean | AIREKO

‘All of our people are

focused on zero-
accident construction;
providing on-time, on-
budget and quality
performance.’
Corporate Responsibility
Supporting the communities it works in through helping neighbors has
always been a cornerstone of AIREKO’s business. Each team member and
project gives or donates hundreds of hours volunteering and assisting
neighbors and/or schools; this includes physical work to facilities and
homes, the company says.
“Our areas of commitment include education and environment. We
build relationships with the communities we serve,” the company says.
“As a successful member of the community, AIREKO is committed to
contributing to the common good.
“We believe in taking responsibility and contributing to the communi-
ty in which we operate, supporting diverse initiatives that focus on educa-
tion and the environment while developing community partnerships
that promote industriousness and solidarity.”

178
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 Serving a range of market sectors,
AIREKO is one of the largest
«
general contractors in Puerto Rico.
Caribbean | AIREKO

Company Structure
Founded in 1963 as a small HVAC and mechanical contractor, AIREKO is
today one of the largest general contractors serving Puerto Rico. AIREKO
offers services to clients in the life sciences, institutional, commercial,
hospitality and healthcare sectors.
The company operates three business units: AMS Construction
Managers, Aireko Construction Corp. and Aireko Services and
Installation. Together, all three units combine to help AIREKO live up
to its mission to “plan it, build it and service it.”
AMS Construction Managers, led by Nazario, provides preconstruc-
tion, engineering and construction management solutions tailored to
clients’ needs. The unit is skilled in contract methods including early
construction Guaranteed Maximum Price (cGMP), design/build,
design/build/operate and cost-plus. “Providing expert engineering and
constructability input at the early stages of a project guarantees safe, on-
time, on-budget project results,” he says.
Aireko Construction Corp., led by Lopez, is a fully integrated general
contractor with in-house self-performing capabilities as a civil, structur-
al, architectural, electrical and mechanical contractor. The company self-

Glasstra Aluminum Inc. Since 1978 Glasstra Aluminum Inc. has always
stood out in the construction industries for manufacturing and installing
doors, windows, and commercial curtain walls of the highest quality in alu-
minum and glass. Glasstra’s outstanding performance has made it possible
for the company to work with Aireko Construction on various projects.
Glasstra is proud to say that it has completed a great variety of jobs in com-
mercial malls, buildings, residences and airports in Puerto Rico and the
Caribbean. Glasstra congratulates Aireko Construction for its achievements.
To learn more, visit www.glasstra.com or call 787-788-5658.

180
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 181
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Satisfied Customers
Caribbean | AIREKO

AIREKO’s past and repeat clients include:

• Amgen • Plaza Las Americas

• Becton Dickinson • Polytechnic University of
• Berenson Associates Puerto Rico
• BASF • Puerto Rico Industrial
• BPPR Real Estate Development Company
• Best Buy • Microsoft Operations
• Bristol Myers Squibb Puerto Rico
• DDR • Metro Pavia Healthcare
• Doctor’s Center Hospitals • University of Puerto Rico
• Lilly • Wyeth
• Medtronic • V. Suarez Group
• Novartis • Simon Group
• Pfizer • Cushman & Wakefield

performs roughly 60 percent and at time up to 80 percent of the work on

its projects, he says.
Aireko Services and Installations is a specialized services unit provid-
ing building systems preventative and corrective maintenance; HVAC,

boiler, electrical, architectural improvements and additions and build-

ing infrastructure lifecycle solutions. The unit has a dedicated staff of
more than 30 engineers and technicians who install, commission and
maintain critical building systems for industrial and commercial clients.
AIREKO in 2011 acquired Tustin Group, a 20-year Norristown, Penn.-
based mechanical and building utility services group serving
Pennsylvania, New York and New Jersey. Under the leadership of Tustin
founder and AIREKO board member Tus Sasser, the group maintains,
upgrades and guarantees HVAC, building automation, energy and water
performance management systems.
The integration of Tustin’s capabilities and its long list of satisfied
clients in the Tri-State region is a key component of AIREKO’s growth
beyond the Caribbean.

Repeat Business
AIREKO’s dedication to its “total compliance” approach has rewarded it
with a number of repeat clients. These include Ohio-based commercial
property developer DDR Corp., which owns 14 shopping centers in
Puerto Rico. The company in June 2013 completed a $13 million remod-
el of DDR’s 675,594-square-foot Plaza Del Sol property in Bayamon, P.R.
The project included relocating a food court to the mall’s second floor
and renovating several corridors as well as two main entrance facades.
AIREKO’s construction management team is currently working on
several projects for medical device manufacturer Coopervision in Juana

182
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 «
Aireko Services and Installations
provides building systems preventive
and corrective maintenance.

‘We believe that we’re

always a step ahead in
terms of innovation.’
Diaz, P.R. These include the construction of a 120,000-square-foot ware-
house and packaging building facility as well as an 85,000-square-
foot  manufacturing and office building expansion. These state-of-the-
art clean room manufacturing and support area expansions are part of
the leading growth worldwide of this medical device
multinational  company during the last two years.

Cemex A global leader with operations extending throughout the world and
with production facilities in North America, the Caribbean, South America,
Europe, Asia and Africa, CEMEX is one of the world's largest building materi-
als suppliers and cement producers. Since the beginning of its operation in
Puerto Rico in 2002, CEMEX became the leading company in the production
of cement and concrete products on the Island. With the ability to combine
the deep knowledge of local markets with its global network of operations
and information technology systems, CEMEX Puerto Rico provides solutions
and world class services to its customers from individual home builders to
large industrial contractors.

183
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 Aireko Energy Solutions is transforming
Cuartel de Ballajá in San Juan into an
«
energy efficient building.
Caribbean | AIREKO

For more than six years, AIREKO has performed preconstruction and
construction management of all expansions at Coopervision’s Juana
Diaz campus, its world-leading manufacturing facility, because
Coopervision requires and gets complete safety, budget and schedule
reliability, the company says.
AIREKO also has performed a number of energy retrofit projects at
the historic Cuartel de Ballaja in San Juan on behalf of the island’s
State Historic Preservation Service. These included a design, build and
commissioning of a 151.2-kilowatt photovoltaic system as well a light-
ing retrofit and new building controls and HVAC in 2011. The HVAC
and lighting systems used on the building consist of a building man-
agement system, occupancy sensors and automatic lighting schedul-
ing.  More than 20 megawatts of photovoltaic systems have been
designed, installed and commissioned for commercial and utility scale
clients by AIREKO’s group of energy technicians and professionals.
Other recent projects include mechanical and electrical work on a
296,500-square-foot expansion to the Pavia Hospital in San Juan, P.R.
The expansion features an emergency room with a trauma unit, radi-
ology rooms equipped with CT scans, a 24-hour clinical laboratory and
45 new patient beds, as well as parking for 460 vehicles. A bridge con-
nects the new facility with the existing hospital building. Construction
was completed in 2010.
In 2010, AIREKO had completed construction of two landmark
buildings in the Caribbean.  One was the W Retreat and Spa on
Vieques Island Puerto Rico. The $40 million hotel, and first W Resort in
the world, includes 156 guest rooms and 195,000 square feet of air-
conditioned space. The other was the University of Puerto Rico’s $60
million Molecular Sciences Building, performed in collaboration with
the U.S. National Institute of Health.

184
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
»AIREKO measures safety on its
projects through regular audit
reports and internal meetings.

Both projects required preconstruction efforts that led to maximum

guaranteed price performance as part of financial, functional and
schedule viability, the company says.

Safety Recognized

AIREKO’s dedication to completing its projects in the safest manner

possible is regularly noted by its numerous clients. Some of the compa-
ny’s recent recognitions include:
• An award from Eli Lilly del Caribe for the company’s obtaining
426,845 hours without any recordable injuries while working on a
laboratory project in Carolina, Puerto Rico;
• A safety achievement award from the Puerto Rico Manufacturers’
Association for the company’s obtaining an incident rate below
national industry average as well as a meritorious improvement
award for lowering its injury rate by more than 25 percent com-
pared to the previous year;
• A safety award from Hooker Cockram for working 25,000 hours
without an injury on a project in Arecibo, Puerto Rico;
• A safety excellence award from Wyeth for its work on a project in
Carolina, Puerto Rico;
• Recognition from Cutler Hammer for the safe environment AIREKO
maintained while working on a plating facility in Arecibo, Puerto Rico;
• Recognition from Merck Sharp and Dome for working 75,000 man
hours without an injury at an administration building project in
Arecibo, Puerto Rico; and
• Awards from Bristol-Myers Squibb Company for working 141,000
hours without lost time at a Pilot Plant project in Barceloneta,
Puerto Rico, and 300,000 hours of zero accidents at a project in
Humacao, Puerto Rico.

185
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
Caribbean | KIER CONSTRUCTION
»Kier is working on a hydroelectric
project that will feed electricity
into Jamaica’s national grid.
Building in
the Tropics
KIER CONSTRUCTION HAS NURTURED A STRONG
REPUTATION IN THE CARIBBEAN. BY ALAN DORICH
M
any dream of working in a tropical paradise, and for five
decades, Kier Construction has successfully lived that
dream, Steve Milner says. “We can produce high-quality
projects and maintain good client relationships,” he says.
Milner is the regional director for the Caribbean and Latin America for
Kier Construction, which is part of Kier Group plc, a construction, servic-
es and property group based in the United Kingdom. Originally, Kier
Construction opened its office in Kingston, Jamaica, in 1962, and since
then, it has worked in many of the Caribbean Islands.
Last year, the company enjoyed $50 million (U.S.) in sales, and today,
it has a strong reputation for its work, Milner says. “People look at Kier as
a very professional company,” he declares, noting that this is shown
throughout its procedures. For example, safety is the No. 1 priority and it
sets very high standards, which include every person going through
training before starting work on a site.
186
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
Doubling Capacity
Kier Construction’s recent projects in its hub island include $27 million
worth of work on a hydroelectric scheme in Maggotty, Jamaica. While
the scheme currently produces 6.3 megawatts of power, “We’re doubling
the size of [its capacity] to 12.6 megawatts,” Milner says.
This includes the addition of a new intake structure and the installa-
tion of a glass-reinforced plastic pipe that replaces a wooden one. After
the project is complete in December, he says, the scheme will generate
electricity that will be fed into the national grid.
Spearhead Project
Kier Construction recently completed an office project for mobile com-
munications firm Digicel in Kingston, Milner says. The project consisted
of an 11-story office block, a separate food court building, and an ancil-
lary building with commercial units and plant space.
Additionally, Kier Construction built the complex over a basement
podium that is used for parking. “The glazed office building is shaded
from the sun by external louvers that cut out unwanted solar gain while
allowing a view onto the surroundings,” Kier Group says.
The building brings together the staffs of Digicel Group and Digicel
Jamaica under a single roof for the first time. Additionally, “The site is
idyllically located on the waterfront in downtown Kingston and is a
spearhead project for the rejuvenation of the area,” Kier Group says.
According to Kier Group, the building also is the most environmental-
ly friendly major office building in the Caribbean, thanks to its use of
solar and wind power systems. This project features three wind turbines,
1,500 square meters of solar panels and solar
glass on the roofs of all three buildings.
Capital Construction
Kier Construction also is at work at two proj-
ects in Port-au-Prince, the capital of Haiti,
Milner says. One is a $34 million hotel loca-
tion for Marriott that will be finished by
December 2014.
The contractor is building the project for
developer Turgeau Development SA. “We’ve
got a lot of hotel experience in the Caribbean
with the various hotel groups,” Milner adds.
Its second Port-a-Prince project is a $12 mil-
lion refurbishment of Digicel's Haiti
Headquarters. The work involves the construc-
tion of a new external lift shaft and the com-
plete replacement of the external façade to the
11-story building, with the works due for com-
pletion in February 2014.
Milner notes that it has been fairly chal-
lenging for Kier Construction to work in
Haiti. For instance, Kier has had to strive hard
to ensure that its high standards of quality
are maintained. To reach that level, “We’re
concentrating on working with the local
Haitian workforce and local contractors,” he
Kier Construction (Caribbean)
www.kier.co.uk
• 2012 sales: $50 million (U.S.)
• Regional headquarters: Kingston, Jamaica
• Employees: 100 staff, 400 site
operatives
• Specialty: General contracting
“People look at Kier as a very
professional company.”
-Steve Milner, regional director
says, noting that Kier Construction also pro-
vides training and guidance to the workers
through its senior staff from United Kingdom
and Jamaica.
Aiming for Zero Accidents
Kier Construction has a strong safety record,
Milner says. Recently, “We’ve gone 18 months
without a recordable accident on the sites, we
have also recently been awarded a Gold in the
annual ROSPA awards in the U.K. in recogni-
tion of our safety standards in the Caribbean,
[and] this is the second year that we have been
awarded the gold status,” he says.
The contractor’s safety procedures follow the
standards of Kier Group, which include the
development of safety plans before work on the
site begins. Additionally, Kier Construction pro-
vides training to all members of its project team.
“Everyone goes through a safety induction
before they’re allowed to start work on the
site,” Milner says, noting that local workers are
often trained by Kier Group associates from the
United Kingdom.
Health and safety is a high priority, Kier
Group asserts. “We concentrate on basic issues
which, together with a strong focus on health
and safety leadership, result in regular reduc-
tions in our Accident Incidence Rate (AIR),”
the company says.
“Our teams all work towards a series of
objectives and targets that encompass safety,
health and environment issues to ensure that
Kier’s sustainability aspirations are fully sup-
ported,” it says. “Our target AIR is zero.”
Making Connections
A 41-year veteran of Kier Construction,
Milner says the contractor has been successful
187
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
»Kier is at work on a
$34 million hotel location
for Marriott in Haiti.
in Jamaica thanks to its ability to build to
clients’ needs. “We’re producing with the
required quality, on time and to the agreed
budgets,” he says.
After working in the Caribbean and Jamaica
for 50 years, “We understand the importance of
how to work with the people and how to work
with communities,” he explains, noting that
the company always forms close relationships
locally on its projects.
For instance, when it starts work, “We
always ensure that we find out who are the
community leaders in the area and the local
political representative,” he says. Then, Kier
Construction will appoint a liaison officer and
set out to employ the maximum number of
people from that area.
“We support the local community associa-
tions with donations to events that they hold,
and support local schools, sports clubs and
make small donations for particular events that
they are fundraising,” he says. Recently, the
company carried out renovations to two nurs-
ery schools and supported a local football team.
Kier Construction also works with local uni-
versities, Milner adds. “We take on students
during school holidays and give them on the
job training,” he says.
Reaching Out
Kier Construction’s future looks busy, Milner
says. “There’s still a lot of prospects,” he says,
noting that he wants to build the business
annually in the Caribbean.
For instance, “We want to develop Haiti,” he
says. “Jamaica will still be the core business,
but we want to develop jobs on the other
islands and look at other places in Latin
America, as well.”
Offering Brilliance
Based in Bedfordshire, England, Kier Group
specializes in building, civil engineering, sup-
port services, commercial property develop-
ment, structured property financing, and pri-
vate and affordable housing.
With its staff of more than 16,000 workers
worldwide, “Kier has the unique capability to
draw on skills and experience from across the
group, offering clients brilliant solutions to
challenging projects,” it says.
“Whatever a customer requires at any stage
of the built environment lifecycle, one or more
of our businesses can provide world-class solu-
tions, individually or combined, locally or
nationally,” Kier Group says.
The company has a network of offices and
relationships that ensure it can understand and respond to its clients’
needs. Additionally, the combined strength and capabilities of the group
allow it to respond quickly when their needs change.
In addition to Kier Construction, Kier Group’s businesses include Kier
Services, a leading provider of specialized services and outsourcing to
both public and private sector clients. Its Property division specializes in
commercial, industrial, retail and mixed-use property development;
structured property financing; and homes.
Success Strategies
Kier Group’s corporate strategy consists of several tenets, including stay-
ing focused. By doing so, the company has managed to say strong in
evolving markets as it has sought projects.
Sometimes, in difficult trading environments, Kier Group says, com-
panies can be distracted by one-off opportunities and the desire to
maintain revenue. “But by focusing on the profitable areas of our mar-
kets, with which our people, skills and experience have the most affinity,
we have been able to maintain healthy order books despite economic
uncertainty,” it says.
“We will stay focused on the markets and sectors which we perceive to
have the greatest growth potential,” it says. “This will inevitably mean
investing and redeploying our resources to enable us to deliver new or
changing opportunities.”
Kier Group also aims to push boundaries. “As work opportunities
change, so does our focus,” it says, noting that it has switched the profile
of its order book from concentration on the public sector to a blend that
includes many private-sector projects.
Tertiary Education Infrastructure
Kier Construction’s projects in Jamaica include a regional headquarters
building for The University of West Indies in Kingston. The building is on
two levels and includes a semi-basement parking facility, water storage
tanks under the ground floor and two mechanical rooms at roof level.
Construction was completed within budget and within the projected
time-frame.
According to Kier, the building spans a total of 6,635 square meters.
The project consists of reinforced concrete foundations, columns, beams
and tilt-up wall panels. Its external walls were partly textured precast
tilt-up panels and glazed curtain walling. Internal walls are concrete
block work with extensive internal partitioning to create offices, Kier
Group says. “[The] wall and floor finishes are a combination of tiles and
textured paint with suspended ceilings throughout most of the build-
ing,” it adds. The project also included the construction of an external
energy center building in the southeast corner of the site.
Meanwhile, its internal walls were concrete block work with exten-
sive internal partitioning to create office accommodations, Kier Group
says. “[The] wall and floor finishes are a combination of tiles and tex-
tured paint with suspended ceilings throughout most of the building,” it
adds. The project also included the construction of an external energy
center building in the site’s southeast corner.
On the same campus as the above project, Kier also has recently
completed the construction of 400 units for postgraduate accommoda-
tions. The units were constructed in four six-story blocks with a tunnel
form shuttering system used for the construction of the structure. Great
emphasis was put on maintaining the environmental ambiance of the
area with a large number of mature trees being maintained.
189
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 About Jamaica
Caribbean | KIER CONSTRUCTION

Kier Construction’s home island of Jamaica has a history stretching back

more than 500 years. According to the CIA’s World Factbook,
Christopher Columbus discovered the island in 1494 and the Spanish
settled on it in the early 16th century.
Today, its economy is largely dependent on services, which comprised
more than 60 percent of its GDP at the end of 2011, the Factbook says.
“The country continues to derive most of its foreign exchange from
tourism, remittances, and bauxite/alumina,” it says.
“Remittances account for nearly 15 percent of GDP and exports of
bauxite and alumina make up roughly 5 percent,” the Factbook contin-
ues, adding that tourism revenues accounted for roughly 5 percent of
GDP in 2011.

With its technical prowess and capabilities, Kier Group adds that it can
take on ambitious projects, as well. “And it is on these technically demand-
ing projects where we can add most value for our clients,” it says.
The firm also looks to optimize its capabilities. “Kier is one company,
and by working as a united force, we are able to offer our customers
unprecedented value and quality,” it says.
Thanks to the integration of its business streams, “We successfully
share knowledge throughout the Group, allowing our clients to benefit

«
from discoveries and innovations in disparate industries,” it says. “We
Kier recently finished an
office project for Digicel have a well-balanced business model in which the three core divisions
in Kingston, Jamaica. support each other and create synergies.”
Not many of its competitors can offer comprehensive “cradle-to-
grave” services for the wider built environment and society, Kier Group
says. “This enables us to provide either one-off solutions or a wider
value-added platform combining two or more of our services, right
through to the total one-stop approach,” it says.
Kier Group also invests in its people. “Our success is built upon the
remarkable skills, efforts and loyalty of our people,” it says. “Every Kier
employee is vital to our continued success, from the men and women
who manage our public spaces to the engineers who push the bound-
aries of what is possible.”
By having high-quality leadership at all levels, Kier Group says it can
provide strong customer service and performance.
“We have always been committed to excellence in management and
over the last four years have developed an effective employee engage-
ment strategy,” it says.

Commitment to Green
The green features on Digicel’s Kingston facility reflect the focus of Kier
Construction’s parent company on environmental initiatives. “Our com-
mitment to minimizing our environmental impacts begins in the board-
room and reaches every part of our business, including our supply chain
and the communities we serve,” Kier Group says.
By utilizing defined procedures, training and communications, Kier
Group explains that it can ensure that environmental objectives are
embedded in its culture.
“We have an ISO 14001-certified environmental management system
that governs our processes and drives us to improve our environmental
performance,” the company says. “We achieved our commitment to
halving waste to landfill a year early and recently diverted 80 percent of
our waste from landfill.”

190
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013
 191
SEPTEMBER/OCTOBER 2013 CONSTRUCTION-TODAY.COM
 
 LAST LOOK

Warmington Residential g p.28

In The Legacy Collection,

Warmington Residential
«
wanted to establish the
unique character of the
community and drive home
buyer interest – and it
appears to be succeeding
on both counts.

LEGACY LIFE
192
CONSTRUCTION-TODAY.COM SEPTEMBER/OCTOBER 2013