Construction Today | Issue 2 - 2023

TODAY PUBLISHED BY THE GENERAL BUILDING CONTRACTORS ASSOCIATION

The Innovation Issue Building Philadelphia for the Next 100 Mayors 5 Questions with Governor Shapiro Alternative Project Delivery Defined

ISSUE 2 | 2023

CONSTRUCTION

LETTER FROM THE CHAIRMAN OF THE BOARD OF DIRECTORS

The construction industry at large is notorious for being slow-moving when it comes to innovation. When we look in the rear view mirror, there is some truth to that, especially when it comes to technology and new construction methods. Traditionally contractors have turned away from the concept of disruption, hesitant to spur change that could shake up the tried-and-true methods of our craft and potentially put themselves or their partners out of business.

I would argue, however, that innovation is not just about the tools we use, but rather more about the spirit of problem-solving. And that runs deep through all of us. It’s time we use this solution-oriented spirit that we embrace to move our industry forward, collectively.

Our thirst for new ideas and solutions, and our actions toward those ends, are what will drive us forward or hold us back. This is one of the reasons that cultivating our next generation of leaders and building a strong pipeline of talent remains a key pillar of GBCA’s Strategic Plan. Working with organizations like Everybody Builds is a great example of how our efforts to strengthen pre-apprentice programs are inspiring more people with fresh perspectives and more diverse backgrounds to join and eventually lead our industry.

Now more than ever, we need to be more thoughtful about what it means to deliver the best buildings possible for our clients and neighbors throughout our region. Disruption in our industry can come in many forms and GBCA’s Strategic Plan lays the blueprint for who we need to be to remain leaders in our industry. We are at a critical juncture and our collective success or failure depends on how well we embrace change. It’s not just about keeping an open mind – we need to take action. Our industry leadership depends on it.

Craig Melograno

Chairman of the Board, GBCA President, PDM Constructors, Inc.

ISSUE 2 | 2023 1

LETTER FROM THE PRESIDENT

As Philadelphia and Pennsylvania work toward building better, safer, and stronger communities, all eyes are on our elected officials. It has been quite a year already.

Gov. Josh Shapiro has been making bold moves since he stepped into office in January, and in short order we will elect Philadelphia’s 100th mayor.

With new leaders, change is inevitable.

What remains constant is GBCA’s commitment to serving as the voice of the union building construction industry.

Speaking to elected officials through a unified voice, particularly in times like these, is critical. Proactively advocating for the shared interests of our members is one of our most important priorities and is a responsibility we take very seriously.

In fact, this issue features an op-ed from Erin Dwyer Harvard, our Director of Government Affairs, about what our industry and city needs from our next mayor, along with the next 100 mayors, in order to continue building a thriving city.

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The strength of Philadelphia’s union construction industry has been on full display with the remarkable collaboration to reopen I-95 just 12 days after its collapse. I would like to personally thank every professional who worked tirelessly to complete this incredible feat, especially those from our GBCA member companies.

I would also like to thank Gov. Shapiro for his outstanding leadership, which enabled us to show the world what we’re capable of here in Philadelphia. We’re honored to have Gov. Shapiro share his thoughts on lessons learned from this experience in this issue.

It goes to show that with the right support from our elected leaders, our industry can and will continue building a city that makes us all proud.

Benjamin J. Connors, Esq., CAE President & CEO General Building Contractors Association

CONSTRUCTION

TODAY PUBLISHER/EDITOR Nicole Catrambone

ways of working back then and continue to help our industry forge ahead as we shape Philadelphia’s growth and development.

NOTES FROM THE PUBLISHER

What comes to mind when you think of innovation? AI? Robots? What about lower-profile advancements that move us forward just the same? In this issue of Construction Today, we’re focusing on the heart of it all: the ideas. These kernels of thought that emerge to solve various needs and come to life with creativity are what help us work and build smarter.

GBCA, construction, and innovation have a long history in Philadelphia. Our great city has many firsts to its name: the first capital of the United States, and home to the first hospital and the first university in the country. With roots in The Carpenters’ Company of the City and County of Philadelphia dating back to 1724, GBCA is also among the country’s first trade associations. This foundation enabled us to become the contemporary association we are today that successfully advocates for the commercial construction industry.

We helped encourage new, improved

This issue shows how GBCA and our members do just that. Each of them demonstrate what’s possible when you look for solutions outside of what’s expected. This includes the B.Labs project that included extensive infrastructure improvements designed to allow for expansion in the future (see page 16) or an engineer who sees beyond the traditional uses of construction tools (see "What About Bob?" on page 40.).

These examples of innovative thinking are an inspiration. Building innovation is about realizing what’s possible. By learning from advancements both large and small, more dreams — and more firsts for Philadelphia — will surely become reality

Nicole Catrambone Marketing and Communications Associate, General Building Contractors Association

ADVERTISING/SALES Nicole Catrambone CONTRIBUTING WRITERS David Burton / Nicole Catrambone / Benjamin J. Connors, Esq., CAE / Colin Gray / Ed Hanzel / Erin Dwyer Harvard / Erik Highland / Stephen Soviero DESIGN Punch Garage ACCOUNTING Kristin DeFrancisco EDITORIAL OFFICE General Building Contractors Association, Inc. 36 South 18th Street Philadelphia, PA 19103 P: 215-568-7015 F: 215-568-3115 © Copyright CONSTRUCTION TODAY® registered in U.S. Patent and Trademark Office Copyright ©2004 by the General Building Contractors Association. All rights reserved. Submissions for editorial review should be sent to the editorial office address. Neither the publisher nor any individual associated with any branch of production, nor the advertisers will be liable for misprints or misinformation contained herein.

General Building Contractors Association theGBCA

@gbca

@theGBCA @theGBCA

ISSUE 2 | 2023 3

CONTENT ISSUE 2 | 2023 ASSOCIATION UPDATES

08

08 NETWORKING EVENTS 09 TRAINING EVENTS 09 SAFETY EVENTS 12

CLC EVENTS

14 WORKFORCE DEVELOPMENT EVENTS 16

UPCOMING GBCA EVENTS

40 2023 CONSTRUCTION TECHNOLOGY EXPO

FEATURES AND CONTRIBUTED ARTICLES

34

26 THE CASE OF THE OLD SCHOOL 28 AFTER 300 YEARS, THE STEWARDS OF PHILADELPHIA’S BUILT ENVIRONMENT ARE NOT SLOWING DOWN 30 BUILDING PHILADELPHIA FOR THE NEXT 100 MAYORS 32 GBCA UNVEILS THREE-YEAR STRATEGIC PLAN: A VISION FOR FUTURE GROWTH 34 5 QUESTIONS WITH GOVERNOR SHAPIRO

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38

42

IN EVERY ISSUE 22 LEADERSHIP SPOTLIGHT An interview with Sean O’Leary from Floodproofing.com, Inc

44 WELCOME NEW MEMBERS 44 REFERRAL DIRECTORY

38 ALTERNATIVE PROJECT DELIVERY DEFINED

42 WHAT ABOUT BOB?

18

PROJECT SPOTLIGHT INTECH B.LABS

V

CONTRIBUTORS

DAVID BURTON

NICOLE CATRAMBONE

Vice President, FDBIA Layton Construction

Marketing and Communications Associate GBCA

COLIN GRAY

ED HANZEL

ERIN DWYER HARVARD

President Govan Brown

Vice President LF Driscoll

Director, Government Affairs GBCA

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BENJAMIN J. CONNORS, ESQ., CAE President & CEO GBCA

ERIK HIGHLAND Marketing Director Superior Scaffold Services, Inc.

GOVERNOR JOSH SHAPIRO Governor of Pennsylvania

STEPHEN SOVIERO Executive Vice President Structure Tone New York

Would you like to be a contributor to the next issue of Construction Today?

Contact Nicole Catrambone at ncatrambone@gbca.com or 267-410-9357.

ISSUE 2 | 2023 7

NETWORKING EVENTS SPONSOR THANK YOU RECEPTION

GENERAL CONTRACTORS RECEPTION

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TRAINING TOOLS FOR HANDLING STRESS

SAFETY EVENTS SUBSTANCE USE AND HARM REDUCTION

ISSUE 2 | 2023 9

BITTENBENDER SAFETY STAND DOWN

INTECH SAFETY STAND DOWN

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ISSUE 2 | 2023 11

CLC EVENTS

CASUAL CONVERSATION – GREG BOLTON

CLC LEADERSHIP SERIES

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AT LARGE HAPPY HOUR

CLC COFFEE CHAT WITH CRAIG SABATINO

ISSUE 2 | 2023 13

WORKFORCE DEVELOPMENT EASTERN STATE PENITENTIARY CARPENTRY AND MASONRY ACADEMIES

MAYFAIR MIDDLE SCHOOL CTE PROGRAM

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CARPENTERS OPEN HOUSE

EVERYBODY BUILDS BUILDING BRIDGES

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2023

DATES TO REMEMBER PREA TOWN HALL OCTOBER 17, 2023

CONSTRUCTION TECHNOLOGY EXPO LIVE! CASINO NOVEMBER 1, 2023

GOLF CLASSIC | THE CRICKET CLUB NOVEMBER 14, 2023

CONSTRUCTION EXCELLENCE AWARDS SWITCH HOUSE AT THE BATTERY NOVEMBER 16, 2023

HOLIDAY PARTY | CONVENE CITYVIEW DECEMBER 6, 2023

ANNUAL MEETING | THE UNION LEAGUE JANUARY 22, 2024

PROJECT SPOTLIGHT

INTECH B.LABS 18 CONSTRUCTION TODAY

PROJECT NAME B.Labs at Cira Centre GENERAL CONTRACTOR INTECH Construction OWNER Brandywine Realty Trust ARCHITECT Strada ENGINEERS Structural: O’Donnell & Naccarato MEP: BALA COMPLETION DATE 2022 GBCA MEMBER COLLABORATORS • American Floors, Inc. •

Crescent Iron Works

•

Oliver Fire Protection & Security

•

Tracey Mechanical, Inc.

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PROJECT DESCRIPTION The B.Labs at Cira Centre project involved a significant design challenge: converting three floors in a César Pelli-designed Philadelphia office building with 13-ft floor-to-floor heights and deep steel girders into state-of-the art labs.

Today, the incubator space consists of twenty fully outfitted labs that include fume hoods, bio-safety cabinets, refrigeration, lab benches, RODI water, and a centralized lab vacuum system.

Other lab amenities include a centralized cold box, glass wash, autoclave, centrifuge, tissue culture, microscopy, and bioanalytical rooms. A new intercommunicating metal and glass stair stitches the three floors together, with custom millwork accenting the open hubs and reception area. A green wall brings some welcome nature into the space, and audio/visual components help communicate information to visitors and staff.

Extensive infrastructure improvements—and a creative design process—were needed in order to convert empty office space into a 60,000-sq-ft lab complex designed to foster collaboration and innovation. Ceilings within the perimeter labs were exposed to create brighter, airier spaces, while all three floors were linked by a three-story glass staircase ringed by meeting spaces and both flexible labs and shared lab services.

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Possibly the biggest challenge was providing an outlet for the laboratory exhaust fans without having to build a 30-story shaft to the roof. The solution was found by placing large Strobic fans in a discreet location on the exterior of the iconic Philadelphia building, with the system large enough to handle future lab expansion on additional floors in the building. The challenging infrastructure placement work required a crane, wheeled in on Amtrak service tracks next door to lift the two large exhaust fans into place. The operation involved power shutdown and extensive cooperation from the rail service, four different subcontractors, and Brandywine Realty Trust.

Safety was also a high priority. In order to keep safety and tripping hazards to an absolute minimum, the project team made a clean work environment a top priority. All tools and equipment were subject to a safety inspection each day, while INTECH’s safety chief regularly inspected the site and helped conduct meetings between the construction management team and subcontractors.

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LEADERSHIP SPOTLIGHT Sean O’Leary | Floodproofing.com, Inc.

Name: Sean O’Leary

QA

Title: Territory Manager PA NJ NY

What is your business motto?

Age: 32

“Be open and honest. If something isn’t worth doing right, it’s not worth doing."

Company, City: Floodproofing.com, Inc,

When did you first become interested in your career path?

Years in field: 10

I grew up in the coastal town of Longport and I was a senior in college during Hurricane Sandy. Being in Philadelphia it was easy to run back to my parent’s home to check in on any damage except the islands were closed for a week to everyone.

Personally I hated that feeling of helplessness. Once we were allowed back, it was a heart ache seeing the devastation caused by Sandy so when I graduated, I was able to take those lessons and experiences and grow into this industry protecting structures in the communities I grew up in.

Mt Royal NJ

Education: St. Joseph’s University City of Residence: Audubon, NJ

What is the most rewarding part of your job?

Least rewarding?

The most rewarding part without a doubt is having the ability to affect change.

I can sleep easy at night knowing my clients and many communities are better suited to protect themselves in the face of the next storm. The least rewarding is the reactiveness part of the job. Building Code requires products I manufacture and represent to be installed on structures so addressing a new building is easy.

But following a flooding event, going into these affected communities seeing the devastation caused, it brings me back to the feelings of helplessness I had in 2012.

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LEADERSHIP SPOTLIGHT

What is your biggest daily challenge?

Problem solving. Often the best solution might not be the most cost effective. So, coming up with a solution that works for the Architect, GC, and ultimately building owner is like putting together a puzzle so everyone benefits..

How do you inspire your colleagues?

I try to lead by example. I might not be the oldest or most experienced in my field but being upfront with clients, sticking by my word, and doing my best to relate to the people I work with has done wonders for my career and I try to share that with my colleagues.

What goal are you currently striving to achieve?

My company is family owned and operated and our culture is second to none. So, maintaining a healthy volume of work to keep us busy while also making our clients happy not only helps the business, but it does wonders for our culture. The cliché “love what you do and you’ll never work a day in your life” is a real thing if you stick to your morals.

What project are you currently working on?

As a vendor supplier, I touch a little bit of everything in our region. I have projects in Philadelphia where you would expect along the Schuylkill and Delaware, but I also have dozens of active projects along the Jersey Shore and in the NYC metro area.

Do you have a life motto? If so, what is it?

Say what you mean and mean what you say. I might be competing with other vendors on jobs but one thing I can promise my clients is I am going to be honest with you and I am going to stick with you until the end.

What’s the most important lesson you’ve learned in your career?

I have found that developing a relationship with a client and relating to them goes a lot further at times than just providing a number on a piece of paper. Relationships have gotten me this far and will continue to advance my career.

What is/was your favorite CLC event?

I love all the events I have been to from the GBCA Dinners, Golf Outings, Phillies Opening Day, and the Carnegie Trainings. Just put me in a room around new people to meet and I am going to have a great time. I will be attending the CLC Leadership Development Conference in October with many other members of the CLC and I have been excited for that for months!

How do you find that participating in CLC activities benefits you?

The CLC I have found is a group of like-minded individuals. We are all looking to develop connections with each other, strive to be better, and ultimately be the next generation of leaders in this industry.

Do you have any advice for other CLC members/ young professionals who are looking to advance their career?

Ask questions and be a sponge. I am a poster child for the “there’s no dumb questions” saying. Keep asking questions because there is always going to be a mentor there looking to share insight with you.

What is your favorite thing about being a member of GBCA? Everyone is so open to sharing their own experiences. I have many friends in the GBCA who now talk on a weekly basis and we look out for each other. The GBCA Staff is always open to helping you explore new avenues and ideas too. And back to mentors, I still poke guys like Joe Clearkin or Mike Armento for advice or just to check in. Without GBCA, I wouldn’t have had the opportunities to grow the way I have.

THE CASE OF THE OLD SCHOOL DALE CARNEGIE'S COACHES RESPOND TO A REAL WORLD SCENARIO FROM THE PHILADELPHIA REGION’S COMMERCIAL CONSTRUCTION INDUSTRY. REMEMBER: THERE IS ALWAYS MORE THAN ONE PATHWAY TO SUCCESS.

“Just letting you know, Eric’s just gotten to his desk.”

Shannon looked up from her monitor. “Thanks, Jordan,” she said.

She could already feel her shoulders tightening up in anticipation of having to speak to Eric, one of the company’s superintendents. She always preferred the days when Eric worked out of the jobsite trailers. “Ok, let’s do this,” she thought to herself as she got up from her desk and walked over to Eric’s desk.

“Hi, Eric, did you see the emails that I sent about that bill that you need to review and confirm?”

“I dunno.” Eric turned to his computer. “When did you send it?”

“I sent the first request last week, but I also emailed you about it twice this week.”

“Oh, yeah, I see it. Okay, I’ll look at it. I don’t know why they didn’t just call me. I’m old school. You know that I don’t check my email.”

“Sure, Eric,” Shannon said and paused. “I’m working with their billing department, and they don’t make phone calls. On our end, email is just faster for this kind of thing.”

“Well, I’m old school. They should have just called me,” Eric said. “I’ll look at it now and get it back to you.”

“Thanks, Eric.”

Shannon headed back to her desk. She hated having to chase down paperwork, but it had to be done. She also hated the “I’m old school” excuse – she had heard Eric use that with other people before. At this point, that attitude made him difficult to work with, but no matter what anyone said, the bosses were showing no signs of letting him go.

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A few minutes later, Eric came to Shannon’s desk. “Here’s the bill. It’s all good. I guess email wasn’t the fastest way after all, was it?” He smirked as he handed her the printed email.

Shannon smiled weakly. “Thanks, Eric.” Just let him walk away, she told herself.

After he left her doorway, she looked at her computer. Good news! A client that wasn’t too far away offered to let them pick up a check rather than put it into the mail. Someone would just have to pick it up by noon tomorrow. She quickly emailed the project’s team members—including Eric—to see if any of them could pick up the check.

Oh, I guess I should call Eric since he probably won’t get the email, she thought. She picked up her phone. Just as she started dialing, an email notification popped up: Great! I’ll go pick up the check.

- Eric Shannon put her phone down. So you DO check your emails, she thought. If only there was a way to get him to care about all of his emails, not just the ones that directly get the company money, or that get him out of the office and on the road.

WHAT SHOULD SHANNON DO? Trainers from Dale Carnegie offer expert analysis and advice.

Dale Carnegie Response Most of us would agree that valuing diversity and promoting inclusion are important for many reasons. Too often, we limit

our view of diversity to the obvious – race, ethnicity, gender, etc. Many of us overlook the subtle differences like learning style, communication style, and work preference. When Dale Carnegie published “How to Win Friends and Influence People” in 1937 the workplace in the United States was not nearly as diverse as it is today. Yet the book became an instant success because these subtle differences can occur between two people who, on the outside, may seem very similar. The title of the book is, in fact, a 2-step process for working with others.

We all want to ‘influence people,’ but we must first ‘win friends’ by earning their trust.

The book lists 30 principles, grouped into 4 categories.

Principle #17 states, “Try honestly to see things from the other person’s point of view.” Imagine what might happen if Shannon and Eric both tried, honestly tried, to see things from the other person’s point of view. This may seem simple, but it is certainly not easy! For starters, the other person’s point of view may be impossible to ‘see’ because it is hidden inside the other person’s mind. The only way to ‘see’ things from the other person’s point of view is to ask them to show it to us.

This requires trust and mutual respect. This is where the “how to win friends” part of the book becomes important. Eric and Shannon, if they want to work together more effectively, need to understand each other better.

A good first step for Shannon and Eric would be to meet for a cup of coffee or lunch and get to know each other a little

better. Learning about another person’s interests outside of work can give us a glimpse into how they think, how they communicate and how they work. For example, my hobby is backpacking. I spend days on the trail with very little contact with other people. Knowing this about me would be a clue that I like to work independently. A co-worker of mine likes to spend free time doing things with other people – concerts, cruises, etc. This is an indication of a preference to work in collaboration with others. We are very different, yet we work extremely well together! Why? Because each of us tries honestly to see things from the other person’s point of view.

Both of us adjust to meet the other person in the middle.

When we work with a new client, we often begin by conducting a “Personality Profile Assessment.” Participants answer a series of questions that helps them identify their tendency as a “Driver, Analytical, Expressive, or Amiable.” All four styles are critical for a successful organization! Imagine what would happen in your organization if one of the 4 styles was missing!

Based on the case study, I would guess that Shannon is more of a “Driver,” and Eric is an “Amiable.” Eric can work on being more responsive, and Shannon may want to be more patient.

The bottom line is this… If we want to work effectively with others we have two options. We can change ourselves, which is difficult; or we can change the other person, which is nearly impossible.

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AFTER 300 YEARS, THE STEWARDS OF PHILADELPHIA’S BUILT ENVIRONMENT ARE NOT SLOWING DOWN

BY NICOLE CATRAMBONE, MARKETING AND COMMUNICATIONS ASSOCIATE | GBCA Today, The Carpenters’ Company of the City and County and Philadelphia and the General Building Contractors Association (GBCA) are two prominent professional organizations in Philadelphia. Though their day-to-day work looks distinctly different, both groups are widely recognized for their longstanding commitment to stewarding the region’s built environment. What is noteworthy is just how far back this commitment goes—nearly 300 years—and how their significant historical connection continues to shape Philadelphia.

“Philadelphia’s first Master Builders were responsible for building icons like Christ Church’s steeple, Independence Hall, and our very own Carpenters’ Hall, which was home to Benjamin Franklin’s Library Company and the First Continental Congress,” says Michael Norris, Executive Director of the Carpenters’ Company. “They also set the rules of engagement and the standards for building in the early days of Philadelphia. This was done to regulate construction and ensure quality during a formative period for our city and our nation.”

Philadelphia and the Master Builder

Specialization Spurs Change

In 1724, the Carpenters’ Company was founded in Philadelphia as a guild of skilled craftsmen who were considered Master Builders, not specifically carpenters as we now know the trade. Their skills encompassed most everything architects, contractors, and engineers handle today, which made them essential to bringing William Penn’s plans for Philadelphia to fruition. In the decades before our nation was founded and the setup of formal industry oversight, the Carpenters’ Company also provided a standard of craftsmanship, of building excellence.

As Philadelphia evolved, so did the nature of construction. By the late 1800s, industrialization was well underway, forever changing building processes and leading to greater specialization in the industry. As specialized trades and professions emerged, including non-carpentry trades, architects, and engineers, the Carpenters’ Company shifted much of its focus to preserving the rich history of Carpenters’ Hall for the public to enjoy.

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This shift left a vacuum of responsible leadership bringing all constructors together for the common good,” explains Charles W. Cook, Ph.D., Clinical Professor of Construction Management in Drexel University’s College of Engineering and GBCA Board Member.

To fill this void, members of the Carpenters’ Company formed a separate organization in 1891: The Master Carpenters’ and Builders’ Company, which was later renamed the General Building Contractors Association (GBCA) in 1947. This organization, a more modern trade association, would also take on an advocacy role, connecting with elected officials and providing resources to grow and strengthen the construction industry.

“GBCA would assume the responsibilities that the members of the Carpenters’ Company had advanced,” notes Cook.

“The Carpenters’ Company recognized the need for political activism and involvement in the national welfare, the education of its members to improve construction techniques, a strong partnership with a skilled labor force, and leadership of the built environment in the Philadelphia area. As time has told, GBCA has succeeded on all of these fronts.”

Today, GBCA is the voice of union commercial construction in Philadelphia and has a robust membership representing the most well-respected commercial contractors, specialty contractors, and construction service providers in the region.

Shaping Today’s Philadelphia Beyond the Carpenters’ Company’s efforts to preserve Carpenters’ Hall and the important history surrounding the organization, it, too, remains an influential association that brings builders, architects, and engineers together for the good of Philadelphia.

“The Carpenters’ Company is all about connecting the past, present, and future,” says Norris. “We do that by creating space for dialogue and fellowship among the built community. No one is living, working, or building in this city in isolation. Together, we have to carefully thread the needle between history, preservation, and the modern built environment.”

This complements GBCA’s work on a number of fronts, as the association unlocks the power of union commercial construction to help Philadelphia—and Philadelphians—thrive.

“Shaping our city is an enormous responsibility. It means preserving treasured landmarks, adapting older buildings to modern-day needs, building infrastructure that fosters innovation, and, importantly, creating spaces built with the community in mind,” says Benjamin J. Connors, Esq., CAE, GBCA’s President & CEO. “By ensuring all of this is done thoughtfully, safely, and with the highest level of craftsmanship, we’re doing our part to make sure the Philadelphia region is a place that will serve all of us well into the future. As the world continues to change, our commitment to helping lead our great city is stronger than ever.”

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BUILDING PHILADELPHIA FOR THE NEXT 100 MAYORS

BY ERIN DWYER HARVARD, DIRECTOR, GOVERNMENT AFFAIRS | GBCA This year, 2023, is a major year in Philadelphia politics. We will be electing our 100th mayor who will lead and steer our diverse and unique city over the next four years. This mayor, possibly Philadelphia’s first African American female mayor or the first Asian American mayor, will be stepping into power at a crucial time in our city’s growth.

As we continue to recover from the effects of the pandemic, there’s positive momentum on several fronts to build an even stronger city. Now is the time to fuel, not stifle, Philadelphia’s growth through responsible development, job creation and safety initiatives, and to lay the groundwork that will see Philadelphia through its next 100 mayors.

A Growing City Since the days of William Penn, Philadelphia’s growth has relied on a pro-building environment. Executing Penn’s plans for the city required the expertise and oversight of the Master Builders from the Carpenters’ Company of the City and County of Philadelphia as early as the 1720s.. In the mid-1900s, famed urban planner Edmund N. Bacon, known as “The Father of

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Modern Philadelphia,” developed Market East, Penn’s Landing, Society Hill, Independence Mall and other defining areas of the city for Philadelphians and visitors alike.

Building has been and remains a vital pillar of Philadelphia.

New construction enables world-class organizations and over 1.5 million residents to call Philadelphia home. Although new development is vital, restoring and preserving our historic structures is equally as important to the fabric of our city.

The General Building Contractors Association’s contractors — many of which have been building our skyline for over 100 years — range in expertise, but each builder relies on well-funded city departments, particularly licenses and inspections, revenue, and city planning, and a tax structure that’s friendly to ongoing economic development.

Elevating Philadelphians Despite all it has to offer, Philadelphia is one of the poorest big cities in the U.S. with one of the highest poverty rates among large cities. However, we can improve our city’s economic

status with leadership that supports family-sustaining career opportunities for all Philadelphians, whether they pursue higher education or go right to work. Union construction provides that opportunity.

Beyond ensuring building quality, union construction jobs are a proven way for hard-working Philadelphians to support and grow their families. Raising awareness of these opportunities and their growth potential must start with developing career training education (CTE) in schools and union pre-apprentice and apprentice programs. Encouraging and supporting meaningful careers in the construction industry is a priority for the General Building Contractors Association (GBCA). We, along with our partner organizations, believe we need a champion in city leadership to promote and encourage residents to take advantage of these opportunities.

Living, Working, and Playing Safely For Philadelphia to reach its full potential both now and in the future, it must live up to its moniker as the City of Brotherly Love and Sisterly Affection. It must be a place where everyone can live, work, and play without fear of violence — a place safe for adults and children, for long-time residents and newcomers, and for homes and businesses alike.

Each mayoral candidate is under the microscope for their approach to reducing crime. The key to change is to create effective systems and opportunities that give rise to safer neighborhoods and public transportation. It is to provide access to job opportunities, bustling public spaces, and affordable recreational opportunities and afterschool programs for youth.

For Philadelphia to be safe, we need the public sector and the private sector to work together. GBCA’s members are ready and willing to support any building needs associated with these efforts.

For Future Generations At GBCA, our member companies—330 of the most wellrespected union commercial contractors in the region—have been building Philadelphia for generations. We have shaped our skyline, neighborhoods, commercial corridors, healthcare and higher education institutions, recreational venues, and more. And we are committed to building a city that will serve many generations to come. With a mayor who embraces this opportunity, Philadelphia will reach monumental heights.

Erin Dwyer Harvard, GBCA’s Director of Government Affairs, leads public policy and advocacy efforts on behalf of the Philadelphia’s region’s most skilled and trusted construction professionals. Learn more at gbca.com.

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GBCA UNVEILS THREEYEAR STRATEGIC PLAN: A VISION FOR FUTURE GROWTH

BY BENJAMIN J. CONNORS, ESQ., CAE, PRESIDENT & CEO | GBCA

The General Building Contractors Association (GBCA) has recently launched its 2023-2026 Strategic Plan, signifying a pivotal moment in the organization's commitment to the commercial, industrial, and institutional construction industry.

Grounded in a legacy of leadership, inclusivity, innovation, and integrity, GBCA stands as the respected voice of construction in the Philadelphia region. This strategic plan reflects the result of thoughtful deliberations by GBCA's Board of Directors, who have envisioned the future, defined a clear direction, and identified key priorities. Through an extensive organizational review, public virtual town hall, focus groups, member surveys and collaborative discussions about the future of the industry, the Board has developed strategic goals that promise to reshape the industry landscape.

A Blueprint for Progress The 2023-2026 Strategic Plan serves as the cornerstone upon which GBCA will strive to not only meet but exceed member expectations. It lays out a roadmap for creating opportunities that will benefit all stakeholders in the Philadelphia region.

Strategic Pillar #1: Labor Relations Building Collaborative Partnerships for Competitive Advantage A central focus of the plan is the commitment to establish collaborative and synergistic partnerships with labor unions.

This will provide a robust foundation for GBCA to serve as a labor management think tank alongside the trades, offering a competitive edge to signatory contractors. The steps to achieve this include: ∙ Strengthening relationships with the trades. ∙ Actively engaging with labor to enhance competitiveness. ∙ Make strategic investments in staffing to ensure expertise and operational effectiveness.

Strategic Pillar #2: Next Generation & Workforce

Cultivating the Future Workforce and Diverse Opportunities Aligned with GBCA's commitment to future growth, the plan includes initiatives to engage the next generation by 32 CONSTRUCTION TODAY

developing workforce development programs that will positively impact 25,000 students. Concurrently, GBCA will work to expand opportunities for Minority Business Enterprises (MBE) and Women Business Enterprises (WBE), as well as underrepresented populations within the workforce. The steps for these initiatives include: ∙ Investment in next-generation construction methods and techniques. ∙ Advancing diversity, equity, and inclusion efforts to actively engage and provide value to MBE & WBE contractors. ∙ Lead the industry in the education on new technologies and construction methods.

Strategic Pillar #3: Industry Relations Elevating Industry Expertise and Collaboration GBCA envisions its members as industry leaders and seeks to position itself as an authoritative source for all matters related to construction. To achieve this, GBCA will gain an indepth understanding of the challenges hindering growth and efficiency. This will involve deeper political engagement and the promotion of collaboration among owners, designers, and contractors. Key steps include: ∙ Enhancing communication with owners, developers, and the design community. ∙ Analyzing construction market trends. ∙ Assisting contractors in adapting to necessary changes. ∙ Expanding political influence to shape industry policies.

Strategic Pillar #4: Operational Excellence Enhancing Efficiency and Member Engagement

GBCA recognizes that operational excellence is essential for delivering value to its members and stakeholders. This entails a strategic focus on governance, staffing, engagement, and financial planning. Key action steps encompass: ∙ A comprehensive review of governance and governance processes. ∙ Strategic investments in staffing to maintain high operational standards and member service.

∙ Encouraging meaningful engagement from all stakeholders. ∙ Long-term financial planning to ensure organizational stability. ∙ Enhancing communication efforts to connect with a broader audience.

In conclusion, GBCA's 2023-2026 Strategic Plan represents a forward-looking vision for the future of the construction industry in the Philadelphia region. Through collaborative

labor relations, support for the next generation, elevation of industry expertise, and a focus on operational excellence, GBCA is committed to its mission of creating opportunities for all. This plan underscores GBCA's dedication to fostering innovation, inclusivity, and the highest standards of integrity in the construction industry.

5 QUESTIONS WITH GOVERNOR SHAPIRO On January 17, 2023, Governor Josh Shapiro was sworn in as the 48th Governor of Pennsylvania. Giving his remarks from a podium created just for the occasion and given by the Eastern Atlantic States Regional Council of Carpenters, Gov. Shapiro looked to a future that includes economic opportunity and a government that works for the people.

Shapiro worked with Philadelphia Mayor Jim Kenney, PennDOT, and Philadelphia’s union construction industry to open up a temporary roadway in just 12 days, with six lanes of traffic opening on June 23, 2023.

On June 11, 2023, an overpass section of I-95 collapsed, completely cutting off a main traffic artery that carried about 160,000 vehicles per day. While initial estimates predicted that the overpass would take several months to rebuild, Gov. Shapiro worked with Philadelphia Mayor Jim Kenney, PennDOT, and Philadelphia’s union construction industry to open up a temporary roadway in just 12 days, with six lanes of traffic opening on June 23, 2023.

and engineers, the building trades and the contractors Buckley and Abbonizio got to work immediately. They demolished the damaged roadway and completely rebuilt I-95 in 12 days. They carried out this heroic effort within two weeks of the initial collapse – well ahead of experts' original predictions.

Q: How did your Administration work in collaboration with state, local, and federal agencies to reopen I-95 in 12 days?

A: Throughout the I-95 rebuild, we moved quickly, thought creatively, and worked together – local, state, and federal officials coordinated closely with union workers and contractors – to make decisions collectively, ensure resources were available, and cut through red tape to rebuild and reopen I-95 in just 12 days.

This was an enormous team effort. Under the direction of Secretary Mike Carroll, PennDOT’s team of experts 34 CONSTRUCTION TODAY

Within 6 days of the collapse, President Biden and Secretary Buttigieg traveled to Philadelphia to survey the site and offered full federal support. They made it clear from the very beginning they would provide all the resources necessary to complete the reconstruction as quickly as possible. In coordination with the federal support, I was able to sign a disaster proclamation to expedite the rebuilding of I-95 and cut through red tape, allowing the Commonwealth to immediately draw down federal funds and making $7 million of state funds immediately available for the reconstruction of the roadway. My administration also worked closely with the Federal Highway Administration (FHWA) Administrator Shailen Bhatt and Pennsylvania Division Administrator Alicia Nolan.

The City of Philadelphia from the Mayor’s office, to the police, fire, water, emergency management teams was a crucial partner. Within minutes of crash, the Pennsylvania State Police were on the scene, diverting traffic to keep motorists safe and working with Philadelphia Police and local first responders. SEPTA added more trains and buses to give people more options for their commutes.

This tremendous feat is all due to the incredible coordination with our local, state, and federal partners – and thanks to the hard-working men and women of the Philadelphia Building Trades who made this happen.

The rebuild of I-95 showed us that we can do big things – so long as we do them together. This job required all levels of government, the private sector, and organized labor to come to the table and make decisions together.

We learned to trust one another, empowered strong leadership, and fostered a culture of collaboration.

Q: How did your Administration work with the Philadelphia Building Trades and local contractors throughout the process?

A: We could not have rebuilt I-95 so efficiently without union labor. The hardworking men and women of the Philadelphia Building Trades agreed to work 24/7 to get the highway reopen for Philadelphia and, frankly, the entire mid-Atlantic region. There were over 300 tradesmen and women who worked around the clock, through heat and rain, over Father’s Day Weekend to get the job done safely and with tremendous skill. In total, they worked over 7,680 hours to get this roadway reopened in record time. They were bought into this project from the start, and they showed that union labor knows how to get the job done.

Q: How did the I-95 rebuild highlight the importance of union labor in Pennsylvania?

A: The talent and success showcased by the Philadelphia Building Trades workers is just one example of why protecting the union way of life is crucial – both here in our Commonwealth and across the country. Union

Governor Josh Shapiro, 48th Governor of Pennsylvania

workers know how to get the job done safely, quickly, and the right way. It takes a strong partnership between organized labor and government to get big projects like this done, and we know what can be accomplished when we all work together.

Pennsylvania’s unions train workers to get the job done quickly, safely, and do it right. Through apprenticeship programs and workforce development, our unions are helping us address critical workforce shortages and get more people on the job so we can rebuild our infrastructure.

I am constantly inspired by the incredible work of our union men and women. We have an obligation to protect organized labor, ensure every worker is safe on the job, and invest in the next generation of tradesmen and women. We have some of the best, most skilled workers in the country here in the Commonwealth, and that’s all thanks to a strong union way of life.

Q: Your administration set up a 24/7 livestream to highlight the rebuild process. Why did your team decide to launch a livestream and why do you think it was so popular among viewers?

A: We felt the eyes of the nation on us as we rebuilt one of the most critical roadways in our country. This is a major thoroughfare – 160,000 cars and trucks everyday -- from folks trying to get to work, families going on ISSUE 2 | 2023 35

vacation, trucks trying to get their product to the marketplace. And as we were going through this process, I thought it was critically important to show not only the Commonwealth of Pennsylvania but the nation what we refer to in the Governor’s office as the “GSD” attitude – that we get stuff done in Pennsylvania. So we set up the livestream so Pennsylvanians – the taxpayers funding this project – could be certain work was happening 24/7, and so they could track the progress in real time. Folks in Philadelphia developed a real unique sense of civic pride for the project – even watching the live stream at Xfinity Live while drinking beer and eating wings. I’m proud that we could foster some civic pride as we showcased what good government can do.

This was an all hands on deck effort and the Commonwealth came together in every way – from the Pocono Raceway who lent us their turbo jet dryer to help crews finish the job in the rain, to Philadelphia restaurants who delivered food to the work crews, and even our Philadelphia mascots and fire department who helped us celebrate the safe and efficient completion of our temporary roadway. The folks who tuned into the livestream each played a role in this process – they could feel real ownership watching our union workers and crews go above and beyond to get this job done.

Q: What other steps is your Administration taking to ensure that Pennsylvania construction projects can be completed in a timely manner?

A: As we rebuilt this critical stretch of I-95, we proved we can do big things again in this country, and we developed a playbook for getting major construction projects done safely and quickly. Following that playbook is more important now than ever before. We have a great opportunity thanks to federal dollars to fund the infrastructure and construction projects that will help us deliver real results.

36 CONSTRUCTION TODAY

The playbook we developed in Philadelphia includes four key steps.

First, construction projects require strong leadership. In Philadelphia, managers of every component of the I-95 project were empowered to be decisive, take ownership and make a call when necessary — not defer and delay to the often-circular bureaucracy.

Second, speed up the bureaucracy. We fast-tracked the permitting process to avoid delays while maintaining safety standards — relying on our experience with past permitting processes as well as the expertise of engineers and other professionals.

Third, encourage creativity and allow everyone to bring their ideas forward. We launched a 24/7 live stream so the public — the taxpayers funding our work — could track our progress and feel real ownership in the project.

When we needed to source backfill to rebuild the collapsed freeway, PennDOT engineers pointed us to a recycled glass product being used on a nearby project that is weather-resistant, lighter than traditional dirt and shown to be reliable. And it’s manufactured in Pennsylvania.

Fourth, work together. At every step of the I-95 project, local, state and federal officials coordinated closely with each other, and the collaborative approach extended to our private contractors and organized labor. Some politicians may criticize unions, but here in Pennsylvania, we saw a proud and diverse group of more than 300 members of the Philadelphia Building Trades work around-the-clock, through heat and rain and Father’s Day weekend, to get the job done safely and with tremendous skill.

I believe government can be a force for good – and this project demonstrated that we can do big things here in Pennsylvania when we work together. We can create positive change when government, our unions, and the private sector all come together – and the fact that this rebuild of I-95 could happen in just 12 days is living proof of that.

ALTERNATIVE PROJECT DELIVERY DEFINED

BY DAVID BURTON, VICE PRESIDENT, FDBIA, LAYTON CONSTRUCTION | COLIN GRAY, PRESIDENT, GOVAN BROWN | ED HANZEL, VICE PRESIDENT, LF DRISCOLL | STEPHEN SOVIERO, EXECUTIVE VICE PRESIDENT, STRUCTURE TONE NEW YORK

As architects, engineers, owners, and construction managers embrace innovation at all stages of the project process, the industry has also begun to reevaluate how these stakeholders partner to deliver top quality projects, on time and on schedule.

The STO Building Group family of companies has been leveraging alternative project delivery models for more than a decade now. Here, a handful of experts share how an integrated approach can add value.

What’s the difference between designassist, design-build, and integrated

Hanzel: The big difference between IPD and design-assist is that the owner and the key trade contractors in an IPD agreement really share the risk and the success of the project. Because it’s a multiparty agreement, IPD projects tend to be more collaborative earlier in the project, which creates greater cost transparency throughout the process.

Why are more clients exploring Vice President, FDBIA, Layton Construction

Colin Gray,

President, Govan Brown

Ed Hanzel,

Vice President, LF Driscoll

Steven Soviero,

Executive Vice President, Structure Tone New York

Gray: There’s more than one way to approach these delivery models. Govan Brown recently completed a project where we entered into a “hybrid” design-build agreement with the owner. The structure of this agreement had the owner holding the design contract through the schematic design and design development of the project, then the final design responsibility

38 CONSTRUCTION TODAY

significantly reduce their risk on the project.

David Burton,

project delivery (IPD)?

Burton: In design-build, the design team and the contractor are tied together and contractually share the risk. In construction management at-risk, or design-assist, the project is managed similarly to designbuild projects, but the owner actually holds separate contracts for the designer and the contractor. This approach puts the owner in a position where they must facilitate issues that arise in scope between the designer and the contractor.

was assigned to Govan Brown for the construction documents and construction administration phases. This allowed the owner to maintain full control of the design itself but transferred the risk related to drawing coordination and administration to Govan Brown. This model was suitable for that owner as the design details were very important to them but they wanted to

alternative delivery models?

Soviero: Many clients have been reevaluating the layers of consultants and looking to put their trust in a proven strategic partner who can engage all parties up front at the inception of the project. The consultants’ agreements are held by the design-builder, and the terms and conditions are shared with each of the consultants. It becomes one team with one master agreement. This often naturally leads to less change orders and a reduction in schedule—which means the client is saving time and money.

Hanzel: LF Driscoll recently successfully completed an IPD project with a large healthcare client who I’ve worked with for years. On prior projects, I had been involved in excess of $800M worth of GMP-type contracts—and although those projects went very well, when it came time to build this flagship project, they chose an IPD model for a couple of key reasons: 1) an opportunity to be innovative early in the design process, 2) to create a more collaborative design and construction execution process that the entire team contributed to for a better outcome, 3) to reduce the number of change orders, and 4) to encourage resolution from any disputes between the construction manager and the architect when it came to design and scope. Although the IPD process was not without learning

curves, it resulted in a highly collaborative project where all team members were vested in the project’s success—which ultimately delivered a leading-edge hospital.

How can builders drive value for clients on design-build and IPD projects?

Burton: Everyone talks about value engineering—but it typically comes after the fact. You’ve already made a run at the design and the budget, and quite frankly, it hasn’t worked. So now you’re working backwards to redesign or reestablish a level of material, which is costing you valuable time. With IPD and design-build jobs, Layton Construction can establish priorities with the client and put together an early budget—giving us a pre-established target value design to work towards. It’s a proactive move that allows us to react to supply chain challenges, get ahead of labor shortages, and work towards an end that’s acceptable to all.

Soviero: I agree, the value lies in the cost certainty and a proactive target value design. This approach results in the ability to identify and mitigate future risk very early in the process.

Another benefit is the client gets a team leader—a single point of contact. This is ideally someone who’s experienced with construction, design, engineering, AV, furniture, etc. That’s a huge value-add when you’re on the design-build type of contract.

How do you gain buy-in and build trust between stakeholders?

Soviero: Leveraging an alternative delivery model requires a total rewiring of the traditional thought process, and there’s certainly a learning curve associated with that. So again, I think having that team leader constantly going over lessons learned

and keeping the team on point is extremely important. Not only are they driving the process, but they’re able to help the client and all the internal groups understand how these delivery methods will be beneficial in the long run.

Hanzel: On the same IPD project I recently completed, almost everyone involved had very little or zero IPD experience—it was a shift for all of us. Approximately 100 people from 12 firms were co-locating in a central office and, suddenly, we had to learn to operate as a team. The construction team was primarily made up of trained engineers, and working day-to-day with a group of architects, you realize pretty quickly that we all process information differently. Team building activities Gray: That certainly rings true for me. On our first major designbuild project, we had some challenges communicating with the architect, because as Ed said, we think about things differently, we communicate differently, and we react differently. So, we took that lesson forward and decided to hire a design manager to work with our team. She’s a Govan Brown employee, but her job is to liaise with the consultants and the architects because she can speak their language—and it’s been very successful. It allows for smooth- er communication and we’re able to operate better as a cohesive group.

Burton: You can’t underestimate the importance of that mental shift. There’s a new level of trust that’s required. In this market, we must trust each other—it’s the only way to succeed. It’s important to choose team members who trust each other, speak openly, and communicate constantly. *This article was previously published in STOBG Insights, 2023 Issue 1.

WHAT ABOUT BOB?

BY ERIK HIGHLAND, MARKETING DIRECTOR, SUPERIOR SCAFFOLD SERVICES, INC.

Construction innovation: In recent years, we associate this with the word “new.”

But what is actually new? Constructors need to consider an innovative spirit or approach rather than a new piece of equipment, product or app. In construction, innovation is often using existing tools and materials in new, reimagined ways.

For Superior Scaffold Services, a full-service scaffold and access company, innovation frequently results from responding to a single challenge: “We can’t do this.” Clients often say to us, “we can’t find a way to get this job done. What are we going to do?”

That’s when we bring out our secret weapon, Bob Sarkisian, Superior’s Vice President and head of our Powered Access Division and all-around suspended scaffold guru. He is not Ai, a robot, an app, or a new technology. Instead, Bob exemplifies innovative spirit: he is a problem solver. Time and again, He has looked at an allegedly impossible job and come up with a solution using the tools at his disposal.

Instead of saying, “We can’t do this,” or, “Do you know of a new trick or product that we can use,” clients should be asking, “What about Bob?” to use a movie reference. His unique perspective from working many years in this industry have led to some of Superior’s most innovative scaffolding solutions. Just look at our blog.

Bob has spent 43 years seeing things that others could not.

His skill for designing a scaffold system, particularly suspended scaffold, is not something that can be put into an app, a program, or even a book. To mix our references, the answer to “What about Bob?” is that Bob approaches any access job like a reality TV competition contestant who must complete a task with limited tools on hand.

42 CONSTRUCTION TODAY

At a recent job, one of Superior’s site crew members mentioned need for an innovative solution while erecting the scaffold at the University of Pennsylvania’s Huntsman Hall. The scaffold was to be erected on a second floor, outdoor courtyard, and around windows that were narrowly framed by architectural columns.

The client had floated a bevy of options, but none of them worked. There was not enough structural support on the lower level of the building, nor enough space between the columns to use traditional scaffolding. So, what about Bob? He looked around and said, “No problem. We can swing this.“ Others were skeptical. Not only was the building’s roof short, but the suspended scaffold units had to fit in between decorative brick design elements.

Bob’s solution: A suspended scaffold rig that hung from 6 foot outrigger beams, weighted and anchored to the opposing side

of the building. Traditional outrigger beams, however, are two or three times longer than the space would allow and have giant rolling caster dollies that hold the beams and weight. Without the necessary space, Bob integrated the counterweights with existing tie-off points, rather than try to build around them.

He also shortened the lengths of the swing stages themselves so they would fit in between the decorative brick elements around the courtyard. The crews moved the scaffold units several times to do the work all around the quadrangle. Looking back now, the solution seems so simple but it took Bob to see it.

The same thing happened when Mara Restoration needed to get workers around the rooftop dome of the Tropicana Hotel and Casino in Atlantic City. After months of deliberating on the best way to reach the outside of the dome—which has few access points and limited surface area around it—and unable to come up with a safe, concrete plan, the client called Superior and asked for Bob. He walked around underneath the dome and said, “If we utilized the catwalk steel up air for an anchor point for our rigging, we could swing this.” His plan required hanging 24 support beams around the interior of the dome that would allow cables to be attached that would then allow swing stage units to climb up and down on them on the outside. The catch—and key to Bob’s plan: the crew would have to board the units from the portal windows in the dome and then ride up and down doing their restoration work.

These are just two of hundreds of examples Bob has come up with over the years. We at Superior may argue that clients should ask, “What about Bob?” all the time. But what about him?

Like many in the Philadelphia region’s commercial construction industry, Bob will retire one day. So how on earth will we replace him? Bob’s response to this question has always been a very humble, “I don’t really know.” That’s it. There is a lot of talk about

mentorship in the construction industry, but we need someone who is both interested in this type of equipment and willing to train with Bob and have a similar vision.

Earlier, this article compared Bob’s work to a competition challenge involving a few tools on hand. While one form of innovation involves creating a new tool to solve the problem, another involves reconsidering how existing tools can be used.

New construction technologies and tools tend to move and get adopted at a slower pace compared to the rest of the tech world. Yes, the motors advance, the stages improve, and our tools are helping make construction work safer, but most techniques and activities are fundamentally the same, and probably will be for quite some time.

Obviously, our goal is to keep Bob in the field as long as he’s able.

And until Superior finds another person with a similar spirit, we will be left with an archive of photos, blogs and articles detailing the wonders from the mind of Bob. We are reminded that revolutionizing the entire industry starts with seeing a problem and using our available tools differently, so that an innovation—a “new” solution—can come from good ole’ fashioned creativity and experience.

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BUILDING MATERIALS Bell Supply See our ad on page 29.

Foundation Building Materials See our ad on page 27.

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Tague Lumber, Inc. See our ad on the back cover.

FINANCIAL Rosenberg & Parker See our ad on page 25.

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