Construction Today | Issue 3 - 2022

PUBLISHED BY THE GENERAL BUILDING CONTRACTORS ASSOCIATION

LETTER FROM THE CHAIRMAN OF THE BOARD OF DIRECTORS

This time two years ago, I was preparing to take the reins of GBCA’s Board of Directors, excited to build on a strong foundation laid down by my predecessors. Most of all, I was excited to help develop the next generation of leaders for our association. Now, as my term as Chairman of the Board comes to a close, I’m pleased by the progress we have made to build the future of our great industry.

One of the reasons I can say that so confidently is because our next generation of leaders is stepping up like never before. It’s amazing to see our young men and women getting more deeply involved in shaping who we are as an organization, how we recruit and develop new talent, and how we impact the communities we touch.

Our Construction Leadership Council hosted four separate events in the second half of this year alone, in addition to showing up and connecting with all our members at GBCA’s Signature events. They bring fresh perspectives to the table and it’s exciting to see their potential to raise the bar of building excellence.

It has been my privilege to serve you, and while it’s my time to pass the torch, this transition is really about the flame – the energy and spark that shines brighter each year. Seeing that fire in the eyes of so many of our members, especially our young leaders, shows that we’re on the right path and that our future is bright.

Sincerely, Michael K. Armento Chairman of the Board, GBCA Senior Vice President, Torcon, Inc.

LETTER

FROM THE PRESIDENT

2022 has been a busy and productive year for GBCA and our members. We continued to stabilize and strengthen our industry while COVID-19 was still looming over us, and as we close out the year, the impact of our work is clear. To state it simply, we refused to let the pandemic steer us off course. In true GBCA fashion, we rose to the occasion by setting the industry standard for health and safety, and worked vigorously to help our members reclaim their lives, both personally and professionally.

This year we hosted a record number of events, trainings, and activities – including our annual Construction Excellence Awards ceremony, Construction Technology Expo, and numerous Safety and Construction Leadership Council events. These are just a few of the many happenings highlighted in this issue of Construction Today.

These educational and networking events are essential to building a thriving industry. They are where ideas are exchanged, where innovation is sparked, and where relationships are built. We’re extremely proud of how these offerings are supporting commercial construction throughout Greater Philadelphia.

GBCA and our members are leading Philadelphia forward. Doing so requires teamwork, which is why this issue also features insights on how to be an effective leader for your team, your company, and, ultimately, our city.

Together, we’re building a stronger Philadelphia.

Together, we’re building our future.

Benjamin

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

NOTES

The theme of this issue of Construction Today, “The Next Level,” is a perfect way to describe what GBCA members do every day. They have an insatiable drive to build better, build safer, and build stronger – to build on the best and take it to the next level.

This is particularly true of our 25th Annual Construction Excellence Awards winners spotlighted in this issue. It’s our distinct privilege to honor the builders of outstanding projects and initiatives across 21 award categories. This year’s winners represent the highest quality of workmanship and building innovation advancing the commercial construction industry.

Beyond the awe-inspiring work, what stands out most about these projects is the collaboration among GBCA members. LF Driscoll worked with more than 50 GBCA member subcontractors in building

the Penn Medicine Pavilion, our winner for Best Healthcare Project and Excellence in Craftsmanship: $50+ Million. That’s more than 15 percent of our members teaming up on just one project!

Each project listed in this issue shows GBCA members working together. This level of collaboration is indicative of an industry that’s united and invested in delivering the very best final product for clients and our great city – a hallmark of GBCA.

Congratulations again to all of our winners!

Byron Lee, Ph.D. Senior Manager, Marketing & Communications General Building Contractors Association

PUBLISHER/EDITOR Byron Lee

ADVERTISING/SALES Byron Lee

CONTRIBUTING WRITERS

Byron Lee, PhD / Cody Lowry / Marty McCarthy, CPA, CCIFP / Christopher F. Meshginpoosh

DESIGN Punch Garage

ACCOUNTING Kristin DeFrancisco

EDITORIAL OFFICE

General Building Contractors Assn., 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.

CONTRIBUTORS

LEE, PHD

LOWRY

MARTY MCCARTHY, CPA, CCIFP

Managing Partner, McCarthy & Company, PC

CHRISTOPHER F. MESHGINPOOSH

Director, Kreischer Miller

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

Contact Byron Lee at blee@gbca.com or 215-568-7015.

CODY

Director of Marketing and Communications, WRT

BYRON

Senior Manager, Marketing & Communications General Building Contractors Association

CLC HARD HAT TOUR

CLC LEADERSHIP SERIES

CLC COFFEE CHAT

CAMP OUT FOR HUNGER

LEADERSHIP SPOTLIGHT

Q A

Name: James Baumgardner

Title: Chief Financial Officer

Age: 28

Company, City: Guthrie Glass & Metal, Inc., Egg Harbor Township

Years in field: 3

Education: James Madison University – degrees in accounting, Spanish, and business management

Birthplace: Galloway, NJ

City of Residence: Margate, NJ

What is your business motto?

You can never go wrong doing the right thing!

When did you first become interested in your career path?

I’ve been interested in being a business owner my whole life. I come from a family of entrepreneurs in the construction business. It wasn’t until my brother Andrew recruited me back from San Diego in early 2020, though, that I finally got serious about it.

What is the most rewarding part of your job?

Least rewarding?

The most rewarding part is connecting with my co-workers. We’ve got a great culture and it’s like a big extended family. Most people spend more time with their co-workers than their actual families.

Least rewarding aspects are contract negotiations and following up on money.

What is your biggest daily challenge?

My biggest daily challenge is not overworking. I need to get to the gym regularly and have some downtime in order to bring my best self to work.

How do you inspire your colleagues?

I hope by example! I never ask anyone to do anything that I wouldn’t do. I try to be a servant leader.

James Baumgardner | Guthrie Glass & Metal, Inc.

LEADERSHIP

SPOTLIGHT

What goal are you currently striving to achieve?

My brother Andrew and I are trying to figure out how to best give our Mom (Lynn Guthrie Baumgardner) the ability to retire alongside our Dad. We’re making progress. Thanks for being a trooper, Mom!

What project are you currently working on?

I’m an accountant, so I’ve got my hands in all of them. Some big ones for us are 1101 Chestnut, SEPTA 30th Street Station, and Princeton Racquetball Center.

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

It may sound cliché, but I do my best to follow this: Treat others the way you want to be treated.

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

That I’m not in the construction business, I’m in the people business. That is, managing people and relationships internally and externally are going to be the keys to success.

What is/was your favorite CLC event?

I would say the networking event put on by Dale Carnegie Training. I think most people feel awkward entering a room and striking up conversations with strangers. This training gave some helpful tips on how to break the ice and topics to be purposeful about while having those conversations.

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

It’s nice to network with other young professionals that are facing similar challenges. I feel we’re all forward-thinking because we’ve got many years in the industry ahead of us.

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

Be a sponge. Take it all in, especially before recommending changes or solutions. We’re young and eager to make an impact, but sometimes it’s best to really understand how things are done before trying to leave our mark.

What is your favorite thing about being a member of GBCA?

My favorite thing is the openness of the members. Everyone is more than willing to share their experiences. Learning from your peers about challenges, failures, and successes in their businesses is very valuable. Why recreate the wheel when models are out there for how to do things?

PHILADELPHIA ARCHITECT & CONSTRUCTOR STRATEGIES: DESIGN ASSIST

BY BYRON LEE, SENIOR MANAGER, MARKETING & COMMUNICATIONS | GBCA

The Philadelphia Architect & Constructor Strategies (PACS) is a discussion series held by the AIA/GBCA Joint Committee. Four times a year, the committee meets to improve collaboration and relations in the Philadelphia region’s building industry. The following is a summary of a discussion about Design Assist.

For the past four to five years, Design Assist has been used to mixed results. Design assist is a project delivery method where the architect establishes overall design intent, and then signs off on areas of the design, relying on the expertise of the contractors. In the Philadelphia region, projects are using Design Assist for mechanical, electrical, façade, steel, or curtainwall design. To increase the effectiveness of Design Assist on a project, designers and constructors should consider the following strategies:

Consider Design Assist as a way to deliver the best product, not as a method to save time and money, or to reduce liability. Avoid using design assist as a last-minute tactic to fix issues.

Keep in mind that the design may no longer reflect the fantasy design of any one party.

Find the right collaborators. You need to identify subcontractors that will value the overall project and be flexible with the design team. Be clear about scheduling: timeliness with designs is important, but rushing can lead to just as many change orders as had design assist not been implemented.

Respect each other’s positions. A common trap is to assume that our interests don’t line up. While designers and constructors have specific goals and metrics that lead to booking the next project (e.g. beautiful aesthetics, long-lasting construction), effective collaboration depends on acting in good faith. Unwillingness to compromise can lead to delays in the schedule and to additional costs.

Design Assist can challenge the assumption that the bottom line should be the ultimate deciding factor in choosing

subcontractors. Choosing the best collaborator becomes much more important to ensure the overall success and potential savings in a project.

Collaborative project delivery methods such as Design Assist, Delegated Design, and Integrated Project Delivery are not going away. Each of these methods provides opportunities to close the gap between designers and constructors.

About the AIA/GBCA Joint Committee

The mission of the AIA/GBCA Joint Committee is to promote collaboration between designers and constructors and to share ideas, best practices, and trends in order to provide greater value and superior outcomes for our mutual clients.

SHIFTS IN WORKPLACE CULTURE HELP MORE SUCCEED ON PHILADELPHIA’S CONSTRUCTION SCENE

BY BYRON LEE, SENIOR MANAGER, MARKETING & COMMUNICATIONS | GBCA

Philadelphia native Quinzel Washington, 27, fell in love with construction as a child. But when he was ready to enter the working world, he found that joining the field isn’t as easy as walking up to a construction company and getting a job.

During his search for employment, Washington saw that Eastern State Penitentiary’s Masonry Academy was recruiting crew members for a paid training program that would enable him to pursue a union apprenticeship.

“I had zero masonry experience and no connections to the union, but I was looking for a career with longevity that offered good benefits for me and my family. It was clear the pre-apprentice program could put me on that path,” says Washington, who participated in the Masonry Academy in 2021 before securing an apprenticeship with PULLMAN SST, Inc., a masonry and restoration contractor.

“From the academy to the jobsite, the motivation and encouragement I’ve received has been life-changing,” Washington adds. “Everyone is willing to lend a helping hand, teach new techniques, help solve problems, and build each other up mentally. Having that kind of support really fuels my drive to make it in the industry and make my mark on the city.”

Supportive Culture Growing in the Industry

This kind of experience isn’t unique to masonry. Throughout the construction trades, colleagues and leaders — whether they know it or not — are mentors and role models whose influence helps others succeed in the industry.

For Serenity Peterson, a first-year carpentry apprentice with Madison Concrete Construction, one of those people is Layla Bibi of the Eastern Atlantic States Regional Council of Carpenters. Bibi introduced Peterson to the Carpenters’ Apprentice Ready Program (CARP) when she was trying to figure out her plan after high school. CARP, a joint initiative between the General Building Contractors Association (GBCA) and the Carpenters Joint Apprentice Committee (JAC), is a pre-apprentice program that reaches Philadelphians who don’t have any pre-existing trade skills.

“Going through CARP was a once-in-a-lifetime opportunity that allowed me to kickstart my career in construction and a personal journey toward financial freedom,” says Peterson. “Beyond the program, I look up to Layla as a leader. She encourages me to invest in myself and sets an incredible example of just how valuable African American women are in the field of carpentry.”

Peterson also echoes Washington’s experience with on-thejob support, noting how her bosses and co-workers have made her feel comfortable on the jobsite since day one, as well as how they go out of their way to teach and support her as she continues to learn the ropes.

Relationships that Shape Workplace and Industry Culture

For some, supportive professional relationships can fuel personal drive, pushing careers forward. That was the case for Isaiah Labell when he began his carpenter apprenticeship with B. Pietrini & Sons five years ago.

“When I was starting out, I had gotten great hands-on training through CARP but I still had a lot to learn on the job. Fortunately, my foreman noticed me and my work ethic. He could have easily brushed me aside, but instead he took me seriously and gave me chances to learn and prove myself. Seeing him take me seriously helped get others on the job to also give me chances to prove myself as one of the team.”

These types of relationships continue to inspire new leaders for the industry. T.N. Ward Company Superintendent Mike Favors is still motivated by a fellow superintendent who he refers to as his “work dad.”

“He has done a lot for me, and his example showed me where I want to go with my career,” says Favors. “He’s managing projects that are 10 times the size of the jobs I’m working on and for him, it’s like riding a bike. My goal is to get there myself one day.”

A Shared Responsibility

These examples not only highlight a spirit of collaboration, but also the idea that it’s everyone’s job to help construction professionals and the industry thrive. Benjamin J. Connors,

“Building up and retaining skilled talent requires more than just providing a good salary and hoping the best show up,” Connors explains. “Contractors recognize that when their workers — from the office to the jobsite — are provided pathways to advance their careers, they are setting themselves and their employees up for success.”

L. Elaine Johnson is a construction leader who takes this to heart. Having been discouraged from pursuing a career in construction decades ago, she walked away from a successful corporate career to finally pursue her passion. When she founded LaPutt Enterprise, LLC, a Philadelphia-based MBE and WBE commercial carpentry company, she knew she wanted the organization to support diversity and apprenticeship. Today, she’s delivering on her mission by making a sizeable investment to sponsor carpentry and finishing trades union apprentices.

“As a small business owner, it brings me joy knowing that we’re making a difference in young peoples’ lives,” Johnson says. “I am also extremely fortunate to have the support of more experienced commercial contractors as I continue building my own business. If we all do our part to build up human capital in the industry, everyone can win.”

Visit https://gbca.com/services/workforce-development/ for more information about careers in construction.

President & CEO of GBCA, is seeing more Philadelphia contractors take serious action to change workplace and jobsite cultures.

2022

THE NEXT LEVEL

Commercial construction is the foundation of Philadelphia’s past, present, and future. The industry has masterfully shaped our diverse city into a powerhouse of culture and innovation — and is one of the most dynamic forces taking our region to the next level.

While GBCA members have been leading the way in commercial construction throughout Greater Philadelphia for more than 130 years, 2022 marks the 25th anniversary of formally recognizing their exceptional work with the Construction Excellence Awards program. As the region’s premier construction awards program, this annual competition continually raises the bar on what it means to be the best of the best.

This year is no exception: These are the outstanding people and projects that are propelling Philadelphia to new heights.

Check out this year's winners!

AFFILIATE OF THE YEAR

WINNER

DCI+MacIntosh Engineers

DCI+MacIntosh Engineers has continually proven itself to be an outstanding partner to architects, contractors, owners, and the local construction community. The team creates in every project a collaborative atmosphere. This attentive, responsive approach treats every construction manager and subcontractor with true kindness and respect, and brings about shared success. In addition to its contractor-friendly approach, the firm continues this spirit of collaboration in the industry. The firm supports GBCA through sponsorship and by actively recruiting and onboarding new members. DCI+MacIntosh Engineers has also worked to strengthen GBCA’s relationship with the Carpenters’ Company, supporting another pipeline for workforce development.

COMMITMENT TO COMMUNITY EXCELLENCE

WINNER

Gilbane Building Company

Gilbane Building Company’s commitment to helping communities thrive extends far beyond the buildings they deliver. They are fully invested in volunteerism and corporate giving that benefits numerous charitable organizations and provides opportunities for all team members to get involved. This includes Gilbane’s 7-Day Community Service Challenge and local engagements with Cradles to Crayons, the Salvation Army, and Saved Me Animal Rescue. Over the last two years, 124 employees donated more than 800 hours to local charities. In 2021, the company raised $1.08 million for charities across the nation, and they are now also matching 100% of charitable contributions made by employees.

EXCELLENCE IN TRAINING & PROFESSIONAL DEVELOPMENT

WINNER Gilbane Building Company

To continue to attract, retain, and develop world-class builders, Gilbane Building Company has invested millions of dollars each year in its state-of-the-art learning and development function, Gilbane University. The program provides content and experiential learning focused on field and functional training, professional development, management development, and leadership development. The company is also adapting its training programs to meet learners where they are, as they move to a flexible, remote presence in response to the evolving work-life balance needs of employees. In total, Gilbane offers 8,000+ self-paced modules, 250+ instructor-led classroom sessions, and 70+ instructor led virtual classroom sessions.

EXCELLENCE IN SAFETY

WINNER LF Driscoll

At LF Driscoll, safety is a way of life. The company has one of the largest safety departments among Philadelphia’s construction firms and leads or participates in a number of safety initiatives to continually reinforce and celebrate this commitment. These include OSHA’s Voluntary Protection Program, OSHA 30-hour trainings, LF Driscoll’s Safety 360o initiative, and many other efforts. The Safety 360o program is designed to be the driving force behind raising safety standards in the industry by instilling an inherent and consistent awareness of safety, as well as create a durable, positive safety culture that positively impacts everyone, everywhere, every day.

PROJECT DESCRIPTION

When the pedestrian bridge connecting the Perelman Center for Advanced Medicine and the Hospital of the University of Pennsylvania needed to be removed, Geppert Bros., Inc. navigated the challenge. The bridge consisted of two separate structures: one extending over 33rd and 34th Streets, constructed in the 1970s, and one extending over Convention Boulevard, constructed in 2015. The bridge was also close to the Penn Medicine Pavilion and the Children’s Hospital of Philadelphia — an area crowded with pedestrians, vehicular traffic, and ambulances. By concentrating work on nights and weekends, the project was completed on schedule, within budget, and with zero loss time accidents.

Photo Credit: Daniel Burke Photo & Video, LLC

WINNER

D.M. Sabia & Co., Inc.

PROJECT DESCRIPTION

Building Princeton Residential Colleges 7 & 8 required the installation of over 220,000 square feet of brick veneer on eight buildings with connectors across 12 acres. Masonry contractor D.M. Sabia & Co., Inc. skillfully crafted unique elements of the veneer — including radial and corbeled corners that became square at the top and corbeled brick sections — as well as thin brick veneer, cast stone sills, and benches that were incorporated into the design. To keep the job progressing on multiple elevations, the team had 54 Fraco towers set up at one time and up to 100 masons on the job, with zero injuries.

Photo Credit: Germain Media, LLC

NCH-D Infrastructure Upgrades Phase 1

WINNER HSC Builders & Construction Managers

PROJECT DESCRIPTION

Over six years, utilizing an Integrated Project Delivery method, Nemours Children’s Health System replaced the normal and emergency power infrastructure serving more than 1,000,000 occupied square feet of its DuPont Pavilion in Wilmington, DE. Through meticulous planning and coordination, the team, led by HSC Builders & Construction Managers, successfully completed more than 1,200 electrical utility shutdowns and migrated all electrical loads to the new system without incident — all while maintaining the hospital’s full inpatient/outpatient capabilities and Level 1 pediatric trauma center status. The new infrastructure enables the hospital to continue to provide and expand its world-class care.

Photo Credit: Halkin Mason Photography LLC

PROJECT DESCRIPTION

Superior Scaffold Services was called in by GMI Contractors and INTECH Construction, LLC to create a solution to safely install all the exterior glass on the new 47-story Arthaus building while other trades simultaneously worked on finishing the project. Superior’s suspended scaffold expert designed a truly innovative monorail system that enabled a massive hoist to lift 1,500-pound pieces of glass to their final destinations. The same scaffold towers also supported the weight of two giant suspended scaffold rigs, crew members, and their equipment. The team overcame obstacles to safely get the job done and deliver a stunning finished product.

Photo Credit: Erik Highland

Palestra Window Replacement and HVAC Upgrades

PROJECT DESCRIPTION

Built in 1926, the University of Pennsylvania’s Palestra is the oldest major college arena still in use today and has hosted a number of important collegiate, political, and pop-culture events throughout history. Having been constructed almost a century ago, the arena had a number of energy efficiency and ventilation challenges. To enable the facility to be utilized comfortably year-round, the project team — led by P. Agnes, Inc. — replaced 28 arched windows as well as clerestory and skylight glazing at the roof, upgraded the heating and exhaust system, and added an automatic temperature controls system, providing better efficiency.

WINNER Clemens Construction Company, Inc.

PROJECT DESCRIPTION

In its mission to build stronger communities, Rebuild Philadelphia engaged Clemens Construction Company, Inc. to provide construction management services for new enhancements to Nelson Playground. Clemens renovated the interior and exterior of the existing 2,000-square-foot, single-story recreation center to improve and enlarge the space, address ongoing deterioration, and provide code, security, and accessibility improvements. The project also included a small addition — containing office space, a storage room, and an interior courtyard — as well as repaired the existing canopy and marked it with the center’s name. When construction was finished, the Mural Arts program repainted the building’s exterior mural to welcome visitors.

Photo Credit: Betsy Casana

Biomeme

PROJECT DESCRIPTION

When the pandemic struck in early 2020, Biomeme, a molecular diagnostic startup behind a rapid Covid-19 test, swiftly took action. Within a year, their production levels had increased exponentially, and their workforce grew from 35 to 120 Philadelphia-based employees. To accommodate this rapid growth, Biomeme set out to relocate its headquarters and research space. P. Agnes, Inc. and the entire project team worked together to transform 44,000 square feet of empty space on the second floor of 401 North Broad Street into a state-of-the-art headquarters and research facility that accommodates Biomeme’s laboratory, testing, manufacturing, and office operations.

Photo Credit: Jeffrey Totaro

Do Good Foods Fairless Hills

WINNER Torcon, Inc.

PROJECT DESCRIPTION

Thanks to Torcon, Inc. and team, the Do Good Foods Fairless Hills (DGF) project converted an empty 84,000-squarefoot warehouse into a start-of-the-art food upcycling and production facility that converts fresh, unused groceries into healthy animal feed. This first-of-its-kind project — which diverts waste from landfills and reduces carbon emissions — features an automated storage and retrieval system, including a series of conveyors that move the product through grinding, heating, filtration, pasteurization, and drying. All supporting utilities are produced by new, high-efficiency generating equipment. The facility also features LED light fixtures and a heat recovery system, reflecting DGF’s overall mission of sustainability.

Photo Credit: Don Pearse Photographers Inc.

WINNER

PROJECT DESCRIPTION

Clemens Construction Company, Inc. provided construction management services for the fit-out of the new Giant grocery store at the busy corner of Broad and Spring Garden Streets. Anchoring the new 500,000-square-foot LVL North apartment building, the 50,700-square-foot retail space features concrete polished floors, natural wood tones, high ceilings, wide aisles, exposed mechanicals, and an underground parking garage. With frequent and transparent communication, BIM coordination, and 3D modeling, Clemens expertly managed the project team to anticipate potential construction challenges, stay on schedule, and deliver a welcome new addition to the residential area.

BEST EDUCATIONAL INSTITUTION PROJECT

Northeast Community Propel Academy

WINNER Gilbane Building Company

PROJECT DESCRIPTION

The Northeast Community Propel Academy — a new 180,000-square-foot combined elementary and middle school — addresses Philadelphia’s sustained and extraordinary growth in its northeast neighborhoods. The building provides the School District of Philadelphia additional capacity for 1,600 students while keeping the adjacent Austin Meehan Middle School and Abraham Lincoln High School fully operational. Gilbane Building Company and Stantec’s approach created a comprehensive campus environment while ensuring the safety of students, faculty, and staff throughout construction. The Academy also features arrangements that consolidate clusters of classrooms and collaborative zones around shared media and technology commons within each grade level house.

OWNER

The School District of Philadelphia

ARCHITECT

Stantec

ENGINEERS

DCI+MacIntosh Engineers

Burns Mechanical, Inc.

Palman Electric, Inc.

GBCA MEMBER COLLABORATORS

Armour & Sons Electric, Inc.

Burns Mechanical, Inc.

Central Metals, Inc.

Chesco Coring & Cutting, Inc.

Copeland Surveying, Inc.

DCI+MacIntosh Engineers

E.C. Fence & Iron Works, Inc.

EDA Contractors, Inc.

G.O. Services, LLC

Graboyes Commercial Window and Glass Solutions

Kastle Systems

M. Schnoll & Sons, Inc.

Mega Construction Co.

Oliver Fire Protection & Security

PDM Constructors, Inc.

Roman Mosaic & Tile Company

Sunbelt Rentals

TBS Services, Inc. WillScot

Photo Credit: Tom Holdsworth Photography

Penn Medicine Pavilion

WINNER LF Driscoll

PROJECT DESCRIPTION

The Penn Medicine Patient Pavilion was an ambitious project — a $1.5 billion, forward-thinking, new hospital on the former site of the Penn Tower. Thanks to LF Driscoll and the Integrated Project Delivery team, it is now home to 500 new patient rooms and 47 operating rooms, as well as inpatient care for Abramson Cancer Center, heart and vascular medicine and surgery, neurology, and neurosurgery. The Pavilion is also conveniently linked to the Penn campus, connected by a new network of public bridges, tunnels, and walkways.

GBCA MEMBER COLLABORATORS

A.T. Chadwick Company, Inc.

Aegis Project Controls

All Trades Distribution, LLC

American Furniture Installation

APACHE Industrial United Artisan Display, Inc.

B. Pietrini & Sons, Inc.

Bayshore Rebar, Inc.

Berlin Steel Construction Co.

BFW Group LLC

Binsky & Snyder, LLC

BrandSafway Services, LLC Burns Mechanical, Inc.

Carr & Duff

Central Metals, Inc.

Chesco Coring & Cutting, Inc.

Copeland Surveying, Inc. Creative Surfaces Inc.

Crescent Iron Works

D.M. Sabia & Co., Inc.

Dale Construction, LLC

Dan Lepore & Sons Company

D’Angelo Bros., Inc.

Fromkin Brothers, Inc. Geppert Bros., Inc.

Guthrie Glass & Metal, Inc.

Herman Goldner Co., Inc.

Hilti Inc.

Jenkintown Building Services

M. Schnoll & Sons, Inc.

Madison Concrete Construction Mammoet Industrial Services

Maxim Crane Works LP Med-Tex Services, Inc. National Glass & Metal Company, Inc.

Oliver Fire Protection & Security

P.A. Fly Contracting, Inc.

Paul Rabinowitz Glass Co., Inc.

PDM Constructors, Inc.

Premier Window Cleaning LLC

Quinn Construction, Inc.

R & R Ceilings, Inc.

Ritter Contracting, Inc.

Roma Steel Erection, Inc. Sautter Crane Rental

Shelly Electric Co.

Shore Supply Inc.

Smith Flooring, Inc.

Southern New Jersey Steel Co., Inc. Steadfast Entities LLC

Steven Kempf Building Materials, a GMS Company

Stuart Dean Company Inc.

Superior Scaffold Services, Inc.

Thackray Crane Rental, Inc.

The Watson Organization, Inc.

Photo Credit: Dan Schwalm

Anova uCity Square

PROJECT DESCRIPTION

Anova uCity Square is a distinctive six-level, 400,000-squarefoot mixed-use building devoted to exceptional living, built by Clemens Construction Company, Inc. and a robust project team. The project features a 463-unit apartment building, 16,000 square feet of ground-floor retail space, and 85 parking spaces. The property has an unusual abundance of amenities, including co-working spaces, conference rooms, sound-proof office pods, a coffee and beer bar, golf simulator, pet wash, spray tanning, fitness center, yoga studio, courtyard with outdoor pool, grill areas, fire pits, electric charging stations, on-site car share, and a two-story parking garage with bike storage and a repair station.

American Floors, Inc.

Brightline Construction, Inc. Carr & Duff

E.C. Fence & Iron Works, Inc.

Eureka Metal & Glass Services, Inc.

Guthrie Glass & Metal, Inc.

Independence Steel, Inc.

Lenick Construction, Inc.

Liberty Flooring, LLC

Mega Construction Co.

Oliver Fire Protection & Security

Unified Door & Hardware Group, LLC, Tru-Fit Frame and Door

American Bible Society Faith & Liberty Discovery Center

WINNER LF Driscoll

PROJECT DESCRIPTION

The American Bible Society Faith & Liberty Discovery Center, a new “beacon of light” along Independence Mall that celebrates the relationship between faith and liberty in America, is an immersive space brought to life by ingenuity and collaboration. Construction, spearheaded by LF Driscoll, included renovating the first floor of an existing and occupied building, and constructing a street-level addition at a busy urban intersection. The team carefully managed the integration of the center’s galleries and exhibits, A/V elements, and new infrastructure, including the structural elements of a unique sculpture that extends onto the roof of the building.

Artisan Display, Inc.

Central Metals, Inc.

Central Salvage Company, Inc.

D.M. Sabia & Co., Inc.

Dale Construction, LLC Frank T. Lutter, Inc.

Fromkin Brothers, Inc. Hatzel & Buehler, Inc. Jenkintown Building Services

Madison Concrete Construction National Glass & Metal Company, Inc.

Photo Credit: Jeffrey Totaro

Nemours

WINNER Gilbane Building Company

PROJECT DESCRIPTION

The Nemours Foundation needed a freestanding facility to store their Estate’s collection of antique furniture, artwork, film, and textiles — one that would protect their assets and represent the Estate’s historic nature. The Gilbane Building Company team built the facility to respect the mostly pre1920s aesthetic of other buildings on the Estate and installed special equipment to ensure the safety of their collections from environmental challenges like UV light, fire, and temperature changes. As coordination around the occupied campus was essential, the team partnered with Nemours Children’s Hospital and the Delaware National Guard to minimize disruption to ongoing operations.

Photo Credit: Kingston Ko Photography

University of Pennsylvania Boathouse

WINNER

PROJECT DESCRIPTION

Originally built in 1858, the University of Pennsylvania Boathouse was transformed into a modern rowing facility with the help of Target Building Construction, Inc. and their project team. Working around the significant challenges of constant vehicular, pedestrian, and athletic activity on Kelly Drive, the team successfully renovated and expanded the existing building. The 16,200-square-foot space is now home to the University’s rowing teams and includes boat storage, a workshop, men's and women's locker rooms, ERG training, and an extraordinary social space for events.

Photo Credit: Don Pearse

Barclays Dry Rock Fit-out Floors 1, 2, and 3

WINNER Turner Construction Company

PROJECT DESCRIPTION

The Barclays Dry Rock Fit-Out – Floors 1, 2, and 3 is part of a refurbishment of the Barclays space in Wilmington, DE intended to make the office a showcase for current and potential clients. The renovation, carried out by Turner Construction Company, pays homage to its location on the waterfront through the integration of materials and graphics with nautical themes that reference the shipbuilding industry and oceangoing trade. The project team paid special attention to craftsmanship in the design and finishes, enhancing the user experience and working conditions in the space.

Photo Credit: Turner Construction Company/Allison Girardi

WINNER LF Driscoll

PROJECT DESCRIPTION

The Integrated Project Delivery method that was implemented to build the $1.5 billion Penn Medicine Pavilion played a critical role in ensuring the quality of workmanship throughout the project. This approach promoted teamwork and allowed for essential and invaluable early planning, coordination, and collaboration between the owner, the joint venture team, and key trade partners. The result is a cuttingedge hospital that incorporates quality materials, equipment, and building systems — all put in place by some of the finest and most skilled tradespeople in the country — enhancing the patient experience.

Photo Credit: Dan Schwalm

GBCA MEMBER COLLABORATORS

A.T. Chadwick Company, Inc.

Aegis Project Controls

All Trades Distribution, LLC

American Furniture Installation

APACHE Industrial United Artisan Display, Inc.

B. Pietrini & Sons, Inc.

Bayshore Rebar, Inc.

Berlin Steel Construction Co.

BFW Group LLC

Binsky and Snyder, LLC

BrandSafway Services, LLC

Burns Mechanical, Inc. Carr & Duff

Central Metals, Inc.

Chesco Coring & Cutting, Inc.

Copeland Surveying, Inc.

Creative Surfaces Inc.

Crescent Iron Works

D.M. Sabia & Co., Inc.

Dale Construction, LLC

Dan Lepore & Sons Company

D'Angelo Bros., Inc.

Fromkin Brothers, Inc. Geppert Bros., Inc.

Guthrie Glass & Metal, Inc.

Herman Goldner Co., Inc. Hilti Inc.

Jenkintown Building Services M. Schnoll & Sons, Inc.

Madison Concrete Construction Mammoet Industrial Services Maxim Crane Works LP Med-Tex Services, Inc.

National Glass & Metal Company, Inc.

Oliver Fire Protection & Security P.A. Fly Contracting, Inc.

Paul Rabinowitz Glass Co., Inc.

PDM Constructors, Inc.

Premier Window Cleaning LLC

Quinn Construction, Inc.

R & R Ceilings, Inc.

Ritter Contracting, Inc.

Roma Steel Erection, Inc.

Sautter Crane Rental

Shelly Electric Co. Shore Supply Inc. Smith Flooring, Inc.

Southern New Jersey Steel Co., Inc.

Steadfast Entities LLC

Steven Kempf Building Materials, a GMS Company

Stuart Dean Company Inc.

Superior Scaffold Services, Inc.

Thackray Crane Rental, Inc.

The Watson Organization, Inc.

KEVIN CANNON

Senior Director, Safety & Health Services

Associated General Contractors of America

DEBORAH L. GRUBBE, PE, CENG., NAC

Owner and President

Operations and Safety Solutions, LLC

MICHAEL MARONE, AIA

Vice President, Architecture

Genesis AEC SCOTT MCNALLAN

Director, Architectural Design

CRB Group

GULBIN OZCAN-DENIZ, PHD, LEED AP BD+C

Chair and Associate Professor

Construction Management College of Architecture and the Built Environment

Jefferson University

NAZIA SHAH

Director, Safety & Health Services

Associated General Contractors of America

KATHLEEN SHORT, PHD

Assistant Teaching Professor

Assistant Program Director

Drexel University Construction Management Program

XI WANG, PHD, P.E., LEED GA

Assistant Teaching Professor

Drexel University Construction Management Program

KIMBERLEE ZAMORA, PHD, LEED AP BD+C

Assistant Professor

Construction Management Department College of Architecture and the Built Environment Jefferson University

BREANNA SHEELER TO CHAIR BOARD OF THE ACE MENTOR PROGRAM OF GREATER PHILADELPHIA

BY CODY LOWRY, DIRECTOR OF MARKETING AND COMMUNICATIONS | WRT

Breanna Sheeler will be working with area leaders to advance the mission of the ACE Mentor Program of Greater Philadelphia as the organization’s new Board Chair.

ACE is a local affiliate of a national non-profit organization whose mission is to engage, excite, and enlighten high school students to consider pursuing careers in the integrated construction industry (Architecture, Construction, Engineering, etc.) through mentoring, scholarships, and grants. The program prioritizes engaging students and communities underrepresented in the industry.

Breanna is a former mentee, entering the program while she was a senior in high school. She then established the first collegiate ACE Chapter at Jefferson University and has been serving as the co-chair of the ACE Mentor Program of Greater Philadelphia's Alumni Committee for the past four years.

"Given Breanna's long involvement with the ACE Mentor Program, we felt as though she was the perfect person to fill the role of Board Chair," said Melissa Raffel, ACE Affiliate Director. "Breanna brings a unique perspective to our Board Leadership Team—she is able to reflect on her experiences as an ACE student, alumna, mentor, and team leader to help us strategically plan a robust future for the Greater Philadelphia affiliate.”

WRT is a long-time supporter of the organization and has been on the leading edge of piloting programming to support its growth.

This includes establishing the first design-build program for ACE, where mentees get hands-on experience and exposure

to the AEC industry through community service, connecting with and advocating for local communities. For the past two years, Breanna and WRT's team of mentors and mentees have focused their efforts on beautifying the Houseman Recreation Center in Philadelphia and for the third year, they will be looking to expand the project's impact on the community.

Additionally, this year WRT is one of the founding firms to pilot ACE's new Transformative Partners Program, which aims to provide continuous mentoring and support for ACE alumni throughout their higher education through to their first full-time job after graduation.

"This is one of the most important missions of my career and personal life, and I am honored to take this next step and assume the responsibility of Chair. The energy and passion that I invest into this program I receive back tenfold in seeing these promising students grow into thriving young professionals ready to lead our design and construction industries. I look forward to working with our amazing affiliate to build upon our past successes and extend our outreach.

- Breanna Sheeler, Board Chair, ACE Mentor Program of Greater Philadelphia

HOW LEADERS GET MORE OUT OF THEIR TEAM THAN MANAGERS

BY MARTY MCCARTHY, CPA, CCIFP, MANAGING PARTNER | MCCARTHY & COMPANY, PC

For any business to not only survive but also grow and remain profitable, its team must master crucial skills in management and leadership: skills that will differentiate an organization when economic and interpersonal crises occur. Such circumstances will produce the most innovative and influential leaders from within.

In Leadership or Management. Which is more Important? Brigette Hyacinth (LinkedIn. June 30, 2017) describes being a leader as a role and a manager as a job. Managers excel in figuring out the best way to control their team to complete tasks. Leaders, on the other hand, inspire people to do the tasks. Managers rely on control; leaders rely on trust. Leaders command respect. Managers demand it.

Hyacinth claims that leaders help organizations and people to grow while managers work to make processes more efficient and effective. In addition, leaders breed loyalty, dedication, and accountability because they inspire, motivate, and influence their teams.

Leadership requires the ability to influence a group toward the achievement of goals. Management focuses on the bottom line. A leader is interested in followers—the people who will deliver the process that leads to the bottom line.

LEADERS ENCOURAGE LEARNING

One of the most important components of motivation is the process by which people learn. When people learn to achieve a specific goal, they experience positive reinforcement. They can see the steps leading up to the achievement, which makes the process more rewarding. Motivation is an important tool in business because it improves performance, promotes selfdiscipline, and enhances a person's self-esteem.

Effective leaders demonstrate curiosity and a desire to learn— their eagerness to learn signals to their team that they are not omniscient, are open to new ideas, and okay with making changes.

LEADERSHIP DRIVES HIGH PERFORMANCE.

High-performing teams consist of employees with complementary skills who collaborate and promote a culture of innovation. Leadership is essential to achieving these objectives.

Gallup found in its 2022 report, “State of the Global Workplace,” that at least 70% of the variance in team engagement is explained by the quality of the manager or leader. Team leaders influence workers to apply their strengths to perform exceptionally, give team members recognition for great work, and hold ongoing

conversations to coach their employees. Leaders inspire employees to make their best and highest contribution to the company.

To shift a team to a high-performance status, leaders must be able to set clear objectives and achieve them while allowing their team to reach their individual goals.

LEADERSHIP ENCOURAGES INNOVATION

To drive innovation, leaders must create an environment where new ideas can thrive and flourish. This means providing resources, encouragement, and an environment that welcomes risk-taking. Leaders should be willing to tolerate failure as a necessary part of innovation. Innovation does not happen overnight, so leaders must be patient and daring in pursuing new ideas.

An innovative leader understands how to step back from the initiative and let others present their insights. Innovation is about getting the best out of people. So, when a team member comes up with an idea, the leader should acknowledge it and reward them for their contribution.

Leaders can set financial and behavioral goals for staff members to encourage innovation. Some examples include setting a target for the potential revenue of new ideas and requiring that a certain percentage of revenue be derived from them. Others may want to encourage staff to innovate by rewarding them with increased responsibilities and promotions. This way, they can create a culture of creativity within the organization. However, a leader's approach must consider the organization's current policies and strategies.

LEADERS TAKE AND CONTROL RISKS.

Good leaders understand that risks are associated with certain choices and will embrace different opinions and perspectives. This allows them to make more informed and wise decisions. Innovation comes from taking chances, failing, and eventually finding success. A leader takes risks because they recognize that failure can be an opportunity. A manager, on the other hand, works to avoid risk and control problems.

It is difficult to assess the outcome of an innovative project in the short term, and there is no certainty that it will succeed. Nevertheless, a highly innovative leader must be willing to coach his team members through the process and remove the fear of failure. Creative teams learn from their mistakes and use them as their greatest strength. If failure is feared in an organization, people will no longer be willing to take risks and introduce fresh ideas.

You must win your employees’ hearts and minds if you want buy-in and commitment. Leaders inspire employees to want to come to work early on Monday morning. Managers need to be better coaches and listeners so their team won’t want to leave precisely at 5:00pm. Leaders get more out of their people because they trust them to do their jobs.

Disclaimer: This article is for informational purposes only and doesn’t constitute professional advice.

WHERE DO WE GO FROM HERE? TRY LOOKING IN THE REARVIEW MIRROR

CHRISTOPHER F. MESHGINPOOSH, DIRECTOR | KREISCHER MILLER; SPECIALIST, CENTER FOR PRIVATE COMPANY EXCELLENCE

Change comes in all shapes and sizes—from slow and steady to sudden and seismic. While most leaders would prefer the former, we have seen a few of the latter over the past 25 years, including the internet boom of the late 1990s, the financial crisis of 2007-2008 and the COVID pandemic.

The internet boom heralded a period of upheaval and opportunity that helped shape not only new industries, but also the way almost every business operates today. Similarly, the financial crisis reshaped much of our financial system, changing the way capital flows throughout our economy. While those two chapters of our history have already been written, the book has not yet been closed on the pandemic.

While many businesses have returned to some state of normalcy, the tight labor market has shifted the balance of power from the employer to the employee, creating new challenges for leaders. Employees expect—and in some cases, demand—more transparency, more flexibility, and more pay. If they do not get it, they vote with their feet.

While today’s circumstances are unique, there are some striking similarities to the internet bubble. During that period, employees in the technology industry had much more leverage than employers, forcing employers to find new ways to attract and retain talent. Techniques used included more flexibility, remote work, increased perks, and higher pay. Sound familiar?

That period was followed by higher interest rates, a pullback in financial markets, a recession, and loosening in the labor market, all of which shifted the balance of power back to the employer. While that shift resulted in a deflation of the compensation bubble and a reduction in remote work, remnants of that era remain.

If we follow a similar pattern this time around, the next normal will not be “new;” it will be refurbished, reflecting a mix of the old and the new. Technologies like Zoom and Microsoft Teams—which were around well before the pandemic—will be with us until something even better emerges, reducing wasted time on the road. As labor markets loosen, employers will place much more emphasis on finding ways for employees to work together—something that is critical for development—while still providing more flexibility than they did before the pandemic. And while employers have been talking about work-life balance for more than a decade, we will see some real progress driven in part by the focus on mental health that boiled over during the height of the pandemic. On balance, these outcomes would be good news for both employers and employees.

All of that being said, today presents a unique opportunity for leaders to set their companies up for success in a post-pandemic world. A great place to start is by focusing on the things we all have in common. Everyone takes pride in a job well done, so

leaders should challenge employees to stretch their skills and provide them with the tools they need to succeed. Additionally, employees want to find meaning in their work, so management should take the time to illustrate the tangible ways a company’s output impacts its customers. Finally, we are all wired to value relationships, which in and of themselves provide meaning. If leaders find a way to create in-person events to help build those relationships, then employees will want to return just as much as management teams want them to.

Efforts like all of these are hard—much harder than a mandate— but leaders who put in the hard work will find themselves with not only a healthy, loyal workforce, but one that will serve a strong foundation for their business for years to come.

Today presents a unique opportunity for leaders to set their companies up for success in a post-pandemic world. A great place to start is by focusing on the things we all have in common.

BUILDING MATERIALS

Shore Supply

See our ad on page 65.

Tague Lumber

See our ad on the back cover.

FINANCIAL

Rosenberg & Parker Surety

See our ad on page 61.

GENERAL CONTRACTORS

Clemens Construction Company

See our ad on page 63.

EP Guidi

See our ad on page 61.

Frank V. Radomski & Sons, Inc.

See our ad on page 15.

HSC Builders & Construction Managers

See our ad on page 67.

LF Driscoll

See our ad on the inside front cover.

McDonald Building Company

See our ad on page 05.

Turner Construction Company

See our ad on page 17.

INSURANCE

Construction Risk Partners

See our ad on page 17.

LEGAL

Cohen Seglias

See our ad on page 16.

SAFETY CONSULTANTS

HazTek Inc.

See our ads on page 69.

SPECIALTY

CONTRACTORS

Burns Mechanical, Inc.

See our ad on page 67.

Chesco Coring & Cutting , Inc

See our ad on page 07.

E.C. Fence & Iron Works, Inc.

See our ad on page 17.

Guthrie Glass & Metal, Inc.

See our ad on page 16.

Herman Goldner Company, Inc

See our ad on page 59.

PDM Constructors, Inc.

See our ad on page 15.

Shelly Electric

See our ad on page 13.

TECHNOLOGY

Microsol Resources

See our ads on page 07.

Milwaukee Electric Tool Corp

See our ads on page 65.

OnSite IT Solutions

See our ads on page 16.