TODAY
ISSUE 3 | 2016
CONSTRUCTION PUBLISHED BY THE GENERAL BUILDING CONTRACTORS ASSOCIATION
The New Standard of Excellence: The Winners of the 19th Annual Construction Excellence Awards
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LETTER FROM THE PRESIDENT
At GBCA, we pride ourselves on distinction. We aim to continually provide new and exclusive opportunities for our members to grow and innovate their businesses, to passionately advocate for the best interests of our industry, and to forge new pathways for young and seasoned construction professionals alike. These are the hallmarks of our association, but our distinction truly lies within our membership. I feel incredibly proud to witness, on a daily basis, the ways our members consistently raise the bar for the commercial, industrial, and institutional construction industry in the Greater Philadelphia region. Quite simply, you, our members, are the embodiment of building excellence. That’s why this time of year is especially exciting for me, as we announce the winners of our annual Construction Excellence Awards. It seems only fitting in this season of gratitude that our association formally recognizes our appreciation for our members’ tireless dedication to advance the industry and their admirable dedication to the building craft. We expanded our awards program this year, and the winning projects and organizations run the gamut from adaptive re-use to safety excellence, and beyond —
a strong testimony to the variety of specialties and talents represented within our membership. In celebrating excellence, we also recognize the wide-reaching impact of our industry’s innovation and growth. As evidenced in the research study we commissioned and released earlier this year, commercial construction is a substantial economic driver in our region. The report noted an impressive $13.6 billion impact of commercial construction in the five-county region over the past three years. That fact validated what we already know to be true: That the construction industry is not only building excellence around every corner, it is also fueling the city and region to flourish. The mark you make — in constructing your buildings, creating thriving and safe workplaces, and helping our region prosper — is exemplary. I thank you for choosing GBCA as your partner in helping you further your personal and professional goals. Together, we remain committed to representing the high standard of building excellence that is synonymous with GBCA … and you. Benjamin J. Connors, Esq. President General Building Contractors Association
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Dinner, which took place at the end of September, brought together more than 150 GBCA members who enjoyed hearing about the current building projects at three of Philadelphia’s major universities: Temple, Drexel, and UPenn. Without a doubt, our membership community is to be celebrated. And from community, good things come, like volunteerism. From the creation of a much-needed closet that will house clothing donations for a local school to the Construction Leadership Council Build Day in October, GBCA is proud of our Construction Leadership Council and the ways its members apply their skills and talents to bring building excellence to every community in Philadelphia.
NOTES FROM THE PUBLISHER It’s hard to believe we are nearing the end of 2016. At GBCA, we have been busy — and we have so much to celebrate. Within this issue of Construction Today, you’ll find a special section dedicated entirely to the winners of the annual Construction Excellence Awards. Even in our 19th year, we continue to be amazed by the creativity, innovation and craftsmanship presented by our members. We hope the award-winning projects and companies will inspire you in your work, and we thank our judges and sponsors for their gracious support of GBCA’s most exciting event of the year. Beyond the Construction Excellence Awards, the past few months have been marked by a variety of fun, informative and networking events, many of which are highlighted in this edition. Our sold-out Membership
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Further, within this edition, a few articles touch upon educational experiences and how these key lessons translate to the “real world” of construction. Virtual Design and Construction is a key component of many construction education programs, as is the Supervisory Training Program, and in this issue, you can receive a first-person perspective of both programs. Mentorship and the passing down of lessons learned from generation to generation will only grow our community and make GBCA stronger. As we look ahead to the winter, we encourage you, our members, to stay involved in GBCA happenings. We’re excited to come together for our popular holiday party in December — at a new location this year — followed by our signature Annual Meeting in January, featuring keynote speaker Dick Vermeil. That’s not to mention our other ongoing educational and networking programs. Community is key to GBCA’s continued success, so I thank you for the collective excellence you’re building — not only on construction sites, but within our vibrant association.
CONSTRUCTION
TODAY PUBLISHER/EDITOR Lauren Tosti ADVERTISING/SALES Lauren Tosti CONTRIBUTING WRITERS Mike Armento / Donald Ashton / Jim Hiles / David Maser / Kenneth Sands II / Ronny Walsh / Carrie Rathmann / Lauren Tosti / Amanda Gibney Weko DESIGN Vault Communications 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 PRINTING A-Lex Print & Promotion 1670 South Hanover Street Pottstown PA 19465 484-988-1156 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. PRINTED U.S.A.
General Building Contractors Association theGBCA
@gbca
Lauren Tosti Director, Marketing & Communications General Building Contractors Association
Construction Law Group Comprehensive Legal Services for Every Project Phase
Parker McCay’s Construction Group Handles: Construction, Land Use, Environmental, and Redevelopment Matters
Representing construction / development industry clients including: ■ Owners ■ School Districts ■ Building Contractors ■ Design Professionals
■ Developers ■ Trade Contractors ■ Insurance Companies ■ Suppliers
www.ParkerMcCay.com Mount Laurel 856-596-8900
Hamilton 609-896-4222
Atlantic City 609-347-8000
For more information about our law firm, contact: Richard Hunt 856-985-4087 or rhunt@parkermccay.com ISSUE 3 | 2016
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ISSUE 3 | 2016
ON THE COVER
CONTENT
14 The New Standard of Excellence Explore the winners of the 19th annual Construction Excellence Awards
22
CONTRACTOR’S CORNER 12 Chris BEck Meet Turner Construction Company’s vice president and general manager
EDUCATION AND PROFESSIONAL DEVELOPMENT 22 Virtual Design and Construction Perspectives on VDC in education and in action
26 The STP Experience: A Big-Picture View How the Supervisory Training
32
Program provided one apprentice with the resources to become an effective leader
CONTRIBUTING ARTICLES 29 It Takes a Village Partnerships with local construction industry professionals are central to Habitat for Humanity Philadelphia’s continued impact
32 Shifting Gears An analysis of the alignment of construction, business, and investment cycles
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40 Safety 40 Respirable Crystalline Silica An overview of OSHA’s final construction standard
IN EVERY ISSUE 10 Event Photos A snapshot of the 2016 Annual
Golf Outing, most recent Eggs with OSHA, and “Back to School” Membership Dinner
34 Torcon Targets LEED Certification How sustainability is a priority at Villanova University’s expansive Lancaster Avenue Development
36 Interior Glazing Debunking the myths surrounding stick-built interior glass and demountable systems
43 Welcome, New Members! 43 Referral Directory
34
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CONTRIBUTORS
Mike ARMENTO
Donald Ashton
Jim HILES
Senior Vice President, Torcon
Director, Safety Services, GBCA
Partner, First Capital Advisor Group
David Maser
Carrie Rathmann
KENNETH SANDS II
VDC Leader, Gilbane Building Company
Director of Strategic Partnerships, Habitat for Humanity
PhD, Assistant Teaching Professor, Drexel University
Lauren Tosti
Amanda Gibney Weko
Director, Marketing & Communications, GBCA
For Eureka Metal & Glass Services
Would you like to be a contributor to the next issue of Construction Today? Contact Lauren Tosti at ltosti@gbca.com or 215-568-7015. 8 CONSTRUCTION TODAY
1200 Intrepid Avenue
FMC Tower at Cira Centre South
IF YOU’RE READY TO BUILD, WE’RE READY TO DELIVER. Driven by a commitment to continuous improvement, we are employing lean construction methods and emerging technologies to improve construction efficiency and enhance client value. www.turnerconstruction.com/philadelphia www.turnerconstruction.com/philadelphia
FMC Tower at Cira South ISSUE 3 | 2016 9
2016 Annual GOLF OUTING On Monday, June 6, GBCA hosted its annual golf outing at Whitemarsh Valley Club in Lafayette Hill. The weather was perfect for a day out on the course, and we know that the GBCA sunscreen went to good use! Congratulations to Mark Karpinski, Jeff Wendler, Paul Czerpak, and Bob Sullivan from American Furniture Instillations, who took first place in this year’s tournament. We would also like to recognize Mark Altschuler, this year’s 50/50 winner. The proceeds from the 50/50 and mulligans went to Alex’s Lemonade Stand.
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Eggs WITH OSHA The second 2016 installment of Eggs with OSHA was held September 14. Members enjoyed a buffet breakfast — with eggs, of course — and networking, followed by an OSHA presentation. Through a Q & A session, members had the opportunity to cover additional safety questions.
Save the Date GBCA’s 2017 Annual Meeting will be held January 23, 2017 Get your tickets today at gbca.com!
Early bird rates end December 1
“Back to School” Membership Dinner Our sold-out September 29 “Back to School” Membership Dinner was hosted by FOX29 reporter Jennifer Joyce and featured a panel of keynote speakers from three of Philadelphia’s top universities: Drexel, Temple, and Penn. The Down Town Club was the perfect location, and the tables were adorned with GBCA fun facts as well as architectural models constructed from toothpicks, marshmallows, and gum drops. The models were made by the young girls of GETT, Girls Exploring Tomorrow’s Technology. Thank you to all of our sponsors who made this event possible.
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CONTRACTOR’S
CORNER NAME Chris Beck
TITLE Vice President & General Manager
COMPANY, CITY Turner Construction Company, Philadelphia, PA
AGE 42
YEARS IN FIELD 22
EDUCATION BS, Civil Engineering, Lafayette College
BIRTHPLACE Doylestown, PA
CITY OF RESIDENCE Carversville, PA
FAMILY Wife Shelly, and two kids, Reed and Maggie
FIRST JOB
“ Attack every day
Tool & die shop laborer
with the energy and
Random Fact about yourself
passion to overcome
I was hired because of my boots.
all obstacles.
What is your business motto? Attack every day with the energy and passion to overcome all obstacles.
When did you first become interested in your career path? Junior High. My father (Mechanical Engineer from Villanova) took me to a PECO construction site he was involved in building.
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”
What is the most rewarding part of your job? Watching staff bond to overcome obstacles as a cohesive team and knowing you have played a part in putting people in a position to be successful.
What is the LEAST rewarding part of your job?
What’s the most important lesson you’ve learned in life? Be present in the moment.
What is your biggest regret (professional or personal)?
Paperwork.
My mother never had the opportunity to meet my amazing kids, as she passed away early in life.
What is your biggest daily challenge?
What award or honor are you most proud of?
Time.
Having the privilege to represent Turner Company as an officer of the company.
How do you inspire your employees? They need to know you are vested in their success. Most importantly, they need to see your energy and commitment to the collective success of the team.
How do you keep your competitive edge in today’s market? Our people. I am a firm believer that a company providing professional service, such as Turner, is hired because of our people and their approach to delivering the work.
What goal are you currently striving to achieve? Personal: Provide for my family and put my kids in the best possible position to be happy and enjoy the environment in which they are growing up. Professional: Establish an environment that cultivates collaboration and innovation which inherently builds momentum for the continued growth of the Turner Company in Philadelphia.
What projects are you currently working on? We are fortunate to be completing various projects; to name a few ... FMC Tower, CHOP, Adaptimune, Legoland, Subaru and Virtua.
What word or phrase best describes you? Driven.
What would be your first choice for a new career? Live in Vermont ... ... Builder in the Spring. ... Ski Mountain Snowcat Operator in the winter.
Favorite way to spend your free time? Family. Doesn’t matter what it is ... as long as it is with Shelly, Reed, and Maggie.
Favorite vacation spot? Snowboarding in Vermont.
Favorite sports team? E-A-G-L-E-S ... EAGLES!!!
Favorite movie or TV Show? Rocky (the original).
Favorite restaurant? The Platform in Frenchtown, NJ.
What kind of car do you drive? Toyota Tundra truck.
Do you have a life motto? If so, what is it? There isn’t anything you can’t overcome.
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19th annual
THE NEW
STANDARD OF EXCELLENCE
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1112-1128 Chestnut Street and “The Collins”
MEET the
JUDGES The winners of the 19th annual Construction Excellence Awards were determined by a panel of esteemed judges, who reviewed each nomination for workmanship and project management details, originality and innovative elements, and special techniques or materials.
Christine M. Fiori, PhD, PE
Program Director and Clinical Professor Construction Management Program Drexel University College of Engineering
University of Pennsylvania Stephen A. Levin Building
Joshua Levy, AIA, LEED AP
Director of Building Technology Ballinger
An Inside Look at the Winning Projects of the 19th Annual Construction Excellence Awards
Denise Thompson, AIA, LEED AP BD+C Associate Francis Cauffman
Remarkable. Exceptional. Awe-inspiring. Whichever adjective you choose to describe the winning projects of the 19th Annual Construction Excellence Awards — GBCA’s signature awards program — there is no debating the highest level of craftsmanship, meticulous attention to detail, and motivating teamwork exemplified in these projects.
The Children’s Hospital of Philadelphia Buerger Center for Advanced Pediatric Care
Beyond acknowledging the innovation and collaboration represented in the finished projects, our awards program also recognizes GBCA members who have made a distinctive mark in the industry through their dedication to safety, diversity, and other areas. We warmly congratulate the award-winning GBCA members, architects, and project owners, and we thank all our members for their ongoing commitment to construction excellence and innovation, every day.
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Best Adaptive Re-Use Project 1112-1128 Chestnut Street and “The Collins” Contractor: Clemens Construction Company Architect: Blackney Hayes Architects Owner: The Brickstone Companies
CONSTRUCTION EXCELLENCE AWARDS
Playing a pivotal role in the revitalization occurring east of Broad Street, the 1112-1128 Chestnut Street project demanded the seamless integration of historic renovation, demolition, and new construction, all in a high-traffic, urban setting. The existing building — the historic Oppenheim, Collins & Co. department store — served as a reference for this ambitious project, enabling continuity of the traditional architectural vernacular throughout the east wing of the building. Notable features include high ceilings, restored decorative plaster, and exposed brick.
Best Concrete Contractor Project Rowan University Holly Pointe Commons Contractor: Healy Long & Jevin, Inc. General Contractor: Torcon, Inc. Architect: Erdy McHenry Architecture, LLC Owner: Rowan University For the development of this new 300,000-square-foot dormitory complex, Healy Long & Jevin embraced the most aggressive deadline for a cast-in-place structure within the company’s history: They placed 15,000 cubic yards of concrete and 1,200 tons of steel within a short, seven-month time period. Opting against traditional structural concrete construction techniques, Healy Long & Jevin used PERI Quattro columns and Titan horizontal shoring and filigree, successfully integrating factory precast and field-construction technologies. This was accomplished by constructing concrete decks from two interconnected concrete placements, one made in a factory, and the other done in the field.
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Best Demolition Project Blumberg Revitalization Demolition & Implosion Contractor: TN Ward Company Architect: LR Kimball (a CDI Company) Owner: Philadelphia Housing Authority With commendable attention to detail, TN Ward Company managed the implosion demolition of two, 18-story towers and the conventional demolition of 15 low-rise buildings. Effectively navigating multiple scheduling constraints and overcoming the unique challenges of implosion within an urban environment, TN Ward’s experienced team planned and handled all the necessary logistics so that the project was completed safely and without incident.
Best Educational Institution Project University of Pennsylvania Stephen A. Levin Building Contractor: P. Agnes, Inc. Architect: SmithGroup JJR Owner: University of Pennsylvania
Best Fit-Out Project Cooper University Hospital, MD Anderson Cancer Center, 5th Floor Contractor: HSC Builders & Construction Managers Architect: Ballinger Owner: Cooper University Hospital This $15 million ($9 million construction) project, encompassing 22,000 square feet of floor space, resulted in 30 private radiation oncology patient rooms on the fifth floor. The design and construction objective was to create a calm, patientcentered environment to promote healing. Innovative features include the development of nine protective environment rooms equipped with a wall-mounted control system that activates an immunoprotective environment. To promote fall prevention, special floor considerations were made, including the design of doorways without thresholds.
Best Healthcare Project Penn Medicine South Pavilion Expansion Contractor: LF Driscoll Architect: Viñoly, CannonDesign Owner: University of Pennsylvania Health System The new — and massive — 16-story, 540,000-square-foot addition to Penn Medicine’s Perelman Center for Advanced Medicine is where Joe Biden announced the “moonshot” initiative to cure cancer in early 2016. Construction was completed in multiple phases while the neighboring hospital was fully operational. LF Driscoll worked closely with Penn to anticipate obstacles then plan ways to mitigate costs and risks. Creative solutions, such as installing a crane in the elevator shaft and limiting loading dock work to overnight hours, plus the use of BIM, helped make smooth transitions during each phase. With its cutting-edge cancer research activities, the Center for Advanced Cellular Therapeutics in South Pavilion was built to exact specifications to maintain research integrity.
CONSTRUCTION EXCELLENCE AWARDS
This 77,000-square-foot, six-level structure consists of behavioral science laboratories, wet laboratories, and lecture hall space to create a signature building on the Penn campus for neural and behavioral sciences research and education. This project was facilitated utilizing lean principles and modeled entirely in 3D, allowing for extensive prefabrication efforts. The team also utilized a Trimble technology system to enhance efficiency and shorten installation duration. The implementation of custom materials, including the copper exterior façade building and a custom scrim exterior sunshade (which serves as a key energy conservation contributor), required the ultimate focus on details.
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Best Historic Preservation Project Liberti Church Renovation Contractor: C. Erickson & Sons, Inc. Architect: Wulff Architects Owner: Liberti Church
CONSTRUCTION EXCELLENCE AWARDS
The historic First Baptist Church of Philadelphia is a fixture of Philadelphia’s culture. Throughout the restoration process, C. Erickson & Sons maintained the utmost care and attention to the materials and methods used. Stone repointing and roofing replacement and repairs were completed so that the finished product matched the surrounding work and did not distract from the overall appearance of exterior, and skilled masonry preservationists ensured mortar repairs were seamless with original surrounding mortar joints. Interior renovations involved the salvaging and reuse of existing woodwork and trim from the areas demolished during the course of the renovation.
Best Hospitality Project Microtel Inn & Suites Contractor: E.P. Guidi, Inc. Architect: FORM Architectural Group Owner: Watchdog Real Estate Project Managers This 36,000-square-foot, 79-key hotel, featuring a business center, exercise facility, and common areas, was built to exude high-end luxury at a budget-friendly cost for guests. The project team worked closely with Wyndham representatives to procure materials, and finishes were selected and installed with careful attention to current design trends. Even though unexpected challenges arose — including major revisions to the building framing, changes to electrical service requirements, and special requests for furniture, fixtures, and equipment — the schedule and budget were not affected.
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Best Residential/Mixed-Use/Office-Space Project FMC Corporation Tenant Fit-Out Contractor: Turner Construction Company Architect: Granum A/I Owner: Brandywine Realty Trust The FMC Corporation tenant fit-out encompassed 11 floors of the new, 49-story FMC Tower at Cira Centre South, concurrent with the construction of the core and shell of the tower. In fact, the structure was still being erected and the curtainwall installed when the first floors of the fit-out began. This required continuous and thorough coordination between teams; the superintendents and project engineers met daily to coordinate deliveries and work progress. Lean techniques and BIM modeling were employed to efficiently manage coordination and to obtain the highest level of quality.
Best Retail Project 1430 Walnut Street Retail Development Contractor: Clemens Construction Company Architect: Bohlin Cywinski Jackson Owner: Midwood
Excellence in Craftsmanship The Children’s Hospital of Philadelphia Buerger Center for Advanced Pediatric Care Contractor: Turner Construction Company Architects: FKP, Pelli Clarke Pelli Architects, Nelson Byrd Woltz Owner: CHOP Careful attention to detail and the teamwork of dozens of individuals, totaling more than 2 million man hours and, at its peak, more than 600 tradespeople on site, allowed for the exceptional construct of the single largest building project in CHOP’s 160-year history. The 700,000-square-foot facility features a stunning, curved curtainwall façade that soars 12 stories and features more than 4,500 units, of which only 45 have the same glass unit dimension. Child-friendly considerations were a priority throughout design and construction: A two-story-tall ramp playfully twists through the expansive lobby; the rooftop terrace — the largest green roof in Philadelphia — rivals a botanical garden; and radiused corners in exam room walls and countertops avoid hazardous sharp corners.
Excellence in Technological Advancement AmQuip Contracted to furnish the tower crane on the concrete core of the new Comcast building, AmQuip provided a unique solution, which involved engineering and fabricating an outrigger system that supports the crane and attaches to the outside of the concrete core. Additionally, AmQuip designed and fabricated support bracing inside the core to carry the loads. There were two outrigger support systems attaching the crane to the core. Prior to each climb, a third outrigger support bracing was attached to the core. The crane was climbed to 87 feet, and the bottom support bracing was then removed. This process continued throughout the job until the crane reached a final height of 1,100 feet above street level.
CONSTRUCTION EXCELLENCE AWARDS
This three-story retail space, currently home to The Cheesecake Factory and Verizon Wireless, features a sleek all-glass exterior. The highly distinctive façade is a truss-stiffened unitized curtain wall, and this building marks its first-ever use in the nation. A portion of the roof is also unique to the city of Philadelphia. It features intentional slopes, elevations, and drain controls to limit the amount of surge on the city’s aging storm water mains.
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Excellence in Diversity & Inclusion Shoemaker Construction Company
CONSTRUCTION EXCELLENCE AWARDS
Shoemaker strives to go above and beyond in the inclusion of minorities and women, and has developed a strong working relationship with many minority- and women-owned businesses. In fact, some of their most high-profile construction projects were completed in a partnership with minority-owned firms. Shoemaker’s dedication to inclusion and equal opportunities extends beyond the construction site fence as well. Led by General Manager Maura Hesdon, Shoemaker actively pursues ways to involve women, minorities, and low-income residents within the community in construction activities, and to pave the way for more a diverse construction workforce in the future. For example, Hesdon co-founded the camp Mentoring a Girl in Construction (MAGIC) Philadelphia, as part of the National Association of Women in Construction.
Excellence in Safety Skanska USA Building, Inc. With the promotion of an Injury-Free Environment (IFE) throughout the entire company, Skanska empowers every employee, whether administrative, field, or management, to actively engage in and ensure that safety practices are upheld on the job. Skanska was a founding member of the Mid-Atlantic Construction Safety Council (MACSC) and is part of the MACSC Construction Managers meetings, with full involvement in initiatives, including Fall Protection Equipment Inspection Month. Skanska also works closely with local OSHA representatives on special events, such as outreach with the Youth Build Organization, where more than 80 students were invited to a major renovation project and took part in demonstrations on proper safety precautions and equipment use.
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Affiliate of the Year Kieffer’s Appliances Established in 1917, Kieffer’s Appliances, now in its fourth generation of family ownership, serves thousands of trade partners each year, and has become the appliance supplier of choice in the Greater Philadelphia region. Recently, Kieffer’s has facilitated the delivery of appliances as well as homeowner upgrade options at several area luxury apartment complexes. Kieffer’s offers competitive builder pricing programs and leveraged buying power for high-volume jobs, fully-trained installation professionals with flexible delivery and installation services, and knowledge of and strict adherence to union protocol.
DREXEL UNIVERSITY AND GBCA ARE INVESTING IN YOUR FUTURE
EARN YOUR DEGREE ONLINE Through a partnership with Drexel University Online, employees of GBCA member companies have exclusive access to a 10-40% tuition savings on over 140 top-ranked online programs from Drexel University. Students who enroll in the online MS in Construction Management program are also eligible for the GBCA tuition benefit.*
PA RTN ERSH I P BEN EFITS I N CLU D E: 10-40% new student partner tuition savings on online degrees and certificates for you and your immediate family
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G E T STA RTED TO DAY:
ONLINE.DREXEL.EDU/GBCA *GBCA-sponsored education courses are available to employees of the Active and Associate member companies, as well as companies that contribute to the GBCA-administered Industry Advancement Program (IAP). The GBCA education program is intended to provide continuing education opportunities for industry personnel. As of August 1, 2015, employees of Active and Associate members and IAP contributing companies are eligible for reimbursement up to $2,000.00 per pupil, per semester for any of the approved sponsored courses. The maximum tuition reimbursement for each student is $4,000.00 per calendar year. Limited space is available at each institution, and tuition reimbursement is at the discretion of GBCA.
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VIRTUAL DESIGN AND CONSTRUCTION IN EDUCATION & ACTION by Kenneth S. Sands II, PhD, Assistant Teaching Professor, Drexel University, and David Maser, VDC Leader, Gilbane Building Company Virtual Design and Construction (VDC) is an integral topic in college Architecture and Engineering classes, and is integrated into projects in the industry every day, facilitating a lean design and construction process adding value to owners. Kenneth S. Sands II, PhD from Drexel University and David Maser from Gilbane Building Company reflect on their experiences with VDC in Education and Action.
VDC in EDUCATION:
Kenneth S. Sands II, PhD – Drexel University During my tenure as an academic and practitioner within the construction industry, I have personally been fond of the notion that technology has positively contributed to industry efficiency, productivity, safety, and financial control. This mindset has shaped how I teach students, with the focus on promoting more practical application of theoretical knowledge while encouraging students to seek new technologies and ways of approaching the daily challenges they will experience as a constructor, whether as an entrepreneur or as a team member. A mentor and former professor of mine would always say, “be lazy, but smart.” This statement does not encourage laziness as his students, including myself, were laden with work. This statement speaks to being able to take any problem and applying the most efficient means of solving that problem. Virtual Design and Construction (VDC) provides constructors with the ability to be more efficient with problem solving, and this is essential to the construction curriculum. An opportunity VDC significantly involves the use of information technology to address various challenges. As an industry, we must be able address challenges and take advantage of opportunities in industry to ensure VDC is used in the most effective way. One opportunity is the encouragement and use of the full potential of the digital native to enhance project delivery. Digital natives are those who have grown up with technology such as computers and other digital media, and they are the majority of students in construction programs. The digital native
is readily prepared to adopt innovation and lead efforts toward advancing technological innovation such as VDC, and when given the opportunity, is able to be self-driven when given a techbased task. Leveraging the digital native should be a focus of our industry and encouraging new, current, and future practitioners to being technological change agents in the industry is what we encourage throughout the curriculum. This is done through various VDC methodology. Considerations Educating students on topics of VDC in a construction program involves considerations of various factors. There needs to be an understanding of critical industry-specific competencies of VDC and educators must analyze and disseminate new VDC technology rapidly with encouragement of practical application to encourage industry advancement through education. Educators, with the help of industry partners, must also continue to align the practice of VDC with the already embedded competencies of the digital native to reduce cost through efficient use affording the use of VDC by smaller organizations. We must generate and maintain student excitement about VDC; however, this is impossible without first making the connection between the student-constructor and their role in the VDC realm. To me, this is the most important aspect of educating (not training) students on VDC. Connecting students to their role in VDC is one in which they must make for themselves, with the right guidance of course. In the sophomore course on IT for Construction, after theoretical discussion and review of various VDC techniques, there have always been at least one student in each course offering who exclaims, “Wait, this just seems like building the project twice.” I tend to reply with, “You ISSUE 3 | 2016 23
are right.” What really impacts construction students who are learning VDC for the first time, particularly in this class, is the ‘C’ of the initialism. The ‘construction’ part of the process is usually the part students of our program are most excited about, as it truly is the reason they enrolled in the program. This is why I am of the camp that VDC goes beyond the initial concept of BIM (Building Information Model, Modeling, or Management). It provides that connection to students, who may assume that their presence in the virtual world is limited to understanding of design and clash detection.
for each part and piece and with how the mockup will be built step by step, instead of just seeing the final condition as shown on typical construction documents.
In multiple areas of the curriculum, students are provided the theoretical foundations of BIM while being encouraged to make their own determination on the differences, similarities, and evolution of BIM into what is now known as the more constructor-relevant VDC. Students are encouraged to skill-stack and utilize techniques of VDC learned in earlier coursework, to solve the problems of future coursework. Beyond a theoretical foundation, students are taught to design virtual models and to extract, analyze, and manipulate information for various cost, schedule, and coordination controls using various industry-adopted software.
4D modeling has allowed projects to visualize and plan the construction process, and to plan for logistics around the site as the project is built and more activities are happening around the site. What has been difficult is accurately gathering data from the site to compare the construction progress to the original plan. Gilbane is currently implementing drones on construction sites to ensure that we are staying to the plan or even doing better than the original plan. Every week, Gilbane pilots drones above the site capturing the exact current condition for comparison against the original plan. The drone captures thousands of pictures of the jobsite every week and creates a 3D model representing the construction site at the end of that week. Gilbane overlays the current conditions from the drone flyover with the planned 4D model and reviews the items ahead of schedule and items behind schedule allowing the team to continue to plan the work and work the plan.
Call to action
Make timely and informed decisions early
VDC as a process not only provides a means for students to understand the concept of “building twice,” it encourages students to think “outsidethe-box,” and encourages students to consider modern techniques for problem solving and contract execution. Continuous advancement in VDC begs for industry and academic collaboration to assist the education of construction students while furthering the steady adoption of VDC practice by organizations of various sizes to increase participation for efficient, safe, and economical construction.
On every project teams are faced with making decisions to keep the project moving in the right direction. Most people that have worked in the industry are familiar with getting estimates at schematic design, design development, and at completion of construction documents. All too often on projects, these estimates are being created as the design continues to evolve that may or may not be in a direction that fits with the budget and ultimate goals of the project. Again leveraging VDC, Gilbane is able to allocate more of the estimator’s time into filling in the gaps at each estimate instead of spending time tracing drawings and doing manual takeoffs. VDC allows for instant updates to critical cost drivers of the project to keep the entire team of what is happening with the design and budget on a weekly basis, as well as the ability to easily compare design milestones and understand where quantities were added or deleted.
VDC in ACTION:
David Maser – Gilbane Building Company Throughout my college career and my time in the AEC industry there have always been specific events and phrases that have stuck in my mind. I was always told to plan the work and work the plan, to make timely and informed decisions to keep the project moving, and finally, when I was in college I was told that if I could become the best person at reading and understanding the drawings that I would go far in my career. On the last one, my response instead of nodding my head and agreeing was that I thought it would be better to make the drawings easier to read and understand for everyone. All three of these are evident on every project, and directly correspond to BIM and Virtual Design and Construction (VDC).
Any renovation project requires the project team to understand the existing conditions that they are coordinating with and around as soon as possible. Decisions have to be made about MEP systems remaining in place, and how they coordinate with the new MEP systems, wall, and door layout, etc. If the existing slab is not level, what will the reveal look like at the bottom of glazed partitions and doors? This information and more, is critical for a project to resolve early in order to stay on time.
Beyond the expected benefits of BIM — allowing project teams to build and coordinate the project virtually before the first shovel of dirt is lifted at groundbreaking — VDC allows project teams to plan the work efficiently, to make informed decisions early, and allows everyone to understand and be on the same page with the current design. Plan the work, work the plan Planning work through VDC becomes a collaborative and iterative process that keeps repeating. A virtual mockup of the exterior façade allows project teams to review multiple sets of complicated shop drawings for coordination with each other and the design intent. Typical to most exterior mockups are details from the project that have been shrunk to fit a smaller scale. Decisions have to be made about how they are built and how materials and different trade contractors will interface with each other. Gilbane uses virtual mockups in scope reviews and pre installation meetings with trade contractors, the design team, and envelope consultants to ensure everyone is on the same page about who is responsible 24 CONSTRUCTION TODAY
Gilbane self performs laser scanning on their projects across the company to capture these existing conditions. On a recent renovation project in Philadelphia, Gilbane used laser scanning to
capture the existing structure and shell of the building that is being converted to into a new hotel. The original building was built in the mid 1920’s and the as-built drawings of the structure were questioned for their accuracy. By overlaying the laser scan with the as-built drawings, it showed that the project team’s concern was confirmed. Over 45 toilets and showers were directly over top of existing beams that were captured through the laser scanning and existing conditions surveying. The team was able to incorporate the existing conditions early in the project and to make the right decisions modifying the layout to coordinate the drain piping with the existing beams. Understanding the current documents Communicating and understanding the design of a building through sets of drawings can be difficult for owners or user groups that don’t look at construction drawings on a daily basis. It’s difficult to understand the relationship of different things when you have to look at multiple drawings to gather the information about one room or space within the building. Typically still renderings are used in conjunction with construction drawings, but often become outdated and typically take endless hours to recreate. The advantage of virtual reality is that it is live, can be updated easily, and allows owners and user groups to have an immersive walk through of the finished space instead of just one single view, or a combination of views from the current set of drawings. Gilbane is using the Unreal Gaming Engine and the Oculus Rift to create virtual mockups of rooms and buildings to visualize and walkthrough the current design with owners allowing them to experience the current design instead of just viewing it in a rendering or the current set of plans. This allows owners and user groups to have a “feel” of their space and the ability to walk through their typical tasks through the space as if it was a constructed mockup. Virtual reality and VDC gives everyone the ability understand the current design and drawings by enabling them to experience, walk through, and feel the design instead of having to go to multiple drawings an overlay them in their mind.
It’s common practice that construction documents become overwhelming with information overload on one plan view, section, or elevation. Instead of focusing drawing content on an intended audience, you’re forced to sift through the information and manipulate it in a way that fits your needs at the time. Take for example a typical floor plan for an area of the building. Every single wall is dimensioned to the finish face, when in fact the framing contractor needs to know where to mark out the stud track. Until they become familiar with the wall types of the project, they have to constantly reference back to the wall types legend on another sheet to determine the sheets of drywall on each side, the stud size, as well as any air gaps on furring of existing walls, and do the math on the fly to lay out the core of the wall. All of this back and forth between multiple drawings is an inefficient use of a foreman’s time and a cause for errors and costly rework. Often times when walking a project you will see drawings covered in highlighter markings, distinguishing different types of items or different information about them. Wall types by color, ceiling types/heights by color, floor finishes by color, fire/smoke/STC ratings of walls by color can all be shown with a couple clicks of the mouse through the use of BIM. Using this as a starting point Gilbane began to create Trade Data Sheets pre-highlighting the information the trades wanted to see. Again following general trades and walls as the example, floor plans were filtered away of extra details that weren’t needed to frame out a wall. Instead of walls being dimensioned to finish face, every wall was dimensioned to the stud track. Any wall type used in that area of the building had the section showing the wall makeup on the same sheet. All door openings and interior windows were tagged for the framing opening size. Finally all walls were color coded for what sizes of studs were to be used in the walls. All 6” stud walls were colored red, all 3-5/8” walls were colored green, and all 2-1/2” furring walls were colored purple. Rough estimates of stud counts are calculated from the model and included on the sheet using feedback from multiple foremen on rules of thumb for stud counts based off of linear feet of wall. These Trade Data Sheets enabled the foreman and the crew to have all the information they needed for an area of the building on a single 3’ x 4’ sheet. Pre-consolidated, filtered, and focused information for each trade improves their efficiency, and improves the quality of the project. Visual communication of information is one of the quickest ways that people learn things. In fact, 90% of the information that comes to the brain is visual according to David Hyerle’s “Visual Tools for Transforming Information into Knowledge”. 3M Corporation even states that the brain processes visual information 60,000 times faster than text information. When we have VDC and today’s technology as part of our toolkit for a project, we are able to effectively use them to visually represent and communicate information to the field. Kenneth S. Sands II, PhD, is an Assistant Teaching Professor at Drexel University. He teaches a class on IT in Construction in the Construction Management Program. He can be reached at kss338@drexel.edu. David Maser is the VDC leader for the Philadelphia/NJ/DE Business Unit of Gilbane and is the companywide VDC Peer Group leader and a member of the Philadelphia GBCA Construction Leadership Council (CLC). He can be reached at dmaser@gilbaneco.com. n
ISSUE 3 | 2016 25
The STP Experience:
A Big-Picture View by Ronny Walsh, Philadelphia D&M
Ronny Walsh, center, at the 2015 Apprenticeship Contest, with Director Charles Brock and Local 173 Council Representative Tom Breslin
“A man who has a trade has an estate.” I must have passed this Benjamin Franklin quote a hundred times on my way into the Carpenters Apprenticeship School. I passed it again as I walked into my first Supervisory Training Program* course three years ago, wondering what the hell I was doing there. I’m just an apprentice, I thought; I don’t have the experience necessary to get anything out of this. Not to mention that working for eight hours, battling traffic on I-95 North through construction for another two, and then sitting through a four-hour class seems absurd. Thinking about making that trip 99 more times almost convinced me to turn around and head home. A familiar face appeared. My friend, Local 845 brother, and former co-worker — the man that encouraged me to enroll in the class — walked in. Mike McLaughlin, Jr., who had already taken a few STP 26 CONSTRUCTION TODAY
units, assured me that I would get used to the grind, and he said the time in the classroom would fly by. Besides, the course was at no cost to me directly. You can’t beat that. Mike introduced me to our instructor, Frank McGovern, a 57-year member of then-Local 1856, who had logged 35 of those years as a superintendent. I expressed my concerns about my lack of experience. Frank asked me to stick around for the first class and make a decision later. The suggestions and encouragement of those two men placed me on a path I wouldn’t have believed possible at that point of my young career. STP instructor Frank McGovern brought his life and career experience to class, often focusing on examples from jobs he ran for LF Driscoll and McCloskey & Co. Frank’s instruction was supplemented by guest visits from Philadelphia construction industry leaders
and textbooks written by the Associated General Contractors of America. Even though I was “just an apprentice,” I could see there was much to learn.
based on Safety, Quality, Production, and Service. I strive to be honest and treat people with respect, to re-invest in the trade, and to pass on what I learn to others.
What we were learning in the classroom came from real job experience. Frank gave us examples of problems he had faced on different projects. We analyzed them individually and as a group, and identified possible solutions. We discussed how the problems were handled on-site. I dug into a full set of blueprints for the first time and was taught how to navigate and reference the job specifications and scope. I started looking forward to my time in the classroom and on the jobsite.
I have a tremendous amount of gratitude for the resources and support that helped me to grow as a tradesman, supervisor, and Union Carpenter in Philadelphia. The Supervisory Training Program reinforced and built upon an already strong foundation formed in the Carpenters Apprenticeship. It offered me an opportunity to advance within the company and the tools to be an effective and efficient leader.
As I progressed through the STP units, I began to see jobs in the big-picture sense, with all of their moving parts. While focusing on being the best apprentice I could be, I started paying closer attention to the other trades on the job, as well as all of the different roles at work: superintendents, foremen, lead men, journeyman carpenters, and other apprentices. I watched them closely to learn what made each of them successful and effective in their respective positions. What I was learning in the classroom was relevant and I was able to apply it on the job immediately. I started working smarter. I started leaving my work area complete and ready for the next tradesperson. My foreman took notice, and I started getting more responsibility. STP Graduation takes place each year at the GBCA Annual Meeting. Held at the Union League of Philadelphia, it’s a pretty fancy affair. I dug out my suit, picked up a classmate, and shared a laugh at not recognizing anyone outside of his work clothes. As we were walking into dinner, I passed my boss (Michael Jackson, with Philadelphia D&M), and reintroduced myself. We talked about our families, the project I was on at that time, and my goals for the future. I told him I was graduating from my apprenticeship in a few months, and that I wanted to learn as much as I could in the field before taking on some kind of supervisory position. I meant that I wanted at least a few more years of experience. Unbeknownst to me, Michael had other ideas. Within six months, I graduated the apprenticeship school and was sent to help run the King of Prussia Mall Expansion Project. Fortunately, I wasn’t alone — I was paired with a young, smart, and innovative General Foreman, Joe Swaim. Yet, as I sat in the parking lot that first morning, I felt like I had that first day of class. My thoughts raced: I lack experience. I’m leading men with four to five times the experience I have. Is it worth it? I should pack it up and head home. I remembered what Mike McLaughlin and Frank had said, and I decided to give it a shot and just be willing to learn. I showed up. It was a rough transition. Within a month, Joe was on vacation and I was left at the helm with 25 carpenters, a few drywall finishers, and a few laborers. I lost some hair and I lost some sleep, but constantly referred back to my training: Provide a safe work environment. Give enough direction and detail for the men to perform the work to the spec. Provide the tools and materials needed for the work to be productive. Document everything. Plan. Delegate. Don’t take yourself too seriously. Do your part to create good morale on the job. Have fun. I’ve learned a lot from Joe, from the journeymen on the job, from the apprentices, and from the mistakes I’ve made as a young foreman. Over time, my initial shock, awe, and fear grow to be replaced with confidence and experience. I continue to ask questions, trust the crew, and develop my own leadership style and philosophy
*The Supervisory Training Program is a construction-specific training curriculum developed, updated, and field-tested by and for contractors. It was created by The Associated General Contractors of America and offered through the General Building Contractors Association in partnership with the Carpenters Joint Apprenticeship Committee. In 10 units (in 2016 the program was updated to a 6-course program), it focuses on the knowledge and skills that every supervisor must have to be an effective manager of people, time, equipment, and materials. n
What’s the best way to build success? It’s not always clear how to build your business plan to withstand a changing marketplace. Which projects should you take on? How can you plan effectively for the future? And what assistance do you need today to reach your future financial goals? To plan your strategy, you need an advisor who really knows the construction business...and knows you. Who can deliver tailored solutions that create opportunities, maximize efficiency and help your bottom line. EisnerAmper is that advisor. We roll up our sleeves to get to the bottom of your toughest challenges, so you get the advice and strategies you need to create sustainable growth. Learn more at EisnerAmper.com/BUILD
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ISSUE 3 | 2016 27
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28 CONSTRUCTION TODAY
Northeast Regional Council of Carpenters, Local 158, on-site with Habitat for Humanity Philadelphia
IT TAKES A
VILLAGE to Assist Habitat for Humanity Philadelphia by Carrie Rathmann, Director of Strategic Partnerships, Habitat for Humanity Despite increasing attention surrounding Philadelphia’s need for affordable housing, the availability of affordable homes for sale remains in short supply. Currently, Habitat for Humanity Philadelphia is one of the only developers building homes within reach for low-income Philadelphia families who are making between thirty and sixty percent of the Area Median Income (AMI). The lack of affordable housing is understandable; building or rehabbing homes that sell for $150,000 or less is not a profitable business in Philadelphia. Breaking even is a lofty goal even with the benefits afforded to Habitat as a result of our mission and nonprofit status. Land subsidies, donated or discounted construction materials and services, and the sweat and skill of those willing to roll up their sleeves and volunteer
allow Habitat to keep costs lower than other developers. Furthermore, the cornerstone of Habitat’s model is the zero-interest, 30-year mortgage that we hold, and the 350 “sweat equity” hours that our families carry out — working alongside our construction team and attending workshops to prepare for homeownership — in lieu of a down payment. Frank Monaghan, our Executive Director, points out, “Where most developers receive a check at closing, we get a big hug and a smile.” But hugs and smiles don’t fund more homes for those in need. That’s why Habitat’s burgeoning relationships with construction industry professionals are so critical, and why we value the incredible gifts of time, talent and treasure
that our GBCA partners are willing to give. Their generosity helps Habitat ensure that Philadelphia is a city where everyone has a decent place to live. For this year’s Builders Challenge in July, several GBCA members joined Habitat and future homeowners to frame four homes at Diamond Park, Habitat’s largest development to date. When complete, Diamond Park’s energy-efficient row homes will be home for twenty-one families at the corner of 16th and Fontain Streets in North Central Philadelphia. Longtime Habitat partners DALE Corporation and the Northeast Regional Council of Carpenters, Local 158 took the lead on the Builders Challenge for the third year. Both brought large groups of carpenters for ISSUE 3 | 2016 29
the two-day event to quickly erect four of Diamond Park’s first eight units. But this year, both groups engaged even more – making an even deeper impact for Habitat and ultimately the families we assist. “Those guys showed such professionalism and leadership. It was very moving to watch. I appreciate all the work they put in building our house, especially on Saturday when it was like 100 degrees! It was amazing and I’m just so thankful,” remembers Carissa Williams, a soon-to-be-homeowner poised to purchase her first home at Diamond Park. To ensure the efficiency of the two-day build, DALE Corp. CEO Eric Lintner assembled a team in advance and worked with Habitat to plan for the event and utilize the most efficient construction techniques. The DALE crew reviewed plans and specifications so they had time to engage their vendors and partners to help with the effort. By engaging GBCA member AmQuip, DALE brought a lift, a crane and an operator to site, all of which are luxuries on a Habitat build where lumber, drywall and siding are most often moved by hand. While DALE’s carpenters went to work framing, Habitat’s construction crew led DALE office staff in painting and tiling another unit on the site. Lintner sums up DALE’s commitment: “Partnering with Habitat allows us to achieve a level of investment in communities far beyond that of bricks and mortar; a dimension which allows us to use our skills in a more meaningful way.” Mark Durkalec, Council Representative of Local 158 and long-time Habitat supporter, also went above and beyond to make the
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Builders Challenge a success. Tirelessly recruiting carpenters from multiple companies, Durkalec assembled two crews to frame two units on site. Members of Local 158 also committed to carrying out the finish carpentry on two more homes in the fall, something they have done for multiple Habitat projects throughout Philadelphia over the years. Habitat is committed to building strength, stability and self-reliance by partnering with families in need to build and repair homes. We see how the benefits of decent and affordable housing affect the lives of individuals, families and neighborhoods throughout Philadelphia. But we cannot do this work alone. Habitat relies on the engagement of the construction industry and skilled trades whenever possible. Contributions of expert labor, like those made consistently by DALE and the Carpenters’ Union, mean that Habitat can redirect precious financial resources to helping more families. With tens of thousands of low-income residents in need of decent, affordable housing in Philadelphia, we work hard to stretch every dollar. Building robust partnerships — institutionalized, mutually beneficial relationships that stretch from project to project and year to year — is critical to our success. Besides providing materials and labor for our new developments, there are other ways for companies to get involved at Habitat for Humanity Philadelphia. We operate a ReStore, a home improvement retail outlet that accepts donations of new and gentlyused furniture, construction materials and
supplies, home goods, and appliances for resale to the public. One hundred percent of profits help Habitat build and repair more homes in Philadelphia. Material contributions can be written off, and the ReStore provides quick and free donation pickups for the donating company or individual. There are also plenty of opportunities for sponsorship, either of a construction project, or through our annual Building HOPE Luncheon which will be on May 4, 2017 at the Convention Center. In addition to Habitat’s strong brand equity, Habitat offers corporate build days for our sponsors to volunteer on our construction sites. This is a wonderful way for companies to team build, demonstrate their core values, or give back to the communities where employees live, work, and play. Habitat also invites members of the construction industry to join committees or consider Board membership. If you or your company are interested in getting involved, please contact Carrie Rathmann, Director of Strategic Partnerships, at (215) 765-6000 x28 or carrier@habitatphiladelphia.org. Partnering with Habitat opens opportunities for benefits ranging from marketing to tax credits. For more information, please visit Habitat’s website at www.habitatphiladelphia.org. n
MEET THE LUNGS OF YOUR
BUILDING
Your HVAC system works a lot like your own lungs - it has vents and ducts that keep circulation moving and keeps temperatures even. It all works well together, but if “the lungs” stop, the whole system can shut down. We’re SMCA - Sheet Metal Contractors Association of Philadelphia and Vicinity. Our members are the most experienced sheet metal contractors in the Philadelphia area, and they adhere to the exacting standards of National SMACNA – the gold standard of excellence in the construction industry. SMCA member contractors employ only the most highly-skilled sheet metal workers. Those who have successfully completed the demanding curriculum of the International Training Institute.
SMCA members are involved in HVAC, architectural and specialty sheet metal, testing adjusting and balancing (TAB) systems, Fire Life safety testing and LEED and Green installs. SMCA and Local 19 are leading the effort to update older systems with newer, greener HVAC systems that use less energy, are more efficient and cost effective in order to provide “Clean air solutions” so everyone can breathe better.
SMCA members are your source for all sheet metal projects - give one of our members a call today!
Members of SMCA include: Accu-Flow Balancing Co., LLC Aer Dux, Inc Air Concepts, Inc. Air Systems, Inc. Baltronix, Incorporated Bonland Industries Cromedy Construction Corp. Dynamic Balancing Co. Eastern Air Balance Corporation Edward J. DeSeta Co., Inc. Environmental Construction Services Ernest D. Menold, Inc. Fisher Balancing Company Hays Sheet Metal, Inc. Hunter Mechanical, Inc. Independent Balancing Co., Inc.
Keystone TAB Consulting, LLC Lor Mar Mechanical Services, Inc. Luthe Sheet Metal, Inc. Modern Controls National Balancing Co., Inc. Optimum Performance Balancing, LLC Precision Air Design, LLC Prime Sheet Metal, Inc. Restaurant Ventilation Design SSM Industries Tab Systems, Inc. Thermodesign Corp. Thomas Company, Inc. Total Comfort Solutions W.F. Smith, Inc. Wm. J. Dovovan Co.
To learn more about SMCA and Local 19 Visit www.smca.org or call 610-828-4055 ISSUE 3 | 2016 31
Shifting Gears Are Construction, Business, and Investment Cycles Aligned? by Jim Hiles, Partner, First Capital Advisors Group Every business cycle is different, but historical analysis suggests that the rhythm of cyclical fluctuations in the economy has tended to follow similar patterns. Since shifts in the business cycle phases influence relative asset performance patterns, they can be used to create investment decisions over the intermediate term. Fluctuations in the business cycle are essentially distinct changes in the rate of growth in economic activity, particularly changes in three key mini cycles — the corporate profit cycle, the credit cycle, and the inventory cycle — as well as changes in the employment backdrop and monetary policy. While the economy expands in both the mid- and 32 CONSTRUCTION TODAY
late-cycle phases, the transition to the late cycle typically moves the economy past the peak rate of economic growth. Perhaps the single most important driver of the transition from mid-cycle to late-cycle has been a pickup in inflationary pressures. The late-cycle phase can often be characterized as an overheating stage for the economy, in which rising inflation tends to crimp profit margins and lead to tight monetary policy. Historically, the rise in inflation has been broad-based, with significant acceleration in both wages and commodity prices. Today, wage inflation does seem to be gaining traction, but commodity inflation remains
notably absent. Our view is that the stabilization in the global economy over the course of the next year may cause commodity prices and inflation rates to rise. U.S. Late-Cycle indicators rise, but recession risk low Recessions are characterized by outright and broad-based declines in economic activity, contractions that typically unwind the excesses built up during the expansionary upturn. On average, late cycles typically last a year and a half. In addition, global economies may not move in sync with the US businesses cycle.
So where does construction fit in the current business cycle?
Late Cycle indicators are on the rise but construction economists see favorable 2017
2016 could signal a cyclical peak in commercial construction. According to Diana Bell from National Real Estate Investor, “Commercial developers have been busy in 2016. Construction starts saw a hearty boost this year, fueled by multifamily, office and lodging sectors.” But analysts expect rates of new construction to taper off through 2020.
Forecasters from three industry groups predict 3 to 4 percent nonresidential construction sector growth. Economists from three different United States-based construction-related trade groups have issued a forecast predicting continued growth for the construction industry in 2017.
There are “Late Cycle” signs in construction The count of unfilled jobs in the overall construction sector reached a post-Great Recession high in February. Robert Dietz from his article “Construction Job Openings at Cycle High” says, “According to the BLS Job Openings and Labor Turnover Survey (JOLTS) and NAHB analysis, the number of open construction sector jobs (on a seasonally adjusted basis) increased to 193,000 in February from a downwardly revised estimate of 157,000 in January. The current estimate beat the previous cycle high of 177,000 unfilled positions set last May and represents the highest monthly count of job openings since July 2007. This is consistent with survey data indicating that access to labor remains a top business challenge for builders.
Anirban Basu, chief economist of the Associated Builders and Contractors (ABC), Kermit Baker, chief economist of the American Institute of Architects (AIA), and Robert Dietz, chief economist of the National Association of Home Builders (NAHB), issued the forecast in mid-August. “Nonresidential construction spending growth will continue into the next year with an estimated increase in the range of 3 to 4 percent,” says Basu. “Growth will continue to be led by privately financed projects, with commercial construction continuing to lead the way. Energy-related construction will become less of a drag in 2017, while public spending will continue to be lackluster.”
“Our forecast shows single-family production expanding by more than 10 percent in 2016, and the robust multifamily sector leveling off,” says Dietz. “Historically low mortgage interest rates and favorable demographics should keep the housing market moving forward at a gradual pace, but residential construction growth will be constrained by shortages of labor and lots and rising regulatory costs.” “Revenue at architecture firms continues to grow, so prospects for the construction industry remain solid over the next 12 to 18 months,” remarks AIA Chief Economist Baker. “Given current demographic trends, the single-family residential and the institutional building sectors have the greatest potential for further expansion at present.” History has a tendency to repeat itself and understanding cycles will help you from getting caught in the gears. Jim Hiles is a partner at First Capital Advisors Group and leads the Construction Division working with business owners and executives. To learn more about the cycles and to receive a complimentary consultation, Jim Hiles can be reached at jhiles@firstcapadv.com. n
Build value Build safely Build with us
Since 1929, the success of your project is the foundation of our future.
www.lfdriscoll.com L.F. Driscoll Co., LLC is an EEO / AA employer, M/F/D/V 401 East City Avenue Suite 500 Bala Cynwyd, PA 19004 O: 610.668.0950
ISSUE 3 | 2016 33
Torcon Targets LEED Certification AT VILLANOVA UNIVERSITY by Michael Armento, Senior Vice President, Torcon Construction has the ability to do so much more than transform a physical landscape. It has the power to create an environment that can connect people, foster collaboration and improve our lives. This is especially prevalent when working on projects on college campuses, where underutilized areas can be reborn as vibrant hubs of student activity. Through my role at Torcon, one of the most active construction management firms in the mid-Atlantic, I am proud to be working on this type of dynamic project, as we continue our work on Villanova University’s expansive Lancaster Avenue Development. During the course of the multi-phased Lancaster Avenue Development project, which is slated for completion during the summer of 2019, 14 acres of impervious parking lots will be revitalized with the construction of six interlinked Collegiate Gothic buildings that will provide housing for more than 1,100 undergraduate students. With a series of courtyards connected by pedestrian passageways, the residential facilities will be complemented by a new Villanova apparel store, bistro, mailing facility and state-of-the art fitness center. This will create a true live, work, play atmosphere. The project also encompasses a parking garage, which is nearing completion, and a new pedestrian bridge that will connect both sides of the campus in an effort to provide greater accessibility to students, visitors and parishioners of St. Thomas of Villanova Church.
maintain the temperature of the new buildings. Bala is providing MEP/ FP and voice/data engineering services. As with all of the projects Torcon provides construction management services for, we are making a concerted effort to use sustainable construction practices during the completion of the Lancaster Avenue Development project. For example, we are committed to utilizing recycled materials for building components when possible. In an effort to reduce the environmental impact of transportation, we will also continue to use materials that come from within 500 miles of the construction site. In addition to green practices incorporated during the construction process, the buildings have been constructed with a keen focus on energy efficiency for their ongoing facilities maintenance. Therefore, we will be installing a daylight harvesting system at the new Villanova University residence halls to reduce daily energy consumption. Rooms in the building will have sensors that allow the lights to dim and brighten according to how much sunlight enters the windows, and the student residence halls are equipped with occupancy sensors to ensure lighting is only used when needed. Equally important, this same sensor system will also adjust the heating and cooling based on the occupancy levels of the particular room. It’s a smart approach to building operations.
Led by the team of Robert A.M. Stern Architects in partnership with Philadelphia-based Voith & Mactavish Architects, a commitment to sustainability transcends all aspects of the development’s design. As such, the Lancaster Avenue Development project incorporates numerous innovative green measures, including outdoor community space, advanced storm water controls and an energy efficient lighting system.
Beyond the physical structures, Torcon will enhance existing green space by adding indigenous trees and plants to create a welcoming environment for students and local residents alike. This effort is in compliance with Radnor Township’s Shade Tree Commission, which recommends that trees are planted in the township in place of ones that have been removed.
Notably, the Lancaster Avenue Development project, which is targeting LEED certification, will be equipped with a unique rainwater harvesting system. Unlike most buildings that use domestic water to serve as the catalyst for maintaining a functioning cooling system, the rainwater harvesting system at Villanova University was engineered to efficiently collect water from storms and utilize it to run the cooling towers and
At Torcon, we believe the work we do each and every day enables us to reshape and recreate communities in a unique way that allows them to reach their full potential. It has been a pleasure to work with Villanova University on this landmark project that will further enhance their beautiful campus and improve student life. n
34 CONSTRUCTION TODAY
“ A commitment to sustainability transcends all aspects of the development’s design. ”
ISSUE 3 | 2016 35
Interior
36 CONSTRUCTION TODAY
Glazing: THE Myths and Realities of Stick-Built InterioR Glass and Demountable Systems by Amanda Gibney Weko, for Eureka Metal & Glass Services Glass partitions are a growing trend in commercial interiors. Gone are the days when gray fabric cubicles confined employees. Today’s offices encourage collaboration, communication, and creativity. Glass provides an excellent way to promote visual transparency while affording acoustic privacy. Even with doors closed, glass enables coworkers to see one another, visitors to see activity, and workplace culture to be visible. Glass maximizes natural light, making offices look and feel warmer and brighter. Glass can be incorporated into contemporary or traditional décor. As a fragile and difficult construction material, glass requires expertise to avoid scratches, breakage, injury, or future in-situ damage. Case in point: subtle edge damage — such as a piece of glass being chipped when set on its corner during installation — can cause a stress concentration around the imperfection. As the glass experiences temperature changes or building movement, it naturally expands and contracts. The tiny imperfection may eventually cause what appears to be spontaneous breakage, but was really a result of earlier damage. Professional glaziers undergo formal instruction to learn best practices for safe glass handling, cutting, anchorage systems, and sealants. Glaziers’ specialized training and expertise makes them essential design partners, educating architects and the GC/CM how to achieve desired glass results safely and affordably. As interior glass gains popularity, both stick-built and demountable systems have become prevalent. Demountable glass qualifies for an accelerated (often seven-year) tax depreciation. The IRS defines demountable systems as those that are not intended to
remain permanently in place and that require only “minor repair” to surrounding conditions when removed. Once the exclusive realm of professional glaziers, demountable glass panels are often provided by systems furniture manufacturers. Traditional glazing is found in CSI Division 8: Doors and Windows. Most interior demountable glass is found in CSI Division 10: Furniture, Fixtures, and Equipment. A professional glazier performs work in Divisions 5, 8, and 10; however, a furniture installer without formal glass training installs systems furniture glass. What’s the difference? The primary difference between stick-built and demountable glass partitions is how they are fabricated. Stick-built systems constructed in place by a glazier can be demountable or not depending on the needs of the design or client. Prefabricated partitions sold as part of systems furniture are most often installed in a demountable manner. Architect and owner should evaluate user needs and identify the product that best achieves cost-effectiveness, security, accessibility, and functionality. Sales and marketing materials advocating one brand of manufactured demountable system over another detract from the larger issue of whether stick-built might be a better solution. Myth 1: Demountable walls are easy to change and move. Although demountable systems are designed with reconfiguration in mind, the effort requires associated space planning and labor. ISSUE 3 | 2016 37
Consideration must be given to power, lighting, security, and data lines and their integration and/or impact on the altered floor plan. Code requirements must be consulted to ensure adequate lighting and HVAC distribution in the reconfigured space. Ancillary considerations have both cost and effort impact.
perceived flexibility, there are inherent functional concerns. If a demountable system is not attached to the ceiling, for example, partitions often move when doors are opened and shut. Areas with heavy traffic might see increased wear-and-tear on a system with less stability. The solution should support long-term functional and durability needs. Myth 5: Demountable glass partitions must be purchased from a furniture vendor to qualify for accelerated tax depreciation. As long as the glass partitions are demountable, they qualify for accelerated tax depreciation. They do not need to be purchased from a furniture vendor to qualify. Glaziers can fabricate and install demountable glass systems and can develop, document, and fabricate custom or hybrid systems to meet a client’s specific functional and aesthetic goals.
Unitized, demountable glass systems often cannot be changed to accommodate field conditions, such as uneven floors or out of plumb walls without using large trim members. A system that might have been perfect in its original configuration may not look or function the same when reconfigured.
Recognizing Van Eyck Traveling Exhibit. Image courtesy of Philadelphia Museum of Art Archives, Rights and Reproductions Collection.
Stick-built interior glazing, by comparison, can easily be modified to accept variations in site conditions, ensuring a consistent design and sightline without the use of large trim members.
Make a smart choice
Any option, whether stick-built permanent, stick-built demountable, or unitized demountable will have reconfiguration challenges. The notion of “easy” should be objectively clarified, quantified, and evaluated before making a decision.
The perceived ease of relocation should not be the single reason for selecting a glass wall system. Purchasing glass partitions from a systems furniture vendor might not offer the style or type of glazing that best suits the interior environment.
Myth 2: Stick-built walls are more expensive to install.
In general, stick-built systems have longer, more sustained durability because they are built and installed to last. Serviceability and parts availability are both more readily accessible than for unitized systems.
Stick-built glass partitions are generally less expensive. It is not a choice between high and low quality, just a simple difference in terms of the many hands involved. With demountable systems prefabricated by a furniture company, there are associated manufacturer, fabricator, dealer, and installer markups. With traditional stick-built glass partitions, the manufacturer and the glazier are generally the only parties involved. If glass partitions are purchased as part of a contract for other products or services, the true cost may be obscured. The only effective time to compare pricing is before committing to a specific furniture system. Glass partitions should be evaluated in an apples-to-apples comparison between vendors or glazing contractors who truly understand the cost. Myth 3: Demountable partitions have a higher STC rating. Demountable partitions often claim to have higher Sound Transmission Class (STC) ratings than stick-built glazing. However, much of STC rating comes from the glass and metal composition and lite size. Designers should keep in mind that doors are not tested with the frame and glass partition. When acoustics are a priority, STC ratings should be fully evaluated. Myth 4: Stick-built glazing doesn’t give me flexibility for the future. Stick-built glass can be taken apart and moved nearly as easily as demountable systems. While demountable systems offer slightly more 38 CONSTRUCTION TODAY
Design to installation lead time is considerably less with glazing contractors than systems furniture providers. Working with a glazing contractor gives a designer flexibility to complete design before releasing drawings for furniture to be purchased and the ability to modify the design if site-specific conditions are uncovered during construction. Systems furniture installers are often hired by the owner early in a project to accommodate long lead times. They often do not perform under the auspices of the GC/CM or the project schedule. Glazing contractors are obligated to remain within the GC/CM schedule. For any project, engage a glazier in the design conversation early, to determine pros and cons of different stick-built or demountable glass systems before defaulting to a systems furniture provider. Education and information in advance can save money and effort in the future. A trained architect, Amanda Gibney Weko is a writer and communication consultant to the design and construction community. She can be reached at amanda.weko@agwdesigncommunications.com. Eureka Metal & Glass Services, Inc. is an NACC-certified glazing contractor with 55 employees, a member of the Architectural Glass & Metal Association, and a member of the Architectural Glass Institute. For more information, visit www.eurekaglass.com. n
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RESPIRABLE CRYSTALLINE SILICA AN OVERVIEW OF OSHA’s FINAL CONSTRUCTION STANDARD
by Donald Ashton, Director, Safety Services, GBCA Earlier this year, the Occupational Safety and Health Administration (OSHA) issued their final construction standard on respirable crystalline silica. (There is also a silica standard covering general industry and maritime.) The standard applies to all occupational exposures to respirable silica and sets a new Permissible Exposure Limit (PEL) of 50μg/m³ (micrograms per cubic meter) in an 8-hour Time Weighted Average (TWA). Additionally, the standard also establishes an action level of 25μg/m³ in an 8-hour TWA. (An action level is the level of exposure where an employer must take action to control or eliminate the exposure hazard.)
Exposure control methods Table 1 Included in the standard is a list of 18 construction tasks. Each of the listed tasks has the potential to generate silica exposures in excess of the PEL. Table 1 — available at www.osha.gov/silica/SilicaConstruction RegText.pdf — contains the engineering controls, work practices, and required respiratory protection (if needed) to control 40 CONSTRUCTION TODAY
worker exposure. Employers who fully and properly implement the controls will not be required to conduct exposure monitoring and will be deemed to be in compliance with the standard. Alternative For tasks not listed in Table 1, or where the contractor fails to implement the controls dictated in Table 1, contractors will be required to follow alternative methods. Using these alternative methods, the employer would be responsible to assess exposures where an employee is, or may reasonably be expected to, exceed the action level. This can be accomplished by: A combination of air monitoring or use of objective data that sufficiently characterizes exposure; n Initial air monitoring; n Reassessment air monitoring (if there are changes in process, equipment, controls, or personnel); n
Employees must be notified, in writing, within five working days, of the results of the air monitoring, OR the results must be posted conspicuously in an area accessible to all affected employees; n If the air monitoring results show exposure above the PEL, the notification must include the steps taken by the employer to reduce the exposure to, or below, the PEL; AND n Employees, or their designated representatives, must be given the opportunity to observe the monitoring process. n
Written Exposure Control Plan The standard requires employers to establish and implement a written plan to control silica exposures. This plan must include: Descriptions of the tasks that involve silica exposure; n Engineering controls;
Work practices; Respiratory protection; n Housekeeping measures; AND n Procedures to restrict access to work areas (including those of other contractors) where silica exposure above the action level is, or may, be exceeded. n n
Additional Standard Content The standard also addresses: Respiratory protection requirements; Housekeeping and Dust control; Medical Surveillance requirements; Hazard communication requirements; and Recordkeeping requirements. The complete OSHA standard is available at www. osha.gov/silica/SilicaConstructionRegText.pdf. Contact Don Ashton, Director of Safety Services at dashton@gbca.com for additional information. n
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