Page 1

1 Focus:

June 2014



June 2014

Boston CenterRedesign - Redesign BostonMedical Medical Center


Boston Medical Center - Redesign

Wright Dickinson Page 24

…but New the new campus will create a single radiology suiteArea on …but the new plan will construct a single site for interventional Renovation Construction Area …butMenino the new campus will create a single radiology suiteArea on …but the thethe new plan will construct a single site for interventional Renovation campus New Construction Area procedures… Menino campus procedures… Graphics by by Levi + Wong Graphics Levi + WongDesign Design

Courtland Blake Page 25

•  Consolidated state-of-

Graphics by Levi + Wong Design• 

Levi - Master PlanPlan for Boston Medical CenterCenter Levi ++Wong WongDesign Design - Master for Boston Medical the-art Radiology •  Consolidated state-ofDepartment the-art Radiology Department

Levi + Wong Design - Master Plan for Boston Medical Center •  Located immediately

adjacent to the ED •  Located immediately adjacent to the ED

BasementPlan Plan Campus

Basement Plan

Moakley Menino Infill

Menino Shapiro

Power Plant

Power Plant

Inside this Issue:

John Curran Page 39

Imaging Emergency and

Imaging Emergency Urgent andCare Urgent Care




•  Expanded department through elimination of

1st 1stFloor FloorPlan Plan

1st Floor Plan

Ultrasound, CT, MRI

and Nuclear Med •  Integrated X-Ray, ServicesCT, share waiting, Ultrasound, MRI Registration, and Nuclear MedGowned Waiting, Reading and Services share waiting, Staff Support Registration, Gowned Waiting, Reading and Staff Support

Plus Education, Retail/Hospitality, Multi Residential, Facilities, People, Calendar, and more...

•  Intuitive connecti

Interventional Procedural Interventional Platform

Procedural Platform

•  Intuitive between connect Menino, between Yawkey Menino, Yawkey

2nd Floor Plan

2nd Floor Plan

2nd Floor Plan2

Wentworth’s Master’s Program Creating Next Generation of FM Leaders The J. Derenzo Companies Under Way at Boston Landing MPA Completes Interactive Showroom, Executive Briefing Center for Philips Why Gas Detection Systems Need Maintaining by John V. Carvalho III Harnessing BIM by Will Mainor The Evolution of the Urgent Care Center by Marc Margulies The Value of the Post Occupancy Evaluation for Healthcare and Research Environments by Jennifer Mango When Choosing Accounting Software, Start with Relationships by Doris M. Cahill Creating Quiet: Sound Masking in Patient Rooms by Benjamin Davenny Hire for Attitude ---Train for Skills by Colm Allen Featuring: Iron Mountain: Workspace Re-Envisioned by Sarah Abrams and Janet Morra Middlesex Hospital Shoreline Medical Center Opens Doors, Designed by SLAM ABC MA and ABC CT Announce 2014 STEP Award Winners

Stephanie Goldberg Page 40

•  Expanded department duplicated department through elimination support spaces of duplicated department support spaces •  Integrated X-Ray,


P.O. Box 7, Pembroke, MA 02359 Change Service Requested

Roy Haller Page 28

Infill Dowling



Moakley Addition


Moakley Addition



Interven •  Integrate Procedu Interven for enha Procedu patient for enhae and impr patient e operatio and imp efficienc operatio efficienc




June 2014

June 2014




IT’S WHAT PROCON IS KNOWN FOR AND IT’S WHAT WE DO BEST www.proconinc.com 603.623.8811 www.high-profile.com

June 2014


Cover Story:


Boston Center - ................................................ Redesign BostonMedical Medical Redesign 20


Iron Mountain: Workspace Re-Envisioned......................... 44

…but New the new campus will create a single radiology suiteArea on …but the the new plan will construct a single site for interventional Renovation Construction Area Menino campus procedures…

Graphics by Levi + Wong Design Up-Front................................... 6 Retail/Hospitality.................... 52 LeviPublisher’s + Wong Design Master Plan for Boston Medical Center Message.................. 8 People................................... 42 Multi Residential..................... 36 Calendar............................... 46 Yawkey Moakley Trends &Menino Hot Topics................. 38 Focus: Connecticut............................ 46 Healthcare............................. 14 Shapiro Education............................... 49 •  Consolidated state-ofthe-art Radiology Department

•  Integrated Interventional Procedure Platform for enhanced patient experience and improved operational efficiency

•  Located immediately adjacent to the ED

Imaging Emergency and Urgent Care



Moakley Addition

•  Expanded department through elimination of duplicated department support spaces


•  Integrated X-Ray, Ultrasound, CT, MRI and Nuclear Med Services share waiting, Registration, Gowned Waiting, Reading and Staff Support

•  Intuitive wayfinding connections between Moakley, Menino, and Yawkey lobbies

Interventional Procedural Platform

Email news releases, advertising queries, articles, calendar listings, and announcements, to: 1st Floor Plan 2nd Floor Plan editor@high-profile.com. Power Plant

Basement Plan


Publishers: Michael Barnes and Kathy Barnes Editors: Ralph and Marion Barnes Business Development Manager: Anastasia Barnes Sales Manager: Annie McEvoy Account Executive: Amy Davenport Art Direction & Design: Sandra Guidetti Proofing Editor: Peggy Dostie

Iron Mountain Global Headquarters’ Reception Area

MA and CT Chapters of ABC Present 2014 STEP Awards 1



P.O. Box 7, Pembroke, MA 02359 Express Delivery: 615 School St., Pembroke, MA 02359 Phone: (781) 294-4530 | Fax: (781) 293-5821 | EMail: editor@high-profile.com

ABC MA page 42, ABC CT page 48


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Abbot Boyle..............................................38 Abbot Building Corp................................22 Acentech...................................................21 Alpine Environmental...............................50 American Plumbing & Heating..................2 American Window Film............................35 APC Services of New England.................36 Apollo Safety............................................33 Associated Subcontracors of MA..............33 B.L. Companies........................................36 Bainbridge.................................................52 Barnes Building........................................40 Blakeslee Prestress....................................48 Boston Plasterers.......................................41 Bowdoin Construction..............................25 Callahan Inc..............................................43 Campbell McCabe....................................25 CanAm......................................................59 Capone Iron...............................................11 Caprioli Painting.......................................22 CDH Consulting.......................................32 Cogswell.....................................................8 Colburn & Guyette....................................44 Construction Journal.................................38 Construction Recruiters............................53 Copley Wolff Design Group.....................58 Corwin & Corwin.......................................6 Cube 3.......................................................16 Digiorgio Assoicates.................................23 DMC Accounting + Technology...............14 Door Control Incorporated........................55 Dyer Brown.................................................8 E.M. Duggan Inc.......................................27 EHK Engineers...........................................8 Electrical Energy Systems Corp...............48 Entegra Development & Investment............45 Existing Conditions...................................28 Feldman Land Surveyors..........................24 Florence Electric.................................40, 43 Fraser Engineering......................................7 Fusco Corporation.....................................18 G & E Steel...............................................15 Genest.......................................................60 Great In Counters......................................56 Hutter Construction.....................................7

Hybrid Parking Garages............................12 Ideal Concrete Block Company................12 J & M Brown............................................23 J S Barry....................................................14 J. Calnan....................................................19 J. Derenzo Co............................................31 J. M Electrical...........................................13 J.M. Coull.................................................14 Kaplan Construction.................................36 KBE..........................................................37 LAB Architects.........................................55 Levi + Wong Design Associates...............21 Marguiles Perruzzi....................................18 Marr Scaffolding.......................................26 Methuen Construction...............................43 Metro Walls.................................................4 MorrisSwitzer Enviroments......................20 Nadeau Corporation..................................22 NEBFM.......................................................9 NECA........................................................17 NEMCA....................................................58 Norgate Metal...........................................24 NorthStar Construction.............................43 Notch Mechanical Constructors..........43, 48 P.J. Spillane Co. Inc..................................49 ProCon........................................................3 Rand Worldwide.......................................57 Red Thread................................................44 Relco.........................................................43 RPF Environmental...................................20 S L Chasse Welding & Fabricating...........47 South Coast Improvement Co...................56 Suffolk Construction Company................16 TF Moran Inc............................................45 The S/L/A/M Collaborative........................6 The United Illuminating Group..................5 Topaz.........................................................46 United Steel.........................................29, 48 Valleycrest.................................................39 Viking Construction..................................48 Wayne J. Griffin........................................10 WBRC Architects Engineers.....................50 Wentworth.................................................32 Wessling....................................................34 Windover...................................................43

June 2014


“We want sustainable options because we recognize the critical role higher education institutions have as environmental stewards.” Keith Woodward, AVP-Facilities Operations, Quinnipiac University

For some organizations, energy efficiency is more than a “good idea.” It’s a passion. Over the last decade, Quinnipiac University has initiated over 20 energy efficiency projects; they also purchase 100% of their electricity from renewable resources. No wonder they’re one of the EPA’s Green Power Partnership Top 20 Colleges & Universities. So when Quinnipiac began a large-scale renovation on its North Haven campus, Connecticut’s Energy Conscious Blueprint Program was tapped to provide a smart energy strategy. With equipment in the existing facility nearing the end of its functional life, Program engineers recommended upgrading all interior lighting to high-efficiency LEDs and CFLs. Variable frequency drives, fans and pumps were installed on the existing heating and cooling system, and a supplementary 10-ton chiller was also added. The entire project was supported by a generous incentive from the Energy Efficiency Fund.

The renovation not only netted significant dollar and energy savings, but allowed Quinnipiac to cast an eye toward their next energy management project. Project:

Quinnipiac University/Center for Medicine, Nursing & Health Sciences


Complete interior lighting upgrade (high-efficiency LEDs & CFLs); new HVAC drives, fans & pumps; new supplemental 10-ton chiller

Fund Incentive:


Energy Savings:

342,789 kWh electricity/year 5,141,835 kWh lifetime savings

Cost Savings:

$61,702 annually

Find energy solutions for your business.

Visit EnergizeCT.com Or Call 877-WISE-USE

Energize Connecticut helps you save money and use clean energy. It is an initiative of the Energy Efficiency Fund, the Clean Energy Finance and Investment Authority, the State, and your local electric and gas utilities with funding from a charge on customer energy bills.



June 2014


U p -F r o nt

Perkins Appointed to MLSC Board

Healthcare Facilities Symposium Ogunquit, ME – The annual Compass Healthcare Facilities Symposium will be held at The Cliff House Resort and Spa in Ogunquit on Thursday, September 18, 2014. In its fourth year, Compass brings healthcare executives, managers, directors, and educators together to share challenges and best practices in an informal, picturesque environment along Maine’s coast. The focus of the symposium will be The Affordable Care Act: Adjusting to the Transition. This symposium introduces two new components:

• Round Table Discussion featuring CEOs, COOs, and facility managers from across the healthcare sector to provide practical solutions and best practices actively in use in our region. • Expanded Exhibitor Presentations Two dedicated spaces to hear from providers of innovative products and services for healthcare-specific facilities. The symposium, organized by WBRC Architects • Engineers, is available free to healthcare facility executives and managers. Pre-registration is required. (www.compass-symposium.com).

Waltham, MA – The Massachusetts Life Sciences Center (MLSC) recently announced that Governor Deval Patrick has appointed Adelene Perkins to the MLSC Board of Directors. Additionally, the MLSC Scientific Advisory Board (SAB) is welcoming four new members, including Frederick J. Schoen, M.D., Ph.D.; Hillel Bachrach; Frederick Jones, M.D.; and Alison F. Lawton. Perkins has served as Infinity’s president and chief executive officer since 2009 and as board chair since 2012. She first joined Infinity as chief business officer in 2002 and was named president in 2008. She has more than 25 years of international business experience in the biopharmaceutical industry, focused on building and leading high-caliber, cross-functional

teams, corporate strategy, licensing and business development, strategic finance, and product life cycle management. Prior to Infinity, she held leadership positions at TransForm Pharmaceuticals, Genetics Institute, and Bain & Company.

for the system. More than 30 quick-deploy cameras were engineered and built by a team of IBEW Local 103 LAN-TEL technicians headed by project manager, Eric Johnson, and foreman Mark Savage weeks prior to the events. The devices, designed specifically for this type of deployment, were encased within a NEMA enclosure, that housed a camera, a network switch, and power supply. The pre-built units were placed throughout the South Boston area. All equipment was strategically posi-

tioned in areas surrounding the parade with live feeds from the cameras streaming instantaneously back to Boston PD headquarters. The security installations provided a direct overview of the parade from start to finish, as well as a live recording for Boston PD command personnel. The security installations also integrated monitoring of all cameras via a DvTel video management system. Sonet Electrical provided electrical installations and Motorola provided network engineering.

Susan Windham-Bannister swears in Adelene Perkins

LAN-TEL Installs Security for St. Pat’s Parade and Boston Marathon Boston – LAN-TEL Communications, a Norwood-based NECA Boston contractor, provided advanced security installations for the St. Patrick’s Day Parade in South Boston and the Boston Marathon, teaming with the Boston Police Department, Sonet Electrical Systems of Woburn, and Motorola of Schaumburg, Ill. to install an array of DvTel HD surveillance cameras and Fluidmesh antennas along the parade and marathon routes. The St. Patrick’s Day Parade security system provided a successful test run Atlanta GA Boston MA Glastonbury CT Syracuse NY

Installing surveillance cameras 860 657.8077 www.slamcoll.com

helping our clients fulfill their mission to

teach, heal, discover

Middlesex Shoreline Medical Center Opened Spring 2014


Danbury Hospital Tower Expansion Opening Summer 2014



High-Profile: Up-Front

June 2014

Biotech Bands Battle for Charity Boston – The second annual Battle of the Biotech Bands was held recently at the Royale nightclub in Boston’s theatre district. Hosted by Emmy Award-winning arts and entertainment critic Joyce Kulhawik, over 700 guests watched bands from three biotech companies battle for charity, raising over $60,000. The Arts and Business Council of Boston served as the fiscal agent, and cochairs Sylvia Beaulieu of The Richmond Group and Carly Bassett of Total Office ran the event, supported by volunteers from their companies and from last year’s founding sponsors Perkins+Will. The band Bad Idea from Merrimack Pharmaceuticals took top honors, benefiting its selected charity, Dream Day of Cape Cod, with 50% of the night’s proceeds. Momenta Pharmaceuticals’ Aural

Joyce Kulhawik Gavage earned 25% of the purse for the Jolane Solomon Research Fund at Boston College, and Molecular Groove from Perkin Elmer earned 25% for the American Cancer Society. Kulhawik summed up the spirit of the evening by noting how remarkable it is that “these brilliant men and women of science, who spend their days developing medicines and cures for serious diseases, can rock out with such talent and energy!”

Visit HP at NEBFM

We want to invite our readers to visit High-Profile at booth #252 at the 9th Annual Northeast Buildings & Facilities Management Show & Conference June 18th and 19th at the Boston Convention & Exhibition Center. The founding Platinum Sponsor is IFMA - Boston Chapter that produces and monitors the Educational Conference. Drop your card in our fishbowl for a free subscription! For details follow the NEBFM link at www.high-profile.com. We will be among over 350 booths

displaying products and services necessary for the operation, management, maintenance and renovation of buildings and facilities in the greater New England region . Running concurrently with the trade show is an educational conference featuring 50 individual one-hour talks covering a wide range of topics.


Wentworth’s Master’s Program

Creating Next Generation of FM Leaders Boston - With the increasing complexity of the built environment—the operation of multi-campus buildings, managing multi-faceted HVAC facilities, understanding intricate security systems—coupled with the ever-growing need to be cost-efficient, there is great demand for facility managers to think more strategically. This growing need for strategic thinking in the field of facility management (FM), in turn, is creating high demand for a more professionalized workforce. Today’s facility manager must not only have the technical knowledge to manage the 21st-century built environment, but must also possess the business savvy to have a seat at the executive table. The facility manager’s insight and management expertise guide the operation, technology, systems, finance, and innovation for facilities of all types, and help organizations achieve fiscal efficiency, since facilities are typically the second-highest business cost (after labor). In response to the need for a more professionalized, strategic facility manager, Wentworth Institute of Technology launched the Master of Science in Facility Management (MSFM) program in the fall of 2012. The MSFM program educates students in foundational post-graduate management principles while enhancing

Parkland Medical Center at 31 Stiles Road, Salem, NH

Michelle Moffo

Anthony Rauseo

facility management skills and knowledge. Students learn the leadership and business skills necessary to keep their facilities highly efficient and functional. The program is deRandi Eggleston signed for working adults, and can be completed part-time, either on-campus or online, in 20 months. The school recently announced it has its first graduating class from the MSFM program. The inaugural class was composed of students from various educational and professional backgrounds, all with a common goal of building advanced knowledge in the FM profession. Continued on page 54

Design/Build • Construction Management • Construction Services • Development •

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High-Profile: Up-Front


June 2014

Publisher’s Message Celebrating 30 years with Nadeau

Fire Protection Specialists

High-Profile had the good fortune recently to visit with Nadeau Corporation Construction Development & Engineering as it welcomed clients, employees and colleagues to the Stadium Theatre in Woonsocket, R.I. to celebrate its 30th anniversary. Guests were called upon to come and celebrate with the commercial construction firm and let loose for a dinner and concert by rock and roll hall of fame artist, Dave Mason. “I couldn’t think of a better way to celebrate our 30th,” said President Ernie Nadeau. For 30 years Nadeau Corporation has helped hundreds of local business owners plan and implement their commercial projects while consistently practicing under one notion; treat every project as an opportunity to earn the next one. And it’s worked. Nadeau has a lengthy repeat client list and it spans across almost every industry. A professional engineer, Ernie Nadeau opened the doors to Nadeau Corporation in April of 1984. He did so with the vision that a commercial general contracting firm could put the client first, do a little extra for them, and by doing so establish a long-term and loyal client base. 30 years later, the room was filled with proof that Ernie’s vision has come true. “It’s pretty clear to me that our team has been an important asset to local companies over the years. I can’t tell

Mark Menard and Ernie Nadeau you how many projects we were able to breathe new life into that would have been otherwise abandoned if it wasn’t for Nadeau’s ability to apply value engineering to over-budget projects,” said 22-year Nadeau project manager, Mark Menard. Some clients and colleagues that were represented at the event included: Paolino Properties, Vision 3 Architects, US Solar Works, RGB Architects, Yankee Fiber, Rustoleum, Prism Painting, Victorian Inn’s By The Sea, Gilbert Electric, Steve Nelson Associates Architects, Hanna Instruments, National Land Surveyors, Sunfire Protection, A1 Home Improvement, AO Construction, Jahn’s Metal Craft, and Smart Management. “This isn’t the finish line by any means,” said Nadeau “we’re just stopping to smell the roses and thank those who have made us what we are today.”

NAIOP Coffee with Colleagues! Boston - Iron Mountain’s new headquarters at One Federal Street, Boston (see story pages 44-45), was the location of a recent NAIOP Boston event. High-Profile was fortunate to attend the popular informal networking break-

fast, “Coffee with Colleagues.” Welcome remarks were made by NAIOP past-president and Iron Mountain’s senior vice president of global real estate, Sarah Abrams. For more about NAIOP Boston and its events visit: www.naiopma.org

BisNow Boston Retail Summit INDUSTRIAL • INSTITUTIONAL • RESIDENTIAL • COMMERCIAL Recent Completed Projects:

Waltham Watch Factory, Phase 3 – Waltham, MA WRTA Hub at Union Station – Worcester, MA Ron Bouchard’s Kia – Lancaster, MA Kuppenheimer Hall at Nichols College – Dudley, MA Becker College Career Center – Leicester, MA Southcoast Medical – Fairhaven, MA Forest Park Middle School – Springfield, MA City Square UNUM Building H – Worcester, MA Blessed John XXIII Seminary – Weston, MA Storrs Center, Phase 1A & 1B at University of Connecticut – Mansfield, CT United States Coast Guard Air Station – Buzzards Bay, MA WPI New Recreation Center – Worcester, MA

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Boston – BisNow has announced its third Annual Boston Retail Summit. The panel of experts will take an in-depth look at the hottest topics including: how the increase in online sales is impacting Mark Roberts the retail landscape, the most significant changes in landlord/ tenant concessions, rental rates, market opportunities, and the 2014/2015 forecast. Speakers include Joshual Weinkranz, president, northeast region Kimco Realty; Mark Roberts, SVP Leasing, WS Development, and Joel Sklar, president & principal of Samuels & Associates. More

Joshual Weinkranz

Joel Sklar

speakers will be announced. The event will be held on Tuesday, June 24, at the Fairmont Copley Plaza, Boston. It will start at 7-8 a.m. with a continental breakfast and networking, followed at 8-9:30 a.m. with the all-star panelists, and conclude at 9:30-10 a.m. with post-panel networking. For more information visit www.bisnow.com/events.php.

June 2014


AST BUILD E TH th I 9 An nual

Show Confe rence T











The 9th Annual

Boston Convention Center - Boston, MA - June 18 & 19, 2014 NEBFM’14 will feature: • 360 exhibitors • Thousands of products & services on display • Thousands of decision makers in attendance • 50 CEU & CFM accredited individual one-hour talks covering topics including: LEED, Green, Energy, Sustainability, Building Commissioning, Facility Maintenance, Construction and Renovation Planning, Life Safety and Emergency Planning.

Platinum Sponsors:

Co-Sponsored by:

For more information on exhibiting or attending Please visit: www.NEBFM.com or call Tom Thomas 1-877-770-1661 www.high-profile.com


June 2014

High-Profile: Up-Front

UMass Tops Out GAB No. 1 Designed by Wilson Architects Dorchester, MA – The final beam was hoisted recently atop the frame of the new General Academic Building No. 1 (GAB No.1) on the northeast corner of the UMass Boston campus. The four-story, 190,000sf building is set to open in fall 2015. The $113 million GAB No. 1 will feature nearly 2,000 seats of general-purpose classrooms, along with teaching laboratories, art and performance studios, a theater, and a 150-seat recital hall. University of Massachusetts Boston Chancellor J. Keith Motley, Senate President Therese Murray, UMass Building Authority Interim Executive Director Patricia Filippone, Chair of the UMass Building Authority Board of Directors Philip W. Johnston, students, faculty, and staff signed the beam at a topping-off ceremony. GAB No. 1, which is next to the Campus Center, will support the university’s growing student enrollment and course offerings. It will house three academic programs: art, chemistry, and P\ performing arts. UMass Boston broke ground on

Signing the beam the building in February 2013. It is part of a 25-year master plan that includes an Integrated Sciences Complex, scheduled to open this fall; the Edward M. Kennedy Institute for the United States Senate, which is also slated to open this year, and the reconfiguration of the roadways, harborwalk, and utility infrastructure of the entire campus. Designed by Wilson Architects, the new building is incorporating many sustainable design strategies and will seek LEED Silver certification. Gilbane Building Company is serving as the project’s construction manager. In addition, the project team includes Joslin Lesser & Associates Inc.

HGSE’s Longfellow Hall Tops Off Major Step in Master Plan

Among those attending from BOND were (l-r): MEP estimator Barbara Connolly; project executive Rose Conti; project manager Michael Bean; safety manager Jim O’Neill; superintendent Paul Heneghan; president Robert Murray; superintendent Tom Curran; QA/QC manager Josh Lannen; field intern Sean Raftery; and executive VP Frank Hayes. Boston – BOND recently celebrated the topping-off ceremony for the 15,000sf renovation and 5,000sf vertical expansion of the Harvard Graduate School of Education’s (HGSE) 70,000sf Longfellow Hall. The project will create new and revitalized classroom, office, and gathering space. The Longfellow project is the third major step in HGSE’s master plan to develop a more cohesive campus centered on Appian Way. The project includes critical infrastructure upgrades and adds new sprinkler and fire alarm systems throughout the entire building. The project will enable HGSE to relocate off-campus research activities and programs in professional education to campus.BOND

was engaged in 2012 to provide in-depth preconstruction services prior to the start of work in the field. Through an extremely collaborative process, BOND, Baker Design Group, and HGSE completed a conceptual study and constructability reviews to finalize the project’s design, maximizing program and minimizing risk for the school. BOND’s in-house Building Information Modeling (BIM) and laser scanning services provided critical information concerning the facility’s existing conditions, and enabled the team to determine the most viable and efficient execution strategy. The project is tracking a targeted completion in December 2014, with an expected LEED Gold certification.

Teamwork We take a collaborative approach when we take on a project. Our project managers and skilled craftspeople partner with general contractors, owners, architects, and engineers to achieve outcomes that make us all proud. We know our best work is always the result of teamwork; and we appreciate the opportunity to be part of the team. Corporate Headquarters: 116 Hopping Brook Road Holliston, MA 01746 (508) 429-8830

Sysco Boston, LLC Plympton, MA

Photo Credit: Sandy Krupa Photography

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June 2014

High-Profile: Up-Front




20 Turcotte Memorial Drive | P.O. Box 706, Rowley, MA 01969 | T: 978-948-8000 | F: 978-948-8650 | www.caponeiron.com www.high-profile.com

High-Profile: Up-Front


June 2014

Willcutt Commons Breaks Ground

Stonehill Sports Complex Breaks Grnd

Cohasset Senior Center The team will construct an inviting gathCohasset, MA – Integrated Builders ering space in the lobby and office space participated in a ground-breaking cereto support Cohasset Elder Affairs and The mony for the Cohasset Senior Center on Social Service League. Additionally, a May 4 in Cohasset. Integrated Builders is full kitchen will be constructed to provide collaborating with Bargmann Hendrie + cooking classes, among other functions. Archetype, Inc. (bh+a), Allied Consulting The west end of the center will be Engineers, and Kelly Engineering to coma two-story Colonial-style building with plete the 8,000sf project. Construction clapboards and detailing similar to many began in January 2014 and is expected of the surrounding homes. The east end to be completed in December 2014. The will be a single-story structure with high building is owned by the Social Service vaulted ceilings. Administrative officLeague of Cohasset. es, a reading and a sitting room will be The event drew a crowd of nearly housed in the west end of the building, 100 people including Glenn Pratt; Marita with the community and activity rooms Carpenter, president of the Social Service in the east end. Interior features include League of Cohasset, John Grace, superina wood-base, chair rail, cornice molding, tendent at Integrated Builders, and Bob Eaand wainscoting along the main corridors. gles, project manager at Integrated Builders. A fireplace will be installed in the The project includes a variety of lobby, and a movable panel will enable spaces to accommodate different activithe large function room to serve as multies for the residents. Integrated Builders tiple spaces. This portion of the building will build a large multipurpose room for will be available for the community to meals and functions, an activity room, and rent for parties and weddings. a lounge for socializing and congregating.

Easton, MA – BOND, a 107-year-old Boston construction management firm, recently celebrated the groundbreaking of the Stonehill College Sally Blair Ames Sports Complex renovation and expansion in Easton. Working closely with design firm Sasaki Associates, BOND is providing construction management services for a substantial, Participating in the ceremonies were (l-r) BOND president 24,000sf renovation and Robert Murray; Sr VP David Shrestinian; Stonehill College mascot Ace the Skyhawk; Rev. John Denning, C.S.C., 50,000sf addition to Stonehill president; and from BOND: senior project the existing Sally Blair Ames Sports Complex. manager Dan Ramos; MEP estimator Barbara Connolly, and superintendent Nick Anastasi. The firm recently completed full preconstrucand a dedicated varsity weight room. Athtion services for the letic office space and the Lou Gorman ’53 project as well. Pavilion will also be housed in the facility. Originally built in 1988, the renoBOND has utilized both in-house vated Sally Blair Ames building and new Building Information Modeling (BIM) Rev. Mark T. Cregan, C.S.C. Athletics and laser scanning services to analyze the and Fitness Center will house additionfacility’s existing conditions and develop al recreation spaces for group exercise its infrastructure. Detailed safety protoand dance on the existing first floor, with cols and mitigation practices are ensuring weight and fitness facilities and student no disruption to continued athletic uses locker rooms located in the addition. for students. Stonehill College’s Athletics ProThe project is slated for completion gram will occupy 12 new locker rooms in July 2015.


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High-Profile: Up-Front

June 2014

Bill’s House Dormitory Breaks Ground Vision 3 Architects


New England’s Largest Provider of Specialized Electrical Construction Work

Model of Bill’s House Dormitory at St. Andrew’s School Barrington, RI – Bill’s House Dormitory, located on the St. Andrew’s School campus in Barrington, broke ground in April. Occupancy is scheduled for the start of the fall semester 2014. The existing 9,600sf building renovation includes new interior finishes, restrooms, sleeping rooms, common student areas, a two-bedroom faculty apartment, and mechanical, electrical, and fire protection systems. The 7,800sf two-story building

addition includes two new faculty apartments, student sleeping rooms, bathrooms, and a student lounge. The new student dormitory will improve and expand student housing on campus, while contributing to a new campus image that complements the historic architecture and surrounding rural woodlands of the campus. Peregrine Group, LLC is the owner’s representative, with construction management by H. V. Collins Company Inc.

The J.M. Advantage: Professional Quality for Superior Results

State Office Complex Breaks Ground Waterbury, VT – Gov. Peter Shumlin was joined recently by state and local officials, representatives from construction manager PC Construction of South Burlington, architect Freeman French Freeman of Burlington, FEMA officials, and others at a groundbreaking ceremony in downtown Waterbury to mark the State of Vermont’s largest capital project ever – the historic rebuilding of the Waterbury State Office Complex. Working closely with the State of Vermont’s Department of Buildings and General Services construction team, PC Construction began placing concrete for structures that include a new 86,000sf office building, 20,000sf central plant and maintenance facility, and new site infrastructure. The central plant will include two wood-fired biomass boilers (with oil or gas back-up boilers) for hot water heating, electric chilled water production for cooling, two electrical generators for emergency and standby power, and maintenance offices and workshops needed for the care of the facility. The Waterbury State Office Complex project also includes the historic renovation of the original 13 core buildings comprising 115,000sf. The project is being funded with a combination of State of Vermont funds, insurance proceeds, and FEMA funds.

Projects include: • Massachusetts General Hospital • Tufts New England Medical Center • Boston University Medical Center Governor Shumlin makes the first concrete pour. Heavily damaged by Tropical Storm Irene when the Winooski River overflowed its banks, the Waterbury location has been an active job site since August 2013. PC Construction has been working to surgically deconstruct 355,000sf of unusable buildings, recycling 94% of all materials. Historic restoration architect Goody Clancy as well as engineers Rist-FrostShumway and Engineering Ventures are all part of the team working together with the State of Vermont to build the complex of new and renovated buildings that, upon completion in December 2015, will house 1,200 employees of Vermont’s Agency of Human Services and Department of Public Safety.

• Beth Israel Deaconess Medical Center.

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June 2014


Creating Quiet:

Healthcare $15M Cancer Center Breaks Ground

Rendering of an infusion bay Springfield, MA – Mercy Medical Center broke ground on May 14 at the Sister Caritas Cancer Center on a $15 million expansion and renovation designed by MorrisSwitzer~Environments for Health. This project will increase efficiency by consolidating outpatient cancer care programs in one collaborative space and to improve the patient experience by increasing privacy and creating a calm, nurturing environment. The expansion to the existing Ra-

diation Oncology Treatment program will include a 12,500sf medical oncology clinic with 12 exam rooms, as well as a 13,500sf medical oncology treatment space with 32 infusion bays and two private infusion rooms. The infusion bays include privacy screening, personal televisions, and space to accommodate a supporting family member or friend. The Mercy Cancer Center project is scheduled for completion in summer of 2015.

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Sound Masking in Patient Rooms by Benjamin Davenny Noise levels in hospitals have become an increasing concern as more noise sources have been added to the hospital environment. These sources range from noisy medical instruments to the layout of patient rooms as they relate to the nurses’ station. Numerous Benjamin Davenny studies have evaluated the impact of noise levels on the hospital environment, but few have considered the type of noise source. The sound of a fan is different from an alarm, even if they measure at the same sound levels. Without clear objectives on the type of noises studied, there is a false impression that a quieter environment is always a better one. Some of these noise sources are necessary in a modern working hospital. The trick is to take a different look at these sources and develop more efficient methods to reduce disturbance to patients. The often-cited World Health Organization (WHO) and Environmental Protection Agency (EPA) guidelines for hospitals require low noise levels in patient rooms. The WHO guideline for con-

tinuous background noise level in patient rooms recommends 35 dBA during the day and 30 dBA at night, with nighttime peaks in wards not to exceed 40 dBA. The EPA guideline values for continuous background noise levels are 45 dB (A-weighting is assumed to be implied) during the day and 35 dB during the night in patient rooms. Considering that “casual” sound pressure levels for speech at a distance of one meter range from 5058 dBA, limiting peaks to 40 dBA, these guidelines would preclude conversation in corridors with patient doors open. This requirement conflicts with nurses’ needs to see patients and discuss patient care. The WHO and EPA guidelines are also based mainly on transportation noise, whose character is quite distinctive and bothersome to building occupants. Introducing a constant noise source as background sound helps to reduce the impact of impulsive tonal noises such as speech. The typical background noise level can be considered a constant noise with full frequency content. These noise sources include air movement from the building’s HVAC system and cooling fans, as well as electronic sound masking systems. Tonal and impulsive noise sources typical of healthcare activity inContinued on page 54

June 2014



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High-Profile Focus: Healthcare


June 2014

MPA Completes Interactive Showroom, & Exec. Briefing Center for Philips Andover, MA – Margulies Perruzzi Architects (MPA) recently completed work inside a new showroom for Philips, a diversified health and well-being company focused on timely innovations in healthcare, consumer lifestyle, and lighting. Located on the Philips campus at 3000 Minuteman Drive in Andover, the newly designed executive briefing center takes the user through a timeline of healthcare experiences, highlighting the latest advances in Philips technology improving everything from ambulance rides, to hospital healing, to at-home care.

MPA successfully designed two earlier workplace innovation projects for Philips, including the award-winning high performance workspace at 200 Minuteman Road. The new executive briefing center is prominently located adjacent to the Philips campus’ main lobby, making it highly visible to all guests. MPA opened up the previously compartmentalized showroom, creating one large space with a serpentine path to naturally take visitors from one healthcare vignette to another. Guests are greeted by a virtual presenter as they enter the suite


(left and above): Two views of the new Executive Briefing Center Warren Patterson Photography and begin their experience. The concierge a walk down a hallway showcasing the area allows for introductions and orienhistory of Philips inventions, with contation on the sequence of environments. ference rooms for lunch gatherings or priEach product area was designed by MPA vate sales meetings. to mimic a practitioner or patient’s experiFloating acrylic screens designed ence as closely as possible. Examples inby Egg Design Partners divide the prodclude a mock ambulance, quartz surgical uct areas while still maintaining the open lighting in a hybrid operating room, wall feel of the entire showroom. AVFX Bosmounted specialty lighting in a patient ton provided the audiovisual technology room, an MRI simulation, and a series of for the space, which was constructed by home healthcare items ranging from large J. Calnan & Associates. CresaPartners, to small. under the direction of Dwight Patten, proThe curved route also allows guests vided project management services. to catch a glimpse of the next product area while taking the tour. The visit ends with

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NECA and Local 103 set the standard for excellence in electrical and telecom construction of biotechnology and healthcare projects throughout Eastern New England.

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In the world of biotechnology and healthcare facility construction, experience, quality and safety are critical to every project. Which is why leading architects, general contractors, engineers, building owners, and facility managers throughout Eastern New England rely on the skilled union electricians of Local 103 of the International Brotherhood of Electrical Workers (IBEW) and the professional electrical contractors of the Greater Boston

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Take a close look at just a few of the recently completed projects by NECA Greater Boston Chapter members. It will tell you where to turn for the highest standards in electrical, telecom, and renewable energy construction. Rely on the power of quality electrical work. Call 1-877-NECA-IBEW for a complete directory of NECA Greater Boston Chapter Members, or visit us at www.bostonneca.org

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High-Profile Focus: Healthcare

June 2014

The Evolution of the Urgent Care Center by Marc Margulies The urgent care center (UCC) serves as a unique delivery component clearly paving the way for the future of healthcare. Different types of UCCs are dictated by various approaches, cost structures, and clinical capabilities; each type comes with its own unique set of Marc Margulies design and construction implications. When sick or injured, you have several possibilities for care: your primary care provider, hospital emergency department (ED), or a UCC. Your local UCC may be the optimal choice for two primary reasons: • Convenience. Locations near patients’ homes and work; extended hours of operation; no appointments necessary, and often a shorter wait time than alternatives. • Cost. Lower construction expense to build; patient payments typically less than a hospital ED, and staffing by nurse practitioners and physicians assistants lowers operating costs. Although similarities exist between the various models, and the Urgent Care Association of America provides guidelines for operation, it’s easy to overlook their differences. UCCs generally fall into three categories:

ReadyMed Urgent Care Center designed by MPA • Convenient care clinics are small and most often located in retail stores, supermarkets, and pharmacies; this type of clinic generally deals with colds and flu, bruises and strains, sore throats and ear infections, and intestinal distress. Clinic staff can take blood samples that they send to outside labs, but they do not offer radiology. Due to the retail environment, these types of UCCs are visually accessible, nonclinical feeling, and focused more on efficiency than nurture. • Walk-in clinics have over 9,000 stand-alone sites in the U.S. and usually provide radiology, lab, phlebotomy, and

an on-site physician. These clinics do not provide the acute care that an ED offers, but they can set broken bones, suture lacerations, and provide hydration. They have the training and equipment to provide injections and vaccinations, as well as the monitoring of chronic conditions like high blood pressure and diabetes. UCC operators understand their patients want a nonthreatening atmosphere, so they are designed with more of a hospitality environment. Margulies Perruzzi Architects (MPA) has designed multiple UCCs of this type for ReadyMed, a Reliant Medical Group subsidiary. Experience has shown

that patients prefer an ambiance more like a hotel lobby than a hospital waiting room, with soft lighting, lounge seating, televisions, a children’s play area, and nonclinical finishes. • Hospital or clinic-based UCCs reduce cost and wait times at EDs. A separate department for walk-in patients is often created at hospitals or multispecialty clinics. The adjacency of full-service medical care benefits patients whose condition may warrant a higher level of care. Unfortunately, the capital and operational expense of being colocated with more acutecare facilities can drive the costs higher than at either of the other two models. Furthermore, the construction and operational standards (i.e., Department of Public Health) may increase expenses. However, one benefit to this type of UCC is the ability to share radiology, lab, phlebotomy, and other resources with the host hospital or clinic. Single chairs likely line the walls of the waiting area, like the traditional ED waiting room. Exam areas may be more like ED “bays” than family-practice style exam rooms. The assumption is that these facilities act somewhat as triage for a certain percentage of the ED population, so the environment (both finishes and equipment) may be more robust and sterile. Patients appreciate having access to UCCs, and providers love working there. Due to a UCC’s typical long hours of operation, there are opportunities for some staff Continued on page 22


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High-Profile Focus: Healthcare


June 2014

Boston Medical Center Redesign Offers Best ROI and Long Term Viability Boston – Boston Medical Center (BMC) is a 496-bed, 2.5 million sf, private, not-for-profit, academic medical center. In a city ripe with world-class medical facilities, BMC provides care to the most vulnerable patients in the community and has a long standing mission to provide exceptional medical care to all, regardless of ability to pay. In addition to being challenged by an inefficient campus layout resulting from the merger of two separate hospitals in 1996, healthcare reform, declining reimbursement rates, and the economic downturn put significant pressure on BMC’s revenue. The hospital took action and implementedcost savings and efficiency strategies to stabilize finances and to ensure the long-term financial health of the hospital. Leadership at BMC reviewed departmental operations, growth strategy, engineering infrastructure, and conducted a highest-and-best-use appraisal of real estate holdings to achieve four major goals: • Quality. Improve patient experience, efficiency • Sustainable design. • Safety. Improve environment of care • Total revenue. Improve operational efficiency and retention of patients. Here was an opportunity to design inpatient (30,000 annual admissions) and high volume outpatient services (1 million annual visits) into one campus that would


New Women’s Center New Maternity Department New 200 Seat Cafeteria Improved Yawkey Lobby


Improved Menino Lobby Department Upgrades New Service & Support Bridge New Auditorium New Addition


New Addition Department Upgrades

Major Improvements Patient Experience Environment of Care Operational Efficiency Sustainable Design – Silver Public Entries and Circulation Engineering Systems

500,000 SF Renovation 150,000 SF Additions BMC Campus SF Reduction of 13% 30 Medical Department Upgrades $270 M Construction Cost $30 M Annual Savings


reduce overall square footage, improve patient care, and significantly reduce operating costs. Several approaches were studied: • An upgrade of the Outpatient Campus into a comprehensive Women’s and Children’s Center ($160 million construction, $12 million annual savings). • A new Inpatient Tower with expanded Imaging, Surgery, and private beds ($360 million construction, $30 million annual

savings) • A clinical campus redesign approach featuring an upgrade of the three existing inpatient buildings together with a new infill building ($270 million construction, $25 million to $30 million annual savings). The clinical campus redesign scheme was selected, as it promised the best return on investment and set the stage for BMC’s long-term viability and growth. Levi +

Wong Design Associates (Levi + Wong Design) helped BMC develop a strategy that consolidates duplicate departments, improves patient experience, and focuses on the renovation of major existing inpatient buildings to create a unified campus brand — all while allowing for future long-term development, and to start the changeover to 100% private beds. The process includes the right-sizing, reprogramming, and replanning of 30 medical departments, evaluation of operations and adjacencies, reduction of licensed patient beds, investigation of aged engineering infrastructure, and relocation of peripheral administrative and support services. All construction is targeted LEED Silver, but potentially the biggest single impact on waste and materials reduction is the facilities that BMC does not plan to build. Renovation of existing facilities with new infill projects will create a campus that provides better care at lower cost; overall campus square footage will actually reduce by 13%. The most challenging aspect of the entire scheme is to accomplish all this — 500,000sf renovations and 150,000sf new construction — while the campus remains fully occupied. The solution comprises multiple, multiphase renovations of existing inpatient and high-volume outpatient buildings, together with new infill buildings to create the large footprints required Continued on next page

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High-Profile Focus: Healthcare

June 2014


MHA’s Healthcare Construction Conference

Burlington, MA – High-Profile recently attended the Massachusetts Hospital Association’s (MHA) 8th Annual Healthcare Construction Conference: Healthcare Facilities Planning & Management in the Current Era. The morning opened with Daniel Gent, plan review manager for the Massachusetts Dept. of Public Health, speaking on the topic: “The Massachusetts Plan Review Process: Update on Recent Changes.” The presentation, “Hospital Project

Case Study: Boston Medical Center Redesign” is summarized on adjacent HP pages in an article submitted by Thomas Levi, AIA, president of Levi + Wong Design Associates, Inc. Levi and Brendan Whalen, Dir., Design & Construction at the Boston Medical Center, were speakers. A panel discussion titled “Joint Commission: Hot Topics in life safety & Environment of Care Issues” focused on changes in Life Safety issues, including documentation, new equipment mainte-

nance programs, infection control, and other hot button issues. Panelists included Dale Taglienti, LEED AP, partner and director of MorrisSwitzer’s Boston office; Gary Valcourt, senior director of facilities at UMass Memorial Medical Center; and M. Daria Niewenhous, Esq., member of the health law practice Mintz, Levin, Cohn, Ferris, Glovsky and Popeo, PC.

“We enjoyed reconnecting with old friends in healthcare design and construction and meeting new people in the field,” said a spokesperson for Acentech, a sponsor of the event. “Our exhibit booth allowed us to share our expertise in acoustics, vibration, AV/IT/security, and remote monitoring with attendees.”

500,000sf renovations and 150,000sf new construction – while fully occupied Continued from previous page for Emergency, Surgery, and Imaging. The primary public circulation system will be reorganized for better wayfinding and interconnectivity among the Menino, Yawkey, and Moakley buildings, and a new bridge across Albany Street will tie the Menino and Shapiro Buildings to service and support functions. A reorganized and expanded Emergency Department, colocated with Urgent Care for greater efficiency and staffing flexibility, will grow by 30% to handle its 130,000 visit annual caseload. Surgical Services and Interventional Radiology will be consolidated into a comprehensive Interventional Procedural Platform to share peri-operative and support services. Wom-

en’s and Pediatric Services will be consolidated into one building for better adjacencies and brand recognition. Improvements to patient bed units will focus on patient privacy, higher acuity needs, and a larger universal room design that can be fitted out as ICU or Med Surg rooms over the long term to provide flexibility. Levi + Wong Design Associates worked in conjunction with Tsoi Kobus & Associates on the Master Plan and helped to update the BRA Institutional Master Plan. Over 30 consultants were involved in the planning and design effort. Enabling Projects Initial phases of the Master Plan involve a series of “enabling projects” to decant existing floors to make room for major departmental relocations. Levi + Wong Design was selected to design projects in

the renovated Yawkey Building and public areas of the Menino Building. A new public connecting corridor will link the entry lobbies of the three main inpatient buildings to create a cohesive public realm, and a new 200-seat cafeteria overlooking the Yawkey Lobby will serve as a focal point for the reimagined public space. The cafeteria features a demonstration kitchen to teach healthy cooking to patients and interested hospital staff. A new chapel, family waiting rooms, 24x7 coffee/ gift shop, admitting department, and public restrooms will provide a new vitality at BMC’s main lobbies. A dedicated Maternity entrance to Admitting highlights an effort to attract more patients, and translator services will be expanded. An art program designed to reflect the multicultural patient population will be extended into renovated areas.

The new Maternity Unit on the third floor of Yawkey will integrate Triage, Labor and Delivery, C-Section, NICU, and Antepartum and Postpartum Rooms onto a single 50,000sf floor. It includes nine larger labor delivery rooms (some with in-room relaxation tubs for assisting in labor) and 30 all-private antepartum/ postpartum patient rooms with dedicated zones for baby and family. The new 21-bed NICU will offer a 50/50 mix of private rooms and open quads to provide the variety of care options recommended for neonates. The Yawkey Building projects will be completed in the first half of 2015, and all Master Plan construction is slated for completion by the end of 2018.

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High-Profile Focus: Healthcare


Blackstone Valley Med Bldg Renos Nadeau and Vision 3 Team up

June 2014

Structural Design for High Point Braintree, MA – Veitas and Veitas Engineers partnered with Anson Courtright to provide structural design for High Point Hospital. The former St. Luke’s Hospital building is being transformed into a 72bed, state-of-the-art drug and mental health treatment facility. Extensive renovations of the 62,700sf structure are under way, and the new facility is scheduled to open this summer. A section of the wood framed roof structure was reconstructed to meet non-

combustible code requirements. A new stairwell was incorporated into the design, providing universal access from the main level to the second floor. The existing chiller support frame was reworked to accommodate new mechanical equipment and a pedestrian walkway. Additional structural work for this project includes a new elevator pit and shaft, foundation underpinning, exterior wall and slab infills, handicap access points and enclosure walls, and footings for two new courtyards.

Continued from page 18

sit in waiting rooms without clear expectations of how long they will be there, and placing them as quickly as possible into an exam room with cross-trained providers was one solution. Urgent care centers will inevitably be the choice for a large part of the population needing ready access to nonacute treatment, particularly at times when a traditional family practice doctor is unavailable. It is also a critical part of the solution for managing our nation’s healthcare costs. Designers and operators need to understand patient population, the competition, and the financial constraints before deciding which UCC model is the best fit for any given community. Marc Margulies, AIA, LEED AP, is a principal at Margulies Perruzzi Architects.

The Evolution of the Urgent Care Center

Blackstone Valley entrance Pawtucket, RI – Nadeau Corporation and Vision 3 Architects design-build team will provide interior renovations for a new and improved diagnostic imaging center at the Blackstone Valley Medical Building in Pawtucket. The imaging center will receive new state-of-the-art MRI and CT machines along with a sleek new design for its medical suite courtesy of Vision Architects. Nadeau Corporation’s MedBuild

team leader, Mark Menard, will be tasked with keeping the site operational for the length of the project. He will ensure that disturbances will be minimized and the site with be safe and clean so that doctors occupying the building can continue to provide care to their patients. Nadeau Corporation and Vision 3 have collaborated on healthcare designbuild projects for the last 20 years.

members to work non traditional shifts, providing flexibility and variety. Providers are not “on call” and can schedule their hours in advance. At some UCCs, rigid hierarchies and segregated responsibilities have given way to cross training and the ability to assist patients from the moment they arrive through their departure, removing the repetition of primary care. Some UCC staff handles all paperwork, including insurance documentation and co-pays, directly in the exam rooms, increasing both privacy and efficiency. During discussions about the operations of ReadyMed clinics, the entire staff was engaged in lean process improvement sessions to construct the most efficient way of servicing patients. Patients do not want to

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High-Profile Focus: Healthcare

June 2014


DAI & MBI Under Way on LRGH North 4 Tower Renovation Laconia, NH – The integrated design-build team of DiGiorgio Associates Inc. (DAI) and Monitor Builders Inc. (MBI) is working with Lakes Region General Hospital (LRGH) in Laconia on a renovation project necessary to improve the hospital’s safety, efficiency, and patient care by creating state-of-the-art single bed patient rooms in the hospital’s North 4 (N4) Tower. DAI and MBI completed a 100,000sf, $37.5 million new patient tower with LRGH in 2011. Goals of the N4 renovation project include addressing the antiquated infrastructure of the building by the DAI engineering team. Another goal is to recapture the five beds taken out of service when the hospital converted to all single patient rooms. Maintaining a 20 bed unit is integral for the hospital to operate more efficiently and ensure a better nurse to patient ratio. The hospital will continue its commitment to all private room care to improve patient privacy and infection control while having sufficient beds to meet the needs of the community. LRGH and DAI addressed the existing nursing station, which is currently inefficiently laid out and in need of upgrades, to allow for all nursing stations to be standardized for staff efficiency. This innovative project permits the

Inc. at its Plymouth location, and a $1.5 million laboratory renovation at Redington-Fairview General Hospital in Skowhegan, Maine. The team recently completed design and construction of a $300,000 off-site clinic for Brockton Neighborhood Health Center in Brockton, Mass., and a $450,000 renovation for Manet Community (l): Patient Tower nurse station, and (r): single room (finished in 2011) show similar layouts of what Health Center in Hull. Tower 4 will look like when complete. Over the past 26 years, DAI and MBI’s integrated continued use of a 45-year-old building at HealthCare at Hubbard in Webster, a $2.5 design-build approach has resulted in the current standard of medical care. million acute care unit/central sterile renlong-term partnerships with a number of The renovations to the patient ovation at Harrington’s Southbridge camhealthcare providers across the region. rooms will ensure that care is provided pus, a $1.6 million community health cenin a safe environment where patients will have privacy and a family-based environment while ensuring improved infection control and permitting physicians and nurses to provide private, individualized care. MBI began construction on this project in May 2014 and is anticipating an eight month construction schedule. Construction costs are approximately $3.6 million. DAI and MBI are also currently working on several other integrated design-build healthcare projects, including an $8 million emergency department addition and renovation for Harrington

ter renovation for Harbor Health Services,

Mobile MRI Facility Completed Portsmouth, NH - JACA Architects of North Quincy, Mass. recently announced completion of a Mobile MRI facility for Shields Health Care Group. Designed by JACA and engineered by Souza True, this 600sf renovation will allow Shields MRI, located at 150 U.S. 1 Bypass, in Portsmouth, N.H; in partnership with Atlantic Orthopaedics & Sports Medicine; to offer MRI services in an out-

patient setting. The project was completed in January 2014, and Shields MRI – Portsmouth opened on February 4. The JACA project team included Eric Ryan, associate in charge, and Justin Driscoll, project manager. JACA Architects provided architectural, interior, and structural services for the renovation.

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June 2014

Medical Office Construction: Efficiency is the Goal


Tufts Medical Center Primary Care to provide valuable estimating and value engineering services to both the building owner and architect, Lavallee Brensinger Architects, who provided the interior architecture and healthcare design services for the fit-out. To create patient-centered offices to accommodate 12 physicians, the space has been divided into quadrants, each with exam rooms clustered around a centrally-located team room where doctors, nurses, and other support staff can meet to collaborate on patient care. This central quadrant is key to the design, as it mitigates redundancy and improves efficiency while providing easy access to essential medical equipment for all staff. Longwood Pediatrics, Boston


Longwood Pediatrics, a 75-year-old private pediatric medical practice with close ties to Children’s Hospital Boston, acquired additional space within its building and decided to renovate its entire space to better serve its patients. Located in Boston’s highly-regarded Longwood Medical Area, the pediatric group occupies two floors and has remained open to patients throughout the renovation. Again, Lavallee Brensinger Architects provided process analysis and simulation services to fine-tune patient and staff flow. Their new design features a dedicated check-in area, exam rooms, collaborative team rooms, and support functions for each floor, maximizing patient-provider interactions, and min-

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by Wright Dickinson For today’s medical offices, efficiency is the goal. It takes a practiced and collaborative team to generate a layout that will reduce the number of footsteps providers have to take to handle the flow of patients, while increasing productivity with convenient Wright Dickinson touch-down spaces to make their jobs easier. A knowledgeable and experienced building team will know where to focus its efforts in order to deliver a comprehensive and intuitive medical space that seamlessly integrates all necessary building infrastructure. The following case studies illustrate how a collaborative team focused on efficiency and productivity was able to achieve client goals within the strictly regulated parameters of a medical environment and tight project deadlines. Tufts Medical Center Primary Care, Quincy Located in Crown Colony Park in Quincy, the new 15,000 SF, $1.5 million building is now the home for the Tufts Medical Center Primary Care Group. Early involvement allowed the project team

imizing travel. The design focus for the medical facility was on applying demonstrative efficiency planning to the needs of the staff. Preconstruction budgeting, phasing, and scheduling input were critical to minimizing the impact of construction on patients and staff. The three-phase renovation focused on updating the two floors to roll out the new interior design, and to comply with regulatory standards for handicap accessibility. A new fire protection service and distribution system to serve the entire six-story building was installed and required close coordination with the various tenants during construction to prevent disturbances. By applying the collective team’s bank of knowledge of past successes and failures, the medical facility is outwardly focused on providing optimal patient care, while internal operations are focused on productive efficiency. In this case, communication was the primary efficiency driver, as clear documentation and coordination were essential to providing uninterrupted medical care during construction. Because the Kaplan/LBA team has worked symbiotically in the past, the choreography of design, construction, and occupied activity was seamless. Wright Dickinson is a project manager at Kaplan Construction

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High-Profile Focus: Healthcare

June 2014

Why Gas Detection Systems Need Maintaining by John V. Carvalho III You probably won’t find too many healthcare facilities without some type of gas detection system. Unfortunately, many building owners and facility managers don’t take the extra step of having the system maintained on a regular basis. It’s an oversight that John Carvalho can have potentially deadly repercussions. To a degree, you can understand that perspective. A gas detection system is not a small investment. With the installation for a single gas detection unit averaging $1,000, adding a maintenance contract for a new or newer gas system might seem like a luxury. The very nature of a healthcare facility, particularly hospitals, makes it a necessity. Why? Well, if a detection system doesn’t work, you typically find out in one of three ways. The first is somebody smells something and alerts property management. Second, somebody smells something, becomes ill to the point of losing consciousness, and the person

who finds them alerts the property management. The third is the worst: there is no odor to a toxic or deadly gas, and no one knows it because they can’t smell it. While that may sound overdramatic, it’s not that farfetched. Patients in a hospital or healthcare setting are there because something is wrong. Their senses may not be as sharp or they may be more vulnerable to undetected gases in their weakened state. Regrettably, many facilities managers go by the mantra that if the gas detection system doesn’t detect anything, nothing is wrong. If you could be 100% sure the system was working properly, you can understand that logic. Unfortunately, there’s no way to know if the system is actually reading gas. By not having a routine maintenance system in place, you can put the health and lives of visitors and workers in your building at risk if your gas detection equipment is not functioning properly. And when it comes to exposure to gases, it only takes one incident to put lives in jeopardy and open up your organization to tremendous liability. In fact, in recent years there have been fatalities at facilities in numerous states in the U.S. Continued on page 35

Independent ArchItecturAl hArdwAre SpecIfIcAtIonS


International Healthcare

Broadening Horizons Literally and Figuratively by Courtland Blake The recent demand for U.S.-based healthcare architects and engineers for international healthcare projects has not only created business opportunities, but has also expanded the experience and knowledge base of the U.S. design firms involved. This is knowledge Courtland Blake and experience that can be applied to U.S.-based projects, as well. The lessons learned from working on international healthcare projects has benefited other international projects, of course, but has also greatly enhanced design, efficiency, and collaboration efforts on all projects. Some examples of where benefits can be seen are: teamwork and collaboration, and cultural sensitivity. The complexities of international healthcare projects require the close collaboration of multiple firms, in multiple locations, across multiple time zones. There are often partnerships with local design firms that help with local codes, site issues, and construction preferences. There are often differing construction delivery methodologies that involve the introduction of

developers and contractors into the collaboration process. The multiple design consultants are often in different states, and different countries. Since face-to-face meetings and discussions require extensive scheduling and costs of international travel are high, this arrangement has forced the design teams to become proficient at utilizing technology to assist collaboration; technology such as videoconferencing, web-based computer screen sharing, live file sharing, and conference calls. Also, focused and limited communication time, due to differing time zones, sometimes with language barriers included, has forced us all to become very precise and succinct when requesting and presenting information. Simple bold graphic presentations can replace hours worth of written communication material. A picture really is worth a thousand words. Continued on page 53

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June 2014


Fox RPM Teams up with BIDMC

Harnessing BIM

Boston – Beth Israel Deaconess Medical Center (BIDMC) is undergoing a series of updates to its campuses in order to enhance the user experience for patients, employees, and visitors with varying degrees of disabilities. Comprised of a team of well-experienced facilities managers, the BIDMC campuses are undergoing a major face-lift as part of a five-year project, in order to make its amenities more accessible to all. Rendering shows updates for patients with disabilities. BIDMC was one of the first hospitals in the country to be reand accessible water fountain and hand viewed by the Department of Justice for sanitizing stations, to name a few. compliance with the American Disabilities The ADA Team continues to work Act (ADA). Areas that required improvewith consultants to develop mitigation ments in regard to ADA compliance were strategies, interpret the codes, and implenoted, and the “ADA Team” was created in ment and audit in accordance with ADA the form of two on-site full-time Fox projregulations. Audit mitigation is scheduled ect managers and BIDMC’s ADA complito be completed this upcoming fall, with fiance officer, director of facilities, and senal reporting to be completed in the spring nior project manager. of 2015. Working with consultants Kessler BIDMC formulated the Universal McGuinness & AssociateS, LLC, this team Access Advisory Council, created to give of well-experienced facilities and project user-expert perspectives to staff responsimanagers has been diligently working to ble for issues affecting people with disabilmitigate more than 5,600 barriers across ities. 33 facilities in three cities. Changes to the The Council consists of hospicampuses have included the implementatal staff, employees, patients and family tion of accessible washrooms, parking and members of patients, and Fox’s two on-site drop-off areas, signage and wayfinding, project managers, Amy Chee and Christine accessible exam rooms and waiting areas, DelPrete.

by Will Mainor Designing healthcare and medical research facilities is a laborious task, requiring engineers and designers to factor in numerous variables like lab requirements and equipment needs. As research changes, so too does the lab’s usages. In order to accommodate Will Mainor these shifts in need, these types of buildings, like the new Albert Sherman Center at University of Massachusetts (UMass) Medical School in Worcester, Mass., are more and more relying on Building Information Modeling (BIM) for design and long-term facilities management. From its onset, a number of contractors and subcontractors made use of BIM technology when planning the nine-story, 512,000sf, state-of-the-art, LEED Gold certified multi-use facility. With over 90 miles of ducts and pipes, the use of BIM played a critical role in efficiently managing data and effectively leveraging it for facilities management purposes. Suffolk Construction and UMass partnered with Microdesk to catalogue all the various pieces of information from architectural and engineering models, including shop drawings and 3D models, as well as operations manuals and other docu-

Mechanical Electrical Plumbing Fire Protection Commissioning Central Plants

Energy & Carbon Management Building Performance Simulation Sustainable Design Technology Infrastructure Audiovisual Security

ments, and integrated them into the system to correspond with their specific building components. Having a central repository for this information enables the facilities staff to acquaint themselves with the Albert Sherman Center before even opening its doors. Working with the staff, Microdesk held training sessions to enhance the user experience and ensure it was intuitively designed for day-to-day use. BIM played a vital role in the project’s completion and will continue to do so moving forward. Currently, the BIM model offers insights into the day-to-day operations of the building, such as locating key pieces of infrastructure that, when repairs or maintenance are required, will reduce disturbances and allow for targeted troubleshooting. BIM also future-proofs the center, as it adapts to the ever-changing research and advances in technology. Using the model, the staff will be able to easily access all the information it needs for any future renovations. For the Albert Sherman Center and other healthcare and research labs, BIM’s significance cannot be understated. From ongoing facilities management to future changes and expansions, the ability to access information and data from a single source plays an invaluable role in safeguarding a building’s daily operations as well as its longevity. Will Mainor is an applications engineer at Microdesk.


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June 2014

High-Profile Focus: Healthcare


Beth Israel Deaconess Scheduled to Open in September Needham, MA—The new Beth Israel Deaconess – Cancer Center and Surgical Pavilion building, designed by JACA Architects of Quincy, is scheduled to be completed this summer and open for patients in September 2014. A new three-story, 30,000sf building is at the heart of Phase 2 of the Beth Israel Deaconess Hospital – Needham master plan. The project includes 20,000sf of the new building for the BIDMC cancer center and a multi disciplinary clinic, 10,000sf for an expansion of the BIDN surgical department, approximately 15,000sf of renovations for the surgery department a new inpatient pharmacy and the relocation of the Glover Cafe. Additionally, there are extensive site modifications for gardens surrounding the CCSP and a 100 car two-level parking deck. In order to streamline patient treatment in the Cancer Center, the concept of “bring the treatment to patient” commonly found in emergency departments, was applied resulting in the reduction of the number of steps a patient has to take. Utilizing 3P processes, patient focus group interviews and intensive work sessions with BIDMC/BIDN staff revealed that a patient receiving both radiation and infusion therapies could have to move locations up to 60 times on their first day of treatment in a traditional cancer center model. By rethinking the caregiver work-

The PACU was designed to filtrate ample day lighting throughout the space. A distributed nurse station concept was used to create a central hub with distributed observation stations throughout the PACU with bays designed for both pre-op and post-op recovery. A new inpatient pharmacy within the existing campus will utilize carousel high density storage with perpetual inventory and “pick to light” and bar code technology for dispensing and USP797 compliant custom-built clean rooms for compounding to serve the BID-Needham campus. Additional dedicated clean rooms are provided for preparing the chemotherapy and other infusion treatment drugs delivered at the cancer center.

Rendering of exterior of the new Beth Israel Deaconess – JACA Architects flow and optimizing the location of proop and post-op recovery bays, allowing gram elements utilizing simulation modBID-Needham to nearly double its sureling analysis, the number of steps could gical capacity. The new surgical pavilbe reduced to a maximum of 14 and as ion provides a direct little as two for a typical patient treatment entrance to the surgical visit. department for daycare This resulted in a dedicated treatsurgery patients and their ment floor containing a 10MV Varian families. One of the two TrueBeam Linear Accelerator and 10 inoperating rooms is sized fusion bays overlooking a healing garden. and designed to accomOversized exam rooms are also included modate orthopedic proon the treatment floor to be utilized parcedures requiring additicularly for first treatment days. Exam tional equipment and a rooms for off treatment visits, support mobile C-arm for digital areas and administrative functions are loimaging. Both operating cated on the lower level. rooms include state of The new surgical suite will feature the art booms and intetwo new operating rooms and 14 pregration systems. Interior – JACA Architects


High-Profile Focus: Healthcare


June 2014

Maximizing Energy Efficiency in Healthcare Facilities by Roy Haller savings, ” said Roy W. Haller, UI director Skilled Nursing Facility, Mary Wade was advantage of the Energy Conscious BlueHospitals, senior care centers, and of commercial and industrial energy service seeking to maximize efficiencies on the print program. The continuing care retiremedical offices, operating nonstop to meet programs. “By taking advantage of the varinvestment. By utilizing the state’s Enerment community turned to UI for assistance patient needs, typiious Energize Connecticut programs, hospigy Conscious Blueprint program, project in expanding the residential and common cally have high enertals and medical centers are able to implemanagers were able to rely on the guidance area in an energy-efficient manner. UI ofgy demand and can ment energy-efficient measures, achieve of UI experts throughout each stage of the fered affordable, energy efficient equipment experience signifitheir conservation goals, and provide optiplanning and renovation. Among efficienoptions, including lighting, motors, concant immediate and mal patient care and comfort.” cy measures implemented, Mary Wade trols, and roof top air conditioners, successlong-term savings Healthcare organizations statewide installed energy-saving fluorescent lightfully lowering operating costs. by taking proactive are leaders on the efficiency front, often ing across the facility. An energy-efficient As an energy authority, UI continues efficiency measures. calling upon UI at the initial planning stagchiller unit and a new condensed boiler to support healthcare facilities to achieve Sustainability and es to effectively integrate sustainability and variable drives were installed to better increased energy-efficiency and greener smart energy manpractices throughout a project. Well-known control heating and cooling operations. operations through the wide-ranging opagement are critical Connecticut healthcare facilities Yale New After completing the project, portunities available through the Energize Roy Haller to the success of any Haven Healthcare, Bridgeport Hospital, Mary Wade’s annual energy savings was Connecticut programs. business, but healthcare facilities, in parGriffin Hospital, and Mary Wade Home, $29,976, with a lifetime energy savings of Roy Haller is a director at The Unitticular, have vast opportunity to capitalize Inc. all recently participated in Energize $452,387. ed Illuminating Company of New Haven, on energy-efficiency improvements. Connecticut programs. In each case, UI Whitney Center of Hamden also took Conn. As an administrator of Energize advisors provided direction on how the faConnecticut programs, The United Illumicilities could improve their equipment, connating Company (UI) works closely with serve energy, and, ultimately, save money. healthcare organizations to identify specifThe United Illuminating Company Derry, NH‑Construcic cost-saving energy upgrades and techsupported a comprehensive energy project tion is now under way for nical solutions to fit their unique business with Bridgeport Hospital, a top employer a new 7,500sf, two story model. By developing custom sustainabilin the city. Participating in the Energy Opaddition and a 2,600sf renity plans, UI helps companies to improve portunities and Operations & Maintenance ovation for a new emotional how they perform financially and enviService programs, the hospital was able and behavioral wellness unit ronmentally to attain long-lasting energy to repair and retrofit the current building at Parkland Medical Center. savings. UI also assists healthcare organisystems with energy efficient upgrades TFMoran, Inc. prozations in securing financial rebates, incenthroughout the facility. New lighting senParkland Medical Center vided survey, siteAlbany design, St\575AlbanyInterior\575 tives, or low-interest financing through the sors, an energy management system, variC:\Users\Brian\Documents\Existing Conditions\Scan Data\575 Albany Parkland Medical Center offers this and permitting for architects Connecticut Energy Efficiency Fund. able speed drives, and more, resulted in an new program which will provide patients JSA, Inc. of Portsmouth. The new $3 mil“As round-the-clock businesses, estimated lifetime energy savings of $5 with comprehensive, individualized emolion inpatient behavioral healthcare fahealthcare facilities are the perfect candimillion for the hospital. tional wellness care without leaving the date for sustainable energy management When planning an $11 million excility is being built by general contractor community. programs that can help achieve bottom-line pansion of their Adult Day Center and Hutter Construction.

Parkland Med Center Under Way







Pos: -17.85 -15.61




High-Profile Focus: Healthcare

June 2014


Middlesex Hospital Shoreline Medical Center Opens Doors Designed by SLAM

Westbrook, CT – The newly completed Middlesex Hospital Shoreline Medical Center located in Westbrook and designed by The S/L/A/M Collaborative, Inc. officially opened its doors on April 28. Having outgrown its previous location in Essex, the new center addresses projected growth and new technologies. The 75,000sf freestanding facility features a 24-bed emergency department, expanded radiology services with dedicated women’s imaging, a state-of-the-art lab, and infusion therapy suite. Situated immediately along I-95, the center benefits from greater community visibility, and provides a unique branding opportunity for the hospital and convenient access for patients. To address the needs of the area’s significant geriatric population, a closely coordinated site and building planning effort resulted in senior-friendly

Photos ©John Giammatteo

access and amenities, and distinctive gardens provide memorable reference points for clear wayfinding. According to SLAM project designer, Douglas W. Mayne, AIA, The facility is “…a distinctive architecture, derived from a blend of elements. Brick panels and precast concrete banding established at the Main Hospital Campus are combined with local shoreline influences, such as natural stone, sea glass, and native planting, to de-

fine the new center and reinforce an identifiable, system wide aesthetic.” Facing the realities of today’s tight budgets, SLAM, working in partnership with Middlesex Hospital and Whiting-Turner Contracting Company, dispensed with a traditional project approach and pursued an “IPD-lite” methodology that allowed for a more cost-effective delivery of the new center. “‘IPD-lite’ is a noncontractual proj-

ect delivery method that features openbook collaborative decision-making and an early partnership with project subcontractors. Decisions involve input from all stakeholders early in design to understand and refine project goals, which are actively and accurately tested against budget. Subcontractors are engaged to bring their latest expertise and techniques to bear on the actual design and documentation, resulting in a construction-ready project in step with the budget. The cross-disciplinary interaction creates a greater overall level of project awareness and interest among stakeholders, resulting in a better product and refreshing team spirit,” Mayne explained. Cost savings realized early in the project resulted in the inclusion of a 25,000sf second floor shell space, allowing for future expansion.



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June 2014


The J. Derenzo Companies Under Way at Boston Landing Brighton, MA – Boston Landing in Brighton is one of Boston’s most highly anticipated new developments. This multiphased project, constructed by J. Moriarty & Associates and Gilbane, will house 650,000sf of office space, including headquarters for New Balance, along with a sports center, hotel, retail and restaurant space, and parking. J. Derenzo Co. and its subsidiary firms JDC Demolition, Inc. and Boston Environmental are managing the sitework, excavation, utility installation, demolition, abatement, and environmental monitoring portions of work at Boston Landing. The team bulk excavated down 20 feet, managed the sheet-driving operation for the below-grade parking garage, removed underground fuel tanks, installed several interior plumbing pits, and prepared the excavation to receive the slab on grade for the garage. In all, the team removed more than 85,000 tons of excavated soil from the nine-acre site in only three months. Next up, the company is performing all the sewer, water, and drain infrastructure in preparation for the full-depth reconstruction of the surrounding public

Aerial view of Boston Landing

J. Derenzo crews removed more than 85,000 tons of soil from the site.

Rendering: Elkus Manfredi Architects

streets. J. Derenzo Company will be reconstructing a 1,300 linear-foot stretch of Guest Street in Brighton for acceptance by the city of Boston, including all new pavement, curbing, and street lighting infrastructure. Meanwhile, JDC Demolition cleared the way for this project by removing a 350,000sf manufacturing/ warehouse facility back in January 2013, which abutted CSX track, and removed a 50,000sf office building in March 2013. JDC Demolition is currently performing the structural demolition of a former tour bus garage located at 77 Guest Street, and just completed the selective demolition of the existing New Balance Parking Garage by removing portions of the corner stairwells to make way for renovations and upgrades. JDC will also demolish the existing B.L. Makepeace building on Guest Street, which will complete the clearing of the footprint of the new sports complex. Boston Environmental Corp. performed initial environmental surveys on site prior to the start of work; throughout construction the crew is monitoring air quality and coordinating the disposal of contaminated soils.

The sheet driving operation is complete as excavation continues.

Boston Landing Key Features: • 650,000 sq ft of build-to-suit, class A, LEED-certified office space • New Balance’s new 250,000 sq ft world-headquarter building • 140,000 sq ft, 175-key boutique hotel • 65,000 sq ft of ground floor restaurant and retail space • 325,000 sq ft state-of-the-art sports complex including a professional hockey rink, a 200 meter hydraulic track, 3 basketball courts, a fitness center, class A office space and retail space • Commuter rail train stop on the Framingham/Worcester line that goes directly to South Station • Public amenity space, usable open space and pedestrian linkages

Developer: NB Development Group Owner’s PM: PMA Consultants Architect: Elkus Manfredi Architects Construction Teams: John Moriarty & Assoc., Gilbane Building Co. www.high-profile.com

Steel erection is well underway; demolition on Guest Street begins.

June 2014





508.427.6441 BARRY’S CORNER


High-Profile Focus: Healthcare


June 2014

The Value of the Post Occupancy Evaluation For Healthcare and Research Environments

The following are excerpts from an article recently submitted by Jennifer Mango, a senior interior designer at Tsoi Kobus & Associates in Cambridge, Mass. A post occupancy evaluation (POE) is one of the best tools for assessing a design’s success, especially Jennifer Mango in measuring evidence-based outcomes as they are applied to design of healthcare and research facilities given their specialized operations. POEs are crucial in helping to measure theoretical design intent against a tangible result. Tsoi/Kobus & Associates (TK&A) recently conducted a POE with Pfizer Center for Therapeutic Innovation (CTI), an entrepreneurial division of Pfizer based on open partnerships with academic medical institutions. The penthouse level of the TK&A-designed Boston’s Center for Life Science building was chosen to establish its global headquarters. This location was critical in order to establish close proximity with partnering Longwood Medical Area institutions. The client’s project team members were veterans in the design and construc-

tion process. Pfizer CTI recognized an opportunity to try innovative approaches to planning and redefine its culture with the design of the new headquarters. The design team was challenged to develop a design that was budget conscious, flexible, and collaborative. After a little over a year, TK&A’s POE was conducted. Here are a few POE questions, and helpful answers: Q: Is there adequate lab support space-including open alcoves in the lab, procedure rooms outside the lab and equipment corridor? A: We can always use more storage. We prioritized lab benches and support functions over storage which we still feel was the right decision for our investment. However, in a perfect world, if we had the luxury of a few feet added to the width of our footprint, we would have lined the corridor with storage closets. Q: Does the building foster interaction among researchers, other departments? A: Yes. We started with a strategic vision of an entirely collaborative environment, one drastically different from our current culture. The design team worked with us to make that vision a reality. Now having been in the space for quite some


Conference View time, it has been a pleasure observing the success of that vision come to fruition. In summary, the results from POEs are insightful in gauging client satisfaction, the accuracy of our reasonable assumptions, and our own understanding of planning and design best practices. When evaluating our POEs from research and healthcare clients, they share common threads of focus: • Space efficiency and planning for a more collaborative culture. Either in the lab or between a patient care team, it greatly enhances the occupant’s experience within is daily environment. • Adjacencies and adoption of lean principles, addressing occupant travel distances, through attention to redundancy and enhanced convenience. Patients/

family, care teams, researchers alike benefit greatly from a decrease of time spent maneuvering through the interior environment. • Adaptability, designing a space to address current needs and those of the unidentified future. A static design limits future needs. Implementing universal design principals and modular solutions have allowed spaces to grow as new needs are realized. • Support, support, support, understanding support areas within your program and their functional purpose. Time and time again, these spaces become compromised when decisions are being made and space assignments are prioritized. It is essential to not under size or forget these spaces. The most common criticized feedback from POEs stems from a decision to eliminate/reduce storage or support spaces that are at max capacity on day one. POEs substantiate our design successes and lessons learned from the assumptions made based on theoretical design drivers. As a designer, it’s rewarding to see a project move from planned assumptions to proven outcomes that then become a precedent for future projects. Jennifer Mango is a senior interior designer at Tsoi kobus & Associates in Cambridge, Mass.


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June 2014

High-Profile Focus: Healthcare


Village Pediatic CTR Completed

Torrington, CT – Continuing a longstanding successful relationship with Charlotte Hungerford Hospital (CHH), O&G Industries completed several projects through its special projects group, beginning with the installation of new oxygen tank pads for the hospital in 2011. During the summer of 2012, O&G performed a complete renovation of CHH’s Jim Perazzella and Christina Oneglia Rossi 500sf pharmacy including a new chemo med lab, anteroom area, and a new centralized nurses station. and conference room. The $173,000 projLed by project manager Christina ect was fully phased to allow the pharmaOneglia Rossi and superintendent Jim cy, a sealed clean room environment, to Perazzella, the fourth floor successfully operate uninterrupted. wrapped up in November 2013. Following the pharmacy, O&G’s A continuation of this successful respecial projects group managed the lationship moved O&G’s special projects phased renovation of CHH’s fourth floor group to the fifth floor. inpatient surgical unit designed by Moser Currently under construction with Pilon Nelson Architects. project manager Nelson Reis and superThe $340,000 fourth floor renovaintendent Jim Perazzella, the inpatient tion was successfully completed in five medical unit will undergo many of the phases, paying close attention to the hossame renovations as the fourth floor with pital’s infection control policies by propan anticipated October 2014 completion. erly containing construction dust and deTo be done in seven phases, renobris. vations will include a new central nursUpgrades throughout the floor ines station with additional workstations cluded patient room alterations, smaller throughout the floor, relocation of the workstations, a waiting room, new mediexisting medicine room, a nurses lounge, cine room, nurses lounge, caseworker work and newly renovated waiting room.

Brockton, MA - Acella Construction Corporation had a chance to congratulate the New England Patriots at Village Pediatrics recently at the facility’s official grand opening. Acella recently completed the new Village Pediatric Center, on which it served as construction manager. The new facility, is located at 156 Pearl Street, Brockton. The 10,000sf building is a state-ofthe-art facility that includes a brand new youth and family fitness center and 10 examination rooms. According to Acella senior project manager Ryan Klebes, Acella worked on this $2-million project under the design-build mode, and partnered with

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O&G Continues CCH Renovations

Dr. David Howell (left) and Dave Dirubbo are shown at the official grand opening of Village Pediatrics. JACA Architects of Quincy and civil engineering firm J.K. Holmgren Engineering, Inc.

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High-Profile: Trends and Hot Topics

June 2014

Why Hire an Architect for Roof Repair or Replacement Project? by Stephen J. Wessling The answer to the question: “Why hire an architect for your roof repair or replacement project?” is complex but best summed up in the word “protection.” To elaborate on this aspect, we mean protection of all parties such as: • The owner (their asset and inStephen J. Wessling vestment). • The tenant (their critical role in the property as lease/ renter). • The property management firm (their performance and professional reputation). Of course, the protection and performance of the physical asset is obvious. Budgetary concerns are always included in the overall evaluation process, and all available options are considered for the project. The logical decision is to team up with a qualified architect who specializes in building envelope design and restoration. While many engineers and roof consultants understand roofing and are an asset to the industry, they quite often do not understand the entire “building envelope” as well as other aspects of the building’s architectural features and com-


ponents that interface with the roofing. We are full-service architects who understand the entire building, inside and out, and also specialize in building envelope design and restoration. This unique combination of services provides clients with exceptional professional service. Wessling Architects has performed numerous building envelope evaluations, many of which concluded in identifying negligence of an engineer or consultant who improperly evaluated critical architectural components that interfaced with the roof system. These mistakes can lead to roofing failure and system damage well before the useful life expectancy of the roof system. Using a competent and experienced architect is cost-effective in several ways. You save valuable time by having the required review and evaluation take place, resulting in the best approach for the roof project. A comprehensive evaluation and design process actually saves money by developing proper designs and specifications from the start, thereby dramatically reducing the potential for short- or longterm problems. In general, we are able to substantially reduce the life cycle cost of your asset. All evaluation data is integrated into a complete set of contract documents for bidding. This will ensure all contractors in the competitive bidding process are providing the intended system and

specific scope of work. When different contractors are called in to bid, there is no standard for them to follow. Consulting with an architect who specialized in roofing and build-

ing envelope design and restoration will ensure all aspects of your building are evaluated and considered. Stephen J. Wessling is owner of Wessling Architects.

Lebanon, NH – Dartmouth-Hitchcock Medical Center’s (DHMC) East Tower will serve as an updated and state-ofthe-art medical surgery inpatient unit. The newly renovated unit provides 15 spacious and private patient rooms. Fitzemeyer & Tocci provided complete engineering of the HVAC, plumbing, fire protection, and electrical systems as well as performed construction administration services for the inpatient unit renovation. Fleck & Lewis Architects, PC provided architectural services for the project. This renovation took place in the midst of a functioning patient wing. In addition, there was an adjacent portion of the second level which had an active psychiatric patient bed unit. The design and construction teams not only had to meet logistical challenges of the construction process, but also work to re-design the MEP systems for the project while minimizing the impact and disruption to the rest of the building. As a design team that has worked together successfully in the past, Fitzemeyer & Tocci, the DHMC staff and Fleck & Lewis Architects, PC, tackled this project

Dartmouth-Hitchcock Medical Center’s recent renovation from all angles to ensure that the construction would go smoothly and be completed within the projected budget. DHMC’s East Patient Tower project serves as a pilot for a completely new design of the patient rooms and headwalls. Features included workstations for new electronic medical records systems and wall mounted bed docking stations with electrical services to interface with patient beds

DHMC Renovation Completed

Photo by Joseph St. Pierre.

June 2014


Multi-Residential AlliedCook Breaks Ground

West End Place Portland, ME - AlliedCook Construction, a New England-based construction management firm, recently broke ground on a new 39-unit development at Pine and Brackett streets in Portland’s historic West End. AlliedCook is serving as construction manager on West End Place, a new four-story, mixed-use development that will include 39 market-rate apartments. The 39,000sf building will also include ground-floor retail shops and a 35-space internal parking garage. The design of this “timeless” building responds to the

existing fabric of the historic neighborhood. West End Place will be built to LEED standards and include solar panels and a roof-top deck. A designated parking spot in front of the development will be provided for car sharing, as well as bicycle storage. The project is being developed by Redfern LWS and was designed by Ryan Senatore Architecture in Portland. Construction is expected to be completed in March 2015.

Abbot Restores Surfside Revere, MA- Abbot Building Restoration recently restored the main center section in the front of the four-story Surfside Lofts Condominium building located in Revere. The building is constructed of EIFS (artificial stucco) with series of floor to ceiling windows configured in multiple sections on each floor. In early 2011, the windows in the three main center sections of the building began to show signs of water leakage as evidenced by staining into the interior surface. Abbot, along with the property management company, Raymond Properties, inspected and tested these sections, and determined that the problem involved the windows. Since replacing the windows was not an option, it was decided to wet glaze around the entire perimeter of each light of glass – metal to metal and metal to glass. The front was divided into three sections from the overhang to the ground and one section was completely repaired as the test area. As EIFS it is not a true water resistant surface, an additional coating is often

Surfside Condominium required to protect the surface. Toward this end, Abbot also applied a waterproof elastomeric coating to the EIFS in the test section that matched the color of the original cementitious material. To evaluate the effectiveness of the sealing/coating process, it was decided to expose the building to the elements over an extended time period of over a year. Fortunately, the combination of the window glazing and elastomeric coating proved to be an effective seal to significantly reduce water penetration, so the owner decided to complete the sealing of the other two sections, including the large EIFS overhang above the center section.

Gas Detection Systems Continued from page 25 where gas detection equipment failed. The flip side to gas detection equipment not detecting potential dangerous gases is one that is oversensitive and produces false alarms. This is something that occurs in many facilities. While most of these ambient gases are harmless, it is not unusual for a mis-calibrated or infrequent detection system to be set off by them. This can trigger a very costly chain of events—chaos in the immediate vicinity, emergency personnel dispatched to the scene, evacuation of staff and customers, etc. Bottom line, a false alarm alone can cost thousands of dollars in lost business, lost man hours and the price of emergency personnel dispersed to the site—not to mention the bad publicity and loss of confidence. With any false alarm, there exists the possibility that you are taking personnel away from a real emergency where their services are needed. When you compare the cost of an annual maintenance plan—roughly $1,000–with the thousands of dollars as-

sociated with a wrongful death or liability lawsuit, the investment in a maintenance and monitoring program makes all the sense in the world. Yet it’s a conservative estimate that of the buildings that house healthcare facilities and have detection systems, perhaps only 10% have an active maintenance program with testing conducted on a quarterly basis, which is the recommended maintenance schedule for gas detection equipment. As a building owner or facilities manager of a healthcare facility, the safety of those who work and visit your property is perhaps your most important responsibility. You can run a smooth and efficient operation for 20 years with little fanfare. One incident with your gas detection equipment and system can mar that reputation. Installing a state-of-theart gas detection system with regular maintenance and monitoring buys you peace of mind that you just can’t put a price tag on. John V. Carvalho III is president of Apollo Safety, Inc.


High-Profile Focus: Multi-Residential


June 2014

CEDC Breaks Ground on New Residential Development in Chinatown Boston - Mayor Martin J. Walsh joined the Chinese Economic Development Council, Inc. (CEDC), Chia-Ming Sze Architect Inc., Consigli Construction Co., Inc., lenders, investors, local and state officials, and Chinatown residents in celebrating the groundbreaking for a new 60,000sf, $26.6 million, affordable housing project on Oxford Street in Chinatown recently. Developed by the CEDC, the 11-story structural steel building will provide 67 rental apartments for Chinatown’s low-income population. Primary lender for the project is Boston-based Eastern Bank, along with syndicator Royal Bank of Canada. Participating in the event were Allen Chin, president of the Chinese Economic Development Council; Christopher Scarvalas, project executive for Consigli Construction Co.; Matthew Consigli, VP; Dr. Edward T.T. Chaing, chairman of the board, Chinese Economic Development Council; Bill Linehan, president of the Boston City Council; Mass. State Rep. Aaron Michlewitz, and Chiaming Sze, principal of Chia-Ming Sze Architect, Inc. “Today’s groundbreaking ceremony is a momentous occasion for Chinatown,” said Dr. Edward T. T. Chiang, chairman of the board for the CEDC. Located in the Boston Empowerment Zone, adjacent to the Midtown Cul-

l-r: Allen Chin, Christopher Scarvalas, Matthew Consigli, Dr. Edward T.T. Chaing, Mayor Martin J. Walsh, Bill Linehan, Aaron Michlewitz, and Chiaming Sze. tural District, the new construction will infill the site which has been used solely for surface parking since 1951. Oxford Ping On Affordable Housing will not only maximize the use and economic vitality of the Chinatown Main Streets area, but also address the critical affordable housing need of the low-income households in the surrounding neighborhood. The development will include 48


studio apartments, 16 one-bedroom and three two-bedroom apartments, as well as handicap accessible units. Surface parking is located directly across Ping On Street and numerous public transit options – bus, subway and train – are within a few blocks of the site. ​“I’m proud that the City of Boston’s commitment to this project will create 67 units of affordable rental housing for

Rendering by Chia-Ming Sze Architect

Oxford Ping On Affordable Housing

working people in Chinatown,” Mayor Walsh said. “The construction of Oxford Ping On will rebuild and preserve an important portion of Boston’s Chinatown community. We are proud to partner with an exemplary team of builders and designers.” The project is slated for completion in late summer 2015.

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June 2014


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June 2014


Trends and Hot Topics Renovation Sparks Innovation by Tom Quinlan As a general contractor with a specialty in new construction and renovation, you have to improvise a little. Just like artists who would prefer a blank canvas to create their masterpieces, so would the GC like the freedom to operate that Tom Quinlan comes with new construction. Yet for many of us who do both, renovating an existing healthcare facility presents a challenge—building with little or no impact to existing operations–that enables a different kind of creativity that can be just as rewarding. Our company recently completed a project that illustrates this concept. It was a relocation of a reception desk/lobby area for a children’s hospital in Boston. Talk about challenges! First, let’s consider the reception desk. It’s the hub of the entire building—both for people who work there and guests. Make that a hospital, and the reception desk takes on even greater im-

portance as it’s the first point of contact for loved ones going to visit a sick family member or friend. It becomes a point of comfort for many. So when a relocation of a reception desk occurs, you have to plan accordingly to minimize downtime. In this particular case, the reception desk was to be relocated while the entrance/lobby remained open. It was a logistical nightmare, with the potential for confusion involved with people visiting the hospital, staff, deliveries, etc. Typically, in a project of this scope, we create a process for going about our work. It involves frequent communication with the appropriate staff, signage, and other ongoing efforts to minimize the impact to operations. But process wasn’t going to minimize the amount of time the entrance would be without a reception desk. That required the artist in us to come up with a plan. It went something like this: We built the new reception desk off-site. This included all the wire preparation as well. Installation was as simple as dropping in the desk and plugging in the electrical. Continued on page 51

When Choosing Accounting Software,

Start with Relationships by Doris M. Cahill Software selection can be as stressful as purchasing a car, possibly more so: Lots of options, lengthy demos, and an engineering/sales team that says “yes” a lot. To boot, the price tag for job cost accounting software is not cheap. Not to begrudge the value of a solution, but it becomes a marriage Doris M. Cahill of sorts. You buy, and become a customer forever. It makes sense to keep a customer a long time…but the A/E/C industry accomplishes this by building upon relationships, not by implementing contracts. Relationships are simply more fun. I have been in the field for close to 30 years now, and I am routinely asked my opinion on how to choose accounting software. Let’s first look at how relationships play into this decision. Rather than starting with features or functionality, work on drawing from, and building upon, your relationships.

Easy Steps for Selecting Software

Call peer firms that have their accounting and job cost act together. Firms that have it together get invoices out fast, and respond to inquiries quickly, politely, and fully. Find out what software they use.

Ask your professionals. Your CPA, if they are also knowledgeable about software implementation, will know the process and needs. A lawyer is important too, for understanding the ever complex software contracts that have imbedded clauses for cancellation, escalating maintenance fees and terms of use licenses. Meet with your project managers. The younger colleagues may have jumped a few jobs already. Ask them which firms have practices they envy. Youth, and their ideas, are dynamic and can effect change. Meet with your IT people, they are important for providing login access, security, printing and speed of use. Understand there are just a few software companies that serve the A/E/C industry. It’s important to note you are not going to get around the price. You add a function, you pay. If you add an employee, you pay. They all discount, however. Inquiring at year end, quarter end, or month end – in that order, will get you the best deal.

Deltek Vision or Axium Ajera?

From a straight functionality perspective, I like them both a lot. Thus, either will do just fine as long as you’re not missing a key piece that you must have to run the business. You need to look at the infamous demo. Pick the software that is easiest to use, or most familiar to the users. People often resist and resent change in their jobs. It’s about the people, not the Continued on page 41

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High-Profile: Trends and Hot Topics

June 2014


Mediation and You by John M. Curran In recent years, the construction industry has sought alternative forms of dispute resolution to avoid the high cost of litigation. One of these alternatives is mediation, a settlement negotiation conducted through a neutral third-party mediator. Mediation can be voluntary or John M. Curran required by the contract. It is nonbinding, and any party can end the process at any stage. The hope for mediation is that reasonableness will prevail over intransigence: that both parties will recognize they are better off compromising at an early stage rather than battling for years, which involves uncertain results but certain high costs. Mediation affords the parties the opportunity to reach a settlement at an earlier, less-traumatic, and less-costly stage. How does mediation work? First, the parties must select a mediator. The key to the selection of a mediator is to find a person who is experienced in construction; has the skills to analyze disputes, frame issues, and evaluate claims, and has the training and personality to keep the parties focused on a course of discussion that will lead to settlement. The parties to the dispute are responsible for the mediator’s

compensation. Second, the mediation process must be established and scheduled. There are no standardized rules governing procedure. The parties and the mediator must agree where and how the mediation will be conducted. Usually a mediation will progress in four stages: Stage 1: The pre-mediation memorandum. Each party submits its version of the facts, issues, and amounts in controversy so that the mediator can understand the dispute prior to meeting with the parties. Stage 2: The initial meeting. The mediation begins with the mediator, all parties, and their counsels together in one group. Each party is given the opportunity to present its view of the facts, the dispute, the amount it is seeking, and why its position is correct. The mediator may question the parties to clarify and highlight facts and issues. Stage 3: The caucuses. The mediator meets separately with each party to further explore the claims of that party. The objective is to highlight the risks and liabilities of the litigation to that party, and to attempt to determine where compromise and tradeoffs may exist. The mediator may discuss his/her views of the facts and the law, and give a frank evaluation of the party’s claim in an attempt to make that party realistically appraise the potential strengths and weaknesses of its position. The mediator also will attempt to identify issues on which there is potential

agreement, and to segregate those issues which appear to be the sticking points preventing settlement. The mediator may go back and forth between the parties during this stage to determine if a modified viewpoint of one party will result in modification by the other party. If at some point the issue turns into a gap between the amount of money that one party is willing to accept and the amount that the other party is willing to offer, the mediator will attempt to determine whether there is room for compromise between the two figures. Stage 4: The final joint conference. If caucusing has not produced a settlement, the mediator will generally bring the parties back together in a single group to explore whether the gap between the parties is such

that there is room for additional compromise. If this final joint meeting does not result in a settlement, the mediator may end or attempt to reconvene the mediation after the parties review their positions. Can mediation work? Absolutely! But it can only work when the parties are ready to look realistically at the strengths and weaknesses of their positions and their prospect for recovery in light of the cost, time involvement, and risks of litigation, and are willing to compromise to avoid further litigation. The relatively low cost of mediation compared with the higher cost and other pitfalls of litigation can make mediation well worth the effort. John M. Curran is a partner at the law firm of Corwin & Corwin LLP.

South Hamilton, MA – Rhino Public Relations has signed an agreement with Integrated Interiors, New England’s premier commercial architectural/engineered products company, to provide a full range of marketing services to increase the visibility of its growing, Boston-based business. Integrated Interiors was launched in 2009 to provide prefabricated and modular architectural interiors products including moveable walls, raised flooring, mod-

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Integrated Interiors Chooses Rhino PR

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High-Profile: Trends and Hot Topics


June 2014

Second Chances: Designing for Expansion by Stephanie Goldberg The opportunity to expand a project one has already completed, to be able to design for the same client again, is one that does not along come every day. We at Lab have been fortunate to have two projects that fit this category. With the second round, we find ourselves Stephanie Goldberg and our clients taking stock, evaluating what worked best, and what did not, in order to inform the new design. While we think about how we might evaluate a completed project, building a second iteration of a space allows the designer to translate that evaluation into a new or revised concept. At Idenix, it was a few years before they decided to fit out a small space on the first floor of their building for additional offices and conference space. The work on the fourth floor consisted of laboratory space and offices. In designing their headquarters, we worked with them to develop a specific office wall system and office furnishings and layouts. Responding to their desire for collaborative space, we worked in “huddle” spaces within the open offices. Having a chance to review how they use the space currently, we realized that they

Bluebird Bio did not use the open huddle spaces, preferring to stand up and talk between cubicles, or use conference rooms. So, in our recent iteration, we focused on reinforcing the connection between open office desks and conference space. The glass wall systems and furniture systems developed in the first design are being extended to the first floor annex. Similar to Bluebird, the desire is to take the main design elements and continue them in the new space, establishing a relationship between floors. Importantly, not only was the goal to create connection through the design and finishes, but through the program. At Bluebird Bio, the first floor kitchen design was intentionally downplayed in terms of finishes and fitout in order to encourage

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staff to come upstairs for the larger, more interactive cafe. At Idenix, shower rooms and additional conference rooms were added to the new annex to similarly encourage people from the upper floor to come down and use the new space. Overall, in both cases there is strong desire to promote connectivity between two disparate spaces of the same company through design, color and program. When an office or lab is in

use for a while, one is able to take advantage of that time and refine the design for the second round. However, what is most important is to do the research and collaborative work with the client in the first round, in order to develop the systems that work for them at the outset. In the end, they will want to be able to take those ideas and expand with them to new spaces, and the better the groundwork we lay, the more easy and straightforward it is for our clients to move forward with expansion and growth. Stephanie Goldberg, AIA, OAA,NCARB, LEED AP, is a principal at LAB/ Life. Science. Architecture, Inc. of Boston.

BCC Breaks Ground

Fall River, MA – BOND recently celebrated the groundbreaking of Bristol Community College’s (BCC) new John J. Sbrega, Ph.D. Health and Science Building, located at its main campus in Fall River. BOND is working closely with BCC, the Division of Capital Asset Management and Maintenance and designer Sasaki Associates to deliver the 50,000sf facility. Northeast, BCC is constructing the new building to provide state-of-the-art learning and teaching spaces for its expanding student population. It will serve as a collaborative resource occupied by several disciplines, including biology,

chemistry, clinical laboratory science, dental hygiene, medical technology and nursing. Housing multiple departments in this shared space will facilitate a cross-sharing of ideas between the college’s science and health departments. Construction includes two full stories composed of teaching labs, offices, and community space. A central atrium will act as a common area, promoting informal group study and learning space for the entire campus. New plazas and walkways also will be constructed around the facility.


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High-Profile: Trends and Hot Topics

June 2014


Hire for Attitude ---Train for skills

UI Establishes Osprey Nesting Perch

by Colm Allen The most valuable traits in the new economy will be Curiosity, Communication, Attitude and Largess. This is the mantra of leading business thinkers. With close to full employment out there, there is a scarcity of top grade employees in most arenas. Every day Colm Allen we see clients reject potentially great candidates because they are not a “perfect 10 in our world”. We hear “they don’t do what we do”. Yet the cover of the Harvard Business Journal this month say “experience is over-rated.” They are arguing that potential is way

Ansonia, CT – A popular pastime for many in the spring and summer is watching ospreys flying into their nests with fresh-caught fish to feed their chicks. It is a scene of natural wonder, but one that can be dangerous for some of the ospreys that sometimes choose to build their nests high atop electric utility poles with high-voltage wires. In Ansonia, the birds’ insistence on nesting in one particular location on Riverside Drive has posed a dilemma. The nest has been a source of some outages and power interruptions. So The United Illuminating Company (UI) in Orange and its partners came up with a solution. UI constructed a new nesting platform near the site of some existing utility lines, where the ospreys can build their nest in peace, away from the dangerous high-voltage wires. The new osprey riverfront high-rise stands atop a taller, treated pole about 50 feet from the original nest site. The new pole, which is 55 feet tall, includes a fourfoot-long perch, and the ospreys can deposit their nesting material on a flat, 6 x 6 platform at the very top, free from the danger of electrocution. The platform in Ansonia was designed following the specification outlined in the Office of Long Island Sound’s General Permit for Osprey Platforms. Putting up an alternative but taller

even check his / her work email at the movies or in a social setting. Nothing is going to be like it was before and only the most creative, open, progressive companies will survive. The next wave of talent in our business of Construction / Real Estate don’t want or need to be managed. They want to be lead. Your job as an employer is not to hire more managers but to hire more leaders. Next generation employees have more knowledge at their fingertips that we have in libraries. But they need to learn how to apply their knowledge. Leaders share knowledge, encourage responsibility, empower, communication and often, quite simply, replicate themselves. There’s the value right there. Google does not hire for a particular role, they simply hire talent. They say it’s

“Don’t hire managers - recruit leaders”. more desirable than your last job title. We could not agree more. As recruiters we see it all the time. A good PM, well trained in a great system like Toll Bros or Avalon bay, is rejected because he /she is assumed to be ignorant about Hi-Rise or Lab/ Healthcare construction. Employers are hurting themselves by rejecting outright, incredibly well educated candidates from other disciplines. We see companies who have become staid, full of like-minded “experts” badly in need of some new blood in the office to dilute their homogeneity. Companies need employees who are capable of taking them to the next generation of design and technology rather than more Lego builder types. The marketplace is changing rapidly. That junior PM who insists on checking Facebook during work, is just a likely to text for business or Instagram a photo of a problem to a sub. Or Twitter to friends he has a great work environment. Someone who understands BIM could possibly teach CAD skills internally. He / she will

their responsibility to employ talent that can solve problems and often hire candidates without a formal education. A major local GC in Boston, hired as head of Biz Dev, an expert from a major software company with great success. At Construction Recruiters, we have placed executives who, on paper, were not 100% qualified but who prospered in their new roles because of their proven adaptability and flexible, can do attitude. Lastly, there is the issue of retention. Modern employees will not stay for money alone. The will be loyal mainly for life enhancing opportunities. The best way to exploit this is to allow existing staff explore what else they can do for you. Be open to their curiosity, and accommodating to their desire to expand. For companies who get this right, the only thing lower than your turnover rate will be your recruiting fees. Colm Allen is President at Construction Recruiters, Inc. in Milton, Massachusetts.

Start with Relationships Continued from page 38 functionality. If a core team can visualize use, you’re on your way. Get an independent, impartial, professional that implements software for a living to represent your firm during the conversion. It’s way cheaper to make a mistake at choosing a consultant than software. Do not do it yourself, but of course, try if you want to! Many firms have legacy software. Legacy software keeps firms from upgrading and changing to more modern technology. Many mature firms believe they are technically boxed into one path because the old legacy software has their data captive. This is a myth. Job cost data in most legacy software is not captive, thus you can switch. Both packages are designed to serve the A/E/C industry, developed and de-

signed to fully integrate the management of time and costs with all the associated operational accounting. Both perform payroll/job costing, invoicing, bill payments, and time and expense management. They have extensive, yet different, approaches to management reporting and are prolific in both depth and quantity. Both work to solve interoperability with outside email, MS Office, CRM, and ACH. Both use modern web based technologies for software access and collaboration. So Vision or Ajera? Either can be the right answer. Draw from your relationships, beware of that missing feature, and do not get caught up with the fictitious ball and chain notion associated with legacy software. And, yes, hire a consultant for more guidance. Doris M. Cahill, CPA, is the founder of DMC Accounting + Technology.

Osprey platform nesting structure nearby has been a proven way of getting the birds off a pole, as the birds prefer a higher site. Last year, UI installed a platform in Milford that has yielded two healthy young ospreys. Other sites UI is currently scouting include Fairfield and New Haven.

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High-Profile: Awards


June 2014

Massachusetts ABC Presents 2014 STEP Awards Stoneham, MA -The Gould Construction Institute (GCI) honored 40 ABC member companies for outstanding safety performance and presented nine students with certificates at GCI’s 10th annual Safety and Education Night on May 15 at the Montvale Plaza in Stoneham. Persons accepting awards for member companies recognized for their safety performance in the diamond and platinum levels were:


J.M. Coull, Inc. Kaplan Construction Notch Mechanical Constructors


Cutler Associates, Inc. Erland Construciton, Inc. Florence Electric MJM Masonry, Inc. The Middlesex Corporation North Shore Mechanical Contractors, Inc. Pilgrim Interiors, Inc. Piping Systems, Inc. Tocco Corporation R.H. White Construction Company Windover Construction, LLC. Adam Barker and Ryan Dineen R.H. White

Wright Dickenson - Kaplan Constructin

Joshua Brandt and Jason Tessitore JM Coull

ssue Next I

Sharon Orr Notch Mechanical-TDescoteaux

Laurie Webber and Clarance Reid Erland Construction

Awards 2014

July focus:

Don’t miss High-Profile’s semi annual focus on the people and companies that have earned recognition from the top A/E/C associations in New England.

Featuring Top AEC industry awards of 2014 including...

In July we will feature award winners from BSA, CBC, CMMA, IFMA Boston, SMPS Boston and more...

Life Sciences Facilities


July’s issue also will include HP monthly sections: • Education • Healthcare • Multi Residential • Corporate • Retail / Hospitality • Municipal • Life Sciences • Green News • Renovation and Restoration • People • Calendar ...and more. You are invited to participate. Send news submissions to: editor@high-profile.com. Deadline June 20.

July Update:

News of the design and construction of lab facilities, pharmaceutical facilities and expert commentary in the field will be featured on one of the region’s most active areas in real estate development, Life Sciences.

Jason Orsborn - NSMC

Groundbreaking of Bristol Community College’s (BCC) new John J. Sbrega, Ph.D. Health and Science Building, located at their main campus, Fall River, Mass. Details in the July HP.

Why keep a low profile? For advertisement prices and new media promotions call us for details and helpful tips,



High-Profile: Awards

June 2014


CALLAHAN Construction Managers Tom Dodge - Windover Construction

Jennifer Cavaliere - Pilgrim Interiors

Joe Camilo - Tocco Corp

Steve Pratt - Cutler Associates

Tim Ouellette - MJM Masonry

Tim Toth - Middlesex Corp


Bowdoin Construction Corporation Callahan, Inc. CTA Construction Company, Inc. Dellbrook Construction, LLC Elm Electrical, Inc. Interstate Electrical Services Corp. Lake HVAC Rivers Electrical Corporation R&R Window Contractors, Inc.


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High-Profile Feature: Iron Mountain


June 2014

Iron Mountain: Workspace Re-Envisioned by Sarah Abrams and Janet Morra When preparing to relocate its global headquarters from 745 Atlantic Avenue to One Federal Street in Boston, Iron Mountain, a worldwide provider of information storage and management solutions, seized the opportunity to Sarah Abrams completely re-envision its workspace from a design perspective, workforce policies perspective and healthy living perspective. Iron Mountain’s former office did not facilitate Janet Morra collaboration or project the company’s global reach and professionalism to its associates, customers, or prospective employees. Offices with solid walls and doors ringed the perimeter, and, coupled with gray six-foot high interior workstations, cut off all visibility to co-workers and natural light, creating a maze-like effect that was isolating and energy-draining.

Iron Mountain reception area. Iron Mountain sought a high-performance, sustainable office environment to reflect its culture, to support its increasingly mobile workforce, to increase collaborative space and improve efficiency, and to support the company’s focus on health and wellness for its employees.The design challenge for Iron Mountain’s global headquarters was to create a high performance workspace achieved on-budget and which: • Supported Iron Mountain’s new Mobile Mountaineering workforce pro-

gram, reducing real estate needs. • Provided substantially improved collaboration space, facilitating communication among employees. • Promoted the global reach of Iron Mountain’s business including its brand values of security, trust, pro-activity, value, sustainability, and community within the design of the new office. Featuring an open, flexible, and efficient floor plan with individual workspaces, 100 fewer offices, and technology-supported conference and collaboration rooms,


the high performance workspace design of Iron Mountain’s new global headquarters spans two floors with large 56,000sf floor plates. The decision to substantially reduce the number of private offices, and to keep perimeter windows accessible by placing those offices in the interior of the space, paved the way for the design. All offices and conference rooms feature glass fronts to promote better visibility. Low-height workstations are arranged in “neighborhoods,” encouraging collaboration while avoiding the feel of a large sea of people. To foster chance encounters between people in different departments and truly “connect” all employees, a dramatic, open, interconnected staircase was designed to unite the main reception area with the café (called “the Vault”) and training center directly below. A major design objective was to provide for a mobile work program, subsequently branded Mobile Mountaineering. Based on job function, 150 of Iron Mountain’s 600 Boston employees enrolled in the program and are provided 100 workstations for a ratio of 1.5 employees to 1 seat. Approximately 40 Mobile Mountaineers found a partner with whom to “share” a workstation on alternate days, providing both with dedicated yet shared space and affording Iron Mountain the benefit of reaching a head-to-seat ratio of 2:1 in those Continued on next page

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June 2014

High-Profile Feature: Iron Mountain

Iron Mountain: Workspace Re-Envisioned Continued from previous page instances. Three unique applications highlight this project: branding, sustainability, and wellness. To meet the objectives of having the space reflect the company’s brand values and be clearly recognized as the company’s global headquarters, the design team instituted a strong branding program utilizing Iron Mountain’s brand colors and images reflecting brand attributes. The reception area features a backlit world map showing Iron Mountain’s 548 markets across 36 countries. As part of Iron Mountain’s holistic approach to wellness, sustainability was a priority for this project, which has been submitted for LEED Gold certification. Iron Mountain also completely re-envisioned the company’s café from a place that was undersized and poorly laid

Project Team for Iron Mountain:

out, to a bright, colorful, full-service cafeteria, with multiple seating options and a new healthy eating approach. Iron Mountain moved to its new headquarters in February 2014, reducing its square footage from approximately 128,000sf in its previous headquarters at 745 Atlantic Avenue to 112,000sf at One Federal, while increasing its conference rooms from 14 to 31 and adding a tremendous number of amenities. Employees are beyond thrilled with

45 the new workspace and very vocal about it. Both the HR leadership and CRE teams are regularly stopped by employees who want to tell them how happy they are coming to work and how much they love the new space and amenities. Sarah Abrams is Iron Mountain’s senior vice president of global real estate. Janet Morra, AIA, LEED AP, is a principal at Margulies Perruzzi Architects.

Quotes from team members...

Iron Mountain staircase

Interior Architecture and Branding - Margulies Perruzzi Architects Construction Management Services - Structure Tone MEP Engineering Consulting - RDK Engineers Food Service Design - Colburn & Guyette Acoustical Consulting - Acentech LEED Consulting - Entegra Project Management Services - Fort Point Project Management Furniture - Red Thread For additional team members visit: www.high-profile.com/iron-mountain-workspace-re-envisioned

“The Iron Mountain project has been submitted for review by the USGBC under LEED for Commercial Interiors,” said Brian Orlando Salazar, LEED AP BD+C of Entegra Development & Investment, LLC. “One of the most important green features of the project is the location of the building: centrally located within Boston’s Financial District with access to amenities and public transportation. Water fixtures were specified to reduce water consumption for non-potable uses by more than 30%, and an estimated 22% of all materials used on the project, including furniture, have been made from recycled content. More than 80% of all construction debris removed from the project was recycled off-site. The mechanical system was designed to maximize energy efficiency and indoor comfort. In addition to

reducing interior lighting power through the use of automated lighting controls and LED fixtures, Iron Mountain has offset 100% of its estimated electricity usage for this project for at least two years via the purchase of a renewable energy credit.” “This project was a collaborative effort to understand and translate the team’s vision into a workplace solution that fits Iron Mountain’s objectives,” said David Trainor, vice president of sales at Red Thread. “Healthy options were one of the main goals for the re-envisioned café,” said Peter McGillicuddy, food service project manager at Colburn & Guyette. “More refrigerated storage and two new combi ovens will allow the cooking staff to reach this goal.”

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June 2014


Connecticut KBE Gifts Hands on Hartford

50 Ways to Make a Difference Program Hartford, CT - As part of its hands-on charitable giving program 50 Ways to Make a Difference, KBE Building Corporation has donated $2,000 to Hands On Hartford, a direct service program that provides food and housing opportunities to the city’s neediest residents. The KBE staff also volunteers with the organization by preparing backpacks for the Backpack Nutrition Program, and helping feed local residents by serving at the Community Meals soup kitchl-r: Eric Brown, Barbara Shaw, and Dianna en. Laderoute co-owner. “Our staff has enjoyed making Since 2009, KBE staff mema difference by helping this organization.” bers have donated more than $1.2 million Brown and KBE executive assistant and 5,000 volunteer hours to benefit charDianna Laderoute presented the $2,000 itable organizations in Connecticut and check to Hands On Hartford executive diMaryland. This $2,000 donation will help rector Barbara Shaw on April 21. Hands On Hartford continue to achieve its Launched in 2009, KBE’s 50 Ways mission, which includes feeding hungry to Make a Difference program celebrates children, seniors, and homeless residents the $300 million construction firm’s new and providing emergency food and assisownership by long-time senior executives tance. Mike Kolakowski, Eric Brown, and Si“It’s been a pleasure working with mon Etzel, and its corresponding name Hands On Hartford as part of our 50 Ways change to KBE Building Corporation charitable giving program,” said Eric from Konover Construction Corporation. Brown, KBE senior vice president and

KBE and OSHA Enter New Partnership Bridgeport, CT - The U.S. Department of Labor’s Occupational Safety and Health Administration, Bridgeport Area Office, and the Connecticut Department of Labor, Division of Occupational Safety and Health (ConnOSHA) have entered into a new partnership with KBE Building Corporation promoting jobsite l-r: Kenneth C. Tucker,III; Anthony Maselli and safety and health. Robert Kowalski Developed specifically for KBE, the partnership will help facilitate voluntary health and safety “We’re very pleased that the OSHA performance improvements during compartnership will provide even more repletion of KBE’s $72 million Jewish Sesources to enhance our jobsite safety efnior Services Project in Bridgeport. forts,” said KBE president and principal KBE has won Safety Training & owner, Mike Kolakowski, Evaluation Process Awards of AchieveFor its part, OSHA will receive onment from the Associated Builders and going feedback on incident trends. AdContractors, Inc. – Connecticut Chapter ditionally, OSHA will provide input on every year since 1995. Most recently, compliance strategies and periodically KBE won the “Best of the Best Safety attend site safety and health meetings. Award” for General Contractors in ConOSHA officials and KBE vice necticut in 2012 and 2013. president of field operations, Anthony KBE also has received Safety Maselli signed the agreement on March Recognition from the Associated Gener27. Among those present were Kenneth al Contractors of America. The AGC has C. Tucker, lll, director of CONN-OSHA’s recognized the firm with “Excellence in Wethersfield office, and Robert W. KowConstruction Safety and Health” awards alski, area director of the Bridgeport area from 2010-2013. In 2013, the AGC also office. The partnership will last through honored KBE Safety Director Adam Peters completion of the Jewish Senior Services with the award for “Construction Safety Project, scheduled for the summer of Professional of the Year in Connecticut.” 2016.



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High-Profile: Connecticut

June 2014


UConn Health OutPatient Pavilion On Track for Fall Completion Farmington, CT – The UConn Health Outpatient Pavilion and Garage in Farmington is a design-build project that will consolidate an array of outpatient services currently housed in multiple spaces on the UConn Health campus. The 318,000sf, eight-story stateof-the-art outpatient care center was designed to promote patient-centered care and to foster collaboration among clinical specialties. Services in the building will encompass diagnostic imaging, endocrinology, gastroenterology, internal medicine, neurology, occupational medicine, physical therapy, radiation oncology, urology, and vascular surgery. The new facility will also include space for new clinician scientist recruits, a cafe, outdoor terraces, and retail space for a commercial pharmacy and optical shop. The building is connected to a new 400,000sf, six-story, 1,440-space parking

UConn Health Outpatient Pavilion and Garage tion of New Haven in a Joint Venture with Clark Construction of Bethesda, MD. This award included acceptance of the Fusco|Clark Joint Venture’s proposed

The UConn Health Outpatient Pavilion will likely be the first certified LEED Healthcare project in Connecticut. garage by an enclosed overhead pedestrian bridge. The project is the first design-build that UConn Health has undertaken in three decades. It was awarded in October 2012 to the design-build team of Fusco Corpora-

modified design scheme which utilized a custom curtain wall façade at all forward-facing elevations and a metal panel rain-screen façade at the rear elevations. By utilizing a fast-track design-build approach, the Fusco|Clark team was able

to start its onsite construction activities within three months following contract award and successfully completed the garage portion of this project by meeting the original beneficial occupancy turnover date of November 8, 2013. This threshold parking garage was completed in fewer than 10 months. What made this first milestone completion a much greater challenge to the schedule was the prerequisite site preparation work before any parking structure foundation work could begin. The limited site boundaries for the size of this project required the excava-

tion and disposal offsite of a mountain of earth (300 dump trucks per day for nearly a three-month period), which additionally required the construction of a 50-foothigh/300-foot-long soil nail retention wall—the largest such wall in the state. Additionally, the team had to obtain permits for the foundations and structure in that three-month time frame. Other challenges included working on an occupied campus and building the garage and Outpatient Pavilion simultaneously. The team also met their milestone date for building dry-in by fully enclosing the building envelope (curtain wall, metal panel screen wall, and roof) for the Outpatient Pavilion. This enabled full commencement of the interior fit-out work in early 2014 with a projected substantial completion date of October 15, 2014. This project is expected to achieve LEED Silver certification later this year. The UConn Health Outpatient Pavilion will likely be the first certified LEED Healthcare project in Connecticut. The facility is slated to open in 2015. The design team includes Centerbrook Architects and Planners, Desman Associates, Rocky Hill, and Langan Engineering and Environmental Services, New Haven.

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Connecticut ABC Presents 2014 STEP Awards Durham, CT – The 2014 STEP Awards were presented on May 15 at Connecticut ABC’s Annual Safety BBQ at the Durham Fairgrounds. STEP ( Safety Training and Evaluation Process) is an accreditation program written by and for ABC member contractors to rate safety and training programs.. Members who have achieved any STEP certification have demonstrated dedication to keeping their workforce safe and highly trained.


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June 2014


Education Acentech Awarded Five Projects in Higher Ed Market Cambridge, MA - Acentech Inc. is providing a variety of consulting and design services for projects at five colleges and universities. The new projects at Babson College, Northeastern University, University of Connecticut, University of Scranton, and University of Vermont add to the firm’s extensive portfolio of higher education spaces. Acentech is providing architectural acoustics for the 46,500sf renovation of Babson College’s Park Manor South and Park Manor Central residence halls. Working with PRA Architects, Acentech’s scope of work includes sound isolation, room acoustics, and mechanical systems noise and vibration control services. Northeastern University’s Interdis-

Photo by Payette

Northeastern University ISEC

ciplinary Science and Engineering Complex recently broke ground on 3.5 acres, replacing a surface parking lot, part of a 600,000sf plan to develop new academic and research space. Working with architecture firm Payette, Acentech is providing architectural acoustics and mechanical noise and vibration consulting services for the new 180,000sf building, that will house laboratories for multiple engineering and science disciplines. Acentech is providing audiovisual system consulting services for an academic building at the University of Connecticut’s Health Center for a 16,000sf addition and renovation to existing spaces, including a large collaborative studio, two lecture halls, 14 small (12-person)

UConn Health Center

multi-disciplinary learning rooms, and two medium (32-person) multi-disciplinary learning rooms. Acentech is collaborating with Centerbrook Architects on the project. Working with Hemmler + Camayd Architects, Acentech is providing architectural acoustics and audiovisual design for the University of Scranton’s new center for rehabilitation education. The 111,500sf, eight-story rehabilitation center will offer multiple Photo by Hemmler + Camayd and Bohlin Cywinski Jackson Architects classrooms, lecture halls, lab University of Scranton Center for Rehabilitation Education

Photo by Centerbrook Architects

space, conference rooms, and interactive learning and simulation areas for the university’s undergraduate and graduate programs in the departments of exercise science, occupational therapy, and physical therapy. Working in collaboration with Vermont architectural firm Freeman French Freeman, Acentech is providing acoustical consulting services for the University of Vermont’s new science, technology, engineering, and mathematics (STEM) building. The project entails new construction and renovation to create a modern state-of-the-art teaching and research laboratory facility.


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High-Profile: Education


June 2014

Modern Addition Honors School’s 70-year History Lewiston, ME – A high school steeped in tradition is meeting needs of its future while offering reminders of its past with its new 10,000sf addition. Lewiston Middle School, originally built in the 1930s, has completed Phase 1 of its two-part $7.9-million renovation project. The three-story addition houses administrative offices on the ground level, and, by fall, will host a library on the second floor and science and fine arts facilities on the third level. Second-phase renovations, consisting of upgrades to approximately 90,000sf of existing space, including common areas, restroom renovations, and enlargement of cafeteria, are now under way, and are expected to be completed in December. Approximately 30,000sf of existing area is scheduled to remain as is or receive minimal work. The addition “underscores the beauty of the original façade of Lewiston Middle School,” says architect and project manager Sergio Gaddar, AIA, of WBRC Architects Engineers. High-performance glazed curtain walls create a transparency that allows onlookers to see through and onto the preserved original façade. “The intent was to honor the beauty of the existing design while creating a modern, light-filled, energy-efficient space,” Gaddar says.

tion allows us to have guests in an area that is more secure,” he adds. The space also provides for modernization of the school’s library and science programming. “Lewiston Middle School had many of the challenges administrators face when serving a student population in an older building,” says WBRC’s Steve Pedersen, AIA, who was involved in the early planning of the project. “The building was overcrowded, energy-efficiency was poor, and building Continued on next page

Rendering of Lewiston Middle School The upgrades and expansion were needed for safety, comfort, as well as improved functionality for staff members and its 700 students, says Lewiston Middle School Principal Shawn Chabot. “The addition, in particular, allowed us to bring all the administrative functions of the school – guidance, health center, the main office, and special education services – down on the first floor of the building,” he says. Prior to the new space, these services were located on the second level, presenting multiple concerns, Chabot says. Topping the list, he says, was security. “The main entrance on the ground level was difficult to monitor. This addi-

Lewiston School renovation in progress

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High-Profile: Education

June 2014

J&M Brown Retrofits Suffolk U Energy-Efficient Lighting on All 6 Floors Boston – J&M Brown Company’s Energy Division, based in Jamaica Plain, has completed the energy efficient lighting upgrade project at Suffolk University Law School on 121 Tremont Street in Boston. The project scope entailed replacing and re-lamping more than 3,000 existing light fixtures with energyefficient LED fixtures and lamps, greatly reducing wattage consumption at the facility. NStar provided an incentive for the energy savings measure undertaken by the university. J&M Brown provided installations on a compressed three-week schedule, as the fast-track project was handled during winter break. The NECA contractor’s

High Tech “Teaching” Auditorium Designed by Finegold Alexander

crew of 25 IBEW Local 103 electricians performed much of its work on lifts over library stacks and desks. Working in close coordination with general contractor Siena Construction and architect STA Design, J&M Brown provided installations efficiently and with minimal disruption to daily operations of the university, which was occupied at time of construction. Suffolk University Law School’s Sargent Hall is a six-story building which houses classrooms, lecture halls, and libraries, as well as a dining hall and kitchen. The lighting upgrade project included lighting enhancements to aspects of all six floors of the facility.

UMass Lowell Breaks Ground

$40M Business School to Open in 2017 Lowell, MA – More than 100 people – including UMass Lowell leaders, students, faculty, and staff, along with state legislators and officials – broke ground on a new $40 million home for the university’s Manning School of Business that will become a key component in the transformation of its north campus. The building will be named for UMass Lowell graduate John Pulichino ’67 and his wife, Joy Tong, successful entrepreneurs in the travel-goods industry who have donated $4 million to student scholarships. UMass Lowell leaders envision that the new building will complete an innovation district dedicated to business education and scientific research and


development in support of the region’s economy. The Pulichino Tong Business Building is scheduled to open in 2017 and will serve UMass Lowell’s growing population of undergraduate and graduate students studying accounting, entrepreneurship, finance, international business, management and operations, and information systems. The building, designed by Cambridge Seven Associates of Cambridge, will incorporate high-performance, sustainable, and energy-efficient features that will meet or exceed the LEED Silver-Plus standards.

Methuen’s new teaching auditorium Methuen, MA – The architects at Finegold Alexander + Associates Inc. and the Methuen public schools announced that a new 750-seat auditorium at Methuen High School is complete. This marks a milestone in the ongoing renovation and expansion project, which began in the summer of 2012 and will be completed this summer. “This new auditorium is not only a great resource for the school and the greater community to use for performances,” said Judith Scannel, superintendent of the Methuen public schools, “but the unique features designed and built into the audi-

torium – including open catwalks, control booth, and technical galleries — create a teaching tool for the students. We are excited to be able to offer this feature to a growing body of students who are interested in the theatrical technology field.” Martin Vinik of Martin Vinik Planning for the Arts LLC, the theater consultant working on the project, agrees: “The design was configured to make this a cost-effective, safe teaching space, in order to expose students interested in theater technology to the kinds of equipment they will encounter in college or later in the professional world.”

Lewiston Middle School Continued from previous page

access was awkward and lacked security. Our final design solution focused on these key areas,” says Pedersen. With this renovation, students and staff will see a significant improvement in air quality, and enjoy comfortable, consistent heating, he says. Prior to the upgrades, heating and cooling systems were poor. “Other than windows, there was no ventilation,” says Chabot. “On the third floor, you were sweating; on the first floor, you were cold; and, like ‘Goldilocks and the Three Bears,’ the middle floor was just right.” WBRC converted the school’s heating distribution system from steam to hot water, allowing more precise heating control, as well as improved energy efficiency. The project included replacement of nearly all of the unit ventilators to take advantage of the available hot water to obtain better ventilation air modulation through CO2 control. For the addition, WBRC provided a variable volume air handler with heat pipe energy recovery

and central air conditioning. Lewiston Middle School has received extensive renovations and upgrades throughout its 70-year history. A gymnasium and auditorium were expanded in 1955. A two-story structure was built to connect a renovated cafeteria and house a new library in 1984. Other enhancement projects were completed in 1992 and 2006. This newest addition further meets the school’s evolving needs. What sets this design apart is the juxtaposition of elements. It uniquely honors the school’s storied past, says Chabot. “When you come through the new entryway in the addition, you’re greeted by the arches of the old outside doors,” says Chabot. “People like the mixture of old and new and how the architects kept some of the old parts of the building, allowing that existing architecture to shine through. It melded the two worlds together.”

Renovation Sparks Innovation Continued from page 38 To the staff and visitors to the hospital, not one day was spent without a reception desk. As a finishing touch, and truly invoking the artist in us, the project included the design of blades of sea grass waving in the breeze on the millwork. A cloud system was also constructed out of drywall and hung over the new reception desk. As an added challenge, the cloud system still had to meet all of the Department of Public Health codes.

They say beauty is in the eye of the beholder. For the general contractor working on a renovation at a healthcare facility or hospital, a work of art is the project that makes barely a ripple on the day-to-day operations. It’s the project where both residents and staff say, “That went by quickly,” followed by “That looks fantastic.” Those projects don’t start with a blank canvas but, at the end of the day, can end up looking like the Mona Lisa. Tom Quinlan is the president and founder of South Coast Improvement in Marion, Mass.


June 2014



ASHRAE-Boston Tours Harpoon Brewery

MSI Works on Tuscan Kitchen Burlington, MA – MSI Mechanical Systems Inc. of Salem, N.H., is nearing completion on the second location of the Tuscan Kitchen Brands Restaurant. The new restaurant located at 24 New England Executive Park, across the street from the Burlington Mall is the second for owner Joe Faro. Plans include refitting an existing 9,000sf of existing office space on the first floor while adding an additional 4,800sf bump-out addition. “MSI’s work is well under way,” said Brian Hooper, VP of operations at MSI. “Joe designs beautiful restaurants and likes to keep a lot of the working space, like the brick pizza oven and the walk-in wine room, visible to his customers.” All of the HVAC work was designed with this in mind. MSI’s engi-

MSI employees working

ASHRAE-Boston observes the cogeneration plant equipment hut.

Tuscan Kitchen entryway neers designed the units around how cold and how hot specific areas of the restaurant will be; from the humidity controlled wine room to the cooling system around the brick oven. The HVAC system is not noticeable, as it was designed to be part of the aesthetics and architecture. Tuscan Kitchen’s new location in Burlington will provide 543 seats, 101 of those seats will be outside. Faro’s theme is fine Italian cuisine that consists of making everything on the menu from scratch. The new location is slated to open this summer.

Boston – The Boston ASHRAE Chapter hit the road recently to the Seaport District where they gathered to learn about the combined heat and power cogeneration plant at the Harpoon Brewery. The evening started in the brewery’s tasting room where a maximum capacity crowd of some 60 people gathered to socialize and enjoy appetizers and beer samples. The crowd was split into three groups to tour the plant led by Harpoon engineer Brian Donovan. Donovan started the tour in the brewery’s control room where he used the plant automation system diagrams shown on a series of computer screens to describe how the cogeneration plant operates. There is a 225-kilowatt recip-

rocating engine that burns natural gas to power an electrical generator. The hot engine exhaust then enters a shell and tube heat exchanger where it transfers energy to the glycol water system before the exhaust exits to the atmosphere. The heated glycol water then enters a plate and frame heat exchanger to transfer energy to the processed hot water system used for the brewery. Donovan then brought the tour through the brewery before heading outside to get a live look at the cogeneration plant in operation. The tour groups were able to enter the equipment hut to view the reciprocating engine and glycol water pumps among other things.

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June 2014


Metro Walls Under Way with Two Jobs CES Raises $1,500 for Food Pantry Burlington, MA - Metro Walls of Manchester, N.H., is currently working on two new construction projects in Burlington, Mass. Upon completion, both projects will create hundreds of new jobs for the area. According to Metro Walls President Mike Dion, the company is working on a 135,000sf retail store for Wegmans, the supermarket chain. The new store located on 3rd Avenue in Burlington is the chain’s third

Keurig Green Mountain project

Wegmans under construction

market in Massachusetts and will include a café with indoor and outdoor seating. The project is expected to be completed in the fall. Wegman’s construction division is the lead construction company on the project. One mile down the street at 63 South Avenue, Metro Walls is working on a LEED Gold designation building for the fast growing coffee system maker, Keurig Green Mountain. The 275,000sf, nine story office building will accommodate all administrative functions under one single roof for the coffee giant. Completion of the project is expected this summer. Gutierrez Construction is the lead construction company on the project.

International Healthcare Continued from page 25 While essential in international work, this technology makes us all more efficient in design and communication on all our projects. Design efficiency is a universal goal that translates to any project, no matter where the actual site is located. Differing cultural issues and differing available resources on overseas projects have also expanded design experiences and technologies that can be applied to other projects. In the Middle East, for example, water is not always available seven days a week, and must be stored and treated and cooled prior to use. In some cases, water is more of a valuable resource than electricity, and therefore air-cooled chillers are more cost effective than water-cooled chillers with cooling towers. Or, custom air cooled cooling towers are more appropriate than conventional water cooled towers. The designs implemented to treat and conserve water can certainly be considered for application anywhere in the world. And the uncertainty of essential utilities like power and water (and even sewer!) make redundancy and reliability even more imperative, especially in healthcare design. Availability of equipment is also an important consideration on international healthcare projects. In some locations, equipment is not manufactured locally, and must be shipped to the site by air or by sea. This limits the maximum size of

air-handling units, for example, to the size of standard shipping containers. The knowledge, expertise, and experience of the maintenance staff is another factor to consider in MEP systems design. Again, in the Middle East, smaller local systems are sometimes preferred or mandated over larger more centralized systems simply due to ease of operations and future maintenance, or the desire to not cross fire and smoke separation zones. Or, the maximum allowable size of electrical transformers is limited to what the local utility company can support and maintain. Or a fan coil unit system may be appropriate for patient rooms, not due to financial or space constraints, but because that system is familiar to the construction team and eventual maintenance staff. Understanding the decision drivers of the region, and the owner, is again a universal concept that can be applied to the design and system selection for any project, no matter where it is located. As technology and transportation make the world become a smaller place, and as international projects seek the use of US designers to help develop world class healthcare facilities, there comes with it a unique opportunity for knowledge and experience acquisition, as well as business growth. It is an exciting time to be a healthcare design professional! Courtland Blake, LEED AP, is an associate principal at R.G. Vanderweil Engineers, LLP in Boston.

The CES Pub Crawl for Hunger participants Middletown, CT – Consulting Engineering Services (CES) hosted a pub crawl in Downtown Middletown and was able to raise over $1,500 for The Amazing Grace Food Pantry of Middletown. 2014 marks 20 years of engineering excellence for CES, and they are celebrating by hosting several employee and client events throughout the year. During The CES Pub Crawl for Hunger, more than 50 CES employees, friends and family walked from bar to bar while enjoying a night out of fun, laughter, drinks and good food. CES has been located in Middletown for more than 15 years and wanted to do something to give back to the community they call home, which is why they

chose to have all proceeds of the event benefit the Amazing Grace Food Pantry of Middletown. The Amazing Grace Food Pantry is a program of St. Vincent de Paul that offers food free of charge to more than 1,000 families each month. “It is only because we have such awesome community partners that we can continue to meet the need,” said Ron Krum, Executive Director of St. Vincent de Paul Middletown. The food given to families is collected from organized food drives, financial contributions from various organizations, as well as through St. Vincent de Paul’s Families Feeding Families program, in which families and businesses commit to provide certain food items each month.

Boylston Properties to Build New Marriott Residence Inn

Boston – Boylston Properties is planning to construct a 148-room Marriott Residence Inn on Arsenal Street in Watertown, a new extended-stay hotel in an underserved area that will have amenities including a pool, fitness center, and a topfloor lounge and balcony with views of Boston and the Charles River. The planned six-floor hotel will feature a meeting room for guests, dining room for daily breakfast and evening socials, a small guest marketplace, guest laundry facilities, a business center, and a lounge with seating for hotel guests and visitors. Construction is anticipated to start

late this year or early 2015. The project will take approximately 14 months to complete, with an expected opening in the first quarter of 2016. The building will be designed and constructed to a high level of sustainability, with energy-saving measures in HVAC, lighting, and groundwater systems, in addition to employing sustainable construction and management practices. The architect for the Marriott Residence Inn is ADD Inc, in partnership with Group One Architects. Engineering and landscape design will be done by Vanasse Hangen Brustlin, Inc. of Watertown.

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June 2014


BVH Staff Announcements

People Meghan Duggan Joins AKF Boston – AKF Boston angy conservation, waste managenounced that Meghan Duggan, ment, best practices, and behavCEM, LEED AP, has joined the ioral change. firm as director of energy serPrior to that, she served vices. She brings a background of as an account executive at experience in energy and sustainKeySpan Energy (now National ability to her new position. Grid). For the past nine years, she Duggan began her career served as assistant director of at General Electric as a field/ sustainability and energy mancontrols engineer providing Duggan technical services to companies agement for Harvard Business on large, industrial gas turbine power genSchool, developing and implementing a eration projects. comprehensive program focused on ener-

Coulombe Joins Methuen Construction Salem, NH – Methuen Construction announced the hiring of Scott Coulombe as the company’s director of business development. He has more than 20 years of experience in the construction industry, performing value engineering, teaming, estimating, preconstruction services and sourcing creative project financing in the northeast.

Coulombe also has been involved in several international development projects including building luxury housing on new islands that have been created in the ocean. He also was involved in a series of projects that built over 5,300 emergency houses in Haiti after the 2010 earthquake.

Karl Frey George Iskra served as president from 1998 – 2014. He is a member of the Board of Directors for the American Council of Engineering Companies of Connecticut (ACEC/CT). He also participates on the State of Connecticut Codes and Standards Committee. His more than 40 years of experience includes system design and project management of educational, research laboratories, healthcare and entertainment facilities.

LeBlanc Joins Vision 3 Providence, RI– Alex LeBlanc has recently been hired as an intern architect by Vision 3 Architects. He currently is working with the corporate office team on offices for Southcoast Hospitals Group.

Scott Coulombe

Wentworth’s Master’s Program

Creating Quiet:

Continued from page 14

clude conversation, alarms, paging systems, pneumatic tubes, phones, and cart movement. Most studies indicate that impulsive noise events should be limited as much as possible and that excessive constant background noise levels will cause sleep disturbances. What may be counterintuitive is that the quieter the background noise level, the more intrusive the impulsive noise source. The difference in levels between the background noise and the impulsive noise is key. Subjectively, the higher this difference, the more our ears distinguish the impulsive noise. Since increasing the background noise will reduce the impact of impulsive environments, increasing the background noise level in a controlled manner with sound masking will reduce the impact to occupants during sleep as well. Keep in mind that too high of a background noise level, either broadband or tonal, will still reduce sleep quality. To determine the appropriate average noise levels in a hospital, facilities can consider the following methods for evaluation: • Measure background noise levels in a large sample set of patient rooms. Evaluate the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey question: “How often was the area around your room quiet at night?” The hospital’s rating on this ques-


Bloomfield, CT – BVH Integrated Services announced the promotion of Karl Frey, PE, to president. He joined BVH in 1997 and has over 30 years of engineering design and management experience. His recent design work includes the Jackson Laboratory for Medical Genomics in Farmington, Conn.; Eastern Maine Medical Center in Bangor, Maine; and Central Connecticut State University’s new Social Sciences Hall in New Britain. Under his leadership, BVH received the Boston Society of Architects Honor Award for Design Excellence for the Daniel and Grace Tully & Family Health Center in Stamford. Frey is a member of the UConn Civil and Environmental Engineering Advisory Committee, and a licensed engineer. As president, he succeeds George Iskra, PE, who has assumed the role of BVH Chairman. Iskra joined the firm in 1972 and

tion is based on the average noise level in the patient room as well as the peak noise sources’ amplitudes and frequency. • Once it is determined that sound masking can help the HCAHPS rating, increase background noise levels electronically. A background sound level between 45 and 48 dBA is ideal in a patient room. Implement a patient-controlled sound masking system in a number of single-bed patient rooms for an extended period of time. • Once the sound masking system is added, reassess the HCAHPS quietness scores along with patient outcome metrics for the rooms in which sound masking was deployed. In addition to increasing the background sound level with the addition of sound masking, acoustically absorptive materials should be included in the hospital design to reduce the amount of sound energy “bouncing” around the occupied areas. Television speakers are now kept at the bed of the patients rather than far away on a wall, and hospitals should limit overhead pages, turn pagers to vibrate, and inform staff to be cognizant of their conversational level. Careful design of the nurses’ stations will also help mitigate conversations and noise sources to patient rooms. Benjamin Davenny is a senior consultant in acoustics at Acentech, Inc. in Cambridge, Mass.


Continued from page 7

A dynamic mix of students, together with instructors who bring both theoretical and applied knowledge to the classroom, creates an ideal learning environment for future FM leaders and builds stronger networks in the field. Below, we highlight three of these talented students. Michelle Moffo Michelle, who currently works as a consultant at Manhattan Software in their Connecticut office, was attracted to the facility management profession because she saw a changing field with a lot of opportunity. She enrolled in the MSFM program at Wentworth because she believed it would allow her résumé to stand out and help her to get ahead. One of the key things that Michelle learned is that FM is a very robust, multifaceted profession. According to Michelle, “Wentworth’s master’s degree crystallized for me the fact that facility management is not just about operations and maintenance—it is a complex field that requires proficiency in a number of areas. The MSFM program at Wentworth prepared me to excel as a facility management professional.” Anthony Rauseo After more than 30 years working in the IT field, Anthony made a career transition into real-estate development and property management. The MSFM program has helped him to launch his own Maine-based business, Big Bear

Rentals (also the subject of his master’s capstone project), and provided him with new skills that aided in constructing the nation’s first Energy Star-rated round-log home. Anthony found the sustainability and operations courses in the MSFM program to be particularly valuable, since they’ve helped him to become more self-sufficient—and save money—in his new venture. He is very satisfied with the MSFM program’s outcomes and looks forward to growing his business. Randi Eggleston There were several aspects of the MSFM program at Wentworth that were appealing to Randi, who works as a space planner at Boston Scientific, including the flexibility that the program provides. The fact that she didn’t have to come to campus every week for every class in the program made it easier to balance her educational aspirations with her obligations as a busy working professional. The classroom environment itself was also attractive to Randi, and spurred her professional development over the past two years. “All of the professors work in industry, so they are able to relate the instructional content to the real world,” Randi said. “My classmates work in jobs related to facility management, creating peer-to-peer learning as well as regular opportunities to talk shop.”

June 2014


Finegold Alexander Promotes Four

McGoff Joins The Marr Companies

Boston – Finegold Alexander Architects announced four promotions: Regan Shields Ives, AIA, LEED AP, and Christopher P. Lane, AIA, have been promoted to senior associate. Shields Ives joined the firm in 2004 and became an associate in 2008. She has served as project manager for a variety of projects including Methuen High School, the residences at Penny Savings Bank, and Goodhart Hall at Bryn Mawr College. She is a leader in the educational and cultural work of the firm. Lane joined the firm in 1994 and was promoted to associate in 2000. He has a special expertise in historic preservation. His projects include the Baker Library at the Harvard Business School, Berkshire Hall at Berkshire School, and the adaptive use of the Old Salem Jail into residential units in Salem. Lane is a leader of the firm’s historic preservation and adaptive use projects and is responsible for project quality control. Ellen K. Anselone, AIA, LEED, has been promoted to associate principal. She is responsible for internal office scheduling and staffing, and has served as project manager on a variety of projects including the Agnes Varis Campus Center at Tufts University, Godfrey Ho-

Boston – Industry speulations on every job site and cialist Shawn McGoff, CHST, in all company work locations. CSHO, has joined The Marr He will provide leadership at Companies as safety director, every level of the Marr Safety responsible for implementing Program, maintaining a strong the company’s wide-ranging safety foundation within all four corporate safety program to all companies. four Marr entities: Marr ScafPrior to joining Marr, Mcfolding Company, Daniel Marr Goff was employed by Dimeo & Son Company, Marr Crane Construction of Providence, R.I., McGoff as a site safety manager. Previous & Rigging, and Isaac Blair & to that, he was the corporate safety direcCo., Inc. tor at Titan Roofing Inc., Quincy, Mass. McGoff will provide field support He has over 17 years of experifor Marr Safety Programs and will work ence in the field of safety on projects of to ensure that safety policies and procevarious sizes and with varying levels of dures are implemented and that Marr is in compliance with federal and state regcomplexity.

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tel, and public libraries in Westwood and Holyoke. Jeffrey J. Garriga, AIA, LEED AP, has been promoted to principal. He joined Finegold Alexander in 1994 and has served as project manager for projects such as the new Fall River Justice Center and The Strata in Boston. He is director of technology for the firm.

Kaloutas Painting Names Lydon as OM Peabody, MA – Kaloutas Lydon joins Kaloutas Painting recently announced the Painting after nine years with appointment of John E. Lydon Coca Cola, most recently as disas the company’s new operations tribution manager. He managed manager. a product supply team of more As part of the company’s than 100 employees, and 11 dismanagement team, Lydon will tribution supervisors responsible assist with strategic planning and for delivery of product to more overall day to day operations. than 5,000 customers. He also The 26-year old company is served in the roles of district Lydon sales manager and distribution adding a new product and sersupervisor. vice to its current offerings in early 2014 and Lydon will play a key role in the integration of the new product and service.

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June 2014


Tecton Promotes Six



Hartford, CT – Tecton Architects announced promotions of six professionals within the firm. “More than an acknowledgement of each individual’s hard work and top performance,” notes Tecton chief executive officer Ted Cutler, “this is a celebration of accomplishments beyond the project, such as commitment to team-building and mentoring young professionals as future leaders of Tecton.” Marco Tommasini and Kevin Kerchaert add their names to the associate principal ranks. Each with decades of experience, Tommasini oversees academic design at Tecton’s Rhode Island branch, while Kerchaert leads large teams as complex project specialist from the Hartford office. Tecton’s associate level expands with the advancement of four professionals. Experienced architect Jim Becker focuses on healthcare, advanced science

ROK Builders Announces New COO





and technology, and Ernest Nepomuceno performs across markets as senior architectural design leader. Interior Designers Nina Lapinski and Diane Pritt round-out the promotions. Lapinski is account manager of The Travelers home and field office portfolio throughout the northeast, and Diane Pritt handles complex corporate relocations and leads Tecton’s corporate workplace research initiatives.

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that, he served as president of The MacMillan Company. Schrantz currently serves on the board of directors for Monadnock Habitat for Humanity and The Colonial Theatre. He also has served as a member of the Cheshire Career Center Regional Advisory Board and Lions Club.

Pare Promotes Chagnon to VP

Repeat business is the way we build.

Our Repeat customer list speaks for itself:

Wilton, NH - ROK Builders, LLC, the hotel construction affiliate of Roedel Companies, LLC, has named Tad Schrantz as COO. He brings over 20 years of experience in construction, architecture, and real estate development to ROK Builders. Most recently, he served as vice president at Millhouse 1889. Prior to

Foxboro, MA – Pare Corpofor major projects for UMass., ration recently promoted Andrew Amgen, Providence VA HosJ. Chagnon, PE, to vice president. pital, Rumford Center, and the Chagnon has been serving Mass. Division of Capital Asset as a managing engineer in Pare’s Management and Maintenance, civil division, working from the to name a few. He also has Foxboro office. He has 18 years managed the site/civil design of experience on site design services for numerous correcand land development projects tional and courthouse facilities, throughout the northeast. public safety facilities, DPW Chagnon Prior to joining Pare, he facilities, and K-12 educational was the assistant town engineer in Frankfacilities in southern New England, inlin. He has been responsible for the mancluding six new high schools in Massachusetts. agement of site and civil design services

Send announcements 30 days in advance to editor@high-profile.com.

High-Profile: People

June 2014


CES Welcomes Kim Kingston

New Promotions at Metro Walls

Canton, MA– Consulting Engineering Services (CES) recently added Kim Kingston to its team. She joined the firm in April to lead business development activities for the New England region working from the firm’s Canton office. A licensed attorney, Kingston brings to CES over 20 plus years of A/E/C indus-

Manchester, NH – Metro Walls and Exterior Designs Inc. recently promoted two key personnel to senior management positions. Bryan Hussey has been promoted to vice president of sales for Exterior Designs, Inc. and Metro Walls. He will oversee all aspects of estimating and sales for both companies. He has been in the construction industry for over 15 years, starting as an EIFS and drywall laborer for Exterior Designs Inc. in 1996. He has worked in the field as a steel stud framer, a drywall hanger, and foreman, and joined the Metro Walls office staff as an estimator and project manager in 2006. Recently he was voted on to the board of directors for N.H. Associated Builders and Contractors Young Professionals Association. Steve Torla has been promoted to general manager of Exterior Designs. He has more than 25 years of experience in the construction industry, starting as a laborer and eventually working as a


try related experience, including site development, project management, marketing, and business development. Most recently, she served as the director of business development at Howard/ Stein-Hudson Associates, Inc. of Boston. She will be focusing primarily on institutional and commercial market sectors.

Muraco Named President / CEO mergers, and acquisitions. Marlborough, MA “Tony’s background in Universal Window and Door sales, operations and finance, as of Marlborough announced well as his demonstrated track that Tony Muraco will assume record of improving the perforthe position of president and mance of an aluminum window CEO for the firm, effective manufacturing company, make immediately. him the ideal choice to lead UniHe brings a wealth of versal,” said Charlotte Broussard, experience in domestic and outgoing CEO and owner of the international manufacturing, Muraco firm. performance optimization, An advocate of Lean Management and process change management across principles, Muraco successfully transa diverse spectrum of industries, includformed Duro Dyne into a more profitable ing his five years as CEO of Champion enterprise by introducing Lean princiWindow and Door of Syosset, N.Y. ples. He also successfully guided ChamHe also served as COO for Duro Dyne Corporation of Bay Shore, N.Y. He pion Architectural Window and Door brings firsthand knowledge in working through all phases of its 2011 acquisition with family-owned businesses and guidprocess. ing those companies through expansion,

Bryan Hussey

Steve Torla

field supervisor and project manager. He owned his own general contracting company for many years. Both companies are located in Manchester and are owned and operated by Mike Dion. Exterior Designs specializes in exterior insulation finishing systems (EIFS), fiber cement siding and stucco and specialty exterior cladding. Metro Walls is a full service commercial framing and Drywall Company.

Gates Joins MIW Corp Fall River, MA – MIW Corp recently announced that Victoria Gates has joined their team as a senior project administrator. She brings with her an extensive amount of construction management administrative experience attained from previously 0held positions at Bechtel/Parsons Brinckerhoff and Suffolk Construction.


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Sept. 3-6 59th Annual Meeting and Education Conference JW Marriott Indianapolis Start planning to attend the 2014 NAWIC Annual Meeting & Education Conference in Indianapolis, Indiana. Communications expert Stacey Hanke will deliver the keynote address during NAWIC’s annual meeting. She will explain the positive actions you can take to increase your impact and value to your peers, teams, and members. For more information and to register: http://www.nawicboston.org


July 24, 2014 Save the date !! Annual IFMA Schmooze Cruise http://www.ifmaboston.org/


June 26 How to Best Capture and Present Your Completed Project One Financial Conference and Event Center, 675 Atlantic Avenue, 2nd Floor, Boston Registration: 3:30 p.m., Event: 4 - 5:30 p.m. Join us after this event for the Mix@6 The project is complete - so now what? Promoting your firm’s projects is a big part of what we do as professional services marketers. This program will explore some behind-the-scenes elements that will make your projects work for your firm beyond their completion. Join Wendy Benson, studio manager of Robert Benson Photography, as she outlines planning and best practices for a successful and rewarding photo shoot, and Pamela de Oliveira Smith, communication director for the BSA, or Mary Fichtner, director of programs and exhibits for the BSA to discuss how to prepare project award submissions for maximum impact. For information and to register: http:// www.smpsboston.org/program/event. php?event_id=320

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June 18 and 19, 2014 The 9th Annual Northeast Buildings & Facilities Management Show & Conference This event will feature over 300 exhibitors displaying products and services necessary for the operation, management, maintenance, and renovation of buildings and facilities in the Greater New England region. Running concurrently with the trade show is an educational conference featuring 30 individual one-hour discussions covering a wide range of topics including: LEED, green, sustainability, energy, building commissioning, facility maintenance, construction and renovation planning. Register at: www.nebfm.com


July 14, 2014 Annual Golf Outing to Benefit South Shore Habitat for Humanity Black Rock Country Club, Hingham, Mass. For information: http://newengland.corenetglobal.org/ or call Marisa Fava 617275-6137; mfava@humanscale.com.

August 25 Leo J. Monty Scholarship Golf Tournament Ferncroft Country Club, Middleton, Mass. 7:30 a.m. Registration; 8:30 AM Shotgun Start Please join Chapter 33 Boston for a great day on the links with your facility management colleagues. All are welcome. This event sells out every year, so please reserve your space early. The Leo J. Monty Scholarship Fund is a 501 C3 Organization. Your donations are tax deductible. For more information and to register: http://afechapter33.org/2014afegolftournament.html


June 19 Boston College Club, 100 Federal St., Boston in the Harbor dining room. 7:30-9:30 a.m Join AGC to applaud firms who are making safety a major component of their business! Thirty-four AGC firms will be congratulated at the breakfast awards program for their exemplary safety record. Of these firms, 15 will receive the AGC of America commendations and 19 will receive the AGC of MA Merit Award. For information: www.smpsboston.org or Call Kerry Fristoe at (781) 235-2680, ext. 18.

June 2014




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High-Profile: June 2014