STOBG Insights Magazine, Issue #3, 2023

Developing 7 Diversity

16 Building BreakingTogether, Barriers

of Crowning 20 65 AjaxYearsBuilding 29 AAchievement

ISSUE 3 • 2023

insights Company

PUBLIC SECTOR

FACILITIES:

the Heartbeat of Our Communities

IN THIS ISSUE in the Public Eye 4 Building 4 keys to municipal and county construction

Diversity 7 Developing Layton’s Trade Partner Equity Program

of Texas at Austin 12 University Building to a higher educational standard

uilding Together, 16 BBreaking Barriers The Enterprise Center

20 65 years of Ajax Building Company Legacy of Leadership

Beacon in the Storm 24 AEmergency Operations Centers Spaces 32 Amazing A photo showcase onstructing an 34 CInclusive Culture in NYC

insights

IN EVERY ISSUE 3 Executive Message Construction 8 Under The new Wells Fargo Center Spotlight 11 MWDBE Meet Javier Huerta Cares 14 STOBG 4 Peaks 2023 Column 22 Safety Ingredients for a safe crane pick Repositioning 26 Building Zoning and incentives in a time of oversupply

28 Innovation Solving the day-two challenge through partnership

Trees and Bridging Gaps 18 SAtaving WSDOT’s Northwest Regional Headquarters

Mailbox or Inbox?

OUR INSIGHTS MAGAZINE IS GOING DIGITAL! SEE THE QR CODE BELOW TO REQUEST A HARD COPY!

Crowning Achievement 29 ACanada’s GCworkplace Initiative

2022

2022 Marketing Communications Award Winner–Newsletter

2022 Zweig Awards Marketing Excellence Award­­— External Newsletter

AMERICAN INHOUSE DESIGN AWARDS

2023 WINNER

Publication Leadership: Senior VP Marketing & Corporate Communications, Rebecca Leonardis Editor, Alison Smith Creative Director, Sarah Kennedy Lembo Content Contributors: Breanna Ahern, Leah Collie, Colette Finnerty, Shawn Gleason, Brad Hatch, Hilda Jara, Patrick Moriarty, Benjamin Patterson, Taylor Simonelli, Caitlin Watson, and Carol Whetstine* Proofreaders: Kari Mullen, Caryn Norton Special thanks: to the STOBG Corporate Marketing and Business Unit marketing teams. *External Contributor STO Building Group (formerly known as the Structure Tone organization) refers to a group of separate legal entities including: Structure Tone, LLC Structure Tone Southwest, LLC Structure Tone International Limited (UK) Structure Tone Limited (Dublin) STO Mission Critical Pavarini McGovern, LLC L.F. Driscoll Company, LLC L.F. Driscoll Healthcare Govan Brown Ajax Building Company BCCI Construction Layton Construction Abbott Construction RC Andersen

as well as their subsidiaries, joint ventures, divisions or affiliates. Each member company is an independent legal entity operating and providing services solely under its own name.

STO Building Group is an equal opportunity employer.

Copyright STO Building Group, 2023.

STO Building Group Insights is a publication of the STOBG Corporate Marketing Department 330 W. 34th Street, New York, NY 10001 ©

To opt out of receiving this magazine, please contact us at: UnsubscribeINSIGHTS@STOBuildingGroup.com

2 | Issue 3 2023 STOBG Insights

University 36 Hofstra Center for Science & Innovation

A MESSAGE FROM JIM AND BOB

From the schools where our children learn to the emergency operations centers that help protect our communities, public sector facilities aren’t just buildings—they are the heartbeat of our cities and towns. These buildings reflect the culture and values of their community, and residents have literally invested in these buildings, so it’s important to get it just right.

That nuanced approach to public sector design and construction is exactly what we examine in this issue of STO Building Group Insights. While some of our companies are well-known for their public projects (more on Ajax later!), others have lesser-known yet extensive public sector portfolios and years of experience navigating the processes and parameters around public construction. Layton, for example, has built dozens of municipal facilities across the western US and, in this issue, sheds some light on the lessons they have learned from those successes.

One of those lessons is the important role the community plays in a project’s success, which we also highlight in these pages. Abbott Construction, for example, worked with the community to save a beloved grove of trees as part of a project for Washington state. LF Driscoll helped guide small MWDBE firms in Philadelphia as they built a new facility for the organization that helps those very firms find project opportunities.

Govan Brown is working with the Canadian federal government to roll out a new workplace standard to help employees be more comfortable, collaborative, and productive at work.

And the list goes on.

Ajax Building Company built their reputation on projects for the public, and this year they are celebrating their 65th year in that service. As the recent storm season proved, the emergency operations centers and other critical facilities they build help save lives. We’re incredibly proud to have Ajax in our family of companies and to show off their legacy of leadership in this issue.

Happy reading!

James K. Donaghy Executive Chairman

Robert Mullen CEO

Issue 3 2023 STOBG Insights | 3

s The Provo City Center houses Provo’s city council, police, and fire departments

Building in the Public Eye: 4 Keys to Municipal and County Construction

Few projects garner more attention from the public than those directly funded by the public. While the approval process to fund and build these projects can span several years and go through multiple administrations, the public remains, quite literally, invested.

“

redictability from the start is critical on municipal P and governmental work, as the eyes of the community are focused on the end results,” said Layton Construction executive vice president Jeff Palmer. “A new public facility fosters more community pride than a generic office building or a hotel people may never step foot in.”

These projects aren’t just a reflection of the communities they serve either. Behind every new public building is an elected official who campaigned for it, or a representative responsible for getting it funded and approved. These ventures reflect them and the promises they’ve made to their constituents,” says Palmer. “Layton takes great effort to deliver on what was promised.”

4 | Issue 3 2023 STOBG Insights

LESSONS WORTH SHARING Having partnered with over 60 cities and counties to build their new facilities, the Layton team has identified four key factors that can help public clients create predictable outcomes for their communities.

1. Engage early, collaborate, and make the process as seamless as possible. The overarching goal for any municipal or county project is always the same: serve the public. Whether it’s a recreation center, city hall, or county jail, the function, layout, and every other aspect of the building must meet the community’s needs.

While cost is an important factor, especially considering tax dollars are at work, delivering certainty at every step is essential. In most cases, the city managers or county public works officials who oversee these projects haven’t been through a full construction cycle and have regular full-time responsibilities to attend to. “We don’t expect these clients to be experts on the building process, so we see it as our job to make their experience with it as seamless as possible,” Palmer says.

That’s why Palmer and his teams engage early (often years ahead), meeting with officials to help them understand and confidently assess delivery methods, material options, and what to look for when selecting an architect—especially since any changes along the way mean more reviews and approvals.

3. No matter the type, these projects must be built for the long haul. Thoughtful selection of efficient systems and durable materials is vital, as these buildings need to be constructed for sustained usage and cost-effective operation.

“I can’t overstate the importance of having a team of experienced builders that’s been through this process,” Palmer explains. “These conversations allow us to share lessons we’ve learned on what works and what doesn’t, and that can be invaluable to our public clients.”

Mechanical systems in public buildings require meticulous evaluation too. They must be efficient and control utility costs over time, be easy to maintain, and also stay compliant with local energy codes.

When assessing, selecting, and installing materials for these buildings, extreme factors must also come into play.

2. Transparency, transparency, transparency. In line with predictability and collaboration, transparency in public work is a requirement, not an option.

Being transparent is crucial to ensuring accountability and maintaining public trust.

“The approval process on a publicly funded project is entirely different,” says Layton executive vice president Tyler Dillon. “Certain decisions have to be taken to the public or to a council for approval.

As the contractor, this means we don’t have the luxury of time to resolve issues as they come up so we must stay way ahead of them.

We keep thorough records, perform extensive constructability reviews, and anticipate all possible scenarios that would require a decision to be made up front so elected officials can share the information with the public for approval.”

these spaces are different from those used in other buildings, and all must be analyzed for durability, functionality, and most importantly, safety.

r Layton focused on proper material selection and quality control on Moulton Niguel’s Water District facility

A community recreation center, for example, is meant for frequent and heavy use.

Therefore, even the most basic materials for

“Any utility hub or administrative project that serves the public needs to be able to withstand almost anything so it can continue operating during a crisis,” Dillon says. “For example, during preconstruction of the Moulton Niguel Water District facility, we focused heavily on proper material selection. Then during construction, our focus shifted to rigorous quality control, not only to make sure everything was easy to maintain but that it was properly installed to withstand potential threats.”

4. Maintaining flexibility and accounting for multiple uses. With any governmental project, another consideration is the diverse uses each building will fulfill and the level of security each will demand.

Transparency also fosters trust by enabling the public to participate in and monitor the progress of the project. When people have access to information about the decision-making process, budget allocations, and project performance, it enhances their confidence in their local leaders. “An open dialogue with the community creates an avenue for addressing concerns, resolving conflicts, and building consensus,” says Dillon.

Accounting for so many unique, behindthe-scenes variables can be challenging for a contractor that’s accustomed to the standard design-bid-build method of private work. And, Dillon adds, “If you don’t have a construction team that understands how to work with the public process, it can really derail a project.”

r

Police headquarters in West Valley City—Utah’s second largest city Issue 3 2023 STOBG Insights | 5

The overall scope of a city hall, for example, includes both public and secure spaces within one building. “While completing a council chambers with fine wood finishes, we can be simultaneously installing hardened, detention-grade materials for holding cells in public safety areas,” says Palmer. “That’s a lot to account for, and each has its own standards to maintain.”

the bones were there, the structure still had a lot of life left in it, and Maricopa was open to doing something big.”

The county opted to retrofit, and Layton transformed the space, taking a once secure, closed, and fortified structure and turning it into an open, welcoming workspace with daylight and views of downtown Phoenix.

Working with the design team is also critical to anticipating future needs, technology advancements, and changing trends that may impact the building and its long-term utility. Flexible floor plans, modular construction, and adaptable infrastructure enable the building to accommodate future changes without major renovations or disruptions.

In Arizona, Maricopa County officials had to decide whether to demolish an old county jail or convert the existing structure into something more useful. Layton consulted with the county on the opportunity. “Most contractors balked at the idea of repurposing what was essentially a concrete bunker,” says Layton executive vice president Andrew Geier, who oversees the Southwest region. “But

By repurposing the building, “taxpayers saved almost $20 million in demolition costs alone, not to mention the cost of replacing the building, which would have added another $30 million to the bill,” says Geier, himself an invested Maricopa County resident. “They also gained a durable building that will be used well into the future.”

Working for the public can be a complicated endeavor but with a concentrated focus on collaboration, transparency, and responsibility to the public, it provides a sense of pride and commitment to the community that is its best reward.

“It’s very rewarding for our teams to work on these projects because so often, they’re located in their own communities, and they increase the overall quality of life,” says Palmer. Dillon agrees, “The idea that we get to be part of the public process and work on buildings that improve our own neighborhoods is really meaningful.”

r Cottonwood Heights Rec Center

s Herriman City Hall

SCAN THIS QR CODE TO READ AN EXPANDED VERSION OF THIS ARTICLE WITH CASE STUDIES OF SEVERAL GOVERNMENT PROJECTS 6 | Issue 3 2023 STOBG Insights

DEVELOPING DIVERSITY:

Layton’s Trade Partner Equity Program Success in the construction industry depends heavily on the expertise and capabilities of trade partners, which is why Layton’s Supplier Diversity team is focused on increasing the diversity and strength of their trade partners through their Trade Partner Equity Program (TPEP). “ The mission of the Trade Partner Equity Program is to add economic value to our company by encouraging and enabling the growth of diverse businesses,” says Cherelle Cortez, Layton’s vice president of trade partner and supplier diversity. “The program helps educate, empower, and equip minority, women, and disadvantaged business enterprises to improve their economic viability for success in today’s market while developing a partnering relationship with Layton Construction.”

Officially launched in 2022, the Layton Trade Partner Equity Program (TPEP) aims to build trust and eliminate barriers by working with MWDBEs over the course of seven monthly sessions that involve four hours of in-person, hands-on development. Layton’s commitment of time and resources is provided free of charge, but they look at it as paying their success forward to the communities where they live and work. In return, Layton benefits by having a larger, more diverse pool of quality trade partners that can bid competitively on contracts and improve their professional network.

Class size ranges from seven to 10 companies, with a total of 34 companies participating in the initial offering across Layton’s Nashville, Salt

Lake City, and Irvine offices. To ensure that these companies are growing in every aspect possible, TPEP not only guarantees network growth but also includes a deep dive into Layton’s prequalification process and requirements, competitive bidding, safety, marketing, and technology.

“

longside our core values of A honesty, safety, unity, and quality, it’s a priority for us to be inclusive and to work with diverse business owners on our projects,” says Cortez. “Our supplier diversity program can be a cornerstone of our success and growth as we assist MWDBEs in becoming more competitive.”

Issue 3 2023 STOBG Insights | 7

UNDER CONSTRUCTION

Under Construction:

THE NEW WELLS FARGO CENTER Home of the Philadelphia Flyers, Philadelphia 76ers, and Philadelphia Wings, the new and improved Wells Fargo Center is a top 10 venue in the US for sports, concerts, and other attractions. And for the past several years, it’s also been a home for Structure Tone Philadelphia, who are proudly maintaining the successful relationship with Comcast Spectacor, begun 30 years ago by LF Driscoll.

PROJECT DETAILS Location: Philadelphia, PA Size: Various Client: Comcast Spectacor Sector: Sports & Entertainment Completion: Ongoing

r The building is upgrading their HVAC system and asked Structure Tone to assist. It involved excavation of existing sidewalk and creation of building openings to increase the air intake for their upgrade

After renovating several areas of the arena in 2019, the Philadelphia team, led by Structure Tone project executive John Donnelly, has kept up the good work with continued improvements for fans and players alike. The team kicked off 2023 by building new external canopies at the site. This summer, Donnelly and crew have been hard at work on several projects, including phase II of a major site and civil project, upgrades to the Event Level Club, performers’ rooms, employee locker rooms, 76ers’ and Flyers’ locker rooms, main concourse concessions and bar renovations, event storage space, and several VIP areas. Most recently, the team was awarded retail improvements, as well as repairs at the Flyers Training Center in Voorhees, NJ. “It’s awesome that 20,000 people get to experience what we’re building at every event,” Donnelly says. “People tell me all the time how great it looks, and the owners keep getting really good feedback from fans, which is the most important reward.”

8 | Issue 3 2023 STOBG Insights

r Tile setters completed waterproofing at the new visitors locker room showers and are getting ready to set new tile

r After constructing the underground infrastructure for the Flyers’ new hydrotherapy room, the team poured the concrete slab for the room above.

s The team is preparing to pour the concrete floor slab at the new hydrotherapy tub room. It took a couple months to get out of the ground for this— not pictured is the pit below where all the mechanical infrastructure will be run

PHILADELPHIA Issue 3 2023 STOBG Insights | 9

Partners for a sustainable future building on a vision that gives back.

STO Mission Critical’s commitment to our clients is based on solutions that provide efficient use of sustainable power and water. Innovative solutions that allow investments in carbon management, energy efficiency, water conservation, and renewable energy sources.

Because a sustainable future is our responsibility.

10 | Issue 3 2023 STOBG Insights

MWDBE SPOTLIGHT

MEET

Javier Huerta President, Carrco Painting Tell us about your company.

Carrco was founded through the vision of me and my cousin, Jesus Carrasco. We wanted to one day create something extraordinary and create better opportunities for ourselves, our families, and our communities. We established Carrco in 1994 as a painting and wallcovering company, and it has evolved from painting one-bedroom apartments into one of the region’s largest commercial and industrial painting contractors. Through leadership, dedication, and commitment to excellence, the company has become a trusted, full-service painting company composed of experienced individuals who dedicate themselves to upholding our mission: setting a higher standard for the industry and exceeding our client’s expectations in professionalism, craftsmanship, and value.

QUICK FACTS Year established: 1994 Location: HQ in Dallas, TX Number of employees: 500+ Years of partnership with Structure Tone Southwest: 20

Do you have any advice for someone starting their own business in our industry and beginning the MWDBE process?

Capitalize on opportunities and invest in your company by hiring the right team members. MWDBE businesses should focus on promoting themselves and nurturing and expanding business relationships.

Finally, and most importantly, always do what you say you’ll do! You want to be known for keeping your word.

What achievements are you most proud of?

We are proud to participate in the projects shaping the world of tomorrow and making a difference in our communities. As an MBE, SBE, DBE, and HUB-certified company, we are dedicated to uplifting the communities around us by creating opportunities that positively impact the future.

What was most helpful as your company first began competing in the local market?

Our success stems from our commitment to forming solid partnerships with our clients and promoting a great work environment for our people. We are dedicated to getting the job done, creating opportunities, and supporting growth for all our team members. Our values mirror our culture, defined by trust, belonging, and connectivity.

r Tenet Healthcare

How did your partnership with Structure Tone Southwest begin?

Our partnership with Structure Tone started early on with our work at the Dallas Police Headquarters. Structure Tone trusted us and, since then, our partnership has grown tremendously. We have formed an exceptional business relationship centered around open communication and trust, driven by mutual respect and dedication to success.

What else could the industry do to help promote MWDBE-certified businesses?

Provide business opportunities and invite these businesses to sit down and engage with the decision-makers by establishing open communication, honest feedback, and transparency on their capabilities and project requirements so that they are set up for success.

r American Airlines | Headquarters Campus Project

Issue 3 2023 STOBG Insights | 11

UNIVERSITY OF TEXAS AT AUSTIN: Building to a Higher Educational Standard “What starts here changes the world.” That’s the motto of the University of Texas, where Structure Tone Southwest has been working to help the university create and restore campus spaces that last well into the future.

From their very first project, the team has become fully invested in creating the kind of partnership that spans decades, says Mark Harrington, STSW project executive. “Working on higher education campuses like UT is a fulfilling experience that demands vibrancy, team spirit, and a deep commitment to collaboration. The bonds we forge with our team endure long after the completion of any single project.”

THE LAB REQUIREMENT: WELCH HALL STSW’s relationship with UT Austin began in 1999 with the renovation of Welch Hall, the largest building on campus. Welch houses multidisciplinary classroom and lab facilities for chemistry, biology, physics, and technology. On any given day, the building hosts up to 10,000 students, meaning coordinating any construction projects is paramount. When the university opted to upgrade, STSW was up for the challenge, leading the renovation of 55,000sf of the west wing. Primarily, the

building needed to be able to accommodate state-of-the-art lab equipment and infrastructure, from new fume exhaust systems to an explosion-proof chemical storage room. All of the work was scheduled around the building’s busy schedule. The team also added a two-story mechanical penthouse to house two large HAVs and other exhaust fans. Designed to match the campus character, the penthouse was covered with a brick and limestone exterior to blend with the rest of the building.

THE TEST: WEBB HALL Built in 1973, Walter Webb Hall was once a dormitory for visiting professors and then became faculty offices. But by 2021, the university opted to reconfigure the unique structure into new ITS Networking and ITS Security space. STSW led the 38,000sf project, which included complete demo and abatement of the existing space and a new MEP system to serve the building. With limited space above the ceilings and a complicated VRF mechanical system, the team used BIM

to help guide the scheduling, scope, and design of the MEP contractors. Built during the heart of electrical equipment supply chain delays, the new switchgear required a long lead time, meaning the team had to use temporary power for most of the project until the new controls could be installed. Throughout the project, being mindful of the campus and its character was paramount. “We were really careful to maintain the historical character of the Webb’s exterior, but still updated aspects of it to a modern look and feel,” says Harrington. “Inside, we were able to preserve an original tile wall mural and enhance it with new millwork to showcase the history of the building and artist.”

THE GROUP PROJECT: VP RESEARCH, ENERGY INSTITUTE, CLEMENTS CENTER r The Clements Center for National Security is a nonpartisan policy and research center 12 | Issue 3 2023 STOBG Insights

In August 2021, the university again brought STSW back to campus for three concurrent renovation projects at the Peter T. Flawn Academic Center:

s STSW oversaw the construction of the preengineered steel building for the Facilities Complex Building 4, beginning with this steel erection

1. The Vice President of Research Suite: 12,500sf interior demolition and rebuild to fully remodel the space into a mix of private offices, open work stations, a break room, and meeting spaces.

2. The Energy Institute: 4,000sf demolition, build-back, and installation of all new finishes, lighting, power, data, HVAC, and fire protection.

3. The Clements Center of National Security: 5,000sf renovation to add acoustic and

millwork wall panels in the conference areas to meet a hard move-in date within the occupied space.

With its central campus location, the Flawn Center was regularly occupied by faculty and students, and the STSW plan allowed all classes to continue throughout construction. “We built temporary corrugated plastic walls around all of the construction openings and installed temporary signage to keep the surrounding areas safe and dust-free,” says Harrington.

COMMUNICATION 101 According to Harrington, working on a functioning and occupied campus requires taking steps like this that go above and beyond normal safety and security measures. “Not only do our teams keep the construction sites clean, they also coordinate security protocols to make sure that only construction personnel and team members can access the areas. It’s critical.”

Open communication with the university administration and faculty builds trust, rapport, and an ongoing relationship—one that the STSW team is proud to be part of.

“

college campus is home A to the faculty, staff, and students,” says Harrington.

“Our team members are guests in their home, and we take that honor very seriously.”

r The updated Webb Hall showcases its history and character Issue 3 2023 STOBG Insights | 13

STOBG CARES

DUBLIN

4 PEAKS 2023 They’ve done it again. For the third year in a row, the Dublin team has climbed the four tallest peaks in Ireland— Carrauntoohil, Mweelrea, Slieve Donard, and Lugnaquilla—in under 24 hours, all to raise money for St. Francis Hospice.

This year, the Dublin team had their biggest showing yet, drawing 11 climbers and 3 drivers to help the team accomplish their goal for an important cause.

“Several of our colleagues have had family who have used hospice care, and we all want to support them and organisations like St. Francis Hospice that provide that care,” says Structure Tone Dublin project director Brian Doyle.

And support they did. Raising €52,000 this year alone, the team gave another boost to St. Francis Hospice to continue their mission of providing palliative care to people in North Dublin and supporting the families and healthcare professionals involved.

By the Numbers

4 peaks conquered 800km driven

3,634m climbed €52,000 raised

“Fundraising initiatives like this are hugely important to St. Francis Hospice,” says CEO Fintan Fagan. “All our care is delivered free of charge to members of our community who are diagnosed with a life-limiting illness. Support from Structure Tone not only provides vital funds, but also raises awareness of St. Francis Hospice’s services and funding needs.”

In addition to the incredible amount raised, the 4 Peaks effort has inspired the Dublin team to launch a hill walking club and has created a level of camaraderie with colleagues that Doyle says is only growing with each year.

“Doing this one event just once a year really puts into perspective what hospice teams do day in and day out. This gives us an opportunity to give our thanks to them and to challenge each other and enjoy the time together. We already have requests to join next year.”

CHECK OUT HIGHLIGHTS FROM THE CLIMB IN THIS VIDEO! 14 | Issue 3 2023 STOBG Insights

PAVING THE WAY:

HOW CONSTRUCTION DRIVES ECONOMIC VITALITY Join the President of Ajax Building Company, Jay Smith, Ajax's Director of Outreach and Vendor Diversity, Ted Parker, and two members of the Tallahassee-Leon County Office of Economic Vitality, Darryl Jones and Keith Bowers, as they discuss how diversity, equity, and inclusion within construction can impact a community’s economic well-being.

Find the STOBG podcast on Spotify, Apple Podcasts, Google Podcasts, and our website Issue 3 2023 STOBG Insights | 15

BUILDING TOGETHER, BREAKING BARRIERS:

The Enterprise Center

Changing history begins with the courage to challenge the status quo and embrace visionary ideas. In partnership with LF Driscoll, The Enterprise Center’s new Community Resource Hub was fueled by the belief that everyone should have the opportunity to build wealth.

BUILDING INCLUSIVITY As a 501(c)(3) organization investing in people and projects at the heart of its West Philadelphia community, The Enterprise Center is a key neighborhood institution. At its core, the establishment has promoted racial and economic equality for over 30 years by supporting the growth of diverse small businesses within the region through access to capital, procurement assistance, and business advisory services.

Prompted by the unfilled potential they continued to see while advocating for increased minority business enterprise (MBE) representation, The Enterprise Center, through public and philanthropic funding, decided to take matters into their own hands and build their own Community Resource Hub using 100% MBE participation. Inspired by this initiative, LF Driscoll signed on as the pro bono prime contractor—providing

16 | Issue 3 2023 STOBG Insights

mentorship to the project’s minority-owned construction businesses and to The Enterprise Center.

“We’ve had a good relationship with The Enterprise Center for some time now; they’ve overseen some of our projects,” says Mike Delaney, LFD executive vice president. “So, when we discussed this initiative, I informed the team that if they needed anything, just give us a call.”

NEW KIDS ON THE BLOCK In addition to mentorship, the project involves the construction of a new community resource hub at the 52nd Street corridor in West Philadelphia.

The 3,000sf structure is comprised of three floors: the resource hub on the first floor, along with the second and third floors designated for housing. While the project commenced during the height of COVID-19,

“

e set out with one singular W goal we first conceived of this project: to demonstrate proof of concept around a holistic commitment to minority contracting. From the fully excavated basement to the tip of the roof, the Community Resource Hub project utilized 100% minority contractors of, by, and for the community we are rebuilding here in West Philadelphia,” said Della Clark, president, and CEO of The Enterprise Center.

LF Driscoll continued their oversight of the project and mentorship with the subcontractors by conducting weekly meetings.

“Under our guidance and mentorship, each of the subcontractors were invited to participate through the entire process of the build, including submittal, approval, and preconstruction,” says Ray McDonald, LFD general superintendent. “This approach helped to enhance their skills at every stage and elevate them into becoming even better builders.”

Prior to working on the Community Resource Hub, many of the MBE contractors had little to no experience with the AIA process of bidding work and the step-by-step construction phase processes, which caused a few challenges, including some disruptions and delays to the project’s schedule.

Although they were newcomers, each of the MBE contractors swiftly recovered and not only made a lasting impact on the community but also within their respective firms, actively taking in and applying the advice given by LF Driscoll.

“I remember mentoring an outstanding subcontractor who effectively embraced the wisdom we provided,” says Charles Steiner, LFD project director. “Now, she’s applying it and passing it down to her own staff.”

CHANGE THROUGH INTENTIONALITY For McDonald, the most rewarding part has been seeing this mentoring process pay off in real time.

“One of the subcontractors we mentored, they were able to not only put this successful project under their belt, but they also came to us and asked for help bidding another one,” he says. “It was a great full-circle moment, and we were very proud.”

For Delaney, intentionality in fostering diversity and inclusion within the construction industry is more critical now than ever.

“Picking the right people, giving them the right assignment, and helping them become successful while generating more success is intentionality. And that’s what The Enterprise Center did.”

Stories from the Trenches

Location: Philadelphia, PA

LF Driscoll has been working with The Enterprise Center and its clients for years to bring more opportunities to minority businesses across greater Philadelphia.

In this episode of the Building Conversations podcast, LF Driscoll’s Mike Delaney and BFW Group’s Blane Stoddard discuss these efforts and how they’ve been working together to build an ecosystem of inclusion in the construction industry.

Size: 4,240sf

LISTEN TO THE EPISODE HERE!

PROJECT DETAILS

Client: The Enterprise Center Architect: OZ Collaborative Sector: Commercial & Residential Issue 3 2023 STOBG Insights | 17

s Through creative problem-solving and community teamwork, these beautiful, mature trees were saved

SAVING TREES

and Bridging Gaps

at WSDOT’s Northwest Regional Headquarters

SCAN THIS QR CODE READ MORE ABOUT HOW ABBOTT WORKED WITH THE COMMUNITY TO MEET THEIR ENVIRONMENTAL GOALS 18 | Issue 3 2023 STOBG Insights

PATRYK KOSMIDER - STOCK.ADOBE.COM

At face value, Abbott Construction’s design-build project for the Washington State Department of Transportation (WSDOT) involved renovating its Northwest Regional Headquarters in Shoreline, WA by reorganizing and updating an occupied, six-story, 162,000sf building from the 1970s to house over 600 WSDOT and Department of Ecology (WSDOE) employees. But that was just the beginning. The project was also an invigorating exercise in creativity to save a grove of historic trees, in collaboration to unite differing stakeholder needs, and in excellence to raise the bar on safety and improve the building’s efficiency.

PRESERVING NATURE

DOING IT SAFELY

Due to local legislation, this project required an expanded sidewalk path on the road nearby to allow ADA access to pedestrians. The only problem was this expanded sidewalk and other frontage improvements would require the removal of dozens of very old and beloved trees along the road.

The community was distraught and rallied for a different solution.

Abbott was also set on proactively engraining their culture of safety to the project team and greater community throughout the project. “Independent of the requirements of the contract, we hired a third-party safety consultant to perform regular inspections throughout construction and safety was a topic at the beginning of every project meeting,” says Abbott director of field operations Ron Nelson. “As a result, the project was completed with no lost-time injuries.”

So Abbott partnered with local residents, the City of Shoreline, and Save Shoreline Trees—a local special-interest group dedicated to preserving the local tall conifers and native tree canopy—to figure out another way. “We investigated what we could do to meet the requirements of the job while also saving these trees,” says Abbott senior project manager Chris Lee. “That teamwork allowed us to come up with the creative alternate to add an elevated walkway system along Dayton Avenue.”

These efforts also came to the forefront during an Associated General Contractors of Washington (AGC) inspection. At the conclusion of the audit, the AGC team explained that they had “never walked a project or reviewed safety documentation and not been able to find something to correct,” and that Abbott’s “safety standards were unmatched.”

PROJECT DETAILS

Implementing this unique walkway designed

by PermaTrak met the city’s permitting requirements, saved 94 mature trees, and maintained the ecology of the nearby vegetated slope by allowing stormwater runoff to flow to the roots of the existing flora. This elevated walkway in the public right-of-way is the first of its kind in the region, and a visible and tactile response to the concerns of the public.

Location: Shoreline, WA Size: 162,000sf Client: Washington State DOT

COMING TOGETHER PHOTOS, RIGHT: AARON LOCKE. PHOTO, LEFT, AARON SHAW COURTESY OF LAYTON.

That active listening came into play on the building’s ultimate delivery as well. The two state agencies occupying the facility had disparate design priorities and project requirements, which needed to be balanced to successfully deliver the project. “We made it a point to be very transparent about the challenges and implications of decisions and the alternatives that could bridge the gap to help us find mutually acceptable solutions,” Lee says.

One of those collaborations was the project’s sustainability goals. Under LEED 4.0, the team was challenged to bring this 1970s building into a sustainable modern era. Abbott worked together with the design team, vendors, subcontractors, and client team to upgrade the building to a full Building Automation Controls (BAC) system, all-LED light fixtures, new high-performance windows, wall and roof insulation upgrades, and numerous HVAC and plumbing systems improvements.

Architect: Ankrom Moisan Architects, Inc. Certification: LEED Silver Sector: Government

The end result? The state has a modern, more sustainable facility for WSDOT and WSDOE employees. The community can continue enjoying the beloved local trees. And the project team accomplished their goals, creating a culture they are proud of along the way.

“We were thrilled with how this project reflects our concern for our employees, partners, clients, the environment, and the community,” says Lee. “They spoke, and we listened.”

s Updates to the interior prioritized a healthy and sustainable workplace with abundant natural light

“

ll of these environmentally A minded improvements helped the building achieve a 25% reduction in annual energy use,” says Lee. “That’s quite the improvement, and we’re really proud to have helped the facility reach that level.”

Issue 3 2023 STOBG Insights | 19

Legacy of

Leadership

IT’S ALL ABOUT THE PEOPLE

65 YEARS OF AJAX BUILDING COMPANY It started with a simple handshake.

Back in 1958, JB “Block” Smith made an informal deal with a friend to build his hamburger stand. From that handshake, he not only built Ajax’s first official project, but also a level of trust that has become Ajax’s hallmark with clients across the US Southeast.

Fast-forward 65 years, and that legacy lives on. Block’s grandson and namesake, John B. (Jay) Smith II, is the third-generation Smith to lead the company, now joined by a team of over 240 construction professionals who are building new relationships of their own.

3 GENERATIONS OF SMITHS

BILL BYRNE

JAY SMITH

APPIE WELLS

BRIAN DESOTELL

CEO

VP, Operations

r 2023 Ajax Team Workshop

20 | Issue 3 2023 STOBG Insights

President

CFO

1968

1958 1965 Doug Smith joins Ajax; company establishes its motto, “Quality builds its own reputation.”

JB “Block” Smith, founds Ajax Construction Co., Inc. of Tallahassee, now Ajax Building Company, LLC.

1993

Ajax completes its first CM-at-risk proj­ect, the Leon County Detention Facility. Opens first branch offices in Gainesville & Tampa.

Projects included historical restorations, local banks, office plazas, townhouses, apartments, television stations, downtown improvements, service stations, churches, schools, and stadiums.

1988

Doug Smith is promoted to President.

Ajax lands first CM-at-risk project, the Leon County Detention Facility. Opens first branch offices in Gainesville & Tampa.

1978

Ajax builds its first multi-million dollar project at Tallahassee’s Innovation Park, a research and development center.

2023

2004 2018 Doug Smith becomes Chairman of the Board with his son Jay Smith (L) becoming Vice President and Bill Byrne (R), President.

Ajax joins STOBG and is renamed Ajax Building Company.

Ajax, celebrating its 65th anniversary, is recognized as the #1 ranked Educational Contractor by ENR Southeast. Its workforce has expanded to 240+ employees in 13 offices and licensed in AL, FL, GA, NC, SC, and TN. Issue 3 2023 STOBG Insights | 21

SAFETY COLUMN

Ingredients for a Safe Crane Pick: Planning, Communication, Attention Cranes, of course, are used for all kinds of purposes in construction, from erecting the core and shell components of a building to lifting mechanical units or supplies to a building’s roof. But when and how to safely plan the actual lift is a process unto itself—one that requires extremely detailed planning and a critical focus on safety.

BOSTON In Boston, Structure Tone is currently working on a 225,000sf fit-out in historic Post Office Square—one of the largest in the Boston office’s history. That means there are always eyes on it, so a crane pick in the busy downtown absolutely had to go off without a hitch.

Here is how they planned for the perfect pick.

Clear communication. Structure Tone superintendent James Haney began meeting with the safety team, the subcontractors, and the client well in advance. By keeping everyone up to date with developments and information right up until the day of the pick, the team was able to confirm that all factors in play were safe and secure. r Post Office Square is right in the heart of Boston’s Financial District, making coordination critical 22 | Issue 3 2023 STOBG Insights

s The team reviewed the logistics and safety plan multiple times before the day of the pick

“

s On-the-ground planning made for a smooth lift to the terrace level useful in medium-to-high-risk activities such as crane picks,” says Davis.

ith any big crane pick, W it is very important to be talking to the different players ahead of time so when the day of the pick comes, everyone is on the same page.”

Pre-task coordinating. Safety manager Ryan Davis created a traffic and pedestrian management plan for the surrounding area so that everyone could visualize the scene and components. “Due to the nature of this part of downtown Boston, we felt it would be a good idea to have something on paper laying out where people should be, different sign locations, and barricade placements to protect both the public and the workers.”

Daily hazard analysis. As the pick approached, the team also reviewed the plan closely on a daily basis to identify any potential hazards a new day posed and the team’s planned mitigation controls. “Again, having these conversations is critical to making sure everyone involved has covered all of the bases,” Davis says.

Detailed operation planning. That plan was coupled with a detailed plan for day of operations that the entire team reviewed multiple times before go-time. “This kind of review is a great tool for any work task, but especially

Ultimately, the crane pick was a smooth operation, with everyone in the right place and all the moving parts going exactly according to plan. “That planning, communication, and attention to detail made all the difference,” says Haney.

Issue 3 2023 STOBG Insights | 23

A BEACON IN THE STORM: Emergency Operations Centers

Wildfires, hurricanes, tornadoes, flooding—as severe weather becomes the norm, how are high-risk communities preparing for the worst?

From unprecedented high temperatures to devastating wildfires, the summer of 2023 brought on some of the most extreme weather we’ve seen in decades. As local government grapples with what seems to be the new norm, the role of emergency operations centers (EOCs) has become even more critical to communities around the globe. With decades of experience building EOCs throughout Florida and Georgia, Ajax Building Company explains the how these critical buildings are designed, built, and operated.

EOC FUNCTION An Emergency Operations Center is a facility designed to assist in an emergency. Depending on the region and risks, these structures are purpose-built to get the community it serves back to normal as quickly as possible. During “activation,” or the EOC’s response procedures during a potential emergency event, representatives from private and public entities come together to manage the many aspects of an emergency situation. From the power and communication companies to medical services, the fire department, and law enforcement, it’s an all-hands-on-deck approach to help the community recover.

“

he people who operate out of these facilities are T the boots on the ground in an emergency,” says Bill Byrne, CEO of Ajax. “The role of an EOC is to help them facilitate a return to normal, so getting businesses back up and running, getting people back in their homes, and getting kids back in schools.”

TAILORED SOLUTIONS From multidisciplinary command centers and 911 dispatch to independent data centers and media-focused areas with remote connections, the services required to streamline an emergency response while maintaining communication between officials and residents can be extensive. So, what determines the kinds of services each county includes in their EOC? The size and scale of each county’s EOC depends on a few factors, but two primary considerations are the size of the community the EOC serves and the kinds of threats it faces. In Florida, hurricanes are typically the biggest concern, but in communities like Monroe County, which includes the islands of the Florida Keys, extreme tidal surge and flooding are also serious risks.

“Every county has a different perspective of what they need to get out of their emergency operations center,” says Jordan Wise, Ajax operations manager. “Monroe is a smaller county by comparison to middle of the state, but their EOC project has been more complex due to the area’s environmental factors.”

An EOC’s day-to-day function also depends—some municipalities may opt to run their entire sheriff’s department out of their EOC, and those buildings operate much like a typical office building would outside of activation. Others may house just 10 to 15 employees outside of activation, and as many as 200 professionals during an emergency event.

MASTERING COMPLEXITY Building these integral structures is no walk in the park but having been involved in some of the most complex and active EOCs in the 24 | Issue 3 2023 STOBG Insights

state of Florida, Ajax is well versed in the types of construction challenges that may accompany an EOC project.

designed to the highest risk (Risk Category V) and exposure (Category D) categories.

Security clearance, for instance, is always a complication when an EOC houses a law enforcement agency because the building will require access to Criminal Justice Information Systems (CJIS). Workers need special security clearance just to be in the room where CJIS ties into the building, meaning the sequence of work activities must be coordinated with the level of security required of any given area.

Featuring a double-layered roof membrane and ICC-500 rated exterior doors and windows, the structure will be able to withstand winds of 220mph. With two 500kW generators—each with 330 gallon day tanks— and a 2,500 gallon extra tank and connection for a third mobile generator, the EOC will be able to run completely independently for up to 96 hours.

“When we did the St. Petersburg Police Department, we built the structure and installed the skin, but once we started working inside the building, every worker had to have a certain level of security clearance to work anywhere near the building,” Byrne explains.

Air conditioning is another common challenge. These facilities operate with a lower number of occupants day to day, but the buildings’ systems must be able to effectively cool the space and bring in enough fresh air for the maximum number of occupants the EOC can accommodate during an activation. The solution: a staged air conditioning system with different sized chillers that’s able to operate in one mode during “blue skies” and another during an activation. To balance the system and preserve the equipment, building controls will exercise the chillers occasionally and make sure they’re all operating correctly.

THE EXTRA MILE While these are common challenges for EOC construction, no two EOC projects are the same—and the Monroe County EOC is the perfect example.

After the Keys endured a direct hit from Category 4 Hurricane Irma in 2017—the worst storm the county has experienced in more than 500 years—the Monroe County Emergency Management department resolved to improve the county’s emergency management program. This plan included the construction of a nearly 30,000sf EOC facility that is

Located on airport property, the Monroe County EOC will be perfectly positioned to receive resources during an emergency. However, the strategic location also means Ajax must comply with strict FAA regulations during construction. Complicating matters further, the entire building sits 17ft above the ground—14ft above the base flood elevation.

“We’re elevating the building, but we also have about a hundred planes flying over a corner of our jobsite every day, so we were limited on crane heights,” says Marshall Quarles, Ajax senior project manager. “We had to increase the capacity of the crane so it wouldn’t have to boom up as high when lifting the concrete panels and equipment, and adjusted our crane path so it would be as close to the building as possible.”

The project is targeted to be complete in the spring of 2024. Once it’s operational, the EOC will house Monroe County’s emergency management staff, 911 dispatch, and fire department regularly and will be able to accommodate up to 150 people during activation.

“It’s not easy to express in words the impact or importance of having a system to deal with crisis. The EOC is giving a worker a sledgehammer when all they had before was a rock,” says Cary Knight, director of project management in Monroe County Florida. “It’s a critical tool that helps the people accomplishing our mission in a safer and more efficient way. The better the response, the more lives we can save and the quicker the community can transition into recovery.”

AERIAL PHOTO, LEFT: ©FAST

r The Monroe County EOC in the Florida Keys is designed to the highest risk and exposure categories Issue 3 2023 STOBG Insights | 25

BUILDING REPOSITIONING

Zoning and Incentives in a Time of Oversupply “I get by with a little help from my friends.”—J. Lennon/P. McCartney

By Brooks McDaniel SVP of Building Repositioning, STO Building Group

When times are tough, everyone needs a little help. And times have indeed been tough on owners of commercial real estate for the past few years. With COVID changing how and where people work, the demand for office space has declined, leaving most cities with an oversupply of commercial office buildings. This oversupply has led to two opposing effects: The Consolidation Effect. This refers to the migration of office tenants to new or updated buildings in the best locations, upon the expiration of their pre-COVID leases. As these leases continue to expire, more and more tenants consolidate in the most desirable central business districts (CBDs), especially in the more recently built or renovated office buildings that include generous amenities and state-of-the-art systems. Within the consolidation zone, there

will be increasing levels of competition between buildings to attract these new tenants.

The Attenuation Effect. This is the flip side of that coin—the outward flow of commercial office tenants from less desirable commercial zones as their pre-COVID leases expire and they relocate to the CBD. This effect will build on itself as vacancy rates continue to increase in these areas over time and the local economy is adversely affected. Within these zones, landlords will face an uphill battle to secure new office tenants, and many will consider converting their buildings from office to residential use.

To ensure this process of consolidation and attenuation reaches a new

26 | Issue 3 2023 STOBG Insights

stasis with as little pain as possible, some assistance is required in the form of tax benefits and/or zoning benefits. These benefits have a short-term cost to municipal revenues, but a longer-term gain due to increased real estate value and the associated boost in property tax revenue. In NYC, there are two plans in place, which are a good start and a guiding light for other cities around the county.

1. COMMERCIAL OFFICE RENOVATION INCENTIVES The Manhattan Commercial Revitalization (M-CORE) program is a tax incentive plan that is intended to encourage renovations of office buildings in order to attract new tenants and remain competitive with newer amenity-rich rivals. To qualify, the building must be located south of 59th Street in Manhattan, be built before 2000, and include an investment above a certain minimum threshold. In return, the building owners will be given up to 20 years of property tax abatement, as well as a tax exemption on the cost of construction materials, and a reduction of the mortgage recording tax. This is a generous package for those willing to make the investment, until the limit of 10Msf of office buildings have been renovated under the program. Act fast, supplies limited! While this program is open to any building in Manhattan south of 59th Street, it is a safe bet that almost all of it will be spent in the central business districts near Grand Central and Penn Stations, reinforcing the consolidation effect in NYC.

2. RESIDENTIAL CONVERSION INCENTIVES There are beneficial changes to the official rules around residential conversions too, although they don’t include any tax benefits.

A streamlined entitlement process is also in the works.

The city’s zoning text already has a chapter devoted to converting commercial space to residential apartments, which lifts the cap on residential floor area from 12 to whatever floor area the building already has, and is more lenient with respect to rear yards, among other benefits. This is applicable to pre-1961 and pre-1977 office buildings depending on location, but not the dated and uncompetitive office buildings that were built after the cut-off dates. To remedy this, the city has proposed changing the cut-off to pre-1990 office buildings, which will extend these benefits to an additional 136Msf of existing commercial real estate.

The Department of City Planning has also proposed rezoning several M-zones in Manhattan to allow residential conversions where they were previously prohibited.

These are incredibly valuable and useful incentives, but more could be done.

The M-CORE limitation to 10Msf may prove to be shortsighted, given the hundreds of millions of existing office space in Manhattan alone. And the lack of a tax abatement or tax credit for residential conversions means that many of these projects may still need to be re-capitalized in order to pencil out. As a result, foreclosures and “hand-back-the-keys” events will become more and more common to reduce the cost basis (for the current or a future owner) for buildings in the attenuation zones, and the banks will be left holding the bag. Some form of tax break would help many of these conversions to become reality.

Similar proposals are on the boards in several other cities, such as Boston, Chicago, and Washington DC. No matter where a building is located, it is probably subject to the recent forces of consolidation and attenuation. Strong incentives must be granted in each major municipality to support the sea change that is occurring in the commercial office markets and allow building owners to confidently invest in their buildings for a new era ahead.

Issue 3 2023 STOBG Insights | 27

INNOVATION COLUMN

Solving the Day-Two Challenge through partnership

As builders, one of our core markets is corporate interiors, which adds up to over 2,500 small projects every year. These “day two” projects, as they’re often called, can range in size from $10,000 to $5M and, from a schedule perspective, anywhere from just a few days to several months. Managing these fastpaced projects with multiple stakeholders and many moving parts is one of the industry’s toughest challenges. While our project teams are well versed in the nature of these fast-track projects, we know they can be challenging for our subcontractors and partners to keep up with, let alone our clients and project stakeholders.

By Tegan Gahan, STOBG Emerging Technology Manager So, we set out to help solve those challenges through our client-focused, sophisticated and comprehensive approach to ongoing facility care. This approach includes exploring software programs and other tools that can help all project partners have transparent, efficient, and easy access to project information and updates.

During the past year, STOBG has been partnering with a software developer called Day 2+ to create a tool that could more easily manage the facets of projects like adds, moves, and changes—everything from finding the right resources for the work to managing out-of-scope tasks in a tight schedule. By tracking these bits and pieces all in one place, we’re able to keep all stakeholders, from the owner to the subcontractor’s foreman, informed and engaged in all phases of these microprojects.

Through the culmination of technology expertise, industry experience, diligent developers, and a vision to eliminate fragmented 28 | Issue 3 2023 STOBG Insights

HERE’S WHAT THE PLATFORM WILL PROVIDE: A simple interface for our clients to create service requests so that our teams can track progress and serve as our client’s liaison in every stage of the construction lifecycle.

A method for our subcontractors to bid the open work in a matter of clicks, receive submittal approvals, allocate resources and materials, and even receive payment.

A single product created to benefit both our providers and our clients, allowing us to maintain a single source of truth for performance management, communications, pricing, submittals, drawings, and schedules. and siloed processes, we expect the addition of a tool like this to be the key to unlocking the market of continuous service for STOBG. Our teams have been piloting this new tool on projects, absorbing feedback from each member of the growing pilot team and transforming the finest pain points into refined processes along the service pipeline. So far,

it’s really proving to be a game-changer. And it all comes back to partnership. By pairing the expertise of our construction professionals with the development know-how of friends in the tech space, we have leveraged each other’s strengths to solve challenges.

That’s what innovation is all about.

“

I t’s not just big jobs at STO Building Group.

We’re interested in the medium-sized jobs, repeat smaller work, the on-call maintenance. When we finish a headquarters, we don’t want to leave. We want to stay there for life. The continuity of that relationship is important to us.”—Jim Donaghy, STO Building Group Executive Chairman

CHECK OUR PODCAST PAGE FOR OUR DAY-TWO PODCAST EPISODE

A Crowning Achievement Canada’s GCworkplace Initiative

Similar to ongoing trends within the private sector to reinvent the modern workplace, the Government of Canada has been re-envisioning how their employees work. Across many of its departments, this workplace modernization, dubbed GCworkplace, is being embarked upon in the hopes that improvements to the workplace will lead to environments that foster innovation, collaboration, and productivity. Out with the cubicles that have come to represent a one-size-fits-all, siloed work environment, and in with a space that is focused on variety, flexibility, and accessibility.

Issue 3 2023 STOBG Insights | 29

s Incorporating plants and moss walls helps meet GCworkplace’s biophilic design standard

Seeing an opportunity to offer support to the government’s modernization efforts, Govan Brown launched its Federal Services division in 2021. A notable achievement for Govan Brown’s Ottawa team, the natural home to Federal Services, was their recently completed tenant fit-up for Public Services and Procurement Canada (PSPC), the department that supports the daily operations of all federal agencies.

As a 21,000sf renovation project with boardrooms, lounge areas, and a telecoms room added to the scope at the tail-end of construction, Govan Brown’s team needed to come to the table with solutions that would curtail the unique challenges posed by complex project governance as well as their enhanced procurement protocols.

THE WEB OF COMMAND Though the ultimate end user of the tenant fit-up is PSPC’s staff, the project involved several federal services stakeholders. And with an increased number of entities with buy-in comes increasingly complex stakeholder relations. Key to a project’s success, then, is developing a strategy early on to keep all partners aligned and informed and the project proceeding with a “one team” mentality. In the case of PSPC, the stakeholders at the helm of the project came via the numerous specialty teams overseeing minute aspects of the scope, such as M&E, AV, etc., and which combined make up PSPC. Acting on PSPC’s behalf, the organizational chart becomes an intricate web of decision-makers to weave through for reporting and approvals.

“To prevent lines of communication from becoming a game of telephone, we tracked all change orders, documenting them in real time through the master project schedule,” Gabriel Waxman, Govan Brown senior project manager. “This helped ensure that our project partners and stakeholders remained properly informed.”

RELIABLE PARTNERS Given the duration of such administrative tasks, and the aggressive schedule that typifies government projects, it was imperative that construction be properly coordinated. Part of this coordination included stringent resource management, specifically as it pertained to those resources contracted through Govan Brown.

30 | Issue 3 2023 STOBG Insights

r Activity-based workplaces accommodate diverse tasks and employee needs

sw GCworkplace is built on seven pillars: flexible, healthy, efficient, inclusive, collaborative, digital, and green. The variety of flexible workspaces maximizes value and future-proofs the workplace

All government projects require a specific level of security clearance, but not all security clearances are created equal. For PSPC, the required level of security clearance was “Reliability,” and the onus was on Govan Brown’s project management and estimating teams to ensure trade partners were equipped with appropriate certification. But in needing Reliability Status, the pool of qualified subtrades narrows, and Govan Brown’s task then becomes keeping the bid process competitive to keep costs from increasing at the expense of the Canadian taxpayer— including flagging existing site conditions that could create inaccurate trade pricing and higher costs downstream.

“

I t was imperative that we kept the Canadian taxpayer in mind throughout construction as an invisible third party that we’re all ultimately beholden to,” says Waxman. “Of course the budget is important in any sector, but we had to make sure we were providing solutions that would offset the costs and reinforce the net gains that this modernization would provide.”

PROJECT DETAILS Location: Ottawa, ON

Architect: LWGArchitects

Size: 21,000sf

Engineer: McKee Engineering

Client: Public Services and Procurement Canada Landlord: Crown Realty Partners

Sector: Government Completed: March 2023

“The ultimate goal is that Canadians get the most out of their investment,” a spokesperson for Crown Realty Partners said. “They may never step inside the space, but they’re ultimately the beneficiaries of it.”

Issue 3 2023 STOBG Insights | 31

Amazing Spaces

The STO Building Group companies are working on projects of all shapes and sizes, across sectors and across the globe. Here’s just a sampling of some of that work.

s Rockefeller Spotswood

s Jersey Gardens

s Redeemer Presbyterian Church

s Phillip Morris

PATRYK KOSMIDER - STOCK.ADOBE.COM

s Fiserv

s Phillip Morris

NEW JERSEY

32 | Issue 3 2023 STOBG Insights

s Redeemer Presbyterian Church

s Fiserv

NEW JERSEY

s Phillip Morris

s Trammell Crow New Hampshire

Issue 3 2023 STOBG Insights | 33

Constructing an Inclusive Culture in NYC

As expectations of the modern workplace continue to attract well-deserved attention, more industries are recognizing that well-being is not just physical and mental—it’s also cultural. And a healthy culture is an inclusive one. Although there are many ways to approach inclusivity within the workplace, Structure Tone New York’s Women in Construction group (STWIC-NY) is reinventing how company committees can use their platforms to enhance representation within their community and industry.

BROADENING HORIZONS “When I moved to the New York office, I wanted to get involved with the New York Women in Construction group because I didn’t know any­ body and wanted to build some community here,” says Kaitlyn Blazer, an Account Executive for STO Building Group’s Global Services team, active volunteer for STWIC-NY, and one of the four co-chairs of STO Building Group’s National Women in Construction group.

Blazer also leads the National Mentorship Committee which is launching an inaugural mentorship program for women in our organization.

At a local level she has worked to implement STWIC-NY’s Table Talk series which creates small, intimate discussion groups for our members regarding various topics that range from roundtables with executives to working mothers with young families. Her extensive involvement 34 | Issue 3 2023 STOBG Insights

reflects STWIC-NY’s recent shift to become more versatile and multifaceted. Throughout the past year, the group has hosted, attended, and been involved in a variety of pro­grams and events that range from internal company discussions and networking seminars to external outreach, charities, and expos.

Stacey Dackson, STWIC-NY executive sponsor and VP/operations manager for Structure Tone New York, believes that broadening STWIC’s scope has not only increased its number of participants, but also popularized its message across a wider range of people. “I think what the group is doing to make our events more inviting is great,” she says. “The group isn’t just for women, even though many of our events do focus on them. It’s really meant to be a space open to everyone.”

DEVELOPING A COMMUNITY

MOVING FORWARD

Although its doors have always been open to supporters, STWIC-NY stays true to its core mission of helping women within the construction industry find their community and, most importantly, their voice.

Next on the agenda for STWIC-NY? Recruiting more men to the cause.

“

I t provides a safe space for us,” says Leslie McAllister, marketing manager for Structure Tone New York and STWIC-NY’s co-founder and co-director. “We’re hoping to create a space where women can come together and organically develop networks and friendships.”

According to McAllister, it’s working. “We noticed that a lot of our new hires, especially females, didn’t have the right support system for their specific challenges. STWIC-NY has been really good with helping our new hires feel welcome.”

STWIC-NY’s current goal is to extend its reach beyond internal support.

This year, the group has held a diverse set of internal and external events for both professional development and knowledge exchange that tailor to finance, network growth, self-defense, and, most recently, ESG (Environmental, Social, and Governance) topics. For STWIC-NY these seminars, lectures, and community service opportunities allow women to become that much more comfortable within STO Building Group and the construction industry.

“If we get can get more male support to push this forward, that’s super beneficial,” McAllister explains. “Our committees are made up of all females at the moment, so if we can get more men to involved and attending these events, that would help us expand our platform and inclusivity across our workforce even more.”

The committee has already started developing new ways to ensure that anyone can be included, supported, and connected through STWIC-NY. But for some, the benefits go far beyond that reach.

“

I see power as something you can only grow if you give it away,” says Navleen Ghai, purchasing agent for Structure Tone New York and codirector of STWIC-NY. “So, we’re looking to give away that power to our committee members and employees, whether they’re new or been with the organization for many years.

Giving that power away is how we become more powerful together.”

Issue 3 2023 STOBG Insights | 35

HOFSTRA UNIVERSITY

NEW YORK

CENTER FOR SCIENCE & INNOVATION Structure Tone New York recently completed construction on Hofstra University’s Center for Science & Innovation, a 75,000sf facility shared by the Hofstra Northwell School of Nursing and Physician Assistant Studies and parts of the Fred DeMatteis School of Engineering and Applied Science, located in Hempstead, NY. With both schools expanding, there was a need to meet demands for growing numbers of science, engineering, and nursing students.

PROJECT DETAILS Location: Hempstead, NY Size: 75,000sf

Client: Hofstra University Architects: HLW (primary); Ayers Saint Gross (design architect)

The building features a variety of classrooms, labs, simulation areas, and exam rooms, all connected by a four-story internal staircase along the west side of the building.

Nursing-specific areas include a full surgical simulation wing with two operating room lab spaces optimized for cardiac profusion and anesthesia, plus a clinical skills lab, and a patient care lab.

The new engineering space consists of an expansion to Hofstra’s Big Data Lab, a large maker space to facilitate student prototyping, an intelligent systems cognitions/robotics lab, as well as a bioengineering lab, a tissue culture facility, and an industrial engineering manufacturing lab. Amenities 36 | Issue 3 2023 STOBG Insights

Sector: Higher Education Certification: LEED Silver (pending) Completed: 2023

for all include two massive outdoor terraces with green roofs, and a courtyard gathering space to encourage the exchange of ideas and interdisciplinary learning.

CONSTRUCTION CHALLENGES

r Cutting edge Anesthesia & Cardiac Perfusion Simulation Labs will help train the next generations of nurses

While the Center for Science & Innovation serves as a national model for interdisciplinary education, building a cutting-edge facility was not without its challenges. Bringing two separate departments together required extensive coordination between the project team, their subcontractors, and the University. “It was an out-of-the-ground build, with a four-story

staircase, dozens of classrooms, and numerous labs. There are lecture halls next to exam rooms, conference rooms next to space for procedures like cardiac perfusion and anesthesia,” describes Erik Lavery, Structure Tone project manager. Most of these labs, clinical suites, and medical simulation rooms had precise orders of operations during construction, and it was important for Structure Tone’s team of superintendents, including Paul Lunz, Kevin Mackey, and Sean MulQueen, to create clear lines of communication while on site and not do anything in a vacuum. Also crucial was becoming familiar with the departments and what kinds of labs went with each subject. As MulQueen explains, “In order to get it right, you had to learn a little bit of each discipline to know what you were building.”

The weather also caused minor hurdles during construction. “For any out-of-theground project, weather is always a factor,” MulQueen states. “We were installing steel during the coldest winter months last year.” However, the team did catch a break in December with a 72-degree day and poured over 400 yards of concrete, taking advantage of the spring-like temperature.

And then there were supply chain delays, lingering from the height of the pandemic, that affected the infrastructure systems and equipment.

r

When the building’s permanent power was delayed, Structure Tone’s on-site staff installed temporary heating and HVAC to get through the winter. Receiving the rooftop air handlers in March 2023 and switchgear one month later, the team completed the commissioning over the summer, prior to the start of the school year and opening of the facility.

A SAFE APPROACH TO A STATE-OF-THE-ART SPACE As much as the team was focused on giving Hofstra an innovative, state-of-the-art space, they were just as focused on keeping the construction process as safe as possible. And proof was in the numbers. In May 2023, the project team was highlighted as Structure Tone’s monthly Safety Spotlight, with 234,000 worker hours to date and a TRIR of 0.86 (vs. the national average of 2.7). Peak workforce levels hit around 175-180 workers per day, and the team has already been a part of three safety awards while submitting hundreds of daily pre-task plans and hosting dozens of toolbox talks. The team also participated in three OSHA national safety stand downs on site as well as additional Structure Tone site safety awareness and training stand downs.

“

ofstra University finds H Structure Tone’s safety approach to be leading the industry and has set the benchmark high. I often see their safety professionals on site while I perform my project walk thru and they are very thorough.”—Richard Leddy, Hofstra University

BENEFITS TO THE HOFSTRA COMMUNITY AND BEYOND Utilizing a $25M grant from Empire State Development, the state’s public benefit corporation, and $120M in tax-free bonds from the Hempstead Local Development Corp. as long-term financing, Hofstra is looking forward to establishing the Center for Science & Innovation as a leading science institution in the New York region. Designed and built with engineering students and faculty in mind, the center creates access to facilities and equipment that takes learning and advanced research to the next level. The other school housed in the new center, the Hofstra Northwell School of Nursing, received a $2M grant from The Long Island Regional Economic Development Council to equip the facility with a high-tech laboratory and other STEM

A ground-breaking ceremony was held in June 2021, and the building opened in summer 2023 Issue 3 2023 STOBG Insights | 37

s Exterior construction in progress

teaching equipment. With this expanded space and its improved resources, the school can now offer a bachelor’s degree in nursing for undergraduate students.

Combining these academic disciplines allows for enhanced cross– disciplinary and innovative pursuits with active learning classrooms, collaboration areas, a human factors lab, and a virtual reality lab. In additional to benefiting students, the center will also create unique opportunities for faculty and staff to work on practical technical problems of interest to the business community, while also allowing them to partner with outside companies that bring a fresh perspective to issues and projects that are too big for an in-house solution.

With the Northwell and DeMatteis Schools sharing the space, Hofstra University’s department leaders are confident this could lead to collaboration between students in either field. And the Structure Tone team shares this enthusiasm.

“

e’re excited to turn over this space to Hofstra. It’s W a cornerstone project for them, and we are proud to have been a part of the team,” says Lavery. r The completed four-story internal staircase runs along the west side of the building

38 | Issue 3 2023 STOBG Insights

insights Mailbox or Inbox?

OUR INSIGHTS MAGAZINE IS GOING DIGITAL! SEE THE QR CODE BELOW TO REQUEST A HARD COPY!

Issue 3 2023 STOBG Insights | 39

Structure Tone | Structure Tone Southwest | STO Mission Critical | Pavarini | Pavarini McGovern LF Driscoll | LF Driscoll Healthcare | Govan Brown | Ajax | BCCI | Layton | Abbott | RC Andersen

Follow us: