High-Profile: June 2020

June 2020

June 2020

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Focus:

Healthcare and

COVID19’s AEC Industry Impact

Kaplan Construction has been selected to fit out a 40,000sf early childhood center and headquarters for Horizons for Homeless Children in Roxbury, Mass. / Rendering courtesy of studioMLA / Full story page 18

INDUSTRY EXPERT ARTICLES:

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Caitlyn Flowers

9

Elizabeth Calvanese

10

Jason Costello

Janet Morra

10

Paul Lopez

12

14

Sean O’Brien

33

Susan Shelby

38

Philip Norton Loheed

INSIDE THIS ISSUE:

Lowell Justice Center Opens to the Public, Finegold Alexander Architects MEC Powers Temporary Medical Facilities, Teams with Suffolk Construction Maugel Redesigns Inpatient Pharmacy and Central Sterilization for Sturdy Memorial Hospital Important Factors when Designing for Autism Spectrum Disorder in a Pediatric Environment by Marissa Walczak The Future of Healthcare Construction by Tim King EBI Provides Services to Medical Center Southcoast Health’s $14M Intensive Care Unit Completed

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

Connolly Brothers Completes Harmonic Drive HQ

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June 2020

June 2020

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Rantoul Intersection

3D Laser Scanning The ultimate measurement tool – 3D laser scanning provides the most accurate on-site measurements, saving time and money without disrupting work.

Project benefits and services include:

Wentworth Institute of Technology Power Plant

Clock Tower, Chelsea

• Interior and Exterior Laser Scanning • 2D Drafting and 3D Modeling • Existing Conditions As-Built • Dimensional Control • Web-Based Publishing

Mobile LiDAR Mobile LiDAR (light detection and ranging) and high definition sphercal imaging services, provides a total solution for transportation mapping.

Services include, but are not limited to:

Cabot Street, Beverly

• Mobile LiDAR Scanning • 360º High Definition Spherical Imaging • Feature Extraction for Existing Conditions Plans • Topographic Mapping • Inventory Mapping for Asset Management

Aerial LiDAR Our state-of-the-art UAS (Unmanned Aerial System) combines lightweight, on-board survey grade GPS and positional instruments with a compact multi-laser LiDAR scanner to ensure highly accurate spatial data at unparalleled collection rates.

This simultaneously provides:

Solar for Cranberry Bogs, Dartmouth

• Large, detailed datasets collected at 700,000 points per second capturing millions of 3D data points • Efficient workflows that aggressively meet the demands of time-intensive projects • Non-invasive practices that enhance work site safety • Optional high resolution aerial photography and infrared thermal imaging

Meridian Associates, Inc. • Civil Engineering, Land Surveying, Renewable Energy, LiDAR www.meridianassoc.com • 1 (800) 466-5505 • Beverly and Westborough, MA Locations www.high-profile.com

June 2020

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Featuring:

On the Cover:

Kaplan to Fit Out HQ for Horizons for Homeless Children

18

ADVERTISERS INDEX

MEC Powers Temp Med Facilities

13

Maugel Completes Work at Sturdy Memorial

25

Connolly Completes Harmonic Drive HQ

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Lowell Justice Center Opens to the Public

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Sections: Publisher’s Message...................................6 Up-Front.......................................................7 Special Report: Covid-19..........................8 Healthcare Facilities................................. 16 Connecticut.............................................. 28 Corporate................................................. 30 Multi-Residential...................................... 32 Trends & Hot Topics.....................33,40, 42 Municipal................................................. 34 Build Better Podcast................................. 36 Green........................................................ 38 National................................................... 39 Women In Construction........................... 41 Philanthropy.............................................. 43 People....................................................... 44 Calendar................................................... 46

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Email news releases, advertising queries, articles, announcements, and calendar listings, to: editor@high-profile.com.

FOUNDERS: Michael Barnes and Kathy Barnes PUBLISHER Anastasia Barnes EDITORS: Ralph Barnes and Marion Barnes ASSOCIATE EDITOR AND STAFF WRITER Emily Langner ACCOUNT EXECUTIVES: Thomas D’Intinosanto, Mark Kelly, Betsy Gorman SUBSCRIPTIONS: Betsy Gorman ART DIRECTOR: Yvonne Lauzière, Stark Creative DIGITAL MEDIA Sara Mannes

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Alpine Environmental................................. 10 American Plumbing & Heating................... 2 American Window Film.............................30 Barnes Building Management.................. 32 BL Companies.............................................. 7 Boston Plasterers.......................................... 6 Bowdoin Construction...............................36 C E Floyd.................................................... 32 Campbell-McCabe Inc.............................25 Connolly Brothers......................................26 Copley Wolff Design Group..................... 16 Coreslab Conn........................................... 17 Cube 3........................................................38 Design Partnership +..................................38 Dietz & Co.................................................... 7 EBI............................................................... 14 Executive Interior Solutions....................... 18 Finegold Alexander...................................36 Glynn Electric............................................. 15 Great in Counters.......................................26 Hampshire Fire Protection........................... 6 Heat & Frost Insulators Local 6................. 13 Helical Drilling...........................................23 HRP Associates ............................................ 5 IBEW 103................................................... 21 Ideal Concrete ..........................................20 Interstate Electrical Contractors................39 Jandris Block..............................................47 Jewett Construction...................................... 8 jln Contracting............................................28 Kaydon ...................................................... 33 Kenney & Sams.......................................... 24 Lockheed Window..................................... 27 Margulies Perruzzi Architects................... 18 Marr Scaffolding......................................... 7 Meridian Associates.................................... 3 Metro Walls................................................ 14 NDC............................................................28 NEMCA...................................................... 12 New England Laboratory Casework.......22 Norgate Metal...........................................30 Plumbers and Gasfitters............................. 37 Rhino PR......................................................20 RPF Environmental...................................... 12 SL Chasse................................................... 31 SLAM.......................................................... 24 SMPS Connecticut.....................................46 SMPS CT....................................................46 Sprinkler Fitters 550.................................. 19 StageCoach Improv..................................45 Stefura Associates...................................... 34 Surety Bond Professionals........................... 4 Tecta America............................................ 16 TFMoran.....................................................22 THANK YOU Healthcare Workers............. 9 The Bolder Company.................................44 Veitas & Veitas............................................11 Visnick & Caulfield.....................................48 Wayne J. Griffin Electrical, Inc..................35 Wohlsen Construction...............................29

June 2020

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June 2020

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Publisher’s Message Boston Plasterers’& Plasterers’ & Cement Cement Masons Local 534 serving: serving: MA, NH, ME ME & VT VT, Boston America’s Oldest Building and Construction Trades Trades International Union Since 1864 America’s Oldest Building and Construction International Union Our trained and skilled craftsmen are just a phone call away.

Since 1864 We offer responsible, highly qualifi and competent Ourreliable, trained and skilled craftsmen are ed just a phone call personnel. away.

State certifi ed apprenticeship and training program.

OSHA certifi membership.

We offer reliable, responsible, highly qualified and competent ed personnel, state We are and committed quality and performance. certified apprenticeship trainingtoprogram.

OSHA certified membership. We and performance.

Sub Contractors are committed to quality Plasterers:

Concrete Cutting SubA1 Contractors A1 Angelini ConcretePlastering Cutting Angelini AustinPlastering Ornamental, Inc. Austin Inc. BackOrnamental Bay Concrete Back Bay Concrete Bidgood Associates Bidgood Alloc.

Cavalieri Construction Cape Cod Plastering Century Drywall Cavalieri Const.

Cooper Plastering Century Drywall East Coast Fireproofi ng Components Spray Fireproofing GM &C Concrete Construction D& Concrete & G Plaster, EIFS, & Drywall, Inc. EastGCoast Fireproofing F.C.F. Concrete Floors H. Carr & Son G& G Plaster & Plaster EIFS Island Lath & H. Carr Son J.R.J.&Construction Island & Plaster J.L.Lath Marshall J.R.J. Construction Liberty Construction Services, LLC John L. Ciman & Son J.L.MacKay MarshallConstruction Services Marguerite Concrete, Inc. M.L. McDonald Co. M. L. McDonald Co. Mailoux Bros. Construction NewConst.

England Decks Mecca Corp.

New England Decks New England Finish Systems Polcari Plasterworks, Inc.Inc. Ricmor Construction, Ricmor S & FConstruction, Concrete Inc. S &Select F Concrete Spray Systems Stafford Construction Silverback Construction

E.I.F.S. Plasterers: Fireproofing Veneer Plaster Historical Restoration & Preservation Venetian Polished Plaster Ornamental Plaster Three coat conventional Plaster Portland Cement (Stucco) Ornamental Plaster Three Coat Conventional Plaster Historical Restoration & Preservation Veneer Plaster E.I.F.S. Venetian Polished Plaster Portland Cement (Stucco) Cement Masons: Fireproofing Flatwork Cement Masons: Sidewalks Flatwork PoolSidewalks Decks Decorative Concrete Overlays Pool Decks Stamped Concrete Decorative Concrete Overlays Concrete Repair & Restoration Stamped Concrete Epoxy, Seamless and & Composition Concrete Repair Restoration Flooring *and much more* Epoxy, Seamless and Composition Flooring *and much more*

For More Information Please Call For more information please call Peter Stracuzzi, Jr. Industry Analyst Peter Stracuzzi, Jr. Industry Analyst Office: 617-825-5200 • Cell: 617-750-0896 Office: (617)825-5200 • Cell: (617)750-0896 Website: www.opcmialocal534.org Boston Plasterers & Cement Masons Local 534

Sales • Design • Installation • Inspections • 24/7/365 Service

Anastasia Barnes It’s been over two months since the stayat-home orders were put in place due to the pandemic. Businesses are beginning to slowly reopen all across the nation. This doesn’t mean that things will go back to normal. The real question is: What is the next normal? That’s how Ellen Feldman Ornato, founding partner of The Bolder Company, refers to it. High-Profile has been attending The Bolder Company’s recent virtual leadership series. It’s been extremely helpful for our whole team!

We’ve all had a chance to see how we, as individuals and businesses, respond to a crisis. One thing is certain: We’ve all had to pivot, one way or another. HighProfile started producing weekly webinars to keep our readers and contributors educated, engaged and connected. The free webinar, HPConnects, goes live every Thursday at noon. We’ve covered some very interesting topics, from how to make decisions during a crisis to how to set up your own biophilic home office. I encourage you to check out our lineup of guests for the month of June by visiting www.high-profile.com/hp-connects.

This month is our third issue that includes a special COVID-19 focus.

We’re proud to share how AEC firms and professionals all over New England have risen to the occasion, quickly providing solutions on how to design spaces for social distancing and safe practices.

Check out the authored articles on pages 8 and 10! Dan Titus of HRP Associates also joined me on the Build Better podcast to break down the guidelines for workplace compliance and provide ways to implement effective protocols in offices and on jobsites.

The Urban Land Institute recently sent out a press release stating that “while the COVID-19 crisis has sent shockwaves throughout the world, U.S. real estate economists are predicting some light at the end of the tunnel, with a short-lived recession and above average GDP growth in 2021 and 2022.” None of us like the idea of a recession, but if there has to be one...let it be short-lived.

I hope you’re all staying safe and sane.

See you soon!

Enjoy the read,

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Anastasia Barnes will be hosting SMPS Boston’s Virtual Awards Gala on June 25! Registration is free.

This year’s theme is OSCARS! Learn more at www.smpsboston.org

June 2020

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Up-Front Rojas Elected BPDA Chair Monahan Vice-Chair Boston – The Boston Planning & Development Agency (BPDA) board unanimously voted to elect Priscilla Rojas as board chair. She will be the first woman and Latina to hold the position.

Appointed by Mayor Martin J. Walsh, Rojas has served on the BPDA board since 2015 and as interim chair since December 2019.

“Through many years of dedicated service to her community and to the city of Boston, Priscilla Rojas has shown she is well-qualified to serve as chair of the BPDA board,” said Mayor Walsh.

Rojas serves as board treasurer and audit committee chair for Futuro Media Group, an independent nonprofit organization committed to producing ethical journalism from a POC perspective. She also served as a member of the Boston Cultural Council for six

Priscilla Rojas

Michael Monahan

years and is the head of Internal Audit & Compliance at Takeoff Technologies.

The board also voted to elect Michael Monahan as vice-chair. He is the international vice president of the International Brotherhood of Electrical Workers (IBEW) Second District, overseeing all New England affairs of the over 40,000 members and over 50 local unions.

Mira Breaks Ground in East Boston

The Marr Companies

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ph: 617.269.7200

Steel Erection I Cranes l Hoists I Rigging I Scaffold l Shoring l Aerial Lifts Mast Climbers l Bleachers l Transportation l Warehousing

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Employee owned. Client driven.

BL Companies, Inc. 800.301.3077 | www.blcompanies.com Meriden, CT | Hartford, CT | Bridgeport, CT | Norwood, MA

DIETZ & COMPANY ARCHITECTS

DESIGN THAT LOOKS GOOD, DOES GOOD Shirley Meadows - Devens , MA

Mira luxury condominium development

Boston – Gansett Ventures and City Realty, both privately held real estate investment and development firms headquartered in Boston, celebrated the groundbreaking for their latest project, Mira, a luxury condominium development at 301 Border St. in East Boston.

Offering views of Boston’s skyline and modern designs by Embarc Studio, Mira will provide 64 units of premium living space in historic East Boston.

Helge Capital is a co-developer of the project. Waypoint Companies is the

general contractor.

Mira will have a mix of one, two, and three-bedroom units, about half with private balconies or private roof decks.

Retail space on the first floor will include an East Boston Museum Gallery and a cafe concept. There will be an array of amenities, including a large roof deck, 70+ bike storage spaces, resident lounge, work from home space, and state-of-theart fitness center.

Construction is expected to be completed during summer 2021.

DIETZ

55 Frank B. Murray Street Suite 201 Springfield, MA 01103 (413) 733-6798 www.dietzarch.com

CO.

Architects

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June 2020

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Special Report: COVID-19’s Impact on the AEC Industry The Future of Collaboration Spaces The need for divisions comes in many forms and will take shape in many ways. High-back dividers provide further protection in close-proximity arrangements. Not only will physical divisions be necessary, but the use of modular seating may increase, as it may be reconfigured as required to meet updates to CDC guidelines.

by Caitlyn Flowers A new workplace culture is brewing worldwide, and it is centered around connectivity. In a post-COVID-19 world where physical connection is nearly nonexistent, our need for visual connectivity has increased tremendously, forcing cameras to be turned on for remote meetings. This creates the opportunity for innovation as architects, engineers and designers reconsider the way people gather in search of a better and safer way of connecting. With employees returning to office spaces, a reduction of meeting room seats maintains social distancing guidelines established by the CDC. In more informal collaboration areas, utilizing a six-foot coffee table provides a safe distance visual cue for reference throughout the space.

Reynolds’ Subaru - Lyme, CT

Clearances maintained through proper placement of furniture

The time to invest in fully integrating technology is now: Video conferencing setups to include cameras, film on glareproducing glass walls and tapered tables where all faces are visible on the screen optimize meeting rooms for both in-person and distant participation. Additionally,

Bill Dube Ford Toyota- Dover, NH

new ways to integrate personal devices such as cell phones and laptops will allow meeting users to participate with less communal hands-on tech gear. Prior to COVID-19, VC often found circulation to be approximately 40% of the total office square footage in an open-office plan; due to distancing guidelines, this number could quickly approach and surpass 50% as a new standard. Some offices have begun to implement oneway circulation through direct visual cues such as arrows being placed on the floor. This mode of circulation is most commonly seen in health care, as it combats the further spread of disease.

This is wayfinding’s opportunity to shine as companies integrate aspects of health care circulation design methods into the commercial realm.

Adjacent meeting rooms with reduced seating are virtually connected to provide social distancing. Establish one-way flow for entering and exiting.

Everyone will need to unlearn what was once the typical way of gathering and adapt to a new norm. According to Dr. Jeff DeGraff, a professor at University of Michigan and author, “This is the big thing about the transition we’re going through. I’m getting so many calls these days. ‘What’s going to happen next?’

The answer is, I don’t know and neither do you…. You have to be able to deal with the ambiguity that’s part of a creative mindset.” The fluid workforce

Monarch School of New England - Rochester, NH

- Industrial, Manufacturing and Warehouseing Facilities - Educational, Institutional and Medical Facilities - Athletic and Recreational Facilities - Financial Institutions - Auto Dealerships - Retail Centers - Non-Profits

WWW.JEWETTCONSTRUCTION.COM www.high-profile.com

Creative use of furniture solutions show panels that separate groups with recommended spacing

and creativity clusters DeGraff predicts are going to take a new form as the safe distance rule generates new limitations and, also, the potential for innovation.

Architects and designers alike are being pushed to reimagine the way safe collaboration, training and conference spaces are formed. For instance, adjacent

Rethinking the traditional conference table: A standard rectangular conference table becomes a modular hexagonal shape. The modular nature of this layout provides users with graphic cues for maintaining a safe distance.

conference rooms can be reconfigured to form a single, larger conference room, provided that the recommended social distancing clearance between seated individuals and those circulating throughout the space are maintained.

This could be a great opportunity to “demount” many of the flexible partitions that have been put up in recent build outs.

The open office may be seen as a landscape of sorts; further division can be created between adjacent table configurations by playing with different table and chair heights – one table at seated height, and another at standing, for instance – providing choice while reducing direct face-to-face meetings within the variable office landscape.

Providing a safe distance between each person will increase the square footage of gathering spaces. It will be up to architects and designers to determine how to accommodate this increase, avoiding an increase in the overall footprint and maintaining sustainable office environments.

While there are many options for how meeting rooms and collaboration spaces will adjust in response to the safe distance clearance necessary in gathering areas, it will be up to companies to decide which options will work best for their offices.

Caitlyn Flowers is a designer at Visnick & Caulfield.

Special Report: COVID-19’s Impact on the AEC Industry

June 2020

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New Safety Guidelines to Protect Your Workers During This Pandemic

by Elizabeth Calvanese “How can we make our employees feel safe at work?”

The presence of COVID-19 has undoubtedly shifted the standard safety protocols previously in place and in turn has led GC’s, CM’s and employers to ask this common question. There are many new necessary steps for construction workers to take during this pandemic. As we know, elimination is on the top of the pyramid of hierarchy of controls, followed by substitution.

Eliminating the Hazard – If we cannot physically remove the hazard then we must replace the hazard. These are exceedingly difficult hazards to avoid when keeping job sites fully staffed. Most employers find that engineering controls work best.

Different ways of making sure these controls are met include limiting exposure – having different trades working in different locations or different rotations

for scheduling – and also maintaining a safe distance, as we know six feet as a minimum. Temperature screenings prior to work are now used for detecting symptoms and give workers assurance of a safe worksite in which their family and friends will feel safer around these individuals.

Implementing and Creating Safety Plans – Having a formal safety plan in the workplace following COVID-19 protocols is now necessary. This safety plan must include several components to decrease the risk of exposure to workers.

Addressing different issues such as: • What is COVID-19?

• What areas of the job site will be a hotspot?

– This includes, commonly touched surfaces, tools, or door knobs of the site trailer.

• What is physical distance and what does it look like?

• How often should my employees be masked up?

• Adequate cleaning stations on the site • How will I effectively communicate with all parties involved?

Distancing Procedures – Maintaining physical distance from other workers must be addressed even if workers are not working closely together. Have a

procedure in place as employees often pass each other in stairwells and get into proximity with one another during breaks.

Face Coverings – It is extremely important that all workers now wear face coverings on site to decrease the spread. Employers can now make this a mandatory PPE, just as hard hats and

Having a formal safety plan in the workplace following COVID-19 protocols is now necessary.

This safety plan must include several components to decrease the risk of exposure to workers.

gloves are required on the job site.

Cleanliness – Providing workers with adequate handwashing facilities will be another topic to have in your safety plan including the location on site.

Communication – As we know, communication is an asset in the safety world. Developing a policy in your safety plan to address the protocol for workers who are symptomatic or have had exposure to COVID-19 is essential.

If there are any changes on site including new hazards, the safety plan must be updated. All workers must be aware of this new safety plan which can be displayed outside the job trailer or via email.

Safety is already our brand and it is with great certainty that we will get through these unprecedented times in construction, together. Implementing and maintaining new protocols in conjunction with standard safety regulations will lead us all in the direction of continued success. For any specific needs please feel free to contact Goggin Safety Services.

Elizabeth Calvenese is president of Goggin Safety Services.

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Special Report: COVID-19’s Impact on the AEC Industry

June 2020

Lessons Learned from Healthcare Design for the Post-COVID Workplace

by Jason Costello and Janet Morra Entering the office post-quarantine will be like entering the hospital – workers will be admitted only after they are determined to be fever and symptom free. Once inside, they will avoid contamination, touching as few surfaces as possible, staying six feet apart from others, and making sure their personal space is kept as clean and disinfected as possible. There is a lot we have learned in designing healthcare facilities which can now be leveraged to create a workplace that lowers the risk of infection.

Our firm recently conducted a survey and respondents reported that they were most concerned about: • Safety within common spaces (80%) • Social distancing within meeting and collaboration spaces (70%) • Cleanliness of the work environment (68%) • Interactions with the public, visitors,

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and vendors (66%) • Density of their workspace (60%) Some of these fears can be addressed by employers by reducing the number of people physically in the office, staggering hours, requiring masks for all workers, closing common areas like the kitchen,

and requiring food be brought from home or delivered. However, there are additional steps companies can take to prepare for returning employees.

COVID-19 has put infection control at the forefront of the conversation. Using a common hospital Infection Control Risk Assessment (ICRA) tool, we can create a process to evaluate the workplace. This allows for a customized solution based on the risks unique to each workplace, providing for long-term flexibility to adapt as new information becomes available.

Hand hygiene has been at the forefront of fighting hospital acquired infections and compliance with written hand washing policies remaining top of the list for preventing the spread of infections in hospitals. We’re seeing this roll out in employer and state mandated guidelines for return to work with requirements for access to hand sanitizer. Moving forward, we anticipate strategically placed hand sanitizing stations throughout the workplace; the installation of hands-free sinks, toilets, and urinals; and voice-controlled elevators. Where existing touchpoints cannot be readily made hands-free, installing antimicrobial surfaces can reduce the risk of infection.

New films embedded with silver nano particles applied to high-touch surfaces have been shown effective in eliminating viruses. Building owners and tenants can establish cleaning regimens that mirror hospital protocols, including hiring an experienced cleaning company to regularly deep clean, sanitizing everyday office equipment like copiers and printers, and wiping door handles and other hightouch surfaces on a regular basis.

In addition to reducing the number of seats to encourage the recommended six feet for physical distancing, we can also

provide furniture in public areas such as lobbies, waiting areas, and gathering spaces that is easy to clean to minimize infection risk. Recommendations include specifying high-performance upholstery fabrics that are bleach cleanable, antimicrobial, and moisture proof and seating with narrow legs and open space below the seat to allow for ease of floor cleaning.

Ultraviolet (UV) light, specifically UV germicidal irradiation (UVGI), is effective at inactivating viruses and killing microbial bacteria, two common sources of disease and infection. UVGI systems can focus on treating the air or surfaces, and their effectiveness is a function of exposure time and the intensity of the dose. These are engineered systems and should be designed and commissioned to confirm their appropriate functionality and efficacy. New UV lighting utilizing a Far-UV wavelength spectrum is considered safe for human exposure and could provide a continuous cleaning effect for occupied spaces. UV is most effective when combined with a thorough cleaning regimen.

Even with all these measures in place, people will remain anxious about returning to work until effective treatments or a vaccine are widely available. In the meantime, developers, architects, and engineers can design postCOVID buildings based on what they’ve learned from the healthcare industry that will reduce risk of infection and boost employee health and wellness.

Jason Costello, AIA, EDAC is a partner and associate principal and Janet Morra, AIA, LEED AP is a partner and principal at Margulies Perruzzi.

Special Report: COVID-19’s Impact on the AEC Industry

June 2020

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Returning to the Post-pandemic Workplace in Three Not-so-easy Steps

by Rachel D. Woodhouse These days, all companies are evaluating their return-to-office scenarios.

Presumably, leaders of businesses and other organizations are all following the local and national guidelines. For most “non-essential” businesses that are operating reasonably successfully in a remote condition, the evaluation is leading to one clear conclusion: We’re just not there yet.

But things are going to get far murkier before all is said and done and, whether we realize it or not, small-to-mediumsized businesses are going to need a clear, tailored reentry plan of their own making.

While deferring to local authorities up until now has generally been good practice – with some notable exceptions making news lately – make no mistake: The moment will come when we all, as business owners and organizational leaders, will have to interpret guidelines for ourselves, generate a plan that responds to our unique circumstances and specific

cultures, and manage the change that all this post-COVID-19 reckoning brings.

In response to these challenges, I offer up Dyer Brown’s own thought process and philosophies on a return to the world of the physical office. Let’s assume for a moment that your remote work situation has been reasonably successful and that we as a country enter into the next phase of the federal guidelines. Now what?

First, do your homework with the team.

• Do your organization’s leaders have a real understanding of your team’s experiences? What is work-from-home actually like for them, and can they be productive? Or are they perhaps more productive? Know where their pain points are. Gaining clarity about the good, the bad and the ugly of their experiences will provide valuable insight to build on.

• Do you know who among your team will identify as being in a high-risk category? This may surprise you, and it’s not as clear as a simple age threshold.

These at-risk employees should be allowed to continue working remotely as long as they feel comfortable and assuming their role allows, though they are not required to do so. This nuance is important, and I can’t recommend enough, getting the counsel of a trusted

labor attorney to back-check all your policies.

• Further, how is your team commuting to work? If you have a large population commuting on the MBTA or another transit system, I have bad news for you.

Related to this, how will the metro

Boston-area commute shift as those who can drive to work now begin driving every day? Commuting patterns are a large unknown.

• Last, who has anxiety and may need continued to page 23

Advance Air & Heat Donates Time New Bedford, MA – Advance Air & Heat Company, Inc. of East Freetown donated service technician time and expertise to prepare two abandoned nursing facilities for COVID-19 patients in New Bedford.

These facilities, which closed down about a year ago, are being prepped for occupancy through the coordinated efforts of city officials and local businesses. This move could mean the difference in care for a large number of at-risk local residents.

Advance Air’s role was to ensure the proper operation of all of the heating and ventilation systems for life safety and to provide fresh air and proper ventilation to the entire building.

Two teams of technicians worked through a two-week period to troubleshoot and repair several systems including an oil-fired boiler, make-up air units, air handling units and ductless split systems.

All were up and running before deadline

Advance Air & Heat Company pitches in the retooling of two former New Bedford nursing homes to serve coronavirus patients. / Photo courtesy of Advance Air & Heat

so they will be ready to go if and when the building is needed for patient care.

Karen Lamy DeSousa, Advance Air & Heat Company’s owner and president, says it has had a long-standing relationship with the city of New Bedford and wanted to do its part to help out the city in this precarious time of need.

AT VEITAS AND VEITAS ENGINEERS, WE HAVE ONE MISSION: DEVELOP AND DELIVER SMART, ECONOMICAL SOLUTIONS FOR STRUCTURAL BUILDING CHALLENGES.

Veitas and Veitas Engineers has been building a legacy of reliable, value-oriented structural engineering for construction projects since its founding in 1964. www.veitas.com www.high-profile.com

Special Report: COVID-19’s Impact on the AEC Industry

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Promoting the Mechanical Contracting Industry for over

130 Years

Mechanical Contractors Association

New England MCA

We offer membership within the Mechanical Contractors Association, Mechanical Service Contractors Association, and the National Certified Pipe Welding Bureau. We support our member contractors through our educational seminars, labor and government relations, industry news and marketing. Committed to the future of our industry, we sponsor MCA student chapter at Wentworth Institute of Technology in Boston. Our affiliation with the Mechanical Contractors Association of America and our strong, cooperative relationship with the United Association enable us to offer our members numerous opportunities to build lasting, beneficial relationships with peers while acquiring the business knowledge and tools to keep their company successful.

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What you don’t know can hurt you.

RAPID RESPONSE. TRUSTED RESULTS.

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June 2020

Mass. Construction Projects Reopen

by Paul Lopez Boston – Governor Charlie Baker announced on May 18 that all construction projects in Massachusetts may reopen immediately, provided contractors and owners comply with new safety guidelines and compliance documentation requirements. These new requirements include, but are not limited to, the following: • A COVID-19 officer must be designated on all projects, except in the case of residential construction or remodeling of 1-3 family homes; • The COVID-19 officer must submit a written daily report to the owner’s representative and must certify that the contractor and all subcontractors are in full compliance with the COVID-19 construction safety guidance;

• For large, complicated construction projects, a city or town may require the owner to develop and submit a site-specific risk analysis and enhanced COVID-19 safety plan, which the contractor would be obliged to comply with; • Before each shift, employees must selfcertify to their supervisor that they are not experiencing COVID-19 symptoms; and • Construction workers must wear gloves at all times, and must continue to maintain a minimum distance of six feet from each other to the extent possible.

For a full description of the new requirements, visit Mass.gov’s Safety Standards for Construction webpage, which includes a Construction Protocol Summary and a particularly useful Construction COVID-19 Checklist.

The site-specific safety requirements that were being imposed on essential construction projects over the last several weeks were largely carried over to this phase of reopening.

The city of Boston, which has imposed continued to page 23

Case Study:

COVID-19 Health and Safety Services High-Profile spoke with Darin Goodwin MPH, CHMM, senior EHS consultant at EBI Consulting, about a case study of worksite compliance inspection that they conducted.

“Worksite compliance inspection provides municipalities with the information they need to permit construction that meets COVID-19 safety requirements put forth by the CDC,” explained Goodwin. “In some cases, owners do this for themselves or they may hire an outside service to do it.

Municipalities may require a compliance inspector be provided if they have not been getting the reports they need, or if a complaint has been raised about possible noncompliance.”

The following is an example of the guidelines and remedies EBI is performing for a client.

Case Study: COVID-19 Health and Safety Services A developer is in the process of building luxury condominiums in Revere, Mass. The city has recently enacted enforceable COVID-19 guidelines that require construction companies to implement procedures to minimize the risk of spreading the coronavirus.

EBI Consulting was retained to conduct weekly inspections at the ongoing construction site for compliance to these guidelines.

The guidelines include, but are not limited to: • Appoint a site-specific COVID-19 compliance officer; • Conduct a stand-down to provide

employee training; • Institute a “zero-tolerance” policy for sick employees; • Provide hand washing/sanitizing facilities; • Institute a personal distancing policy for employees at work breaks, lunches, and driving; • Have employees confirm that they are healthy at the start of each workday.

The city also requires the general contractor to retain an independent, thirdparty inspector who will be “accountable solely to the city of Revere and shall be responsible for the enforcement of all orders regarding safeguards for the prevention of the spread of COVID-19 at authorized construction sites.”

EBI’s certified industrial hygienists and environmental health and safety professionals developed and implemented a plan of action to meet the hiring company’s safety and compliance needs: • Provide a health and safety professional to conduct weekly inspections of the construction site; • Draft an inspection checklist identifying each of the compliance requirements set by the city; • Forward completed checklists to the Revere building inspector identifying any discrepancies and corrective actions taken.

Special Report: COVID-19’s Impact on the AEC Industry

June 2020

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MEC Powers Temporary Medical Facilities Teams with Suffolk Construction Boston – In response to Greater Boston’s critical healthcare needs during the coronavirus pandemic, McDonald Electrical Corp. (MEC), working in tandem with general contractor Suffolk Construction, provided fast turnaround electrical installations required in the set-up of temporary medical isolation tent facilities for Boston Healthcare for the Homeless Program (BHCHP) in Boston and Cambridge.

The NECA contractor performed electrical work at the COVID-19 temporary medical tent facility at 112 Southampton St. in Boston, next to the Southampton Street Shelter from March 17-20. The project entailed installation of convenience outlets, lighting, heat, special ventilation systems, smoke detectors, emergency lights, and exit signs as well as wiring for bathroom trailers and portable shower rooms.

A temporary generator was utilized to power the Southampton facility.

The South End facility has two tents: One has 20 separate bays to quarantine asymptomatic patients; the other has capacity for 16 patients with COVID-19 symptoms.

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McDonald Boston Healthcare for Homeless tents

electrical installations at the second BHCHP temporary emergency medical facility, located at 1640 Cambridge St. in Cambridge, from March 31 to April 2.

The medical isolation tents at both facilities are being used for the COVID-19 screening, testing, patient care, and quarantining of an increasing number of non-critical care homeless persons who have contracted the virus.

McDonald project managers, Dave Keenan and Linzie LaRusse, headed the MEC project team, managing a crew nine IBEW Local 103 electricians.

Inside the Healthcare for Homeless tent in Cambridge

Unit inside the temporary emergency medical facility

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Special Report: COVID-19’s Impact on the AEC Industry

14

June 2020

How Diversity and Inclusion is Making Us Stronger in Times of Crisis

by Sean O’Brien In the face of crisis, like those brought on by recent events, the focus moves to preserving life and livelihood. We all have a responsibility to keep our employees safe, support the communities we live in, serve our clients, and protect our companies. The focus can move to what’s “urgent” at the expense of what’s “important” if we’re not careful. Driving diversity and inclusion is important and something that we should emphasize every day, especially in challenging times.

BSC Group, an engineering, planning, and environmental consulting firm, was able to pivot and adapt during this crisis and time of uncertainty. The cultural changes supported by our Diversity & Inclusion (D&I) Program is one of the reasons why. We rolled out our employee-developed D&I initiative in August of 2019. The goals were to encourage employees to consider D&I more holistically, and to further a culture

distinguished by a strong feeling of inclusion that would permeate through the organization. Our D&I program promotes an inclusive culture that values diverse individuals, perspectives, and opinions. We get better questions, better answers, and a greater sense of fulfilment as a result. The effect on the firm has been profound since we rolled out the initiative.

The focus can move to what’s “urgent” at the expense of what’s “important” if we’re not careful.

The positive impact of the D&I Program was immediately evident as we began to work remotely. When Governor Baker issued the stay-at-home advisory, our employees were faced with daunting daycare and schooling challenges that would disrupt work-life balance, change daily flows, and induce stress. Our D&I committee quickly recognized the importance of these challenges and got to work. They created an Employee Resource Group (ERG) for working parents, the group of employees that would be most impacted. The ERG quickly grew and gained traction as its members learned that they weren’t alone, had peers

with helpful ideas, and had suggestions to offer others.

Our D&I initiatives are infiltrating the firm. In recognition of Mental Health Awareness Month, BSC kicked off a BSC Strides into Summer Challenge.

This team-building challenge engages everyone, especially those who are feeling isolated, and helps improve our physical, emotional, and mental health. We can get our steps in whether we’re alone, with our families, chasing the kids, or walking the dog.

Our D&I meetings provide me with a better understanding of employees’ fears, frustrations, and challenges. We’re all in this together, yet it’s different for everyone.

We can now better support various home situations – working parents, caretakers, those living alone, and those living with healthcare or other essential workers.

The importance and popularity of the D&I Program has grown. We’ve invested in other ERGs, internal initiatives, and external programs like “All in for Advancement” through the Greater Boston Chamber of Commerce (GBCC).

These changes have benefited our staff and culture and we’re thrilled to have been recognized for these achievements.

BSC was recently named the WTSBoston Employer of the Year and we also received the Small Business of the

Year Award for Cultural Excellence from the GBCC. We don’t know what the “new normal” will look like, but we’ll be ready to face it. At BSC, we’re accelerating and expanding our D&I efforts. D&I allows us to see challenges differently and consider broader solutions for our employees, our clients, and our communities. The recent events provided us all with a new appreciation for what it feels like to be uncertain and disconnected. Let’s learn from it and work to be more inclusive and open to new ideas.

The recent events provided us all with a new appreciation for what it feels like to be uncertain and disconnected. Let’s learn from it and work to be more inclusive and open to new ideas.

The positive result is that BSC is experiencing greater inclusion than ever, and we will come out of this stronger because of it.

Sean O’Brien, PE is president and CEO of BSC Group.

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Special Report: COVID-19’s Impact on the AEC Industry

June 2020

15

Callahan Supports Healthcare Workers Amid Pandemic

Callahan Construction Managers partners with Boston restaurant Aceituna Grill to support employees of the Manet Community Health Center in Quincy.

Bridgewater, MA – Callahan Construction Managers announced the company’s continued philanthropic efforts amid the COVID-19 pandemic. The company has provided donations to various healthcare workers and first responders, who are working tirelessly to protect and serve their communities.

On May 7, as the pandemic continued and healthcare workers tirelessly worked to treat COVID-19 patients, Callahan

partnered with Boston restaurant Aceituna Grill to provide lunch to the staff at the Manet Community Health Center in Quincy. This philanthropic effort was executed in honor of National Nurses Week, and Callahan was able to supply food for approximately 50 Manet employees.

In addition to the Manet Community Health Center, Callahan has worked to produce their own sanitizing soap not only for job sites but for donation to first

responders as well as supplying Personnel Protective Equipment (PPE) to healthcare organizations.

Callahan also donated to DanaFarber’s Emergency Response Fund, which provides resources for unanticipated and significant costs to keep cancer patients safe and prevent the spread of infection, new expenses for immediate implementation of telemedicine technology, the expansion of important

psychosocial support resources for patients and staff, and more. The donation was made as a sponsorship for “Lunch with Lisa”, a webinar run by Nickerson, a full- service branding, marketing and communications agency with offices in Boston and Miami. The webinar was held on May 14, and featured Dr. Laurie Glimcher, president and CEO of DanaFarber Cancer Institute, discussing how “Cancer Doesn’t Stop for a Pandemic.”

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June 2020

16

Focus: Healthcare Facilities Southcoast Health’s $14M Intensive Care Unit Completed

Southcoast Health’s intensive care unit at St. Luke’s Hospital in New Bedford

New Bedford, MA – Shawmut Design and Construction announced the completion of Southcoast Health’s $14 million, state-of-the-art intensive care unit at St. Luke’s Hospital in New Bedford. As part of the state’s response to the coronavirus pandemic, the project was accelerated by a month to allow for earlier occupancy, enabling the hospital to accommodate the expected surge in ICU patients.

In partnership with Lavallee Brensinger Architects, Shawmut renovated and expanded an existing vacant space on the hospital’s fourth floor to create a modern, leading-edge, 16-bed intensive care unit.

The new, 16,000sf space doubles the size

of the hospital’s previous ICU, which will eventually be repurposed for medical and surgical patients, allowing for overall increased capacity. Additionally, the renovated ICU will help position St. Luke’s Hospital as a Level II Trauma Center.

The new unit adds 16 beds in 440sf rooms to St. Luke’s Hospital’s capacity, creating a more modern, spacious, and accessible space. Southcoast Health nurses, physicians, providers, clinical staff, and support services contributed valuable insights to the overall design and build of the space, optimizing both the patient’s and care team’s overall comfort and experience.

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By incorporating the latest intensive care and patient room evidence-based design, the unit features private universal rooms with an advanced video system for monitoring and safe patient-nurse communication, as well as increased support space and transitional screening windows for privacy. The layout also allows for multiple levels of patient observation with no adjustments to FTE’s, and minimal-to-no increase in staff travel distances.

To promote a calming, healing environment, the new ICU features images of the region created by local artists. Families can meet with physicians in a dedicat-

Spacious patient room in the new hospital

ed conference room and, when staying for long hours, can wind down in a quiet and comfortable lounge area, complete with refreshments, TV, and showers.

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Nurses’ station in the recently completed intensive care unit

High-Profile Focus: Healthcare Facilities

June 2020

17

The Future of Healthcare Construction built properly. Embedded in-wall power and med gasses can be easily accessed and exploited in any space for strategic stockpile of on-campus beds within a hospital or system.

have been using this construction method for remarkable access and maintenance cost benefits. The recent crisis has advanced these benefits from maintenance into crisis convertibility and strategic stockpiling.

Utilities

by Tim King The recent COVID-19 crisis has altered the way healthcare construction will be considered moving forward. New and renovation projects, big and small, will to need to incorporate future “patient surge” as an essential part of the planning and final build.

Flexibility has been surpassed by CONVERTIBILITY as the “now” standard for the planning and design of the next generation of healthcare projects.

Much more than responding to a crisis, it is the positive initiative to incorporate surge capacity – on-campus – built into all new spaces.

Traditional non-bed areas like medical office, exam spaces and even waiting areas are perfect spaces for convertibility because those on-campus spaces already have dedicated clinician staffs, IT/ EMR infrastructure and other resources onsite. Quick, impact-free convertibility can mobilize hundreds of patient beds/ rooms in just days – IF designed and

Patient care space has very particular needs for advanced power options and specific medical gas availability. With these utilities built into the walls for future access, that space becomes a primary asset for quick conversion. The level of acuity change depends on the level of “in-built” healthcare grade power, emergency power and low volt needs as well as oxygen, medical air and other med-gas options that were planned and constructed.

Labor

Easy direct access to specific in-wall utilities without demo/reno

Access

Building in-wall utilities does not guaranty easy availability. Rapid, low-impact ACCESS to the embedded utilities is the key to efficient, on-campus conversions.

Mobilizing a traditional demo and renovation project with the associated impacts is not an efficient option for occupied hospitals. Easy on/off access panels or whole wall accessibility is an available alternative to conventional drywall construction (and demo). Tremendously versatile and accessible, these wall systems bring unparalleled functionality and unrestricted aesthetic options.

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Pre-fabrication companies like DIRTT and others bring these convertibility and accessibility solutions to any hospital project, while forever removing traditional demolition and construction/ renovation difficulties. Many top healthcare institutions across the nation

Minimizing onsite labor is imperative in a pandemic circumstance. Labor restrictions may be mandated or chosen (recently some workers/firms chose not to work at healthcare campuses without unavailable PPE and other protections).

Pre-fabricated off-site construction means jobsite labor reduction as well as supply chain confirmation with preassembled systems. It also brings much faster installs with minimized waste, dust, clutter and trash. This also benefits the ongoing Infection Prevention and Control (IP+C) efforts.

Moving forward, project teams should consider convertibility and labor reduction options for healthcare space projects. Engaging a prefabrication specialist early in the planning conversation will maximize the available knowledge (options) as well as bring the traditional pre-fab benefits of speed, cost/ quality controls and sustainability.

Tim King is a project executive representing DIRTT Prefabricated Healthcare Construction.

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High-Profile Focus: Healthcare Facilities

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June 2020

Kaplan to Fit Out HQ for Horizons for Homeless Children Boston – Kaplan Construction has been selected to fit out a 40,000sf early childhood center and headquarters for Horizons for Homeless Children, a nonprofit organization dedicated to improving the lives of young homeless children and their families. Construction is expected to start this spring and be completed in early 2021.

Located at 1785 Columbus Ave. in Roxbury and designed by studioMLA Architects, the new early childhood center will consolidate three existing centers into one. Serving 225 children ranging in age from 2 months to 5 years, it will include a STEAM (science, technology, engineering, art and math) activity space, a family library and literacy center, flexible community and training space, and an art room.

The project team members for this project include developer Watermark Development Inc. and MEP engineer AHA Engineers.

Indoor and outdoor spaces will incorporate trauma-informed design strategies to better serve children and families living in difficult situations. Two outdoor play areas totaling 10,000sf were designed with the help of an occupational therapist and will be constructed on dedicated above-ground surfaces. Kaplan will only be able to access the space from

-19 COVID

E UPDAT

Horizons headquarters / Rendering courtesy of studioMLA

street level and will take on the added challenge of having to clear a 10-foothigh wall over the roof’s parapet.

The early childhood center will be a part of the 140,000sf Horizons Center,

a unique public/private joint venture that will create a single and accessible home for social services agencies dedicated to transforming the education, health, and well-being of at-risk

children and families in Boston. The venture is a significant investment in the Roxbury community, and will bring approximately 400 new jobs to the Jackson Square area.

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High-Profile Focus: Healthcare Facilities

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June 2020

EBI Provides Services to Medical Center

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Boston – In response to rising COVID-19 cases in Boston and throughout Massachusetts, the state will provide additional services by reopening Boston Medical Center East Newton Pavilion Center and utilizing the space for quarantine and medical care for the city’s homeless population.

EBI Consulting is assisting in DCAMM’s COVID-19 rapid response efforts by reviewing and approving cleaning protocols, including recommendations for the decontamination process and how the selected contractor should develop their work scope and plan.

EBI is also providing postdecommissioning assessment services, on-site coordination and facilitation of cleaning services, a mold assessment, and a review of the post-cleaning verification sampling plan and report.

DCAMM, EBI, and all involved parties are working together to ensure the highest level of safety for everyone that

East Newton Pavilion Center

will be working, residing, or involved in the new healthcare center.

Prior to opening, EBI will complete the following: • Project coordination • Post-decommissioning assessment • On-site coordination/hiring for cleaning services • Mold Assessment • Review of post-cleaning verification sampling plan and report

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Chelmsford, MA – The COVID-19 pandemic has created widespread and considerable challenges for individuals, communities, and businesses. As the economy begins to open back up and people return to work, steps can be taken to minimize the risk of a spike and ease employees’ fears.

Providing sanitation areas around the office, spreading out workspaces, and regular cleaning and disinfecting of office buildings, stores, and other places where increased traffic is expected are all important to a safe return.

However, a brief wipe-down of surfaces is not enough to eliminate the virus. EPA-approved disinfectants must be used to thoroughly coat surfaces and allowed to sit for one to 10 minutes (depending on the actual disinfectant) to actually kill any existing virus.

Many businesses are turning to professionals to carry out the extensive and systematic disinfecting necessary to clean office buildings, especially high touch surfaces or objects.

Fortunately, environmental abatement contractors are well-equipped for the service already. After abatement of hazardous materials such as lead or asbestos, crews must clean work areas to the same level as is necessary for virus disinfection. Additionally, the same personal protection equipment (PPE) used for abatement is key to minimizing the risk of exposure to viruses as well.

Along with many other environmental abatement contractors across the country, Alpine Environmental has been offering this cleaning and disinfecting service since the beginning of the pandemic. It will continue to provide this service in addition to its regular lead paint, asbestos, and mold abatement going forward.

June 2020

21

THE PO WER PRO FESSIO NALS

IBEW Local 103 and NECA Greater Boston contractors are proud to maintain the safest worksites in the region, and the world. Our professionals are the best-trained and most efficient in the industry, and the safety of our workers, our clients, and our communities is our top priority.

Today and always, we are committed to raising the standards of the construction industry by standing as a strong advocate for working people, and responsible employers, across the region.

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High-Profile Focus: Healthcare Facilities

22

June 2020

Important Factors when Designing for Autism Spectrum Disorder in a Pediatric Environment Editor’s note: The following are excerpts from an article written by Marissa Walczak, NCIDQ, IIDA, interior designer at E4H Environments for Health Architecture.

Safety

For the complete article please log onto High-Profile.com Much progress has been made over the past 10 years in recognizing the impact design and space can have on individuals with autism. Designers can create spaces to help children and young people with autism cope with their surroundings and, therefore, learn effectively and live more happily. Below are five important factors to consider when designing for the Autism Spectrum Disorder (ASD) in a pediatric environment.

Finishes

Colors and material selections should establish a comforting yet engaging environment for both children and staff using the space. While over-stimulation is a concern for those on the spectrum, lack of visual interest or variation can hinder growth and prevent acclimation to neurotypical environments found in the outside world. Therefore, finding a balance between the two is important.

By strategically using color, such as associating a specific color to a specific

In spaces of higher concentration, muted colors, indirect lighting, and acoustic finishes should be utilized to reduce potential distractions. / Renderings courtesy of Maine Behavioral Healthcare Center of Excellence for Autism and Developmental Disorders

room, children are encouraged to navigate independently. These key colors can also be utilized to reflect the degree of socialization or focus a space should have.

Lighting

When designing lighting in a room for children with ASD, the first consideration should be the type of fixtures being specified. The buzzing and flickering of traditional fluorescent fixtures can be a distraction or irritant for those with autism and should be avoided. A more desirable approach is to layer lighting by combining dimmable indirect LED fixtures, natural daylight, and task focused fixtures.

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Acoustics

While everyday sounds and background noise may go unnoticed to the average person, this type of noise can be a trigger to individuals with hyper-sensitivities.

Therefore, the type and quantity of acoustic treatments in a room can heavily impact how children with ASD experience a space. An acoustician can make recommendations on room acoustics and sound isolation based on acceptable sound levels. However, if hiring an acoustician is not an option, there are still a handful of ways to address acoustics. Two of the most impactful ways to reduce sound are through wall construction and selection of acoustic finishes.

One of the most important considerations when designing for children is safety.

Even for spaces with a 1:1 adult-child ratio, there is always the chance that a child is not under supervision. To protect children in these scenarios, the design must proactively eliminate risks such as sharp edges or potential launching pads.

All wiring should be concealed with wire management and all exposed plumbing with protective shrouds.

There are many factors to consider when designing for Autism Spectrum Disorder. A strategic distribution of finishes combined with thoughtful approaches to lighting and acoustics can help a space feel comfortable, yet exciting.

Sensory zones should be established to help children adjust to different sensory experiences while also providing a

Sensory Zoning

Sensory Zoning is the grouping of spaces into different stimulus zones, reflective of their varying degrees of activity, skill level, and sensory intensity. Classrooms and therapy offices generally fall under low-stimulus zones, while gymnasiums or cafeterias are identified as high-stimulus zones. It is important that transitions are provided between different sensory zones to allow children to recalibrate their senses. Spaces within or adjacent to rooms requiring higher concentration should also be used to assist with sensory zoning.

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Color and finishes should be used strategically to create engaging spaces that encourage children to explore and grow. Areas of respite, such as corridor nooks, should be provided in spaces of higher stimulation to allow for sensory mitigation.

safe environment that encourages them to navigate independently. While the design considerations outlined above will positively impact the design of spaces for autistic children, these design considerations can also be implemented as best practice for all types of environments where children are a consideration.

rendering courtesy of Lavallee Brensinger Architects

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Returning to the Post-pandemic Workplace continued from page 11

extra time in the transition back to the workplace? If possible, knowing who among your team may struggle to come back to the office will help you head off staffing and HR issues when the time comes.

Next, generate your plan.

• Consider staggering start times and shifts. If you do, how will you stagger teams in the office to best serve clients?

If you have folks who perform essential duties without a backup, consider letting them continue to work remotely – rather than risking exposure – until we all know more.

• If you, like the architects and designers at Dyer Brown, spend much of your time at client locations and job sites, does your team know what protocols will be implemented to protect them and their colleagues? Do they know what it means to comply?

• Set clear parameters and policies about the behavior you are seeking, such as social distancing, handwashing, and no shared food, please. Use multiple avenues to communicate and reinforce these. A handbook addendum, perhaps, and a video office meeting may help in addition to the usual emails and PDF attachments.

• Your physical workspaces should support this behavior outlined above.

The design of your space can support and encourage behavior but it will not change behavior in and of itself. You will need the leadership, policies and tools to back it up.

• Consider how your organizational culture will help. Leaders should ask questions of themselves and their organization about not only what their approach might be, but also how that approach is reinforced and supported by culture they have.

• Mandate minimum good practices as given in the CDC guidelines for infection control and support those in your physical workplace, including handwashing, minimizing physical contact, and staying home when sick or symptomatic.

• Practice patience: Wait, go slow, and approach any changes with flexibility.

Allow mental space for employees to process this transition and approach it from their own perspectives.

Then, manage the change and reinforce.

• Common wisdom of change management holds that for a change to be successful there must be committed and visible senior-level sponsorship of the change. Be sure that the key leaders are identified and that they are ready to be front and center.

• Map out your communication plan: There is a great deal ahead of us and determining the best way for your team to hear and process these changes will be key. Take the time to map out the content, the timeline and the delivery platform of all your messaging. And be prepared to lather, rinse, repeat.

People need to hear messages multiple times before they take hold, and that particularly goes for a time when your team is stressed, distracted, and overall worried about an uncertain future.

• Last, acknowledge what you don’t know.

Imagine the way the world has changed over the last six weeks, and then try to extrapolate that experience into the next year or 18 months. Consider that a viable vaccine could be available at the end of that stretch: an accepted projection and a critical variable. And most of all, stay nimble! Keep seeking to improve your knowledge base and allow your approach to flex and change based on new information and the latest authoritative guidelines from state, federal, and global agencies.

Your job as a leader is to cut through the noise for your team, and doing so will generate trust. And when your employees trust that you’ve gone through a thorough and transparent process with the team and your clients in mind, they will be truly ready to not only show up but to arrive ready and focused on the work.

Rachel D. Woodhouse, NCIDQ is principal/director of operations at Dyer Brown in Boston.

Mass. Construction Projects Reopen continued from page 12

stricter requirements on the construction industry than the Commonwealth has since this crisis began, announced that it would permit any construction of a type allowed by the Commonwealth beginning on May 25. The city of Boston’s safety protocols will remain in effect.

Other cities and towns may likewise have requirements that go above and beyond what is required by the Commonwealth. Owners and contractors will need to confirm all requirements

that apply to their projects before recommencing work, and will need to ensure compliance with all safety guidelines once the work begins.

Additional business reopening guidance, including the Reopening MA report, workplace posters, and guidance for reopening offices, can be found on Mass.gov’s Reopening Massachusetts webpage.

Paul Lopez is a member of Robinson+Cole’s Construction Group.

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High-Profile Focus: Healthcare Facilities

24

June 2020

Mechanical Insulation is Essential for Strategic Cost Savings for Health Care Facilities

by Jim Lister Healthcare facilities manage strict budgets, and are often forced to make tough decisions about where to allocate precious resources. In the new world of COVID-19, those resources are under unprecedented strain, and hospital owners, developers and facility managers are under even more pressure to be smart about expenses.

Research shows that professionally-installed mechanical insulation, when done right, is a crucial investment for large, mechanically-intensive facilities like hospitals, to optimize energy efficiency and generate massive cost savings.

A study by the National Insulation Association (NIA) yielded that proper mechanical insulation can save a hospital 149 kBtu/sf/yr of energy per year on average, which is 78% or more of total energy use. That translates to up to $85 billion in savings annually, a shocking total that would indisputably be better used toward patient care, staffing, and critical PPE for caregivers.

When one considers the vastness of mechanical system applications in a hospital’s operations, versus many other commercial facilities, it becomes clear that energy efficiency must be top of mind for hospital operators. For example, the NIA noted that hospitals, which typically operate around the clock, year round,

Hot water systems mechanical insulation

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rely on steam and water for sterilization, humidification and laundry utilities.

Hospitals must also ensure that the air in the facility is clean, filtered, and properly ventilated at all times, and that moisture, which feeds bacteria and fungus, is controlled, to maintain a safe environment for at-risk patients. All of these systems can be exponentially improved with the presence of quality mechanical insulation.

Mechanical insulation minimizes the energy required to achieve the right conditions for various operations, by controlling the environment through which air, gas, water and steam must travel.

It directly prevents the condensation that would create unclean air in the facility.

And in addition to saving hospitals millions of dollars on energy costs annually, mechanical insulation also extends the lifespan of other machines within the hospital, which caregivers rely on each day for patient testing, by ensuring that the machines don’t need to overwork in order to meet the conditions needed to perform.

Hospitals in Boston, some of the best in the world, depend on mechanical insulation to keep their budgets lean.

Unfortunately, much of the rest of the state has not yet taken advantage of these benefits. So, why is mechanical insulation, which is the most obvious way to save money on energy, overlooked in many Massachusetts hospitals?

It’s because, to save money on the bottom line, a developer might mistake insulation for an unnecessary expense.

But for hospitals and other commercial facilities that rely on heavy machinery to operate, that couldn’t be further from the truth. It is a penny wise, dollar foolish mistake.

In any health care setting, every dollar counts. But in the case of mechanical insulation, the return on investment is so high that it becomes an imperative step for all health care facilities to take. Most hospitals do insulate their systems, at least in part, because without insulation, the energy and distribution systems loss would be so significant that the facility wouldn’t be equipped to sustain operations.

Hot water systems mechanical insulation

But there is also a critical gradient in quality of services available that must be taken into account when a hospital does choose to insulate its systems.

The insulation trade is an unlicensed profession in the Commonwealth, so it is important to do your research and have a full understanding of the product you are receiving before potentially hiring an unqualified team that won’t ultimately be able to deliver the cost savings you seek.

For more information on how much your facility could save on energy costs each year with mechanical insulation, visit the Whole Building Design guide, which has a series of helpful calculators on its website.

Massachusetts thanks our front-line caregivers for their heroic and critical work throughout the ongoing COVID-19 pandemic. Mechanical insulation is one small way to make sure that a health care facility’s resources are preserved.

Jim Lister is business manager/ financial secretary at Heat & Frost Insulators Local 6.

We are grateful for the commitment, courage, and resiliency of the countless essential workers, companies, and organizations withstanding the demands and ever-changing needs throughout the COVID-19 crisis. A special thanks to all our healthcare and construction workers, the silent heroes serving on the frontlines.

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High-Profile Focus: Healthcare Facilities

June 2020

25

Maugel Redesigns Hospital Units

Redesigned Sturdy Memorial Hospital pharmacy in Attleboro

Attleboro, MA – Maugel Architects recently announced the redesign of the inpatient pharmacy and central sterilization unit at Sturdy Memorial Hospital in Attleboro.

Sturdy Memorial is a full-service, independent, financially stable, not-forprofit acute care community hospital.

Maugel worked closely with the hospital, Equity Alliance, and Columbia Construction to expand and modernize

the pharmacy and to increase the capacity and efficiency of central sterilization. The team designed an integrated plan for the two units that improved workflow and provided for future growth.

Initially awarded as distinct projects, pharmacy and central sterilization presented unique design challenges.

Square footage limitations prohibited expanding the pharmacy at its existing location, near the operating room, without

The pharmacy was relocated to provide additional space.

reducing an already crowded workspace.

At the same time, central sterilization needed additional space and desired closer proximity to the operating room.

The new design relocated the inpatient pharmacy to the second floor, providing ample square footage to meet new regulations and storage limitations.

Central sterilization will expand into the vacated pharmacy unit, providing improved access to the operating room

suite and additional space to accommodate current and future demand.

In 2017, Maugel designed Sturdy Memorial’s ground-up satellite facility in Plainville. The 30,000sf medical office building consolidated multiple physician practices at the Messenger Street location.

Other projects with Sturdy Hospital have included advisory services, office fitups, and a new CT within the hospital’s Imaging Suite.

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High-Profile Focus: Healthcare Facilities

26

June 2020

Three Core Ways Digitization Helps Healthcare Facilities Adapt to the New Normal Benefit #1: Proactive Maintenance for Better Business Continuity

Even during business as usual, unexpected maintenance issues can keep hospital managers stuck putting out fires instead of preventing them. When you’re facing a surge in patients, the last thing you want is downtime, especially when it’s caused by routine issues.

The best way to avoid this situation is to gain the ability to anticipate the future.

Software analytics, paired with our engineers, crunch building management system (BMS) data to notify you of issues like leaky valves or failing compressors before they cause downtime. With newfound visibility and control over your facility’s infrastructure, your team can focus on high-value work and strengthen business continuity.

Another key to proactive maintenance is remote monitoring. Your staff can monitor from home, paying virtual “doctor’s visits” to check on the health of your infrastructure. It’s like telehealth, but for your facility’s infrastructure.

by Warren Rosebraugh Submitted by Schneider Electric North America The coronavirus pandemic is fundamentally changing how we all live, work, and play. Every major realm of life, from socializing to education to work, is going digital, in some cases indefinitely. In healthcare, digitization’s impact will extend far beyond telehealth and electronic medical records.

Healthcare infrastructure – power distribution, IT backbones, and HVAC systems – is also a key candidate for digital transformation. Before the pandemic, there was already a growing industry shift toward holistically managing these disparate systems under a single IoT-enabled umbrella. Now, industry adoption of this centralized “system of systems” will likely accelerate, due to three of core benefits:

Benefit #2: Boost Patient Satisfaction with More Control

Another key benefit of digitization is that it enhances patient satisfaction. With digital BMSs, you can give patients control over

Strong Lines. Strong Ties.

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For more than a century, clients have turned to Connolly to handle all aspects of their construction projects, from planning and design to real estate development.

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room temperature, lighting, and nurse calls. They can adjust their settings from a tablet or phone, without needing to rely on your staff. That frees up providers to focus on care while empowering your patients to feel more at home.

Every major realm of life, from socializing to education to work, is going digital, in some cases indefinitely.

In healthcare, digitization’s impact will extend far beyond telehealth and electronic medical records.

Benefit #3: Find Previously Invisible Operational Inefficiencies

Many hospitals are now striving to reduce costs in the wake of the pandemic. Energy use is a sensible target. According to the Energy Star program, a non-profit hospital saving $1 on energy costs is equivalent to $20 of new revenue – i.e., saving energy

has a multiplier effect.

Digitization is a key efficiency enabler.

By monitoring your facility’s systems down to the device level, and running that data through cloud analytics, you’ll spot previously invisible inefficiencies like IT hotspots or expiring batteries. These software tools generate recommendations ranked by how much you’ll save, so you and your team can decide where to spend your time.

How to Digitize your Healthcare Facility

The tool that makes all this interconnectivity possible is the EcoStruxure™ for Healthcare architecture. EcoStruxure is the open-source, IoT-enabled glue that binds your facility’s many systems (including third-party devices) under one integrated dashboard. From that single pane of glass, you can drive business continuity, enhance patient comfort, and reduce operational inefficiency.

To see how the Pavilion at Penn Medicine uses EcoStruxure for Healthcare to achieve these outcomes, visit https://www. youtube.com/watch?v=CJWjbef3pz0.

Warren Rosebraugh is the director of solution architects for Schneider Electric Buildings North America, specializing in the healthcare market.

High-Profile Focus: Healthcare Facilities

June 2020

27

Changing the Healthcare Landscape at Yale NHH

by Martin Finn Built in the early 1990s, the McGivney Cancer Center is a one-story 31,500sf facility in New Haven, Connecticut. With space at a premium, a series of trailers were added to the roof to create a partial additional second story, but this was not enough. After being acquired by Yale New Haven Hospital in 2012, a more extensive expansion was planned.

The hospital and design architect, Shepley Bulfinch, settled on an ambitious expansion plan: a vertical addition of five new floors over the existing structure, a connected seven-story addition on the south side of the existing building, and a connected nine-story horizontal addition on the west. The new 505,000sf facility includes a pair of new bed towers hosting over 200 new inpatient beds and spaces for research and treatment of neurological disorders. Souza, True and Partners considered a number of key design elements for the new facility: Jet Grouting: The new west expansion

BIM perspective of the southwest corner of the new YNHH bed tower structure

includes a two-story underground parking garage below the new patient tower, with the lowest parking level 10.5 feet below the adjacent existing basement space. The construction manager, Turner Construction Company, was concerned that conventional driven sheet piling systems would cause excessive vibrations and negatively impact hospital procedures. Jet grouting – the application of oblique overlapping grouted piers below the existing foundations – will instead be utilized as support of the new excavation and as a means to transfer loads from the existing structure to a bearing level below the new footings, maximizing the new parking garage size.

Column Transfers: The 25 foot bay spacing of the existing construction did not allow for an efficient use of space in the new patient floors. The new column grid is shifted above the new level 4 to provide a 30 foot bay spacing more suitable to the new patient room layouts.

Framing at that level utilizes a series of W36 transfer beams composed of A913 steel (65 ksi yield stress); the higher grade steel minimizes beam size and cost while providing a more architecturally agreeable column layout.

Terrace Area: An exterior terraced area at Level 4 between the new bed towers provides a therapeutic green space for patients and visitors. Straddling the

expansion joint between the existing McGivney structure and the new horizontal addition, the area could not handle the original design, which was equivalent in weight to four typical floors. The area was redesigned with lighter materials and strategically-placed landscaping features to maintain the essence of the area without overloading existing structure.

Vibration Control: Patient rooms at the upper floors were designed with increased stiffness to mitigate the vibrational effects of footsteps in corridors or within the patient rooms. Surgical spaces at lower floors have been designed for even stiffer vibration criteria, and designated bays will be designed to accommodate proper performance of extra-sensitive equipment, such as MRI rooms and CT scanners, without interference from passing pedestrians.

This facility will provide increased patient care and research facilities at a critical health care facility and serve as a cornerstone of the Yale-New Haven Hospital Saint Raphael Campus. Souza, True and Partners is proud to be a member of the design team on this project. Construction is scheduled to being in late 2020.

Martin Finn, PE is an associate at Souza, True and Partners in Waltham, Mass.

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June 2020

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Connecticut Heroes of Hope by the Construction Institute Editorial Committee What calls a hero to action?

Is it need? No, it is not simply need.

Is it duty? No, it is not simply duty.

Is it courage? No, it is not simply courage.

Is it honor? No, it is not simply honor.

Is it service? No, it is not simply service.

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It is not one of these valiant things, That we rightfully treasure, And respect with good cause, But their root from which grows the values we cherish.

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It is hope.

Simply hope, That quiet and invisible force, Their core belief that manifests valiant virtue.

It begins and ends each brave day with conviction.

The Construction Institute would like to say thank you to all our healthcare workers, caregivers, facilities teams and healthcare A/E/C firms working tirelessly to heal, protect, comfort and innovate during this time.

Thank you for being our heroes of hope.

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Southington, CT – Bids were submitted recently for a development site that is shovel-ready in downtown Southington.

The 14-acre vacant lot is ideal for mixed use, residential, senior living, medical and commercial use as it includes three large tax lots with potential for multiple developments. It has been fully approved for 245 residential units and 22,000sf of commercial space.

The property’s location in the heart of downtown Southington creates a walkable community between its adjacent parks and Center Street, which is well-known throughout the region as “Restaurant Row” due to numerous restaurants, shops and a large local brewery. The Quinnipiac River borders the western lot line of the property with a town park to the north

providing tranquil views of the natural land, which is restricted from any future construction or buildings.

Bisecting the property is the four-mile long Southington Linear Trail, which is a smaller section of the Farmington Canal Heritage Trail (FCHT). The development site spans roughly 1,000 feet along the town’s portion of the trail, allowing immediate access for its future residents.

Jonathan Cuticelli, managing director at Hilco Real Estate, said, “This is a rare opportunity for a developer to purchase a fully-approved development site that is in beautiful downtown Southington, a town that grants easy access to major employment centers, has a great school system and historically has a strong financial base.”

High-Profile: Connecticut

June 2020

29

Connecticut’s Commercial Real Estate Execs React to Short- and Long-term Impact of the COVID-19 Pandemic The following are excerpts from an article by GRE. This new way of COVID-19-era life has rearranged every part of the economy, and the commercial real estate industry is no exception. In a matter of weeks, the lives of so many have changed in ways they could have never imagined. People can no longer meet, work, eat, learn, shop, or socialize in the same manner in which they used to. While many Connecticut real estate experts say it’s too early to determine the long-term economic effects, the short-term impact of the coronavirus is already visible, as lease negotiations stall, projects pause, and offices prepare to reopen at half capacity.

For this article, GRE surveyed some of Connecticut’s top commercial real estate professionals to gauge their outlook on the areas of the commercial real estate business most impacted by the outbreak of COVID-19.

Sales and Leasing Activity

David Fagone, president and CEO of R.M. Bradley, a commercial brokerage and property management firm in Hartford, said “Overall, things are moving along slowly as we try to assess what COVID-19

means for the economy. Most deals that were in process before the pandemic hit have continued to move forward in a positive direction.

A few are stopped or in slow-motion.

If deals have been slowed down, the delay has been a process delay related to town David Fagone planning and zoning aspects, not necessarily because of the two parties changing their minds.”

Deal Pipelines

Ford Gurall, managing principal of GRE, a real estate advisory and owner’s representative firm, senses a wide array of market conditions and deal pipelines depending on the real estate sector.

“Fortunately our diagnostic testing laboratory projects have continued uninterrupted. The need for additional or enhanced testing will only Ford Gurall

increase due to COVID-19. We are confident that the sciences real estate market in general will remain strong and only expand amidst the challenges we currently face. Office sector projects have certainly cooled or deferred but not disappeared, while hospitality, another major market, has dried up completely for the foreseeable future.”

Workplace Strategy

As Connecticut takes steps to reopen the economy and workers come back to their jobs, businesses are still strategizing on how a return to the office will work.

Fagone commented, “Corporations are strategizing on how to prepare for the first phase of re-opening. They are not yet prepared to talk about long-term strategies or changing their workplace philosophy.”

The transition is likely to be slow, uneven and cautious as employers navigate workers’ continued fears, government and public health restrictions, school and child-care closures, and most of all, the prospects of a second wave of the coronavirus.

Reopening Challenges

The start of Connecticut’s cautious

re-opening has begun, with certain nonessential businesses being allowed to open after a nine-week mandated shutdown. To manage public health risks, commercial offices must adhere to strict operating guidelines, including significantly limiting the number of people in an office setting, their proximity to one another and the duration of their contact.

While the state of Connecticut is looking to landlords and property managers to provide signage, communication plans and hand sanitizer in common areas, the governor’s guidelines are also putting pressure on tenant companies to share responsibility and self-enforce their own premises.

Returning to the office after this very unfamiliar and disruptive time will require additional effort of the part of office leadership to ensure a positive experience for employees. The only way to get through it is with a little patience and cooperation.

To read the full article, visit https:// www. high-profile.com/connecticutscommercial-real-estate-execs-reactto-short-and-long-term-impact-of-thecovid-19-pandemic/.

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June 2020

30

Corporate Marr South Opens for Business Submitted by Marr Companies For The Marr Companies, May brought forth not just flowers but extensive landscaping at Marr South, the new location of Marr Crane & Rigging and other complementary Marr services in Braintree, Mass., which recently opened for business.

In 2018, the company acquired 16 acres of land at 201 Commerce Drive in Liberty Park in Braintree. The property has undergone a tremendous transformation with approximately two-thirds of the parcel, 10.5 acres, now developed. According to Marr Crane & Rigging president, Dave Marr Sr., “this project represents one of the largest expansion projects The Marr Companies has taken on in recent years. For 122 years and counting, we are ever true to our mission of reaching new heights in the New England construction industry.”

The developed portion of the property consists of a 3,500sf office structure, a 41,000sf warehouse and five acres of paved land. The warehouse accommodates crane, rigging and elevator operations, with two overhead bridge cranes (10-ton capacity each), as well as an inside bay

Established 1975

(l-r) Jeff Marr Jr., Jeff Marr Sr., Tom Goemaat, Roger LeBlanc, Dave Hughes and Dave Marr Sr. gather to mark the completion of the new facility in Braintree.

for equipment washing and truck repair.

Each operation has its own breakroom.

Dave Hughes, Marr VP of property and equipment, noted that from conception it was very important that the new space be constructed with stateof-the-art, environmentally friendly features. LED lighting illuminates the interior and exterior spaces. A full air exchange system brings fresh air in and exhaust out. The warehouse structure is extremely energy efficient with the help of thick, leak-proof roof and wall insulation, gas unit heaters and 16 thermal skylights.

Marr is very appreciative of all members of the project team for their dedication over the past year. Project manager Roger LeBlanc, in collaboration with construction consultant Tom Goemaat, led the team efficiently, staying within budget and meeting deadlines

Marr South consists of an office structure, a warehouse and five acres of paved land.

right up until completion in mid-May. Marr would like to give special thanks to the following entities: Choo & Company, Inc., Quincy; Civil & Environmental Consultants, Inc., Raynham; G & C Concrete Construction, Haverhill; J. C. Cannistraro, LLC, Watertown; J. Derenzo Co., Brockton; Lucas Environmental, LLC, Quincy; Mount Hope Engineering, Inc., Swansea; SPACE Building Corp.,

A look inside the office at Marr South

East Taunton; Sullivan & McLaughlin Companies, Inc., Dorchester; and Sunrise Erectors, Inc., Canton.

Additional thanks goes to the town of Braintree for its support and for facilitating the completion of the project in a timely manner. According to Hughes, “they were very organized and detailed but more than fair to do business with. It was a pleasure.”

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High-Profile: Corporate

June 2020

31

Connolly Brothers Completes Harmonic Drive HQ Beverly, MA – Connolly Brothers Inc, a general contractor and construction management firm, announced the completion of a new $16 million corporate headquarters in Beverly for Harmonic Drive LLC, a manufacturer of gearheads, gear component sets, and servo actuators.

Connolly Brothers provided preconstruction, design and engineering, and construction management services for the new 97,000sf office and manufacturing plant situated on a previously undeveloped six-acre site in the Dunham Ridge Business Park.

Founded in Beverly in 1960, Harmonic Drive relocated from two buildings in Peabody to its new U.S. headquarters.

“We are excited to be back in Beverly where it all started,” said Doug Olson, CEO. A three-story office building and light manufacturing/assembly space occupy 47,000sf adjacent to a 50,000sf highbay manufacturing space. For the new headquarters, Connolly had to contend with more than 50 feet of elevation change on the land while ensuring the space would address all of Harmonic Drive’s industry-specific concerns.

The project team included Harmonic Drive LLC, owner; Connolly Brothers Inc., architect and construction manager; D&D Electrical, electrical; Pitt Pipeline,

site work; Hayes Engineering, civil; and JSN Associates, structural.

“Connolly Brothers was the perfect fit for our project given their 140-year history in Beverly and their proximity to and experience with designing and building advanced technology facilities like ours. They were able to meet our

Harmonic Drive headquarters

stringent budget and schedule restraints, and deliver a high-quality building. We’re proud to be their new neighbor,” Olson added.

“When it comes to a company that makes gears that have been used not only all over the world but out of this world, on Mars and lunar rovers, we knew this

project would come with some unique needs,” said Jay Connolly, president of Connolly Brothers. “That works well for us, as we’ve always avoided the onesize-fits-all approach in favor of customtailored solutions for our clients. It was a pleasure to work with Harmonic Drive on their new headquarters.”

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June 2020

32

Multi-Residential East Greenwich Subdivision Approved East Greenwich, RI – The East Greenwich Planning Board recently voted to approve a new subdivision at the end of Princess Pine Drive off Taggart Court. The 79-acre parcel that borders both West Greenwich and Exeter will be known as Highland Woods.

The owner, GSA Properties, LLC, has teamed up with DiPrete Engineering and Blish & Cavanagh LLP to design and permit the subdivision.

The plan calls for 25 new lots with five off-site deed-restricted affordable units to be provided per the town’s inclusionary zoning code. The property is zoned with a two-acre lot size minimum. In addition, Princess Pine Drive and Tipping Rock Drive will be extended and connected, and two new roads will be constructed.

“By combining GSA’s vision with the town’s regulatory requirements, we were able to produce an approved subdivision that both the client and town are happy with,” said Audie Osgood, senior project manager at DiPrete Engineering.

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The Hospital of Central Connecticut Architect: Jacunski Humes Architects Photo: Redskies Photography

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engineering, survey, and wetlands assistance. The team also received permits from the Rhode Island Department of Environmental Management and the East Greenwich Department of Public Works.

Ameresco Joins WHA for $13.5M Project

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Photo Credit: Pro Con, Inc. Marketing Dept

Site plan for the new Highland Woods subdivision

Worcester, MA – Ameresco, Inc., an energy efficiency and renewable energy company, announced a second phase of work totaling $13.5 million with the Worcester Housing Authority (WHA), through its existing energy performance contract.

This second-phase project extends the term of Ameresco’s work on behalf of WHA and builds on energy conservation measures the company implemented in 2008, bringing the total project value to $23.6 million and affecting 15 of the WHA’s federal developments.

As New England’s second largest housing authority, WHA provides safe and affordable housing for more than 3,000 households in the Worcester community.

Under the energy performance contract (EPC) this second phase will upgrade interior and exterior lighting fixtures across WHA developments, replace windows at its Elm Park and Lincoln Park high-rise buildings, and make improvements to three cogeneration units at other WHA developments. These improvements come at no upfront cost to WHA, which also receives incentives for efficiency improvements from the U.S. Department of Housing and Urban Development (HUD).

“Our ability to provide quality, upgraded housing to residents depends

on federal appropriations that we have been fortunate to supplement with private capital through our partnership with Ameresco,” said Alex Corrales, executive director of the Worcester Housing Authority. “The incentives for energy and water conservation available to us through HUD’s energy performance contract program are invaluable, and with the phase-two building improvements provided by Ameresco, we will continue to reduce our carbon footprint and provide the best quality of life to all of the residents we serve.”

“The first phase of our work on behalf of the Worcester Housing Authority focused largely on water conservation, common area lighting upgrades and heating-system upgrades, which delivered the cost savings necessary to add more long-term payback measures such as energy-efficient windows,” said Ameresco executive vice president and director, David J. Anderson. “Having spent more than a decade working on behalf of the Housing Authority, we are pleased to continue this important work to further improve the infrastructure of its developments in a budget-neutral way.”

June 2020

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Trends and Hot Topics

Staying Visible During Uncertain Times are covering and adjust your strategy accordingly. Most important, don’t lie and say your project is related to COVID-19 if it’s not. That is the best way to burn a bridge with a reporter.

Don’t Disappear

by Susan Shelby The fight-or-flight response is a physiological reaction that occurs in response to a perceived harmful event, attack, or threat to survival. During tough times, it is easy to think you should back off on marketing your company. Despite the pandemic, the business world is still staying up-to-date even while working from home – and they are planning for a return to business once the stay-at-home orders are lifted. Here are some tips and tricks on how you can stay in front of your clients and use this time to take charge of your marketing to make sure you can hit the ground running when life returns to a “new normal.”

Yes, COVID-19 is the top story for many media outlets but industry publications who cover the AEC (architect, engineering, construction) and commercial real estate industry are still covering company, project, and personnel news.

Be Patient

This is the first global pandemic in the era of social media and 24/7 news cycles.

It is also the first time the press has been sent home to cover a story. Reporters are working from home, juggling work with home schooling just like the rest of us – all while trying to stay on top of a story that changes by the hour, if not the minute. Pitch your news by email and outline succinctly why you feel this news would be of interest to his/her audience right now. If interested, the reporter will respond. If not, he/she may file the email away until the time is right. I’ve sent out a pitch and heard from a reporter six, nine, even 12 months later. And don’t bug a reporter if he/she doesn’t respond right away. Again, they are trying to work from home just like the rest of us and we could all use a little patience and understanding right now.

Do Your Homework

Before you start pitching your story, though, do your homework. Read the publication to see what stories they

Yes, COVID-19 is the top story for many media outlets but industry publications who cover the AEC (architect, engineering, construction) and commercial real estate industry are still covering company, project, and personnel news.

We Go The Extra Mile

Use This Time Wisely

All of us have that to-do list we can never quite get to when times are busy. Well, if you – and your co-workers – have extra time on your hands right now, dust off your to-do list and start making headway on items. Some ideas: • Review and update staff resumes and website bios • Brainstorm topics for blogs, byline (contributed) articles, and speaking opportunities • Create a questionnaire and ask your technical staff to provide the information you need to create project descriptions for project sheets, project profiles on the website, award submissions, etc.

• Consider co-authoring an article with a client • Refresh your social media and website graphics • Host a training session for your technical staff so they can update their LinkedIn profile Look for New Opportunities

Just like the rest of us, the press has had to adapt to the situation and many have rolled out new features which may present an opportunity for your firm to increase its visibility. Some examples include: • The Boston Business Journal used to have an “Out of the Office” feature, which was a photo gallery from business events. Now, it’s called “Working From Home” and they encourage readers to submit photos of their home office setup.

• The Boston Globe has turned the back page of its Metro section into a repository of positive and uplifting news.

• The New England Real Estate Journal has started a series of “One-on-One” video interviews.

• High-Profile Monthly has rolled out a weekly webinar series called, “HP Connects: A Conversation With …”

Keep your eyes and ears open and you just may find a new way to promote your firm and its expertise. Who knows? You may reach a whole new audience who needs your product or services.

Susan Shelby, FSMPS, CPSM is the president and CEO of Rhino Public Relations.

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June 2020

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Municipal Lowell Justice Center Opens to the Public Finegold Alexander Architects

Lowell Justice Center lobby

Lowell Justice Center / Photos by Anton Grassl Photograpy

Lowell, MA – Finegold Alexander Architects announced the recent completion and grand opening of The Lowell Justice Center, a new $146 million, 265,000sf courthouse facility located at 370 Jackson St. in Lowell.

The courts and services offices were formerly located in outdated and dysfunctional buildings in Lowell and Cambridge. The new consolidated center is expected to receive a LEED-Platinum certification.

Located on a 3.2-acre site at the northern edge of the Hamilton Canal District within the Lowell National Historic Park, the 21st-century modern courthouse is the cornerstone of Lowell’s Hamilton Canal District development master plan. The nine-story building solves the design criteria of the modern courthouse, some recognized nationally, some particular to Massachusetts.

The two-story entrance lobby is designed as a special arrival space that can accommodate waiting lines of more than 100 at any time. The entire entry wall contains a work of art in glass. It features symbols of justice, recalls the historic “mill girls,” and Lowell’s new industries. Quotations and words about the value of justice are in four languages representing the many different origins of the citizens of Lowell.

The interior walls of the public circulation areas are covered with ceramic tiles, designed and selected to reflect Lowell’s textile history. In five earth tones, arranged in running bond, they evoke the bolts of cloth produced in the mills as well as the dynamic action of the looms themselves.

As one moves about the courthouse, there is an abundance of natural light: the entry hall, the public stairwells, the

exterior wall of all public circulation and all 17 courtrooms.

The private spaces behind the courtrooms, including the judge’s chambers, the jury deliberation rooms, and the transaction areas also have abundant natural light. Selected materials on the exterior together with the glazing create an environment which is light and bright, reflecting the transparency of the rule of law in our democracy as well as creating an environment that is calming.

Judicial chambers are grouped into suites enhancing efficiency and collegiality and are located close to courtrooms or are no more than a floor away. Transaction areas for the clerk magistrate and probation functions are similarly grouped and easily identifiable at the midpoint between pairs of courtrooms.

S T E F UR A A S S O C I ATE S www.high-profile.com

www.stefura.com

Architect: Finegold Alexander Architects CM: Dimeo Construction Artist: Martin Donlin Acoustics: Cavanaugh Tocci ADA: Kessler McGuiness & Associates Audio Visual/PA: Tocci Civil Engineer: Nitsch Engineering Code Consultant: Norton Remmer Cost Consultant: Faithful and Gould Commissioning Agent: NV5 Door Hardware: Stanley Electrical Engineer: ART Elevator: Syska Hennessey Envelope: Simpson Gumpertz & Heger Geotechnical Engineer: McPhail Associates, LLC Interiors: Stefura Associates

Lowell Justice Center interior courtroom

INTERIOR DESIGN boston / providence

PROJECT TEAM:

The entire planning concept, while immensely functional for now, allows enormous flexibility to the courts as future shifts in caseloads or development of other special court needs might require.

The center is designed in orientation to the site in many special landscaping features, glazing, highly insulated walls and very sophisticated mechanical and lighting systems to be a most energy efficient courthouse, which soon after verification will be awarded LEED Platinum designation, the first courthouse to achieve this designation in Massachusetts.

Landscape Architect: Copley Wolf Design Group LEED: Green Engineer Lighting: Sladen Feinstein Integrated Lighting Millwork: Vaughn Woodwork Consultant Signage: Coco Raynes Associates Specifications: Kalin Associate Structural Engineer: RSE Associates, Inc. FP Engineer/ Fire Alarm, Mechanical Engineer, Plumbing Engineer and Security: ARUP

High-Profile: Municipal

June 2020

35

Boston Preservation Updates Advocacy Northern Avenue Bridge Boston – The Boston Preservation Alliance has updated its advocacy of the Northern Avenue Bridge and shared the video presented by the city of Boston on its concept for a new Northern Avenue Bridge saying, “The design has evolved in a positive direction from its initial conception. The current proposal blends a new interpretation of the much-loved historic truss in a way that is appropriately referential but not mimicry, yet many questions remain to be answered as the proposal evolves and permitting proceeds.”

View the video at www.youtube.com/ watch?v=pcWEvjdsAUQ. Northern Avenue Bridge

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June 2020

36

Build Better Podcast Getting Back to Work: Decoding the Guidelines for Workplace Compliance

by Emily Langner In episode 25 of the Build Better podcast, Anastasia welcomed Dan Titus, CEO of HRP Associates, an environmental consulting firm headquartered in Farmington, Connecticut with 11 locations nationwide.

As more AEC professionals begin returning to their places of work during the coronavirus pandemic, illness prevention and risk mitigation are an important part of the process. Titus helped break down the requirements and recommendations for safe workplaces, and offered guidance on effective protocols to keep a company or organization in compliance and operating safely in the long term.

While AEC businesses and organizations are all taking state and federal guidance seriously, it can quickly become overwhelming. In addition, much of the “guidance” doesn’t necessarily provide clear steps on how to be in compliance.

Dan Titus

When it comes to reopening, Titus says it’s most important to try to avoid an outbreak in the first place, and that can be done by incorporating a layered approach. Managers can start by scheduling regular cleanings by the janitorial staff, and having a good air handling system, including installing HEPA filters and changing them at regular intervals. In addition, he says, “you add in social distancing and traffic

flow in your facility and you start to build a more robust defense against having an incident, or if someone does get sick you significantly decrease the chance that it’s going to turn into an outbreak.”

If an incident does occur, it’s important to already have a plan in place. This makes it much easier to act quickly and decrease the chance of the virus spreading, and helps an organization comply with OSHA guidance and requirements. In the event there is an exposure, companies like HRP Associates can help guide facility managers on what steps to take, or can handle the disinfection and cleanup entirely.

Titus says there are logistical questions that all companies should ask when seeking out professional services, including what specific training they have; will they be wearing all appropriate

personal protective equipment; if they were to get sick, where would the liability fall; and how they dispose of the waste material generated from a cleanup.

Titus emphasizes that different facility types and sizes require vastly different approaches, and it is important to look for a company that knows how to handle any type of facility.

He concludes that COVID-19 prevention should be considered a longterm endeavor – a year or more – and reiterates that leaders need to put together a plan ahead of time that decreases the risk of exposure to employees and building occupants. Doing so will create a sense of calm, empower managers, and put employees at ease and able to focus on getting back to work.

To listen to Build Better with Anastasia Barnes visit: www.buildbetter.space •a vailable on itunes, SoundCloud, Stitcher, and Spotify •

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June 2020

38

Green The Earthos Lens – Part Four

Bioregional Urbanist Design Principles

Toward Resource Self-sufficiency – One Region at a Time

by Philip Norton Loheed As president of Earthos Institute, I have helped to create Bioregional Urbanism, a process to encourage changes back to “One Planet Living.” This is the fourth of ten installments describing Bioregional Design principles.

Re-inhabiting: Imagine that our designs to restore the [sustainable] balance between Earth’s capacity and our needs is achieved in the next several decades… It would mean that the unsustainable period of human abuse is a brief, but intensely creative period in our evolution.

Among designers and community leadership, new settlement patterns must be generated and pioneered…

“Perhaps if we are to learn from the past, the time is ripe for a paradigm shift in which citizens strive to engage in reciprocal, responsible relationships with the land we inhabit and the beings and communities with which we are interdependently intertwined. Moving beyond the rhetoric of individual rights, it is essential to consider the responsibilities we all hold toward the places we rely on for our sustenance, to the rivers and relations that we exploit for energy, and to the First Nations who hold mutual, if not primary, rights and relationships to those resources.”

– Our Beloved Kin, [Brooks 2010].

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ONE PLANET LIVING NATURAL RESOURCES www.earthos-institute.us 1310 Broadway Suite 103 Somerville, MA 02144

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Key Resources: Water, Energy, Food, Biodiversity, Human Wellness, Land Management, and Waste Management.

Tracking the status of these seven components of living systems can create the “snapshot” for self-reliance of our region, and provide guidance, especially for communities forced to relocate due to climate change and rising sea levels.

Let’s imagine we have been engaged by a coastal town about to experience chronic flooding and loss of land to rising sea levels. What are the priorities for design of such a settlements’ retreat?

1. P rotect the equity of the people of the com munity – up front.

2. Evaluate levels of investment risks and hazards from sea level to available highlands (if any).

3.

Evaluate the existing and potential resource base, including new marine environments.

4. Design new water systems for supply, food production and flood control.

Determine advantageous trade relationships for the community.

5.

Design for habitat regeneration and

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biodi versity potential including migration patterns.

6. Design energy systems to support the new settlement pattern.

7. Mitigate pollution and contamination in concert with waste as resource systems.

8. Design for social equity and creative potential for all citizens.

The intent of this short list is to demonstrate the array of skills needed within the community for this pioneering effort.

Why pioneering? To be successful the relocation design will need the best of scientific fact-finding, traditional knowledge of the region, artistic creativity and cooperative respect in its leadership.

The eight step interactive process diagrammed above summarizes the

framework of Bioregional Urbanism. It is not necessarily a sequential array of steps, but rather a sort of check list to a series of evaluations of trial solutions to the various systems needed to enable a “Complete Community.”

The timeline for such a town reconfiguration will need to reflect the rate of sea level rise with immediate adaptation, with longer term morphology and intelligent planning for life cycle costs as the levels of risk evolve.

A study of such a re-inhabitation process within the Boston Bioregion has begun.

Please tune in next month.

Phillip Norton Loheed is a principal at Design Partnership Plus.

June 2020

39

National Temple Beth Tzedek Project Complete

Temple Beth Tzedek / Photos by James Cavanaugh Photography

Amherst, NY – Finegold Alexander Architects announced the completion of Temple Beth Tzedek in Amherst. The design conceived an all wood structure with the sanctuary having a dramatic exposure to the East and a wooded site.

The project represents the merger of two conservative congregations: B’nai

Shalom (CBS) and Temple Beth Tzedek (TBT). The new 10,210sf addition, including a 300-seat sanctuary, community court, and administration space links to the existing CBS building, whose spaces were repurposed for assembly.

“While the congregation desired to worship in the woods,” said Rebecca

In Temple Beth Tzedek, glass panels from the original synagogue were relocated.

Berry, AIA, LEED AP, president and sustainability director at Finegold Alexander, “wetlands, tree conservation and site restraints rendered locating the synagogue within the trees impossible.

“Twelve glass panels from the original TBT synagogue were relocated to this East wall above the Ark, an interpretation

of the polychromatic interiors of the synagogues’ historic antecedents.”

Berry noted that a connection to TBT’s former space was important. “The glazed wall brings the congregation into the woods, both visually and metaphorically. continued to page 40

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Trends and Hot Topics

Project Management and the GC & Fee Model Reducing Time, Reigning in Costs for Office Build Outs

by Zac Sargent There was a time when tenants relocating to a new office would follow a simple formula: Hire an architect, develop plans, bid the project to general contractors, and wait while the space was built.

In theory, the new office would meet client expectations and be ready on time and within budget. In reality, that was not always the case. Even the best designs do not always translate into seamless execution by the contractor, and schedule delays or wholesale reboots were not uncommon. Following the architect’s vision often meant incorporating features that resulted in cost overruns.

Recently, project managers spearheaded a shift in project delivery.

Companies are designing cutting-edge

office space to attract and retain talent.

Time is of the essence, so the traditional design-bid-build model is no longer viable. That model has been replaced by “GC & Fee” (cost of work plus contractor’s fee, typically 2-3% of total project cost). A driver behind adopting this approach is uniformity of pricing allowing PMs to estimate cost per square foot with a degree of certainty and get an idea of overall pricing.

While pricing is of paramount concern, it becomes less of a variable, so decision-making becomes more about how comfortable the tenant is with the GC and their ability to understand the goals of the project. This is where it pays to have an experienced PM, who has a roster of GCs they have cultivated long-term relationships with. The PM can be confident the GC will deliver based on their track record and if issues arise, there tends to be less adversarial conflict resolution.

GC & Fee is a team-focused approach, from preparation through project completion. Architects build to their

...the traditional design-bid-build model is no longer viable. That model has been replaced by “GC & Fee” (cost of work plus contractor’s fee, typically 2-3% of total project cost). vision, while PMs build to reality and are tasked with keeping projects on schedule and within budget. It’s the job of the PM to set the expectation for the architect before they create a final design, keeping a SF price in mind throughout the process and letting the client know when the cost associated with the design element is worth the investment. After completing

the conceptual design, it is best practice to bring in the estimation team to build a budget and provide alternatives to the scope to reduce costs, called valueengineering. The process is similar to buying a luxury car. The team begins with a rough design, deciding what can be added or subtracted depending on how much they want to pay for the cool factor, or where products can be substituted in the construction budget.

When the project is underway, it is critical to have check-in points to help PMs adjust and modify the design as needed to reduce time, cost overruns and avoid change orders. The beauty of this model is that you have the entire team taking a realistic approach, but ultimately the client is making the decision on how to achieve the optimal work environment while containing costs.

Zac Sargent is vice president of project management with Boston-based McCall & Almy.

Finegold Alexander Completes Temple Project continued from page 39

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Now they can feel connected to the natural world while focused on worship and study.”

Besides Finegold Alexander Architects, the project team included Cannon Design, construction manager; L.A. Fuess Partners, structural engineer; EBS Engineering, PC, MEP/FP engineer; WM. Schutt and Associates, P.C, civil engineer; Lauer-Manguso & Associates, landscape architect; and Sladen Feinstein Integrated Lighting, lighting design.

The building is inherently sustainable – wood has the lowest embodied carbon of major structural materials. Large arches shape the sanctuary and make direct reference to the post and beam interiors of the Polish synagogues and were constructed by Unalam of Unadilla.

The exterior torrefied wood cladding came from Canada, and the torrefication treatment – a careful drying and reinjection of controlled moisture into the wood – provides a decades long warranty. The beauty of the cladding is the wood itself. The interior surfaces and liturgical furniture are made of white ash, supporting the luminosity of the eastern wall and surrounding clerestory windows.

The ark is designed to admit natural light through translucent glass.

The community court, a space conceived of by FA and integrated into all its synagogue designs, is as a gathering space before or after services, and in this instance, due to space restrictions, combines the library, gift shop, Judaic collection, and memorial plaques together with space for study, creating a vibrant, meaningful arrival.

The books and memorial walls face each other surrounding the congregants with a special texture of memory and celebration. The whole structure is surrounded by a garden wall establishing a sacred precinct and featuring plantings that reference the seven species of ancient Israel.

June 2020

41

Women In Construction Teresa Drelick

Noreen O’Toole

Submitted by Connolly Brothers

Submitted by Platinum Partners, LLC

Since 2015, Teresa Drelick has worked as chief financial officer for Connolly Brothers, a design-build contractor and construction management firm serving the greater Boston area and based in Beverly, Mass. An adventurous spirit who served her country in the Army and traveled the world from the Arctic Circle to Africa, Teresa brings a strong intellectual curiosity to her work. “One of the best questions I ask of anyone who I have a meeting with is, ‘What should I have asked that I didn’t?’” she says. “I learn so much from the answers to that question.”

With a business management and accounting degree from UMass Lowell, Teresa puts her education to use to ensure that Connolly Brothers’ financials are spotless, and her spirit of service has not diminished since her Army days.

Recently, she secured sponsorships to cover the cost of producing beds for 61 children for the nonprofit organization, A Bed for Every Child.

From the initial idea phase through

Noreen O’Toole is co-founder and partner of Platinum Partners, LLC, a land use permitting and consulting company serving all of southeastern Massachusetts.

The firm specializes in development, property management, planning, project management, and identification of specialists (including architects and engineers), and can assist developers throughout the entire process.

A veteran land use planner, Noreen has a track record of positively impacting individuals and the communities in which she has served. Prior to starting Platinum Partners, LLC, she served as Stoughton’s town planner for the last eight years, and as Hanson’s town planner for 24 years prior, as well as planner for the town of Hanover, Mass. Noreen’s role was to review plans to be certain they complied with municipal zoning regulations, advise and consult with elected community officials (Planning Board members, members of the Boards of Selectmen), and inform communities on the bigger picture of zoning regulations and their impact.

She has a master’s degree in public administration from Northeastern University, and started her career

Teresa Drelick

negotiations and on to construction, Teresa enjoys working with a team that routinely builds something out of nothing and draws on its collective creativity to transform spaces. Doing so for a family company where bureaucracy is kept to a minimum, she says, is an added joy. Asked about advice for other women looking to enter the construction industry, Teresa says the key is to strive for excellence while staying true to one’s self. “We have to respect ourselves and not change who we are to fit in,” she says.

Darlene Daniels Submitted by John Turner Consulting Darlene Daniels is currently vice president of materials testing and has been with John Turner Consulting (JTC) for almost five years. She started as the laboratory manager of JTC’s Worcester location, and within a few years was promoted to vice president of materials testing, servicing the entire Northeast region. Darlene holds an associate’s degree from Holyoke Community College for environmental sciences, as well as several certifications from American Concrete Institute (ACI), NorthEast Transportation Technician Certification Program (NETTCP), and National Institute for Certification in Engineering Technologies (NICET).

Darlene’s many accomplishments at JTC include securing NVLAP laboratory accreditation, as well as maintaining our MassDOT designation as an approved laboratory. In addition, she keeps laboratory accreditations for AASHTO, ASTM, CCRL, and USACE up to date.

Darlene also coordinated JTC’s relocation from Worcester to Sutton, while ensuring that our staff continues to provide stellar and efficient services to our clients.

Darlene has over 14 years of experience in the construction and engineering industry. Her expertise includes construction inspection and project materials man-

Noreen O’Toole

in planning working for the Boston Redevelopment Authority. She currently serves on the Old Colony Planning Council as the chairperson of the Joint Transportation Committee.

For Noreen, with her experience as a town planner, she sees her role with Platinum Partners as offering a solution to many entities throughout southeastern Massachusetts (including towns, planning boards, and nonprofit organizations) that struggle with town land use permitting issues and can benefit from her knowledge and background toward making the whole process more efficient and successful.

Jenna Anglin Submitted by Chapman Construction

Darlene Daniels

agement, materials testing procedures, and quality control and quality assurance (QA/QC) for commercial and industrial projects throughout New England. She has over 10 years of experience in geosynthetic applications and landfill QA/QC. Darlene has worked on a many large projects including the Logan International Airport Terminal B project, MBTA Green Line project in Boston, several Williams College projects, the UMass Amherst Chiller Plant, and the VA Hospital in Providence, R.I. Darlene likes spending time with her family, hiking, and camping as well as playing darts, going for motorcycle rides, and playing softball in her spare time.

Jenna Anglin joined Chapman Construction/Design in 2017 and has quickly worked her way up to her current role of project manager. Jenna previously worked at a district energy industry association and an HVAC smart-tech startup. These roles helped shape Jenna’s project management skills and exposed her to the construction industry.

The reason she chose to pursue a construction management career was “because of the unique blend of right and left brain thinking involved – not only do I get to engage with deeply technical material, but I also have the opportunity to assist with the holistic design process by providing input from previous project experiences.” She has found this industry is a place where her skills and interests align.

Jenna is interested in how companies can be better stewards of the environment, which was one of the things that attracted her to Chapman. “The nature of construction makes it challenging to remain environmentally mindful, but Chapman’s history proves it isn’t impossible. They’ve always focused on minimizing their environmental impact,

Jenna Anglin

and this history stood out to me as one that I wanted to be part of,” says Jenna.

She continues to foster her interest in sustainability and is a member of the USGBC Emerging Professionals and a PHIUS Passive House Certified Builder.

When asked what advice she has for women pursuing a career in construction, Jenna said, “Find a company whose values align with yours and will support your career development. This makes a world of difference in our demanding and stressful industry.”

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June 2020

42

Trends and Hot Topics

Inclusivity in Courthouse Design

by Clair Colburn Courthouses provide services for every demographic, making it imperative that their design cultivates an experience that feels inclusive to everyone and is not solely reflective of the designers and clients’ biases.

As humans, we are inherently biased.

Layered onto this foundation are cultural, social and environmental influences that shape our perspectives and preferences.

How can designers overcome this when designing spaces and places for diverse populations?

Although we try, implicit bias cannot be eliminated entirely. Understanding why this is true will help us design with a broader awareness so that we can actively counteract bias to the best of our ability In her book, Invisible Women, Caroline

Criado Perez outlines how detrimental it can be to exclude key stakeholders from the decision making and beta testing processes.

Her examples highlight the importance of soliciting direct input from users rather than having designers layer their own interpretations onto the designs for buildings like courthouses that serve the public.

Obtaining a better understanding of how the public as a whole uses the courts and incorporating this feedback into the design process is an important first step. By interviewing courthouse patrons and gathering first-hand reports of the challenges people face while using courthouses, designers can better empathize with the struggles that many people face.

Architecture has the powerful capacity to represent institutions. To achieve equal access with a sense of belonging – conceptually and experientially – designers need to incorporate the public’s needs or they risk alienating them.

Failure to engage the public can have lasting effects that spread well beyond the confines of a building as the public’s

experience is inextricably linked to their overall impression of the courts.

Public policy also plays a significant role in accommodating a multitude of public needs. Many state courthouses offer numerous services that are available upon request within a reasonable timeframe.

Ideally, these policies work in concert with the building to provide services that are economical in far reaching ways.

When policies are implemented to support diversity and the building is designed thoughtfully with a focus on inclusivity, the potential outcome is a system that feels supportive to everyone.

Additionally, recent national trends are broadening adjudication styles rather than using a one size fits all method.

The engagement of alternative dispute resolution methods such as mediation, arbitration, negotiation and restorative

justice require architectural responses that differ from traditional courtroom settings.

When policies are implemented to support diversity and the building is designed thoughtfully with a focus on inclusivity, the potential outcome is a system that feels supportive to everyone.

Architects, court clients and policy makers have a tremendous opportunity to affect long lasting, positive change by incorporating perspectives which may differ from their experiences; diversifying the decision-making body; empathizing with users’ experiences and lastly; building in flexibility for future modifications. As the courts evolve to reflect the public’s changing needs, their designs and policies have the potential to go beyond the status quo to advocate for the public as a whole, including marginalized and underrepresented groups.

This article developed from a conference presentation with Clair Colburn, Anne Brockelman and Richard L’Heureux for ABX in Boston, Fall 2019.

Clair Colburn, AIA, LEED AP BD+C, is senior associate at Finegold Alexander Architects.

Here is our June lineup!

June 4

Jennifer Luoni, Director of Operations, Dacon Corporation

High-Profile has launched its free weekly webinar series featuring discussions with AEC industry professionals, designed to discover new ways to adapt, pivot, and come together.

Join HP Connects via Zoom

Thursdays at 12 PM EST. Each week features a new guest and topic.

Interested in being a guest? email Anastasia@high-profile.com Want to be a sponsor? email info@high-profile.com

Design-Build: Reducing Investment Risk in a Post-Pandemic World Cost savings will be the predominant impetus for construction in a post-pandemic society. This webinar will explore those factors and answer questions as to how the construction industry will move forward.

June 11

Tim Bailey and Jason Costello of Margulies Perruzzi The Path Back to the Workplace Margulies Perruzzi (MP) recently conducted a survey and solicited feedback on space usage, configuration, and employee and customer interaction. During this webinar, Tim Bailey, AIA, LEED AP BD+C will share what MP is hearing from companies about their plans for returning to the workplace during and post Covid-19, and what that might look like for organizations planning for recovery. Jason B. Costello AIA, EDAC will share how MP’s healthcare experience, including product selection and infection control, can be applied to the commercial real estate market.

June 18

Kyle Reagan, CEO of DECCO, Inc. Challenging Your Core Values: Decision-making During a Crisis Many AEC firms have crisis plans and operational procedures in place to support decision-making and operations in a time of crisis. But what about your firm’s core values? Are they truly at the heart of your organization’s behaviors, actions and decision-making in a time of crisis? This webinar will offer guidance and insight into genuine approaches to ensure core values and guiding principles are actionable as part of business decision-making during a time of crisis.

June 25

Ellen Feldman Ornato and Jenny Drescher of The Bolder Company Double Down on EQ: Manage Your Stress in Times of Crisis This webinar will build your ability and confidence to adapt and thrive through change; create clear, grounded thinking for decisions and actions; and strengthen relationships for creativity and solutions.

Learn more and register at www.high-profile.com/hp-connects www.high-profile.com

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Philanthropy Atlantic Prefab Donates to PAL Project

C.E. Floyd Gives Back to its Community

Atlantic Prefab installs wall panels on the PAL project.

Nashua, NH – Atlantic Prefab, commercial prefabricators of wall panels, trusses and more, announced its recent donation of products and services to the PAL Project of Nashua.

This “Building on Hope” project is a renovation underway for Nashua’s youth.

The facility will provide afterschool and summer programming for over 400 youths and also physical programs like boxing lessons for both kids and adults in the area. Renovation plans for this building include a new creative learning center, an elevator to access three floors and a kitchen suited for cooking lessons.

Atlantic Prefab performed its work alongside Metro Walls of Manchester and Exterior Designs of Londonderry. Metro Walls provided the seamless install of the wall panels and trusses. Exterior Designs provided the application of the insulated finish system on the panels.

“Working closely with a stand-out

Produce box distribution at Connecticut Children’s Hospital / Photo courtesy of the hospital

The PAL Community Center building in Nashua, N.H.

general contractor such as PROCON and Northpoint to support Nashua’s youth was an easy “YES” for us,” said Mark Beroney, president of Atlantic Prefab.

Beroney designed, fabricated and installed the exterior prefinished StoPanels and pre-engineered CFS roof trusses for Nashua PAL. All components were installed in less than two days in mostly inclement weather.

Middletown, CT – With two of its niche markets hit the hardest by COVID-19, C.E. Floyd Company, general contractor and construction manager, knew it wanted to help.

When one of the company’s senior living clients put out a call for snack donations, C.E. Floyd jumped at the opportunity. The company then reached out to other senior living clients and offered to donate snacks to their staffs as well.

The donations help show appreciation to the clients’ hardworking staffs.

C.E. Floyd has also supported Connecticut Children’s Medical Center and The Hospital of Central Connecticut by donating over 200 boxes of fresh produce to each organization via the Produce Alliance Foundation’s Produce

Box Project: Nourish Our Frontlines.

Alyssa Horrall, director of corporate relations at Connecticut Children’s, expressed appreciation: “On behalf of Connecticut Children’s, we are truly grateful to C.E. Floyd Company for donating produce boxes to our team members! Your kindness provided encouragement, boosted morale, and allowed team members to bring home fresh healthy food for themselves and their families.”

In addition to giving back to its clients, C.E. Floyd also recognized the importance of supporting the local communities in Massachusetts and Connecticut with monetary donations to the Greater Boston Food Bank, Connecticut Food Bank and other healthcare clients.

Tecta America’s N.E. Crew Donates Labor for RMH Portland, ME – Tecta America’s Portland crew recently donated its time to install a commercial roof onto the new Portland Ronald McDonald House (RMH) addition.

The mission of Ronald McDonald House Charities is to create, find and support programs that directly improve the health and well-being of children and their families.

When the addition to the 1856 Greek Revival building is complete, it will provide 15 additional guest rooms, two kitchens, a laundry room, more common areas and dining space, and more outdoor space for guests to enjoy.

Tecta America’s Portland crew donated time to install RMH’s new roof.

Working in collaboration with Peter Horch Roofing, team members helped make RMH bigger, better, and able to help even more families whose children are being treated at area hospitals.

Project manager Mark Drummond said, “It was rewarding to help make the

Tecta America’s Portland crew donated time to install RMH’s new roof.

Ronald McDonald House larger so it can help more families while their children are hospitalized.”

Not only did the Portland team donate the labor to roof the addition, but Tecta America New England’s Brockton, Mass.; Billerica, Mass.; and

East Hartford, Conn. branches also made donations to the project.

The Portland House, the 70th Ronald McDonald House, opened its doors in 1995 thanks to a diverse group of community leaders banded together, known as Stand by Me.

Improvements include the installation of a commercial roof onto the Portland Ronald McDonald House.

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June 2020

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Erin Wasserman Promoted

People HGA Welcomes Milly Baker Boston – HGA welcomed expertise includes architecture, Milly Baker, AIA, LEED AP, medical planning, and facility as senior medical planner and master planning. associate vice president in the “Milly brings expertise that healthcare group in Boston. elevates our healthcare facility Baker has more than 30 planning and design services years of healthcare design in Boston,” said Candice experience. She has served Barter, AIA, EDAC, healthcare in senior design positions for principal in Boston. “We are Baker architecture firms and in-house excited to have her join our team planning for a healthcare organization, as we continue to address the evolving bringing strategic insight from the opportunities and challenges for clients designer and client perspective. Her throughout Boston and the Northeast.”

Jewett Welcomes Amanda Oliveira Raymond, NH – Jewett generalist, leave administrator, Construction has added and assistant safety director.

Amanda Oliveira to its team.

“Amanda is the perfect fit for She has been hired on as the her role at Jewett Construction. human resource manager We are constantly growing, and to assist in the management having Amanda on the team is of staff and development of key so we can continue to build strategic company planning. capabilities and strength as we Oliveira has built her career Oliveira continue to scale and grow,” over the last 24 years working nationally, holding the positions of human said Gregg Blair, chief financial officer at resources manager, human resources Jewett Construction.

Wasserman

Newton Upper Falls, MA – Elaine Construction Company, Inc. announced the promotion of Erin Wasserman from assistant project manager to project manager.

She joined Elaine in 2018 bringing with her a background in architecture and design/build.

She has worked on large-scale, complex projects including the recently completed 100,000sf fit-out of two floors for Burns & Levinson at 125 High Street, as well as projects at MIT, Northeastern University and Wellesley College.

Deery Joins W. L. French

Deery

North Billerica, MA – W. L. French Excavating Corporation announced that Shannon Deery has joined its team as the director of finance and accounting.

She joins French from Related Beal, a national real estate developer. Previously she held senior-level accounting roles at Lendlease, an international property and infrastructure group, working out of both the New York and Chicago offices.

Deery brings 10 years of high-level accounting experience in the construction/real estate development industry to her new role.

TFMoran Welcomes Trombley

Portsmouth, NH – TFMoran’s seacoast division welcomed professional surveyor, Philip Trombley, PLS to its team.

Trombley is a licensed professional land surveyor in the state of Maine with 10 years of relevant work experience.

He has experience in project management and as a crew chief in boundary, topographic, condominium, shoreland development and construction surveys.

Trombley

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June 2020

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June 2020

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Calendar Due to the coronavirus pandemic, industry events have been cancelled or postponed. The events below are either virtual events or webinars.

SMPS CT

Construction Institute

June 10 at 12:30 PM Virtual Short List Interviewing – From Surviving to Thriving The current world’s circumstance has forced us to transition from in-person meetings and presentations to virtual formats, and short list interviewing is no exception. Many firms have struggled to make this transition smoothly or effectively. Although the goal remains the same for virtual shortlist interviews, a firm’s approach to a virtual/video interview should be different from a traditional one. This 60-minute, free webinar will provide a roadmap to help your firm transition from just surviving the short list interview to thriving!

June 11 at 9:00 AM America’s Water Infrastructure Act (AWIA): What You Need to Know and Why America’s Water Infrastructure Act of 2018 (AWIA) requires all entities that provide commercial drinking water to a population of 3,301 or more to conduct a risk assessment across their organization and develop an emergency response plan. CI will be hosting a free interactive workshop to discuss the water sector, how it impacts economic development, and the community’s ability to attract and keep business. Workshop facilitators will share strategies for completing the AWIA compliance requirements and discuss other components of the law.

June 17 at 12:30 PM Virtual Annual Meeting and Webinar Join SMPS CT for our first virtual annual meeting! President Nichole Petersen will provide our chapter’s highlights from the 2019/2020 year. Members will vote on the 2020/2021 slate of officers and directors. The board will award up to three individuals for their contribution to the chapter and/or AEC industry with SMPS CT Professional Development Awards. Learn valuable information from the webinar immediately following the annual meeting.

June 25 at 12:00 PM Annual Strategic Planning Retreat Help shape the future of SMPS CT. By attending this half-day, virtual, strategic planning session, members will develop chapter initiatives for the 2020/2021 program year, better understand the Diversity and Inclusion Initiative and why it is important to our chapter’s growth, brainstorm ideas of how to operate in a post COVID-19 world, network, connect and more!

June 16 at 12:00 PM Lunch n’ Learn: Video Surveillance, Analytics, and Facial Recognition With over 13 years in the security industry and 20+ years in IT, Scott Sebastian has been designing and implementing IP Video Surveillance throughout his career.

Beginning as a sales engineer, Scott also worked as an integrator, manufacturer rep and now focuses on the A&E and Specifier community. This course is worth one AIA CEU/HSW and is approximately one hour in length.

AIA CT June 11 at 10:00 AM AIA CT: Creating Your Impact as a Citizen Architect Architects have the potential to affect the quality of life in their communities through application of design by producing projects which engage and guide community initiatives. When considering strategies for community

For more information about these events, visit www.high-profile.com/events

leadership, architects recognize the value they provide to their practices and their communities. Architects are motivated to increase involvement with their communities once they see their skill impacting where they live and work. This session will explore the contribution and path to becoming a Citizen Architect.

CoreNet Global NE June 12 at 1:00 PM CRAVE: The Rapidly Changing World of Corporate Environmental Sustainability In this era of transparency and data, expectations for environmental, social and governance (ESG) factors continue to evolve rapidly influencing every industry.

Our progressively purpose-driven society expects companies to be responsible in all of their actions and driven by the common good. Please join us to discuss how these ESG considerations are impacting business decisions, including corporate real estate both now and in a world post-COVID.

ULI Boston June 16 at 10:00 AM ULI Boston: Re-Entry Series: Construction, Getting Back to Work Organized by the Young Leaders Group, this program will examine how new business models are changing the urban experience. From co-living, to makerspaces, to financially sustainable models of co-working, perspective matters and execution is key. Learn how industry players are tackling the complexity of shared economies and using them to create and unlock value for owners, managers, users, and the public.

AGC MA June 19 at 8:30 AM Conversations with...DCAMM Join us for our Conversations With program featuring Carol Gladstone, commissioner at DCAMM. As an AGC MA member you will have firsthand access to information from the owners side as it relates to the impact the pandemic will have on our public entities.

Next Issue July Life Sciences Do you have clients in the pharmaceutical or biotech industry?

If so, take part in our Life Sciences focus in the July issue!

Share expert commentary, send us a profile on your firm’s current life sciences project(s), or advertise your services specific to life science facilities.

Awards

HP highlights AEC/O industry related awards twice a year, July and December! Don’t let COVID-19 put a damper on the awards season. Let us know if your company has received recognition of any kind in 2020.

DEADLINE: Article submissions and ad reservations: June 24 Reserve your space ASAP for best position!

Submissions are posted on the daily HP blog, FastFacts Friday, as well as the High-Profile Monthly print edition and the HP “flip page” issue online. Selected submissions are also posted to HP’s Facebook page, Twitter, and LinkedIn. To submit news or an article e-mail: editor@high-profile.com Advertising rates and information e-mail: ads@high-profile.com

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June 2020

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Jandris turns 100!

That’s right, we’ve made it 100 years with 4 generations. Still local, still family owned and operated, and still going strong! We’ve begun our next 100 years by focusing on lowering our embodied carbon by cement reduction and increased carbon sequestration. All of this is reflected in our product specific EPDs.

978.632.0089 Jandris-100 Years.indd 1

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June 2020