In 2022, CT ABC recognized the following projects as Excellence in Construction Award recipients:

Best In Show

Large >$10M  Residential

The Windward   Viking Construction, Inc.

Viking Construction served as general contractor for Phase One of The Windward, a mixed-use complex located on a 4.5-acre parcel in a densely populated area of downtown Bridgeport’s South End. This $19.4 million project is part of a multi-phase $27 million effort to completely redevelop the former 1940s-era Marina Village housing complex (one of Bridgeport’s largest public housing communities). This low-lying barracks-style community had long suffered from age, neglect, and blight – and more recently endured severe damage after being flooded by Tropical Storm Irene in 2011 and by Superstorm Sandy in 2012. Marina Village was slowly being abandoned so that only a small population remained when redevelopment plans were approved. Those residents were relocated and were the first to move back into the completed project.

After Superstorm Sandy, there was a plan to demolish Marina Village and leave it as a green space that would absorb water during storm surges. This, of course, would have meant a reduction in affordable housing in the growing city. Instead, Connecticut initiated a “Resilient Bridgeport” project located directly alongside the Marina Village site. This project will include a public green space designed to absorb rain run-off and a pumping system to provide greater flood protection for the entire Seaside Park area of the city. This created the perfect scenario for owners to fully demolish the Marina Village housing complex and rebuild in order to revitalize this part of the city.

Today, The Windward community is a vibrant cluster of four colorful buildings that include 54 1- and 2- bedroom apartment units, along with a welcoming mixture of green spaces, walking paths and a playground. The apartment homes are designed to offer affordable housing for low-income families blended with market-rate apartments, creating a more supportive and engaging community. Each building’s exterior includes Hardie board siding and brick masonry. The signature “Building One,” a four-story mixed-use structure which sits on the corner of the community, incorporates metal panel siding with a fish scale design and CMU Gemstone block units around the exterior of the 10,000 s.f. ground-floor Southwest Community Health Center. This building also includes decorative aluminum panel awnings. The other three buildings are 3-story structures with porches and covered balconies. In total, the footage of all four structures is approximately 68,434 s.f.

The apartment interiors include energy-saving windows, appliances, HVAC, plumbing and lighting. Each apartment features an open floor plan and includes fully equipped kitchens with stainless steel appliances (microwave oven, full-size refrigerator, dishwasher, and stove), as well as granite countertops. The homes also include spacious designer bathrooms with granite vanities and stylish lighting, washers and dryers, oversized closets, and other comforts. The complex is beautifully landscaped with native trees, bushes and grasses, and includes a picnic areas a large, lighted parking area, and a recycling center. Additional shared spaces include a fitness center, resident lounge with kitchenette and entertainment area, and a business center to better serve residents. The community also provides complimentary Wi-Fi hot spots and professional on-site management to handle maintenance, safety and other concerns. The Windward is within 0.1 miles of bus and rail lines and has nearby access to I-95, making it an ideal commuter location.

Because this project was designed with LEED certification in mind, Viking had to document all the LEED steps that were taken during several phases of construction and be certain all LEED paperwork was complete. This included proving there were no gaps for air or for acoustics after framing and documenting the use of Energy-Star rated appliances, widows, HVAC systems, etc. Viking also had to document the recycled content of all materials used throughout the construction process. Additional environmental goals were achieved through the installation of rooftop solar panels and state-of-the-art irrigation system designed to conserve water. Viking began extensive sitework on The Windward in June 2020 following completion of a multi-year demolition phase. The project went exceptionally smooth with a few special design changes and unique challenges along the way. One change requested by the health center was for Viking to install virus-killing UV lights inside the ductwork of the ground-floor space in Building One. These lights were added to protect healthcare workers and patients from viruses including COVID. Viking was able to retroactively install the lighting so build-out could continue.

Another change came from the city of Bridgeport which elected to redesign local roads near and around The Windward to reconnect the community with existing infrastructure and to better accommodate traffic flow. Additionally, the city turned Johnson Street, which runs along the front of The Windward, into a wider two-way road. These changes were made during the construction phase, so Viking had to recreate access areas for workers, equipment and deliveries. During the course of the project, Viking encountered several interesting challenges. The first affected Building One located at the intersection of Railroad Avenue and Park Avenue. The foundation of this building sits directly on the property line, up against existing power lines on Railroad Avenue. As construction began, Viking realized the closeness of the power lines meant they could not use traditional scaffolding to complete masonry and other exterior work. Viking’s team proposed changing the brick exterior on this part of the building to siding which they could more easily install on the ground and tilt up to fit the exterior wall. Viking ensured this change blended into the original design seamlessly. To protect workers and to protect the power lines themselves from damage during construction, Viking had the power company install orange sleeves around the lines to keep them more visible. The power company also shifted the power lines more towards street than the building (essentially eliminating one of the “arms” of the pole’s “T” shape). This change was a time-consuming process, but Viking kept the project on course through careful communication and management. Through these extra steps, power to the community was only briefly interrupted when power lines had to be adjusted. Given the time of day and speed of the adjustment, neighbors really weren’t noticeably affected.

Another interesting challenge came towards the very end of the project when Viking realized there was an excessive delay in receiving about half of the appliances needed for the apartment homes. This delay was the result of a global shipping backlog and the supply chain crisis – two issues that were really out of anyone’s immediate control. As a solution, Viking went direct to the manufacturers, leveraging relationships it had to secure in-stock appliances. This level of problem-solving again kept the project on track to meet the expected completion date. Viking managed these challenges – and the day-to-day workload – through the Procore  construction management software platform. Procore allowed Viking (as well as owners, architects, engineers and others) to easily track work, inspections, safety and quality control efforts, deadlines and approvals. This is also a key tool that allowed Viking to quickly communicate with owners, managers, vendors and others any time of day. The company also used onsite cameras and drone footage to monitor progress and provide any feedback necessary to the many parties involved in the project.

For The Windward project, Viking self-performed 100% of all sitework and general labor throughout the entire project. On the interior, Viking subbed out all drywall work (as well as MEP, flooring, painting, etc.). Additionally, Viking once again exceeded any state mandates for working with small businesses and minority-owned business. The Windward project was of particular importance to Viking Construction because it is located close to Viking’s Bridgeport headquarters. Viking is extremely invested in the Bridgeport community and has completed many local projects that help define the places where residents live, work and play. This project was rewarding because it was one of the last rebuilding efforts that resulted from damage due to Superstorm Sandy. Viking has played a role in helping Bridgeport build back after this devastation – and the team was more than excited to see former Marina Village residents return to their new homes. In the words of Bridgeport Mayor Joe Ganim, who was on hand at the opening, “This is a huge rebirth.”

Large >$10M  Special Projects

P-310 Dry Dock 1 Super Flood Basin   Cianbro Corporation

Portsmouth Naval Shipyard (PNSY), located in Kittery, Maine, is the U.S. Navy's oldest continuously operating naval shipyard. Established during the administration of John Adams, the shipyard has a storied history, building and servicing ships, housing prisoners of war, and even serving as the backdrop for an International Peace Treaty. For the last 100 years, PNSY has specialized in building and servicing submarines. Due to the Navy's operational requirements and the limited number of shipyards with the capability to perform PNSY's mission, contractors on the base must meet aggressive timelines, manage complex coordination challenges, and make schedule adjustments on short notice. Cianbro has been meeting these challenges at the shipyard with high‐profile projects of increasing complexity.

In December 2019, Cianbro was awarded the P‐310 upgrades project from the Naval Facilities Engineering Systems Command (NAVFAC), to construct a new docking entrance for the super flood basin and the USS Cheyenne (SSN 773) at the Portsmouth Naval Shipyard. Though grand in size, weighing 5,338 tons, the entrance structure is just a small portion of the overall project, which is a modernization intended to create a navigation lock system to reduce tide dependency for submarine movements in and out of Portsmouth Naval Shipyard's Dry Dock 1. In early April, the shipyard reached a milestone, successfully docking the USS Cheyenne into Dry Dock 1 without buoyancy assistant tanks for the first time ever. The Super Flood Basin is critical to the Navy's Shipyard Infrastructure Optimization Program. The program is a once‐in‐a‐century effort to modernize the Navy's four public shipyards. Upgrading and building new dry docks is critical to ensure the shipyards can maintain the most up‐to‐date submarines and aircraft carriers.

EXTENUATING CIRCUMSTANCES

The COVID‐19 pandemic landed right as this project was getting off the ground. With the outfall of the pandemic came a staffing shortage, and the project had to jump into action to keep our current team safe and think outside the box and bring on new team members. Cianbro's leadership developed a plan to make orientation virtual so that our new team members would receive a consistent message no matter where they were coming from. Once they arrived on‐site, it was time to give them the site orientation, which included the COVID protocols, with the government mandating social distancing and the use of masks. Because many of our team members were new to Cianbro, the team developed a mentorship program where senior Cianbro team members would mentor new people through the first few weeks or until they felt comfortable with Cianbro NAVFAC HSE requirements. The team posted pre‐entrance symptom checklists and added a section on the daily activity plan for body temperature checks. Cianbro purchased infrared thermometers and installed them in all offices. Each supervisor also received an infrared thermometer to check the temperatures of their team members as needed. Signs were created and posted when masks were required and demonstrations on the equivalence of six‐foot distancing to which team members could relate. Cianbro purchased Lexan glass and installed it in all break rooms to separate team members while eating. If a team member shared an office, we separated desks or workstations by six feet or more and held virtual meetings as an alternative to in‐person meetings as much as possible. We purchased contactless hand cleaning stations and required all common spaces and common‐use tools to be cleaned once the team member was finished using them. The team also incorporated daily stretch program with all team members. At our morning and afternoon huddles, we reviewed the Daily activity plan, and we'd ask for suggestions on how we could improve it. After the shift, our team would get back together to discuss what we could change tomorrow to better achieve our safety, quality, and production goals. These activity plans were an addition to the AHA, and also included the RAC codes from the AHA in the daily activities. Throughout construction, the Cianbro team had community awareness. The team was only allowed to work Monday‐Friday due to noise constraints. Rather than see this as a constraint, the team knew it benefited the surrounding communities, and made the most of their work hours during those times. Importance of our construction activities working in conjunction with the shipyard's daily operations. Trucked minimal materials in the rest arrived by water. Bringing in large quantities of materials by barge was critical to the on‐time completion of significant operations. With the large quantities of aggregate needed for both the Batch Plant and Closure Walls, there was not enough time or space to bring this material in by land through the shipyard gate. This also applied to the large number of sheet pile, w‐beams, and temporary steel required to build the project. Cianbro facilitated constant coordination with NAVFAC to expedite these water deliveries through the security fence. Cianbro had a full‐time Site Logistics Superintendent managing coordination and deliveries for all operations.

QUALITY CONTROL

The Navy has specific quality standards that must be met with each project they contract.

SCHEDULING

Our client laid out their expectations at the project's kick‐off partnering meeting, making it clear that this project is of the utmost importance to national security and had to stay on schedule in order to be successful. Failure was not an option. The original vessel docking date was March 22, 2022. Despite experiencing more than $100 million in change orders, working collaboratively with the client Cianbro limited the schedule impact to 3 weeks. The USS Cheyenne arrived at the Entrance Structure on April 11, 2022 and was safely dry‐docked by the end of April 12, 2022. The project team implemented Lean management methods to keep the project on schedule, including conducting a P6 milestone review and 3‐week look ahead meeting weekly and implementing a Touch Plan for 3‐week look ahead tracking/reporting. This included an integrated P6 schedule with activities for a visual baseline, which allowed for improved compartmentalization of different work areas and scopes of work. A shared Microsoft Teams staffing folder was created for job site use to track team members incoming and leaving the job site. Also, there was one point of contact for all incoming and outgoing submittals and requests for information with a status acknowledgment in the email body for quick review. These Lean methods helped the project team stay organized and on schedule, especially with the number of change orders. 

OVERCOMING OBSTACLES

The Dry Dock entrance structure was prefabricated on a barge which created difficulties for the project team, including unfavorable weather conditions. When working on or over water, the team had to be extra aware of weather conditions, including storm warnings, wind speeds, and high sun. The Cianbro team implemented on‐site weather stations to get up weather conditions, wind speeds, and lightning alerts in real‐time to prepare themselves better.

Hydration ‐ Education on hydration with reminder signs posted around the project. Orientation updated to add a question about medication that may lead to dehydration in extreme situations.

VALUE ANALYSIS/ENGINEERING

Per original contract documents, the engineer of record and owner envisioned the structure being cast in a dry setting, then launched and floated into place via waterway, in the water behind a barge. However, Cianbro realized that site conditions presented challenges to constructing the entrance per contract details. Instead, the team engaged a third‐party engineer ‐‐ an industry expert in floating precast construction ‐‐ to assist with the proposed design. Casting the structure on a barge at Cianbro's Ricker's Wharf location in Portland, with the 5,338‐ton structure's sides hanging over the water, it quickly became apparent during the planning process that the proper layout to create safe and efficient access to the site would be essential. The project team put in the time and effort, incorporating knowledge from previous job sites, to ensure best practices were followed and that we delivered the client a quality product in a safe and timely manner. Needless to say, the Super Flood Basin was not your typical heavy civil construction project. The structure's base was built with 30 void spaces between an upper and lower slab densely populated with rebar. The area from the base of the caisson seat to the top of the structure, referred to as the "wing walls," was essentially a hollow structure with tapered walls. These techniques to lighten the structure's weight enabled the team to transport it as planned successfully. The entrance left Ricker's Wharf on June 21, 2021, and arrived at Portsmouth Naval Shipyard on June 22. Once the structure was in place, the team filled the 5,000 cubic yards of void space of the entrance structure with marine concrete batched on‐site, as well as the void spaces in the wing walls.

"It's not every day you see something of this magnitude or this importance built on a barge, let alone overhanging the barge, and then picked up using strand jacks," says Brendan Scully, Project Manager. "Every team member embodied that can‐do spirit."

Large >$10M  Infrastructure

Rehabilitation of Bridge No. 06026, RT 156 over the Niantic River   The Middlesex Corporation

The Rehabilitation of Bridge No. 06026 was a fast paced, highly technical construction project aimed at rehabilitating CTDOT’S double leaf bascule bridge, while maximizing the time this critical link bridge would remain operational for the traveling public and maritime traffic transiting the Niantic River. It presented many technical challenges including critical coordination with numerous specialty subcontractors, USCG, CTDOT, and the local municipalities to ensure that potential disruptions to the public, neighboring residents and adjacent businesses were minimized. As the prime contractor for this project, Middlesex was required to phase the construction activities in a safe, timely, and orderly manner, with the primary focus on the 120 calendar day operational shut down of the bridge’s moveable spans and control house, committed in the contract schedule for the winter of 2020-2021. This operational shutdown was crucial to allow critical steel repairs to the moveable bridge span including blasting painting and a complete renovation of the bridge control house. This operational shutdown would culminate with an intense, two week long road closure of RT 156 to perform round-the clock span lock installations, final operational testing, and precision balancing of each bascule leaf, with the new PLC control system now installed. It was critical that all preceding work and all long lead items be completed and ready to go ahead of this operation. Middlesex met all of these challenges despite severe COVID related supply-chain issues affecting the entire industry.

 

All stakeholders worked hard to make the project a success, but their individual interests often required coordination meetings and planning to address concerns and resolve potential conflicts ahead of the work. CTDOT was a great partner to Middlesex and facilitator of these meetings when it mattered most, particularly when approaching the two week long road closure of RT 156, which was required due to removal and reinstallation of the span lock assemblies, where the bridge had to be completely restricted from live loads. During this period, all vehicular traffic would be subjected to a nearly 9 mile long detour through already congested streets and sensitive residential areas in the towns of East Lyme and Waterford. Without the great feedback and participation from both town’s emergency departments this closure would not have gone so smoothly. Middlesex was able to schedule all subcontractors to work simultaneously to expedite the reopening of the roadway. Work around active facilities requires specialized construction management to ensure the operations are performed safely, timely and efficiently for both the activities of construction and of the existing operations. The existing double leaf bascule bridge is normally manned by CTDOT forces 24-7 during summer season to allow safe passage of maritime traffic through the bridge. During the majority of the bridge construction activities the bridge would be left operational and manned, including during deck and joint work and during paving operations. This required careful coordination between Middlesex forces and CTDOT personnel, which proved to be a successful undertaking and limited any impacts or delays to the traveling public.

Middlesex provided a construction management team dedicated to each of these unique challenges. Managers monitored the safety of the construction personnel, and all associated private and public exposures. Professional scheduler staff provided CPM updates, task specific schedules, work plans, and weekly look ahead schedule to maintain the fast-paced completion. Quality Assurance and Quality Control were the ultimate responsibility of Middlesex, who provided a depth of qualified staff to produce inspection reports and field oversight to ensure that a quality product was provided to exceed the owner’s requirements. All of this was achieved while strict controls maintained the cost and profit of the budget. By emphasizing construction management techniques and concentrating on their best application throughout the project, Middlesex provided a final construction product that exceeded all expectations, while maintaining a perfect project safety record.

Innovations and Contributions: At an initial Project Meeting, CTDOT promptly looked to Middlesex to establish a partnering approach to completing the work by potentially altering the suggested construction sequencing to help alleviate traffic concerns. This type of approach, which is aimed at success of all stakeholders directly reflects a Middlesex core value for COMMITMENT and the construction management team was enthusiastic to work together as a team on this challenge.

Throughout the previous years of the design phase, CTDOT had realized that a potential conflict was looming with additional work scheduled to occur on another project in East Lyme on adjacent RT 161 at the same time as the Rehab of Bridge 06026 would impact RT 156. This meant that unless addressed early, substantial traffic congestion and conflict could pose to gridlock the town of East Lyme on a daily basis in Year 2 of Middlesex’s Bridge 06026 Rehabilitation, when RT 156 was scheduled to have several months of lane closures for deck repairs, joint replacements and resurfacing. Middlesex worked with CTDOT to push all of the project’s scheduled road work into the Year 1 construction season, effectively eliminating all potential conflicts with the upcoming, adjacent project. This was a tremendous undertaking by the Middlesex Team and caused additional concerns of performing deck repairs simultaneously, or in some cases in advance of superstructure repairs. This challenge was tackled head-on by Middlesex’s team and additional conflict and cost was minimized for the owner, while no adverse traffic impacts were experienced.

Middlesex also sought out further opportunities to benefit the schedule and minimize risk, including bypassing the requirement to remove and replace the integrated bridge control panel with a new unit (there was high potential to experience ‘supply-chain’ and COVID related labor shortage impacts at the factories). Instead, the team organized a complete, in situ refit of the existing unit, which remained in place within the control house throughout the shutdown period for renovations. Key to this operation was the ability to partially disconnect the panel and gain enough slack in the numerous control wires to free the control station out from the wall. The existing panel was ultimately upgraded to the same specification and outfit required by the new design. Rebuilding the existing main control panel also ensured that the veteran CTDOT bridge operator crew would have a smooth and easy transition back to running bridge operations that spring, with minimal retraining required.

Outcomes: Schedule: As stated, Middlesex’s joint effort with CTDOT to move the roadway work into Year 1 construction season vastly accelerated and benefited the project schedule. Blasting and painting work also wrapped up early as crews worked together with Middlesex to address areas simultaneously. Blasting and painting work in the bascule span closed out early in Year 2 as crews pushed to the 2-week RT 156 road closure to get demobilized from the project. The net result of this acceleration saw substantially reduced man power in Year 2, with crews intermittently present for extra work and final testing, and an obvious benefit of less impacts to the traveling public.

Cost performance & claims: Strategic planning allowed Middlesex to save money for both CTDOT and themselves. Middlesex used innovation and specialty subcontractors to provide value to the owner for multiple contract modifications. Negotiations for these contract modifications were presented acceptably to the owner during the course of construction, and the project currently has a zero-claim status. Some of these value opportunities also reduced project risk including refitting the existing bridge control panel in place, staged servicing of the existing bridge hydraulic power units and system in place, and sourcing of a local vendor to supply additional bridge counterweights (in lieu of existing blocks being available from CTDOT).

Safety Management: As is the case on all Middlesex projects, the Bridge 06026 Rehabilitation safety program was based on our corporate policy. To create a site-specific safety plan, our corporate safety professional reviewed the scope of work and jobsite challenges with the Project Manager to identify the specific procedures from the comprehensive corporate policy that needed to be incorporated into the site-specific plan. Other specific site safety processes conducted on the project, such as Job Hazard Analysis (JHA), review, Daily Huddle safety meetings, safety performance rewards program, work plans for definable features of work, regular on-site training, yearly safety stand downs, and STOP card site inspections are implemented on all Middlesex projects.

The project presented some unique safety challenges that required our field team to reevaluate and refine our training processes. During the bridge closure windows, the large number of subcontractors involved and the multiple work shifts, made daily coordination critical. One example is MOT for temporary lane closures. Our crews were working adjacent to live traffic, both on the bridge as well as below the bridge, with limited time available to set up the MOT devices. A total of 23 JHA’s were created for the project, for specific work activities. Each JHA included a work plan that detailed each step of the construction process and was reviewed at regular meetings with the entire field crew. Additional special considerations included the creation of permit required confined spaces, as a result of the blasting and painting operations to occur with the steel tub girders. Early planning with CTDOT and local emergency services lead to the modification to add 14 oversized access hatches to the steel tub girders which would allow for equipment access for blasting, painting and ventilation as well as emergency exits should a rescue situation be required while working in a hazardous atmosphere. This attention to safety resulted in zero lost time or recordable incidents in over 32,000 manhours over two years of work. Completing this project safely, on-time, and under budget were priorities of the Middlesex team. The staff took pride in these accomplishments, as well as their commitment to providing customer service to the owner, employee satisfaction to their personnel, and bettering the local community and the environment. All of these efforts reflect the Middlesex Core Values: SAFETY first in everything we do. QUALITY in all we offer, INTEGRITY in the way we act and do business, PROFESSIONALISM in how we represent ourselves and the company, and COMMITMENT to the success of all Team Members and stakeholders. Moveable, over-the-water bridge projects are some of the most technically challenging and potentially risky projects available in the heavy civil and structural, bridge industries. They are exactly the type of project Middlesex strives to win. The ability to perform to the highest levels of success on this project is a testament to the strength and experience of the Middlesex team.

Small <$10M  Specialty/Interiors

Waterstone Independent Living, Assisted Living and Memory Care   Network Interiors, Inc.

Luxury Senior Living with a Modern Farmhouse Feel

After nearly two years of construction, Waterstone on High Ridge, a 218,000 sq. ft. premier senior living facility in Stamford, CT, officially welcomed residents in February 2022. The hotel-style community offers a continuum of care to its residents and is located adjacent to a conservation area, close to shopping, dining and cultural opportunities. The campus consists of 146 residences, including 88 independent living apartments ranging from one bedroom and one-bedroom-plus, to two-bedroom and two-bedroom-plus. Thirty-six assisted living residences include studio, one-bedroom and two-bedroom apartments, while the memory care wing has 22 suites. Amenities include an indoor heated pool, full-service salon, fitness center, on-site restaurant, movie theater, and underground parking. Waterstone on High Ridge’s approach to the construction project began by “hiring talented architects and designers to craft spaces that became sophisticated and approachable.” To complete this, they contracted with C.E. Floyd Company, who in turn partnered with Network Interiors.

Project Planning and Execution

Network Interiors faced a variety of unique challenges given the owner’s tight timeline. Working with C.E. Floyd Company early on, the team developed innovative solutions to meet the demanding schedule while still maintaining the highest standard of work. First, Network Interiors converted the design from conventional framing to prefabricated cold formed steel framing. By enlisting the expertise of its sister company, Network Framing Solutions (NFS), Network Interiors focused on a plan for installation while NFS provided the framing fabrication and structural engineering services. To build faster while maintaining safety and quality, Network Interiors also presented a new style of construction, incorporating fully designed light gauge framing with USG structural panels for both the floors and the roof. “By utilizing Network Framing Solutions’ design software, we were able to provide the fire-rated assemblies necessary and make converting the project to prefabricated cold formed steel easy,” said Melissa Sheffy, President, Network Interiors. “We also significantly reduced the time needed, fabricating building components off-site while site work and foundation contractors were prepping the area, which cut time from the installation schedule.” Framing the project using conventional framing would have required 40 exterior metal framers. By utilizing prefabrication, the installation crew originally included 23 metal framing carpenters and 8 employees fabricating off-site in the NFS shop. However, the total number of employees who worked on the project totaled 29, as employees were required to switch from other projects due to COVID quarantining. Off-site manufacturing provided additional safety and operational benefits. As the installation took place during the height of COVID, having fewer people on the jobsite allowed Network Interiors and C.E. Floyd to minimize exposure and contract tracing. “Skilled labor shortages and COVID were obstacles. By prefabricating, we didn’t need 40 experienced framers on-site at a time when less people on-site was preferred,” said Sheffy. “With Network Interiors, we partnered together, pre-planning up-front with the architect and engineers to make sure we were building for the right application. At times, you will have a hiccup. What’s great about Network Interiors is that we were able to sit back and review everything with the in-house team to come up with viable solutions, and implemented them in the field with minimal time loss,” said Steven McGovern, Senior Superintendent, C.E. Floyd.

Prioritizing Staff Well-Being While Maintaining the Schedule

Recognizing the need to lessen delays related to COVID and winter weather, Network Interiors made significant investments in its crew to both maintain the project schedule and support its staff. Early on, production slowed when crew members were required to quarantine for 10 days due to COVID restrictions. New crew members were cycled in and quickly learned and executed the plans for wall panel, floor, roof truss and cement board installation. To maintain staff levels, many crew members traveled from other locations, encountering up to four hours of traffic in the Greater Stamford area each day. To help offset their downtime and costs, Network Interiors paid for their travel expenses to and from Stamford. When winter weather proved challenging for crew members who lived far from the construction site, Network Interiors also provided individual hotel rooms. COVID requirements dictated that crew members could not share a room, and leadership agreed that the additional expense to provide the hotel rooms to support crew well-being while keeping the schedule on track was a priority.

Additional Project Challenges and Solutions

While the noise of construction next to a school and residential area was a concern, the crew faced a variety of logistics challenges during the project, which required detailed planning to coordinate the movement of staff, equipment and supplies. The site lacked a laydown area to store materials and construction equipment. As a result, there was a need to have supplies continually delivered and transported around the site. Adding to that challenge, crew and material movement was also restricted, as the underground parking garage could not support the traffic of construction vehicles. After fabrication had begun, plans had to be further refined when there was a change to the construction install sequence. Loading panels and trusses with a crane had to be scheduled only on Mondays due to the tight site footprint and other trade needs. Early on, it became apparent that access to the crane only once a week would slow planned deliveries and installation crew schedules. The Network Interiors team researched other options and rented a Magni, a lull that reached 85 ft., with a height of 98 ft., for the same cost budgeted for the crane. The Magni could be utilized all week and allowed for easier movement around the site, ensuring a continual flow of materials as they arrived on-site and were delivered to crews in different work areas. With employee safety always top of mind, the Network Interiors team evaluated the installation process for any safety risks. When plans included platforms without safety rails, the team purchased two Raptors that allowed up to five crew members to tie off safely. Additionally, Stamford Building Department regulations had required a slab pour before backfilling, creating a 25’ trench outside of the building that crews would need to work around. To ensure safe access, Network Interiors designed and built a bridge that allowed employees to safely cross the excavated area.

AEC Industry Sharing

During construction, Network Interiors, in coordination with the C.E. Floyd team, facilitated a site tour for Connecticut American Institute of Architects (AIA) members, showcasing the prefabrication and off-site construction efforts. The group engaged in robust dialog as they walked the site, learning about the project’s unique planning, design, fabrication, transport and building construction. Participating architects also received CEUs for attending. Sharing this knowledge with AIA was an opportunity to help others in the industry, while increasing awareness in New England about this construction option.

National Recognition from Leading Materials Supplier

With the success of the project, Network Interiors received national recognition from USG, an industry leading manufacturer of building products such as the noncombustible, UL-rated structural panels used during construction. USG profiled the Waterstone project on its website and highlighted Network Interiors as a premier installer of its structural cement board flooring and roof panels. 

Project of Firsts

As noted by Network Interior leadership, this was an exciting project for the company to be involved in as it included many “firsts,” such as:

• The complete design, supply and install of cold formed steel for an assisted living facility · The use of the Magni lift
• The purchase and use of the two Raptors for employee safety
• The use of technology investments like Hilti Total Station (for accurate layout), Procore (for overall project management), and Structionsite Software (for three-dimensional work documentation), and
• Technology usage from sister company, Network Framing Solutions

“With the unforeseen challenges of the pandemic, we worked on the project not knowing for sure how long it would take us to install, which put true meaning in the word “estimate.” It turned out to be an excellent project and learning experience,” said Sheffy. Network Interiors was proud to help lead the project team in providing the City of Stamford and its surrounding areas a new vibrant and customized residential community for seniors 62 years and older. The project showcased how prefabrication can provide a wide variety of benefits, and in this instance, allowed Network Interiors to solve what would have been unsurmountable challenges if the traditional stick-built approach was used.

Small <$10M  Specialty/Mechanical

Eastman Chemical: Saflex Line Expansion   Notch Mechanical Constructors

We see it every day – distracted drivers. Between cell phone usage, eating while driving, or simply not paying attention, the road has become full of drivers who are not giving the road the undivided attention it deserves. This has led to about 3,000 people dying in motor vehicle crashes involving a distracted driver every year, according to the CDC. One innovative way car manufacturers are minimizing a drivers need to take their eyes off the road is through windshield heads-up displays. If you have been in a newer model vehicle, you may be familiar with this new technology. It is a display that projects crucial information onto the vehicle’s windshield directly in front of the driver (exhibit A). It can show information that you might traditionally see on the dashboard, navigation screen, or somewhere that would avert a driver’s eyes from the road. For this information to be displayed correctly, the windshield glass needs a special interlayer of plastic. You may be thinking that this technology must be manufactured and developed overseas. While it once was only made overseas, the advanced plastic interlayers needed to manufacture these head-up displays is now being manufactured right here in Springfield, Massachusetts at Eastman Chemical.

 

In March of 2021, Eastman Chemical Company, headquartered in Kingsport, Tennessee, announced it would be making a significant investment to upgrade and expand its extrusion capabilities for production of interlayer product lines at its Springfield, Massachusetts manufacturing facility. The project was expected to be complete in the fourth quarter of 2021. In the late summer of 2021, Notch was awarded the mechanical package to remove the existing piping and equipment in the facility and install new piping and mechanical systems to expand the existing Saflex line in the plant. Notch understood this project would be fast and furious, and reality did not disappoint. The crew started on September 9th and the hours were long, the days were numerous, mostly six-day work weeks with some Sundays thrown in there with little to no notice. The crew was even called in on a Saturday night and another time it was a Sunday. All tasks were broken down by need by dates of the customer and area of the work. Notch had two weeks to do the piping and equipment demo and removal. This all had to be done before any installation because of the limited amount of space in the building. It was already crowded with old outdated and abandoned piping. All of this had to go to make room for the new equipment and piping. Once the demo was complete, the crew was given six weeks to do install and piping. Prefabrication gave the team advantages in specific areas which allowed them to get a jump on install and gain some slack in the schedule due to accelerated progress. The team bulk fabricated straight pipe spool and specific spool assemblies before the outage even started. This gave them a head start on install because the spools were ready to be bolted in as soon as equipment was placed.

To make the piping installation easier, the crew took dimensions of the walls of an existing small room before demo and removal of equipment. Then they made a piping layout on a giant wipe board for four pieces of equipment and eight piping headers that fed each unit. This layout included pipe supports and brackets. The spools and brackets were then fabricated at the Notch shop offsite. Install was much easier because the giant wipe board provided an excellent reference to the installation crews. Notch also set up multiple fabrication areas on site in addition to the Notch shop in Chicopee. The team worked hand in hand with the customer representatives to fill any needs they had, whether they were labor, equipment and or materials. Notch developed a project specific management structure and communications process by breaking down the project into multiple crew leaders and teams. Because there were so many different systems woven throughout the project, subforemen and their team were responsible for specific piping systems such as hot oil, air, and chilled water. The number of contractors and crew members trying to work simultaneously in the same place at different rates of progress became a daily (sometimes hourly) coordination challenge. This was managed very well by the project managers and crew leaders for each contractor. To ease this, each contractor had a list of tasks that they could transition labor to if an area got too crowded or was not available yet. All this was done with minimal notice, numerous times a day. Notch also worked alongside other trades that did work that was out of their normal skill set such as concrete cutting and heavy rigging. The different teams worked seamlessly like they were all part of the same company. A large portion of the piping and fittings were installed using Viega MegaPress fittings and tools. MegaPress is a fairly new process solution for connecting carbon and stainless steel piping and our crew received specific training from the manufacturer Viega for this project. The Notch crews were trained on how to clean, prepare, and use the equipment properly according to the manufacturer’s instructions. This made the piping process safer, faster, and cleaner.

In terms of quality control, Notch did interim and final pressure tests on every system before putting the final product in the pipes and equipment. This included pipe system walk downs by multiple people as cross checks to be sure everything was piped correctly. Aside from the demanding schedule, the crew faced a few other obstacles. After the demo was complete, the customer wanted to scrub and recoat all the floors with industrial grade epoxy. This was a challenge because the crew could not walk on the floor for 12 hours. Night shift and off work schedules were used to accommodate this. It also did not help that the project spanned three floors of the building and all contractor crew members had to use stairs for the majority of this work. Due to the tight schedule, fatigue was a huge concern and became a scheduling challenge. Because of the length of the project and the long hours, people needed to take time for personal chores and duties and not be on the clock. Added management coordination and tracking was required to strategically fill these openings with either longer hours or move crew from another Notch job sites. Absences requiring replacement crew members were also increased by Covid. However, it was important to the customer to have the same crew members for the entire project. This created a very challenging additional level of manpower coordination to keep finite details of the project from getting overlooked. To keep productivity up, the customer catered food twice a week and anytime there was a crew staying extra late. Often times, crew members bought or made bulk donuts, pizza, chili, stew, casseroles, or pulled pork for their own crew which greatly supported the morale of the crew. Notch also had set up two-way radios and set up a radio-to-radio relay because the thick building steel blocked some radio signals. This allowed crew members that were out of range to stay in touch with each other to save time and keep everyone safe. This project needed to be complete by the end of the calendar year of 2021, and the crew wrapped it up on December 9^th. Notch is extremely proud of this project not only because of the work complete, but because it truly embodies all five Notch core values: we put safety first, we keep customers forever, we meet the challenge, we work as a team, and finally, we care about family.

Small <$10M  Healthcare

Yale New Haven Hospital Emergency Department Annex   Petra Construction Corporation

Yale New Haven Hospital developed an “as soon as possible” need for additional emergency department space to accommodate patient care overflow as a result of COVID, Flu and respiratory ailments. Yale New Haven Hospital selected Petra Construction Corporation to join its project team based upon Petra’s 50 plus year working relationship with and our recent performance on several fast-track COVID-19 Test sites. Yale quickly added BAM Creative and Centek Engineering as the architect and engineering team members and with Petra’s input we were able to recommend the best possible location for the creation of a new 10,000 sq. ft. patient care space. The selected location resulted in the creation of a building addition to house an emergency department annex located under and around the hospital’s two-story West Pavilion entrance. The project team immediately began working to develop a schematic design that was quickly approved. Long lead items were ordered in advance and stored off site to avoid delays. The design team produced permit drawings in record time allowing Petra to secure a building permit on December 1st.

The location presented its own set of challenges due to the close proximity to the functioning Emergency Department. Working around an active emergency department and maintaining multiple means of egress for the West Pavilion was very challenging. No onsite construction parking was available. Construction vehicles had to be parked off-site and deliveries had to be carefully scheduled. The site had limited space for material storage and dumpsters necessitating off hour material handling so as not to block traffic and emergency vehicles. A project of this complexity performed in such a short time frame required expedited coordination, meetings, and site walk-throughs. In addition to several Project Superintendents to support the multiple work day shifts, Petra assigned an Assistant Project Manager to support the fast-paced momentum of the project dealing with the signing in of trades people, coordination with Yale, City of New Haven Building Department, Fire Marshal and the State of Connecticut Department of Health site visits, safety matters, and assisting with the Hospital and Petra COVID-19 protocols. Typical Owner, Architect, Contractor weekly meetings were accelerated to meetings every one to two calendar days. Project team response was immediate to a sudden change in material or equipment availability. The urgency of the project required certain aspects of the project be designed concurrently with the fast pace of construction. 

This 10,000 square foot hospital addition included 35 patient bays, 9 nursing stations, bathroom facilities, support spaces and an enclosed building connector joining the building addition to the existing West Pavilion hospital entrance. In order to meet the aggressive schedule, field employees worked seven days a week, 16 to 20 hours a day, of staggered trade activity with the only days of no activity being Christmas and New Year’s Days. Through the extraordinary efforts made by all of the companies and their employees on this project, we were able to deliver the completed project with a Certificate of Use and Occupancy on February 21, 2022 which represents an amazingly short duration of 84 calendar days.

Small <$10M  Special Projects

87 to 85 Trumbull Street Move   Petra Construction Corporation

Yale University wanted to build a new economic center where an existing early-19th century two-story structure already stood. This New Haven landmark, considered a contributing property to the Hillhouse Avenue Historic District, was originally built as a residence in 1807 and then later moved to 87 Trumbull Street and rebuilt in 1871. In an effort to preserve the historic building, Yale selected Petra Construction as the General Contractor to assist with its relocation from 87 Trumbull Street to 85 Trumbull Street, approximately five hundred feet down the road.

Quality Control

A project this complex in nature required a cohesive and attentive team proficient in communication and collaboration. Petra’s team talked daily with the design team, engineers, and Wolfe House Movers. With the knowledge of everything needing to be in place not only at both sites but along the path once the house began to move, a significant number of site and path walks were completed with Wolfe, engineers, Owner representatives, Town officials, and utility companies. Engineers were on site on a daily basis whether at the existing house or the new location. The project team consisted of several structural engineers for various responsibilities: one for supporting the house on the old site and the transportation; one for the foundation and slab at the new site; one for peer review at the Owner’s direction; and another for soils and compaction on the new site making sure the site itself was suitable. Not only was Petra’s Project Superintendent simultaneously coordinating work being completed on two active job sites, he was also coordinating deliveries for Wolfe in preparation of the move. Additionally, the house adjacent to the new location was also undergoing renovations at the same time which required further coordination with the other construction team. Despite numerous logistic revisions, redesigns, and management of teams in multiple locations, the project was successfully completed without incident thanks to the collaborative efforts of each and every team member.

Scheduling

After multiple years of planning, the relocation moved ahead with an aggressive schedule so that the former site could be readied for the new construction and so students could utilize the relocated building. Petra competitively bid and was awarded the project in February 2020. A month later, the schedule was affected by the COVID-19 pandemic. In March 2020, Yale University shut down all active job sites. While the shutdown lasted 60 days, Yale extended the length of the schedule by that same amount of time to maintain the project duration. The move itself was completed on Saturday, August 8, 2020 in under six hours. Working extended and weekend hours to prepare a timely move, the team was able to complete the project on schedule.

Overcoming Special Obstacles and Difficulties

Preparing the Initial Site

The biggest challenge was the move itself and all of the intricate details and coordination that was required. Work to ready the house at the initial site consisted of removing two brick additions, disconnecting all the mechanical and electrical systems located in the basement, and demolishing the four chimneys down to the roof line. During demolition it was discovered that the actual structure of the framing in the basement was different than what the original plans showed, resulting in the addition of extra structural columns and piers.

Readying the New Site

Another challenge was preparing the new site and ensuring it could receive the structure. Preparation of the new site, formerly a parking lot, consisted of asphalt and contaminated soil removal, installation of dry wells for runoff and a sump pump, excavation for the new foundation, and shoring due to the close proximity of a neighboring building.

The Move

The move took place on a Saturday morning. Both Trumbull Street and Hillhouse Avenue were shut down to traffic. (A total of three street shut-downs were required throughout the project: one to put the steel beams in place, one the day of the move, and one for the removal of the steel beams after the house was in place.) In addition to the police presence, Petra’s Team and Owner representatives were on site to ensure the streets stayed clear of spectators. Some street lights, meters, traffic lights and utilities had already been removed or disconnected along the path. A few trees had also been removed prior; however, a tree cutter was pruning as needed while the house moved down the street. The sill of the house was uneven by a couple inches between the high and low points. Therefore, the new foundation could only be poured halfway. Once the house was in its final position the panels were reset, the top half of the wall was poured, the bottom of the house was grouted to the top of the wall, and the steel beams were removed.

Global Pandemic

Having been faced with a global pandemic at the start of the project and putting a hold on the project for 60 days, Petra was able to implemented all new safety rules and regulations on site in addition to the University’s requirements. Masks were mandatory on site and everyone was required to complete a daily questionnaire via a QR code to record who was on site at all times. The Superintendent shifted tasks and dispersed individuals throughout the two sites to ensure the work would continue uninterrupted while maintaining proper social distancing. Meetings shifted to virtual and were held almost daily, increasing as the day of the move approached. The project was completed without any COVID-19 incidents.

Innovative Programs/Methods

The first time the house was moved in 1871 it was completed by horse and carriage. This time a much more advanced buggy system was utilized by Wolfe House Movers. Holes were poked through the existing foundation so that two 65-foot steel beams and thirteen 30-foot cross members could be inserted. Eight computer-controlled buggies were moved into place under the steel beams to support the beams and lift the structure. (The number of buggies is determined by the number of tires needed, and the number of tires is determined by the weight of the house.) This house needed forty-eight tires which in turn resulted in eight buggies (six tires each). While each buggy can operate independently, they work together via a computer “remote” to move accordingly.

“This was our 4th or 5th building moving project, of which no two were the same. It was obvious that the planning for this project was well orchestrated and the effort Petra put towards the success of each task made the project advance in its Critical Path.” Michael Colossale, President, Colossale Concrete

 

Awards of Merit

Large >$10M  Residential

Mill River Crossing   Haynes Construction Company

This is a two-phase project sitting in downtown New Haven, with the construction of four (4) new multi-family buildings in one phase while abatement and demolition occurred in the second phase in prep for construction of six (6) new multi-family buildings. Overall, new construction consisted of ten multi-family buildings ranging from 3 to 16 units per building. There are a total of one hundred eleven (111) two, three and four bedroom rental units, consisting of one hundred three (103) townhouses and eight (8) ADA flats. The project also includes a 3,784 sf community building sitting adjacent to a park and sizable playground at the center of the site. The two phases were scheduled in an overlapping fashion, with phase 2A scheduled for 14 months and the second for 16 months. Buildings are wood construction with Hardie siding, Quaker energy efficient windows, and a combination of PTO and shingle roofing. The beautiful, modern looking interior of the units are kept comfortable with split system heating and air conditioning with all exterior condensing units not being visible from the ground. The exterior of the community building is a combination of stone, Hardie siding and trim. The site grading and sidewalk configurations have been designed so that all units, both ADA and standard units, are accessible to handicap persons. The design team put a great deal of thought into making this project attractive to downtown New Haven, enhancing its image as a desirable place to live. The exterior colors of the buildings are mellow with overhang soffit and entry door colors making the buildings “pop”. Attention was given to provide ample storage, both in kitchen cabinets and closets throughout the units. Apartments were furnished with modern appliances and quality flooring materials that are both durable and aesthetically pleasing.

The newly constructed buildings, addition of private and city roads, parking and landscaping all contribute to turning an old housing project location into a very up-to-date, eye pleasing place to call home. The Mill River Crossing project has improved the look of this downtown neighborhood, making it an attractive place to live for residents at all income levels. The improved infrastructure and accessibility makes the community an option for families and commuters while increasing the livability for low income residents. One of the main concerns in the development of the project included addressing the environmental conditions of the property. The site had multiple areas of contaminated soils in both phases. The soils had to be handled carefully for reuse in backfilling the large holes left from removal of foundations during the demolition in phase two. However, there was an area at the back of the site that had polluted soils to be removed from the property and disposed of per regulations.

In addition, due to COVID there were many unprecedented challenges associated with staffing and materials. With attention to safety, it was important that all workers wore the appropriate protective equipment and maintained social distancing. This caused much attention to be spent on organizing scheduling of the project to keep trade contractors working in alternate locations without unduly affecting the schedule. Also, supply chain issues presented additional challenges related to scheduling and budgeting. In an effort to minimize the impact of material shortages, we adapted to the market by purchasing the full needed volume of materials that were more difficult to acquire due to manufacturing issues. Additionally, the owner and architect worked with us to find alternate products that were more readily available to serve the purpose of meeting the scheduled deadlines.

The designing process of this project took many years to fine tune and obtain approval from city departments. Despite the time spent in the design and approval phases, there was still an extensive number of changes that took place during the construction and site development to incorporate additional requirements by the city since the development stage. While these changes affected the schedule, we were still able to complete the project within a timely manner by increasing manpower on the jobsite and including overtime. We faced additional challenges increasing overtime, as we had to comply with noise restrictions as construction was occurring in close proximity to the occupied buildings from Mill River Crossing Phase I. Once the buildings in Phase 2A were constructed, it provided a sound barrier which allowed us to expand overtime for Phase 2B. We strategically rotated work to maximize overtime without violating noise ordinances. One of these major changes to the scope of work in Mill River Crossing 2A & 2B was the owner’s decision to implement a security system in each phase of the project. After the owner received pricing and design for the system, the change was approved. By that time, Phase 2A had advanced to a point where it was too far along for roughing. Special care and attention were spent on the installation of external wiring to prevent it from detracting from the look of the buildings.

After years of planning, design, construction, and adapting scheduling to accommodate changes, this formerly rundown neighborhood has been revitalized, offering downtown New Haven a community that feels fresh, vibrant and accessible.

Large >$10M  Healthcare

The Linden at Brookfield   KBE Building Corporation

KBE was the Construction Manager at Risk for the new 105,592 sf, three-story senior living community in Brookfield, CT, which was completed in November 2021. The new community provides 116 assisted living beds, including 61 memory care units. While the project delivery method was ostensibly Construction Management at Risk, the challenges posed by using a new-to-the-team prefabricated structural system really ended up creating a design-build scenario with the owner, architect, engineers, suppliers, trade contractors, and the construction team. The Prescient panelized system uses a BIM-based design approach to help speed off-site fabrication of the structural framing components to expedite erection in the field. The team quickly learned that, while the prefab system offered a lot of advantages – speed of construction and high-quality control standards during manufacturing plant fabrication – it also created a lot of challenges in resolving field-specific conditions. There were a lot of other firsts for the team as well: While KBE has completed 19 senior living communities with Columbia Pacific Advisors, a national developer of assisted living facilities, this was KBE’s first time working with BLRB Architects. It was the KBE team’s first time working with CPA’s development manager Vicki Peditto. It was the team’s first time using the Prescient system. And it was everyone’s first time managing construction around a pandemic.

At the height of the pandemic, the project was put on hold. That added to the team’s uphill battle to collaborate together on their first Prescient project. Although KBE had completed numerous senior living projects with CPA, the Brookfield Senior Living project was CPA development manager Vicki Peditto’s first project with CPA – and with KBE. A lot of trust has been built up between KBE and CPA over the last 19 projects, but creating this new relationship was also very important. While the team had some tough moments and a lot of hard discussions and frustrations as they worked together to resolve some seemingly unsolvable problems, Vicki Peditto described the project as follows: “The new senior living community in Brookfield, CT is the project I’m most proud of in my career to date. It’s my first project on the owner side but I brought all my construction experience to it, and we ended up getting it delivered on time. I love being part of a team and having the chance to create positive working relationships with everyone on the job. I love the challenge of working together with a team to find the solutions – and obviously seeing a successful result and knowing that I was part of achieving that.”

Innovative Programs Related to Quality Control

The team called on a number of communication tools to foster collaboration and quality control. It was very important with a team located across the country, including the West coast-based owner and design team. The KBE team used AutoDesk’s BIM 360 for Field/ Documents to seamlessly share and manage all project documentation - the most up-to-date drawing sets, RFIs and submittal tracking, schedule updates, progress photos, minutes, QC and Safety checks, right through punchlist, as-builts, and closeout. Part of this process includes access to all trade-specific Preparatory Meeting Agendas via BIM 360 for 30 days prior to each activity’s start. Initial inspections for all major activities are loaded into BIM as a custom Checklist. During inspection, the checklist allows the user to add pictures, comments, or create issues for any concerns that can then be forwarded to the responsible party for resolution. The team also quickly embraced video-conferencing technologies throughout the pandemic. So, while team communications continued without interruption, having all project documentation centrally located with full team access was invaluable to keeping everyone on the same page. They also used Facetime for structural reviews, where the on-site staff would “walk” the off-site structural engineer and other consultants through key issues that required their expertise to resolve or respond to team questions.

At project completion, KBE’s team created Completion Lists and Pre-Final Punch Lists directly in BIM. KBE provided BIM training to both Maplewood’s representatives and the Design Team. Using BIM for Final Punch List greatly reduced the construction administration time for those parties and also allowed KBE to quickly disseminate the Final Punch List to the responsible subcontractors for resolution.

Innovative Programs Related to Scheduling

When it came to managing the budget and the schedule, it was a collaborative approach with the owner, design team, subcontractors, and KBE staff. Given the pandemic and a few setbacks, everyone pitched in by working longer hours and rolled up their sleeves with the MEP subcontractors and design team. Coordination of the installation of the overhead MEP systems became a ‘design-build’ approach between the mechanical trade contractor, the design team, owner, and KBE. The result was a shortened MEP installation time frame, which in turn enabled KBE to start the interior framing earlier than expected – and helped the team keep the schedule intact.

Overcoming Obstacles and/or Extenuating Circumstances

Utilizing a Panelized Approach for the First Time

The panelized structural system used on the project offers many benefits, such as offsite construction of components that allow for greater quality control and an expedited construction process. However, there can also be challenges when you are dealing with a structural system that must be coordinated to a very exacting level. The system was relatively inflexible when on-site revisions were needed and making changes to accommodate field conditions were time-consuming and often more costly than most standard construction methods. For example, there isn’t an opportunity to modify the prefab panels once manufactured. So, this would complicate some fairly minor tasks, such as installing fire extinguishers and electrical panels. The location of these items are typically designed by the architect, but the final location may be tweaked in the field to deal with field conditions. Those simple tweaks, however, became major hurdles, as the team had to find a way to make these minor changes without compromising the structure or significantly modifying the framing. The team worked diligently together to come up with solutions as they encountered these normal construction challenges such as coordination between the structure and the building systems, within a less than flexible structural system.

Fitting a 3-story building into a 35’ height restriction

Fitting the 3-story building into the 35’ height restriction required by the Town of Brookfield was a big challenge. The architect, BRLB, and KBE worked together to minimize the roof structure height while maintaining the integrity of the traditional New England style that characterizes the facility. The team, with input from the roofing contractor, decided to revise the design of the roof from a traditional gabled roof to a mansard style. This enabled the reduction of the overall building height without compromising the aesthetics of the buildings. This height restriction also restricted the floor-to-floor heights within the building. This required a significant amount of coordination between the design team and the construction team to coordinate the building systems in the space allowed.

Working through a pandemic

The other issue that everyone working in the construction industry has faced over the last 2 years was the array of unique challenges presented by building through a global pandemic. The impacts on construction were many and varied - work stoppages, lack of available materials, shipping costs and delays, and labor shortages due to illness, quarantine or people just leaving the workforce. Combined, these all took their toll on every project under construction during this time. Each had an impact and presented challenges that many on the team had never worked through before. Through it all, the team persevered and kept the project moving forward. These pandemic-driven challenges came in to play very quickly. The team recognized early on the potential long-term effect on materials and lead times. Together they came up with a plan to order everything they could, and, where possible, stockpiling those items which would not be needed until later in construction. The biggest shortages the team faced were carpet and light fixtures – which threatened to delay the certificates of occupancy. However, KBE found workarounds for both items, opting to install temporary carpet and lighting to meet regulatory approvals and obtain the CO’s. The originally specified materials were installed once they became available.

Large >$10M  Institutional

Windsor Police Department   LaRosa Building Group

The Windsor Police Department (Windsor PD) was the first of two renovations projects approved by the Town of Windsor. Prior to the start of the project, the Police and Fire Departments shared a facility that was outdated and in desperate need of updating and improvements. The plan was to relocate the Windsor PD to 110 Addison Road within the same building as the Department of Public Works (DPW). The Police Department was allocated 30,000 SF and 35,000 SF was allocated for the DPW. Once the Police Department was completed, the joint facility that formerly housed the Police and Fire Departments would be renovated to accommodate the needs of the Fire Department exclusively. LaRosa Building Group’s (LaRosa) dedication to delivering a modern, innovative approach to quality control, scheduling, and productivity allowed us to not only navigate any obstacles or extenuating circumstances with ease but deliver the project under budget and four months early.

 Innovative Quality Control Programs

LaRosa is dedicated to attaining overall construction excellence for every client and it is evident with our Quality Control (QC) Program. We create a formal, implementable QC program that could be tweaked based on the circumstances of the project. This program proved itself to be vital as Windsor PD was completed during the very beginning of Covid. Our QC program is monitored by trained individuals who are tasked with the job of ensuring the right staff with the right training. The procedures are in place from project inception through completion. By observing, measuring, recording, and documenting the work performed, our QC personnel controls the quality by providing timely feedback to those performing the work. Weekly meetings are held with the subcontractors during the construction process, focusing not only on QC but also on safety and coordination of schedules. The meetings are generally held onsite so that when an issue arises, the team can literally walk out to the site and strategize a solution.

The pandemic was a major impetus for the innovative approach we took to monitoring the QC of the Windsor PD project. Townhall shut down and social distancing guidelines made onsite weekly meetings challenging. Our goal was to keep our subs safe and covid-free, adhere to quality control guidelines, and keep the project on track. Though we have always used Procore software, we began to leverage the newly developed Microsoft Teams for online communication and productivity without a hitch. We transitioned our primary mode of communication from weekly on-site meetings to video conferencing. “Our Project Management software allowed us to document and distribute quality control issues in real-time to all the subs, with a date for completion. It was a highly effective way to ensure problems were addressed and closed out prior to final inspections,” explained Rome Santilli, Project Manager, LaRosa Groups. “We also depended more on tablets to minimize contact between subs, the Owner’s Representative, and the Town’s Inspectors when on-site inspections or meetings were required.”

The end result was that we were able to not only maintain but exceed the high standards for QC that we held before Covid, by seamlessly transitioning to an online system. 

Innovative Scheduling Programs

Strategic scheduling was an integral part of this project’s success. Relocating the Windsor PD to a shared facility with the DPW was scheduled to be completed within 14 months. Despite 68 change orders and the restrictions imposed by the pandemic, the project was completed in 10 months due to an innovative and strategic scheduling program.

“Our thought process is to anticipate adversity. Though none of us could’ve planned for the rippling effects of the pandemic, the four-part scheduling master plan we created helped us navigate two Covid shutdowns and finish the project four months early thereby saving the Owner time and money and helping the next contractor for the fire station avoid construction during the winter months,” said James LaRosa, CEO of LaRosa Groups.

Here is the four-step plan we used for the Windsor Police Department:

• Step 1: Create a master schedule. 
• Step 2: Meet with key subcontractors to discuss the schedule logic and duration. 
• Step 3: Provide weekly and biweekly updates to all the subcontractors and the Owner. This regularly scheduled communication allowed us to get instant feedback, anticipate and plan ahead. The need for social distance during the pandemic promoted the consistent use of videoconferencing, communication via MS Teams, and the use of tablets rather than in-person communication.
• Step 4: Readjust the schedule based on the feedback.

This innovative scheduling program impacted the timetable for not only the Police Department but the future Fire Department’s success as well, saving the town time and money.

“We were scheduled to do concrete and steel at the same time, but the concrete needed to be rescheduled due to unforeseen underground conditions. So, we revised the schedule and focused on completing the steel part of the project rather than waiting for the concrete to be done. We pushed things that were moving ahead to an accelerated schedule and created a recovery plan for those that were behind schedule,” explained Site Superintendent Mark Barlow.

By creating a master schedule, LaRosa was able to get all the submittals done early in the project and order the materials, so they were in place ahead of schedule. Subcontractors were rescheduled to work opposite sides of the project or even off-hours to promote social distancing. “This allowed us to accommodate the town’s request to complete the Police Department ahead of schedule and set up the Fire Department for earlier delivery even with two Covid shutdowns,” Mark added.

Value Analysis / Engineering

Though it is highly unusual, there was no opportunity for value engineering during the Windsor PD renovation because the project came in right on budget. This project was put out to bid and came in underbid. At bid time, the Owner asked for a number of bid alternates  that were not accepted at that time. They were waiting to see significant cost impacts during the demolition phase and the roof replacement phase to ensure there were no project overages. During these phases, LaRosa did not encounter significant issues and costs for unforeseen circumstances were kept to a minimum. This allowed the Owner to proceed with improvements such as additional paving to existing areas, an added carport, and the replacement of the roof at the DPW side of the building. There were 68 change orders which totaled 1.4 million dollars. Even with the change orders, the project was under budget and was completed four months ahead of schedule.

Special Obstacles

The obstacles related to the construction of the Windsor PD were primarily related to unforeseen circumstances which were not included in the original budget:

1. Buried concrete structure: One of the first unforeseen issues we encountered was the existence of a buried concrete structure under the existing slab. Prior to the renovation, we had no idea of its existence. The problem was the concrete structures blocked the pathways for the new underground electrical and plumbing lines. Those structures had to be removed quickly to keep on schedule. With the cooperation of the entire team, assessments and decisions were made quickly so as not to impact our work schedule. 
2. Rusted steel roof decking, fasteners, and steel columns: We also encountered many problems with the sections of the existing roof steel decking being rusted and needing to be replaced. In addition, a lot of the fasteners were not code-compliant due to spacing issues. There were also cracked welds in the steel columns, and we needed to fabricate new connections and welding to support the building. Though the roof replacement, fasteners, and repair of the support columns were not in the original budget, the possibility of replacement was anticipated so there was an allowance. The Owner’s rep and the clerk of the works were on-site three times a week, so we were able to replace the rusted decking, add fasteners, weld the columns, and bring everything up to code without impact to the construction.
3. Building security: There were an overwhelming number of doors in the police station which needed to be locked at all times. The building access system and camera system were extremely complex and required a lot of coordination between the electricians, design team, Owners, and installers to ensure all the requirements of the police department were met. The coordination was often a problem because of Covid schedules, social distancing, and logistics but the doors and camera systems were coordinated and installed properly to meet the requirements of all parties.  
4. Installation of bulletproof Kevlar: We faced another obstacle in the installation of the 600-pound sheets of bulletproof Kevlar in the main entry and 300-pound doors at various room entrances throughout the building. We couldn’t use a lift because of the location so the obstacle was the manpower lifting those sheets. The other concern was the amount of time it took to install the material due to logistics. In the end, we carefully coordinated the manpower needed to complete the project in a timely fashion.

Extenuating Circumstances

When it comes to extenuating circumstances, the pandemic had to be the most difficult to navigate due to its farreaching adverse effects and the initial shock of the national shutdown. We started the project on September 6, 2019, and six months later, the country shut down due to Covid. At that time, COVID was new to all and there were no industry “best practices”. We rearranged subcontractor schedules so there would be a limited number of individuals working at the same time, thereby limiting the risk for infection. That accommodation was in our control and there were two minor outbreaks of Covid on this project that were quickly contained. But what was out of our control, with the potential to become a major obstacle, was the closing of City Hall and the many departments with which we normally interact during the course of construction. With major maneuvering and a truly resourceful group of inspectors, we were able to connect via video and the project was completed ahead of time.

Another challenge was working around the DPW during the course of the construction. It is always a challenge to work with an existing structure while adding and renovating. The DPW had been occupying the space prior to the renovation. It was quite a challenge for the team to come up with a plan to keep the building weather-tight, protect the material stored and the people who popped in and out, and yet complete the renovation for the Windsor PD in a timely fashion. In the end, firewalls were installed to protect the occupied space from the area under construction.  

A third highly unusual difficulty was coordinating the construction of the dispatch center and transitioning it from the existing dispatch to the newly constructed one. The transition needed to occur in the shortest possible time frame so that 911 services would not be interrupted. It took an extraordinary amount of pre-planning and coordination with the Town, design team, and dispatch personnel who met frequently in the weeks leading up to the transition. The final reviews and inspections of the new dispatch center needed to conform to the specs and standards of the 911 service. The team worked together to test all systems prior to the turnover and the town personnel and electricians were on standby during the physical process as an emergency precaution.

The final difficulty was tying the new permanent entrances to the main road. Telephone and gas lines needed to be relocated which meant intensive coordination with utility vendors and the Town of Windsor officials. That coordination was hampered, though only temporarily by Covid restrictions.

Innovative Productivity Programs

Prior to COVID, sequencing to get the greatest amount of work done on any given day has always been the key to promoting productivity at LaRosa.  But the way we sequenced our work during Covid and managed to finish the project upon the request of the Town of Windsor four months ahead of schedule illustrates the power of innovation to promote productivity.

According to Mark Barlow, Site Superintendent, the innovations relating to productivity came down to scheduling and ordering the materials in a timely manner. “The schedule is our bible. We have our meetings, and we go over the schedule with the subs. During the pandemic, the innovation was holding meetings using Teams and depending more on our software for real-time communication. If there were problems with manpower or  materials, which there were during the pandemic, those issues are discussed during the meeting and a plan was put in place to avoid productivity delays. We relayed that information to the Owner’s Representative in a separate Owner’s meeting which was held weekly using videoconferencing. Even though all supplies were ordered way in advance to avoid unanticipated delays, we had a Plan B which we knew we could implement.”

Making safety a priority was also a key to productivity. By following the pandemic guidelines of social distancing and working from home, shifting sub schedules so they worked on opposite ends of the building, and scheduling others to work off-hours, we were able to minimize contact between our workers and only had to shut down twice with zero transmission on site.

“Productivity is a function of communication. Our seasoned team understood the importance of creating a master plan and knew how to communicate it, anticipating potential issues before they become major problems. With the innovative reliance on technology through the use of virtual meetings, productivity on this project was at an all-time high, “explained James LaRosa, CEO of LaRosa Groups. 

Small <$10M  Renovation

Twenty-Three Lynwood Place Renovation   Petra Construction Corporation

Located within a historic New Haven District, this three-story, single-family residence underwent an adaptive re-use renovation to create administrative offices and a third-floor apartment suite to accommodate visiting priests. The scope included a new commercial elevator shaft traversing all floors in the center of the structure, a rear stair addition, significant code modifications, and extensive exterior restoration work. A courtyard connecting the building to the adjacent Student Center comprises of a large garden area with garden lighting and a new high-end, decorative, granite water fountain tied to an elaborate mechanical system. New concrete sidewalks by the garden area, concrete ramps, external stairs, and an approximately 7’ tall brick site wall were also installed.

Quality Control

Petra’s commitment to quality is demonstrated in every project we build and the Twenty-Three Lynwood Place Renovation project was no different. Petra employs a system of procedures to ensure quality construction, starting with careful construction documentation review and constructability analysis. The process continues at the construction site utilizing functional Construction Quality Checklists, which are reviewed by our full-time on-site superintendent and project manager prior to, during, and after the completion of each phase of work. In addition to Petra’s standard quality control procedures, Saint Thomas More hired a third-party special inspection agency. Petra’s team worked with both the agency as well as the City of New Haven Building Department to coordinate inspections on various tasks such as concrete pouring and foundation digging.

Scheduling

Petra was engaged early on in the process fostering a collaborative relationship with Saint Thomas More Corporation and Knight Architecture from the beginning. Preconstruction began in October 2018 with the final GMP issued in June 2019. The team executed the entirety of the demolition phase before CD’s were issued. This revealed crucial construction conditions that would have otherwise been un-inspectable. Remobilization occurred in August 2019 in order to complete underground work before winter. While winter was calm, the schedule faced other challenges. The original permit was rejected due to the lack of height in the third-floor stairwell. A dormer was added in order to get the headroom required. Installation of the new commercial grade mechanical system proved to be logistically challenging. Upon taking measurements it was realized that the new system would not fit, resulting in a redesign and a tremendous amount of coordination and 3D modeling to find space in the small attic. In March 2020 the project schedule was threatened with a global pandemic. Petra quickly implemented all new safety rules and regulations on site. The Superintendent shifted tasks and strategically placed individuals throughout the site to ensure the work would continue uninterrupted while maintaining proper social distancing. Despite the need to accommodate various quarantine requirements, delays in materials due to factory shut downs, and limited the number of people in a given area, the project stayed on schedule.

Value Engineering

Due to the uniqueness and age of the building, Petra took a collaborative approach to develop the GMP. Numerous onsite subcontractor meetings were held to encourage conversations amongst the disciplines to control costs and avoid incomplete bids. In fact, subcontractors that had not visited the site were not permitted to submit a bid. During the final GMP review, it was evident that the Owner prioritized quality and maintaining aesthetics over the cost. Petra provided value engineering options such as the use of similar materials to match the exterior stucco, interior plaster, tile in the third floor apartment suite, and the brick for the retaining wall. Even with mid-project changes, the project stayed under budget.

“We executed the entirety of the demolition phase before CD were issued. This revealed crucial construction conditions that would have otherwise been un-inspectable. The entire design team benefited from this  uncommon sequence and lauded the Owner’s foresight and Petra’s execution.” George Knight, AIA, Principal, Knight Architecture LLC

Overcoming Special Obstacles and Difficulties

This project faced numerous logistical challenges, in particular the building footprint. Outside, deliveries were difficult due to limited space because of adjacent buildings and the proximity to the busy street. Inside, the structure was essentially rebuilt from the inside out.

Addition

The necessity of removing half of one side of the building in order to construct the new stairway addition was used to the team’s advantage. Work was strategically completed around the opening to bring larger materials, such as the elevator components, into the building before it would be closed up and the addition completed.

Commercial Elevator

One of the most unique and logistically challenging additions was the installation of a new commercial elevator traversing all floors in the center of the building. The structural nature of the shaft required careful coordination. Once the elevator pit, concrete foundation, and footings in the basement were complete the CMU walls were constructed and temporary shoring was put in place floor-by-floor. The CMU shaft continues all the way up to the roof where it was tied into and a new copper roof over the shaft was installed.

New MEPs

Upon taking measurements and developing coordination drawings, the complexity of installing new MEP’s within the 120-year-old wood-framed structure was realized. Working with the mechanical and electrical subcontractors, the team was able to utilize three-dimensional modeling to redesign to find space for the electrical and mechanical elements within the confines of the small attic and challenging roof pitch. All new mechanical systems were installed and the chilled and hot water are supplied by the adjacent Student Center building via underground utilities. New electricals consisted of a new main service from the adjacent Student Center, a new fire pump generator, new fire alarm, new Lutron wireless lighting system with full UPS, and period-style lighting with antique hardware trim.

Historic Sensitivities

While this was not a historic renovation, the historic and intrinsic value of the existing components required the utmost attention to every detail to preserve and replicate its character and ensure a seamless integration of the new work to existing conditions. To maintain cost control, all of the plaster walls on the first and second floors were completely demolished and constructed anew with the exception of one room which features a beautiful original hand-stenciled design. In order to access that room while keeping the walls intact, the floors above and the ceiling below were opened up to feed the various wiring needed. Extensive restoration work was completed on the exterior including repointing all brickwork, window trim and sills, new gutters and leaders, and restoration and replacement of lead molding. Original leaded glass or leaded stained-glass windows were restored and refurbished and some new matching windows were installed. Additionally, the new stair addition was constructed to match the look of the front of the building.

“This project was handled with special attention to detail and for good reason. It was an honor to contribute to a place of worship and serenity.” Michael Colossale, President, Colossale Concrete

Neighborhood Limitations

A significant amount of coordination and caution was essential to maintain a safe site and minimize disruptions to surrounding residences. Being in a residential neighborhood and in close proximity to student residences, temporary structural fencing was installed to ensure students and neighbors were not able to enter the jobsite after hours. Additionally, noisy work was performed after 9:00am and work was completed without area shut downs. In keeping the lines of communication open with the neighboring community and maintaining a safe jobsite, the project was completed without issue including receiving permission from the adjacent property owners to construct the wall on the property line.

Global Pandemic

Having been faced with a global pandemic in the middle of the project, Petra was able to pivot and implement all new safety rules and regulations on site. Masks were mandatory on site and everyone was required to complete a daily questionnaire via a QR code to record who was on site at all times. The Superintendent shifted tasks and strategically placed individuals throughout the site to ensure the work would continue uninterrupted while maintaining proper social distancing. Additionally, work had to be coordinated around difficulties procuring materials with warehouse and manufacturing shut downs and delays. While navigating the difficulties and the uncertainties of the pandemic, the entire team worked through it together, cooperating, and following the required procedures.

Large >$10M  Institutional

York Correctional Central Plant and Distribution System   PDS Engineering & Construction, Inc.

The York Correctional Institution Central Plant and Distribution System project is a State of Connecticut Department of Administrative Services project that consists of the renewal of the existing Central Plant, including new boilers, chillers, pumps, sand filtration system, an expanded cooling tower, the replacement of the existing underground heating hot water and chilled water site distribution systems to all buildings across the site, and replacement of the existing heating hot water and chilled water distribution systems to air handling units inside each (occupied) building. The Master Schedule, Site Logistics Plan, and Building Logistics Plan were phased to maintain heating and cooling services to the facility and to minimize heating and cooling shutdowns. The project was well-managed from start to finish, Subcontractor scopes were complete, the CHRO requirements were met, all schedule milestones were achieved, approximately 75% of CMR contingency was returned to the Owner, and the project was able to deliver >12% more work in Owner-requested Change Orders. PDS has provided credits back to the Owner from unused direct costs, allowances, and CMR contingency in order to contribute to the available funds for extra work. This, in conjunction with Eversource rebates to the Owner and other sources, has provided enough funding to complete this extra work for the Department of Correction. PDS Engineering & Construction received a Contractor Performance Evaluation Score of 94% in July 2021 from the Department of Administrative Service. This project has been a great strategic, efficient, team-driven, cost-effective success story.

QUALITY CONTROL

Submittals - PDS prepared a comprehensive Submittal Log during the Preconstruction phase. Subcontractors submitted product data sheets and shop drawings for all specified materials in a timely manner though PMWeb, and these were reviewed and approved by WSP, the Engineer of Record. Submittals were tracked by PDS and nothing was ordered without an approved submittal.

MEP Coordination - PDS facilitated weekly MEP Coordination GoToMeetings that included its MEP Subcontractors and the Mechanical Engineer. These meetings resulted in sharable 3-D BIM drawings, based on the laser-scanned Central Plant, and located all the proposed MEP equipment and piping. This collaborative effort resulted in virtual clash detection, additional structural steel supports, and various design modifications, which mitigated problems in the field later.

Inspections - All work was observed, inspected, tested and/or commissioned by a number of entities including a third-party Materials Testing Lab and Special Inspector, Manufacturers’ reps, the Engineer of Record, the Architect, the CA, DAS, DOC, the CxA, and State OSBI/OSFM Inspectors.

Special Welding Quality Standards - Although the Hot Water and Chilled Water underground hydronic piping on this project was never going to experience high pressure, the specified welds had to comply with the much stricter ASME B31.1 Standard for Power Piping requirements. Also, 100% of factory or shop welds and 100% of field welds were either radiographically or ultrasonically inspected. This was done to insure high integrity of the buried piping on prison grounds to avoid major disruptive repairs.

High Security - In a prison, nothing is more critical than security. Construction components had to be of special high-security quality, for example, heavy-duty security ceiling access doors with special keys, high security doors and hardware, security screws in exposed areas, and tamper-proof construction everywhere inmates have access to.

SCHEDULING

Master Schedule - The original Master Project Schedule was submitted with the GMP Proposal on July 9, 2019, was included in Amendment One that was executed on July 29, 2019, and was formally approved on August 28, 2019. The GMP Proposal was based on GMP Approval and Notice to Proceed by July 31, 2019, which was received on that date. This schedule mitigated the 2-month Owner/State delay to the start of construction, and indicated the overlapping of the site piping sequences, with long-term fencing installed completely within the security fence, as opposed to the original plan of completing all work in one sequence before moving to the next one. This schedule assumed an 8-hour day shift Monday through Friday, with a 10- hour shift for welders until 5:15 PM, except when there would be double shifts in Fall 2019 and Spring 2020. Additionally, the schedule assumed working on Saturdays as needed to mitigate weather delays and other schedule delays. The work inside buildings was to be normally done on day shift. This schedule assumed that the hydrostatic pressure testing of each segment would be replaced with pneumatic pressure testing of each valve-to-valve segment using Nitrogen. Each accepted piping segment will be left with a 5 psi Nitrogen blanket to protect against corrosion. Flushing and “proof” testing of the entire HW loop was scheduled to take place in July 2020, and flushing and “proof” testing of the entire CHW loop was scheduled to take place in March 2021, using the new house pumps. Allowances for premium costs for overtime, shift differential costs, temporary equipment, and additional temporary fencing to facilitate this schedule were included in the GMP. The Master Schedule was updated in April 2021 to include a 5-week slippage in the HW System Shutdown date from April 1, 2020 to May 4, 2020.

Work Authorization Order (WAO) #1 – This work was completed on September 17, 2019. The entire work in this project consisted of thirteen (13) Bid Packages in ten (10) CSI Divisions. Two (2) of the Bid Packages, 23A Mechanical and 31A Site Preparation, were bid early and awarded as part of Work Authorization Order (WAO) #1, and the Notice to Proceed was received on May 22, 2019. This Early Work Release was necessary to expedite mechanical piping and equipment submittals to meet the schedule, which has seasonal constraints, and to remove trees and prepare the site for secured temporary storage and construction trailers. PDS mobilized and furnished four (4) double-wide office trailers. WAO #1 work was completed by September 17, 2019. 3

Monthly Schedule Updates - The P6 schedule was updated monthly and submitted with the PDS Monthly Project Status Reports. Predecessors and successors were checked to reflect progress, installation of the underground and above ground hydronic piping, equipment installation and other activities that started or continued in any particular month. All activities in progress were updated. A 24-day slippage in the HW System Shutdown Start milestone occurred without slippage to the Finish milestone, provided that extended hours, second shift, Saturdays, and multiple buildings were integrated in the schedule. The HW System Substantial Completion was achieved on January 26, 2021. We turned over the Chilled Water System on April 1, 2021, and submitted the Transfer of Custody to DOC on June 30, 2021. The project time was extended to December 31, 2021, and we tracked progress of Change Orders on a 90-day look-ahead schedule for that duration.

Milestones - PDS has met all milestones and has successfully completed this project on time.

HW System Shutdown Start:              Scheduled – 01APR20 Actual – 13MAY20

Finish Main Piping Loop:                    Scheduled – 30SEP20 Actual – 01OCT20

HW System Shutdown Finish:            Scheduled – 30OCT20 Actual – 09OCT20

Substantial Completion (HW)             Scheduled – 30JUN21 Actual – 26JAN21

CHW System Shutdown Start:           Scheduled – 02NOV20 Actual – 29OCT20

CHW System Shutdown Finish:         Scheduled – 01APR21 Actual – 01APR21

Construction Completion:                   Scheduled – 28MAY21 Actual – 28MAY21

Substantial Completion (CHW):         Scheduled – 30JUN21 Actual – 30JUN21

Base Project Completion:                   Scheduled – 30SEP21 Actual – 30SEP21

Extended Project Completion:            Scheduled – 31DEC21 Actual – 30DEC21

Main Project Substantial Completion and Beyond - The project was Substantially Complete on June 30, 2021. The original project scope is 100% complete overall. The work beyond Substantial Completion consists of almost one additional year of Change Order Work. Many of these Owner-requested changes have already been completed, including additional Owner training sessions for the boilers and BMS, truss reinforcements, ceilings, lights, acoustical pads, and HW coils in Building 22, conversion of existing smoke dampers and other pneumatic equipment to DDC, miscellaneous HVAC equipment repairs, installation of the PK heat exchangers, re-programming the Condenser Water Pump soft starters, and steam line preparation and conversion of propane to natural gas piping for the Cook-Chill Boilers. The Controls Subcontractor will provide 24-month technical support until June 2023 to help adjust the system pressure as seasons change and/or as the system is fine-tuned to run with greater efficiency. The Sitework/Landscaping Subcontractor will return in March-April 2022 for another round of lawn fertilizing and overseeing. PDS is complete with all Change Order Work with the exception of the delivery and installation of the Cook-Chill Boiler equipment.

Current Schedule Status - Completion of Change Orders is anticipated by June 1, 2022. Installation of the Cook-Chill Boilers will be done from March until June 2022. This is the food preparation equipment for meals for the entire State prison system. No other extra work is planned.

VALUE ENGINEERING - PDS took the lead in value engineering before and during the project:

• PDS submitted 286 pre-bid RFI’s to clarify the scope of work
• PDS prepared very complete and inclusive bid packages to minimize Change Orders
• PDS strategically included allowances for items that were ambiguous to avoid inflated bids
• PDS required its Subcontractors to submit RFI’s with proposed solutions with photos/sketches
• PDS re-designed the precast concrete valve access vaults for constructability
• PDS designed the water main crossing at Building 11 to avoid major hydronic piping changes
• PDS made several suggestions to custom modify some of the outdoor pipe enclosures that contain pipe risers and valves that enter the buildings
• PDS listed existing smoke dampers and identified electronic actuators to assist with the conversion from pneumatic to DDC
• PDS helped to design the Cooling Tower foundation and drainage system to avoid extra costs and delays.

SPECIAL OBSTACLES AND DIFFICULTIES ENCOUNTERED

From start to finish, there were several major obstacles that we had to overcome to meet the schedule and budget:

• The project was completed during the COVID-19 pandemic without interruptions to the work, or delays to the project milestones, although we did experience some supply-chain issues. Weekly testing of all construction personnel was mandatory. N95 respirator training of all construction personnel and masks were provided by PDS at no additional cost to the Owner. Weekly test results and monthly attestation forms were tracked by PDS. Several PDS field staff had contracted COVID-19 and quarantined at home for weeks.
• Working in a prison environment has many unique constraints and special procedures. All construction personnel had to first have DOC clearance. A Correctional Officer escort has to accompany every crew. Crews cannot wander back and forth once they were in their assigned work areas. Any deviations to the daily work schedule potentially causes disruption and discontent. Materials and tools had to be completely put away and work areas cleaned up each day. Materials were stored in a fenced laydown yard or lockable storage containers.
• Field communications were very limited. No cell phones or computers were allowed except for inside office trailers. 2-way radios had limited range from inside the masonry buildings.
• The start of the project was delayed 2 months by the Owner, but the end date did not change. PDS got creative with the Master Schedule.
• PDS completed $2.3 million worth of Change Orders before Substantial Completion without any time extensions.
• Some project drawings were incomplete or schematic only. PDS prepared very complete and inclusive bid packages to minimize Change Orders.
• PDS strategically included allowances in the GMP for premium time, shift differential, temporary equipment, and temporary fencing, and certain allowances in bid packages, to be tracked on a T&M basis, to cover scope of work that was vague or undefined.
• A good amount of the existing Hot Water piping connections inside buildings leaked and had to be repaired, which was not identified in the scope of work.
• We installed seven (7) large Rooftop Units on Building 22 to replace the smaller existing units as a T&M Change Order, which would have been easy to do if the existing wood trusses were strong enough to support them. Ceilings were opened, trusses were reinforced, smoke barriers were installed, hot water coils were installed, and the cost of the work increased exponentially.
• During excavation for underground piping near Building 11, an active 12” water main was uncovered. The water line was under too much pressure to shore and go under, so it was capped, thrust blocks were added, and an 8” bypass was installed, delaying the pipe installation. PDS provided the resolution.

INNOVATIVE METHODS FOR INCREASED PRODUCTIVITY -

• Rather than work in one restricted fenced area at a time to excavate, bed, install pipe, weld joints, inspect, partially backfill, hydrotest, completely backfill, topsoil, fine grade, and remove fencing before moving to the next area, and losing a lot of valuable time, PDS proposed to replace the hydrostatic pressure testing of each segment with pneumatic pressure testing of each valve-to-valve segment using Nitrogen. Each accepted piping segment was be left with a 5 psi Nitrogen blanket to protect against corrosion until flushing and “proof” testing of the entire loop would be done later. This allowed us to temporarily fence large sections of the property and move within the enclosed area much more efficiently, saving a lot of time. The piping actually finished early.
• PDS offered credits for deleted work, unspent allowances, and CMR contingency to help offset the costs of the added work. This made a big difference to the amount of work accomplished.
• Project team meetings that included PDS and its Subcontractors, the CA, the DAS Project Manager, and Department of Correction Facilities and Custody personnel provide a forum for open communication to resolve issues, discuss changes, and schedule work as efficiently as possible. This kept everyone on the same page. This was critical to complete a $51 million project in a very restrictive environment on a complex project with seasonal constraints.

Small <$10M  Commercial

American National Red Cross - Facility Reconfiguration and Renovation   Wohlsen Construction Company

Wohlsen Construction Company served as the General Contractor for the Facility Reconfiguration and Renovation project of the Greenwich American National Red Cross facility located on Indian Field Road. The project was designed by the Live Design Group and was a complete, state-of-the art renovation of all three floors of the facility. Taking approximately eight months to deliver and completed during the Summer of 2021, the project consisted of 8,000 square feet and included rejuvenated reception and waiting areas; new health history rooms; administrative offices; storage areas; restrooms; a new blood donation center; and an expansion of existing training rooms. The project also included extensive communication and technology upgrades throughout the building.

Team Cooperation and Collaboration

Wohlsen’s construction team held regular meetings with the client and daily interaction with the site staff to manage all aspects of the renovations. Along with constant coordination with subcontractors and daily records of all workers on site, the location of their work, and what tasks they were performing aided in the collaborative teamwork to ensure the success of the project. Facilitated by pull planning meetings and daily huddles, Wohlsen’s superintendent monitored all progress and made sure that material deliveries and tradesmen were properly coordinated to allow the project to progress per schedule. Additionally, Wohlsen worked closely with the subcontractors, who played an active role in budgeting for the project.

Budget & Value Analysis

Wohlsen’s oversight of additional scope to repair the parking structure ran concurrent with existing project deliverables that were scheduled throughout other areas of the facility. The added work consisted of an entire demolition of the parking slab, re-water proofing and sealing the structure, snaking all existing drains,  reengineering a proper pitch; and re-asphalting the entire parking deck. Although impacts to the project schedule were unavoidable and the drainage issues created re-work on the ground floor, the decisive actions of the project team and owner, constant communication, and disciplined documentation proved to be key factors in addressing this project variable.

Schedule

Wohlsen’s commitment to collaboration with the owner and vital subcontractor partnerships helped maintain the overall course of the project. Every construction activity from demolition to clean up was planned for and communicated with the project team via our scheduling mechanisms such as P6 software and continuous pull planning. Overall project milestones to daily production goals were diligently tracked, measured, and scrutinized for opportunities for improvement. Identifying efficiencies and adjusting project schedules accordingly helped yield significant value to the overall success of the project.

Quality & Craftsmanship

The definition of success in business is determined by profitability. However, equally important when defining success in construction is both client satisfaction and delivering unmatched craftsmanship. The results at the American National Red Cross define high-quality and are showcased by the revitalized first floor with an adaptable, multi-purpose board room with updated technology and ample classroom space, which functions as the nerve center for the facility’s crown jewel on the second floor – the new blood donation center. Complementing the teams’ attention to detail and quality, was trust. The transaction of trust from a client to their construction team to oversee additional projects is an invaluable currency and a testament to the quality of the project. To this end, Wohlsen was honored to garner the trust of the American Red Cross team following the Greenwich project and to partner again with them in Connecticut. The second Connecticut renovation project was approximately 4,500 square feet, also designed by the Live Design Group and was a fitout at the Milford Blood Donation Center.

Safety and Logistics

The project site on Indian Field Road abutted Federal Railroad rights-of-way for both the Metro North and Amtrak lines. Compounding matters, the property was in extreme proximity to high-volume exit and entrance ramps for Interstate 95. These restricting factors impacted project activities, schedules and deliverables particularly requiring Wohlsen to navigate the peak and off-peak rhythms of I-95’s notorious commuter traffic. The team was also forced to deploy a scalpel-approach to utility work to ensure the safety and continuity of adjacent rail operations.

Overcoming Obstacles and Challenges

One of the most reliable factors in construction is the existence of variables that compel teams to tailor their approach and adapt to project circumstances. From unique designs, to materials, labor supply, site logistics, weather conditions, and surrounding political, public health and occupied work environments, Wohlsen is proud to lead the industry in deploying teams with a proficiency in identifying variables, in real-time, and collaborating an immediate approach with project stakeholders. In the context of a global pandemic and subsequent volatility in the market, the Greenwich American National Red Cross project was managed with extreme efficiency. However, the endeavor to install the 21st-century technology and communication infrastructure that is needed for a brand-new blood donation center was not without certain challenges. Such obstacles tested the resolve of Wohlsen’s approach and demanded heavy reliance on the project team’s experience, subcontractor relationships, and adherence to transparency with American Red Cross leadership. A condition of the property’s dimensions being wedged between two major commuter arteries was that the parking deck for the facility was originally built above the building. The design of the building combined with record-breaking rainfall totals uncovered considerable drainage issues. This discovery negatively impacted the first floor of the building and the delivery of the project. Early detection and communication of water damage was imperative. Once the scope of the issue was confirmed, the Wohlsen team worked closely with the owner to assist in the management of an immediate strategy to (1) mitigate current impacts, and (2) implement a long-term plan to ensure the protection of the facility moving forward.

Why this project is special and deserving of recognition

Although categorized as a “small” project based on square footage and award criteria, the bearing of this project is much larger. The social impact of this project is enormous: upon completion, the services offered at this facility saves lives. Successfully modernizing the Greenwich American Red Cross has increased their capacity to improve the health and well-being of the community. Specifically, the project’s new blood donation center offers eight permanent beds for the collection of whole blood and platelets to support local, monthly blood drives. This enhanced ability positions the American Red Cross to allow for the collection of platelets, which is a first for platelet collection in the area.

Founded in 1881, the American Red Cross has a storied history as one of the most recognized, nonprofit humanitarian organizations in the United States. As a leading provider of emergency assistance, disaster relief, and disaster preparedness – this facility is a strategic location for the American Red Cross Metro New York North Chapter, providing critical services to Greenwich, Westchester County, Rockland County, and the U.S. Military Academy at West Point.

It is always Wohlsen’s distinct pleasure to deliver the highest level of quality project that clients deserve. It is even more special however, to do so for a client like the American National Red Cross, particularly during this time in history, whose core mission is to “prevent and alleviate human suffering in the face of emergencies.” Wohlsen Construction Company was privileged to manage the renovations at the American National Red Cross in Greenwich, Connecticut.