EIC Award Winners - 2023

In 2023, CT ABC recognized the following projects as Excellence in Construction Award recipients:

Best in Show

Large >$10M Infrastructure

Grand Avenue Bridge Rehabilitation   Mohawk Northeast, Inc.

The Grand Avenue Bridge located in the historic ‘Fair Haven’ district of New Haven, Connecticut has undergone a major and successful rehabilitation to its roughly 125-year existence.  Like anything that old, the Grand Avenue Bridge has an interesting history, replacing the ‘Dragon Bridge’ which was Fairhaven’s namesake during that time period. Like most bridges from that time period the deck was originally wooden and the structure carried the Fair Haven and Westville Railroad trolley line.  Although not much remains of the original structure, the foundations are strong and sound and the radial girder which this swing span rotates on received repairs and maintenance for it to continue long into the future.

Unfortunately, the existing four approach span steel girders leading up to the swing span had finally reached their useful lifespan at 125 years and were replaced with two single span steel girder approaches. The old abutments and intermittent masonry piers were left in place to simulate the historic look to the bridge structure. The replacement and installation of the approach spans was one of two major activities that I am most proud of. We opted to demolish the bridge in as few pieces as possible and install the new steel girders as efficiently as possible. Here comes the challenges….  Our plan was to pick the four approach spans, approximately 55’ wide, in 12 total picks. To do this we utilized our barge-mounted 350-ton lattice boom crane and material barges.  Our crews performed select demolition based on specific instructions, balancing the structure with much help from our design team. This demolition provided locations for the heavy rigging components and cut the individual spans into three pieces. Monitoring the tide height, current and barge position carefully we positioned the barge and hoisted these near-capacity crane picks, rotated them and set them down on our material barges. Repeating this task 12 times over several days the material barge finally set sail to our marine facility for recycling.

After unloading the barge, the marine crews picked up the new 120’ long steel girders. These girders were paired together at our marine facility prior to delivery in order to optimize installation productivity, but again would challenge the limits of crane capacity, tide. Using heavy rigging, beam clamps and spreader bars the crews positioned the barges, timed the tides and currents and set each piece almost effortlessly. Continuing the choreographed installation, preinstalled forms were deployed and the steel grid decks were offloaded from the second material barge just recently arriving to the site. In no time the decking was installed leading then to reinforcing, anchor bolts and concrete deck and sidewalk.

The project designer, Hardesty & Hanover, utilized exodermic grid deck construction to create a lighter weight composite deck structure versus typical cast-in-place deck section. To extend the deck’s lifespan Hardesty & Hanover also selected a Polyester Polymer Overlay to the surface of the bridge deck which acts as a sealer and protective roadway surface which traffic will drive on.

With the new deck and sidewalk installed, new ornamental street lighting could now be installed along with the new traffic signals, traffic warning gates and rehabilitated barrier gates. These gates warn and protect the traveling public and pedestrians from getting too close to the edge when the bridge must open for marine traffic.

New galvanized bridge railing and pedestrian railings now separate the roadway from the superstructure and pedestrians where previous iterations left the truss superstructure and pedestrians un-protected from accidental vehicular impact.

With the help of the public input the Grand Avenue bridge has been painted ‘Oregon DOT Green’ which is quite different from Its previous color, a deep brown/black. Although a fitting color, it was not conducive for long term maintenance and function due to thermal expansive properties of a dark object vs. a light object. Nonetheless the new green fits in beautifully in the community.

While the heavy civil work was being performed equally important renovations and replacements were happening concurrently. The Grand Avenue Bridge received all new electrical components, new and refurbished mechanical components, new bridge controls and a renovated control house where the bridge operation takes place.  The largest management challenge with the electrical and mechanical scope was absorbing the lead times and material supply issues while maintain the overall project schedule.

The most significant engineering and craft challenge was jacking the 2-million-pound swing span 9” above its operating elevation and temporarily supporting the bridge for over 1 year. Not only did we have to consider the dead load of the structure, but also the supporting structure point loads, stabilizing pile and tie-down anchors to resist wind loads and construction loading requirements. This allowed the crews to remove old electrical motors and controls, mechanical components such as the track, pinion, center bearing, spokes and rollers and drive motors. Once this equipment was removed the base of the bridge could be blasted, painted, steel repairs performed, and new deck installed. Once the new components finally arrived from the vendor, installation began at a quickened pace while we tried to recoup schedule losses due to COVID impacts from material and staffing shortages.

The second most significant engineering and craft challenge was ensuring the proper transition of the swing span deck to the approach span decks once completed. Since the swing span was in the ‘open’ position and jacked 9” above its final position, perfect joint alignment, joint gap spacing, and end wedge reactions could not be verified until after they were built. The project team took extensive survey of the existing structures, performed a field load test and deflection analysis as well as built adjustment into the new approach span steel to ensure a proper fit. To complicate matters, unbeknownst to the Owner or Mohawk, the swing span structure was slightly twisted, racked and not in perfect alignment.

As winter conditions approached the end of the contract time our vendor finally received the epoxy resin needed to install the Polyester Overlay on the roadway surface. Selecting a week with favorable weather, the project was able to get the roadway complete and perform final balancing. The last step to this impressive project was to commission the bridge operating system with our control vendor.

Special Jury Award

Small <$10M Historical Restoration/Renovation

The Russell Chapel at Indian Hill   Kronenberger & Sons Restoration, Inc.

Indian Hill Cemetery, located at 383 Washington Street, Middletown, CT, has operated since 1850. The 50-acre cemetery is a key piece of the community, remaining an active cemetery providing year-round public access to this beautiful park-like setting, offering solace and serenity in close proximity to a vibrant, urban location.

Native History of Indian Hill - Before its time as a cemetery, the land belonged to the Wangunk Native American Indians who referred to this area as Mattabesset, an Algonquian word for the river that runs through the area and connects to the Connecticut River, occupying land that is now Portland & Cromwell. The tribe used this property as a strategic vantage point as it provided a 360-degree view of the region and allowed the Wangunk to see English and Dutch advancement up the Connecticut River. It also provided a defensive line of sight to other Native tribes. As more and more English entered the region, the land was eventually sold by the Wangunks to the colony of Connecticut. 

History of Indian Hill Cemetery - In 1850, Indian Hill Cemetery was established as part of the City Beautiful movement. This unique park-like cemetery was designed with tiers, grass roads, specimen trees, and foliage that still exists today. The cemetery is a great example of the rural cemetery movement, which sought to develop open spaces for public use. It was also believed that using rural cemeteries as open spaces would help control the spread of disease.

The Russell Chapel at Indian Hill - Middletown’s Frances Russell donated the Gothic Revival Chapel in memory of her late husband Samuel Russell. Samuel, an entrepreneur and trader, was the owner and namesake of Wesleyan’s Russell House. The chapel is the centerpiece and crown jewel of the cemetery. Constructed of Portland Brownstone and embellished with small brownstone carvings, the Russell Chapel notably houses its original Meneely Bell, forged in Troy, New York, in 1868. Its interior is adorned with notable stained-glass windows and elegant woodwork.

Contracted Scope

Assessment of Chapel - The first step of the project was to assess the chapel to determine the level of restoration required. We erected staging on the chapel’s interior to gain access to the work at hand.

Plaster Restoration - We assessed the damage to the plaster, what was intact, and what had to be removed. Custom profiles were hand cast in place and matched to the existing profiles. Wall plaster was also repaired at critical locations.

Wainscoting and Woodwork - KSR performed a comprehensive building survey, examined termite and water damage, and determined the project's scope. We took great care to seamlessly blend reproduced woodwork with original materials. Custom profile knives were made to match the existing historical profiles. The species of wood was determined to be Chestnut which was as plentiful as pine back in the late 1800s. Unfortunately, the chestnut tree was hit by a blight accidentally brought in from Japan, killing almost every tree in New England. The only chestnut currently available is reclaimed from old mill buildings. With help from internet research, we were able to find a mill in Plymouth, CT, with a bountiful stock of chestnut for us to choose from.

The millwork was recreated in our Middletown shop. We started installing the millwork to ensure the transition from plaster to wood was seamless and matched the original for historical accuracy.

Stain-matching - We mixed several custom stain options using Aniline Dyes and tested them on several chestnut samples to ensure a proper color match. The original topcoat finish was orange shellac which we were able to successfully reproduce and use on all the woodwork for a seamless restoration.

Memorial Tablet Restoration - Memorial tablets of John & George Russell were discovered in the crypt of the chapel by Superintendent Norm Emond during the project. Long thought to be lost and damaged beyond repair, the tablets underwent a total restoration. The process included completely disassembling the tablets to determine what pieces were missing. Over fifty percent of the tablets had been lost due to time, moisture, and insect damage. The cemetery wanted the pieces to be restored to their original standard. We identified the wood species again as chestnut and sourced chestnut to mill new replacement pieces. Custom painting and mill custom pieces.

Floor Restoration - The floor was a combination of ash and chestnut. We milled 50 sq. ft. of ash and chestnut flooring so that the flooring contractor could scarf in the reproduction flooring. The restored floor was then sanded, and three coats of oil-based polyurethane were applied.

Pews - The pews were first inspected, then transported to our Middletown shop for cleaning and refinishing. Three coats of pre-catalyzed lacquer were applied to the pews, along with reproduction decorative medallions that adorned the pews. We developed a new technique for making an intaglio-negative mold out of pure latex.  We then mixed marine epoxy, tinted it with aniline dye, poured it into the intaglio, and let it cure.  The result was a remarkable replication that is impossible to tell from the original.

Door Restoration - The eight-foot original, gothic-style doors were removed and transported to our shop for a full restoration, including reproduction hardware. Temporary doors were installed in the meantime. Miscellaneous pieces and parts were also replaced with like-and-kind materials. Six coats of marine varnish were applied to the exterior, and the doors were reinstalled, complete with a new deadbolt and handle set.

Unexpected Challenges - During the project, the Chapel was broken into and severely damaged by vandals. During the commission of the break-in, the criminals smashed a stained-glass window to gain entry to the chapel. Inside the chapel, they realized they were locked in, so they used a piece of scaffolding to break the door to gain an exit. In total, damages exceeded $25,000 and caused the project timeline to be delayed for several weeks. The stained-glass repair proved to be a challenge, as finding a color match on the window was difficult. Fortunately, KSR had leftover chestnut to reproduce a new door panel, and ultimately, we were able to restore the door for a second time.

Closing Thoughts - Since the time of the Wangunk Native Americans, the land that makes up Indian Hill Cemetery has been a special place to those who inhabit the area. The land and its history command a deep reverence for those who have come before us. The cemetery is a place of great tranquility not only for those laid to rest but also for the living who enjoy spending time here. It is with this respect and admiration of history that we at Kronenberger and Son’s approach all projects.  The Russell Chapel at Indian Hill presented us with the opportunity to work on a piece of our local community. Our employees have spent a great deal of time here walking their dogs, catching a sunset, or even watching the fireworks from Palmer Field. We feel that the cemetery is one of the best-kept secrets in the area. We are honored and proud to present this project for your consideration. We hope future generations enjoy the cemetery and chapel as much as we have.

First Place

Small <$10M Special Projects

Hole in the Wall Gang Camp Arts & Crafts Building   Associated Construction Company

A legendary actor and visionary philanthropist, Paul Newman founded The Hole in the Wall Gang Camp (“HITWGC”) so children battling disabilities and life-threatening illnesses could just be kids, and “raise a little hell” while experiencing diverse and transformational friendships that go hand-in-hand with a camp experience. Newman announced his plans to build HITWGC in 1986, and in June 1988, the Ashford CT based Camp opened. When the campers arrived, they found a kid-sized old west setting inspired by “Butch Cassidy and the Sundance Kid,” and filled with traditional summer camp programs adapted so that children with physical and medical limitations could participate. The accessibility of the programs, along with a significant yet unobtrusive medical presence, allowed campers to embrace possibilities and safely challenge perceived limitations. Among kindred spirits facing similar challenges, they escaped isolation and found a community defined by acceptance. HITWGC was originally built to accommodate about 300 children each summer. The charity now serves about 20,000 kids a year on site and through community and hospital-based programing.

Then, on February 12, 2021, the unthinkable happened. A fire ripped through the Camp, destroying 30-year-old buildings dedicated to arts and crafts, cooking, creative writing and woodshop activities, as well as the camp store. As the 13-page Google Search printout reveals, news of the fire received local, statewide, national and international media attention.

The public’s response was immediate. Support for the camp began pouring in as word of the fire spread. Within a week HITWGC had received $3 million in donations, pledges and potential matching funds. The support included a match program of up to $1 million initiated by The Travelers Companies and the charity-focused PGA Travelers Championship golf event, which have supported the camp since 2007, and a pledge of $1 million from the Newman’s Own Foundation, a philanthropic foundation that distributes all net profits and royalties from the sale of Newman’s Own products to nonprofits. Additionally, the Aetna Foundation, a longtime corporate partner of the camp, set up a $250,000 matching grant, which doubled up to $125,000 in donations made by individuals in the CVS Health community.

With funding in place, HITWGC’s focus was to bring its facility back, bigger and better than ever. The primary program objectives, as described by the Camp Building Committee, were to:

‘Create an innovative accessible sustainable space that honors the unique physical and emotional needs of the service population. The design must incorporate universal design elements so that each participant, regardless of ability, can access this space in the same way. The new building(s) must pay homage to the iconic structures that came before it and at the same time consider the current and future participants that will use this space. The design must incorporate the western “downtown” narrative of the Camp.’

The design intent of the project, which consisted of the sitework and construction of a new Arts & Crafts building totaling 10,520 square feet of habitable building area and 3,000 square feet of covered and uncovered decking, was to provide a new Downtown Arts Complex to replace the original Camp activity buildings destroyed in the fire. The original Camp buildings were a grouping of 5 interconnected structures that stepped down the natural existing grade. Each building was connected by a small stair with each main floor level being separated vertically by 2’ in elevation. The discontinuous plan and lack of accessibility had become limiting for the current program uses and intended future uses. The goal was to provide a fully accessible building, all on one level, utilizing the practices of Universal Design, which included: Provisions for up to (4) fully accessible bathrooms; Maintenance of the iconic character of the Camp; Environmental accommodations for a ‘year round’ structure; Fully accessible and full height basement; Expansive accessible porches to accommodate outdoor program functions and circulation for groups of campers; Management of indoor acoustics; Accommodations assistive of participant autonomy, including wheelchair access at all entry points; Fully sprinklered fire protection system; Separation of buildings based on code required fire separation distances; Open floor concept on main level, with dedicated area for parents & caregivers; Quiet sensory room and back deck for outdoor programming; Sustainable geothermal heating & cooling to prevent 77 tons of carbon from entering the atmosphere; Large emergency storm shelter; Huge cisterns, so that if another fire breaks out, first responders won't have to pump water from the camp's pond.

Major trades included: selective demolition, sitework, hardscapes, concrete, masonry/stone, exterior railings, wood framing & trusses, rough carpentry, decking, finish carpentry, millwork, damp proofing/waterproofing, thermal insulation, standing seam metal roof, sips panel roofing, new cupola & finial, exterior siding, joint sealants, interior wood doors, painted metal door frames, wood clad windows, storefront glazing, skylight(s), sliding barn doors & hardware, overhead doors, door hardware & installation, gypsum board assemblies, stucco wall finishes, tile, flooring, painting, toilet compartments, toilet accessories, heavy duty shelving, plumbing, HVAC and electrical work.

With no desire to wait, construction for the 12-month project began on January 3, 2022 (with COVID protocols still in effect) with excavation of the site (including hammering of bedrock) and a foundation pour in late January, during the dead of winter. Concrete blankets were in abundance, and the curing advanced on schedule. Throughout the project, there were remarkably few delays in the construction process. Long lead times on supply chain specialty items like electrical gear and the rough hewn timber for the porches were preempted by conscientious pre-ordering of the materials by Project Manager Nick Pagani (who personally hewed the top of the replacement timber flagpole that had been destroyed in the fire). Nick was also responsible for maintaining the budget and cost control. Through his detailed scope reviews and buyouts of subcontractors, Nick realized close to $140,000 of cost savings (which were shared 50/50 with HITWGC) and brought the project in at 3% under budget.

Logistically, during the summer months when camp was in session, the building site was narrowly cordoned off to allow campers access to the dining facility and other amenities, and even included ½ and full day shut downs on days where special events were occurring. Subcontractor access was closely coordinated with these activities, and, despite the inherent inconvenience and delay caused by these events, the entire project was only delayed by 5 days from start to its substantial completion on December 5, 2022.

On Tuesday, March 21, 2023 (after the wall mosaic was finished), the new $4.5 million, 11,000 square-foot (1,022-square-meter) creative complex opened to a capacity crowd of firefighters and public safety personnel, business leaders, donors, board members, politicians and HITWGC Staff, who heard Governor Ned Lamont, HITWGC senior administrators, and current and past Camp attendees speak to the rebirth of the facility. “What was a traumatic, horrible event was quickly turned around because of the kindness of strangers, and loyalty of longtime friends,” camp CEO Jimmy Canton said. “So, you know, they took this tragedy and turned it into a blessing.”

First Place

Small <$10M Sitework / Landscape / Hardscape

Miss Porters Sarah Lane    E.A. Quinn Landscape Contracting, LLC

E.A. Quinn Landscape Contracting worked with Mizzy Construction Inc. on this project. Mizzy did all the site work. Other subs that we coordinated with included:

• Harwinton Paving
• Statewide Electric
• Eagle Fence

This all went smoothly. However, there were challenges that occurred due to ongoing change in scope as well as the issues with supply chain.

Project Challenges

• The hardscape installation grew by 25%
• A planting plan, hydroseeding and maintenance plan was added onto the project as well.
• Site layout was challenging, and we had a tight schedule that we had to adhere to.
• Material procurement was challenging as the manufacturing plants were unable to keep up with the demand during covid.
• Additionally, there was a large order (30,000SF) for the same material that was being fulfilled in the Mid-West.
• E.A. Quinn worked with our supplier as well as Manufacturer Rep to negotiate that material to be diverted from Mid-West Project.

Conclusion

Overall – installation was seamless. Thanks to ongoing communications with the GC as well as strong relationships with our supplier and manufacturer rep!

First Place

Large >$10M Mega-Projects

Bradley International Airport Ground Transportation Center    KBE Building Corporation

Team collaboration, communication, candor, and celebrations were important for building 1.5 million square feet in two buildings on 20 acres.

KBE Building Corporation was the Prime Subcontractor to Austin Commercial and part of the design-build project team for the new Ground Transportation Center at Bradley International Airport. Conrac Solutions (CS), the nation’s only provider of on-airport consolidated renta-car facilities, was the Developer, and national design firm PGAL was the architect. The Connecticut Airport Authority (CAA) was the government agency overseeing the project. Working with Austin and the other team members, KBE led the Preconstruction planning process, managed subcontractor prequalification and bidding, and provided daily field supervision and full-time safety oversight throughout the construction period. As a native Connecticut construction firm with more than 64 years of local experience – as well as past experience at the airport – we were able to provide the local knowledge and familiarity with the trade contractor base that was essential to making this project a success.

By the time the construction dust had settled, KBE and the team delivered the new Ground Transportation Center on time and on budget. As a result, the state of Connecticut has gained a facility with a more efficient welcoming passenger experience. At the core of this major improvement is user-friendly rental car access, more general parking, a friendlier environmental footprint, and plans for better access to public transportation in the future.

This project has a significance for the region, creating a world class facility providing the traveling public with convenient access. The project was also recently ranked No. 2 ‘Best Airport in U.S.’ by ‘Condé Nast Traveler’ and Airport Business Magazine recognized the Ground Transportation Center as a “Project of the Year.” The award highlights the significant transformation the project has made to the airport’s footprint and its commitment to enhancing the passenger experience.

Innovative Programs Related to Quality Control

The QA/QC process was a joint team effort, and the project benefitted from KBE’s standard protocol of building mock-ups for each critical area of construction. One example was the savings achieved through the team’s intensive and collaborative quality control process. During the preconstruction/design phases, the team determined early on that significant time – more than 12 months - could be saved by pre-fabricating the precast garage components off-site and delivering them to the project site using a just-in-time delivery schedule. As an aside, this off-site fabrication process was used for the two garages only and not for the customer service building or the pedestrian bridge.

It was part of the project policy to hold preconstruction planning meetings for every trade or activity that was about to commence. Leading up to the start of construction, our team was required to have submittals approved before each preconstruction/preinstallation meeting – KBE also included our safety manager in all preconstruction meetings to proactively identify and plan for any concerns or risks.

As another component of the QA/QC program, CAA engaged a third-party agency to ensure the project was compliant with state requirements. Austin Commercial engaged its QC division as well, with a dedicated QC manager on site.

Innovative Programs Related to Scheduling

Managing the budget and the schedule was a collaborative approach. The Austin Commercial/KBE team worked very closely with our design partners to explore the different building systems and materials that could be included in the building of the facility. This method of exploring many paths enabled the team to develop a design that not only met the intent and desire of the client but also allowed for competitive budgeting exercises that allowed the project to stay within schedule. Calling on the many years of experience and talents of KBE’s preconstruction team was integral in keeping the project costs under control while the design team investigated the feasibility of each decision.

To stay on schedule throughout the project, design milestone dates were established early on that correlated with the preparation of documents for phased permit review and approval from the State. Issuance of phased permits allowed for the team to proceed with phased construction and stay within the parameters of the overall project schedule. CS/Austin/KBE facilitated meetings between the Design-Build team and the State of CT Office of the State Building Inspector to set the team’s expectations of when documents would be ready for review and when phased permits would be needed to proceed and continue with trade related construction activities. These meetings started in June of 2019 and continued periodically until issuance of the final building permit in August of 2020.

On the construction side, COVID added its share of challenges, but design and planning consultants followed precautions to continue working. Some created shift schedules, rotating employees between home and the office when possible. Austin / KBE also conducted a schedule planning meeting with the designers and designassist trades. The meeting identified tasks and durations that became the critical path of the project. Through monthly schedule updates and phased design submissions to the State of CT Office of the State Building Inspector, the team was able to maintain its overall project schedule.

Overcoming Obstacles and/or Extenuating Circumstances

Coordinating Crane Usage at an Active Airport

Construction activities at an active airport are subject to in-depth review and approvals from the Federal Aviation Administration (FAA). The process to coordinate FAA permitting for crane usage was one such activity and  was a key driver of the planning and scheduling process. KBE started FAA’s permit application process during the design phase. The precast contractor, Blakeslee Prestress, Inc., developed a location plan showing each of the 20+ crane locations, along with the schedule and timing for each location. In this instance at least, the COVID-19 pandemic provided a benefit however, as there weren’t as many travelers during this time, and minimal changes were needed for the installation plan, which typically can require up to six months for approval. This project received needed approvals within three months of the final application and allowed the team to start precast erection in May 2020.

A Constrained Site

Constructing 1.5 million square feet of space on a 20-acre site was no small undertaking. The process of installing 3,000 drilled aggregate piers to provide a suitable substrate for the foundations alone took 11 months. The team also had to deal with traffic going through the terminal – while constructing a pedestrian bridge that went over an active roadway. They had to come up with a gameplan that would allow people to drive through the airport without stopping traffic. During the holidays, the team wasn’t permitted to do anything because of heavy travel.

While the elevated pedestrian bridge was being erected, the team had to re-route pedestrians through the gate and ticketing area (departures). The shutdowns were phased, and the portion of the elevated bridge that crossed road was built in place on the jobsite before being erected by crane and installed in place.

Creating a Safety-First Culture

Connecticut OSHA and Federal OSHA selected this project for an OSHA Safety Training Partnership – KBE’s 7th with the local and national safety organizations. These partnerships are part of OSHA’s nationwide Strategic Partnership Program (SPP), which develops contractor/ government partnerships that will encourage involvement of the general and subcontractors in the improvement of safety and health performance.

KBE, Federal OSHA, and CONN-OSHA combined forces to set a standard designed to inspire and educate construction companies around the country to voluntarily take steps to improve their own safety practices, instead of waiting for the government to get involved when a situation becomes too dangerous.

John Ricci, KBE’s full-time safety manager for the Ground Transportation Center project won “Best of the Best: Safety Professional of the Year,” by the Associated Builders and Contractors Connecticut Chapter. He managed the safety and health program for the new rent-a-car facility project. Along with successfully managing the safety for everyday subcontractor activity, he also spearheaded the successful, ongoing safety training partnership with OSHA on the project, which included monthly training for trade contractor employees with Federal and State OSHA.

“John established complete safety buy-in from the subcontractors and created a safety-first culture at the Bradley International Airport Ground Transportation Center project,” says KBE Corporate Safety Director Adam Peters. “John’s commitment to spending most of his days out in the field with the trade contractors’ employees and help these employees develop plans to safely complete tasks were a game-changer on a job of this magnitude.”

Sustainability & Health Safety

Although CAA chose to not pursue LEED certification for this project, it met all local and state sustainability requirements. Beyond the elimination of shuttle buses and the addition of EV chargers, the project added a number of sustainability measures as well. The rent-a-car industry uses environmentally friendly products to wash their vehicles while 85% of the water used is reclaimed from previous cycles. Water is reclaimed after each wash cycle, cleaned through a series of settling tanks, then reused in subsequent cycles to produce clean cars for the renting customers. The design further reduced water usage by specifying efficient toilets and low-flow, aerated faucets in the restrooms. Within the parking garages, PGAL used natural light harvesting, durable LED fixtures and motion sensors to reduce ongoing energy requirements. The airport received an incentive from its local energy provider, Eversource, for installing LED lights and high-efficiency HVAC systems. The facility includes an energy-efficient wall design to reduce the temperature fluctuations of interior spaces. Plasma air purifying equipment cleans the air with bipolar ionization to help remove airborne bacteria and viruses.

Additionally, there are several public health safety measures built into the project. The complex is designed to streamline customer entry and allow passengers an enclosed path to the terminal to protect them from the elements. Safety details for this project include hydronic heated slabs and gas fired snow chutes to keep the pavement dry and safe, as well as a 360-degree camera coverage of the facility perimeter to greatly increase the security and safety of passengers.

The location of the car rental facilities at the airport is expected to reduce overall traffic – and thereby energy usage and pollution – as travelers no longer need to take shuttles to the remote rental locations that previously supported the airport and were accessible by shuttle buses. The rental companies plan to shift toward an all-electric fleet of vehicles, starting with the installation of multiple car-charging ports at the center.

Project Overview

New 1.5 million sf consolidated rental car facility at Bradley International Airport. The new facility includes a 4-story building and garage complex with nine rental car agencies. A second 4-story garage provides service areas for the rental agencies.

Cost: $210 million

Location: Bradley International Airport, Windsor Locks, CT

Size: 1.5 million Square Feet / 20 acres

Construction Delivery: Public-Private-Partnership

Key Components:

• Convenient Rental Car Services
• Quick Turn-Around facility
• Additional Public Parking (830 additional spaces)
• Improved Access to Public Transportation
• Friendlier environmental footprint
• Elevated Pedestrian bridge
• Airport Business Magazine ’Project of the Year’

First Place

Small <$10M Mechanical Commercial

Fairfield University Convocation Center    Modern Mechanical Systems, Inc.

The Fairfield University Convocation Center: Leo D. Mahoney Arena is a $51,000,000, 85,000-SF, 3500-seat multi-use space at the heart and center of Fairfield’s campus. It is the new home of the Stags basketball and volleyball teams and will serve as a venue for university concerts and events. The arena is constructed on the site of the original Alumni hall. The project, which was delayed due to the Covid 19 pandemic in 2020, finally broke ground in April 2021 with the demolition of the existing facility. 

Modern Mechanical Systems was awarded the HVAC and Plumbing contracts through the construction manager Gilbane Building Company. The HVAC included the extension of the High Temp High Pressure heating water and Chilled water from the campus’s Central Utilities Facility. The Arena and its support spaces are served by custom Trane outdoor air handling units and indoor energy recovery air handlers. Variable air volume with reheat coils controlled the temperature in the support spaces while Runtal radiation and unit heaters served concourse, club, and stair wells. The hydronic system consisted of base mounted pumps, heat exchanger, and variable frequency drives. The Club lounge and various lighting, broadcast, IT and sound system control rooms were served by five large multi zone Trane /Mitsubishi AC split systems. The entire facility is controlled through an Alerton DDC instrumentation and controls systems, tied back to the campus Central utility Plant.

The facilities court level plumbing scope included three main Fairfield University Stag locker rooms, visiting team lockers along with Fairfield Prep, Referees, and Coaches locker rooms and shower facilities. Training, laundry, and catering storage/ prep spaces were also part of the design. The concourse level included main event toilet facilities and concession and Beer Garden stations. The club level included additional toilet facilities, Club lounge and Bar along with additional catering support and VIP toilet rooms. The plumbing water system utilizes an Armstrong Quad Booster pump skid and two high efficiencies condensing water heaters along with digital controlled mixing valve stations. The facility includes approximately one hundred and ninety plumbing fixtures, eighty-three floor drains, trench drains, floor sinks, floor cleanouts, roof drains and overflow outlets. The six-inch domestic cold water and multiple four- inch domestic hot water piping systems were value engineered from Type L grooved copper to welded Sch. 10, 304 Stainless steel. 

The challenges: The project site is in the center of campus and lay-down space was extremely limited. Campus parking and pedestrian traffic needed to be maintained throughout construction. The project’s timing and the effects of COVID proved to be challenging. Material and equipment procurement, along with material cost control required special attention for submittal expedition and release to both on and off-site storage. All vitally necessary to ensure materials and equipment were available for installation as the project continued. Gilbane Building company utilizes the “Pull plan” method of scheduling. The schedule was frequently updated and the tight site conditions required the under- slab sanitary, storm and radon systems to be completed in multiple phases. Another challenge was having the ability to work within the perimeter court level spaces while the main arena trusses and roof structure continued during the winter months of 2021-2022.

The project required the coordination of an extremely challenging south roof mechanical space including exposed duct systems with sizes ranging from 100” x 42” wide and 52” diameter. The coordination of the structural steel, screen wall, duct supports, roof curbs, equipment rigging, roof installation, exterior wall masonry and EFIS systems, along with exterior double wall duct rigging installation and final exterior duct insulation required countless hours of close coordination and communications with multiple trade contractors. The sequencing of all these components was no small task. The unusual reality was the final roof installation was the last step in the progress of this exterior mechanical “room.”

Many interior piping and duct systems were exposed, which required a high degree of workmanship to ensure the installation was both functional and architecturally appealing. Most of the lower court level heating water, chilled water, plumbing pipe mains and duct systems were installed along tight corridors, under arena seating, and exposed support spaces. The Arena’s 52” round fabric duct system needed to be installed with the use of 80’ rough terrain boom lifts. One significant change was to lower all the AC split system refrigeration piping from the Club level down to the Concourse level. This change provided a Club level without any exposed HVAC piping along the expansive glass curtain walls. 

Modern Mechanical Systems along with our experienced subcontractors provided the materials, equipment and approximately 35,000 manhours, with no lost time injuries. As a team, including the designs of Centerbrook Architects and Kohler-Ronan Engineering and the construction leadership of Gilbane Building Company, we provided the University with a well-constructed facility that will provide decades of comfort and excitement. Each phase of the project included unique challenges. The demolition of the existing Alumni Hall. The installation of the structure’s footings, piers and piping systems required extensive rock removal. The schedule phasing of under- slab utilizes and the phased steel erection and structure installation during the winter months. The procurement of long lead equipment shipping from around the country. The procurement of trench drains from Canada and custom SOHPSTONE solid surface lavatory fixtures assembled and shipped from Indonesia. All unique issues influenced by the Covid pandemic made this project difficult. With the participation of trusted subcontractors, East Coast Sheetmetal, KMK Insulation, Automated Building Systems, Walker crane and rigging, Air Balancing Services, and numerous suppliers such as TRANE, The Granite Group, Independent Pipe, NEFCO and others, we completed each phase of the aggressive 18-month construction schedule without delays.  The Leo D. Mahoney Arena was completed for the opening of the 2022 Fairfield University Basketball and Volleyball seasons.

First Place

Large >$10M Healthcare

The Vero at Orange    KBE Building Corporation

KBE was the Construction Manager at Risk for the new 163,022 sf, three-story senior living community in Orange, CT, which was completed in December 2022. The new 175-unit community includes independent and assisted living services, memory care supportive housing, and communal amenities including a media room, bistro, restaurant, and wellness center.

As we all know, there will never be a construction project without challenges – recognizing and overcoming those, however, is where teamwork and collaboration come in.

The Back Story

West Coast vs. East Coast: The owner team and full design team are all West Coast-based and the construction team is located in Connecticut - a communication challenge under any circumstances. However, KBE has been working with CPA for a number of years on nearly 20 projects and has put in place solid communication protocols – and CPA’s development managers routinely travel across the country to manage their projects – as was the case here. Nonetheless, managing inspections and coordinating redesign with the design team posed its challenges.

The Rocks: When sitework commenced on the 7 ½ acre site, the team quickly ran into ledge and lots of it… which hadn’t shown up in the site surveys. In addition, the team found that the existing grades were not as depicted on the drawings, as a previous owner or neighbor had filled a number of areas – which meant re-engineering the retaining walls and stabilizing the soils.

The Structure: The original project design called for a proprietary panelized structural system, which the owner (CPA), the construction manager (KBE) and the architect (BLRB) had previously used on recent projects with CPA. The panelized system uses a BIM-based design approach to help speed up off-site fabrication of the structural framing components and, expedite erection in the field. However, the team quickly learned that, while the prefabricated system offers advantages to other CPA projects we’ve built – such as speed of construction and high-quality control standards – it wasn’t going to work for this particular project due to the site, project size, and structural limitations.

Innovative Programs Related to Quality Control

With the owner and design team based on the West Coast – and the inability to hold in-person meetings due to the pandemic, the team put in place a number of communication tools to foster quality control and hold weekly meetings. Regular communication became even more critical during the construction pause, as the team worked to take advantage of the downtime to get as much work done as possible to set up the project for a successful re-start and ultimate completion.

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. The owner, CM team, design consultants, and trade contractor leadership all had access to the single-source system - significantly facilitating clear, consistent, and mission-critical communication.

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. Virtual field walk throughs were common too, however when it became challenging to show site issues, the KBE team came up with a more creative way to communicate by using drawings.

When it came to quality control, KBE already had an internal process in place, along with third party inspections. Because of the project size, Brit Funk, Development Manager with Columbia Pacific Advisors, visited the site monthly from the West Coast to further enhance the QA/QC process.

Innovative Programs Related to Scheduling

The pandemic-driven challenges of the last three years have affected our industry across the board. Like others, the construction impacts were many and varied - work stoppages, lack of available materials, shipping costs and delays, and labor shortages due to illness, quarantine, or people simply leaving the workforce. Combined, these all took their toll on every project under construction during this time. All these factors had an impact on schedule 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. At the start of the pause for this project, the team recognized early on the potential long-term effect on materials and lead times and 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. Because the team was able to procure long lead items before remobilizing, such as rooftop units, electrical panels, generators, and MEP equipment, and even finish items such as flooring, they were able to maintain schedule.

Manpower challenges were more easily addressed, as KBE luckily had great relationships with local subcontractors who were willing to work with the team on schedule and manpower. The team was able to procure backup subcontractors for those that were contracted and were having issues with manpower in general.

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 subcontractors and design team. Despite the many hurdles and setbacks, the project was in fact completed on budget and on schedule.

Overcoming Obstacles and/or Extenuating Circumstances

Re-Engineering on the Fly

The panelized structural system used on previous CPA projects offers many benefits, such as off-site 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. Based on past experience using this panelized system, the team agreed it was best to redesign the entire building to a design-engineered system. The team began reengineering prior to the pause of construction. During the pause, the team pressed on, focusing on structural coordination, and completion of shop drawings and submittals.

Unforeseen rock ledges were discovered during excavation of the 7.5-acre site. Along with the additional excavation requirements, the team also faced a costly re-design of the underground drainage system. Though this typically would have set the schedule back, through KBE’s great relationship with the site work sub, the sub was able to work with the team both on budget and without disrupting the schedule.

There was also a foundation challenge. After the team began construction of the retaining walls, they quickly found that the existing grades were not as depicted on the drawings. A previous owner or neighbor had filled the areas. The team had to raise the retaining walls higher than designed, once again re-engineering on the fly, and installing geogrid to stabilize the soil.

Significant Changes to the Building Finishes and Upgrades

The project underwent significant finish upgrades throughout the building midway through the project -- and at the 11^th hour. The team did an excellent job in scrambling to get these upgraded materials on site and on time to meet schedule. This was a massive effort that took a few months to finalize. The team was able to finish on time despite 600+ RFI’s.

Creating a Safety-First Culture

In addition to this being one of the larger CPA projects KBE has worked on, the Vero at Orange project also happened to be the site of KBE’s seventh OSHA Safety Training Partnership with the Occupational Safety and Health Administration’s federal and Hartford Area offices. As part of the Partnership program, KBE’s onsite safety manager worked with trade contractors to develop pre-task plans and to help them recognize and eliminate any safety issues. The focus at the Vero at Orange was creating a safe jobsite and fostering a more knowledgeable construction workforce that is well-educated in safety protocols. As evidenced in the safety statistics below, these partnerships continue to provide exceptional benefits, both in the immediate results of exemplary safety performance on the project site, with just two minor recordable incidents, and in the safety training that 454 individual tradeworkers received and can bring with them to future projects.

Project Overview

New 163,022 sf, three-story senior living community in Orange, CT featuring independent living, assisted living and memory care supportive housing.

The new senior living facility includes:

• 208 beds
• 175 units
• 24-hour emergency communication system
• Refined residential architectural style with high-end amenities
• Theater
• Meeting rooms, beauty/barbershop, fitness center, Activity & Games Room, Bocce Ball Court
• Arts & crafts studio
• Full-service dining room, bistro and hospitality bar

First Place

Large >$10M Infrastructure

Veranda Street Bridge Replacement    Cianbro Corporation

INTRODUCTION

With an average of more than 55,000 vehicles passing over Interstate 295's Veranda Street Bridge daily, it's one of the busiest stretches of road in the state. The existing bridge over Veranda Street had significantly deteriorated since it was erected in 1961 from heavy use. In 2017, the Maine Department of Transportation determined it was structurally deficient and needed to be replaced.

SCHEDULING

When reviewing the options for replacing the bridge, one of the primary considerations was to minimize the impact it would have on travelers. With that in mind, most bridge replacements of this size would take years, limiting traffic to one lane, congesting traffic, and creating a significant and potentially dangerous inconvenience for the project's duration.

This is where Cianbro's accelerated bridge construction would come into play, condensing the impact on traffic to a mere 60 hours by demolishing the current bridge and rolling the new bridge into place within the window of a single weekend.

The task in front of the team was clear: The complete bridge replacement within a 60-hour window.

When Cianbro was awarded the project, there were two options on how they wanted to execute the bridge replacement. The first was a lateral slide technique using slide jacks, but the team opted for the second, a novel approach using self-propelled modular transporters (SPMTs)to roll the bridge into place. This allowed the bridge to be built closer to the ground and farther from active traffic, enhancing safety for team members and motorists.

Cianbro and southern Maine-based Shaw Brothers collaborated to complete the first-ever weekend highway closure of I-295, demolishing and installing the newly constructed bridges. This project marked the first time SPMTs, which NASA commonly uses to move space shuttle components, were used for a bridge replacement in Maine.

For that, Cianbro brought in Mammoet, an international leader in heavy lifting and transporting oversized objects. Though Cianbro has tackled similar bridge replacements in the past, the Veranda Street shutdown presented an innovative and complex bridge changeout in a short period of time.

When finished, not only did the state of Maine have a new Veranda Street Bridge that will hold strong for a century, but it also avoided the long-term impact for travelers that comes with the traditional replacement process.

In addition, Veranda Street itself had become notorious for car accidents below the bridge due to a confusing traffic pattern. Though the bridge replacement over Veranda Street was the project's primary focus, the team also constructed a safer intersection on lower Veranda Street and completed the majority of two additional bridge joint rehabilitation projects on Interstate 295 during the outage.

Ultimately, the project created a safer pathway for travelers of all types on and below the I-295 overpass.

Though the bridge replacement over Veranda Street was the project's primary focus, the team also constructed a safer intersection on lower Veranda Street and completed the majority of two additional bridge joint rehabilitation projects on Interstate 295 during the outage.

QUALITY CONTROL

The team had a daily on-site QC management team who planned the specific QC Hold points for all major activities, including thorough planning documents. Also, the precast concrete materials were ready and staged before closure weekend to ensure timely and accurate installation, and the team used GPS-integrated equipment for earthwork.

VALUE ANALYSIS/ENGINEERING

Before bid submission, Cianbro was part of an early contractor involvement process to discuss alternative methods regarding the movement of a bridge using alternative delivery methods. Cianbro's prior experience with heavy lift subcontractor Mammoet provided a viable option to use SPMTs to install the bridges during the closure weekend.

During the project's early design phase, the team elected to design the temporary support structure with the new bridges being built close to the ground to mitigate access risks during construction. Cianbro and Mammoet also came up with the concept of using their newly purchased MJS300 Cradle system, which allowed the structure to be lifted and lowered in a much more efficient method.

OVERCOMING OBSTACLES

With a project that hinged entirely on meeting deadlines, the timing was everything for the Veranda Street team. Once demolition began on the existing bridge at 7 p.m. April 22, there was no room for error. Planning was of the utmost importance to ensure the team hit its marks. Or, to quote Senior Project Manager Chet Muckenhirn: "You have to plan the work and work the plan, and truly understand what's going to happen every hour."

Once demolition began on the existing bridge at 7 p.m. April 22, there was no room for error. Planning was of the utmost importance to ensure the team hit its marks.

As the team built the bridge abutments and wing walls at a site adjacent to the existing structure throughout much of 2021, project managers and engineers were mapping out exactly how they would fully replace the bridge in 60 hours and, additionally, what resources they would need to pull this project off.

By the time the road closure came on April 22, no stone had been left unturned. The details were ironed out, from demolition and cleanup to bridge placement and putting the finishing touches on the project. The only thing left was for the team to execute the job safely while ensuring traffic flowed by Monday morning. Cianbro provided on-site food service at no cost for the team members throughout the weekend.

Sure enough, just minutes before 7 a.m. on Monday, April 25, traffic was back up and running on the Veranda Street Bridge. The team was a well-oiled machine during the outage, and their efforts helped see this project through.

ENVIRONMENTAL SENSITIVITY (COMMUNITY & NATURE)

The Veranda Street Bridge replacement was completed within a small workspace in close proximity to Casco Bay. From an environmental perspective, our team had to ensure work activities did not impact the bay. The team working on the construction and throughout the closure weekend diligently developed and implemented standard and activity-specific mitigation measures. On the site, the team installed new or improved stormwater drainage features scheduled during low tide/low water periods to limit impacts to the tidal zone. Weekly and post-storm inspections ensured construction activity did not impact the stormwater drainage system or Casco Bay.

The bridge demolition on Friday, April 22, included ground protection measures to contain demolition debris, and the crew used industrial vacuums to clean up any paint chips. Demolition containment dumpsters were staged to receive concrete and scrap metal for recycling each material directly from the removal process.

The final configuration of the bridge and on/off ramps included adding a green space along the waterfront to reduce runoff exposure from the driving surface to the bay.

The redesigned lower Veranda Street is not only safer for the community and travelers, but also offers improved multi-use paths, bike lanes, and sidewalks.

RESPONSIVENESS TO CLIENT NEEDS/CUSTOMER SATISFACTION/PARTNERING

In the words of Mike Franck, Safety Manager on the Veranda Street Bridge Replacement: “At the kick-off meeting, we got together with the management team, and we said, ‘for this to fly, we’ve got to have everybody buy in.’ And by buy-in, I mean attitudes. It’s not subcontractors, it’s not Cianbro, it’s a team.”

Teamwork and communication were critical to seeing this project to completion. Maine DOT, Cianbro, HNTB, and Shaw Brothers worked closely from the beginning of this project, ensuring that the team was on the same page every step of the way. That communication was particularly important when it came to communicate the plan for the closure weekend. The team wanted to ensure that everyone who was traveling the weekend of April 2225 knew about the closure and were prepared for the detours.

The Maine DOT created The Veranda Plan, a comprehensive guide on what commuters needed to know, and each of the companies helped spread the word by sharing the plan and encouraging local media outlets to do the same. Maine DOT also referred drivers to learn more at the Veranda Plan by promoting it on their electronic signage spread out over the expanse of Interstate 95 and, of course, I-295.

With more than 300 individuals entering and exiting the work site during the closure weekend, making sure that each one understood the expectations was key. All new team members, no matter which contractor or company they worked for, were briefed before they entered the site, which helped keep the job site safe and built a camaraderie for the weekend.

Team members from Cianbro, Shaw Brothers, Maine DOT, and HNTB were present on the job site throughout the entire 60-hour outage. When the closure was complete, and the first car passed over the Veranda Street Bridge, everyone on the site celebrated as one team, which is exactly how they worked throughout the entire project.

Onlookers, photographers, and reporters got glimpses of the action on the streets outside of the job site, and Maine Gov. Janet Mills visited the site to get a first-hand look at the work. Those who were not present or local could watch via live stream.

SAFETY

Building the bridge adjacent to I-295 allowed the team to work farther from active traffic and lower to the ground, eliminating much of the risk associated with more conventional bridge replacement projects. It also made the project safer for drivers, who could avoid going through a congested construction zone that would have otherwise remained in place for years.

However, one of the greatest challenges in terms of safety was ensuring that there wasn't a single incident during the 60-hour outage. There would be a lot of moving parts, including cranes, excavators, the SPMTs carrying the 400-ton bridge spans, and of course, people.

Over the course of the entire project, there were no injuries, and there was not a single incident during the outage, with more than 300 individuals coming and going on the job site.

Award of Merit

Large >$10M Infrastructure

Arrigoni Bridge Rehabilitation and St. John's Square Intersection Improvements    Mohawk Northeast, Inc.

Scope of Work

Project 0082-0312 consisted of the rehabilitation of the approach spans of the historic Arrigoni Bridge. The Arrigoni bridge carries approximately 33,000 vehicles each day over the Connecticut River and is a major trade route for the area. Work had to be completed in staged construction in order to keep the bridge functional without causing traffic delays. The work consisted of the complete replacement of the concrete bridge deck, structural steel repairs, new precast sidewalk, rehabilitation of the existing ornamental fence, installation of a new anti-climb fence along the entire length of the bridge, bridge jacking for bearing replacement, substructure repairs and electrical upgrades. This work was required to improve the structural capacity, reliability and integrity of the aging bridge. Intersection improvements included operational and safety improvements to St. John’s Square and the intersections of Rapallo/Main and Washington/Main. The close proximity to the Arrigoni bridge made this work integral with the work on the bridge.

Key Elements

Due to the tight schedule and limited access to the site, Mohawk partnered with GM2 to redesigned the deck using conventional cast-in-place construction methods in lieu of the proposed precast deck. The Team was able to value engineer a cast-in-place option and save the CONDOT $1.7M and reduce the construction schedule by one month.

Award of Merit

Small <$10M Mechanicl Commercial

Belimo Americas Expansion Project    Macri Associates, Inc.

This project was a great opportunity for Macri to expand upon a showcase project we completed nearly 10 years ago. We had about half of the original team from Macri involved this time around and were the only major contractor or subcontractor who worked on both projects.

The mechanical systems in this facility are designed and installed to be an exhibition for Belimo’s products. While many buildings choose to hide their working elements, Belimo has made them the focal point, leaving piping and equipment exposed to view. There was an effort made to include every type of system and the most cutting-edge and energy efficient equipment on the market.

This expansion project was done for an owner with intimate knowledge of mechanical systems, in a fully occupied manufacturing and office building, and was an extension of systems Macri had previously installed. There was no room for error and all delays in equipment lead times due to supply chain issues had a direct impact on the time we were given to complete the work.

This project was very difficult from a sequencing standpoint due to the timing of deliveries, project deadlines, and the challenges of working through and on top of an occupied facility. Despite this, the entire construction team and ownership worked together to create a workable plan and complete each step just in time for the next item in the sequence.

This project was broken into 3 simultaneous phases including the enabling and infrastructure work, the office addition, and the kitchen renovation. We are most proud of the enabling and infrastructure work due to the short duration and complexity of developing a sequence for this work that was executed by all stakeholders. Despite the challenges, the owner and construction manager placed their trust in Macri to deliver.

We are confident that this project was successful due to the skill, training, and leadership of our workers. They were ready and willing to work in challenging situations with limited time to prepare and execute their tasks, yet maintained a safe work environment and came up with creative solutions to complex issues. This project allowed us to use our knowledge and experience to be successful rather than brute force and excess manpower. We worked efficiently despite the obstacles and were valued as a trade partner alongside both open shop and union subcontractors. Projects like this prove the value of skilled tradespeople, something we believe will never be replaced.

Enabling/Infrastructure:

The addition could not be started until the existing facility had redundant systems online. We provided two grade mounted temporary AHU trailers to provide cooling and ventilation to 40,000 square feet of existing space while the new shell was built above the occupied manufacturing area. The next step was removing the existing 90-ton custom rooftop unit and cutting back piping below the roof level so the addition could be started. The location of the existing supply and return changed to reduce the amount of floor space taken up by mechanical chases so we utilized a 36’ by 10’ by 3’ custom plenum roof curb.

All of the piping and ductwork serving this existing unit had to be extended by one floor height to connect to its new location on the upper roof. The existing unit was then reassembled and brought online so the temporary units could be removed. This sequence was complicated by logistics delays so there was just over one month between when the curb arrived and when the temporary units were returned.

To make the sequence work and keep the project on schedule, we completed 3 crane picks, a partial building shutdown, and extended the main hot water and chilled water piping risers in a span of 9 calendar days. As part of this there were three locations where scaffolding platforms needed to be built to span an active conveyor belt so we could perform work and tie-ins directly above. The most challenging element of this was saw cutting an 8’ by 5’ opening in the slab over the top of this conveyor belt without having dust and water contaminate the parts that were being processed for shipping.

Office Addition:

The overbuild addition consisted of 24,000 square foot office space that was completed in 5 months. There were two hot water chilled water rooftop units that were provided to serve this floor along with hot water VAVs, 4 pipe fan coil units, and ductless splits.

The primary RTU was for heating, cooling, ventilation, and humidification of the office space and was field fitted with Belimo’s latest energy valves to monitor efficiency and performance of the new systems. The other RTU was a heat recovery ventilator to provide exhaust and fresh air to the new bathrooms in the addition and the existing bathrooms on the floor below. We needed to keep the existing bathrooms occupied throughout the addition work, so this changeover needed to be carefully planned to minimize downtime without disrupting the sequence of the new work.

Kitchen Renovation:

The kitchen renovation consisted of converting a cafeteria warming/prep kitchen into a full-service commercial kitchen. We added a kitchen hood and exhaust fan and a dedicated makeup air unit. This required us to relocate existing rooftop equipment so the existing solar panels would not be impacted by the footprint of our new unit.

The new MAU was fed from the piping to RTUs that serve two floors of offices. This meant we needed to perform wet taps so the offices could be occupied through the project. The tie-in location for the piping was in an occupied corridor adjacent to the IT offices and we were able to successfully perform the tie-ins without disrupting the egress to the offices.

We also added a 100-gallon grease trap to comply with the new city requirements. The kitchen is located above the manufacturing test lab so all coring and installation of the grease trap needed to take place above the 24/7 testing apparatuses that could not be shut down.

Award of Merit

Small <$10M Residential

Choate Faculty Housing    LaRosa Building Group, LLC

Innovative Programs Relating to Quality Control

"Quality Control is about planning and inspections to meet quality expectations set by the Owner," explained Ryan Tompkins, Project Superintendent, LaRosa Groups. To meet that goal, LaRosa created a formal, implementable quality control program that can be adapted to meet the unique needs of each construction project.

While the LaRosa QC protocols are the basis for a project's success, adding a seasoned Superintendent to train the staff and monitor the project specifications promotes an even higher level of control compliance. "I was the Quality Control Manager for two LaRosa Air National Guard projects, and I implemented those QC programs for this job," Tompkins explained. Using the Delbos House as a field office, he scheduled regular construction meetings with the Owner and onsite Foreman, focusing on overall job standards, safety measures, level of quality for work, and strict adherence to specifications and approved submittals. In addition, Tompkins held weekly onsite subcontractor coordination meetings to resolve any construction conflicts, and quality control inspections were performed several times a week to reduce construction delays and extra costs. "It was a very proactive way to minimize the punch list at the end of the project, "explained Romolo Santilli, Senior Project Manager, LaRosa Groups.

While human oversight is essential, LaRosa uses Procore construction software to uphold high-quality control standards. There are numerous benefits:

1. It is an effective way to manage the submittal process to ensure the proper-specified materials are the ones installed.
2. It is also an efficient way to manage the real-time RFI process (Request for Information). "When we encounter unforeseen issues on the project, we can take photos, upload them via Procore, and send them to the architect for review. In addition, we can document and distribute quality control issues in real-time to all the subs with a date for completion which is a highly effective way to ensure problems are addressed and closed out before final inspections," explained Santilli.
3. Lastly, the team can also upload any manufacturer's information, and then they review and respond. "It is an efficient way to consolidate information in one system and systematically document the progress of the project," explained James Uryase, Co-Director of Estimating, LaRosa Groups. "The result was that we were able to maintain the high standards for quality control, meeting the Owner's expectations as well as our own very high standards of quality control excellence, on time and on budget."

Innovative Programs Relating to Scheduling

"The pandemic reinforced the innovative value of scheduling to benefit all constituent groups. It helped us stay on budget and schedule, assisted the Owner in tracking the progress of the project, set the pace for the subcontractors, so they were aware of their timetable, and improved safety for the workers by sequencing activities to maximize protection." James LaRosa, CEO, LaRosa Groups

LaRosa’s four-step innovative scheduling protocol is used in conjunction with Microsoft Project to keep our construction projects on deadline and on budget:

Step 1: Create a baseline schedule.

Step 2: Meet with the Owner and key subcontractors to discuss the schedule logic and

duration.

Step 3: Provide scheduled updates to subcontractors and owners. This planned

communication allowed us to get instant feedback, anticipate and plan.

Step 4: Readjust the schedule based on the feedback.

An example of how the LaRosa scheduling protocol, in conjunction with the Microsoft Project software, impacted the timetable for Choate Rosemary Hall:

The deadline to complete the faculty residences was very aggressive. "We had nine months from start to finish, including infrastructure like water and sewer," explained Santilli. "Most of the concrete and site development was done during the winter, and there were many delays due to inclement weather. Following our baseline schedule, we could find opportunities to gain the time lost due to snow or frigid weather. By integrating the Microsoft Project software, we could schedule subs to work weekends and overtime and complete the project on deadline."

Value Analysis/Engineering Process Used on the Project

According to James Uryase, LaRosa's Co-Director of Estimating, value analysis/engineering was requested by the Owner when all the bids came in over the Owner's budget. "Our goal is always to find the most cost-effective way to meet the Owner's design without sacrificing the quality of the project," explained Uryase." We maximize function while minimizing cost."

As a result of LaRosa's extensive construction experience and our valued relationship with our subcontractors, we created a list of value engineering savings for the Owner and Architect to review. Some changes were minor, and some required extensive research to impact the bottom line intentionally.

"The windows specified in the plans came in way over budget. We researched and offered a range of alternate-style windows that met the PHIUS standards and saved the Owner approximately $130,000," explained Santilli.

In addition to the windows, the list of changes included but was not limited to the following:

• Patios: Bluestone porches were replaced with concrete.
• Basement stairs: Pine was substituted for oak.
• Kitchen Cabinets: Merillat cabinets were replaced by Hanssem cabinets. Piping: Copper domestic water piping was replaced with PEX, and PVC was substituted for cast iron in all the aboveground and underground piping.

Through the value engineering process, the LaRosa team also offered alternatives for the house's envelope, suggesting a better-quality product at an equal cost to what was initially designed. "By using a combination of spray-foam insulation and thermal-fiber batt insulation, we improved the air sealing of the house from what was originally specified at the same price," added Santilli.

Special Obstacles you Overcame in Completing this Project

There is an innate challenge in working on an academic campus. Student, faculty, and public safety, debris, noise, cleanliness, traffic, parking, and maintaining access to the construction site were ongoing challenges we negotiated using safety and scheduling protocols.

There were other obstacles that we successfully navigated:

Passive House Standards: The biggest challenge was following the plan to go green and incorporate Passive House standards into the seven new residences. "There are multiple benefits for faculty living in a campus residence that has met Passive House standards. Their house is energy efficient, with a lower monthly bill, and environmentally friendly," explained Santilli. "Incorporating Passive House standards is challenging because of the additional stringent insulation requirements and the HVAC and air sealing requirements."

Pandemic-Related Obstacles: While the construction occurred during the tail end of the pandemic, we still had to deal with concerns about covid exposures, labor shortages, availability of building materials and supplies, material cost escalations, and increased order lead time. For example, the materials needed for the electrical panels were super delayed due to supply chain issues. To meet the move-in scheduled deadline, we had to substitute a different product and remove and reinstall two complete electrical panels within 24 hours, a job that would typically take 44 person-hours of work. In addition, a long lead time was required for shipping HVAC units, windows, and exterior doors specified to meet Passive House standards.

Solar-Roofing System: Choate was committed to sustainable development by incorporating Passive House standards and solar roof panels. The solar panels for the roof, ordered from LUMA Solar in the Midwest, were delayed and manpower was an issue since there was only one company trained to install them. Luckily, the delay did not prevent the faculty from moving in, but it did extend our involvement in the project longer than we expected.

Deadline: The Owner's tight schedule for project completion and faculty occupancy before the school semester started added a challenging layer. "We had to meet the move-in deadline and have the certificate of occupancy by a specific date. And I am proud to say we did," explained LaRosa.

Extenuating Circumstances Encountered in Completing the Project:

Winter Weather: Though the project was initiated in the Fall of 2021, the excavation, concrete work, and framing had to be completed during the winter months, a challenge for any new construction project in New England. "You must protect the ground, concrete, and workers from freezing temperatures. Winter weather slows construction dramatically, and we had to find ways to make up for the lost time," explained Santilli.

Unforeseen Issues: When renovations started on the Delbos House, it was determined that the rubble foundation was only 18 inches deep. Due to the harsh New England weather, foundations are required to be a minimum of 42 inches deep. "We had to demo that portion of the house to remove that foundation to maintain the historical integrity of the farmhouse. We also hit more rock in the foundations than anticipated, requiring us to hammer out the foundations and utility lines. That set our schedule back a few weeks, but we finished the project in the required time frame," explained Santilli.

Describe Innovative Programs or Methods Relating to Productivity

Making safety a priority is always a key component of productivity. "A safe site is an efficient site," explained Santilli. "When practical safety measures are implemented at our construction sites, we see an increase in productivity."

Implementing a culture of construction-site safety promotes worker confidence which can impact the quality of work performed. It also reduces the number of days lost due to accidents or physical injury, which could lead to cost overruns and project delays. Putting safety first can help reduce costs and improve productivity on the job site. "For this project, we had monthly safety-site inspections by a third-party inspection company and scored 90 percent or above on each of our inspections," added Santilli.

Good communication within our team and with the Owner is the backbone of our standard production practices. There were weekly team meetings at Choate, and we connected as needed to facilitate problem-solving and avoid production delays. Through ongoing communication, we could anticipate problems due to delivery delays, supply shortages, or unexpected challenges and explore solutions as a team. This collaborative process promoted productivity and resulted in a positive project journey for the client.

Being proactive also promoted productivity. "The pandemic taught us to anticipate supply shortages, delivery delays, and manpower issues," explained Santilli. "We utilized larger contractors and had multiple concrete vendors available to us in case we ran into manpower issues."

The LaRosa four-step scheduling template, used with Microsoft Project software, also increased productivity, and helped us complete the project on time. "We used multiple crews on the project and built multiple houses concurrently, spreading the workforce across the work site. Productivity is a function of scheduling. By defining the sequence, we can proactively promote efficiency and productivity," explained Ryan Tompkins.