high-profile: june 2014

www.high-profile.com

June 2014 1

Wentworth’s Master’s Program Creating Next Generation of FM LeadersThe J. Derenzo Companies Under Way at Boston LandingMPA Completes Interactive Showroom, Executive Briefing Center for PhilipsWhy Gas Detection Systems Need Maintaining by John V. Carvalho IIIHarnessing BIM by Will MainorThe Evolution of the Urgent Care Center by Marc MarguliesThe Value of the Post Occupancy Evaluation for Healthcare and Research Environments by Jennifer MangoWhen Choosing Accounting Software, Start with Relationships by Doris M. CahillCreating Quiet: Sound Masking in Patient Rooms by Benjamin DavennyHire for Attitude ---Train for Skills by Colm Allen

Featuring:Iron Mountain: Workspace Re-Envisioned by Sarah Abrams and Janet MorraMiddlesex Hospital Shoreline Medical Center Opens Doors, Designed by SLAMABC MA and ABC CT Announce 2014 STEP Award Winners

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

NEW ENGLAND FACIL IT IES DEVELOPMENT NEWS

Focus: Healthcare

June 2014

I N D U S T R YEXPERT ARTICLES

Inside this Issue:

Boston Medical Center Redesign

Stephanie GoldbergPage 40 P.

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Courtland BlakePage 25

Wright DickinsonPage 24

Boston Medical Center - Redesign

…but the new campus will create a single radiology suite on the Menino campus

•  Consolidated state-of-the-art Radiology Department

•  Located immediately adjacent to the ED

•  Expanded department through elimination of duplicated department support spaces

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

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Emergency and

Urgent Care

Imaging

…but the new plan will construct a single site for interventional procedures…

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

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

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Platform

Basement Plan

Graphics by Levi + Wong Design

Renovation AreaNew Construction Area

1st Floor Plan 2nd Floor Plan

Levi + Wong Design - Master Plan for Boston Medical Center

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2nd Floor PlanCampus Plan 1st Floor Plan








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Power PlantRoy HallerPage 28

John CurranPage 39


June 20142

http://www.amerplumb.com


June 2014 3

www.proconinc.com 603.623.8811

MAKING STRONG CONNECTIONS

WITH OUR CLIENTS, CREATIVE

ARCHITECTURAL DESIGN AND

EXCELLENCE IN CONSTRUCTION

KEY ELEMENTS OF OUR SUCCESS!

WE ARE EXCITED ABOUT OUR NEW BRANDING

INITIATIVE, OUR NEW LOGO AND ALL THE EXCITING

CHANGES THAT LIE AHEAD FOR BOTH PROCON

AND OUR CLIENTS.

INTRODUCING THE NEXT GENERATION

OF DESIGN BUILD!

IT’S WHAT PROCON IS KNOWN FOR AND IT’S WHAT WE DO BEST

http://www.proconinc.com


June 20144

Up-Front .................................. 6Publisher’s Message ................. 8Multi Residential .................... 36Trends & Hot Topics ................ 38Connecticut ........................... 46Education .............................. 49

Retail/Hospitality ................... 52 People .................................. 42Calendar .............................. 46

Healthcare ............................ 14

Sections:

Publishers: Michael Barnes and Kathy BarnesEditors: Ralph and Marion Barnes Business Development Manager: Anastasia BarnesSales Manager: Annie McEvoyAccount Executive: Amy DavenportArt Direction & Design: Sandra GuidettiProofing Editor: Peggy Dostie

P.O. Box 7, Pembroke, MA 02359Express Delivery: 615 School St., Pembroke, MA 02359Phone: (781) 294-4530 | Fax: (781) 293-5821 | EMail: [email protected]

Boston Medical Redesign ............................................... 20

Focus:

Cover Story:

Email news releases, advertising queries, articles, calendar listings, and announcements, to: [email protected].

Iron Mountain Global Headquarters’ Reception Area

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

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

ABC MA page 42, ABC CT page 48

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COMMERCIAL FRAMING & DRYWALL SPECIALISTS







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

MA and CT Chapters of ABC Present 2014 STEP Awards

S T E PA W A R D S

Featuring:

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June 2014 5

For some organizations, energy efficiency is more than a “good idea.” It’s a passion.

Over the last decade, Quinnipiac University has initiated over 20 energy efficiency projects; they also purchase 100% of their electricity from renewable resources. No wonder they’re one of the EPA’s Green Power Partnership Top 20 Colleges & Universities. So when Quinnipiac began a large-scale renovation on its North Haven campus, Connecticut’s Energy Conscious Blueprint Program was tapped to provide a smart energy strategy.

With equipment in the existing facility nearing the end of its functional life, Program engineers recommended upgrading all interior lighting to high-efficiency LEDs and CFLs. Variable frequency drives, fans and pumps were installed on the existing heating and cooling system, and a supplementary 10-ton chiller was also added. The entire project was supported by a generous incentive from the Energy Efficiency Fund.

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

Project: Quinnipiac University/Center for Medicine, Nursing & Health Sciences

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

Fund Incentive: $87,040

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

Cost Savings: $61,702 annually

CAHP24BN

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

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

Find energy solutions for your business.

Visit EnergizeCT.comOr Call 877-WISE-USE

http://www.energizect.com


June 20146

Up-Front

teach, heal, discoverhelping our clients fulfill their mission to

Middlesex Shoreline Medical CenterOpened Spring 2014 Danbury Hospital Tower Expansion

Opening Summer 2014

ARCHITECTURE PLANNING INTERIOR ARCHITECTURE STRUCTURAL ENGINEERING LANDSCAPE ARCHITECTURE CONSTRUCTION SERVICES

Atlanta GA Boston MA Glastonbury CT Syracuse NY 860 657.8077 www.slamcoll.com

Perkins Appointed to MLSC Board Waltham, MA – The Massachusetts

Life Sciences Center (MLSC) recently an-nounced that Governor Deval Patrick has appointed Adelene Perkins to the MLSC Board of Directors. Additionally, the MLSC Scientific Advisory Board (SAB) is welcoming four new members, including Frederick J. Schoen, M.D., Ph.D.; Hillel Bachrach; Frederick Jones, M.D.; and Ali-son F. Lawton.

Perkins has served as Infinity’s pres-ident and chief executive officer since 2009 and as board chair since 2012. She first joined Infinity as chief business officer in 2002 and was named president in 2008. She has more than 25 years of interna-tional business experience in the biophar-maceutical industry, focused on building and leading high-caliber, cross-functional

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

Susan Windham-Bannister swears in Adelene Perkins

Healthcare Facilities SymposiumOgunquit, ME – The annual Com-

pass Healthcare Facilities Symposium will be held at The Cliff House Resort and Spa in Ogunquit on Thursday, September 18, 2014. In its fourth year, Compass brings healthcare executives, managers, directors, and educators together to share challenges and best practices in an informal, pictur-esque environment along Maine’s coast.

The focus of the symposium will be The Affordable Care Act: Adjusting to the Transition.

This symposium introduces two new components:

• Round Table Discussion featuring CEOs, COOs, and facility managers from across the healthcare sector to provide practical solutions and best practices ac-tively in use in our region.

• Expanded Exhibitor Presentations Two dedicated spaces to hear from provid-ers of innovative products and services for healthcare-specific facilities.

The symposium, organized by WBRC Architects • Engineers, is avail-able free to healthcare facility executives and managers. Pre-registration is required. (www.compass-symposium.com).

LAN-TEL Installs Security for St. Pat’s Parade and Boston MarathonBoston – LAN-TEL Communica-

tions, a Norwood-based NECA Boston contractor, provided advanced security installations for the St. Patrick’s Day Pa-rade in South Boston and the Boston Mar-athon, teaming with the Boston Police Department, Sonet Electrical Systems of Woburn, and Motorola of Schaumburg, Ill. to install an array of DvTel HD sur-veillance cameras and Fluidmesh anten-nas along the parade and marathon routes.

The St. Patrick’s Day Parade secu-rity system provided a successful test run

for the system.More than 30 quick-deploy camer-

as were engineered and built by a team of IBEW Local 103 LAN-TEL technicians headed by project manager, Eric Johnson, and foreman Mark Savage weeks prior to the events. The devices, designed specif-ically for this type of deployment, were encased within a NEMA enclosure, that housed a camera, a network switch, and power supply. The pre-built units were placed throughout the South Boston area.

All equipment was strategically posi-

tioned in areas surrounding the parade with live feeds from the cameras streaming instan-taneously back to Boston PD headquarters.

The security installations provided a direct overview of the parade from start to finish, as well as a live recording for Boston PD command personnel.

The security installations also in-tegrated monitoring of all cameras via a DvTel video management system.

Sonet Electrical provided electrical installations and Motorola provided net-work engineering.Installing surveillance cameras

http://www.slamcoll.com

http://www.corwinlaw.com


June 2014 7High-Profile: Up-Front

65 Court Street, Newton, MA 02460Phone: 617-332-3700 - [email protected]

www.fraserengineering.com

w w w . H u t t e r C o n s t r u c t i o n . c o mHutter Construction Corporation • 810 Turnpike Road • P.O. Box 257 • New Ipswich, NH 03071

Design/Build •Construction Management •

Construction Services •Development •

Call Today to Explore Concepts, Budgets & Feasibility:Ask for Lars Traffie (603) 878-2300

Parkland Medical Center at 31 Stiles Road, Salem, NH

40

Wentworth’s Master’s ProgramCreating Next Generation of FM Leaders

Boston - With the increasing com-plexity of the built environment—the operation of multi-campus buildings, managing multi-faceted HVAC facili-ties, understanding intricate security sys-tems—coupled with the ever-growing need to be cost-efficient, there is great de-mand for facility managers to think more strategically.

This growing need for strategic thinking in the field of facility manage-ment (FM), in turn, is creating high de-mand for a more professionalized work-force. Today’s facility manager must not only have the technical knowledge to manage the 21st-century built environ-ment, but must also possess the business savvy to have a seat at the executive table. The facility manager’s insight and man-agement expertise guide the operation, technology, systems, finance, and innova-tion for facilities of all types, and help or-ganizations achieve fiscal efficiency, since facilities are typically the second-highest business cost (after labor).

In response to the need for a more professionalized, strategic facility man-ager, Wentworth Institute of Technology launched the Master of Science in Facility Management (MSFM) program in the fall of 2012. The MSFM program educates students in foundational post-graduate management principles while enhancing

facility management skills and knowl-edge. Students learn the leadership and business skills nec-essary to keep their facilities highly effi-cient and functional. The program is de-signed for working adults, and can be completed part-time, either on-campus or online, in 20 months.

The school recently announced it has its first graduating class from the MSFM program. The inaugural class was composed of students from various edu-cational and professional backgrounds, all with a common goal of building ad-vanced knowledge in the FM profession.

Anthony RauseoMichelle Moffo

Randi Eggleston

Continued on page 54

Biotech Bands Battle for CharityBoston – The second annual Battle

of the Biotech Bands was held recently at the Royale nightclub in Boston’s theatre district. Hosted by Emmy Award-win-ning arts and entertainment critic Joyce Kulhawik, over 700 guests watched bands from three biotech companies battle for charity, raising over $60,000.

The Arts and Business Council of Boston served as the fiscal agent, and co-chairs Sylvia Beaulieu of The Richmond Group and Carly Bassett of Total Office ran the event, supported by volunteers from their companies and from last year’s founding sponsors Perkins+Will.

The band Bad Idea from Merrimack Pharmaceuticals took top honors, bene-fiting its selected charity, Dream Day of Cape Cod, with 50% of the night’s pro-ceeds. Momenta Pharmaceuticals’ Aural

Gavage earned 25% of the purse for the Jolane Solomon Research Fund at Boston College, and Molecular Groove from Per-kin Elmer earned 25% for the American Cancer Society.

Kulhawik summed up the spirit of the evening by noting how remarkable it is that “these brilliant men and women of science, who spend their days developing medicines and cures for serious diseases, can rock out with such talent and energy!”

Joyce Kulhawik

Visit HP at NEBFMWe want to invite our readers to visit

High-Profile at booth #252 at the 9th Annu-al Northeast Buildings & Facilities Man-agement Show & Conference June 18th and 19th at the Boston Convention & Exhibition Center. The founding Platinum Sponsor is IFMA - Boston Chapter that produces and monitors the Educational Conference. Drop your card in our fishbowl for a free sub-scription! For details follow the NEBFM link at www.high-profile.com.

We will be among over 350 booths

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

http://www.fraserengineering.com

http://www.hutterconstruction.com


June 20148

Publisher’s MessageHigh-Profile: Up-Front

Fire Protection Specialists

INDUSTRIAL • INSTITUTIONAL • RESIDENTIAL • COMMERCIAL

22 Canterbury St. Worcester, MA 01610

www.cogswellsprinkler.com24 Hour Emergency Service 508-753-0015

Recent Completed Projects:Waltham Watch Factory, Phase 3 – Waltham, MAWRTA Hub at Union Station – Worcester, MA

Ron Bouchard’s Kia – Lancaster, MAKuppenheimer Hall at Nichols College – Dudley, MA

Becker College Career Center – Leicester, MA Southcoast Medical – Fairhaven, MA

Forest Park Middle School – Springfield, MA City Square UNUM Building H – Worcester, MA

Blessed John XXIII Seminary – Weston, MAStorrs Center, Phase 1A & 1B at University of Connecticut – Mansfield, CT

United States Coast Guard Air Station – Buzzards Bay, MAWPI New Recreation Center – Worcester, MA

BisNow Boston Retail SummitBoston – Bis-

Now has announced its third Annual Bos-ton Retail Summit. The panel of experts will take an in-depth look at the hottest topics including: how the increase in online sales is impacting the retail landscape, the most significant changes in landlord/tenant concessions, rental rates, market opportunities, and the 2014/2015 forecast.

Speakers include Joshual Wein-kranz, president, northeast region Kimco Realty; Mark Roberts, SVP Leasing, WS Development, and Joel Sklar, president & principal of Samuels & Associates. More

speakers will be announced.The event will be held on Tuesday,

June 24, at the Fairmont Copley Plaza, Boston. It will start at 7-8 a.m. with a continental breakfast and networking, fol-lowed at 8-9:30 a.m. with the all-star pan-elists, and conclude at 9:30-10 a.m. with post-panel networking. For more informa-tion visit www.bisnow.com/events.php.

Joel SklarJoshual WeinkranzMark Roberts

Celebrating 30 years with NadeauHigh-Profile had the good fortune

recently to visit with Nadeau Corpora-tion Construction Development & Engi-neering as it welcomed clients, employ-ees and colleagues to the Stadium Theatre in Woonsocket, R.I. to celebrate its 30th anniversary. Guests were called upon to come and celebrate with the commercial construction firm and let loose for a dinner and concert by rock and roll hall of fame artist, Dave Mason. “I couldn’t think of a better way to celebrate our 30th,” said President Ernie Nadeau.

For 30 years Nadeau Corporation has helped hundreds of local business owners plan and implement their com-mercial projects while consistently prac-ticing under one notion; treat every proj-ect as an opportunity to earn the next one. And it’s worked. Nadeau has a lengthy re-peat client list and it spans across almost every industry.

A professional engineer, Ernie Na-deau opened the doors to Nadeau Corpo-ration in April of 1984. He did so with the vision that a commercial general contract-ing firm could put the client first, do a lit-tle extra for them, and by doing so estab-lish a long-term and loyal client base. 30 years later, the room was filled with proof that Ernie’s vision has come true.

“It’s pretty clear to me that our team has been an important asset to lo-cal companies over the years. I can’t tell

you how many projects we were able to breathe new life into that would have been otherwise abandoned if it wasn’t for Nadeau’s ability to apply value engineer-ing to over-budget projects,” said 22-year Nadeau project manager, Mark Menard.

Some clients and colleagues that were represented at the event included: Paolino Properties, Vision 3 Architects, US Solar Works, RGB Architects, Yankee Fiber, Rustoleum, Prism Painting, Victo-rian Inn’s By The Sea, Gilbert Electric, Steve Nelson Associates Architects, Han-na Instruments, National Land Surveyors, Sunfire Protection, A1 Home Improve-ment, AO Construction, Jahn’s Metal Craft, and Smart Management.

“This isn’t the finish line by any means,” said Nadeau “we’re just stopping to smell the roses and thank those who have made us what we are today.”

Mark Menard and Ernie Nadeau

Boston - Iron Mountain’s new head-quarters at One Federal Street, Boston (see story pages 44-45), was the location of a recent NAIOP Boston event.

High-Profile was fortunate to attend the popular informal networking break-

fast, “Coffee with Colleagues.” Welcome remarks were made by NAIOP past-presi-dent and Iron Mountain’s senior vice pres-ident of global real estate, Sarah Abrams.

For more about NAIOP Boston and its events visit: www.naiopma.org

NAIOP Coffee with Colleagues!

http://www.ehka.com

http://www.cogswellsprinkler.com

http://www.dyerbrown.com


June 2014 9

• 360 exhibitors

• Thousands of products & services on display

• Thousands of decision makers in attendance

• 50 CEU & CFM accredited individual one-hour talks covering topics including: LEED, Green, Energy, Sustainability, Building Commissioning, Facility Maintenance, Construction and Renova-tion Planning, Life Safety and Emergency Planning.

The 9th Annual

NEBFM’14

NEBFM’14 will feature:

Boston Convention Center - Boston, MA - June 18 & 19, 2014

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

Co-Sponsored by:Platinum Sponsors:

@NEBFM#NEBFM14

NO

RTHEAST BUILDINGS &

FAC

ILITIES MANAGEMENT

9th Annual

Conference

Show

http://www.nebfm.com


June 201410 High-Profile: Up-Front

UMass Tops Out GAB No. 1Designed by Wilson Architects

Dorchester, MA – The final beam was hoisted re-cently atop the frame of the new General Academic Building No. 1 (GAB No.1) on the northeast corner of the UMass Boston campus. The four-story, 190,000sf building is set to open in fall 2015. The $113 million GAB No. 1 will feature nearly 2,000 seats of general-purpose classrooms, along with teaching laborato-ries, art and performance stu-dios, a theater, and a 150-seat recital hall.

University of Massachusetts Bos-ton Chancellor J. Keith Motley, Senate President Therese Murray, UMass Build-ing Authority Interim Executive Director Patricia Filippone, Chair of the UMass Building Authority Board of Directors Philip W. Johnston, students, faculty, and staff signed the beam at a topping-off cer-emony.

GAB No. 1, which is next to the Campus Center, will support the univer-sity’s growing student enrollment and course offerings. It will house three ac-ademic programs: art, chemistry, and P\performing arts.

UMass Boston broke ground on

the building in February 2013. It is part of a 25-year master plan that includes an Integrated Sciences Complex, scheduled to open this fall; the Edward M. Kenne-dy Institute for the United States Senate, which is also slated to open this year, and the reconfiguration of the roadways, har-borwalk, and utility infrastructure of the entire campus.

Designed by Wilson Architects, the new building is incorporating many sus-tainable design strategies and will seek LEED Silver certification. Gilbane Build-ing Company is serving as the project’s construction manager. In addition, the project team includes Joslin Lesser & Associates Inc.

Signing the beam

HGSE’s Longfellow Hall Tops OffMajor Step in Master Plan

Boston – BOND recently cele-brated the topping-off ceremony for the 15,000sf renovation and 5,000sf verti-cal expansion of the Harvard Graduate School of Education’s (HGSE) 70,000sf Longfellow Hall. The project will create new and revitalized classroom, office, and gathering space.

The Longfellow project is the third major step in HGSE’s master plan to de-velop a more cohesive campus centered on Appian Way. The project includes crit-ical infrastructure upgrades and adds new sprinkler and fire alarm systems through-out the entire building. The project will enable HGSE to relocate off-campus research activities and programs in pro-fessional education to campus.BOND

was engaged in 2012 to provide in-depth preconstruction services prior to the start of work in the field. Through an extreme-ly collaborative process, BOND, Baker Design Group, and HGSE completed a conceptual study and constructability reviews to finalize the project’s design, maximizing program and minimizing risk for the school. BOND’s in-house Build-ing Information Modeling (BIM) and laser scanning services provided critical information concerning the facility’s ex-isting conditions, and enabled the team to determine the most viable and efficient execution strategy.

The project is tracking a targeted completion in December 2014, with an expected LEED Gold certification.

Among those attending from BOND were (l-r): MEP estimator Barbara Connolly; project executive Rose Conti; project manager Michael Bean; safety manager Jim

O’Neill; superintendent Paul Heneghan; president Robert Murray; superintendent Tom Curran; QA/QC manager Josh Lannen; field intern Sean Raftery; and executive VP

Frank Hayes.

We take a collaborative approach when

we take on a project. Our project

managers and skilled craftspeople partner

with general contractors, owners,

architects, and engineers to achieve

outcomes that make us all proud. We

know our best work is always the result

of teamwork; and we appreciate the

opportunity to be part of the team.

Corporate Headquarters: 116 Hopping Brook Road Holliston, MA 01746(508) 429-8830

Regional Offices: Charlotte, NCRaleigh, NC Duluth, GAPelham, AL

MA Lic A8999

Teamwork

Sysco Boston, LLCPlympton, MA

www.waynejgrif�nelectric.com CT Lic ELC.0123697-E1

Photo Credit: Sandy Krupa Photography

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June 2014 11High-Profile: Up-Front

CELEBRATING AMERICA’S INDEPENDENCE THIS 4TH OF JULY

“DOING OUR PART TO MAINTAIN IT!” CIC IS PROUD

TO BUILD AMERICAN

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

http://www.caponeiron.com


June 201412 High-Profile: Up-Front

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Phone: 781.591.5991

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In a perfect parking world…

Welcome to the world of Hybrid Parking…

Willcutt Commons Breaks Ground

Cohasset, MA – Integrated Builders participated in a ground-breaking cere-mony for the Cohasset Senior Center on May 4 in Cohasset. Integrated Builders is collaborating with Bargmann Hendrie + Archetype, Inc. (bh+a), Allied Consulting Engineers, and Kelly Engineering to com-plete the 8,000sf project. Construction began in January 2014 and is expected to be completed in December 2014. The building is owned by the Social Service League of Cohasset.

The event drew a crowd of nearly 100 people including Glenn Pratt; Marita Carpenter, president of the Social Service League of Cohasset, John Grace, superin-tendent at Integrated Builders, and Bob Ea-gles, project manager at Integrated Builders.

The project includes a variety of spaces to accommodate different activi-ties for the residents. Integrated Builders will build a large multipurpose room for meals and functions, an activity room, and a lounge for socializing and congregating.

The team will construct an inviting gath-ering space in the lobby and office space to support Cohasset Elder Affairs and The Social Service League. Additionally, a full kitchen will be constructed to provide cooking classes, among other functions.

The west end of the center will be a two-story Colonial-style building with clapboards and detailing similar to many of the surrounding homes. The east end will be a single-story structure with high vaulted ceilings. Administrative offic-es, a reading and a sitting room will be housed in the west end of the building, with the community and activity rooms in the east end. Interior features include a wood-base, chair rail, cornice molding, and wainscoting along the main corridors.

A fireplace will be installed in the lobby, and a movable panel will enable the large function room to serve as mul-tiple spaces. This portion of the building will be available for the community to rent for parties and weddings.

Cohasset Senior Center

P A V E R S B Y I D E A L

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Stonehill Sports Complex Breaks GrndEaston, MA –

BOND, a 107-year-old Boston construction management firm, re-cently celebrated the groundbreaking of the Stonehill College Sally Blair Ames Sports Com-plex renovation and ex-pansion in Easton.

Working closely with design firm Sasa-ki Associates, BOND is providing construc-tion management ser-vices for a substantial, 24,000sf renovation and 50,000sf addition to the existing Sally Blair Ames Sports Complex. The firm recently com-pleted full preconstruc-tion services for the project as well.

Originally built in 1988, the reno-vated Sally Blair Ames building and new Rev. Mark T. Cregan, C.S.C. Athletics and Fitness Center will house addition-al recreation spaces for group exercise and dance on the existing first floor, with weight and fitness facilities and student locker rooms located in the addition.

Stonehill College’s Athletics Pro-gram will occupy 12 new locker rooms

and a dedicated varsity weight room. Ath-letic office space and the Lou Gorman ’53 Pavilion will also be housed in the facility.

BOND has utilized both in-house Building Information Modeling (BIM) and laser scanning services to analyze the facility’s existing conditions and develop its infrastructure. Detailed safety proto-cols and mitigation practices are ensuring no disruption to continued athletic uses for students.

The project is slated for completion in July 2015.

Participating in the ceremonies were (l-r) BOND president Robert Murray; Sr VP David Shrestinian; Stonehill College

mascot Ace the Skyhawk; Rev. John Denning, C.S.C., Stonehill president; and from BOND: senior project

manager Dan Ramos; MEP estimator Barbara Connolly, and superintendent Nick Anastasi.

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June 2014 13

Bill’s House Dormitory Breaks GroundVision 3 Architects

Barrington, RI – Bill’s House Dormitory, located on the St. Andrew’s School campus in Barrington, broke ground in April. Occupancy is scheduled for the start of the fall semester 2014.

The existing 9,600sf building ren-ovation includes new interior finishes, restrooms, sleeping rooms, common stu-dent areas, a two-bedroom faculty apart-ment, and mechanical, electrical, and fire protection systems.

The 7,800sf two-story building

addition includes two new faculty apart-ments, student sleeping rooms, bathrooms, and a student lounge. The new student dor-mitory will improve and expand student housing on campus, while contributing to a new campus image that complements the historic architecture and surrounding rural woodlands of the campus.

Peregrine Group, LLC is the own-er’s representative, with construction management by H. V. Collins Company Inc.

Model of Bill’s House Dormitory at St. Andrew’s School

State Office Complex Breaks GroundWaterbury, VT – Gov. Peter Shum-

lin was joined recently by state and local officials, representatives from construc-tion manager PC Construction of South Burlington, architect Freeman French Freeman of Burlington, FEMA officials, and others at a groundbreaking ceremony in downtown Waterbury to mark the State of Vermont’s largest capital project ever – the historic rebuilding of the Waterbury State Office Complex.

Working closely with the State of Vermont’s Department of Buildings and General Services construction team, PC Construction began placing concrete for structures that include a new 86,000sf of-fice building, 20,000sf central plant and maintenance facility, and new site infra-structure.

The central plant will include two wood-fired biomass boilers (with oil or gas back-up boilers) for hot water heat-ing, electric chilled water production for cooling, two electrical generators for emergency and standby power, and main-tenance offices and workshops needed for the care of the facility.

The Waterbury State Office Com-plex project also includes the historic ren-ovation of the original 13 core buildings comprising 115,000sf. The project is be-ing funded with a combination of State of Vermont funds, insurance proceeds, and FEMA funds.

Heavily damaged by Tropical Storm Irene when the Winooski River over-flowed its banks, the Waterbury location has been an active job site since August 2013. PC Construction has been working to surgically deconstruct 355,000sf of unusable buildings, recycling 94% of all materials.

Historic restoration architect Goody Clancy as well as engineers Rist-Frost-Shumway and Engineering Ventures are all part of the team working together with the State of Vermont to build the complex of new and renovated buildings that, upon completion in December 2015, will house 1,200 employees of Vermont’s Agency of Human Services and Department of Public Safety.

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June 201414

Healthcare$15M Cancer Center Breaks Ground

Springfield, MA – Mercy Medical Center broke ground on May 14 at the Sister Caritas Cancer Center on a $15 million expansion and renovation de-signed by MorrisSwitzer~Environments for Health.

This project will increase efficiency by consolidating outpatient cancer care programs in one collaborative space and to improve the patient experience by in-creasing privacy and creating a calm, nur-turing environment.

The expansion to the existing Ra-

diation Oncology Treatment program will include a 12,500sf medical oncol-ogy clinic with 12 exam rooms, as well as a 13,500sf medical oncology treatment space with 32 infusion bays and two pri-vate infusion rooms. The infusion bays include privacy screening, personal tele-visions, and space to accommodate a sup-porting family member or friend.

The Mercy Cancer Center project is scheduled for completion in summer of 2015.

Rendering of an infusion bay

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Building Healthier Lives

Construction Managers General Contractors Design Builders

Creating Quiet:Sound Masking in Patient Roomsby Benjamin Davenny

Noise levels in hospitals have be-come an increasing concern as more

noise sources have been added to the hospital environ-ment. These sources range from noisy medical instruments to the layout of pa-tient rooms as they relate to the nurses’ station. Numerous studies have eval-uated the impact of

noise levels on the hospital environment, but few have considered the type of noise source. The sound of a fan is different from an alarm, even if they measure at the same sound levels. Without clear objec-tives on the type of noises studied, there is a false impression that a quieter envi-ronment is always a better one.

Some of these noise sources are necessary in a modern working hospi-tal. The trick is to take a different look at these sources and develop more effi-cient methods to reduce disturbance to patients. The often-cited World Health Organization (WHO) and Environmental Protection Agency (EPA) guidelines for hospitals require low noise levels in pa-tient rooms. The WHO guideline for con-

tinuous background noise level in patient rooms recommends 35 dBA during the day and 30 dBA at night, with nighttime peaks in wards not to exceed 40 dBA.

The EPA guideline values for con-tinuous background noise levels are 45 dB (A-weighting is assumed to be im-plied) during the day and 35 dB during the night in patient rooms. Considering that “casual” sound pressure levels for speech at a distance of one meter range from 50-58 dBA, limiting peaks to 40 dBA, these guidelines would preclude conversation in corridors with patient doors open. This requirement conflicts with nurses’ needs to see patients and discuss patient care. The WHO and EPA guidelines are also based mainly on transportation noise, whose character is quite distinctive and bothersome to building occupants.

Introducing a constant noise source as background sound helps to reduce the impact of impulsive tonal noises such as speech. The typical background noise level can be considered a constant noise with full frequency content. These noise sources include air movement from the building’s HVAC system and cooling fans, as well as electronic sound mask-ing systems. Tonal and impulsive noise sources typical of healthcare activity in-

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June 2014 15

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June 201416 High-Profile Focus: Healthcare

MPA Completes Interactive Showroom, & Exec. Briefing Center for PhilipsAndover, MA – Margulies Perru-

zzi Architects (MPA) recently completed work inside a new showroom for Philips, a diversified health and well-being company focused on timely innovations in health-care, consumer lifestyle, and lighting.

Located on the Philips campus at 3000 Minuteman Drive in Andover, the newly designed executive briefing cen-ter takes the user through a timeline of healthcare experiences, highlighting the latest advances in Philips technology improving everything from ambulance rides, to hospital healing, to at-home care.

MPA successfully designed two earlier workplace innovation projects for Philips, including the award-winning high performance workspace at 200 Min-uteman Road. The new executive briefing center is prominently located adjacent to the Philips campus’ main lobby, making it highly visible to all guests.

MPA opened up the previously compartmentalized showroom, creating one large space with a serpentine path to naturally take visitors from one healthcare vignette to another. Guests are greeted by a virtual presenter as they enter the suite

and begin their experience. The concierge area allows for introductions and orien-tation on the sequence of environments. Each product area was designed by MPA to mimic a practitioner or patient’s experi-ence as closely as possible. Examples in-clude a mock ambulance, quartz surgical lighting in a hybrid operating room, wall mounted specialty lighting in a patient room, an MRI simulation, and a series of home healthcare items ranging from large to small.

The curved route also allows guests to catch a glimpse of the next product area while taking the tour. The visit ends with

a walk down a hallway showcasing the history of Philips inventions, with con-ference rooms for lunch gatherings or pri-vate sales meetings.

Floating acrylic screens designed by Egg Design Partners divide the prod-uct areas while still maintaining the open feel of the entire showroom. AVFX Bos-ton provided the audiovisual technology for the space, which was constructed by J. Calnan & Associates. CresaPartners, under the direction of Dwight Patten, pro-vided project management services.

(left and above): Two views of the new Executive Briefing Center Warren Patterson Photography

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June 2014 17

Brigham & Womens Hospital, Boston

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The Evolution of the Urgent Care Centerby Marc Margulies

The urgent care center (UCC) serves as a unique delivery component clearly

paving the way for the future of health-care. Different types of UCCs are dictat-ed by various ap-proaches, cost struc-tures, and clinical capabilities; each type comes with its own unique set of design and construc-tion implications.

When sick or injured, you have sev-eral possibilities for care: your primary care provider, hospital emergency depart-ment (ED), or a UCC. Your local UCC may be the optimal choice for two primary reasons:

• Convenience. Locations near pa-tients’ homes and work; extended hours of operation; no appointments necessary, and often a shorter wait time than alternatives.

• Cost. Lower construction expense to build; patient payments typically less than a hospital ED, and staffing by nurse practitioners and physicians assistants lowers operating costs.

Although similarities exist between the various models, and the Urgent Care Association of America provides guide-lines for operation, it’s easy to overlook their differences. UCCs generally fall into three categories:

• Convenient care clinics are small and most often located in retail stores, su-permarkets, and pharmacies; this type of clinic generally deals with colds and flu, bruises and strains, sore throats and ear in-fections, and intestinal distress. Clinic staff can take blood samples that they send to outside labs, but they do not offer radiol-ogy. Due to the retail environment, these types of UCCs are visually accessible, nonclinical feeling, and focused more on efficiency than nurture.

• Walk-in clinics have over 9,000 stand-alone sites in the U.S. and usually provide radiology, lab, phlebotomy, and

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

that patients prefer an ambiance more like a hotel lobby than a hospital waiting room, with soft lighting, lounge seating, televi-sions, a children’s play area, and nonclin-ical finishes.

• Hospital or clinic-based UCCs reduce cost and wait times at EDs. A sep-arate department for walk-in patients is often created at hospitals or multispecialty clinics. The adjacency of full-service med-ical care benefits patients whose condition may warrant a higher level of care. Unfor-tunately, the capital and operational ex-pense of being colocated with more acute-care facilities can drive the costs higher than at either of the other two models. Fur-thermore, the construction and operation-al standards (i.e., Department of Public Health) may increase expenses. Howev-er, one benefit to this type of UCC is the ability to share radiology, lab, phlebotomy, and other resources with the host hospital or clinic. Single chairs likely line the walls of the waiting area, like the traditional ED waiting room. Exam areas may be more like ED “bays” than family-practice style exam rooms. The assumption is that these facilities act somewhat as triage for a cer-tain percentage of the ED population, so the environment (both finishes and equip-ment) may be more robust and sterile.

Patients appreciate having access to UCCs, and providers love working there. Due to a UCC’s typical long hours of oper-ation, there are opportunities for some staff

ReadyMed Urgent Care Center designed by MPA

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June 2014 19

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Boston Medical Center Redesign Offers Best ROI and Long Term ViabilityBoston – Boston Medical Center

(BMC) is a 496-bed, 2.5 million sf, private, not-for-profit, academic medical center. In a city ripe with world-class medical facilities, BMC provides care to the most vulnerable patients in the community and has a long standing mission to provide exceptional medical care to all, regardless of ability to pay.

In addition to being challenged by an inefficient campus layout resulting from the merger of two separate hospitals in 1996, healthcare reform, declining reimbursement rates, and the economic downturn put sig-nificant pressure on BMC’s revenue. The hospital took action and implementedcost savings and efficiency strategies to stabilize finances and to ensure the long-term finan-cial health of the hospital.

Leadership at BMC reviewed de-partmental operations, growth strategy, en-gineering infrastructure, and conducted a highest-and-best-use appraisal of real estate holdings to achieve four major goals:

• Quality. Improve patient experi-ence, efficiency

• Sustainable design.• Safety. Improve environment of

care• Total revenue. Improve operational

efficiency and retention of patients.Here was an opportunity to design

inpatient (30,000 annual admissions) and high volume outpatient services (1 million annual visits) into one campus that would

reduce overall square footage, improve pa-tient care, and significantly reduce operat-ing costs. Several approaches were studied:

• An upgrade of the Outpatient Cam-pus into a comprehensive Women’s and Children’s Center ($160 million construc-tion, $12 million annual savings).

• A new Inpatient Tower with expand-ed Imaging, Surgery, and private beds ($360 million construction, $30 million annual

savings)• A clinical campus redesign approach

featuring an upgrade of the three existing in-patient buildings together with a new infill building ($270 million construction, $25 million to $30 million annual savings).

The clinical campus redesign scheme was selected, as it promised the best return on investment and set the stage for BMC’s long-term viability and growth. Levi +

Wong Design Associates (Levi + Wong Design) helped BMC develop a strategy that consolidates duplicate departments, im-proves patient experience, and focuses on the renovation of major existing inpatient buildings to create a unified campus brand — all while allowing for future long-term development, and to start the changeover to 100% private beds. The process includes the right-sizing, reprogramming, and replan-ning of 30 medical departments, evaluation of operations and adjacencies, reduction of licensed patient beds, investigation of aged engineering infrastructure, and relocation of peripheral administrative and support ser-vices.

All construction is targeted LEED Silver, but potentially the biggest single impact on waste and materials reduction is the facilities that BMC does not plan to build. Renovation of existing facilities with new infill projects will create a campus that provides better care at lower cost; overall campus square footage will actually reduce by 13%.

The most challenging aspect of the entire scheme is to accomplish all this — 500,000sf renovations and 150,000sf new construction — while the campus remains fully occupied. The solution comprises multiple, multiphase renovations of exist-ing inpatient and high-volume outpatient buildings, together with new infill build-ings to create the large footprints required

Continued on next page

Air Quality Testing and Laboratory Analysis • Pre Reno/Demo HazMat SurveysAsbestos, Lead Paint, Mold, PCB’s • Environmental Site Assessments

OSHA Compliance and Training • EPA Lead RRP Courses

m a s s a c h u s e t t s • v e r m o n t • m a i n e

morrise n v i r o n m e n t s f o r h e a l t h

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H E A LT H C A R E A R C H I T E C T U R E1 0 0 % H E A LT H C A R E P L A N N I N G & D E S I G N

BOSTON MEDICAL CENTERMASTERPLAN

Yawkey New Women’s CenterNew Maternity DepartmentNew 200 Seat CafeteriaImproved Yawkey Lobby

MoakleyNew AdditionDepartment Upgrades

Major ImprovementsPatient ExperienceEnvironment of CareOperational EfficiencySustainable Design – Silver Public Entries and CirculationEngineering Systems

500,000 SF Renovation150,000 SF AdditionsBMC Campus SF Reduction of 13%30 Medical Department Upgrades$270 M Construction Cost$30 M Annual Savings

MeninoImproved Menino LobbyDepartment UpgradesNew Service & Support BridgeNew AuditoriumNew Addition

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June 2014 21High-Profile Focus: Healthcare

for Emergency, Surgery, and Imaging. The primary public circulation system will be reorganized for better wayfinding and inter-connectivity among the Menino, Yawkey, and Moakley buildings, and a new bridge across Albany Street will tie the Menino and Shapiro Buildings to service and sup-port functions.

A reorganized and expanded Emer-gency Department, colocated with Urgent Care for greater efficiency and staffing flexibility, will grow by 30% to handle its 130,000 visit annual caseload. Surgical Services and Interventional Radiology will be consolidated into a comprehensive In-terventional Procedural Platform to share peri-operative and support services. Wom-

en’s and Pediatric Services will be consol-idated into one building for better adjacen-cies and brand recognition. Improvements to patient bed units will focus on patient privacy, higher acuity needs, and a larger universal room design that can be fitted out as ICU or Med Surg rooms over the long term to provide flexibility.

Levi + Wong Design Associates worked in conjunction with Tsoi Kobus & Associates on the Master Plan and helped to update the BRA Institutional Master Plan. Over 30 consultants were involved in the planning and design effort.

Enabling ProjectsInitial phases of the Master Plan in-

volve a series of “enabling projects” to de-cant existing floors to make room for ma-jor departmental relocations. Levi + Wong Design was selected to design projects in

the renovated Yawkey Building and public areas of the Menino Building.

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

The new Maternity Unit on the third floor of Yawkey will integrate Triage, La-bor and Delivery, C-Section, NICU, and Antepartum and Postpartum Rooms onto a single 50,000sf floor. It includes nine larger labor delivery rooms (some with in-room relaxation tubs for assisting in labor) and 30 all-private antepartum/ postpartum patient rooms with dedicated zones for baby and family. The new 21-bed NICU will offer a 50/50 mix of private rooms and open quads to provide the variety of care options rec-ommended for neonates.

The Yawkey Building projects will be completed in the first half of 2015, and all Master Plan construction is slated for com-pletion by the end of 2018.

Continued from previous page

MHA’s Healthcare Construction ConferenceBurlington, MA – High-Profile re-

cently attended the Massachusetts Hospital Association’s (MHA) 8th Annual Health-care Construction Conference: Healthcare

Facilities Planning & Management in the Current Era.

The morning opened with Daniel Gent, plan review manager for the Massa-chusetts Dept. of Public Health, speaking on the topic: “The Massachusetts Plan Re-view Process: Update on Recent Changes.”

The presentation, “Hospital Project

Case Study: Boston Medical Center Rede-sign” is summarized on adjacent HP pages in an article submitted by Thomas Levi, AIA, president of Levi + Wong Design As-sociates, Inc.

Levi and Brendan Whalen, Dir., De-sign & Construction at the Boston Medical Center, were speakers.

A panel discussion titled “Joint Commission: Hot Topics in life safety & Environment of Care Issues” focused on changes in Life Safety issues, including documentation, new equipment mainte-

nance programs, in-fection control, and other hot button is-sues.

Panelists in-cluded Dale Tagli-enti, LEED AP, partner and director of MorrisSwitzer’s Boston office; Gary Val-court, senior director of facilities at UMass Memorial Medical Center; and M. Daria Niewenhous, Esq., member of the health law practice Mintz, Levin, Cohn, Ferris, Glovsky and Popeo, PC.

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

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Structural Design for High PointBraintree, MA – Veitas and Veitas

Engineers partnered with Anson Court-right to provide structural design for High Point Hospital.

The former St. Luke’s Hospital building is being transformed into a 72-bed, state-of-the-art drug and mental health treatment facility. Extensive reno-vations of the 62,700sf structure are under way, and the new facility is scheduled to open this summer.

A section of the wood framed roof structure was reconstructed to meet non-

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

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Nadeau Corporation’s MedBuild

team leader, Mark Menard, will be tasked with keeping the site operational for the length of the project. He will ensure that disturbances will be minimized and the site with be safe and clean so that doctors occupying the building can continue to provide care to their patients.

Nadeau Corporation and Vision 3 have collaborated on healthcare design- build projects for the last 20 years.

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members to work non traditional shifts, providing flexibility and variety. Providers are not “on call” and can schedule their hours in advance. At some UCCs, rigid hierarchies and segregated responsibilities have given way to cross training and the ability to assist patients from the moment they arrive through their departure, remov-ing the repetition of primary care.

Some UCC staff handles all paper-work, including insurance documentation and co-pays, directly in the exam rooms, increasing both privacy and efficiency. During discussions about the operations of ReadyMed clinics, the entire staff was engaged in lean process improvement ses-sions to construct the most efficient way of servicing patients. Patients do not want to

sit in waiting rooms without clear expec-tations of how long they will be there, and placing them as quickly as possible into an exam room with cross-trained providers was one solution.

Urgent care centers will inevitably be the choice for a large part of the pop-ulation needing ready access to nonacute treatment, particularly at times when a tra-ditional family practice doctor is unavail-able. It is also a critical part of the solution for managing our nation’s healthcare costs. Designers and operators need to under-stand patient population, the competition, and the financial constraints before decid-ing which UCC model is the best fit for any given community.

Marc Margulies, AIA, LEED AP, is a principal at Margulies Perruzzi Archi-tects.

Continued from page 18

The Evolution of the Urgent Care Center

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DAI & MBI Under Way on LRGH North 4 Tower RenovationLaconia, NH – The integrated de-

sign-build team of DiGiorgio Associates Inc. (DAI) and Monitor Builders Inc. (MBI) is working with Lakes Region General Hospital (LRGH) in Laconia on a renovation project necessary to im-prove the hospital’s safety, efficiency, and patient care by creating state-of-the-art single bed patient rooms in the hospital’s North 4 (N4) Tower.

DAI and MBI completed a 100,000sf, $37.5 million new patient tow-er with LRGH in 2011.

Goals of the N4 renovation proj-ect include addressing the antiquated in-frastructure of the building by the DAI engineering team. Another goal is to re-capture the five beds taken out of service when the hospital converted to all single patient rooms.

Maintaining a 20 bed unit is in-tegral for the hospital to operate more efficiently and ensure a better nurse to patient ratio. The hospital will continue its commitment to all private room care to improve patient privacy and infection control while having sufficient beds to meet the needs of the community.

LRGH and DAI addressed the ex-isting nursing station, which is currently inefficiently laid out and in need of up-grades, to allow for all nursing stations to be standardized for staff efficiency.

This innovative project permits the

continued use of a 45-year-old building at the current standard of medical care.

The renovations to the patient rooms will ensure that care is provided in a safe environment where patients will have privacy and a family-based environ-ment while ensuring improved infection control and permitting physicians and nurses to provide private, individualized care.

MBI began construction on this project in May 2014 and is anticipating an eight month construction schedule. Con-struction costs are approximately $3.6 million.

DAI and MBI are also currently working on several other integrated de-sign-build healthcare projects, including an $8 million emergency department addition and renovation for Harrington

HealthCare at Hubbard in Webster, a $2.5 million acute care unit/central sterile ren-ovation at Harrington’s Southbridge cam-pus, a $1.6 million community health cen-ter renovation for Harbor Health Services,

Inc. at its Plymouth location, and a $1.5 million laboratory renovation at Redington-Fair-view General Hospital in Skowhegan, Maine.

The team recently com-pleted design and construction of a $300,000 off-site clinic for Brockton Neighborhood Health Center in Brockton, Mass., and a $450,000 reno-vation for Manet Community Health Center in Hull.

Over the past 26 years, DAI and MBI’s integrated

design-build approach has resulted in long-term partnerships with a number of healthcare providers across the region.

(l): Patient Tower nurse station, and (r): single room (finished in 2011) show similar layouts of what Tower 4 will look like when complete.

Mobile MRI Facility CompletedPortsmouth, NH - JACA Archi-

tects of North Quincy, Mass. recently announced completion of a Mobile MRI facility for Shields Health Care Group.

Designed by JACA and engineered by Souza True, this 600sf renovation will allow Shields MRI, located at 150 U.S. 1 Bypass, in Portsmouth, N.H; in partner-ship with Atlantic Orthopaedics & Sports Medicine; to offer MRI services in an out-

patient setting.The project was completed in Janu-

ary 2014, and Shields MRI – Portsmouth opened on February 4. The JACA proj-ect team included Eric Ryan, associate in charge, and Justin Driscoll, project man-ager. JACA Architects provided architec-tural, interior, and structural services for the renovation.

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Medical Office Construction: Efficiency is the Goalby Wright Dickinson

For today’s medical offices, effi-ciency is the goal. It takes a practiced

and collaborative team to generate a layout that will re-duce the number of footsteps provid-ers have to take to handle the flow of patients, while in-creasing productiv-ity with convenient touch-down spaces to make their jobs

easier. A knowledgeable and experienced building team will know where to focus its efforts in order to deliver a compre-hensive and intuitive medical space that seamlessly integrates all necessary build-ing infrastructure.

The following case studies illus-trate how a collaborative team focused on efficiency and productivity was able to achieve client goals within the strictly regulated parameters of a medical envi-ronment and tight project deadlines.

Tufts Medical Center Primary Care, Quincy

Located in Crown Colony Park in Quincy, the new 15,000 SF, $1.5 million building is now the home for the Tufts Medical Center Primary Care Group. Ear-ly involvement allowed the project team

to provide valuable estimating and value engineering services to both the building owner and architect, Lavallee Brensinger Architects, who provided the interior ar-chitecture and healthcare design services for the fit-out.

To create patient-centered offices to accommodate 12 physicians, the space has been divided into quadrants, each with exam rooms clustered around a cen-trally-located team room where doctors, nurses, and other support staff can meet to collaborate on patient care. This central quadrant is key to the design, as it miti-gates redundancy and improves efficiency while providing easy access to essential medical equipment for all staff.

Longwood Pediatrics, Boston

Longwood Pediatrics, a 75-year-old private pediatric medical practice with close ties to Children’s Hospital Bos-ton, acquired additional space within its building and decided to renovate its entire space to better serve its patients. Located in Boston’s highly-regarded Longwood Medical Area, the pediatric group occu-pies two floors and has remained open to patients throughout the renovation.

Again, Lavallee Brensinger Ar-chitects provided process analysis and simulation services to fine-tune patient and staff flow. Their new design features a dedicated check-in area, exam rooms, collaborative team rooms, and support functions for each floor, maximizing patient-provider interactions, and min-

imizing travel. The design focus for the medical facility was on applying demon-strative efficiency planning to the needs of the staff.

Preconstruction budgeting, phas-ing, and scheduling input were critical to minimizing the impact of construction on patients and staff. The three-phase reno-vation focused on updating the two floors to roll out the new interior design, and to comply with regulatory standards for handicap accessibility. A new fire pro-tection service and distribution system to serve the entire six-story building was installed and required close coordination with the various tenants during construc-tion to prevent disturbances. By applying the collective team’s bank of knowledge of past successes and failures, the medical facility is outwardly focused on providing optimal patient care, while internal opera-tions are focused on productive efficiency.

In this case, communication was the primary efficiency driver, as clear docu-mentation and coordination were essen-tial to providing uninterrupted medical care during construction. Because the Ka-plan/LBA team has worked symbiotically in the past, the choreography of design, construction, and occupied activity was seamless.

Wright Dickinson is a project man-ager at Kaplan Construction

Wright Dickinson

Tufts Medical Center Primary Care

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June 2014 25

by John V. Carvalho IIIYou probably won’t find too many

healthcare facilities without some type of gas detection sys-tem. Unfortunate-ly, many building owners and facili-ty managers don’t take the extra step of having the sys-tem maintained on a regular basis. It’s an oversight that can have potentially

deadly repercussions.To a degree, you can understand

that perspective. A gas detection system is not a small investment. With the in-stallation for a single gas detection unit averaging $1,000, adding a maintenance contract for a new or newer gas system might seem like a luxury. The very na-ture of a healthcare facility, particularly hospitals, makes it a necessity.

Why? Well, if a detection system doesn’t work, you typically find out in one of three ways. The first is somebody smells something and alerts property management. Second, somebody smells something, becomes ill to the point of losing consciousness, and the person

who finds them alerts the property man-agement. The third is the worst: there is no odor to a toxic or deadly gas, and no one knows it because they can’t smell it.

While that may sound overdramat-ic, it’s not that farfetched. Patients in a hospital or healthcare setting are there because something is wrong. Their sens-es may not be as sharp or they may be more vulnerable to undetected gases in their weakened state.

Regrettably, many facilities man-agers go by the mantra that if the gas de-tection system doesn’t detect anything, nothing is wrong. If you could be 100% sure the system was working properly, you can understand that logic. Unfortu-nately, there’s no way to know if the sys-tem is actually reading gas.

By not having a routine mainte-nance system in place, you can put the health and lives of visitors and workers in your building at risk if your gas detec-tion equipment is not functioning prop-erly. And when it comes to exposure to gases, it only takes one incident to put lives in jeopardy and open up your orga-nization to tremendous liability. In fact, in recent years there have been fatalities at facilities in numerous states in the U.S.

John Carvalho

by Courtland Blake The recent demand for U.S.-based

healthcare architects and engineers for international health-care projects has not only created busi-ness opportunities, but has also expand-ed the experience and knowledge base of the U.S. de-sign firms involved. This is knowledge and experience that can be applied to

U.S.-based projects, as well. The lessons learned from working on international healthcare projects has benefited other international projects, of course, but has also greatly enhanced design, efficiency, and collaboration efforts on all projects. Some examples of where benefits can be seen are: teamwork and collaboration, and cultural sensitivity.

The complexities of international healthcare projects require the close col-laboration of multiple firms, in multiple lo-cations, across multiple time zones. There are often partnerships with local design firms that help with local codes, site issues, and construction preferences. There are often differing construction delivery meth-odologies that involve the introduction of

developers and contractors into the collab-oration process. The multiple design con-sultants are often in different states, and different countries.

Since face-to-face meetings and dis-cussions require extensive scheduling and costs of international travel are high, this arrangement has forced the design teams to become proficient at utilizing technology to assist collaboration; technology such as videoconferencing, web-based computer screen sharing, live file sharing, and con-ference calls. Also, focused and limited communication time, due to differing time zones, sometimes with language barri-ers included, has forced us all to become very precise and succinct when requesting and presenting information. Simple bold graphic presentations can replace hours worth of written communication material. A picture really is worth a thousand words.

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June 201426

Fox RPM Teams up with BIDMCBoston – Beth Israel Dea-

coness Medical Center (BIDMC) is undergoing a series of updates to its campuses in order to enhance the user experience for patients, em-ployees, and visitors with varying degrees of disabilities. Comprised of a team of well-experienced facilities managers, the BIDMC campuses are undergoing a major face-lift as part of a five-year project, in order to make its amenities more accessible to all.

BIDMC was one of the first hospitals in the country to be re-viewed by the Department of Justice for compliance with the American Disabilities Act (ADA). Areas that required improve-ments in regard to ADA compliance were noted, and the “ADA Team” was created in the form of two on-site full-time Fox proj-ect managers and BIDMC’s ADA compli-ance officer, director of facilities, and se-nior project manager.

Working with consultants Kessler McGuinness & AssociateS, LLC, this team of well-experienced facilities and project managers has been diligently working to mitigate more than 5,600 barriers across 33 facilities in three cities. Changes to the campuses have included the implementa-tion of accessible washrooms, parking and drop-off areas, signage and wayfinding, accessible exam rooms and waiting areas,

and accessible water fountain and hand sanitizing stations, to name a few.

The ADA Team continues to work with consultants to develop mitigation strategies, interpret the codes, and imple-ment and audit in accordance with ADA regulations. Audit mitigation is scheduled to be completed this upcoming fall, with fi-nal reporting to be completed in the spring of 2015.

BIDMC formulated the Universal Access Advisory Council, created to give user-expert perspectives to staff responsi-ble for issues affecting people with disabil-ities.

The Council consists of hospi-tal staff, employees, patients and family members of patients, and Fox’s two on-site project managers, Amy Chee and Christine DelPrete.

Rendering shows updates for patients with disabilities.

Harnessing BIMby Will Mainor

Designing healthcare and medical research facilities is a laborious task, re-

quiring engineers and designers to factor in numerous variables like lab requirements and equipment needs. As research chang-es, so too does the lab’s usages. In or-der to accommodate these shifts in need, these types of build-

ings, like the new Albert Sherman Center at University of Massachusetts (UMass) Medical School in Worcester, Mass., are more and more relying on Building Infor-mation Modeling (BIM) for design and long-term facilities management.

From its onset, a number of contrac-tors and subcontractors made use of BIM technology when planning the nine-story, 512,000sf, state-of-the-art, LEED Gold certified multi-use facility. With over 90 miles of ducts and pipes, the use of BIM played a critical role in efficiently manag-ing data and effectively leveraging it for facilities management purposes.

Suffolk Construction and UMass partnered with Microdesk to catalogue all the various pieces of information from architectural and engineering models, in-cluding shop drawings and 3D models, as well as operations manuals and other docu-

ments, and integrated them into the system to correspond with their specific building components. Having a central repository for this information enables the facilities staff to acquaint themselves with the Albert Sherman Center before even opening its doors. Working with the staff, Microdesk held training sessions to enhance the user experience and ensure it was intuitively designed for day-to-day use.

BIM played a vital role in the proj-ect’s completion and will continue to do so moving forward. Currently, the BIM mod-el offers insights into the day-to-day oper-ations of the building, such as locating key pieces of infrastructure that, when repairs or maintenance are required, will reduce disturbances and allow for targeted trou-bleshooting. BIM also future-proofs the center, as it adapts to the ever-changing re-search and advances in technology. Using the model, the staff will be able to easily access all the information it needs for any future renovations.

For the Albert Sherman Center and other healthcare and research labs, BIM’s significance cannot be understated. From ongoing facilities management to future changes and expansions, the ability to ac-cess information and data from a single source plays an invaluable role in safe-guarding a building’s daily operations as well as its longevity.

Will Mainor is an applications engi-neer at Microdesk.

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Beth Israel Deaconess Scheduled to Open in SeptemberNeedham, MA—The new Beth

Israel Deaconess – Cancer Center and Surgical Pavilion building, designed by JACA Architects of Quincy, is scheduled to be completed this summer and open for patients in September 2014.

A new three-story, 30,000sf build-ing is at the heart of Phase 2 of the Beth Israel Deaconess Hospital – Need-ham master plan. The project includes 20,000sf of the new building for the BID-MC cancer center and a multi disciplinary clinic, 10,000sf for an expansion of the BIDN surgical department, approximate-ly 15,000sf of renovations for the surgery department a new inpatient pharmacy and the relocation of the Glover Cafe. Addi-tionally, there are extensive site modifica-tions for gardens surrounding the CCSP and a 100 car two-level parking deck.

In order to streamline patient treat-ment in the Cancer Center, the concept of “bring the treatment to patient” common-ly found in emergency departments, was applied resulting in the reduction of the number of steps a patient has to take. Uti-lizing 3P processes, patient focus group interviews and intensive work sessions with BIDMC/BIDN staff revealed that a patient receiving both radiation and in-fusion therapies could have to move lo-cations up to 60 times on their first day of treatment in a traditional cancer center model. By rethinking the caregiver work-

flow and optimizing the location of pro-gram elements utilizing simulation mod-eling analysis, the number of steps could be reduced to a maximum of 14 and as little as two for a typical patient treatment visit.

This resulted in a dedicated treat-ment floor containing a 10MV Varian TrueBeam Linear Accelerator and 10 in-fusion bays overlooking a healing garden. Oversized exam rooms are also included on the treatment floor to be utilized par-ticularly for first treatment days. Exam rooms for off treatment visits, support areas and administrative functions are lo-cated on the lower level.

The new surgical suite will feature two new operating rooms and 14 pre-

op and post-op recovery bays, allowing BID-Needham to nearly double its sur-gical capacity. The new surgical pavil-ion provides a direct entrance to the surgical department for daycare surgery patients and their families. One of the two operating rooms is sized and designed to accom-modate orthopedic pro-cedures requiring addi-tional equipment and a mobile C-arm for digital imaging. Both operating rooms include state of the art booms and inte-gration systems.

The PACU was designed to filtrate ample day lighting throughout the space. A distributed nurse station concept was used to create a central hub with distrib-uted observation stations throughout the PACU with bays designed for both pre-op and post-op recovery.

A new inpatient pharmacy within the existing campus will utilize carousel high density storage with perpetual in-ventory and “pick to light” and bar code technology for dispensing and USP797 compliant custom-built clean rooms for compounding to serve the BID-Need-ham campus. Additional dedicated clean rooms are provided for preparing the che-motherapy and other infusion treatment drugs delivered at the cancer center.

Interior – JACA Architects

Rendering of exterior of the new Beth Israel Deaconess – JACA Architects

http://www.emduggan.com


June 201428

Maximizing Energy Efficiency in Healthcare Facilitiesby Roy Haller

Hospitals, senior care centers, and medical offices, operating nonstop to meet

patient needs, typi-cally have high ener-gy demand and can experience signifi-cant immediate and long-term savings by taking proactive efficiency measures. Sustainability and smart energy man-agement are critical to the success of any

business, but healthcare facilities, in par-ticular, have vast opportunity to capitalize on energy-efficiency improvements.

As an administrator of Energize Connecticut programs, The United Illumi-nating Company (UI) works closely with healthcare organizations to identify specif-ic cost-saving energy upgrades and tech-nical solutions to fit their unique business model. By developing custom sustainabil-ity plans, UI helps companies to improve how they perform financially and envi-ronmentally to attain long-lasting energy savings. UI also assists healthcare organi-zations in securing financial rebates, incen-tives, or low-interest financing through the Connecticut Energy Efficiency Fund.

“As round-the-clock businesses, healthcare facilities are the perfect candi-date for sustainable energy management programs that can help achieve bottom-line

savings, ” said Roy W. Haller, UI director of commercial and industrial energy service programs. “By taking advantage of the var-ious Energize Connecticut programs, hospi-tals and medical centers are able to imple-ment energy-efficient measures, achieve their conservation goals, and provide opti-mal patient care and comfort.”

Healthcare organizations statewide are leaders on the efficiency front, often calling upon UI at the initial planning stag-es to effectively integrate sustainability practices throughout a project. Well-known Connecticut healthcare facilities Yale New Haven Healthcare, Bridgeport Hospital, Griffin Hospital, and Mary Wade Home, Inc. all recently participated in Energize Connecticut programs. In each case, UI advisors provided direction on how the fa-cilities could improve their equipment, con-serve energy, and, ultimately, save money.

The United Illuminating Company supported a comprehensive energy project with Bridgeport Hospital, a top employer in the city. Participating in the Energy Op-portunities and Operations & Maintenance Service programs, the hospital was able to repair and retrofit the current building systems with energy efficient upgrades throughout the facility. New lighting sen-sors, an energy management system, vari-able speed drives, and more, resulted in an estimated lifetime energy savings of $5 million for the hospital.

When planning an $11 million ex-pansion of their Adult Day Center and

Skilled Nursing Facility, Mary Wade was seeking to maximize efficiencies on the investment. By utilizing the state’s Ener-gy Conscious Blueprint program, project managers were able to rely on the guidance of UI experts throughout each stage of the planning and renovation. Among efficien-cy measures implemented, Mary Wade installed energy-saving fluorescent light-ing across the facility. An energy-efficient chiller unit and a new condensed boiler and variable drives were installed to better control heating and cooling operations.

After completing the project, Mary Wade’s annual energy savings was $29,976, with a lifetime energy savings of $452,387.

Whitney Center of Hamden also took

advantage of the Energy Conscious Blue-print program. The continuing care retire-ment community turned to UI for assistance in expanding the residential and common area in an energy-efficient manner. UI of-fered affordable, energy efficient equipment options, including lighting, motors, con-trols, and roof top air conditioners, success-fully lowering operating costs.

As an energy authority, UI continues to support healthcare facilities to achieve increased energy-efficiency and greener operations through the wide-ranging op-portunities available through the Energize Connecticut programs.

Roy Haller is a director at The Unit-ed Illuminating Company of New Haven, Conn.

Roy Haller

High-Profile Focus: Healthcare

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Parkland Med Center Under WayDerry, NH-Construc-

tion is now under way for a new 7,500sf, two story addition and a 2,600sf ren-ovation for a new emotional and behavioral wellness unit at Parkland Medical Center.

TFMoran, Inc. pro-vided survey, site design, and permitting for architects JSA, Inc. of Portsmouth. The new $3 mil-lion inpatient behavioral healthcare fa-cility is being built by general contractor Hutter Construction.

Parkland Medical Center offers this new program which will provide patients with comprehensive, individualized emo-tional wellness care without leaving the community.

Parkland Medical Center

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Middlesex Hospital Shoreline Medical Center Opens DoorsDesigned by SLAM

Westbrook, CT – The newly com-pleted Middlesex Hospital Shoreline Med-ical Center located in Westbrook and de-signed by The S/L/A/M Collaborative, Inc. officially opened its doors on April 28.

Having outgrown its previous lo-cation in Essex, the new center addresses projected growth and new technologies. The 75,000sf freestanding facility features a 24-bed emergency department, expanded radiology services with dedicated wom-en’s imaging, a state-of-the-art lab, and infusion therapy suite.

Situated immediately along I-95, the center benefits from greater community visibility, and provides a unique branding opportunity for the hospital and convenient access for patients. To address the needs of the area’s significant geriatric population, a closely coordinated site and building planning effort resulted in senior-friendly

access and amenities, and distinctive gar-dens provide memorable reference points for clear wayfinding.

According to SLAM project design-er, Douglas W. Mayne, AIA, The facility is “…a distinctive architecture, derived from a blend of elements. Brick panels and precast concrete banding established at the Main Hospital Campus are combined with local shoreline influences, such as natural stone, sea glass, and native planting, to de-

fine the new center and reinforce an identi-fiable, system wide aesthetic.”

Facing the realities of today’s tight budgets, SLAM, working in partner-ship with Middlesex Hospital and Whit-ing-Turner Contracting Company, dis-pensed with a traditional project approach and pursued an “IPD-lite” methodology that allowed for a more cost-effective de-livery of the new center.

“‘IPD-lite’ is a noncontractual proj-

ect delivery method that features open-book collaborative decision-making and an early partnership with project subcon-tractors. Decisions involve input from all stakeholders early in design to understand and refine project goals, which are actively and accurately tested against budget. Sub-contractors are engaged to bring their lat-est expertise and techniques to bear on the actual design and documentation, resulting in a construction-ready project in step with the budget. The cross-disciplinary interac-tion creates a greater overall level of proj-ect awareness and interest among stake-holders, resulting in a better product and refreshing team spirit,” Mayne explained.

Cost savings realized early in the project resulted in the inclusion of a 25,000sf second floor shell space, allowing for future expansion.

Photos ©John Giammatteo

For 40 years United Steel has been fabricating and erecting structures throughout New England. Our dedicated team of professionals offer expertise in all aspects of their projects. We strive to keep them safe, to provide opportunities to continue learning, and to excel. United Steel salutes - and empowers - our world-class workforce.

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June 201430

The J. Derenzo Companies Under Way at Boston LandingBrighton, MA – Boston Landing in

Brighton is one of Boston’s most highly anticipated new developments. This mul-tiphased project, constructed by J. Mori-arty & Associates and Gilbane, will house 650,000sf of office space, including head-quarters for New Balance, along with a sports center, hotel, retail and restaurant space, and parking.

J. Derenzo Co. and its subsidiary firms JDC Demolition, Inc. and Boston Environmental are managing the site-work, excavation, utility installation, demolition, abatement, and environmen-tal monitoring portions of work at Boston Landing.

The team bulk excavated down 20 feet, managed the sheet-driving op-eration for the below-grade parking ga-rage, removed underground fuel tanks, installed several interior plumbing pits, and prepared the excavation to receive the slab on grade for the garage. In all, the team removed more than 85,000 tons of excavated soil from the nine-acre site in only three months.

Next up, the company is perform-ing all the sewer, water, and drain infra-structure in preparation for the full-depth reconstruction of the surrounding public

streets. J. Derenzo Company will be re-constructing a 1,300 linear-foot stretch of Guest Street in Brighton for accep-tance by the city of Boston, including all new pavement, curbing, and street light-ing infrastructure.

Meanwhile, JDC Demolition cleared the way for this project by re-moving a 350,000sf manufacturing/warehouse facility back in January 2013, which abutted CSX track, and removed a 50,000sf office building in March 2013. JDC Demolition is currently performing the structural demolition of a former tour bus garage located at 77 Guest Street, and just completed the selective demoli-tion of the existing New Balance Parking Garage by removing portions of the cor-ner stairwells to make way for renova-tions and upgrades. JDC will also demol-ish the existing B.L. Makepeace building on Guest Street, which will complete the clearing of the footprint of the new sports complex.

Boston Environmental Corp. per-formed initial environmental surveys on site prior to the start of work; throughout construction the crew is monitoring air quality and coordinating the disposal of contaminated soils.

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

Aerial view of Boston Landing Rendering: Elkus Manfredi Architects

The sheet driving operation is complete as excavation continues.

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

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

Developer: NB Development GroupOwner’s PM: PMA ConsultantsArchitect: Elkus Manfredi ArchitectsConstruction Teams: John Moriarty & Assoc., Gilbane Building Co.


June 2014 31

The J. Derenzo Companies Under Way at Boston Landing

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

The following are excerpts from an article recently submitted by Jennifer Man-

go, a senior interior designer at Tsoi Ko-bus & Associates in Cambridge, Mass.

A post occu-pancy evaluation (POE) is one of the best tools for as-sessing a design’s success, especially

in measuring evi-dence-based outcomes as they are applied to design of healthcare and research fa-cilities given their specialized operations. POEs are crucial in helping to measure theoretical design intent against a tangible result.

Tsoi/Kobus & Associates (TK&A) recently conducted a POE with Pfizer Cen-ter for Therapeutic Innovation (CTI), an entrepreneurial division of Pfizer based on open partnerships with academic medical institutions. The penthouse level of the TK&A-designed Boston’s Center for Life Science building was chosen to establish its global headquarters. This location was critical in order to establish close prox-imity with partnering Longwood Medical Area institutions.

The client’s project team members were veterans in the design and construc-

tion process. Pfizer CTI recog-nized an opportunity to try in-novative approaches to planning and redefine its culture with the design of the new headquar-ters. The design team was chal-lenged to develop a design that was budget conscious, flexible, and collaborative. After a little over a year, TK&A’s POE was conducted. Here are a few POE questions, and helpful answers:

Q: Is there adequate lab support space-including open al-coves in the lab, procedure rooms outside the lab and equipment corridor?

A: We can always use more storage. We prioritized lab benches and support functions over storage which we still feel was the right decision for our investment. However, in a perfect world, if we had the luxury of a few feet added to the width of our footprint, we would have lined the cor-ridor with storage closets.

Q: Does the building foster inter-action among researchers, other depart-ments?

A: Yes. We started with a strategic vision of an entirely collaborative environ-ment, one drastically different from our current culture. The design team worked with us to make that vision a reality. Now having been in the space for quite some

time, it has been a pleasure observing the success of that vision come to fruition.

In summary, the results from POEs are insightful in gauging client satisfac-tion, the accuracy of our reasonable as-sumptions, and our own understanding of planning and design best practices. When evaluating our POEs from research and healthcare clients, they share common threads of focus:

• Space efficiency and planning for a more collaborative culture. Either in the lab or between a patient care team, it great-ly enhances the occupant’s experience within is daily environment.

• Adjacencies and adoption of lean principles, addressing occupant travel distances, through attention to redundan-cy and enhanced convenience. Patients/

family, care teams, researchers alike ben-efit greatly from a decrease of time spent maneuvering through the interior environ-ment.

• Adaptability, designing a space to address current needs and those of the unidentified future. A static design limits future needs. Implementing universal de-sign principals and modular solutions have allowed spaces to grow as new needs are realized.

• Support, support, support, under-standing support areas within your pro-gram and their functional purpose. Time and time again, these spaces become com-promised when decisions are being made and space assignments are prioritized. It is essential to not under size or forget these spaces. The most common criticized feed-back from POEs stems from a decision to eliminate/reduce storage or support spaces that are at max capacity on day one.

POEs substantiate our design suc-cesses and lessons learned from the as-sumptions made based on theoretical de-sign drivers. As a designer, it’s rewarding to see a project move from planned as-sumptions to proven outcomes that then become a precedent for future projects.

Jennifer Mango is a senior interi-or designer at Tsoi kobus & Associates in Cambridge, Mass.

Conference ViewJennifer Mango

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O&G Continues CCH RenovationsTorrington, CT – Con-

tinuing a longstanding success-ful relationship with Charlotte Hungerford Hospital (CHH), O&G Industries completed sev-eral projects through its special projects group, beginning with the installation of new oxygen tank pads for the hospital in 2011.

During the summer of 2012, O&G performed a com-plete renovation of CHH’s 500sf pharmacy including a new chemo med lab, anteroom and conference room. The $173,000 proj-ect was fully phased to allow the pharma-cy, a sealed clean room environment, to operate uninterrupted.

Following the pharmacy, O&G’s special projects group managed the phased renovation of CHH’s fourth floor inpatient surgical unit designed by Moser Pilon Nelson Architects.

The $340,000 fourth floor renova-tion was successfully completed in five phases, paying close attention to the hos-pital’s infection control policies by prop-erly containing construction dust and de-bris.

Upgrades throughout the floor in-cluded patient room alterations, smaller workstations, a waiting room, new medi-cine room, nurses lounge, caseworker work

area, and a new centralized nurses station.Led by project manager Christina

Oneglia Rossi and superintendent Jim Perazzella, the fourth floor successfully wrapped up in November 2013.

A continuation of this successful re-lationship moved O&G’s special projects group to the fifth floor.

Currently under construction with project manager Nelson Reis and super-intendent Jim Perazzella, the inpatient medical unit will undergo many of the same renovations as the fourth floor with an anticipated October 2014 completion.

To be done in seven phases, reno-vations will include a new central nurs-es station with additional workstations throughout the floor, relocation of the existing medicine room, a nurses lounge, and newly renovated waiting room.

Jim Perazzella and Christina Oneglia Rossi

Village Pediatic CTR CompletedBrockton, MA - Acella Construction

Corporation had a chance to congratulate the New England Patriots at Village Pe-diatrics recently at the facility’s official grand opening.

Acella recently completed the new Village Pediatric Center, on which it served as construction manager. The new facility, is located at 156 Pearl Street, Brockton.

The 10,000sf building is a state-of-the-art facility that includes a brand new youth and family fitness center and 10 examination rooms. According to Acella senior project manager Ryan Klebes, Acel-la worked on this $2-million project under the design-build mode, and partnered with

JACA Architects of Quincy and civil engi-neering firm J.K. Holmgren Engineering, Inc.

Dr. David Howell (left) and Dave Dirubbo are shown at the official grand

opening of Village Pediatrics.

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June 201434

Why Hire an Architect for Roof Repair or Replacement Project?by Stephen J. Wessling

The answer to the question: “Why hire an architect for your roof repair or

replacement proj-ect?” is complex but best summed up in the word “protec-tion.” To elaborate on this aspect, we mean protection of all parties such as:

• The owner (their asset and in-vestment).

• The tenant (their critical role in the property as lease/renter).

• The property management firm (their performance and professional rep-utation).

Of course, the protection and per-formance of the physical asset is obvious. Budgetary concerns are always included in the overall evaluation process, and all available options are considered for the project.

The logical decision is to team up with a qualified architect who specializ-es in building envelope design and res-toration. While many engineers and roof consultants understand roofing and are an asset to the industry, they quite often do not understand the entire “building envelope” as well as other aspects of the building’s architectural features and com-

ponents that interface with the roofing.We are full-service architects who

understand the entire building, inside and out, and also specialize in building enve-lope design and restoration. This unique combination of services provides clients with exceptional professional service. Wessling Architects has performed nu-merous building envelope evaluations, many of which concluded in identifying negligence of an engineer or consultant who improperly evaluated critical archi-tectural components that interfaced with the roof system. These mistakes can lead to roofing failure and system damage well before the useful life expectancy of the roof system.

Using a competent and experienced architect is cost-effective in several ways. You save valuable time by having the re-quired review and evaluation take place, resulting in the best approach for the roof project. A comprehensive evaluation and design process actually saves money by developing proper designs and specifica-tions from the start, thereby dramatically reducing the potential for short- or long-term problems. In general, we are able to substantially reduce the life cycle cost of your asset.

All evaluation data is integrated into a complete set of contract documents for bidding. This will ensure all contrac-tors in the competitive bidding process are providing the intended system and

specific scope of work.When different contractors are

called in to bid, there is no standard for them to follow. Consulting with an archi-tect who specialized in roofing and build-

ing envelope design and restoration will ensure all aspects of your building are evaluated and considered.

Stephen J. Wessling is owner of Wessling Architects.

Stephen J. Wessling

High-Profile: Trends and Hot Topics

DHMC Renovation CompletedLebanon, NH – Dartmouth-Hitch-

cock Medical Center’s (DHMC) East Tow-er will serve as an updated and state-of-the-art medical surgery inpatient unit. The newly renovated unit provides 15 spacious and private patient rooms.

Fitzemeyer & Tocci provided com-plete engineering of the HVAC, plumbing, fire protection, and electrical systems as well as performed construction administra-tion services for the inpatient unit renova-tion. Fleck & Lewis Architects, PC provid-ed architectural services for the project.

This renovation took place in the midst of a functioning patient wing. In ad-dition, there was an adjacent portion of the second level which had an active psychiatric patient bed unit. The design and construc-tion teams not only had to meet logistical challenges of the construction process, but also work to re-design the MEP systems for the project while minimizing the impact and disruption to the rest of the building.

As a design team that has worked together successfully in the past, Fitzemey-er & Tocci, the DHMC staff and Fleck & Lewis Architects, PC, tackled this project

from all angles to ensure that the construc-tion would go smoothly and be completed within the projected budget.

DHMC’s East Patient Tower proj-ect serves as a pilot for a completely new design of the patient rooms and headwalls. Features included workstations for new electronic medical records systems and wall mounted bed docking stations with electri-cal services to interface with patient beds

Photo by Joseph St. Pierre. Dartmouth-Hitchcock Medical Center’s

recent renovation

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June 2014 35

Multi-ResidentialAlliedCook Breaks Ground

Portland, ME - AlliedCook Con-struction, a New England-based con-struction management firm, recently broke ground on a new 39-unit develop-ment at Pine and Brackett streets in Port-land’s historic West End.

AlliedCook is serving as construc-tion manager on West End Place, a new four-story, mixed-use development that will include 39 market-rate apartments. The 39,000sf building will also include ground-floor retail shops and a 35-space internal parking garage. The design of this “timeless” building responds to the

existing fabric of the historic neighbor-hood.

West End Place will be built to LEED standards and include solar panels and a roof-top deck. A designated park-ing spot in front of the development will be provided for car sharing, as well as bicycle storage.

The project is being developed by Redfern LWS and was designed by Ryan Senatore Architecture in Portland. Con-struction is expected to be completed in March 2015.

West End Place

Abbot Restores SurfsideRevere, MA- Ab-

bot Building Restoration recently restored the main center section in the front of the four-sto-ry Surfside Lofts Con-dominium building lo-cated in Revere. The building is constructed of EIFS (artificial stuc-co) with series of floor to ceiling windows con-figured in multiple sec-tions on each floor.

In early 2011, the windows in the three main center sections of the building began to show signs of water leakage as evidenced by staining into the interior surface. Ab-bot, along with the property management company, Raymond Properties, inspected and tested these sections, and determined that the problem involved the windows. Since replacing the windows was not an option, it was decided to wet glaze around the entire perimeter of each light of glass – metal to metal and metal to glass. The front was divided into three sections from the overhang to the ground and one sec-tion was completely repaired as the test area.

As EIFS it is not a true water resis-tant surface, an additional coating is often

required to protect the surface. Toward this end, Abbot also applied a waterproof elastomeric coating to the EIFS in the test section that matched the color of the orig-inal cementitious material.

To evaluate the effectiveness of the sealing/coating process, it was decided to expose the building to the elements over an extended time period of over a year. Fortunately, the combination of the window glazing and elastomeric coating proved to be an effective seal to signifi-cantly reduce water penetration, so the owner decided to complete the sealing of the other two sections, including the large EIFS overhang above the center section.

Surfside Condominium


Gas Detection Systems

where gas detection equipment failed.The flip side to gas detection

equipment not detecting potential dan-gerous gases is one that is oversensi-tive and produces false alarms. This is something that occurs in many facilities. While most of these ambient gases are harmless, it is not unusual for a mis-cal-ibrated or infrequent detection system to be set off by them. This can trigger a very costly chain of events—chaos in the immediate vicinity, emergency person-nel dispatched to the scene, evacuation of staff and customers, etc.

Bottom line, a false alarm alone can cost thousands of dollars in lost business, lost man hours and the price of emergen-cy personnel dispersed to the site—not to mention the bad publicity and loss of confidence. With any false alarm, there exists the possibility that you are taking personnel away from a real emergency where their services are needed.

When you compare the cost of an annual maintenance plan—roughly $1,000–with the thousands of dollars as-

sociated with a wrongful death or liabil-ity lawsuit, the investment in a mainte-nance and monitoring program makes all the sense in the world. Yet it’s a conser-vative estimate that of the buildings that house healthcare facilities and have de-tection systems, perhaps only 10% have an active maintenance program with testing conducted on a quarterly basis, which is the recommended maintenance schedule for gas detection equipment.

As a building owner or facilities manager of a healthcare facility, the safety of those who work and visit your property is perhaps your most important responsibility. You can run a smooth and efficient operation for 20 years with lit-tle fanfare. One incident with your gas detection equipment and system can mar that reputation. Installing a state-of-the-art gas detection system with regular maintenance and monitoring buys you peace of mind that you just can’t put a price tag on.

John V. Carvalho III is president of Apollo Safety, Inc.

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CEDC Breaks Ground on New Residential Development in ChinatownBoston - Mayor Martin J. Walsh

joined the Chinese Economic Develop-ment Council, Inc. (CEDC), Chia-Ming Sze Architect Inc., Consigli Construction Co., Inc., lenders, investors, local and state officials, and Chinatown residents in celebrating the groundbreaking for a new 60,000sf, $26.6 million, affordable hous-ing project on Oxford Street in Chinatown recently.

Developed by the CEDC, the 11-story structural steel building will pro-vide 67 rental apartments for Chinatown’s low-income population. Primary lender for the project is Boston-based Eastern Bank, along with syndicator Royal Bank of Canada.

Participating in the event were Al-len Chin, president of the Chinese Eco-nomic Development Council; Christopher Scarvalas, project executive for Consigli Construction Co.; Matthew Consigli, VP; Dr. Edward T.T. Chaing, chairman of the board, Chinese Economic Development Council; Bill Linehan, president of the Boston City Council; Mass. State Rep. Aaron Michlewitz, and Chiaming Sze, principal of Chia-Ming Sze Architect, Inc.

“Today’s groundbreaking ceremony is a momentous occasion for Chinatown,” said Dr. Edward T. T. Chiang, chairman of the board for the CEDC.

Located in the Boston Empower-ment Zone, adjacent to the Midtown Cul-

tural District, the new construction will infill the site which has been used solely for surface parking since 1951. Oxford Ping On Affordable Housing will not only maximize the use and economic vitality of the Chinatown Main Streets area, but also address the critical affordable hous-ing need of the low-income households in the surrounding neighborhood.

The development will include 48

studio apartments, 16 one-bedroom and three two-bedroom apartments, as well as handicap accessible units. Surface parking is located directly across Ping On Street and numerous public transit op-tions – bus, subway and train – are within a few blocks of the site.

“I’m proud that the City of Boston’s commitment to this project will create 67 units of affordable rental housing for

working people in Chinatown,” Mayor Walsh said. “The construction of Oxford Ping On will rebuild and preserve an im-portant portion of Boston’s Chinatown community. We are proud to partner with an exemplary team of builders and de-signers.”

The project is slated for completion in late summer 2015.

l-r: Allen Chin, Christopher Scarvalas, Matthew Consigli, Dr. Edward T.T. Chaing, Mayor Martin J. Walsh, Bill Linehan, Aaron Michlewitz, and Chiaming Sze.

Rendering by Chia-Ming Sze ArchitectOxford Ping On Affordable Housing

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When Choosing Accounting Software,Start with Relationshipsby Doris M. Cahill

Software selection can be as stress-ful as purchasing a car, possibly more so:

Lots of options, lengthy demos, and an engineering/sales team that says “yes” a lot. To boot, the price tag for job cost accounting software is not cheap. Not to begrudge the value of a solution, but it becomes a marriage

of sorts. You buy, and become a customer forever. It makes sense to keep a customer a long time…but the A/E/C industry accomplishes this by building upon relationships, not by imple-menting contracts. Relationships are sim-ply more fun.

I have been in the field for close to 30 years now, and I am routinely asked my opinion on how to choose accounting soft-ware. Let’s first look at how relationships play into this decision. Rather than start-ing with features or functionality, work on drawing from, and building upon, your re-lationships.Easy Steps for Selecting Software

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

Ask your professionals. Your CPA, if they are also knowledgeable about soft-ware implementation, will know the pro-cess and needs. A lawyer is important too, for understanding the ever complex soft-ware contracts that have imbedded clauses for cancellation, escalating maintenance fees and terms of use licenses.

Meet with your project managers. The younger colleagues may have jumped a few jobs already. Ask them which firms have practices they envy. Youth, and their ideas, are dynamic and can effect change. Meet with your IT people, they are import-ant for providing login access, security, printing and speed of use.

Understand there are just a few soft-ware companies that serve the A/E/C indus-try. It’s important to note you are not going to get around the price. You add a function, you pay. If you add an employee, you pay. They all discount, however. Inquiring at year end, quarter end, or month end – in that order, will get you the best deal.Deltek Vision or Axium Ajera?

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

Doris M. Cahill

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Trends and Hot TopicsRenovation Sparks Innovationby Tom Quinlan

As a general contractor with a spe-cialty in new con-struction and reno-vation, you have to improvise a little. Just like artists who would prefer a blank canvas to create their master-pieces, so would the GC like the free-dom to operate that

comes with new con-struction. Yet for many of us who do both, renovating an existing healthcare facility presents a challenge—building with little or no impact to existing operations–that enables a different kind of creativity that can be just as rewarding.

Our company recently completed a project that illustrates this concept. It was a relocation of a reception desk/lobby area for a children’s hospital in Boston. Talk about challenges!

First, let’s consider the reception desk. It’s the hub of the entire build-ing—both for people who work there and guests. Make that a hospital, and the reception desk takes on even greater im-

portance as it’s the first point of contact for loved ones going to visit a sick family member or friend. It becomes a point of comfort for many. So when a relocation of a reception desk occurs, you have to plan accordingly to minimize downtime.

In this particular case, the reception desk was to be relocated while the en-trance/lobby remained open. It was a lo-gistical nightmare, with the potential for confusion involved with people visiting the hospital, staff, deliveries, etc.

Typically, in a project of this scope, we create a process for going about our work. It involves frequent communica-tion with the appropriate staff, signage, and other ongoing efforts to minimize the impact to operations. But process wasn’t going to minimize the amount of time the entrance would be without a recep-tion desk. That required the artist in us to come up with a plan. It went something like this:

We built the new reception desk off-site. This included all the wire prepa-ration as well. Installation was as simple as dropping in the desk and plugging in the electrical.

Tom Quinlan

Continued on page 51Continued on page 41

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Mediation and Youby John M. Curran

In recent years, the construction industry has sought alternative forms of

dispute resolution to avoid the high cost of litigation. One of these alternatives is mediation, a set-tlement negotiation conducted through a neutral third-party mediator.

M e d i a t i o n can be voluntary or

required by the con-tract. It is nonbinding, and any party can end the process at any stage.

The hope for mediation is that rea-sonableness will prevail over intransi-gence: that both parties will recognize they are better off compromising at an early stage rather than battling for years, which involves uncertain results but certain high costs. Mediation affords the parties the op-portunity to reach a settlement at an earlier, less-traumatic, and less-costly stage.

How does mediation work? First, the parties must select a mediator. The key to the selection of a mediator is to find a person who is experienced in construction; has the skills to analyze disputes, frame issues, and evaluate claims, and has the training and personality to keep the par-ties focused on a course of discussion that will lead to settlement. The parties to the dispute are responsible for the mediator’s

compensation.Second, the mediation process must

be established and scheduled. There are no standardized rules governing procedure. The parties and the mediator must agree where and how the mediation will be con-ducted. Usually a mediation will progress in four stages:

Stage 1: The pre-mediation memo-randum. Each party submits its version of the facts, issues, and amounts in controver-sy so that the mediator can understand the dispute prior to meeting with the parties.

Stage 2: The initial meeting. The mediation begins with the mediator, all parties, and their counsels together in one group. Each party is given the opportunity to present its view of the facts, the dispute, the amount it is seeking, and why its posi-tion is correct. The mediator may question the parties to clarify and highlight facts and issues.

Stage 3: The caucuses. The mediator meets separately with each party to further explore the claims of that party. The objec-tive is to highlight the risks and liabilities of the litigation to that party, and to attempt to determine where compromise and trade-offs may exist. The mediator may discuss his/her views of the facts and the law, and give a frank evaluation of the party’s claim in an attempt to make that party realisti-cally appraise the potential strengths and weaknesses of its position.

The mediator also will attempt to identify issues on which there is potential

agreement, and to segregate those issues which appear to be the sticking points pre-venting settlement. The mediator may go back and forth between the parties during this stage to determine if a modified view-point of one party will result in modifica-tion by the other party.

If at some point the issue turns into a gap between the amount of money that one party is willing to accept and the amount that the other party is willing to offer, the mediator will attempt to determine wheth-er there is room for compromise between the two figures.

Stage 4: The final joint conference. If caucusing has not produced a settlement, the mediator will generally bring the parties back together in a single group to explore whether the gap between the parties is such

that there is room for additional compro-mise. If this final joint meeting does not re-sult in a settlement, the mediator may end or attempt to reconvene the mediation after the parties review their positions.

Can mediation work? Absolutely! But it can only work when the parties are ready to look realistically at the strengths and weaknesses of their positions and their prospect for recovery in light of the cost, time involvement, and risks of litigation, and are willing to compromise to avoid further litigation. The relatively low cost of mediation compared with the higher cost and other pitfalls of litigation can make mediation well worth the effort.

John M. Curran is a partner at the law firm of Corwin & Corwin LLP.

John M. Curran


Integrated Interiors Chooses Rhino PRSouth Hamilton, MA – Rhino Pub-

lic Relations has signed an agreement with Integrated Interiors, New England’s premier commercial architectural/en-gineered products company, to provide a full range of marketing services to in-crease the visibility of its growing, Bos-ton-based business.

Integrated Interiors was launched in 2009 to provide prefabricated and modu-lar architectural interiors products includ-ing moveable walls, raised flooring, mod-

ular power, and sound masking systems. IRhino PR is a full-service public re-

lations and marketing practice focused on meeting the unique needs of professional services firms. With customized services based on each individual client’s goals and budget, Rhino PR supports clients’ existing communications staff or pro-vides fully outsourced PR and marketing services for long-term programs or short-term projects.

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June 201440 High-Profile: Trends and Hot Topics

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Second Chances: Designing for Expansionby Stephanie Goldberg

The opportunity to expand a project one has already completed, to be able to

design for the same client again, is one that does not along come every day. We at Lab have been fortunate to have two projects that fit this category. With the second round, we find ourselves and our clients tak-

ing stock, evaluating what worked best, and what did not, in order to inform the new design. While we think about how we might evaluate a completed project, build-ing a second iteration of a space allows the designer to translate that evaluation into a new or revised concept.

At Idenix, it was a few years before they decided to fit out a small space on the first floor of their building for additional offices and conference space. The work on the fourth floor consisted of laboratory space and offices. In designing their head-quarters, we worked with them to develop a specific office wall system and office fur-nishings and layouts. Responding to their desire for collaborative space, we worked in “huddle” spaces within the open offices. Having a chance to review how they use the space currently, we realized that they

did not use the open huddle spaces, prefer-ring to stand up and talk between cubicles, or use conference rooms. So, in our recent iteration, we focused on reinforcing the connection between open office desks and conference space. The glass wall systems and furniture systems developed in the first design are being extended to the first floor annex. Similar to Bluebird, the desire is to take the main design elements and con-tinue them in the new space, establishing a relationship between floors.

Importantly, not only was the goal to create connection through the design and finishes, but through the program. At Bluebird Bio, the first floor kitchen design was intentionally downplayed in terms of finishes and fitout in order to encourage

staff to come upstairs for the larger, more interactive cafe. At Idenix, shower rooms and additional conference rooms were added to the new annex to similarly encourage peo-ple from the upper floor to come down and use the new space.

Overall, in both cases there is strong desire to pro-mote connectivity between two disparate spaces of the same company through de-sign, color and program. When an office or lab is in

use for a while, one is able to take advan-tage of that time and refine the design for the second round. However, what is most important is to do the research and col-laborative work with the client in the first round, in order to develop the systems that work for them at the outset. In the end, they will want to be able to take those ideas and expand with them to new spaces, and the better the groundwork we lay, the more easy and straightforward it is for our cli-ents to move forward with expansion and growth.

Stephanie Goldberg, AIA, OAA,N-CARB, LEED AP, is a principal at LAB/ Life. Science. Architecture, Inc. of Boston.Bluebird Bio

Stephanie Goldberg

BCC Breaks GroundFall River, MA – BOND recently

celebrated the groundbreaking of Bristol Community College’s (BCC) new John J. Sbrega, Ph.D. Health and Science Build-ing, located at its main campus in Fall River. BOND is working closely with BCC, the Division of Capital Asset Man-agement and Maintenance and designer Sasaki Associates to deliver the 50,000sf facility.

Northeast, BCC is constructing the new building to provide state-of-the-art learning and teaching spaces for its ex-panding student population. It will serve as a collaborative resource occupied by several disciplines, including biology,

chemistry, clinical laboratory science, dental hygiene, medical technology and nursing. Housing multiple departments in this shared space will facilitate a cross-sharing of ideas between the col-lege’s science and health departments.

Construction includes two full sto-ries composed of teaching labs, offices, and community space. A central atrium will act as a common area, promoting in-formal group study and learning space for the entire campus. New plazas and walk-ways also will be constructed around the facility.

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June 2014 41

by Colm AllenThe most valuable traits in the new

economy will be Curiosity, Communica-tion, Attitude and Largess. This is the mantra of leading business thinkers. With close to full employment out there, there is a scar-city of top grade employees in most arenas. Every day

we see clients reject potentially great candidates because they are not a “perfect 10 in our world”. We hear “they don’t do what we do”. Yet the cover of the Harvard Business Journal this month say “experience is over-rat-ed.” They are arguing that potential is way

more desirable than your last job title. We could not agree more.

As recruiters we see it all the time. A good PM, well trained in a great system like Toll Bros or Avalon bay, is rejected because he /she is assumed to be ignorant about Hi-Rise or Lab/ Healthcare construc-tion. Employers are hurting themselves by rejecting outright, incredibly well educated candidates from other disciplines. We see companies who have become staid, full of like-minded “experts” badly in need of some new blood in the office to dilute their homogeneity. Companies need employees who are capable of taking them to the next generation of design and technology rather than more Lego builder types.

The marketplace is changing rapid-ly. That junior PM who insists on checking Facebook during work, is just a likely to text for business or Instagram a photo of a problem to a sub. Or Twitter to friends he has a great work environment. Some-one who understands BIM could possibly teach CAD skills internally. He / she will

even check his / her work email at the mov-ies or in a social setting. Nothing is going to be like it was before and only the most creative, open, progressive companies will survive.

The next wave of talent in our busi-ness of Construction / Real Estate don’t want or need to be managed. They want to be lead. Your job as an employer is not to hire more managers but to hire more lead-ers. Next generation employees have more knowledge at their fingertips that we have in libraries. But they need to learn how to apply their knowledge. Leaders share knowledge, encourage responsibility, em-power, communication and often, quite simply, replicate themselves. There’s the value right there.

Google does not hire for a particular role, they simply hire talent. They say it’s

their responsibility to employ talent that can solve problems and often hire candi-dates without a formal education. A ma-jor local GC in Boston, hired as head of Biz Dev, an expert from a major software company with great success. At Construc-tion Recruiters, we have placed executives who, on paper, were not 100% qualified but who prospered in their new roles be-cause of their proven adaptability and flex-ible, can do attitude.

Lastly, there is the issue of retention. Modern employees will not stay for money alone. The will be loyal mainly for life en-hancing opportunities. The best way to ex-ploit this is to allow existing staff explore what else they can do for you. Be open to their curiosity, and accommodating to their desire to expand. For companies who get this right, the only thing lower than your turnover rate will be your recruiting fees.

Colm Allen is President at Construc-tion Recruiters, Inc. in Milton, Massachu-setts.

“Don’t hire managers - recruit leaders”.

functionality. If a core team can visualize use, you’re on your way.

Get an independent, impartial, pro-fessional that implements software for a living to represent your firm during the conversion. It’s way cheaper to make a mistake at choosing a consultant than soft-ware. Do not do it yourself, but of course, try if you want to!

Many firms have legacy software. Legacy software keeps firms from upgrad-ing and changing to more modern technol-ogy. Many mature firms believe they are technically boxed into one path because the old legacy software has their data cap-tive. This is a myth. Job cost data in most legacy software is not captive, thus you can switch.

Both packages are designed to serve the A/E/C industry, developed and de-

signed to fully integrate the management of time and costs with all the associated operational accounting. Both perform pay-roll/job costing, invoicing, bill payments, and time and expense management. They have extensive, yet different, approaches to management reporting and are prolific in both depth and quantity. Both work to solve interoperability with outside email, MS Office, CRM, and ACH. Both use modern web based technologies for soft-ware access and collaboration.

So Vision or Ajera? Either can be the right answer. Draw from your relation-ships, beware of that missing feature, and do not get caught up with the fictitious ball and chain notion associated with legacy software. And, yes, hire a consultant for more guidance.

Doris M. Cahill, CPA, is the founder of DMC Accounting + Technology.


Start with Relationships

UI Establishes Osprey Nesting PerchAnsonia, CT – A popular pastime

for many in the spring and summer is watching ospreys flying into their nests with fresh-caught fish to feed their chicks.It is a scene of natural wonder, but one that can be dangerous for some of the os-preys that sometimes choose to build their nests high atop electric utility poles with high-voltage wires.

In Ansonia, the birds’ insistence on nesting in one particular location on Riv-erside Drive has posed a dilemma. The nest has been a source of some outages and power interruptions. So The United Illuminating Company (UI) in Orange and its partners came up with a solution.

UI constructed a new nesting plat-form near the site of some existing utility lines, where the ospreys can build their nest in peace, away from the dangerous high-voltage wires.

The new osprey riverfront high-rise stands atop a taller, treated pole about 50 feet from the original nest site. The new pole, which is 55 feet tall, includes a four-foot-long perch, and the ospreys can de-posit their nesting material on a flat, 6 x 6 platform at the very top, free from the danger of electrocution.

The platform in Ansonia was de-signed following the specification out-lined in the Office of Long Island Sound’s General Permit for Osprey Platforms.

Putting up an alternative but taller

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

Osprey platform

Boston Plasterers’ & Cement Masons Local 534 serving: MA, NH, ME & VT,America’s Oldest Building and Construction Trades International Union

Since 1864Our trained and skilled craftsmen are just a phone call away.

We offer reliable, responsible, highly qualified and competent personnel, statecertified apprenticeship and training program. OSHA certified membership. We

are committed to quality and performance.Sub ContractorsA1 Concrete CuttingAngelini PlasteringAustin Ornamental Inc.Back Bay ConcreteBidgood Alloc.Cape Cod PlasteringCavalieri Const.Century DrywallComponents Spray FireproofingD & M ConcreteEast Coast FireproofingF.C.F. Concrete FloorsG & G Plaster & EIFSH. Carr & SonIsland Lath & PlasterJ.R.J. ConstructionJohn L. Ciman & SonJ.L. MarshallM.L. McDonald Co.Mailoux Bros. ConstructionMecca Const. Corp.New England DecksPolcari Plasterworks, Inc.Ricmor Construction, Inc.S & F ConcreteStafford Construction

Plasterers:Veneer PlasterVenetian Polished PlasterThree coat conventional PlasterOrnamental PlasterHistorical Restoration & PreservationE.I.F.S.Portland Cement (Stucco)FireproofingCement Masons:FlatworkSidewalksPool DecksDecorative Concrete OverlaysStamped ConcreteConcrete Repair & RestorationEpoxy, Seamless and CompositionFlooring *and much more*

For More Information Please CallPeter Stracuzzi, Jr. Industry Analyst

Office: 617-825-5200 • Cell: 617-750-0896Website: www.opcmialocal534.org

Boston Plasterers’& Cement Masons Local 534 serving: MA, NH, ME & VT,America’s Oldest Building and Construction Trades International Union Since 1864

Our trained and skilled craftsmen are just a phone call away.We offer reliable, responsible, highly qualified and competent personnel,

state certified apprenticeship and training program. OSHAcertified membership. We are committed to quality and performance.

Sub ContractorsA1 Concrete CuttingAngelini PlasteringAustin Ornamental Inc.Back Bay ConcreteBidgood Assoc.C C PlasteringCavalieri Const.Century DrywallComponent Spray FireproofingEast Coast FireproofingH. Carr & SonIsland Lath & PlasterJ.R.J. ConstructionJohn L. Ciman & SonJ.L. MarshallLiberty Construction Services LLCM.L. McDonald Co.Mass Acoustics Inc.Marguerite Concrete, Inc.New England DecksNew England Finish Systems Ricmor Construction, Inc.S & F Concrete Stafford Construction

Plasterers:Veneer PlasterVenetian Polished PlasterThree coat conventional PlasterOrnamental PlasterHistorical Restoration & PreservationE.I.F.S.Portland Cement (Stucco)Fireproofing

Cement Masons:FlatworkSidewalksPool DecksDecorative Concrete OverlaysStamped ConcreteConcrete Repair & RestorationEpoxy, Seamless and CompositionFlooring *and much more*

For More Information Please CallPeter Stracuzzi, Jr. Industry Analyst

Office: 617-825-5200 • Cell: 617-750-0896Boston Plasterers & Cement Masons Local 534

Hire for Attitude ---Train for skills

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June 201442

Massachusetts ABC Presents 2014 STEP AwardsStoneham, MA -The Gould Construction Institute (GCI) honored 40 ABC

member companies for outstanding safety performance and presented nine students with certificates at GCI’s 10th annual Safety and Education Night on May 15 at the Montvale Plaza in Stoneham.

Persons accepting awards for member companies recognized for their safety performance in the diamond and platinum levels were:

High-Profile: Awards

DiamondJ.M. Coull, Inc.Kaplan ConstructionNotch Mechanical Constructors

Joshua Brandt and Jason Tessitore - JM Coull

Wright Dickenson - Kaplan Constructin

Jason Orsborn - NSMC

PlatinumCutler Associates, Inc.Erland Construciton, Inc.Florence ElectricMJM Masonry, Inc.The Middlesex CorporationNorth Shore Mechanical Contractors, Inc.Pilgrim Interiors, Inc.Piping Systems, Inc.Tocco CorporationR.H. White Construction CompanyWindover Construction, LLC.

Laurie Webber and Clarance Reid - Erland Construction

Adam Barker and Ryan Dineen - R.H. White

Sharon Orr - Notch Mechanical-TDescoteaux

July’s issue also will include HP monthly sections:

• Education • Healthcare• Multi Residential • Corporate• Retail / Hospitality• Municipal• Life Sciences• Green News• Renovation and Restoration• People • Calendar ...and more.

You are invited to participate.

Send news submissions to: [email protected].

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For advertisement prices and new media promotions call us for details

and helpful tips,

781-294-4530

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Why keep a low profile?

July focus:

Next Issue Awards 2014Don’t miss High-Profile’s semi annu-al focus on the people and companies that have earned recognition from the top A/E/C associations in New Eng-land.

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

Life Sciences FacilitiesJuly Update:

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

Featuring Top AEC industry awards of 2014 including...

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

http://www.high-profile.com


June 2014 43

GoldBowdoin Construction CorporationCallahan, Inc.CTA Construction Company, Inc.Dellbrook Construction, LLCElm Electrical, Inc.Interstate Electrical Services Corp.Lake HVACRivers Electrical Corporation R&R Window Contractors, Inc.

SilverAlares, LLCBreen & Sullivan Mechanical Services, Inc.DECCO, Inc.Electrical Dynamics, Inc.Exterior Designs, Inc.C. E. Floyd Company, Inc.W.T. Kenney Company, Inc.J. Lawrence Hall CompanyMedford Wellington Service Co., Inc; Methuen Construction Company, Inc.Metro Walls, IncN.E.L. CorporationNorthStar Construction Services Corp.The RELCO CompaniesShawnlee Construction, LLCC. White Marine, Inc.

BronzeBrennan Interiors Contractors, Inc.

Electrical Trade CertificatesChristian DeJesus, from Electrical Dy-namics Inc., Michael Grzejka, Alex Jennings, David Mover, and Louis LaMarca from Interstate Electrical Ser-vices Corporation.

Students receiving pipe- fitting trade certificates

David Byors, E. Amonti & Sons; Connor Bilodeau and Kyle Wyatt from Notch Mechanical Constructors, Chris Harris from Notch received his plumb-ing trade certificate.

CALLAHANConstruction Managers

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High-Profile: Awards

Jennifer Cavaliere - Pilgrim InteriorsTom Dodge - Windover Construction

Steve Pratt - Cutler AssociatesJoe Camilo - Tocco Corp

Tim Ouellette - MJM Masonry Tim Toth - Middlesex Corp

Greg Brewer - Piping Systems

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June 201444

by Sarah Abrams and Janet MorraWhen preparing to relocate its

global headquar-ters from 745 At-lantic Avenue to One Federal Street in Boston, Iron Mountain, a world-wide provider of information storage and management solutions, seized the opportunity to completely re-envi-sion its workspace from a design per-spective, workforce policies perspective and healthy living perspective.

Iron Moun-tain’s former office did not facilitate

collaboration or proj-ect the company’s global reach and pro-fessionalism to its associates, customers, or prospective employees. Offices with solid walls and doors ringed the perime-ter, and, coupled with gray six-foot high interior workstations, cut off all visibility to co-workers and natural light, creating a maze-like effect that was isolating and en-ergy-draining.

Iron Mountain sought a high-perfor-mance, sustainable office environment to reflect its culture, to support its increasing-ly mobile workforce, to increase collabo-rative space and improve efficiency, and to support the company’s focus on health and wellness for its employees.The design challenge for Iron Mountain’s global head-quarters was to create a high performance workspace achieved on-budget and which:

• Supported Iron Mountain’s new Mobile Mountaineering workforce pro-

gram, reducing real estate needs.• Provided substantially improved

collaboration space, facilitating communi-cation among employees.

• Promoted the global reach of Iron Mountain’s business including its brand values of security, trust, pro-activity, value, sustainability, and community within the design of the new office.

Featuring an open, flexible, and effi-cient floor plan with individual workspac-es, 100 fewer offices, and technology-sup-ported conference and collaboration rooms,

the high performance workspace design of Iron Mountain’s new global headquarters spans two floors with large 56,000sf floor plates. The decision to substantially reduce the number of private offices, and to keep perimeter windows accessible by placing those offices in the interior of the space, paved the way for the design.

All offices and conference rooms feature glass fronts to promote better vis-ibility. Low-height workstations are ar-ranged in “neighborhoods,” encouraging collaboration while avoiding the feel of a large sea of people. To foster chance encounters between people in different departments and truly “connect” all em-ployees, a dramatic, open, interconnected staircase was designed to unite the main reception area with the café (called “the Vault”) and training center directly below.

A major design objective was to provide for a mobile work program, subse-quently branded Mobile Mountaineering. Based on job function, 150 of Iron Moun-tain’s 600 Boston employees enrolled in the program and are provided 100 work-stations for a ratio of 1.5 employees to 1 seat. Approximately 40 Mobile Mountain-eers found a partner with whom to “share” a workstation on alternate days, providing both with dedicated yet shared space and affording Iron Mountain the benefit of reaching a head-to-seat ratio of 2:1 in those

Iron Mountain: Workspace Re-Envisioned

High-Profile Feature: Iron Mountain

Sarah Abrams

Janet Morra


RED-THREAD.COM

For progressive organizations, the places people work have never been more vital. That’s because organizations rely on people and people need place. A place that helps them connect – with others, information and the culture of their organization. It’s time for a workplace that can help ignite their potential. Let’s unlock the human promise in every company.

A fundamental shift has occurred in our world and the ways we work, and it’s one that has had a profound impact on the places and spaces where we work.

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June 2014 45

instances.Three unique applications highlight

this project: branding, sustainability, and wellness. To meet the objectives of hav-ing the space reflect the company’s brand values and be clearly recognized as the company’s global headquarters, the design team instituted a strong branding program utilizing Iron Mountain’s brand colors and images reflecting brand attributes. The re-ception area features a backlit world map showing Iron Mountain’s 548 markets across 36 countries. As part of Iron Moun-tain’s holistic approach to wellness, sus-tainability was a priority for this project, which has been submitted for LEED Gold certification. Iron Mountain also complete-ly re-envisioned the company’s café from a place that was undersized and poorly laid

out, to a bright, colorful, full-service cafe-teria, with multiple seating options and a new healthy eating approach.

Iron Mountain moved to its new headquarters in February 2014, reducing its square footage from approximately 128,000sf in its previous headquarters at 745 Atlantic Avenue to 112,000sf at One Federal, while increasing its conference rooms from 14 to 31 and adding a tremen-dous number of amenities.

Employees are beyond thrilled with

the new workspace and very vocal about it. Both the HR leadership and CRE teams are regularly stopped by employees who want to tell them how happy they are coming to work and how much they love the new space and amenities.

Sarah Abrams is Iron Mountain’s senior vice president of global real estate.

Janet Morra, AIA, LEED AP, is a principal at Margulies Perruzzi Architects.

Iron Mountain: Workspace Re-EnvisionedContinued from previous page

Iron Mountain staircase

Project Team for Iron Mountain:Interior Architecture and Branding - Margulies Perruzzi ArchitectsConstruction Management Services - Structure ToneMEP Engineering Consulting - RDK EngineersFood Service Design - Colburn & GuyetteAcoustical Consulting - AcentechLEED Consulting - EntegraProject Management Services - Fort Point Project ManagementFurniture - Red ThreadFor additional team members visit: www.high-profile.com/iron-mountain-workspace-re-envisioned

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

reducing interior lighting power through the use of automated lighting controls and LED fixtures, Iron Mountain has off-set 100% of its estimated electricity us-age for this project for at least two years via the purchase of a renewable energy credit.”

“This project was a collaborative effort to understand and translate the team’s vision into a workplace solution that fits Iron Mountain’s objectives,” said David Trainor, vice president of sales at Red Thread.

“Healthy options were one of the main goals for the re-envisioned café,” said Peter McGillicuddy, food service project manager at Colburn & Guyette. “More refrigerated storage and two new combi ovens will allow the cooking staff to reach this goal.”

Quotes from team members...

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June 201446

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Connecticut KBE and OSHA Enter New PartnershipBridgeport, CT - The U.S.

Department of Labor’s Occupa-tional Safety and Health Admin-istration, Bridgeport Area Office, and the Connecticut Department of Labor, Division of Occupa-tional Safety and Health (Con-nOSHA) have entered into a new partnership with KBE Building Corporation promoting jobsite safety and health.

Developed specifically for KBE, the partnership will help fa-cilitate voluntary health and safety performance improvements during com-pletion of KBE’s $72 million Jewish Se-nior Services Project in Bridgeport.

KBE has won Safety Training & Evaluation Process Awards of Achieve-ment from the Associated Builders and Contractors, Inc. – Connecticut Chapter every year since 1995. Most recently, KBE won the “Best of the Best Safety Award” for General Contractors in Con-necticut in 2012 and 2013.

KBE also has received Safety Recognition from the Associated Gener-al Contractors of America. The AGC has recognized the firm with “Excellence in Construction Safety and Health” awards from 2010-2013. In 2013, the AGC also honored KBE Safety Director Adam Peters with the award for “Construction Safety Professional of the Year in Connecticut.”

“We’re very pleased that the OSHA partnership will provide even more re-sources to enhance our jobsite safety ef-forts,” said KBE president and principal owner, Mike Kolakowski,

For its part, OSHA will receive on-going feedback on incident trends. Ad-ditionally, OSHA will provide input on compliance strategies and periodically attend site safety and health meetings.

OSHA officials and KBE vice president of field operations, Anthony Maselli signed the agreement on March 27. Among those present were Kenneth C. Tucker, lll, director of CONN-OSHA’s Wethersfield office, and Robert W. Kow-alski, area director of the Bridgeport area office. The partnership will last through completion of the Jewish Senior Services Project, scheduled for the summer of 2016.

l-r: Kenneth C. Tucker,III; Anthony Maselli and Robert Kowalski

KBE Gifts Hands on Hartford 50 Ways to Make a Difference Program

Hartford, CT - As part of its hands-on charitable giving program 50 Ways to Make a Difference, KBE Building Corporation has do-nated $2,000 to Hands On Hartford, a direct service program that pro-vides food and housing opportuni-ties to the city’s neediest residents.

The KBE staff also volun-teers with the organization by pre-paring backpacks for the Backpack Nutrition Program, and helping feed local residents by serving at the Community Meals soup kitch-en.

Since 2009, KBE staff mem-bers have donated more than $1.2 million and 5,000 volunteer hours to benefit char-itable organizations in Connecticut and Maryland. This $2,000 donation will help Hands On Hartford continue to achieve its mission, which includes feeding hungry children, seniors, and homeless residents and providing emergency food and assis-tance.

“It’s been a pleasure working with Hands On Hartford as part of our 50 Ways charitable giving program,” said Eric Brown, KBE senior vice president and

co-owner. “Our staff has enjoyed making a difference by helping this organization.”

Brown and KBE executive assistant Dianna Laderoute presented the $2,000 check to Hands On Hartford executive di-rector Barbara Shaw on April 21.

Launched in 2009, KBE’s 50 Ways to Make a Difference program celebrates the $300 million construction firm’s new ownership by long-time senior executives Mike Kolakowski, Eric Brown, and Si-mon Etzel, and its corresponding name change to KBE Building Corporation from Konover Construction Corporation.

l-r: Eric Brown, Barbara Shaw, and Dianna Laderoute

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June 2014 47

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High-Profile: Connecticut

UConn Health OutPatient Pavilion On Track for Fall CompletionFarmington, CT – The UConn

Health Outpatient Pavilion and Garage in Farmington is a design-build project that will consolidate an array of outpatient ser-vices currently housed in multiple spaces on the UConn Health campus.

The 318,000sf, eight-story state-of-the-art outpatient care center was de-signed to promote patient-centered care and to foster collaboration among clinical specialties. Services in the building will encompass diagnostic imaging, endocri-nology, gastroenterology, internal medi-cine, neurology, occupational medicine, physical therapy, radiation oncology, urology, and vascular surgery.

The new facility will also include space for new clinician scientist recruits, a cafe, outdoor terraces, and retail space for a commercial pharmacy and optical shop. The building is connected to a new 400,000sf, six-story, 1,440-space parking

garage by an enclosed overhead pedestri-an bridge.

The project is the first design-build that UConn Health has undertaken in three decades. It was awarded in October 2012 to the design-build team of Fusco Corpora-

tion of New Haven in a Joint Venture with Clark Construction of Bethesda, MD.

This award included acceptance of the Fusco|Clark Joint Venture’s proposed

modified design scheme which utilized a custom curtain wall façade at all for-ward-facing elevations and a metal panel rain-screen façade at the rear elevations.

By utilizing a fast-track design-build approach, the Fusco|Clark team was able

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

The limited site boundaries for the size of this project required the excava-

tion and disposal offsite of a mountain of earth (300 dump trucks per day for nearly a three-month period), which additional-ly required the construction of a 50-foot-high/300-foot-long soil nail retention wall—the largest such wall in the state. Additionally, the team had to obtain per-mits for the foundations and structure in that three-month time frame. Other chal-lenges included working on an occupied campus and building the garage and Out-patient Pavilion simultaneously.

The team also met their milestone date for building dry-in by fully enclosing the building envelope (curtain wall, metal panel screen wall, and roof) for the Out-patient Pavilion. This enabled full com-mencement of the interior fit-out work in early 2014 with a projected substantial completion date of October 15, 2014.

This project is expected to achieve LEED Silver certification later this year. The UConn Health Outpatient Pavilion will likely be the first certified LEED Healthcare project in Connecticut. The facility is slated to open in 2015.

The design team includes Center-brook Architects and Planners, Desman Associates, Rocky Hill, and Langan En-gineering and Environmental Services, New Haven.

UConn Health Outpatient Pavilion and Garage

The UConn Health Outpatient Pavilion will likely be the first certified LEED Healthcare project in Connecticut.

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June 201448

Connecticut ABC Presents 2014 STEP Awards

DiamondElectrical Energy Systems Corp.Midstate Site Development, LLCNotch Mechanical Constructors

PlatinumCianbro CorporationEMCOR Services New England Me-chanicalErland Construction, Inc.KBE Building CorporationZampell Refractories, Inc.

GoldAssociated Construction Co.Babbidge Facilities Construction Co., Inc.C & H Electric, Inc.Interstate Electrical Services Corpora-tionKronenberger & Sons Restoration, Inc.LaRosa Building Group, LLCMacri Associates, Inc.Northeast Towers, Inc.

PDS Engineering & Construction, Inc.Semac Electric, Inc.Shawnlee Construction, LLCViking Construction, Inc.VMS Construction Company

SilverAll-Brite Electric, Inc.C.E. Floyd Company, Inc.Crest Mechanical Services, Inc.Kobyluck Construction CompanyMacKenzie Painting Co., Inc.Macri Roofing, Inc.Mizzy Construction, Inc.Modern Mechanical Systems, Inc.Network Interiors, Inc.Professional Electrical Contractors of CT, Inc.Sarazin General Contractors, Inc.Shepard Steel Co., Inc.United Steel, Inc.

ParticipantAction Air Systems, Inc.

S T E PA W A R D S

Durham, CT – The 2014 STEP Awards were presented on May 15 at Connecticut ABC’s Annual Safety BBQ at the Durham Fairgrounds.

STEP ( Safety Training and Evaluation Process) is an accreditation program written by and for ABC member contractors to rate safety and training programs.. Members who have achieved any STEP certification have demonstrated dedication to keeping their workforce safe and highly trained.

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June 2014 49

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I think this working pretty well

Acentech Awarded Five Projects in Higher Ed MarketCambridge, MA - Acentech Inc. is

providing a variety of consulting and de-sign services for projects at five colleges and universities. The new projects at Bab-son College, Northeastern University, University of Connecticut, University of Scranton, and University of Vermont add to the firm’s extensive portfolio of higher education spaces.

Acentech is providing architectur-al acoustics for the 46,500sf renovation of Babson College’s Park Manor South and Park Manor Central residence halls. Working with PRA Architects, Acentech’s scope of work includes sound isolation, room acoustics, and mechanical systems noise and vibration control services.

Northeastern University’s Interdis-

ciplinary Science and Engineering Com-plex recently broke ground on 3.5 acres, replacing a surface parking lot, part of a 600,000sf plan to develop new aca-demic and research space. Working with architecture firm Payette, Acentech is providing architectural acoustics and me-chanical noise and vibration consulting services for the new 180,000sf building, that will house laboratories for multiple engineering and science disciplines.

Acentech is providing audiovisual system consulting services for an aca-demic building at the University of Con-necticut’s Health Center for a 16,000sf addition and renovation to existing spac-es, including a large collaborative studio, two lecture halls, 14 small (12-person)

multi-disciplinary learning rooms, and two medium (32-person) multi-disci-plinary learning rooms. Acentech is col-

laborating with Centerbrook Architects on the project.

Working with Hemmler + Camayd Archi-tects, Acentech is providing architectural acoustics and audiovisual design for the University of Scranton’s new center for rehabilitation education. The 111,500sf, eight-story rehabilitation center will offer multiple

classrooms, lecture halls, lab

space, conference rooms, and interac-tive learning and simulation areas for the university’s undergraduate and graduate programs in the departments of exercise science, occupational therapy, and phys-ical therapy.

Working in collaboration with Ver-mont architectural firm Freeman French Freeman, Acentech is providing acousti-cal consulting services for the University of Vermont’s new science, technology, engineering, and mathematics (STEM) building. The project entails new con-struction and renovation to create a mod-ern state-of-the-art teaching and research laboratory facility.

Photo by Payette Northeastern University ISEC

Photo by Hemmler + Camayd and Bohlin Cywinski Jackson ArchitectsUniversity of Scranton Center for Rehabilitation Education

UConn Health Center Photo by Centerbrook Architects

Education

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June 201450

Modern Addition Honors School’s 70-year HistoryLewiston, ME – A high school

steeped in tradition is meeting needs of its future while offering reminders of its past with its new 10,000sf addition.

Lewiston Middle School, origi-nally built in the 1930s, has complet-ed Phase 1 of its two-part $7.9-million renovation project. The three-story ad-dition houses administrative offices on the ground level, and, by fall, will host a library on the second floor and science and fine arts facilities on the third level. Second-phase renovations, consisting of upgrades to approximately 90,000sf of existing space, including common areas, restroom renovations, and enlargement of cafeteria, are now under way, and are expected to be completed in December. Approximately 30,000sf of existing area is scheduled to remain as is or receive minimal work.

The addition “underscores the beauty of the original façade of Lewis-ton Middle School,” says architect and project manager Sergio Gaddar, AIA, of WBRC Architects Engineers. High-per-formance glazed curtain walls create a transparency that allows onlookers to see through and onto the preserved original façade.

“The intent was to honor the beau-ty of the existing design while creating a modern, light-filled, energy-efficient space,” Gaddar says.

The upgrades and expansion were needed for safety, comfort, as well as im-proved functionality for staff members and its 700 students, says Lewiston Mid-dle School Principal Shawn Chabot.

“The addition, in particular, al-lowed us to bring all the administrative functions of the school – guidance, health center, the main office, and special edu-cation services – down on the first floor of the building,” he says.

Prior to the new space, these ser-vices were located on the second level, presenting multiple concerns, Chabot says. Topping the list, he says, was se-curity. “The main entrance on the ground level was difficult to monitor. This addi-

tion allows us to have guests in an area that is more secure,” he adds.

The space also provides for mod-ernization of the school’s library and sci-ence programming.

“Lewiston Middle School had many of the challenges administrators face when serving a student population in an older building,” says WBRC’s Steve Pedersen, AIA, who was involved in the early planning of the project.

“The building was overcrowded, energy-efficiency was poor, and building

Lewiston School renovation in progress

Rendering of Lewiston Middle School


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High-Profile: Education

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June 2014 51

UMass Lowell Breaks Ground$40M Business School to Open in 2017

Lowell, MA – More than 100 peo-ple – including UMass Lowell leaders, students, faculty, and staff, along with state legislators and officials – broke ground on a new $40 million home for the university’s Manning School of Business that will become a key component in the transformation of its north campus.

The building will be named for UMass Lowell graduate John Pulichino ’67 and his wife, Joy Tong, successful entrepreneurs in the travel-goods industry who have donated $4 million to student scholarships. UMass Lowell leaders envi-sion that the new building will complete an innovation district dedicated to busi-ness education and scientific research and

development in support of the region’s economy.

The Pulichino Tong Business Building is scheduled to open in 2017 and will serve UMass Lowell’s growing population of undergraduate and graduate students studying accounting, entrepre-neurship, finance, international business, management and operations, and infor-mation systems.

The building, designed by Cam-bridge Seven Associates of Cambridge, will incorporate high-performance, sus-tainable, and energy-efficient features that will meet or exceed the LEED Silver-Plus standards.

J&M Brown Retrofits Suffolk UEnergy-Efficient Lighting on All 6 Floors

Boston – J&M Brown Compa-ny’s Energy Division, based in Jamaica Plain, has completed the energy effi-cient lighting upgrade project at Suffolk University Law School on 121 Tremont Street in Boston. The project scope en-tailed replacing and re-lamping more than 3,000 existing light fixtures with energy- efficient LED fixtures and lamps, greatly reducing wattage consumption at the fa-cility. NStar provided an incentive for the energy savings measure undertaken by the university.

J&M Brown provided installations on a compressed three-week schedule, as the fast-track project was handled during winter break. The NECA contractor’s

crew of 25 IBEW Local 103 electricians performed much of its work on lifts over library stacks and desks. Working in close coordination with general contractor Si-ena Construction and architect STA De-sign, J&M Brown provided installations efficiently and with minimal disruption to daily operations of the university, which was occupied at time of construction.

Suffolk University Law School’s Sargent Hall is a six-story building which houses classrooms, lecture halls, and li-braries, as well as a dining hall and kitch-en. The lighting upgrade project included lighting enhancements to aspects of all six floors of the facility.

High Tech “Teaching” AuditoriumDesigned by Finegold Alexander

Methuen, MA – The architects at Finegold Alexander + Associates Inc. and the Methuen public schools an-nounced that a new 750-seat auditorium at Methuen High School is complete. This marks a milestone in the ongoing renovation and expansion project, which began in the summer of 2012 and will be completed this summer.

“This new auditorium is not only a great resource for the school and the great-er community to use for performances,” said Judith Scannel, superintendent of the Methuen public schools, “but the unique features designed and built into the audi-

torium – including open catwalks, control booth, and technical galleries — create a teaching tool for the students. We are ex-cited to be able to offer this feature to a growing body of students who are inter-ested in the theatrical technology field.”

Martin Vinik of Martin Vinik Plan-ning for the Arts LLC, the theater con-sultant working on the project, agrees: “The design was configured to make this a cost-effective, safe teaching space, in order to expose students interested in the-ater technology to the kinds of equipment they will encounter in college or later in the professional world.”

Methuen’s new teaching auditorium

access was awkward and lacked securi-ty. Our final design solution focused on these key areas,” says Pedersen.

With this renovation, students and staff will see a significant improvement in air quality, and enjoy comfortable, consistent heating, he says.

Prior to the upgrades, heating and cooling systems were poor. “Other than windows, there was no ventilation,” says Chabot. “On the third floor, you were sweating; on the first floor, you were cold; and, like ‘Goldilocks and the Three Bears,’ the middle floor was just right.”

WBRC converted the school’s heating distribution system from steam to hot water, allowing more precise heat-ing control, as well as improved energy efficiency.

The project included replacement of nearly all of the unit ventilators to take advantage of the available hot water to obtain better ventilation air modulation through CO2 control. For the addition, WBRC provided a variable volume air handler with heat pipe energy recovery

and central air conditioning.Lewiston Middle School has re-

ceived extensive renovations and up-grades throughout its 70-year history. A gymnasium and auditorium were ex-panded in 1955. A two-story structure was built to connect a renovated cafete-ria and house a new library in 1984. Oth-er enhancement projects were completed in 1992 and 2006.

This newest addition further meets the school’s evolving needs. What sets this design apart is the juxtaposition of elements. It uniquely honors the school’s storied past, says Chabot.

“When you come through the new entryway in the addition, you’re greeted by the arches of the old outside doors,” says Chabot. “People like the mixture of old and new and how the architects kept some of the old parts of the build-ing, allowing that existing architecture to shine through. It melded the two worlds together.”

Continued from previous pageLewiston Middle School

To the staff and visitors to the hos-pital, not one day was spent without a re-ception desk.

As a finishing touch, and truly in-voking the artist in us, the project in-cluded the design of blades of sea grass waving in the breeze on the millwork. A cloud system was also constructed out of drywall and hung over the new reception desk. As an added challenge, the cloud system still had to meet all of the Depart-ment of Public Health codes.

They say beauty is in the eye of the beholder. For the general contractor work-ing on a renovation at a healthcare facility or hospital, a work of art is the project that makes barely a ripple on the day-to-day operations. It’s the project where both res-idents and staff say, “That went by quick-ly,” followed by “That looks fantastic.” Those projects don’t start with a blank canvas but, at the end of the day, can end up looking like the Mona Lisa.

Tom Quinlan is the president and founder of South Coast Improvement in Marion, Mass.


Renovation Sparks Innovation

High-Profile: Education


June 201452

Retail/Hospitality ASHRAE-Boston Tours Harpoon Brewery

Boston – The Boston ASHRAE Chapter hit the road recently to the Sea-port District where they gathered to learn about the combined heat and power co-generation plant at the Harpoon Brew-ery. The evening started in the brewery’s tasting room where a maximum capaci-ty crowd of some 60 people gathered to socialize and enjoy appetizers and beer samples. The crowd was split into three groups to tour the plant led by Harpoon engineer Brian Donovan.

Donovan started the tour in the brewery’s control room where he used the plant automation system diagrams shown on a series of computer screens to describe how the cogeneration plant operates. There is a 225-kilowatt recip-

rocating engine that burns natural gas to power an electrical generator. The hot en-gine exhaust then enters a shell and tube heat exchanger where it transfers energy to the glycol water system before the ex-haust exits to the atmosphere. The heated glycol water then enters a plate and frame heat exchanger to transfer energy to the processed hot water system used for the brewery.

Donovan then brought the tour through the brewery before heading out-side to get a live look at the cogeneration plant in operation. The tour groups were able to enter the equipment hut to view the reciprocating engine and glycol water pumps among other things.

ASHRAE-Boston observes the cogeneration plant equipment hut.

MSI Works on Tuscan KitchenBurlington, MA – MSI Mechanical

Systems Inc. of Salem, N.H., is nearing completion on the second location of the Tuscan Kitchen Brands Restaurant. The new restaurant located at 24 New England Executive Park, across the street from the Burlington Mall is the second for owner Joe Faro. Plans include refitting an ex-isting 9,000sf of existing office space on the first floor while adding an additional 4,800sf bump-out addition.

“MSI’s work is well under way,” said Brian Hooper, VP of operations at MSI. “Joe designs beautiful restaurants and likes to keep a lot of the working space, like the brick pizza oven and the walk-in wine room, visible to his customers.”

All of the HVAC work was de-signed with this in mind. MSI’s engi-

neers designed the units around how cold and how hot specific areas of the restau-rant will be; from the humidity controlled wine room to the cooling system around the brick oven.

The HVAC system is not notice-able, as it was designed to be part of the aesthetics and architecture.

Tuscan Kitchen’s new location in Burlington will provide 543 seats, 101 of those seats will be outside. Faro’s theme is fine Italian cuisine that consists of making everything on the menu from scratch. The new location is slated to open this summer.

Tuscan Kitchen entryway

MSI employees working

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June 2014 53

While essential in international work, this technology makes us all more efficient in design and communication on all our projects.

Design efficiency is a universal goal that translates to any project, no matter where the actual site is located.

Differing cultural issues and differ-ing available resources on overseas projects have also expanded design experiences and technologies that can be applied to other projects. In the Middle East, for example, water is not always available seven days a week, and must be stored and treated and cooled prior to use. In some cases, water is more of a valuable resource than electricity, and therefore air-cooled chillers are more cost effective than water-cooled chillers with cooling towers. Or, custom air cooled cooling towers are more appropriate than conventional water cooled towers. The designs implemented to treat and conserve water can certainly be considered for appli-cation anywhere in the world. And the un-certainty of essential utilities like power and water (and even sewer!) make redundancy and reliability even more imperative, espe-cially in healthcare design.

Availability of equipment is also an important consideration on international healthcare projects. In some locations, equipment is not manufactured locally, and must be shipped to the site by air or by sea. This limits the maximum size of

air-handling units, for example, to the size of standard shipping containers.

The knowledge, expertise, and expe-rience of the maintenance staff is another factor to consider in MEP systems design. Again, in the Middle East, smaller local systems are sometimes preferred or man-dated over larger more centralized systems simply due to ease of operations and future maintenance, or the desire to not cross fire and smoke separation zones. Or, the max-imum allowable size of electrical trans-formers is limited to what the local utility company can support and maintain. Or a fan coil unit system may be appropriate for patient rooms, not due to financial or space constraints, but because that system is fa-miliar to the construction team and eventu-al maintenance staff.

Understanding the decision drivers of the region, and the owner, is again a universal concept that can be applied to the design and system selection for any proj-ect, no matter where it is located.

As technology and transportation make the world become a smaller place, and as international projects seek the use of US designers to help develop world class healthcare facilities, there comes with it a unique opportunity for knowledge and experience acquisition, as well as busi-ness growth. It is an exciting time to be a healthcare design professional!

Courtland Blake, LEED AP, is an associate principal at R.G. Vanderweil En-gineers, LLP in Boston.

High-Profile: Retail/Hospitality

Boylston Properties to BuildNew Marriott Residence Inn

Boston – Boylston Properties is planning to construct a 148-room Marriott Residence Inn on Arsenal Street in Wa-tertown, a new extended-stay hotel in an underserved area that will have amenities including a pool, fitness center, and a top-floor lounge and balcony with views of Boston and the Charles River.

The planned six-floor hotel will feature a meeting room for guests, din-ing room for daily breakfast and evening socials, a small guest marketplace, guest laundry facilities, a business center, and a lounge with seating for hotel guests and visitors.

Construction is anticipated to start

late this year or early 2015. The project will take approximately 14 months to com-plete, with an expected opening in the first quarter of 2016.

The building will be designed and constructed to a high level of sustainabili-ty, with energy-saving measures in HVAC, lighting, and groundwater systems, in ad-dition to employing sustainable construc-tion and management practices.

The architect for the Marriott Resi-dence Inn is ADD Inc, in partnership with Group One Architects. Engineering and landscape design will be done by Vanasse Hangen Brustlin, Inc. of Watertown.

CES Raises $1,500 for Food Pantry

Middletown, CT – Consulting En-gineering Services (CES) hosted a pub crawl in Downtown Middletown and was able to raise over $1,500 for The Amazing Grace Food Pantry of Middletown.

2014 marks 20 years of engineering excellence for CES, and they are cele-brating by hosting several employee and client events throughout the year. During The CES Pub Crawl for Hunger, more than 50 CES employees, friends and fam-ily walked from bar to bar while enjoying a night out of fun, laughter, drinks and good food.

CES has been located in Middle-town for more than 15 years and wanted to do something to give back to the com-munity they call home, which is why they

chose to have all proceeds of the event benefit the Amazing Grace Food Pantry of Middletown.

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

The CES Pub Crawl for Hunger participants

Burlington, MA - Metro Walls of Manchester, N.H., is currently working on two new construction projects in Burl-ington, Mass. Upon completion, both projects will create hun-dreds of new jobs for the area.

According to Metro Walls President Mike Dion, the com-pany is working on a 135,000sf retail store for Wegmans, the supermarket chain. The new store located on 3rd Avenue in Burlington is the chain’s third

market in Massachusetts and will include a café with indoor and outdoor seating. The project is expected to be completed in the fall. Wegman’s construction division is the lead construction company on the project.

One mile down the street at 63 South Avenue, Metro Walls is working on a LEED Gold designation building for the fast growing coffee system maker, Keurig Green Mountain. The 275,000sf, nine sto-ry office building will accommodate all administrative functions under one single roof for the coffee giant. Completion of the project is expected this summer.

Gutierrez Construction is the lead construction company on the project.

Metro Walls Under Way with Two Jobs

Keurig Green Mountain project

Wegmans under construction


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June 201454

People

LeBlanc Joins Vision 3Providence, RI– Alex LeBlanc has recently been

hired as an intern architect by Vision 3 Architects.He currently is working with the corporate office

team on offices for Southcoast Hospitals Group.

LeBlanc

Meghan Duggan Joins AKFBoston – AKF Boston an-

nounced that Meghan Duggan, CEM, LEED AP, has joined the firm as director of energy ser-vices. She brings a background of experience in energy and sustain-ability to her new position.

For the past nine years, she served as assistant director of sustainability and energy man-agement for Harvard Business School, developing and implementing a comprehensive program focused on ener-

gy conservation, waste manage-ment, best practices, and behav-ioral change.

Prior to that, she served as an account executive at KeySpan Energy (now National Grid).

Duggan began her career at General Electric as a field/controls engineer providing

technical services to companies on large, industrial gas turbine power gen-eration projects.

Duggan

A dynamic mix of students, together with instructors who bring both theoretical and applied knowledge to the classroom, creates an ideal learning environment for future FM leaders and builds stronger net-works in the field. Below, we highlight three of these talented students.

Michelle MoffoMichelle, who currently works as a

consultant at Manhattan Software in their Connecticut office, was attracted to the facility management profession because she saw a changing field with a lot of op-portunity. She enrolled in the MSFM pro-gram at Wentworth because she believed it would allow her résumé to stand out and help her to get ahead. One of the key things that Michelle learned is that FM is a very robust, multifaceted profession. According to Michelle, “Wentworth’s master’s degree crystallized for me the fact that facility management is not just about operations and maintenance—it is a complex field that requires proficiency in a number of areas. The MSFM program at Wentworth prepared me to excel as a facility management professional.”

Anthony RauseoAfter more than 30 years working

in the IT field, Anthony made a career transition into real-estate development and property management. The MSFM program has helped him to launch his own Maine-based business, Big Bear

Rentals (also the subject of his master’s capstone project), and provided him with new skills that aided in constructing the nation’s first Energy Star-rated round-log home. Anthony found the sustainabili-ty and operations courses in the MSFM program to be particularly valuable, since they’ve helped him to become more self-sufficient—and save money—in his new venture. He is very satisfied with the MSFM program’s outcomes and looks forward to growing his business.

Randi Eggleston There were several aspects of the

MSFM program at Wentworth that were appealing to Randi, who works as a space planner at Boston Scientific, including the flexibility that the program provides. The fact that she didn’t have to come to cam-pus every week for every class in the pro-gram made it easier to balance her educa-tional aspirations with her obligations as a busy working professional. The class-room environment itself was also attrac-tive to Randi, and spurred her profession-al development over the past two years. “All of the professors work in industry, so they are able to relate the instruction-al content to the real world,” Randi said. “My classmates work in jobs related to fa-cility management, creating peer-to-peer learning as well as regular opportunities to talk shop.”

Continued from page 7Wentworth’s Master’s Program

BVH Staff AnnouncementsBloomfield, CT – BVH Integrated

Services announced the promotion of Karl Frey, PE, to president. He joined BVH in 1997 and has over 30 years of engineer-ing design and management experience. His recent design work includes the Jack-son Laboratory for Medical Genomics in Farmington, Conn.; Eastern Maine Medi-cal Center in Bangor, Maine; and Central Connecticut State University’s new So-cial Sciences Hall in New Britain. Under his leadership, BVH received the Boston Society of Architects Honor Award for Design Excellence for the Daniel and Grace Tully & Family Health Center in Stamford.

Frey is a member of the UConn Civil and Environmental Engineering Advisory Committee, and a licensed en-gineer. As president, he succeeds George Iskra, PE, who has assumed the role of BVH Chairman.

Iskra joined the firm in 1972 and

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

Karl Frey George Iskra

clude conversation, alarms, paging sys-tems, pneumatic tubes, phones, and cart movement.

Most studies indicate that impulsive noise events should be limited as much as possible and that excessive constant back-ground noise levels will cause sleep dis-turbances. What may be counterintuitive is that the quieter the background noise level, the more intrusive the impulsive noise source. The difference in levels between the background noise and the impulsive noise is key. Subjectively, the higher this difference, the more our ears distinguish the impulsive noise.

Since increasing the background noise will reduce the impact of impulsive environments, increasing the background noise level in a controlled manner with sound masking will reduce the impact to occupants during sleep as well. Keep in mind that too high of a background noise level, either broadband or tonal, will still reduce sleep quality. To determine the appropriate average noise levels in a hos-pital, facilities can consider the following methods for evaluation:

• Measure background noise levels in a large sample set of patient rooms. Evaluate the Hospital Consumer Assess-ment of Healthcare Providers and Systems (HCAHPS) survey question: “How often was the area around your room quiet at night?” The hospital’s rating on this ques-

tion is based on the average noise level in the patient room as well as the peak noise sources’ amplitudes and frequency.

• Once it is determined that sound masking can help the HCAHPS rating, in-crease background noise levels electroni-cally. A background sound level between 45 and 48 dBA is ideal in a patient room. Implement a patient-controlled sound masking system in a number of single-bed patient rooms for an extended period of time.

• Once the sound masking system is added, reassess the HCAHPS quietness scores along with patient outcome metrics for the rooms in which sound masking was deployed.

In addition to increasing the back-ground sound level with the addition of sound masking, acoustically absorptive materials should be included in the hospi-tal design to reduce the amount of sound energy “bouncing” around the occupied areas. Television speakers are now kept at the bed of the patients rather than far away on a wall, and hospitals should lim-it overhead pages, turn pagers to vibrate, and inform staff to be cognizant of their conversational level. Careful design of the nurses’ stations will also help mitigate conversations and noise sources to patient rooms.

Benjamin Davenny is a senior con-sultant in acoustics at Acentech, Inc. in Cambridge, Mass.

Continued from page 14Creating Quiet:

Coulombe Joins Methuen ConstructionSalem, NH – Methuen

Construction announced the hir-ing of Scott Coulombe as the company’s director of business development. He has more than 20 years of experience in the con-struction industry, performing value engineering, teaming, esti-mating, preconstruction services and sourcing creative project financing in the northeast.

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

Scott Coulombe


June 2014 55

Finegold Alexander Promotes FourBoston – Finegold Alexander Ar-

chitects announced four promotions:Regan Shields Ives, AIA, LEED

AP, and Christopher P. Lane, AIA, have been promoted to senior associate.

Shields Ives joined the firm in 2004 and became an associate in 2008. She has served as project manager for a va-riety of projects including Methuen High School, the residences at Penny Savings Bank, and Goodhart Hall at Bryn Mawr College. She is a leader in the education-al and cultural work of the firm.

Lane joined the firm in 1994 and was promoted to associate in 2000. He has a special expertise in historic pres-ervation. His projects include the Baker Library at the Harvard Business School, Berkshire Hall at Berkshire School, and the adaptive use of the Old Salem Jail into residential units in Salem. Lane is a leader of the firm’s historic preservation and adaptive use projects and is respon-sible for project quality control.

Ellen K. Anselone, AIA, LEED, has been promoted to associate princi-pal. She is responsible for internal office scheduling and staffing, and has served as project manager on a variety of proj-ects including the Agnes Varis Campus Center at Tufts University, Godfrey Ho-

tel, and public libraries in Westwood and Holyoke.

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

Shields Ives Lane

Anselone Garriga

McGoff Joins The Marr CompaniesBoston – Industry spe-

cialist Shawn McGoff, CHST, CSHO, has joined The Marr Companies as safety director, responsible for implementing the company’s wide-ranging corporate safety program to all four Marr entities: Marr Scaf-folding Company, Daniel Marr & Son Company, Marr Crane & Rigging, and Isaac Blair & Co., Inc.

McGoff will provide field support for Marr Safety Programs and will work to ensure that safety policies and proce-dures are implemented and that Marr is in compliance with federal and state reg-

ulations on every job site and in all company work locations. He will provide leadership at every level of the Marr Safety Program, maintaining a strong safety foundation within all four companies.

Prior to joining Marr, Mc-Goff was employed by Dimeo Construction of Providence, R.I.,

as a site safety manager. Previous to that, he was the corporate safety direc-tor at Titan Roofing Inc., Quincy, Mass.

He has over 17 years of experi-ence in the field of safety on projects of various sizes and with varying levels of complexity.

McGoff

Kaloutas Painting Names Lydon as OMPeabody, MA – Kaloutas

Painting recently announced the appointment of John E. Lydon as the company’s new operations manager.

As part of the company’s management team, Lydon will assist with strategic planning and overall day to day operations. The 26-year old company is adding a new product and ser-vice to its current offerings in early 2014 and Lydon will play a key role in the in-tegration of the new product and service.

Lydon joins Kaloutas Painting after nine years with Coca Cola, most recently as dis-tribution manager. He managed a product supply team of more than 100 employees, and 11 dis-tribution supervisors responsible for delivery of product to more than 5,000 customers. He also served in the roles of district

sales manager and distribution supervisor.

Lydon

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June 201456

Hartford, CT – Tecton Architects announced promotions of six profession-als within the firm.

“More than an acknowledgement of each individual’s hard work and top per-formance,” notes Tecton chief executive officer Ted Cutler, “this is a celebration of accomplishments beyond the project, such as commitment to team-building and mentoring young professionals as future leaders of Tecton.”

Marco Tommasini and Kevin Ker-chaert add their names to the associate principal ranks. Each with decades of ex-perience, Tommasini oversees academic design at Tecton’s Rhode Island branch, while Kerchaert leads large teams as com-plex project specialist from the Hartford office.

Tecton’s associate level expands with the advancement of four profession-als. Experienced architect Jim Becker focuses on healthcare, advanced science

and technology, and Ernest Nepomuceno performs across markets as senior archi-tectural design leader.

Interior Designers Nina Lapins-ki and Diane Pritt round-out the promo-tions. Lapinski is account manager of The Travelers home and field office portfolio throughout the northeast, and Diane Pritt handles complex corporate relocations and leads Tecton’s corporate workplace research initiatives.

ROK Builders Announces New COOWilton, NH - ROK Build-

ers, LLC, the hotel construction affiliate of Roedel Companies, LLC, has named Tad Schrantz as COO.

He brings over 20 years of experience in construction, ar-chitecture, and real estate devel-opment to ROK Builders. Most recently, he served as vice presi-dent at Millhouse 1889. Prior to

that, he served as president of The MacMillan Company.

Schrantz currently serves on the board of directors for Monadnock Habitat for Hu-manity and The Colonial The-atre. He also has served as a member of the Cheshire Ca-reer Center Regional Advisory Board and Lions Club.Schrantz

Pare Promotes Chagnon to VPFoxboro, MA – Pare Corpo-

ration recently promoted Andrew J. Chagnon, PE, to vice president.

Chagnon has been serving as a managing engineer in Pare’s civil division, working from the Foxboro office. He has 18 years of experience on site design and land development projects throughout the northeast.

Prior to joining Pare, he was the assistant town engineer in Frank-lin. He has been responsible for the man-agement of site and civil design services

for major projects for UMass., Amgen, Providence VA Hos-pital, Rumford Center, and the Mass. Division of Capital Asset Management and Maintenance, to name a few. He also has managed the site/civil design services for numerous correc-tional and courthouse facilities, public safety facilities, DPW

facilities, and K-12 educational facilities in southern New England, in-cluding six new high schools in Massa-chusetts.

Chagnon

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June 2014 57High-Profile: People

CES Welcomes Kim KingstonCanton, MA– Consulting

Engineering Services (CES) re-cently added Kim Kingston to its team. She joined the firm in April to lead business develop-ment activities for the New En-gland region working from the firm’s Canton office.

A licensed attorney, Kingston brings to CES over 20 plus years of A/E/C indus-

try related experience, including site development, project man-agement, marketing, and business development. Most recently, she served as the director of busi-ness development at Howard/Stein-Hudson Associates, Inc. of Boston. She will be focusing pri-marily on institutional and com-mercial market sectors.Kingston

Gates Joins MIW CorpFall River, MA – MIW Corp recently announced that Victo-

ria Gates has joined their team as a senior project administrator.She brings with her an extensive amount of construction

management administrative experience attained from previously 0held positions at Bechtel/Parsons Brinckerhoff and Suffolk Con-struction. Gates

Muraco Named President / CEOMarlborough, MA -

Universal Window and Door of Marlborough announced that Tony Muraco will assume the position of president and CEO for the firm, effective immediately.

He brings a wealth of experience in domestic and international manufacturing, performance optimization, and process change management across a diverse spectrum of industries, includ-ing his five years as CEO of Champion Window and Door of Syosset, N.Y.

He also served as COO for Duro Dyne Corporation of Bay Shore, N.Y. He brings firsthand knowledge in working with family-owned businesses and guid-ing those companies through expansion,

mergers, and acquisitions.“Tony’s background in

sales, operations and finance, as well as his demonstrated track record of improving the perfor-mance of an aluminum window manufacturing company, make him the ideal choice to lead Uni-versal,” said Charlotte Broussard, outgoing CEO and owner of the

firm. An advocate of Lean Management

principles, Muraco successfully trans-formed Duro Dyne into a more profitable enterprise by introducing Lean princi-ples. He also successfully guided Cham-pion Architectural Window and Door through all phases of its 2011 acquisition process.

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Manchester, NH – Metro Walls and Exterior Designs Inc. recently promoted two key personnel to senior management positions.

Bryan Hussey has been promoted to vice president of sales for Exterior De-signs, Inc. and Metro Walls.

He will oversee all aspects of es-timating and sales for both companies. He has been in the construction industry for over 15 years, starting as an EIFS and drywall laborer for Exterior Designs Inc. in 1996. He has worked in the field as a steel stud framer, a drywall hanger, and foreman, and joined the Metro Walls office staff as an estimator and project manager in 2006. Recently he was voted on to the board of directors for N.H. As-sociated Builders and Contractors Young Professionals Association.

Steve Torla has been promoted to general manager of Exterior Designs. He has more than 25 years of experience in the construction industry, starting as a laborer and eventually working as a

field supervisor and project manager. He owned his own general contracting com-pany for many years.

Both companies are located in Manchester and are owned and operated by Mike Dion.

Exterior Designs specializes in ex-terior insulation finishing systems (EIFS), fiber cement siding and stucco and spe-cialty exterior cladding. Metro Walls is a full service commercial framing and Dry-wall Company.

Bryan Hussey Steve Torla

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June 201458

NAWICSept. 3-659th Annual Meeting and Ed-ucation ConferenceJW Marriott IndianapolisStart planning to attend the 2014 NAWICAnnual Meeting & Education Conference in Indianapolis, Indiana. Communications expert Stacey Hanke will deliver the keynote address during NAWIC’s annual meeting. She will ex-plain the positive actions you can take to increase your impact and value to your peers, teams, and members.For more information and to register:http://www.nawicboston.org

Calendar

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

IFMAJuly 24, 2014 Save the date !!Annual IFMA Schmooze Cruisehttp://www.ifmabos-ton.org/

CoreNetJuly 14, 2014Annual Golf Outing to Benefit South Shore Habitat for HumanityBlack Rock Country Club, Hingham, Mass.For information: http://newengland.core-netglobal.org/ or call Marisa Fava 617-275-6137; [email protected].

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

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

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

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June 2014 59

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