Around here, I’m known as the VPCS “oshpod guy.” That’s because I’m considered the in-house expert on all the regulations related to California’s Office of Statewide Health Planning and Development, commonly referred to by the acronym OSHPD. This is the agency that inspects construction at every acute care hospital and skilled nursing facility in the state and decides whether a building is safe to open. Securing an OSHPD Certificate is a final pre-occupancy hurdle for any healthcare construction project. And it’s a big one.
In my career as a project manager, I’ve probably overseen about 50 OSHPD reviews. No matter how closely a project has been managed, how well it has been built, and how carefully it has been engineered, there are always those little things that OSHPD inspectors find that they want tweaked. That’s how rigorous the process is. In fact, OSHPD is recognized as one of, if not the toughest building authorities in the world. But it’s all in the name of occupant safety, which is what we’re all here to achieve.
So those of us who help bring new healthcare structures to life here in California know that an OSHPD review can be nerve-wracking, but it’s just part of our job. Having our work “blessed” by OSHPD means we’ve served our clients well by delivering a great building.
That’s why it was so thrilling for us when the NorthBay Medical Center $200 million campus modernization project in Fairfield, VPCS’s biggest-ever hospital assignment, recently received its OSHPD Certificate of Occupancy.
The inspectors explored every nook and cranny of this brand new 75,000 square foot tower, including its operating and diagnostic imaging departments, 22 med-surg beds, commercial kitchen, and expansive dining room. Their “thumbs up” clears the way for the project to earn final approval from the California Department of Public Health so that NorthBay can welcome patients into the new wing beginning in October.
Of course, we’ve had OSHPD inspectors coming and going throughout the construction phase at NorthBay, as is the typical practice. At every turn – whether during the monthly OSHPD walk-throughs or at specific milestone points along the way, such as before we closed up any ceiling – my colleagues from Ratcliff Architects and DPR Construction helped me usher our visitors through the building so they could kick the proverbial tires. When questions or concerns arose, it was my responsibility as the owner’s representative to come up with a strategic way to address the issue with minimal impact on time and budget. The fact that we had so few OSHPD findings on this project is a testament to its designers and builders.
One of the tricky aspects of working on an OSHPD job is managing changes. Every construction project comes with changes, and we always work closely with the architects, engineers and builders to carefully document and adjust to them when they occur. But when OSHPD is involved, even the smallest change requires a far more detailed and lengthy approval process before anyone can proceed. And that can take months.
Here’s an example of how we adapted to a relatively big mid-stream change on the NorthBay job while protecting the project’s financial and schedule parameters: Initially, there were six ORs specified for the third-floor operating suite. But halfway through construction, NorthBay realized they needed eight. So I sat down with DPR and Ratcliff to figure out how to keep the project’s pace going while OSHPD conducted its review of this new plan. We determined that we could reverse the order of how the building would come together – going from the first floor up, rather than from the third floor down. (We originally set out to tackle the third floor first, given its complex infrastructure and equipment requirements.) This allowed us to keep moving forward on the first- and second-floor elements while OSHPD studied and ultimately approved the new third-floor OR drawings. Adapting to this new sequence and bumping up to a six-day, ten-hour schedule meant we were able to mitigate major schedule delays and shield the client from crippling budget overruns.
Now that we’ve received NorthBay’s Certificate of Occupancy and the job is in its home stretch, I can take a moment to look back on this exceptional and rewarding project. Once again, VPCS has had the honor of working alongside some fantastic design and construction professionals and on behalf of a great client. For me, this project has also been particularly poignant because the new tower is connected by an elevated walkway to the original NorthBay Medical Center – a project my dad helped build back in his pre-VPCS days when he was working for Lathrop Construction. So this site has been a source of professional pride in our family for decades.
Thanks, OSHPD, for the vote of confidence and for helping give Solano County access to the spectacularly expanded NorthBay Medical Center.
Even the most talented percussionists, the most eloquent string players, and brass instrumentalists with world-class cardio strength aren’t much use without a conductor. The conductor pulls those individually talented elements together to produce the symphony.
That’s what a senior project manager (SPM) who oversees multiple construction projects within a single program does. Like a symphonic conductor, an SPM is charged with assembling instruments that might otherwise go their own way without careful coordination. (And the fact that most of them come from different unions adds yet another layer of complexity.) The SPM provides direction, purpose and meaning to the various projects, molding all the distinct parts into a format that will be … and please pardon the pun … music to a client’s ears.
When SPMs are asked what we do for a living, most of us usually answer by saying something general about how we’re associated with construction. The reality is, we’re in the service industry. We provide a service to owners who need our expertise to deliver products they might struggle to deliver on their own. Each of us is part accountant, carpenter, lawyer, banker, owner’s representative, public speaker, janitor, public official, and more. Because of the many hats we wear, SPMs who manage multiple large projects at once spend a good portion of our time serving as the single source of information for our clients. It’s our job to retain and deliver global knowledge of every active project included in a program. That means everything from schedules to move dates to budgets to paint colors – everything the owner might want to know at any point.
I have the distinct honor of serving as VPCS’s SPM keeping an eye on all the projects that are distributed throughout the Napa Valley Unified School District (NVUSD) and included in the $269 million Measure H bond program. VPCS has a diverse, multi-talented team sharing the sizeable workload for these different projects. Our on-site construction managers provide the daily on-the-ground, close-contact, detailed management of our projects. Our admins support these efforts with myriad duties ranging from scheduling to move coordination. Everyone has distinct strengths and it’s up to the SPM not only to understand them but also to provide services on each project to complement them. This means something slightly different on each project. One project may require that we take a larger role in civil activities while another may require that we be more heavily involved in proposed change order negotiations. Determining the depth of the SPM’s role on each project requires an in-depth understanding of the client’s needs, focus and goals.
When an SPM is entrusted with managing multiple projects, it is both humbling and an honor. Not only are our clients trusting us with some of their most critical functions, they are also usually relying on us to protect the taxpayers who are actually paying for the work. It’s our job to ensure that if our clients go to those taxpayers with a bond in the future, they can state with confidence that their tax dollars were used wisely and provided their community with value.
At NVUSD, we are also lucky to be surrounded by an extremely hard working, dedicated school staff. From teachers to management, everyone we work with is fully committed to providing a robust educational experience to the citizens of Napa.
We are well into our management of the Measure H bond program at NVUSD, with fantastic projects close to completion and even more upcoming. It is truly a pleasure meeting the many challenges of managing multiple, unique and dynamic projects, especially when I get to represent such a stellar client and work with a VPCS team that takes such pride in their work. Together, we’re making beautiful music!
Last month, my (younger!) brother Mark wrote a piece for the VPCS blog reflecting on his first 40 years in the construction industry. It’s hard to believe that we’ve both been in this business for as long as we have. I suppose one of the reasons the time has flown is that we’ve spent it doing what we love.
Over the years, I’ve worked on many projects that I hold near and dear to my heart. What could be more satisfying than helping deliver schools, hospitals and community centers? But there’s one project that stands out for me personally as one of the most meaningful: the George Mark Children’s House.
I’ve been thinking a lot about George Mark since I saw an article in a recent issue of The New York Times Magazine that mentioned it and other children’s hospice and respite centers like it. The article’s descriptions of the various amenities built into these properties that smooth the way for sick kids and their families took me back to when we were helping get George Mark off the ground in the early 2000s.
I’ll never forget the call that started it all. A long-time colleague and friend Mark and I knew through the Bay Area hospital construction community reached out to say he had an opportunity he thought we’d be perfect for, adding a detail we rarely hear in this business. He explained that while most construction projects have no money and a lot of help, this one was just the opposite because the money was there but nobody was on board to steer the ship. He told me he thought Van Pelt Construction Services would be ideal.
That project was the George Mark Children’s House. And our friend was right. It was the perfect job for us.
There’s plenty you can learn about George Mark by going to its website, or watching its amazing founder, Kathy Hull, deliver her powerful TED Talk on the subject. So I won’t go into too much detail on the specs of the place here, other than to describe it as the first freestanding children’s respite and end-of-life care facility in the United States. Kathy had been a pediatric psychologist at Oakland Children’s Hospital who saw a need for this type of property and took it on as her personal mission to open the first of its kind in the country.
We were brought on as the project managers representing the owner. Kathy had already secured the services of a designer and a builder, but neither had any experience in healthcare. Specifically, they had never worked with the Office of Statewide Health Planning and Development (OSHPD), which is California’s regulatory body that, among other things, grants the necessary permits for all healthcare structures. Since George Mark would technically be classified as a skilled nursing facility, it needed to get very specific approvals from OSHPD before a single shovel could hit the dirt.
So VPCS came on the scene. First, we saw the project through all the necessary pre-construction steps. Then we helped oversee it as it came to life. I remember a few of the more difficult aspects of trying to get the state to understand what we were trying to accomplish. Yes, this was a medical facility but it needed to look and feel more like a residential structure, complete with fireplaces, playrooms, classrooms, bedrooms, a waterfall and even a small chapel. Whenever OSHPD or the fire marshall said no to something we proposed, we just had to work with them until we all figured out how to get to a mutually satisfactory approval.
As Kathy Hull loves to say about George Mark’s mission, “The point is to abolish limitations; to have your default answer be ‘Yes’ and your default question be ‘Why not?’”
These days, my own kids work right here at VPCS, running their own impressive projects (quite skillfully, I must add). But back when it was my job to manage the George Mark project, my son and daughter were still young. I couldn’t help thinking about the families who would be coming through George Mark’s doors; how unimaginable it would be to have a terminally ill child. I was determined, just like everyone on that job, to do everything I could to deliver a beautiful, peaceful, nurturing place for every family who would show up at George Mark.
I take a lot of pride in every project I work on. But there’s something about this one that has affected me professionally and personally a little more than others, even after all these years. It’s such an honor to have been given the chance to help it take shape.
I started my career in construction on June 16, 1979 at 7:00 a.m. (The photo above was taken that very week.) Since then, I’ve collected paychecks from two companies: Lathrop Construction Associates and Van Pelt Construction Services, the latter of which I co-founded in 1996.
On that fateful first day of work nearly 40 years ago, I was assigned as a general laborer to a Lathrop project in Oakland, California. We were building an addition to Roosevelt Junior High School. My very first duty in my career was to pour grout into structural column base plates. Sounded easy enough. The labor foreman suggested that I carry two buckets at a time. “You’d hate to have one arm longer than the other at the end of the week,” he said to me. I didn’t really understand what he meant until I attempted to pick up the first bucket, which I filled with WAY too much grout. It weighed about 90 pounds. I had to carry this bucket through a mine field of scrap rebar, open trenches, slippery mud, broken boards, back-up alarms, and general construction chaos – all the while hearing, “Hurry it up, Van Pelt! That grout better not start setting up!” Tripping, huffing, puffing, grunting, and hurting, I somehow managed to make it (but just barely) to the baseplate that was waiting for my load of grout. I proudly emptied the contents of the half-filled five-gallon bucket into the form around the plate, but couldn’t believe that it barely dented the total amount needed. I hurried back to mix another bucketful, using a half-inch drill motor with a piece of #4 rebar shaped into a mixing wand. Six more loads into the same baseplate until it was finally full! I was completely exhausted, but extremely proud of my accomplishment. Then the labor foreman yelled, “Come on Van Pelt! Two hundred and twenty-five more to go! Hurry your ass up!” I remember thinking, “Is this what I signed up for?”
June 16, 1979 was the longest day of my life.
Coming up on my 40-year professional anniversary, I’ve been reminiscing more than usual. I think about what I have been so fortunate to have witnessed over this four-decade span of time. The TV remote, desktop computers, ATMs, email, the Internet, and the ubiquitous smart phone. Who could have possibly known that most everything my brother and I were watching on Star Trek on Tuesday nights at 8:00 p.m. would eventually be available to us? (Except for the “Beam me up, Scotty” technology, which is probably the one I would utilize the most.)
Obviously, construction sites have seen the same staggering progress. We don’t have any paper drawings or specifications any longer. EVERYTHING is on our phones, iPads and the Cloud. Literally, no paper files. At the end of a $100 million project, we hand the team a thumb drive. Before, it was 75-100 banker boxes along with 500 rolls of drawings. Now, just one tiny little thumb drive. Amazing.
I asked one of our young project managers the other day if he knew what CC stands for in his email application. His response was just a puzzled look. When I told him CC stood for carbon copy, he continued to give me that same baffled look. I tried to explain: “You know, carbon paper? The sheet behind the original document? The copy? You mail it to … oh, never mind. Let’s go to lunch.”
My point is this: a guy like me, who started in the Polaroid camera era and now functions in the hashtag world, well, I see things through a completely different lens. Am I a dinosaur? Hell yes, I am and I’m proud of it! Somehow I’ve managed to ride this techno wave and remain functional. My co-founder, Mike, has done the same. I believe that our ability to manage VPCS effectively is completely reliant upon and a result of our insistence to stay on top of this almost light-speed progression not just of technology but of the construction business as a whole. We’ve found some pretty effective ways to navigate through the changing times.
Still, I have to confess that every once in a while, I wish I could mix up some grout and stumble around a job site. Then I’d step back and take a Polaroid snapshot to capture a memento of a hard day’s work.
There are always two very important relationships that we honor and nurture when VPCS works on school projects. The first is the one between us and our client, the school district. And the second is the one between the district and the taxpayers, who are basically our client’s client.
All of us from VPCS who are associated with the San Rafael City Schools district-wide improvement initiative understand that we need to do our best not just for the district, but also for the homeowners throughout this community who approved the two bond measures that are funding the work.
A quick overview of the project: VPCS serves as program manager for the $269 million district-wide effort, made possible when Bond Measures A and B passed in 2016 to fund school improvements and new construction throughout San Rafael. The VPCS team oversees things from the district offices, collaborating closely with district staff as well as construction managers, program architects, contractors and consultants.
As VPCS’s on-site office manager in San Rafael, part of my job is to coordinate with the district communications staff to keep those community members informed, engaged and enthusiastic about what we’re doing. And, given the scope of the program, there is a lot to keep the community up to date on.
In general, our community outreach falls into two categories: communicating about things that will affect people in the short term, and letting them know the bigger-picture status of the long-term project.
Short-term concerns tend to focus on things that will temporarily affect the neighbors who live around the individual school sites where we’re working. We want to give them plenty of notice before we begin a new construction phase, for example, so they can be prepared for a bit more noise, a few more trucks or a couple of blocked parking spots. To report on the bigger-picture story, we inform the public about the status and scheduling on the full program. These sorts of alerts are shared via mailers and newsletters that go out to all local residents.
It’s also very important that we communicate to the people affiliated with the affected schools themselves – the students, parents, teachers and staff. Sometimes, we need to let them know about sections of a campus that will be inaccessible for a certain amount of time. Or we need to notify teachers when they’ll need to move out of certain classrooms. When we have important updates to share with this audience, we usually draft notices for the principals to distribute through their own email and newsletter channels.
Whatever the message and whoever the target audience, we keep things upbeat. Sure, construction projects can create some temporary headaches but it’s all part of the journey toward a very positive outcome. (That is certainly the case in San Rafael, where Measures A and B are paving the way for fantastically improved schools.) No matter what’s happening, we do what we can to smooth the way for everyone concerned. Once, when we had to relocate kids at one elementary school into temporary classrooms that were farther from the lunchroom, we brought in ponchos and umbrellas that they could use outside on rainy days. At another site, we worked with school staff and teachers to customize advanced communications, timelines and packing/unpacking instructions for temporary classroom and library relocations so they knew what to expect at all phases of the process. Helping manage people’s expectations is key to ensuring moves like these are successful.
In the construction world, there’s always a lot going on – and those are just the things we anticipate! When we factor in all the little unforeseen things that crop up every day on every job site, there’s a lot to keep folks informed about so that they can stay enthusiastic about the work being done. But that’s our priority, because those are the people we’re working for. And we never forget it.
If you’re a VPCS client, you may have chatted by phone or exchanged emails with Corinne Figueira. She’s one of the reasons our home office hums along so efficiently. She manages multiple responsibilities and attends to countless details, always making her juggling act look easy. We chatted with Corinne to learn a bit more about some of her duties and her favorite tricks of the trade.
Q: What’s the best way to describe your job?
A: My official title is administrative assistant. That means I’m here to support [Operations Manager] Christine Diamond in whatever needs to be done to keep things running smoothly. So I do a little bit of everything around here – from answering phone calls, to managing staff requests that come in, to keeping track of equipment. I also manage most of the accounts receivable functions, which is when I get the chance to interact directly with our clients.
Q: What’s different between the way you interact with clients and the way the on-site VPCS project teams interact with them?
A: Even though my client relationships are based on a different side of the business – the financial side as opposed to the project side – I think they complement each other really well. Anybody who works for VPCS knows the personality of the firm and the commitment to honesty and integrity, and we all take it very seriously in our own jobs. So I’ve established my own connections with my counterparts at our clients’ offices that are always pleasant and friendly. That mode comes prettily easily to me, and is also an extension of the way everybody at Van Pelt always operates.
Q: What are your rules of thumb for how to interact with clients?
A: I always start every conversation by asking how they’re doing, how’s their day going, that kind of thing. I also make sure, before we get into any discussion of finances, that they have everything they need from us. Because if there’s something we can do for them, that becomes the priority. This is one of the many things Christine has taught me since I’ve been in this job.
Q: In what ways do your client interactions contribute to the bigger-picture value that the firm offers?
A: I think if we’re pleasant to deal with when we’re reaching out to clients about payments – which is a potentially sticky subject – it sets a tone that affects all the other aspects of the relationship. If I make it clear that I’ll always be approachable, I become someone they can reach out to if they need anything, whether that thing has to do with finances or something else completely. That way, I help reinforce the idea that VPCS is always easy to work with.
Q: What tips would you give other people who do what you do?
A: I take care of a lot of little things that might go unnoticed, but when you put them together, they add up to a lot and have a big impact on how the company operates. Making the effort to get to know clients along the way makes all the difference. Not only is it a pleasant way to build connections with people you work with, but it also makes the job easier and more fun. I’m helping make VPCS a firm that clients enjoy dealing with and know they can trust.
Van Pelt Construction Services is a family-run business that has always thought of clients and colleagues as members of our extended clan. During this time of year especially, we offer our warmest wishes to every branch of the VPCS family. May your hearth be warm throughout the holiday season and your new year be full of promise.
Stop. Reflect. Give thanks. These are always important practices, but are especially relevant this time of year.
Here are a few reasons I feel thankful these days:
During the recession, my brother Mike and I suffered through more than a few sleepless nights as we sought ways to somehow keep the company profitable during one of the country’s rockiest of economic downturns. There were times when we looked at each other and said, “Now what?” But little by little, things lined up, clients helped out, our employees dug in, and we made it through to the other side. But we came dangerously close to the edge more than once.
That period was actually somewhat of a blessing. We learned how to downsize. We came to understand the true importance of every single moving part of this firm. And most importantly, we learned what we didn’t need. Today, VPCS is a far better firm having weathered that storm.
Over the past five years, not only has the economy recovered, but VPCS has risen to new heights. We have added 19 new staff members over the past 24 months – an outstanding roster of seasoned construction experts.
We’ve also won new work totaling close to $1.5 billion in construction value. Most recently, we were chosen to provide Construction Management and Inspection services for an important and visionary project at California State University East Bay (CSUEB) in Hayward. This new 100,000 square foot, three-story, $75 million structure will be known as the Collaborative Opportunities in Research and Engagement building – referred to as the CORE. It will become the new architectural icon of the CSUEB campus.
With economic forecasts predicting another five years of similar growth, we feel confident about the firm’s footing. VPCS is truly hitting on all cylinders.
Mike and I couldn’t have done any of this without help from every single employee (including family members), in addition to our clients and colleagues. We thank you all from the bottom of our hearts and are looking forward to a terrific holiday season and a strong, happy and safe 2019.
Sustainable design and construction practices are becoming more widespread. Architects, engineers and builders are adapting to and embracing green approaches across all market segments. Building standards and codes are also changing to accommodate sustainability.
We asked a few of our VPCS team members to weigh in on the topic of sustainability and how it’s changing what we do. Here are some highlights of those insights …
Mark Van Pelt: I think back on when I first heard of energy efficient and sustainable construction. This would have been in 1987 when we were working on a medical facility at McClellen Air Force Base. The U.S. Army Corps of Engineers served as the owner’s reps on the project and introduced self-regulated quality control along with some guidelines on demolition and materials to be used on the structure. They required that all materials used on the building be manufactured within the United States under the “Buy America Act.” Additionally, they specified performance standards for the HVAC systems that limited energy consumption. Soon after that, we were all introduced to LEED and then the Collaborative for High Performance Schools (CHPS). Introduced by PG&E, the CHPS program is essentially an adaptation of LEED for California public schools. It has less impact to the bottom line on a project but also requires designers and builders to remain vigilant about saving energy. CHPS is a self-scoring program that doesn’t require additional consultants as does LEED. It is a way that school districts can assure taxpayers that their dollars are being spent on energy efficient projects that put sustainability up front. As time has progressed, it has become easier to build projects that check the energy and sustainability boxes. This is because the new baseline for design and construction starts with energy efficient and sustainable means and methods.
Mike Van Pelt: When I started in the industry, there was no thought of sustainability. As it started to come into play, it was a struggle to adapt to these new concepts. Then, as time has gone on, designers have developed sustainable methods and embraced environmentally friendly materials as standard elements of design. Now, sustainable approaches are a normal part of a project for designers and contractors. I find it interesting how sub-industries such as the trash removal firms have changed to meet new requirements. Before, all debris from a construction site went into one dumpster and was dumped into a landfill. Now, as required, they separate the debris and recycle as much as possible, which ends up reducing the final amount sent to the landfill. The main challenge posed by green practices are financial. The process of monitoring and documenting sustainable requirements on a construction site has added hours and material to a project – an expense that is then passed onto the bottom line cost of the project.
Kelli Van Pelt Jurgenson: I began my career at the start of the sustainability trend in construction. As someone who strives for sustainability in my daily life, I’ve enjoyed seeing these practices take hold. As with any new discovery or methodology, what starts as a novelty eventually becomes commonplace. Now many of the practices that were the backbone of certification programs such as LEED and CHPS are written into code, enforced by governing agencies and simply common practice at jobsites around the state. With all that said, complacency can be a dangerous trap. We must continue to look for the next generation of products and methods that help preserve our environment, make our projects more efficient and help them last longer. Recently I’ve been working with a K-12 school district to expand electric vehicle charging stations. By granting district employees and community members access to these charging stations, the district has an opportunity to offset costs and partner with the community. When paired with solar panels (now commonplace at K-12 campuses in California), the benefits compound. I’m looking forward to what the future holds and I’m thankful to live in a state leading the way in sustainability!
Ryan Leahy: Sustainability in the design and construction industry is an interesting concept. In my opinion, most people only think of it from the perspective of environmental impacts. I prefer to consider the Triple Bottom Line: environmental impact, social impact and economic impact. When we consider each of these measurements, project decision-making can be quite different than simply considering the “green aspect.” Still, it can be difficult to convince people who only see things through the green lens. Some green aspects of projects can have higher up-front costs. Sometimes, these premiums add value to the project. For example, high-efficiency MEP units can have higher up-front costs, but those will be offset by lower operational costs over the long term. Some consumers perceive this as an attractive feature and are willing to pay more for it. There can be pitfalls as well, though. For example, it’s important to identify building components that are “greenwashed.” As project managers, we need to be mindful of greenwashing and avoid paying premiums for items that don’t add value in the long run.
Mony Thach: The idea of sustainability has changed significantly over the last ten years. There was a big push before the Great Recession. Then, when we went into the downturn, many owners were faced with projects that weren’t going to be funded or costs they had to absorb in order to attain LEED certification at a much higher cost – a premium of $100K or more on many projects. California’s Title 24 Building Energy Efficiency Standards and other code changes mandated that buildings be more efficient, so there has been less of a drive to make sustainable projects as noticeable through certification plaques.
Ben Kerr: I think that sustainability in design and construction is increasingly important in our climate. While it isn’t always cost efficient to go for the most sustainable options, green approaches will become more popular as innovation and advancements occur. Schools have a great opportunity to build sustainably, showing and educating the next generation on how the choices we make affect the environment. I find all methods of sustainable construction interesting! Green walls, NanaWalls, self-powering buildings, lean construction, plastic roads, and more! I am very interested in watching the growth and innovation of green design and construction throughout the course of my career. I hope to see sustainability become a goal of all owners, architects and contractors.
Minh Dao: We are starting to understand the impact humans have on the environment. With natural resources being in finite supply, every little bit helps – from using recycled material to incorporating nature as an energy source. Solar power is gaining traction and for good reason; it makes perfect sense to incorporate the power of the sun into design and construction. Solar technology is getting better each year, with the ability to store greater amount of energy for less sunny days. The costs associated with being environmentally friendly are still challenging. Using sustainable material, for example, can sometimes mean a cost upgrade, especially on larger projects. The mentality of sustainability has changed over the course of my career. The idea of being truly green is gaining more traction and is seen as less of a gimmick.
Damel Turner: Construction has both direct and indirect impacts on the environment, the economy and society. Sustainable design seeks to balance the needs of these areas by creating the best design solutions for all three. The objectives of sustainable design are to reduce the use of critical resources such as energy, water, land and raw materials; prevent environmental degradation caused by facilities and infrastructure throughout their life cycle; and create built environments that are livable, comfortable, safe and productive. The LEED Certification Program, along with other green building standards around the world, are now becoming widespread enough to effect real change with regard to energy efficiency and environmental regulations and codes. Cost is the biggest challenge for any sustainable project. It can be tough to be cost effective and sustainable at the same time, but it can and should be done wherever possible. The decisions we make today do have consequences for the next generation.
We’ve reached the end of summer – that warm, relaxing season when students and teachers take some well-deserved time off. But for those of us in K-12 school construction, summertime is anything but slow-paced.
As soon as that final bell rings on the last day of school, we swoop in to begin what we call the “summer jam jobs” – the renovation and improvement assignments that we squeeze into the precious days and weeks when the hallways are empty and our work doesn’t disrupt the important business of education.
Now that classes are back in session in most of the districts where VPCS in engaged, I can take a minute to reflect on the changing realities of summertime school construction work.
When I first got started in this industry, summer breaks lasted as long as three months. Campuses emptied out in early June and kids didn’t typically return until after Labor Day. We sometimes had the luxury of 12 weeks to get things done. Now, we’re lucky if we get eight or nine.
This is a trend that’s happening all around the country. Districts are building more breaks into the academic year (including the now-common mid-winter week off in February), pulling from the summer schedule to make up the difference. Some experts also argue that shortened summer vacations help protect against the “brain drain” that kids experience while away from the school routine for months at a time.
But back to VPCS and the summer jam …
However long the summer break, it’s our job to get in, do the work (and do it well), and get out before kids return in the fall. In advance, we do our pre-construction planning – gathering district requirements, creating detailed budgets, developing schedules, assigning the contractors and subs, and fielding requests from teachers and other end users.
Then comes the start of summer, when the first order of business is helping teachers clear out their rooms. Our orchestrated move plan simplifies the process while keeping room contents organized – yes, even for teachers who have been in their classrooms for years. (We also respect the fact that teachers, too, are eager to begin their vacations, so this phase is quick!)
And with that, we’re off and running. Materials and laborers are at the ready; everyone and everything is where it needs to be; it’s time to get to work. Then, in the final few days of the season, you’ll find us cleaning up, training janitorial staff on new systems, moving furniture back in, performing punch list touch-ups, and doing anything else that supports the teachers and district personnel in their efforts to prep for their students’ return.
Even after all my years in this industry, I still find it amazing to watch all that can happen in a relatively short amount of time.
There’s also a very important component of our job that isn’t built into any of these frenzied schedules, and it might be one of the most valuable things we bring to any job: teacher TLC. We consider it part of our responsibility to reassure teachers that their rooms and tools will, in fact, come back together by the time we’re done. We respect the sanctity of their workspaces, whether they’ve spent a year or a career in their classrooms. Still, the tightened summer schedules means we’re often working right up to the point when their students return. To help alleviate some of the chaos for teachers, we frequently give gift cards they can redeem for extra supplies to help outfit their newly improved rooms.
And just as the back-to-school activity is beginning to build, we are packing up to go. Autumn, relatively speaking, is a quieter season for our K-12 work. It’s when we can look back at our summer jam jobs, both to take pride in our accomplishments and to assess what we might be able to do even better next year.
Whatever the assignments, wherever the schools, districts can count on one thing as VPCS marches toward first-day-of-school deadlines: we will do whatever it takes to get the job done.
