In Orlando, Florida, a team of DPR builders is hard at work on a new Florida Cancer Specialists location at the recently repurposed University of Central Florida Lake Nona Cancer Center facility, a comprehensive, one-stop cancer research and treatment center. Jonathan Quezada, Lina Ortiz and Paul Dooley each have a different role on the project, but like everyone else at DPR, consider themselves to be one team. They learn from each other every day, and their easy communication allows them to keep their projects moving forward.

Q: What are your roles at DPR and describe the paths you took to get there?

Ortiz: I’m a project engineer; I’ve been with DPR for about two-and-a-half years. I initially went to school for architecture, and while I was doing a Masters in Construction Management at the University of Florida, my school held a career fair. DPR was one of the main sponsors, so I did a lot of research on them. The projects DPR built really interested me.

Quezada: I’m a labor foreman in charge of some of the safety efforts we carry out on our jobsites. Before coming to DPR two years ago, I did maintenance in a hospital, and I’ve mainly worked on healthcare projects here at DPR. I do whatever I need to do to help keep projects on track.

Dooley: I’m a drywall foreman. I’ve been at DPR for five years, but I’ve been in the trade for 21. I started as a drywall hanger in 1999. After I had learned what I could about installing work, I wanted to take on more responsibility. So, I started reading the blueprints, and in 2008 I became a lead. By 2014, I was running my own jobs and have been doing so ever since.

Q: Why do you think being a self-performing general contractor makes a difference on a project?

Ortiz: It makes a lot of difference because you have people from your own team and from different trades working together on one project. We can start planning ahead since we’re the first ones on-site doing layout. That ultimately saves time and money because communication is easier.

Dooley: The customer knows we’re on-site actually doing the work and they know we have the resources we need to complete it. Everything they expect from us is 100% going to happen. We’re able to push the job. We’re one team, and that gives us flexibility. Look, I have a DPR hardhat. I have a DPR vest. I have a DPR mask. I pull up in a DPR truck. Even though I’m a drywall guy, someone will ask me a question about plumbing, and I’ll help them if I can. Since we’re all on the same team, we can help each other without jumping through organizational hoops, and things happen quicker.

Q: Was this experience different from other projects you worked on? How?

Ortiz: Jonathan and I worked together for this owner on our last project at The Villages. We performed well there, so they wanted to work with us again. This project is a bit smaller, but there are a lot of similarities. The customer was happy that the same team was going to work with them again and execute the project as well as we did for them in the past.

Q: What did you learn from each other on this project?

Ortiz: I’m constantly asking questions. As a project engineer, you’re the bridge that connects to the field. A lot of solutions and new ways of doing things happen in the field. For instance, I had heard about a new way of framing one of our team members came up with, without having the door frames installed; you put a temporary wood template in place and frame around that. Then, when the frames are delivered, you just swap them out for the templates. That's just one example of the on-site innovations that happen all the time, and it allowed us to save a couple of weeks of schedule.

Q: Talk about a time in your career where you intervened to make the work on-site safer.

Quezada: I was working on a project that had some hard-to-reach areas. Some of our finishers were having a hard time getting to them and were standing on top of scissor lifts. When I noticed them, I intervened. We had a meeting with our Safety committee to come up with a better system that allowed for them to be tied off while doing the job. That’s how we do it at DPR; we work together as a team to come up with ideas together.

Q: What is one thing everyone can do to make the industry safer overall?

Ortiz: Safety starts on a personal level with wanting to keep yourself safe, but also with not wanting to cause harm to others. It’s not just about you; it’s about everyone else on the jobsite. One unsafe act can lead to other people getting hurt, and everybody deserves to go home to their families safely.

Quezada: One of the most important things is to make sure you really look over the work you’re doing. Don’t rush. Think through the work and consider any potential risks. Just be aware and pay attention every time, even if you’ve done the task a hundred times. It only takes a second for an incident to happen.

Q: If there was a language barrier, how did you overcome it? What were some things you did to help others overcome that barrier?

Ortiz: We all come from different backgrounds—I’m from Colombia—and even though we may speak the same language, we have different accents and different ways of speaking. You have to be open and ask people to explain things when you don’t understand. Otherwise, you might end up doing something you don’t mean to.

Quezada: Yes, that’s true. I’m Puerto Rican, so even though many of us speak Spanish, there are differences. Some pieces of equipment have different names in different regions. You just have to be open minded and understand that you’re working with people from different backgrounds.

Q: To be successful in your role, what skills does a person need?

Ortiz: Number one is communication. You have to be willing to ask questions—more than once if necessary—and to make sure everyone is on the same page. As long as there is open communication, if you can ask for help or offer help when needed, and be open and honest, you can solve any problems.

Quezada: A good attitude. If you’re dealing with people from different backgrounds and different countries, attitude has a lot to do with how well you work together. Be willing to work with other people, make sure everyone is on the same page and work with other trades.

Dooley: Teamwork. Being able to get along with people, helping them and asking them to help you, that really makes these jobs go a lot smoother. If it weren’t for the folks we have out there doing things right and caring about their work, we wouldn’t be able to turn out a good product. They’re everything. You can’t build a job by yourself. That’s all there is to it. We’re one team.

Q: What would your advice be for the next generation of builders entering this field?

Ortiz: No matter your level of education, you’re always able to make progress and learn every day. This is something I say to Jonathan a lot. There are so many things he knows from his past experiences that I have no idea about and would love to learn. And there are things I went to school for that he doesn’t know. If you’re passionate and willing to put in the work, you can move through the company and do whatever you want to do. Just work hard and you will see the end results.

Quezada: People notice when you put in the time. I can say, “See that place? I worked on that.” You have pride in what you do. You’re building things people notice. In this company, they want you to progress and become better. Right now, I’m taking blueprint reading and safety courses within DPR and I’m also doing a carpentry apprenticeship. These things just show that DPR cares. If you want to move up, they will not say no.

Dooley: It’s important to be reliable and hardworking. As long as you’re hardworking, the knowledge will come. And be open to learning experiences. You have to be willing to teach the next builder who might not know as much, and you never know who will teach you something. We’re one team, and I learn from the others on the jobsite all the time.

In the midst of the uncertainties brought about by the COVID-19 pandemic, DPR Construction overcame a variety of challenges to complete a ground-up, three-story office building for satellite internet provider Viasat on a six-acre site in Germantown, MD. The project, a structural steel-framed building with a curtain wall, brick, and composite metal panel exterior envelope, is the first ground-up office building completed by DPR in the Washington, D.C. metro area. The project also included a 200-car parking garage and extensive site work. Designed by Gensler, the facility will be the new East Coast home for 150 of Viasat’s engineers and support staff.

Effects from the pandemic hit the Viasat team in March of 2020, well into the project and during a time of critical project activities. In compliance with local and state government mandates, the job site was initially shut down for three weeks. Once work resumed, construction workers had to be 6-ft. apart at all times, which significantly impacted the schedule.

To communicate the schedule impact to the client, the team relied on the DPR data team (based in the Washington D.C office) to support an extended construction schedule. Utilizing data from CMiC, the data team created a graph that included pre-and post-shutdown productivity levels. This graph visually identified the project shutdowns and lost productivity, and it created a consensus around a realistic end date for the project.

“COVID-19 was one of the biggest challenges and most uncertain situations I've encountered in my career. The entire team’s ability to adapt to the environment that COVID created for us was phenomenal,” noted Stephen Hatch, Viasat Project Manager, and Levine Investment Owner Representative.

To adapt to the pandemic's challenges, the team utilized a large shell space inside the new building that allowed them to conduct daily meetings with trade partners while maintaining a safe distance. The team relied on virtual tools to continue to keep the lines of communication open between all stakeholders. Daniel Burson, DPR’s project manager noted, “Viasat’s West Coast headquarters is in Carlsbad, CA, the building owner and architect Gensler are both located in Phoenix, AZ, and the project itself took place in Maryland. Even before the pandemic, we were utilizing video conferencing, so we didn’t skip a beat when everyone else was going virtual for the first time.”

Pandemic effects asides, a constructability challenge was the significant amount of earthwork that had to be done early on in construction. Breaking ground in early 2019, the team overcame the challenge of mass excavation during the wettest year on record for the area.

“Our successful solution was introducing lime into the soil, which allowed us to achieve moisture and compaction requirements that would otherwise have been unattainable. This solution helped us meet our scheduled date for earthwork, even with all the rain in that year,” Burson said.

Ultimately, the project was completed in Fall 2020 with plaudits to go around. “The DPR team’s adaptability and consistent communication throughout the course of this project were impeccable,” Hatch said. “Their reporting techniques were clear and never left me with questions on cost or schedule.”

Implementing strategic practices and processes to increase efficiency is common practice in the architect, engineer and contractor industry, but what sets a general contractor and its trade partners apart is how that production mindset truly manifests across the organization and into its projects, specifically around safety.

By adopting a production mindset that prioritizes work done safely, we can identify, plan, rectify and fix potential harmful issues well before teams are affected by them. But, to get there, it takes the effort and commitment of every individual who sets foot on the job to make it happen.

Consider the following benefits of how this type of strategic mindset not only acknowledges and builds upon productivity and time savings, but also allows teams to meet their goal of zero incidents.

• Full Visibility—By practicing openness and transparency, teams create trust. It improves morale and lowers job-related stress. When the goal is safety, teams are open to share feedback with each other, giving each team member a sense of responsibility.

• Real-Time Insights and Updates—Safety alerts via a shared software platform or notification system allows teams to gather information in real time. This eliminates wait time on reports, instantly increases response times, and can help teams prepare for what may come.

• Minimize Disruption—Creating a project specific safety master plan that includes fall protection and the control of hazardous energy eliminates time wasted due to service interruptions, damage to materials, service equipment, tools, and injuries on job sites. Teams can prevent down-time and increase speed of care if incidents occur. With the right planning, unsafe conditions can be anticipated and recognized, therefore, mitigated.

• Maximize Efficiency—All work involves proper planning. Teams need to think of worst-case and unlikely scenarios and work from there to ensure they have done everything possible to prevent injury. With this type of vigilance and commitment to safety, speed of completion and quality of work increases.

Clients may have many goals and needs in mind, from budget and schedule to the quality of the work. But a focused production mindset does not have to simply stop with these goals. The elements of this frame of mind translate to every level of an organization.

This post was written by Mark Thompson, Leader of Evergreen Innovation Group (EIG), a commercial electrical contractor and strategic partner of DPR.

Self-perform, prefabrication, and VDC capabilities shine on a complex hospital vertical expansion.

Everything’s bigger in Texas and the ever-expanding footprint of healthcare facilities in North Texas is no different. It also provides an abundance of opportunity for DPR’s technical expertise in building highly complex medical facilities, oftentimes on occupied campuses currently caring for patients around the clock.

One healthcare provider took advantage of a myriad of Ever Forward innovations in DPR’s toolbox, using prefabrication, digital building models, and augmented reality (AR) to coordinate a three-story, 90,000-sq.-ft. vertical expansion above a functioning Emergency Department (ED)—all while navigating the COVID-19 pandemic. The DPR-client partnership approach and "one team" mindset feeds the hunger to continue to move the needle for continuous improvement.

The four-phase project consists of a third and fourth floor patient room build-out, relocating three departments, all while expanding and improving the operational flow of many other existing spaces. The vertical expansion is currently in its second phase and targeted for overall completion in the summer of 2022. DPR previously completed the hospital’s ED expansion, and provided counsel on how to ensure possible expansion of campus master planning in the future.

“The original drawings specified that the air handling unit be located at a certain point on the roof, but after coordinating with our trade partners, we noticed that if it stayed in that location, the hospital would face challenges if they wanted to further expand vertically,” said DPR’s Amanda Thomas. “They trusted DPR, they saw what we saw, and they supported our plan to revise the location and save their staff conflict later in the future.”

Prefab Making Milestones

The project team leveraged prefabricated panels from DPR’s strategic partner, Digital Building Components, to help circumvent some of the challenges of working on an active healthcare campus. This vertical expansion is Digital Building’s first deployment of fully finished EIFS and ACM panels in Texas.

Building three stories vertically on a one-story building with an ER directly underneath left little room for costly scaffolding without a lot of shoring beneath, as it would substantially affect the function of the ED, so prefab made sense as a solution. The Digital Building system installed is made to accept another future two-story vertical expansion without compromising the waterproofing integrity of the system. However, that wasn’t the only reason that implementing prefab was a significant solution.

“The key benefit to prefabricating exterior panels was that we accomplished in three weeks what we would conventionally do in three months: framing, sheeting, waterproofing, and preparing for window installations,” said Digital Building’s David Kloubec. “The front-facing side was installed in nine days. It was pretty exciting to watch and we’re very proud of the result.”

AR and As-built Verification

Another innovative application came from DPR’s Virtual Design and Construction (VDC) toolbox: a combination of BIM and a mixed-reality platform called Visual Live. The entire project’s virtual model was used to track real-time production progress on existing construction conditions and trade installations using an AR HoloLens wearable and a tablet.

“The advantage of this approach is that no one needs to guess—you are standing at the actual location on-site and looking at the model on your iPad and seeing it through the HoloLens in the building,” said DPR’s Yoganand Mandali.

The platform allows the team to leverage all the upfront efforts spent on model coordination to minimize issues in the field. This “apples to apples” approach to quality assurance gives a leg up to catching issues versus looking at two or three different 2D plans to see what is being installed in each area. It also allows for remote streaming: a superintendent can resolve issues by sharing the field conditions instantly with designers at off-site locations.

Self-Perform Success

DPR’s self-perform concrete, drywall and waterproofing teams played a huge role in project development.

“With VDC, we were able to determine what our priority walls were, where they were located, and what needed to be built first,” said DPR's Jeremy Wiginton. “We established a plan and our self-perform interiors team built it accordingly. We also were able to show the owner what we intended to build and what was actually built in a much easier way.”

“By having several key scopes of work performed by our professionals, we were able to be nimble and quickly adapt to the project's needs and reduce unknown for our client,” said DPR’s Wes Schreiber. With so many DPR teams working through a Takt Plan schedule that included specific zoning for each trade and material, the teams and trade partners were able to work alongside each other and exhibit agility and flexibility when transitioning to other zones to complete their work.

A collaboration between DPR Construction and a San Francisco Bay Area nonprofit will create more opportunities for former criminal offenders to pursue meaningful careers in the trades, potentially even with DPR.

Jericho Project provides treatment and job training to chemically dependent former offenders who are committed to recovery and rehabilitation. It is 100 percent self-funded, and participants receive housing, treatment, education, physical training, social development and vocational training so they can become productive and successful members of society.

DPR's Special Services Group, a “special ops team” specializing in quick turnaround projects, was hired to upgrade some of Jericho’s housing facilities as well as double the space for its classroom and vocational training facility. The new 72,000-sq.-ft. warehouse includes the latest equipment and technology in a wide variety of construction mock-up training areas, such as welding, metal work, work word, electrical and plumbing.

With Jericho Project residents seeking training in the trades, the project meant those residents could work side-by-side with DPR’s crews. “It made sense to integrate the Jericho team to get them some great construction training for their education,” said DPR’s Kevin Shea. “It was like they were working for DPR.”

One of the biggest challenges of working within an existing building was navigating around unexpected issues, some structural, some related to the HVAC system. Bringing the project team together to come up with solutions on the go was critical to keeping the project going.

“A personal highlight for me was learning the trade of construction,” said Lentrell Hicks, a resident of Jericho Project. “I knew things about construction, but I didn’t know the depth of it and how much I can support myself with it. I’ve been learning some of the trade for HVACs and pipe fitting; those are the two aspects I’ve worked with DPR on.”

With these new building and equipment upgrades, Jericho Project can now expand its vocational training offerings and become accredited through the National Center for Construction Education and Research. Anyone who finishes the program will have their own registration number and can work for any construction company across the U.S., even DPR, which has more than 3,000 self-perform Craft workers and is actively working to build and develop that workforce.

“In working so closely with these guys at DPR, it's unique how the whole situation comes together, the interest that DPR had in the program and what it actually does for the people around them,” said Nick Rodgers, program director for Jericho Project. “We’ve come together to work towards one common goal, which is to get this project built.”

“This is one of those times where your job is very personal,” said Shea.

Repurposing vacant commercial spaces—ranging from warehouses to offices—to suit the needs for pharmaceutical research and development (R&D) or production seems like a win-win for property owners and life sciences organizations. Commercial facilities, though, often need specific and sometimes significant upgrades to accommodate life sciences firms.

“It’s similar to how warehouse spaces need a lot of upgrades to house data centers,” said Dave Ross, one of DPR Construction’s life sciences experts. “It’s tempting to think these facilities are plug-and-play, but both life sciences firms and commercial owners need to consider some things to affordably make these facilities a great match for pharma.”

Life sciences customers should consider how much work is needed to get a former commercial space ready for the intensive systems of their manufacturing and research facilities. Similarly, commercial property owners should look at their assets and determine if it makes sense to upgrade spaces to make them more attractive to life sciences buyers.

Research vs. Manufacturing

How the space will be used—whether for manufacturing or research—needs to be determined upfront.

“Typical commercial office buildings are generally not well suited for conversion into Biotech cGMP manufacturing facilities. They typically work better for R&D conversion.” said DPR’s Scott Strom, also a life sciences expert. “Conversely, high bay tilt-up buildings typically work better for cGMP manufacturing. They can also work for an R&D lab, but not as efficiently.”

Strom recommends an ordered assessment of existing building conversion potential. First, consider the bones of the building and site considerations.

“This is the first essential hurdle to clear, where the buildings floor to floor height, structural loading, type of construction, fire rating, and space availability for larger MEP systems are assessed,” added Strom. “If they do not meet the more robust requirements of a lab or manufacturing program, the building is typically not a good candidate. Work-arounds do exist, however they often lead to a building being viewed as a Class B or C option in the market.”

Second, look for any second-generation space benefits to the building in question. Among many considerations are if the current HVAC system is sufficient for the office portion of a Life Sciences facility, or if existing primary electric infrastructure can be maintained and expanded.

How’s the Floor?

Height and number of floors is another critical factor. For manufacturing, an existing building with a larger footprint and only a couple of floors is typically best. For R&D, low to mid-rise solutions are easier to convert than high-rise buildings. Life Sciences buildings require high air flow and large ductwork so taller floor-to-floor heights are preferred.

“No one likes an empty asset, but if an owner or a pharmaceutical firm does the back-of-the-envelope math, the wrong floor-to-floor height might not make sense for either of their purposes,” said Ross.

Even with proper floor-to-floor height, floor fire ratings must often be upgraded to accommodate higher chemical inventories required for either R&D or manufacturing requirements, maintaining fire barrier separation of exhaust systems serving each chemical control area creates many challenges.

But it is possible to work around those challenges with the right team in place when design begins.

How’s the Roof?

For almost all life sciences uses, the building roof structure’s ability to hold a higher live load is important.

“Many existing commercial-use spaces have simple roof designs,” Ross said. “A life sciences manufacturer might need to put a dozen air handlers and exhaust fans on the roof. We had one customer spend more money on roof structure upgrades than on process pipe, for instance.”

It is recommended that property owners invest in a structural analysis early on in their due diligence. Upgrading the roof can have a domino effect on many of the rest of the structure’s lateral force resisting design elements.

Service Yard Space

Many buildings do not provide sufficient areas for bulk gas tank deliveries, emergency generators, and other needed systems.

“At the very least, anything the owner of an asset can do to facilitate this is going to be in an advantageous position for life sciences customers,” Ross said. But the considerations extend to the end user, too.

“Recently, in Florida, a life sciences customer realized that, until they really settled on what they were producing in the building, they didn’t really know if they had enough space outside the building,” Ross said. “Size is what people usually look at, but suitability is the bigger issue. Every site is different. Sometimes you can solve it by building above rather than beside, but more space can mean more flexibility.”

“Ultimately, there are a lot of ways to make these conversions work,” Ross said. “It’s more that all parties need to go in with their eyes open, work closely with design and construction partners even before the papers are signed and even educate commercial owners on how to make their assets more attractive to potential buyers or tenants.”

Mark Whitson, a member of DPR's management committee, shares lessons learned coming off an unprecedented year and how leveraging a team of teams approach supports the next leg of DPR’s journey.

What has been the single most important factor in keeping the company moving forward when so many challenges have seemingly come one after another?

One of the things we did early on, in the wake of the pandemic, is to really focus on staying true to who we are: A builder of great things, on a mission to be one of the most admired companies by the end of the decade. Mission 2030, as we refer to it, helps us be strategic around how to take care of our people, customers, partners and projects. Even though uncertainty lingers and will continue to be a part of life for the foreseeable future, we’ve proven what we can do when we stay true to who we are.

What are some of the lessons DPR is taking forward?

There are so many but a few that come to mind are…Data differentiates us; we proved that if we have consistency in our data we can increase efficiency and keep people safe. Cascading our communications throughout the company in real-time keeps the company feel smaller, more intimate and connected. Realizing a whole other gear in our flywheel that we can operate in if we increase the connectedness and strength of our matrix organization—by truly leveraging a team of teams approach.

What does a team of teams approach mean? What does it look like?

DPR’s strength has always come from immense focus on our culture and shared leadership throughout all of our teams; from leadership teams to our project teams. Several years ago, we embraced several of the key principles from General Stanley McChrystal’s book, Team of Teams, around creating shared awareness and understanding throughout the company along with empowerment in execution. It truly fits our culture and allows us to ensure our teams are not only empowered but connected in a way that ensures consistency while maintaining individualization.

What did we try differently in 2020 and how does this approach support us on our way to Mission 2030?

Like everyone, we were faced with a variety of new challenges. To help address them we implemented a series of “tiger teams,” teams put together for specific purpose for a limited duration of time. This is really an extension of the Team of Teams concept that allowed us to streamline our efforts to solve specific challenges, take advantage of different opportunities, provide unique developmental experiences to our leaders, and connect our teams in a way that helped integrate key leaders from across the company. This approach builds on the foundation of our culture while leveraging smaller, diverse groups of people to innovate, implement and improve the way we plan, work, communicate and make decisions—and will be transformative on our journey.

A new year ushers in new beginnings. Some of DPR’s newly transitioned employees shared what they’re most looking forward to in 2021:

Starting each year is reinvigorating and 2021 feels even more refreshing knowing the character, commitment and collaboration our team has shown in the previous year. This year, we are continuing work with long-standing customers and beginning work with some of our newest. I’m thrilled at the opportunity to deliver with the best builders at the bottom of the peninsula!

– Adrian Barrios, South Florida Business Unit

I am most looking forward to continuing to grow the builder mindset and skillset within all people at DPR in 2021. This includes providing new learning and development opportunities to our craft teammates, which are going to be awesome!

– Angie Weyant, Craft People Practices

I’m excited about the launch of DPR’s new collaborative learning experience platform, DPR Learning. This will provide competency-based training on-demand and on the job based on an individual’s role and goals, including more consistent and accessible training for craft teammates. It also enables us to scale training infrastructure in support of the broader DPR family of companies, as well as external project team members, suppliers and the communities we serve.

– Kristi Conlon, Learning and Development

I am looking forward to so many things, and hopefully we get them: vaccines for COVID, reduced virtual meetings, returning to reasonable travel, socializing and connecting more with family, friends and work family across DPR. For DPR, I am looking forward to continued emphasis on getting everyone home safely—by keeping a safe mindset; engagement at a personal level with our builders; planning for all possible outcomes so that DPR projects are the safest in the industry; and learning as we go so that we have continual improvement as we to build great things.

– Michelle Gray, Environmental Health and Safety

We’re breaking ground for our new Raleigh-Durham office and I’m looking forward to working with our teams to leverage the new space and transform our capabilities in self-perform, prefabrication and collaboration.

– Shawn Pepple, Raleigh-Durham Business Unit

I look forward to being able to shake the hands of our self-perform craftworkers, who continue to show us that we are builders at our core. I have immense gratitude for their continued efforts during the pandemic, and we owe them our heartfelt thanks.

– Stephen Terni, Quality

2020 was a year of challenge and change. The subsequent worry and stress that accompanied these events made many wish to put it all behind them. But some found silver linings and opportunities to persevere.

Near the end of 2020, Great Things talked to industry leaders, architects, partners and customers about what they learned over the past year, and what they are looking forward to in 2021.

More than anything, interviewees indicated that despite such a physically, mentally and emotionally challenging year, people rose to the occasion. Diverse teams came together to support each other both personally and professionally, utilized new technologies and platforms to make work easier and safer, and learned that communicating with colleagues in the office next door is just as easy as communicating with those in offices across the country.

Finding Flexibility

Jay Bowman is a principal at FMI, an advisor and investment firm to the construction and engineering industry, and serves as managing director of research and analytics. Bowman noted that, like most businesses, FMI learned how to adapt to new working conditions, but as a happy side effect, it taught him how to engage with clients in a new way.

“At the end of the day, this is such a relationship-driven business and you have to take that time to check in with clients when there’s no projects. They want to know what’s going on just as you do. And I think this has been a real eye opener for me in how we can strengthen client relationships.”

He is optimistic that the challenges of 2020 have strengthened resolve, not just at FMI, but across companies and industries.

“Everyone was thrown this curveball, and we all had to figure out a way to adjust, and I think most people learned how to do that really well,” said Bowman. “We found a way to keep doing our work—we had to do it a bit differently—but we found a way. So the next time something like this comes along, whether that be another pandemic or something else, maybe we’ll feel like we have more control, we can do better, and we’ll make it through this one just as well as we made it through the last one.”

Respect and Positivity

Andy Dahl was a furloughed DPR project manager during the height of coronavirus, in part because the job site he was working on at an active hospital was shut down to reduce the spread of COVID-19. Dahl spoke about the respect and comradery he found on the site when the project resumed later in the summer, at a time when a new social justice movement was emerging.

“As long as there's a mutual respect and there's an environment of honesty, you can have these tough conversations regarding racism, sexism, politics, religion, whatever you want to talk about. Work together as a team, have the same goals, be respectful of one another.”

Dahl, who is back on the job in Charlotte, actively chooses to see the silver lining in what, for him, has been a difficult and emotional year.

“No one can control how you think about things and how you want to see it,” he said. “It's a personal choice and a personal responsibility, I am going to choose to see the good in this even if I can't see it right now. There's good in this and I'll find it.”

Developing Relationships with Colleagues

Matt McDonald, a principal at architecture firm Corgan, said his biggest worry for 2021 is the economy and the environment around lending, given its importance in the architecture and construction industry.

“There’s so much of what we do that deals with finances and borrowing money, and if there are new protocols that make lending and borrowing money challenging, that’s going to really have an impact on a lot of things we do”

He noted how important good communication is going to be in 2021, since most companies have now adjusted to working remotely for nearly a year.

“You take advantage of the unplanned interactions that happen in the office, and when you don’t have those, you have to make a special effort to stay in touch with folks.

However, this has turned into a silver lining for McDonald.

“I think we have developed relationships differently. Internally as a firm, we’re doing a lot more cross-collaboration with different market sectors, and different offices. Everyone is remote so it’s just as easy to talk to someone from your office as it is to talk to people in other cities. The collaboration across the firm has dramatically increased.”

Prioritizing Safety

James Singletary is a superintendent with DPR, based in Tennessee. He noted that despite awkward changes to new on-site procedures, building safety protocols into the daily workflow and morning safety meetings eased the transition, making it a seamless part of the workday.

“Some people adapted to it easier than other people, but it was a good change. Obviously, we were facing a worldwide epidemic, so they realized it wasn’t just DPR holding anyone to a standard, but it was a serious health issue that they really needed to take measures with, and everyone was on board.”

New Leadership Style to Support a Next Normal

Denton Wilson of Atrium Health has worked with DPR teams on many of his organization’s new and existing properties. He is most concerned about the unknown going in 2021, especially trying to define what the “next normal” looks like.

“We're going to have to answer, ‘what is the new norm?’ We know that the old norm doesn’t fit today’s needs, and it’s never coming back. We know where we are today is not the norm, but we don't know what the norm is going to be, and more importantly, we don't know when we're going to get it.”

And while Wilson acknowledges the stress from 2020 will not instantly vanish in the new year, he expressed the need for a new leadership style in 2021 that focuses on the holistic needs of diverse teams.

“More so this year than ever, needing to know about people skills is huge for leaders, because you have to be able to read people through a screen versus being in front of them and reading body language, so every word matters. The best thing you can do as a leader is to understand what your team needs, give them what they need, stop trying to micromanage them, celebrate their praises, and let them do their job. If you can’t inspire someone, you’re not being the best leader you can be.”

Wilson leaves this piece of advice for 2021: “Write down the positives and negatives of the past year. I think you’ll find there are more positives than negatives. The only way we’ll transition to the next year is to sit down and figure out what we want out of it. Otherwise, you’ll just continue thinking about the negatives and you won’t move on, and that’s not where we need to be.”

While there are many things that remain unpredictable, one thing is clear: 2020 amid its challenges fostered ingenuity and new ways of working and connecting in what has traditionally been a face-to-face, relationship-driven industry.

George Pfeffer, who serves on DPR’s Management Committee said, “the industry responded in a way that proves we can adapt to even the most daunting of crises, persevere in the face of the most destructive of natural forces, and stand together in time of division. This past year forced us to re-examine what we find important, the health and safety of our people, and how we bring our personal ethics into our working lives and move forward.”

In a year of unprecedented upheaval, we continue to see reasons for hope as people rise to the challenge of helping others in their communities. DPR Construction has a long history of embracing Community Initiatives (CI), evidenced recently by DPR Raleigh-Durham’s undertaking a CI project for the Boys & Girls Clubs of Central Carolina to help startup a new Club location in Pittsboro, N.C. DPR, a self-performing general contractor, is exercising skills-based volunteering by leveraging its expertise as a technical builder to support this project.

With renovations to an existing 2,700-sq.-ft. building scheduled to get underway this spring, DPR is now well into preconstruction on this future Boys & Girls Club location. No stranger to virtual design and construction (VDC), DPR used laser scanning to capture existing conditions of the interior and exterior of the building, including grades, to evaluate accessibility and potential expansion of the building.

Kyle Shipp, a senior MEP coordinator and smart buildings lead for DPR, was first introduced to the idea of establishing a Boys & Girls Club in Pittsboro while serving on the Town Board of Commissioners.

“Once I was aware of the Pittsboro community’s desire to have a local Boys & Girls Club, I knew this project would align perfectly with what DPR has to offer its nonprofit organizations,” said Shipp.

“Working alongside a local architect, Hobbs Architects, DPR used preconstruction to support the project’s planning efforts for developing costing alternatives and to manage the permitting,” said Shipp.

DPR field tech engineer Gabriel Osuna provided the laser scan data to the local architect team for their use in design, while simultaneously giving them the opportunity to become more familiar with technology like laser scanning and resultant point clouds.

Paul Drake from Hobbs Architects noted how VDC was helping the team.

“DPR provided us with very detailed 3D scans of the building, allowing us to verify building measurements and grade elevations to complete a feasibility study for the Boys & Girls Club,” said Drake.

In the coming months, DPR will continue to support these renovation efforts to quickly move the Boys & Girls Clubs into their new facility to begin offering their dynamic programs and services to Pittsboro youth.

“Boys & Girls Clubs are, above all else, safe places for all children to learn, grow and play. In order to fully realize that mission, our building spaces must be designed with that in mind,” said CEO of the Boys & Girls Clubs of Central Carolina, Daniel K. Simmons. “The cutting-edge assessment and design work currently underway for the Pittsboro Boys & Girls Club will ensure that the club is both welcoming and accessible to any child who wishes to attend from day one.”

Now leading the Advisory Board for the new Club as work progresses, Shipp is excited for what this new Boys & Girls Club location will provide Pittsboro youth for years to come.

“We have a really great group of people who are working hard on starting this club. It’s been an exciting and rewarding experience to be involved with a community initiative project like this from the very beginning,” shared Shipp.

When children receiving medical treatment at Diamond Children’s Medical Center look out of the window, the first thing they notice will likely be the bright and comforting artwork featuring images of puppies, familiar Sonoran Desert animals, and a range of sea life. The 900 sq. ft. mural is hard to miss.

As the general contractor of the soon-to-be-opened pediatric hematology and oncology facility at the Tucson children’s hospital, the project team at DPR Construction conceptualized the large-scale art when looking for a way to leave something special behind for the young patients receiving care. The mural is painted in direct view of the patient treatment area on the wall of the parking structure adjacent to the new clinic.

Diamond Children’s Medical Center is the pediatric hospital associated with Banner–University Medicine and its other two adult hospitals, Banner –University Medical Center–Tucson and Banner–University Medical Center-South.

“We wanted something whimsical and fun that would bring a bit of joy to the children going through an incredibly challenging time in their lives,” said DPR Construction project executive Matt Thrower.“Patients spend a lot of time in these spaces and it was important for us to contribute something meaningful to the hospital and community.”

The mural was painted by local artist Joe Pagac who used augmented reality to make the characters come to life. The technology transforms the viewing experience and enables 3D digital content to be superimposed over the art when viewed through a smart device like a tablet or phone.

DPR coordinated the mural’s development and worked with the entire project team of designers and trade partners to raise the funding for the mural.

“We presented the proposal to the Banner – University Medicine and Diamond Children’s team and the Banner Health Foundation, and were blown away by their excitement and support,” said Thrower. “The companies that are building the pediatric hematology and oncology center came together in a big way. We were able to fully fund the project and wall repairs needed to make this a reality.”

Tucson is already home to nearly 60 vibrant murals, so the addition was a natural fit in the desert city. Thrower said the desert scenery and animals pay homage to the town’s Southwest location while the fantasy and underwater elements were added to let viewers’ imagination run wild.

DPR recently celebrated the early topping out of the Wharf Phase II Parcel 10 project in Washington, D.C. This high-profile development sits right on the Washington Channel, which runs parallel to the Potomac River. The project is DPR’s first fully ground-up commercial office project in Washington, D.C., a milestone in and of itself.

Parcel 10 will be a Trophy office building consisting of four stories of commercial office space and ground-level retail. The office floors will feature curtainwall facades with extensive terraces and outdoor spaces on the 2nd and 5th floors. The building is targeting LEED® Platinum certification.

“In September, after almost a year of extensive planning in the preconstruction phase, the team was asked to mobilize sooner than anticipated,” Chris Lillis, DPR Project Executive said. “We made careful schedule and planning adjustments that allowed everyone involved to be fully aligned on day one to start work early when shop drawings were nearly completed which allowed us to undertake the construction process smoothly.”

Ongoing coordination with the owner has been imperative to our success at achieving their vision. Throughout the design process, we proved our ability to think quickly to provide solutions. The team has worked tirelessly to adapt and make changes happen for the owner.

“The Wharf Phase II is one of the highest-profile developments in the D.C. area that occurred during the pandemic, so a lot of eyes were on us," said Lillis. "It’s an honor to work on a project that will become a signature building for this area."

DPR Construction recently celebrated the topping out of SRM Concrete’s new corporate headquarters. Located on 40 acres of land just outside of Smyrna, Tennessee, the 84,000 sq.-ft., five-story concrete structure will serve as the home base for SRM Concrete. The building will include office space, a full-service cafeteria, a high-end workout facility, and a daycare for employee’s children.

“The custom of raising a tree to commemorate the building’s topping out celebrates the construction process and is viewed as the first introduction of the building to the public. It really honors the accomplishments of the construction team. The tree signifies that construction has reached its highest point without loss of life or injury, and it sends well wishes for the future inhabitants of the building,” said DPR Project Engineer, Sam Rowland.

The new corporate headquarters will include seven different concrete finishes, many of which will be shown off in the open atrium lobby. A monolithic grand staircase serves as the lobby’s main focal point, providing access to the second floor which features an outdoor amenity deck with green space, roof planters, artificial turf, and connected conference rooms.

One of the most distinguishing features in the building is that there are no 90-degree angles at any concrete location. All concrete structures are radiused at the corners which complement the cylindrical columns located throughout the building.

“To build a new home for one of our trade partners is a real honor, and to have so many unique concrete attributes allows us to really show the diversity and constructability of the material itself. What has been called a “Celebration of Concrete” by our design team, has really come to life with a lot of hard work and pre-planning between the DPR team, EOA Architects, Charter Construction and SRM Concrete. We are very excited and proud to be able to hand over the keys to a family legacy when this project is complete,” said DPR Project Manager, Matt Morren.

Additional interior features include polished aggregate concrete floors and demountable partitions which provide the option for an open floor plan or individual offices as needed.

The building also includes several features to assist with sustainability and economic efficiency. The mechanical system will be supported by a geothermal system that includes a mechanical vault connected to almost two hundred 500-ft. wells, eliminating the need for electric re-heating. Additionally, the exterior of the building will be enclosed by a curtain wall system from floor to deck ensuring a maximum gain of natural light.

“The geothermal system will provide a long-lasting and sustainable heating and cooling system. This eliminates the need for a cooling tower and keeps a constant temperature in the building. The units during the summer months will push the heat back into the earth, and the units will receive heat from the earth during the winter months,” said DPR Superintendent, Bryan Adams.

The project is scheduled to be complete by the end of 2021.

In honor of Women in Construction Week, March 7-13, and International Women’s Day on March 8, DPR Construction interviewed women working on projects to get their perspective on what it’s like to work in the construction industry today, the challenges and opportunities they have faced in their career, and what they love most about being a builder.

Allison Anderson, Project Manager, Greenville, SC, has construction expertise across sectors, but her most recent project has been in the healthcare core market. After spending her early career trying to prove her place as a woman in the construction industry, she realized success comes down to having respect for everyone on the team.

“When you boil it all down, it really does come down to respect for the individual.”

Amanda Thomas, Project Manager, Dallas-Fort Worth, is currently the sole project manager on a vertical expansion project for a healthcare customer. Thomas sees the shift to a more diverse workforce, and the impact that diversity can bring to the team.

“People in construction are starting to see the positive value that having a diverse team on a jobsite has. Bringing those people together can really be powerful and can be a key attribute to the success of a project.”

Ashley Johnson, Project Manager, Atlanta, is currently working on a healthcare project. Being a builder in this sector is meaningful to her because of the impacts healthcare services provide to people and their communities.

“Construction can be a very demanding yet rewarding career. It has a level of technical focus, it requires intent, collaboration and coordination. Sometimes a lot can be on the line, and sometimes what’s on the line is someone’s life.”

Becky Chahal, Project Manager, San Francisco Bay Area, finds the most rewarding projects are those in the life sciences or healthcare core markets that provide integral health services to their communities. She has learned to celebrate the contributions she can bring to her team as a woman in the industry.

“I’ve really started to celebrate the differences [of being a woman in construction]. I do bring different values and different contributions to the jobsite every day.

Dichelle Burrus, Project Executive, Houston, brings 15 years of experience, working primarily in the healthcare and advanced technology sectors, and is currently leading the construction of a biomanufacturing project in College Station, TX. She attributes her success to having a great team environment with her colleagues.

“Being a great teammate is crucial to a construction project because one single person can’t build everything out here on their own.”

Emily Blair, Project Manager, Seattle, is working on a tenant improvement for a life sciences manufacturing suite. With more than 14 years in the construction industry, she is excited to see the number of women present on job sites, and the opportunities for growth that are available to them.

“It’s becoming more normal and commonplace to see women on job sites and in operational roles. It’s great that at DPR you see a ton of women in leadership positions.”

Kimberly Brown, Project Manager, Baltimore, has developed project expertise across many market sectors in her 15 years of experience, but she is currently working on a healthcare project, which like many others, makes her feel like she is part of something that is ultimately going to help others.

“It feels really good to give back, and to also be a part of something that the community needs.”

Lael Blum, Project Leader, Amsterdam, works on mission critical projects across Europe. Being a builder on a collaborative team is what excites her the most about her career in construction.

“There’s something incredible about the dynamic that’s developed on a project team when you’re working together to deliver something incredible for your client. That energy, drive and passion that comes together to support each other is really an incredible thing to be a part of.”

Lucy Villanueva, Project Executive, San Diego, is currently working on the construction of a medical center in San Marcos. She is a 25-year veteran of the construction industry, and like others, is excited to see that opportunities for women in construction have grown dramatically.

“When I first started my career… I was the only woman in the room. Now we’re in the room with other women who are amazing partners and leaders in the industry.”

Shashi Sriram, Preconstruction Manager, Phoenix, has worked on a number of projects across core markets in the Phoenix area. She finds pride in her work through her children and is happy to see more girls and women choosing construction as a career.

“Construction as an industry has become more flexible and inclusive. We’re adapting to include more women in construction and for them to also be successful in our field.”

DPR is proud to share stories of so many talented women who build and who help change the landscape of our communities.

“It feels good to be a part of something that you can look back on, and drive by, and point to, and be proud of, and can serve your community… It just feels good,” Johnson noted. “Construction is good for the soul.”

You could say construction is in Marlon Mendoza’s blood. He grew up working with his family on job sites in Southern California and points to this as the genesis of his love for the hands-on work of building. Six years after finding his way to DPR, his daily commute currently lands him on what is arguably one of the most beautiful job site locations in the country: the Oceanside Beachfront Resort (OBR) project in Oceanside, California. Mendoza and his team are working on the acoustic ceiling tile scope on this S.D. Malkin Properties development of two adjacent hotels that span two city blocks and overlook the Oceanside Pier, making it the largest beachfront development on the San Diego coastline in more than 20 years.

Q: What is your role at DPR and describe the path you took to get there?

Mendoza: I’m a foreman in charge of an ACT (Acoustic Ceiling Tile) crew on the OBR project. I’ve been around construction all my life. My dad is a construction engineer and my uncle works in residential construction. Any time I wasn’t in school, I was helping him build condos and apartments in northern Los Angeles County. I was really hands-on; that’s how I developed my skills. Then, about 20 years ago, I started working for an ACT subcontractor that did a lot of work for DPR. I could tell DPR was a good company that took care of its people. I’d come onto a job site, see them stretching and flexing and think, “What are they doing?” Now I know that the morning “stretch and flex” is just one example of DPR taking care of us, helping us stretch our muscles before we start work.

Q: Tell us about your current project/your job.

Mendoza: This week, my crew will be doing acoustical tile installation and finishing up some ACT grid. Once those areas are complete, we can get started on the wood ceilings. It’s fast-paced work, but we’ve been on schedule the whole time. Since some spaces are tight, we’re paying close attention to trade stacking. We move in as soon the other trades are done, always making sure there’s enough space for us to maintain that six-foot distance between everybody. DPR is keeping close track of updates on regulations, and we understand that we have to follow those closely.

Q: Why do you think being a self-performing general contractor makes a difference on a project?

Mendoza: Since we’re internal, we go wherever we’re needed and we can get started working on a project sooner. That’s always a good thing. We know the work will be done consistently, according to DPR quality standards. DPR gives us the tools and training we need to be successful—and it’s not just building great things. I took a course called “Crucial Conversations” that has had a big impact on the way I approach people. It reinforced the need for me to always step back and take a moment before I react.

Q: Talk about a time in your career when you intervened to make the work on-site safer.

Mendoza: Safety is very important to all of us. Before we start, we have a morning meeting where we ask the team to fill out a pre-task plan and make sure work areas are free of obstacles or hazards. We work with Perry scaffolds and power tools, so it’s important to make sure everyone has the right tools and regular equipment inspections. By doing these simple steps, we try to eliminate any situation that might compromise a safe environment. You have to stay vigilant and be careful, even if it’s something you do all the time. You cannot get complacent.

We do similar work on every project. Our philosophy is always to proceed with caution and to not cut any corners so we can go back home safe and sound. It only takes a fraction of a second to make the wrong decision. It’s just not worth it—it’s not fair to you or your family.

Q: To be successful in your role, what skills does a person need?

Mendoza: The first one that comes to mind is a positive attitude. That allows you to learn. It opens doors so you can learn the right way, and people will be happy and willing to teach you. A willingness to grow and to get along with people is important, especially as it relates to your team. That allows you to work well together and succeed.

Q: What would your advice be for the next generation of builders entering this field?

Mendoza: My advice is to just be honest—with yourself and everyone else. Be up-front about your skills, and if there is something you don’t know, we will give you the training you need to grow. Good craftsmen will teach you what they know. Having knowledgeable people doing the work is one of the ways we keep everyone safe.

In late February 2021, the DPR Construction team at Piedmont Athens Regional Medical Center marked the topping out of the healthcare provider’s new six-story ICU Tower project in Athens, GA. This milestone is part of a multi-year phase project that also included a vertical expansion, 40 enabling renovation projects, and the demolition of an existing bed tower.

“The planning, budgeting and mock-up efforts involved with enabling the work multiple years in advance required a high level of trust, collaboration, and expertise that aided in designing an acuity-adaptable patient care tower geared towards minimizing construction renovation impacts for future use scenarios,” said Brandon Scott, a DPR Project Executive.

Frank Husted, a DPR Superintendent, piloted a drone to provide an aerial view for the team on the ground during the topping-out event. “We could not be happier with the team and the progress. Athens healthcare and its skyline will be forever changed,” said Scott. Also on hand to make the final steel connection from a lift 100 ft. in the air were Michael Burnett, CEO of Piedmont Athens Regional Medical Center, and David Sailors, Piedmont Athens Regional Medical Center Board Chair.

The project is anticipated to be completed in 2022.

Upgraded equipment installation adjacent to occupied patient rooms. Relocated ductwork in a refurbished news studio so it isn’t visible on-camera. A new collegiate sports complex where construction bumps up to the existing playing field. An office building requiring installation of solar panels and other sustainable features.

These are types of situations where DPR’s Special Services Group (SSG) thrives: smaller projects in tight spaces and occupied facilities, often on compressed schedules and with unique logistical challenges that require specialized expertise.

DPR completed about $1.1 billion worth of SSG work in 2020 and to date, has completed thousands of projects across the U.S., often flying under the radar compared to high-profile, large-scale developments. Whether a minor renovation, equipment fit out or complete interior refresh, the same partnerships and technical expertise that make “big” jobs a success are also the foundation of quick-hitting SSG projects, where DPR’s team of interior specialists navigate logistics, work in occupied facilities and manage complex teams with minimal disruption.

Navigating Logistics

SSG projects often require quick logistical coordination with clients, partners and project teams, as was the case with the University of Texas (UT) at Austin’s McCombs Field softball complex.

The primary components included 3,135 sq. ft. of renovated interior space, as well as 18,400 sq. ft. of newly constructed interior and exterior space.

“The McCombs Stadium project has been quite a challenging renovation with a compressed construction schedule, utility infrastructure effort and many adjustments throughout that has affected scope, schedule and budget,” said Dorothy Fojtik, project manager for UT. “Effective architect-contractor coordination and communication is crucial in completing the project on-time and within budget.

Close coordination on duct bank issues and connectivity between facilities was addressed at the beginning of the project’s first phase, resulting in a significant value engineering (VE) effort and ultimately giving UT substantial project savings.

That collaboration paid off when the timing changed to renovate a portion of the stadium behind the third-base dugout. With DPR already established on site and wrapping up the successful first phase, SSG crews were quickly engaged in the additional $1.5M guaranteed maximum price (GMP) contract work.

“The cooperation and collaboration that [DPR] brings to the table every day is greatly appreciated,” added Fojtik. “This atmosphere has resulted in a truly stellar project experience for everyone involved, a successful end result and a very pleased owner.”

The logistics of special projects are also compounded by the need to work in active environments.

In San Diego, the Sharp Healthcare lab automation project included several phases of construction across four occupied medical centers ranging from 500 sq. ft. to 6,000 sq. ft., and requiring equipment updates, renovations, permitting and a lot of patience. Coordination between project teams and the client were imperative because the hospital remained open, even as renovations were completed in phases.

“First, we started at Coronado Hospital,” said Sergio Sanchez, one of the project superintendents. “Then we started Grossmont Hospital, which took several phases where we had to create small containment areas and work around that. Once we were three-quarters of the way done we started Memorial Hospital.”

Additionally, the phased renovations required precise timing and cooperation between healthcare workers and the construction team to ensure shutdown of hospital infrastructure did not interfere with the care of hospital patients.

Navigating Existing Conditions

Facility occupants are one challenge. Existing buildings themselves can add other surprises.

Demolition was underway on Phase 1 of a Washington, D.C., news bureau headquarters project when the team discovered a large run of ductwork above an existing ceiling in the 7,500-sq.-ft. central equipment room that wasn’t accounted for in the mechanical, electrical and plumbing (MEP) design. This duct was part of the building’s outside air system and could not be relocated. DPR worked closely with the team to find and implement solutions to mitigate cost and schedule impacts for the MEP redesign. DPR proposed implementing building information modeling (BIM) for Phases 2 and 3 of the project to map out existing conditions and identify clashes with the MEP design early so that the new MEP infrastructure could be adjusted as needed prior to construction to fit into the space.

“We had a lot of stakeholders including the end-user and set and lighting design teams that each had a vision of what the first floor needed to look like,” said Emily Price, DPR’s project manager for the project. “Most of the first floor space was eventually going to be on camera, so it was all part of the set and lighting design. Utilizing BIM really helped us to make the most out of the space we had available for all of the MEP infrastructure in the ceilings and walls."

Moreover, active broadcasting throughout the entire project timeline meant project teams had to adhere to strict noise requirements from the client, and work within the confines of the daily broadcast schedule.

Managing Partners, Subcontractors and Budgets

Smaller projects don’t necessarily mean fewer partners or less complexity.

When a 1,100-sq.-ft. office-to-lab conversion project for existing DPR customer Neurocrine Biosciences grew to a larger-than-expected scope on the firm’s San Diego campus, the client asked DPR, who was already on the campus working on a separate project, to take over. The biggest challenge to this project was re-creating a project scope with the same budget as the original contractor, and with all the same subcontractors that were already brought onto the project.

“We knew the campus so well, so we asked the project team to check if we had equipment already on site,” said Amanda Kelly, DPR’s estimator for the project. “There was no need to get new light fixtures, for instance. We were able to re-use some materials we already had on site.”

Delays from weather and shutdowns, plus handling many subcontractors, proved a challenge for a commercial client in Milpitas, CA. Despite a rainy and muddy winter, and site shutdowns due to COVID-19, when the project resumed, the team coordinated with nearly 37 subcontractors on all aspects of the project, using detailed scheduling and preparation to complete the project within a new timeframe.

“DPR adapted to strict COVID-19 prevention guidelines set forth by the county by developing a robust safety program. This allowed them to restart construction and complete the project,” said an owner representative of the project. “Overall, the project and coordination between the owner, architect, engineers and contractors was smooth and allowed for minimal project delays.”

Do What You’re Good At

At DPR, SSG work may be at a smaller scale from “big” projects, but the approach is the same.

“DPR brings the same passion, skills and can-do attitude to all of our projects, large and small,” said Nathan Lentz, who is transitioning into his role leading SSG work for DPR. “Our SSG teams are nimble and skilled at adapting to changing circumstances on our job sites to ensure our customers’ expectations are always met, all while limiting disruptions to existing business operations.”

The Sharp Healthcare laboratory automation project is a great example of the type of technical expertise, precision and coordination DPR is adept at applying. Two of the facilities, Coronado Hospital and Chula Vista Medical Center, required delicate installation of new equipment and the simultaneous updating of existing older infrastructure to support new equipment. In the case of Chula Vista Medical Center, the 3,500-sq.-ft. facility remained operational during the equipment upgrade and was sequenced into several small phases that required detailed installation.

“All the equipment had to be precisely anchored. We laser scanned the affected areas first to make sure everything lined up,” noted Sanchez. “Every piece of equipment needed to line up exactly as designed, no exceptions.”

DPR’s self-perform work (SPW)—and its corps of more than 3,000 workers companywide—can also be instrumental for fast turnaround time and budget delivery.

For the quick turnaround at the Neurocrine site, the team saved time and money by self-performing much of the demolition, drywall, doors, frames, hardware and acoustical ceiling tiles. The result? An accelerated schedule.

“We self-performed as much as we could. When we started framing the walls, we started thinking we could beat the schedule,” said project superintendent Darryn Kellogg.

Originally scheduled to finish in mid-February 2021, the project team saw Christmas come early, wrapping up before the 2020 holiday season after about eight weeks of work.

In some instances, SSG work can also include ground-up construction, as was the case in Milpitas in the final part of a master contract to renovate eight district offices for a commercial customer.

“Remodels are always challenging. This last project went more smoothly because it was a new building, so we weren’t trying to track down drawings that were 30- or 40-years-old, or non-existent as in some of the previous projects.” said Jason Bumgardner, senior project architect with LPAS Architecture + Design, who partnered with DPR on all the district office renovations. “You’re building ground up, you’re telling the contractors exactly what you want, and that makes it much easier, versus having unknowns until the demo has begun on a project.”

California now mandates all new buildings be net zero by 2030, meaning they must generate as much energy as they use. DPR teamed with its strategic partner, EIG, to install solar panels on all offices.

“We’re an electrical contractor so when we have to do work like carpentry, it can be a challenge from an installation perspective,” said Gabrielle Reese, a senior project engineer with EIG. “This design was unique for us; it took a lot of creativity.”

EIG designed a 92kW solar array, which includes a partially attached roof racking system, as well as a unique racking system mounted onto the window awnings of the building. This will put the LEED Gold facility on the net-zero track.

“For a lot of new customers, SSG is where people get their first experience with DPR,” said Lentz. “That many longtime customers still call on our SSG crews as needs arise is proof positive of how vital these projects are in our industry. Large or small, builders just want to build. It’s why we love what we do.”

Being shrewd about the material supply chain is more than just buying in bulk, and it’s more than controlling costs. In fact, the first objective in managing the supply chain is to reduce disruptions, as low cost is of little benefit when materials show up late and delay a project.  

While disruptions in the already-complex global network aren’t new, they are increasing, and have been further exacerbated by the COVID-19 pandemic. Averaging across industries, companies can now expect supply chain disruptions lasting a month or longer to occur every 3.7 years and can expect to lose half a year’s profits over the course of a decade, according to McKinsey.  

Strong Relationships 

Understanding the material supply chain makes it possible to focus on key manufacturing relationships, proactively gain insights into supply impacts, improve collective buying power and add value to projects. It also improves efficiency in logistics and warehousing and ensures high material quality.  

Deploying a great supplier relationship management program deepens partnerships with manufacturers and opens the door to strategic sourcing opportunities, which in turn maximizes the supply chain and can lead to improved costs by aggregating a higher volume of materials to fewer targeted suppliers.   

Greater volume to fewer suppliers provides increased influence to help ensure on-time deliveries, and it improves access to real-time information related to upcoming challenges. This information can be used to advise customers and partners on upcoming opportunities and impacts, so they can make better-informed decisions. Simply put, having strong relationships with suppliers is key to navigating uncertain circumstances with a greater degree of predictability and in starting the “upward spiral” of true trade partnership. 

Early Advantages  

For DPR, as a self-performing general contractor with strategic partnerships spanning commodities to equipment to prefabricated building components, applying smart supply chain strategies helps deliver its customers’ critical facilities on time and within budget.  

Teams are beginning to see early advantages of central collection, warehousing and communication of impacts to the supply chain. This information can then be used to identify trends, highlight areas to focus on, and enable collaborative conversations with suppliers and teams to enhance outcomes and address challenges. 

Recently, on a project in North Carolina, DPR worked with the client to address the project’s escalation contingency, which was added to the project budget to cover expenses for potential cost escalation (including materials). Given the recent uncertainty in the market, and the increasingly frequent cost increases being announced by material suppliers, the contingency was larger than the project budget would allow.  

Conversations between the project team and supply chain staff focused on understanding the real impact of recent increases, and the likely future costs and trends for these materials. DPR narrowed the focus to high-cost trades, which are at the greatest risk for escalation. Armed with this information, the project team projected potential impacts by trade and developed a priority list of which trades should be locked in immediately.   

As a result, the client was able to reach their target budget without resorting to value-engineering the design, and authorized early onboarding for the trades without further competition. This allowed DPR to commit to several trade partners and lock in pricing for each major trade. “Had the savings not been provided at this stage of the project, an additional $3 million of cost savings would have been sought through redesign,” said DPR’s Josh Valliamont, who serves as project executive. 

This article was written by Tim Jed, DPR's lead for supply chain management.

In March, DPR Construction’s team at Vantage Data Center’s CA2 Campus reached the major milestone of topping out a new, four-story data center in Santa Clara, CA.

The 200,000-sq-ft. mission-critical facility, which goes by the moniker of CA23, was erected in a swift six weeks. Once completed in April 2022, the new facility will bring an additional 32 megawatts of critical IT processing power to Vantage’s multi-tenant campus.

The CA2 campus has been a multi-year, phased site re-development for Vantage, in which DPR has built 600,000-sq.-ft. of mission-critical facilities, with CA23 being the third and final building on the site. Designed by Sheehan Nagle Hartray Architects and Peoples Associated Structural Engineers, DPR broke ground on the first phase of work, the demolition of existing buildings and construction of CA21, in April 2018. Once fully completed and operational, Vantage’s nine-acre campus will provide 541,000-sq.-ft. of data center space and 77 megawatts of computing power to its tenants.

The site’s tight footprint has presented the team with several logistical challenges. As work progressed from building to building, structural steel beams were set in close proximity to customers’ leased space. In addition to new structures going up next to operating facilities, interior fit-outs have taken place concurrently in those occupied buildings.

“Pressures we face are all about the timeline,” said Sam Huckaby, Vice President of Construction in North America for Vantage Data Centers. “How fast can we get to market? That’s the biggest pressure.”

To address those pressures, DPR used prefabricated wall panels from its strategic partner Digital Building Components. This enabled a significant schedule enhancement by allowing production work to take place offsite concurrently, while prep work for the delivery and installation of those components occurs onsite. Prefabrication can mean a safer site, as well: to date, Digital Building Components has achieved more than 600,000 labor production hours with zero recordable incidents from their operations.

“Our project used a digitally prefabricated and pre-finished exterior panel system and, even though we started our exterior skin field activities after similar projects in the local area, we had our building enclosed well before all of the others,” said DPR’s Kevin Chen, who helps lead the CA2 Campus project.

In addition to prefab, DPR self-performed large scopes of concrete and interior work, which enabled DPR to control the flow of work to support a fast-paced, yet safe and healthy jobsite. Also contributing to the team’s ability to remain on schedule was DPR’s strong relationship with the City of Santa Clara, which helped expedite the permitting and tenant occupancy processes.

Vantage Data Centers was founded in 2010 and their partnership with DPR began shortly thereafter in 2012 at Vantage’s flagship Santa Clara campus, less than two miles away from CA2.

DPR Construction is hard at work on a complex renovation project at The Woman’s Hospital of Texas. The scope of work consists of 52,000 sq.-ft. of interior renovation encompassing labor and delivery and antepartum patient rooms, operating rooms, the addition of new service elevators within the existing facility, demolition of an existing parking structure and construction of a 9-story 732,500 sq.-ft. precast parking garage. Since 1976, the hospital has helped bring 170,000 babies into the world and become one of Texas’s foremost care centers for women and newborns. Located just off The Old Spanish Trail and minutes away from The Texas Medical Center, a dense 2.1-square-mile medical district in south-central Houston, The Woman’s Hospital is one of 13 in HCA Houston Healthcare’s network that together treat more than 1 million patients each year.

Much of the project’s complexity stems from the fact that it is being carried out while the facility remains occupied and fully operational, as well as from the addition of the two elevators in the core of the building. Patrick Gorman, who serves as project manager, says “the addition of two staff elevators in the core of the hospital is by far the most complex portion of this project .”

The elevator shaft was built into the structure during initial construction, designed with knockout slabs in preparation for adding the elevators later. But over the years, several projects had been undertaken in the area which lead to some unforeseen obstacles that required solutions-based strategies. Upon demolition, the team encountered numerous existing unidentified conditions with conduit, piping and steam lines that had to be rerouted to clear the way for the new elevators.

Says Gorman, “On every floor, we’ve overcome major conflicts and challenges to prepare to demolish the slabs for the shaft. But the demolition is almost complete, and we’re gearing up to start the penthouse expansion to support the elevators.”

DPR’s mechanical, electrical and plumbing expertise was vital in the planning and relocating of these existing utilities. The team worked together to come up with a plan for the complex series of shutdowns that were necessary, but that would mitigate potential downtime. They utilized an existing fusible crane disconnect that was left in place from previous work, refeeding it with normal power and using it to temporarily feed each panel as it was shut down to relocate the conduits and feeders.

“The whole project has really allowed us to showcase our abilities as a true self-perform builder,” said Gorman. When the original subcontractor was unable to man the demolition portion of the project, DPR’s self-perform corps stepped up to complete the demolition, met the schedule perfectly and smoothed out the entire process.

DPR self-perform team members are also completing the concrete on the 2000-space parking garage, which includes an expansive site work utilities package for the garage and to support the adjacent medical office building. And since the project is at a major medical center, work must align with requirements for infection control and other measures inside the hospital. The work carried out by DPR’s craft team members, including Jose Rubio and Jose Zelaya, to meet these requirements has garnered raving reviews from the hospital and its staff. Says Gorman, “We truly could not complete a project of this magnitude without their help.”

Navigating the project’s unique challenges requires extensive coordination amongst the various trades on-site and the use of VDC site models that are color coded by scope and serve as visual aids for sequencing of the work. “This job is different from the traditional approach to a project schedule,” says Robert Parham, a project engineer on the team. “We have six phases. In the first phase, we’re in 12 areas of the building at one time. Each space is phased out, so it’s a lot of communication and coordination with the trades out in the field.”

The team uses Smartsheet for collaboration and work management, meticulously reviewing every activity with the responsible foremen. The goal is not only to notify each trade of schedule commitments, but also to obtain educated buy-in from each trade on-site, committing to the schedules agreed upon with the customer. Planning includes daily coordination with facility staff on the ground, to notify them of what spaces are scheduled for work and to coordinate the various access plans.

As a result of these efforts, the project is on track for its scheduled 2021 completion.