B U I L D I N G I N N O V A T I V E S O L U T I O N S

1B U I L D I N G W I T H T H E AM E R I C A N S P I R I T : P E OP L E P R OJ E C TS CO M M U N I T I E S

w w w . b a r t o n m a l o w . c o m2

RICH withTRADITION

B U I L D I N G I N N O V A T I V E S O L U T I O N S

1

We have proudly built People, Projects and Communities in Maryland, Pennsylvania,

Washington D.C. and Virginia for over twenty-five years. In these past twenty-five years

the evolution of our operation has been aligned with the culture and core values of our

company for over ninety years.

Our work on the east coast first gained national attention with projects for the Maryland

Stadium Authority at Camden Yards, the National Aquarium, University of Virginia Health

System and the University of Maryland, where we are still building high-profile projects

today. Much of our work has been deeply rooted in healthcare and higher education, but

with our focus on the communities around us, we’ve also built many of our public schools,

energy projects and automotive facilities.

Investing heavily in forward-thinking technology to build better, safer and more cost-

effective facilities, Barton Malow has actively engaged in applied technology from

preconstruction through occupancy. Our personnel have helped set the standard and led

advancements in Building Information Modeling in the construction industry over the

past 10 years. We are leading the charge with mobile technology, virtual and augmented

reality, to incorporate technological efficiencies and innovations for our clients.

E A S T C OA S TBUILDING PEOPLE, PROJECTS AND

COMMUNITIES FOR OVER 25 YEARS

w w w . b a r t o n m a l o w . c o m2

LEADERS TRANSLATE VISION INTO REALITY

M A R V E L S P E O P L E

BOB GROTTENTHALER, PE, DBIA, LEED APSENIOR VICE PRESIDENT, EASTERN REGIONBob has over 35 years of experience in the design and construction industry. He started with Barton Malow over 20 years ago as a Project Manager and forged a path to Maryland leadership that expanded into Pennsylvania. His current role as Senior Vice President of the Eastern Region includes executive oversight of operations in Virginia, Maryland, and Pennsylvania. He also serves on the Barton Malow Company Board of Directors. As a proud Penn State alum, he has enjoyed being an integral part of projects on that campus since 1999, including the recent renovation of historic South Halls. Bob has an unparalleled passion for his hometown Steelers and enjoys international travel and visiting his grandchildren in his spare time. He serves on the Board of Governors for the Architectural Engineering Institute and is an industry representative on the Penn State PACE Advisory Board.

BEN MORGANVICE PRESIDENT, MARYLAND AND PENNSYLVANIABen started out in the industry 25 years ago as a Structural Engineer before deciding to apply his talents to construction. He worked in the field as a Superintendent, moved into the role of Project Manager, then Director, and now Vice President. He started his construction career with a minority partner (TOKI Associates, Inc.) of Barton Malow before joining the company over 19 years ago. Ben has a consistently caring attitude toward all of his clients, his projects, and his teammates. He approaches his work with a basketball philosophy using “HILDA” (Hustle, Intensity, Love, Determination and Authority) to get things done. Ben also serves on the Advisory Board for the Construction Management Program at Morgan State University and on the Roberta’s House Board of Directors. He proudly takes part in training leaders of tomorrow in the construction industry by serving as an adjunct professor at Morgan State University teaching Construction Scheduling, Construction Estimating, and Construction Observation. Furthermore, he serves as the Chairman of the Diaconate Board of the Fulton Baptist Church.

ERIK ESHLEMAN, PEVICE PRESIDENT, VIRGINIAWith 38 years of experience in the construction industry, Erik has held a variety of positions including trade work and supervision, Field Engineer, Superintendent, and Project Manager and was licensed as a Professional Engineer in Virginia in 1990. He joined Barton Malow in 2000 and served as Project Manager and Director before being promoted to Vice President. Erik has an untouchable knowledge of Virginia history and always has a good story to share no matter where his travels take him. He and his wife, Robin, love all things to do with the outdoors, especially photographing birds and other wildlife.

B U I L D I N G I N N O V A T I V E S O L U T I O N S

3

CHUCK BRAWLEYSR. PROJECT DIRECTOR, MARYLAND

With 31 years of construction experience, Chuck focuses on research and higher education clients in Maryland.

“I am energized to be working with a team committed to learning and continuous improvement. This is how we will consistently deliver greater and greater value to our clients.”

JODY LATIMERPROJECT DIRECTOR, MARYLAND AND DELAWARE

A 28-year veteran of the construction industry, Jody serves higher education and K-12 clients in Maryland and Delaware.

“I am excited to have joined a team that has core values that mirror my own and recognizes the importance of people to every project’s success! I am proud to represent Barton Malow.”

SCOTT MULLPROJECT DIRECTOR, PENNSYLVANIA

Scott’s 16 years of experience in the construction industry have covered sports, healthcare and higher education markets.

“I was originally attracted to Barton Malow because of the challenging projects they build. I have never been disappointed with the complexity of projects we work on, the daily challenges we solve, and the caliber of coworkers, clients and professionals I have the opportunity to work with.”

DAN BUCHTA, PEPROJECT DIRECTOR, VIRGINIA

Dan has 16 years of experience in the construction industry.

“It has been a privilege to work with a variety of Barton Malow employees beginning with the LEAPS program in 1999. It is a testament to the strength of our culture to consistently see a common thread of passionate professionals who embody our core values and innovative spirit, no matter the location.”

ERIC WITZKEPROJECT DIRECTOR, VIRGINIA

With 29 years of experience in the industry, Eric has extensive experience and passion for educational facilities.

“The opportunity to work with the great people who are part of the team in Virginia, the Eastern Region and Barton Malow as a whole is extremely rewarding. We have a great core group of innovative, dedicated and caring people who create the energy we need to take us to the next level. I am looking forward to working with everyone to make this a reality!”

MATT WOOD, CHCSR. PROJECT DIRECTOR, VIRGINIA

With 27 years of industry experience, Matt specializes in healthcare and education projects in Virginia.

“Barton Malow’s culture is unlike any other that I’ve experienced. There is a genuine interest in each individual as a person, as well as an overarching feeling of family. There is a focus on open communication and transparency to the employees. We do a great job of delivering quality projects for our clients, but what makes us truly different in the industry is who we are internally.”

w w w . b a r t o n m a l o w . c o m4

ENHANCED COLLABORATIONFOSTERS INNOVATIONSurrounded by Pennsylvania State University’s main campus and downtown State College, South Halls consisted of eight 1950’s residence halls and Redifer Commons. Delivered under a construction manager-led design-build contract, Barton Malow was charged with renovating the interior and exterior of the original buildings, amounting to about 250,000 square feet of existing space, as well as the construction of a new 215-bed residence hall to meet the University’s growing student population. The successful completion of the South Halls project was largely due to the integrated project delivery (IPD) principles utilized throughout the duration of the project.

Our integrated project approach nurtured creativity and innovation during design and construction to optimize safety, schedule, quality, cost, and teamwork. During design, the entire team signed a Collaboration Charter, including representatives from the PSU Office of Physical Plant, PSU Housing and Food Service, the design team, Barton Malow, and design-assist trade partners. The charter was comprised of common goals and objectives, problem-solving protocol, the use of technology, a co-location agreement, performance metrics and other components. From beginning to end, the South Halls renovation and expansion was treated as a true IPD project.

A high-level representative from PSU’s Office of Physical Plant was assigned as the Project Coach, and the PSU Architectural Engineering Department analyzed the team’s performance. The team met monthly under the coach’s guidance and AE

Department’s assistance to reflect upon the state of the team environment, review metrics, and discuss opportunities for improvement. The executive team, consisting of principals from PSU, Barton Malow, and the architect, also met quarterly to review project challenges and successes, and to ensure that a collaborative environment continued to be fostered. 360° evaluations were conducted to measure the success of the project and IPD principles being implemented. Compared to PSU’s projects completed to date without IPD techniques, South Halls had a much higher level of productivity and overall team chemistry.

The co-location agreement, paired with the monthly team meetings and quarterly executive-level meetings, required constant interaction across all groups involved in the project. By focusing on both the project and the team, potential issues with budget, schedule, quality, or the scope of work were quickly realized, evaluated, and resolved in a timely fashion. This delivery method, paired with IPD principles, strengthened the relationship between Barton Malow, the architect, and the University, amplifying the overall success of the project.

M A R V E L S S O U T H H A L L S A T P E N N S T A T E U N I V E R S I T Y

by Scott Mull

T H E P R O J E C T T E A M S H A R E S T H E I R E X P E R I E N C E O N C A M P U S

Project Recognition

Architectural Engineering Institute, Professional Practice Awards – 2014Excellence in Construction Management and Best Overall Project

American Council of Engineering Companies, North Carolina – 2014Grand Award for Engineering Excellence

Mid Atlantic Builders Exchange – 2014Craftsmanship Award

B U I L D I N G I N N O V A T I V E S O L U T I O N S

5

B U I L D I N G I N N O V A T I V E S O L U T I O N S

w w w . b a r t o n m a l o w . c o m6

WHAT’S OLD IS NEW ONCE MORE by Mike Van Sickel

This fall, Barton Malow completed a comprehensive renovation of New Cabell Hall at the University of Virginia. On the National Register of Historic Places since 1970, New Cabell Hall is one of the largest academic buildings at the University; with over 50 classrooms and 390 offices, it totals more than 159,000 square feet.

As the construction manager, Barton Malow faced several major challenges with the New Cabell Hall renovation. Early in its development, the project was put on hold due to a lack of state funding. Barton Malow worked closely with the University and the architect to provide comprehensive preconstruction services, ultimately reducing the cost by 20%.

Once under construction, innovative solutions were required to perform the complex renovation. After analyzing the building’s new mechanical system design, it was determined that the best approach to the renovation would be a phased, horizontal method – Phase 1 (basement, floors 1 and 2) and Phase 2 (floors 3, 4, and 5) – instead of the more conventional west half / east half approach. This permitted the new mechanical systems to support Phase 1 occupancy without interfering with Phase 2 construction. The horizontal approach also provided the opportunity to leave a buffer floor between the ongoing construction and occupied spaces, minimizing disruptions for students and faculty.

Exterior renovations included the careful restoration and replacement of windows throughout the building, installation of a major curtain wall and other significant upgrades to the courtyard situated between Old and New Cabell Hall. Enclosed on all sides, an access point was needed to perform the work within the courtyard. Rather than using a tower crane to lift materials over the building, a temporary tunnel was created through the west wing of New Cabell Hall for the safe transfer of materials and equipment, saving the University approximately $500,000. We were especially careful throughout planning and construction to protect Old Cabell Hall, a historic landmark built in 1890.

Significant sheeting and shoring measures were taken to ensure no damage was inflicted on Old Cabell Hall. The project’s underground utility work came within 25 feet of the historic building. Construction near Old Cabell Hall was also restricted to non-impact techniques, so as not to damage the building’s Gastavino domed ceiling.

M A R V E L S N E W C A B E L L H A L L A T U N I V E R S I T Y O F V I R G I N I A

C R A I G H I LT E N , FA C I L I T I E S MA N A G E M E N T P R O J E C T D I R E C TO R , AT U N I V E R S I T Y O F

V I R G I N I A S H A R E S H I S E X P E R I E N C E W I T H B A R TO N MA LO W

B U I L D I N G I N N O V A T I V E S O L U T I O N S

7

NEW CABELL HALL COMMITTED TO DIVERSITY51% SWaM Participation | 22.3% Small Business | 24% Women-Owned Business | 4.7% Minority-Owned Business

w w w . b a r t o n m a l o w . c o m8

SAVING LIVES, ONE RENOVATION AT A TIME

by Erik Eshleman

M A R V E L S E M E R G E N C Y D E P A R T M E N T A T V C U M E D I C A L C E N T E R

Barton Malow provided extensive preconstruction and construction services for the occupied renovation of the Virginia Commonwealth University Medical Center’s Emergency Department in downtown Richmond, Virginia. This project required the phased demolition and build out of the active Emergency Department (ED) with select demolition of structural, mechanical, plumbing, electrical and architectural elements. Barton Malow’s team was also integrated with design-assist trade partners to increase effectiveness. Classified as a Level 1 Trauma Center, the only of its kind in Central Virginia, VCU Medical Center admits an average of 4,000 traumas annually.

PLANNINGThe primary constraint on the renovation was the 24-hour nature of the facility. The hospital’s mission dictates they cannot turn away any ambulatory patients, so it was critical for our team to ensure there was ample space to treat the 95,000 patients VCU Medical Center serves each year. Significant phasing and scheduling work was completed during preconstruction with input from the architect, VCU Capital Programs, and user representatives. Swing space was created and the balance of the work was drawn up to guarantee a stable exam room count throughout construction.

COMMUNICATIONDuring the renovation of an active space, it is impossible to over-communicate. At the onset of the project, continued meetings and feedback sessions were held with users to ensure that the work had no negative impact on the operation of the ED. Formal meetings were held with ED staff during their regular operations meetings each week; however, coordination with ongoing operations required additional meetings with the Clinical Coordinators and Nurse Manager at the beginning of each shift. These meetings ensured that all parties were prepared to cope with the temporary logistical challenges brought on by the renovation. This regular, open line of communication was necessary to complete the upgrades without adversely affecting the environment of care.

“The construction crews of Barton Malow have been respectful and sensitive to the clinical needs of the department and have worked diligently to

ensure the ability to provide patient care is always a top priority.

Kathy BakerNursing Director

Virginia Commonwealth University Health System

MA R Y M E N A F R A , C L I N I C A L O P E R AT I O N S MA N A G E R AT V C U M E D I C A L C E N T E R S H A R E S H E R E X P E R I E N C E W I T H

B A R TO N MA LO W

B U I L D I N G I N N O V A T I V E S O L U T I O N S

9

B U I L D I N G I N N O V A T I V E S O L U T I O N S

w w w . b a r t o n m a l o w . c o m10

In recent years, the design-build process has become more prevalent in the design and construction industry, allowing for the seamless integration of the design team and the construction team under a single contract. The process has evolved over the last 30 years, becoming an advantageous way to develop a facility when the schedule is tight, the budget is inflexible, and the owner wants to reduce their risk by centralizing the responsibility of the project.

Barton Malow is currently managing the construction of Virginia Commonwealth University’s new Basketball Practice Facility under a design-build contract with Charlottesville-based VMDO Architects. The 62,750 square-foot, state-of-the-art facility will provide wings for both the men’s and women’s programs to include practice gymnasiums, locker rooms, lounges, coach offices, conference rooms, and video viewing and editing rooms. Shared spaces will include strength and conditioning, hydrotherapy, dining room and prep kitchen, and a two-story hall of fame.

The Barton Malow | VMDO team sees this as a partnership in which all parties work closely throughout the design and construction process to achieve common goals. The ability to collaborate in the early stages of the project has provided savings in both time and dollars, and assures the facility will meet the University’s needs. Through one cohesive team, design and construction coordination issues were resolved during the design phase rather than the construction phase, when costly change orders and schedule delays can occur.

At the Basketball Practice Facility, the design-build process has been taken one step further by implementing the design-assist approach. This approach integrated mechanical and electrical contractors into the design process at an early stage, allowing the team to resolve budget, schedule, and constructability issues on the drawing boards, instead of in the field.

Tim Lampe, Senior Associate Athletic Director at VCU, commented on the design-build process currently being implemented at the Basketball Practice Facility: “This is my first experience in design-build, and I’m enjoying the teamwork and camaraderie. In past projects, it was easy to blame the architect and that’s not the case here. Everything is seamless because we are all working together. If a challenge arises, everyone quickly gets to the issue and addresses it. This is the right team, the right people, the right personalities and the right approach. Everybody cares; everyone is fully in.”

M A R V E L S B A S K E T B A L L P R A C T I C E F A C I L I T Y AT V I R G I N I A C O M M O N W E A LT H U N I V E R S I T Y

DOUBLE BONUS: DESIGN AND BUILD by Eric Witzke

WATC H A P R E V I E W O F T H E V C U R A M S N E W P R AC T I C E FAC I L I T Y

B U I L D I N G I N N O V A T I V E S O L U T I O N S

11

“VCU Athletics cannot thank Barton Malow and VMDO enough for their hard work and creativity

on this project. Since day one, their professionalism, ingenuity and

vision has aligned with our needs and even exceeded our expectations.

This facility is an enormous project, but Barton Malow and VMDO have

responded impressively to the task of constructing a complex that will

help us win more championships and secure our place as a

Top 25 program.”

Ed McLaughlinDirector of Athletics

Virginia Commonwealth University

w w w . b a r t o n m a l o w . c o m12

ADVANCING RESEARCH,BETTERING OUR COMMUNITYOn a mission to advance its position as an academic research building leader, the University of Maryland selected Barton Malow to construct the Health Sciences Facility Phase III (HSFIII), a premier biomedical research facility designed by HOK and Design Collective. The 436,000 square-foot facility will house a vivarium, MRI suite, moveable lab casework for flexibility, and an open lab concept to increase collaboration. HSFIII will be critical in the recruitment and retention of superior faculty, students, and staff from around the world.

Slated for completion in September 2017, the 10-story HSFIII project is being delivered under a construction manager-at-risk method with a fast-tracked schedule and design-assist trade partners. The team developed metrics to not only measure performance, but evaluate the performance of the Architect, Engineers, and Owner beyond standard budgetary and schedule goals. These primary team members complete a quarterly survey to assess each party’s efforts. The entire team reviews the results and forms an action plan in order to maximize efficiency and effectiveness for everyday tasks and create stronger team relationships.

With Baltimore’s high water table, the project was designed with a 4.5-foot-thick mat slab; however, pouring the slab proved to be a major challenge early

in construction. Leaking city utilities and unforeseen soil conditions impacted the effectiveness of the dewatering system put in place to mitigate the risk of the high water table. Additional dewatering measures were put in place, and the crews worked to get the schedule back on track as soon as possible.

In order to keep the jobsite as safe as possible, Barton Malow entered into a formal partnership with Maryland OSHA. This partnership requires MOSH to visit the site to perform pre-scheduled inspections. It also requires Barton Malow to demonstrate a superior level of commitment to safety. With no lost time incidents at 44% completion, the team has upheld this commitment and continues to focus efforts on safety every day.

The main structural components are complete, and mechanical and electrical work is ongoing in the basement level. Interiors and exterior skin work have also begun. This complex facility requires a high level of coordination with all trades and major stakeholders.

by Chuck Brawley

M A R V E L S H E A LT H S C I E N C E S FA C I L I T Y I I I AT U N I V E R S I T Y O F M A R Y L A N D - B A LT I M O R E

“The Health Sciences Facility III further strengthens our footprint in west Baltimore and, as a result, our economic impact on the city and the state. We’re privileged to be able to help revitalize our

critically important Baltimore neighborhoods and the state of Maryland as a whole, and at the same time, enable biomedical research and education that has the potential to save lives.”

Jay A. Perman, MDPresident

University of Maryland

B U I L D I N G I N N O V A T I V E S O L U T I O N S

13

HSF III SEEKING LEED GOLD CERTIFICATION

34,884 tons of recycled material to date

w w w . b a r t o n m a l o w . c o m14

M A R V E L S B U I L D I N G C O M M U N I T I E S

For more than 90 years, Barton Malow leaders have shared one common goal – an extraordinary dedication to community service. This tradition has been nourished and expanded through the creation of the Barton Malow Foundation in 1954, which has spurred the company’s charitable giving to 5% of annual net profits. Additionally, the Foundation has created an organized and company-backed program for volunteerism. Starting as Community Day in 2014, this year’s Community Week allowed the Eastern Region to support and improve its communities by volunteering at My Sister’s Place, Moveable Feast, Feedmore, local Parks & Recreation departments and Habitat for Humanity. Helping out where we live, work and play is a fundamental piece of Barton Malow’s culture.

AMERICAN HEART ASSOCIATIONThe Barton Malow Foundation supports the American Heart Association annually on a national level. This year, several Virginia employees represented the Foundation at the annual Heart Ball at the Science Museum of Virginia in Richmond, which raised a record breaking $1,000,000 for the campaign!

BOWLING FOR KIDS’ SAKEAdditionally, all offices in the Eastern Region partnered with Big Brothers Big Sisters. In Baltimore and Charlottesville, teams were formed for the annual Bowling for Kids’ Sake events, where employees had a blast aiming for strikes while raising money to connect at-risk children with strong role models. Several employees also made the commitment to be a “Big” for a well deserving “Little” in their communities.

BUILDING COMMUNITIES BOWL-A-THONTo further support these two organizations and the many other charities the Foundation supports, the Baltimore team will hold the first annual Building Communities Bowling Fundraiser on October 8 at Mustang Alley’s in downtown Baltimore. The event will bring together local partners, subcontractors, and suppliers for a night of camaraderie and giving back to the community.

RVA FIELD OF DREAMS FESTThe Barton Malow Foundation has partnered with Richmond Flying Squirrels Charities and RIR Cares (Richmond International Raceway) to host the RVA Field of Dreams Fest at the Diamond, home of the Richmond Flying Squirrels, on October 2, 2015. Live music will fill the air as attendees sample some of Richmond’s finest local food and beverages. Proceeds will benefit the mission of “Renovating Richmond’s Recreation,” an impactful community campaign designed to provide recreational opportunities for youth in the city.

In conjunction with the Richmond Department of Parks, Recreation and Community Facilities, this campaign will renovate, create, and support local facilities for the inner-city youth baseball program. This initiative helps inner-city youth benefit from the many life lessons that team sports can teach. Additional proceeds will go toward the enhancement of STEM education opportunities through the Henrico County Vocational / Technical Education Foundation, Inc.

BUILDING COMMUNITIES

10.2.15 \\ THE DIAMOND \\ 4:30pm

LIVE MUSIC \\ CRAFT BEER \\ LOCAL CUISINE

CHARLES BRADLEYBLACK JOE LEWIS

THE CONGRESSNEIL TIBERT BAND

Join the community for a night at the Diamond to benefit Richmond’s inner city youth baseball and further STEM learning opportunities!

Visit www.rvafieldofdreamsfest.com to learn more about the event and purchase tickets!

M A R V E L S

MAKING JOBS SAFE THROUGH PARTNERSHIP

Check out our very own Andy Lawless,

Senior Superintendent at the University

of Maryland, Health Sciences Facility III

project, discussing Ladder Safety for this

year’s Safety Week, a national program

and partnership embraced by the

country’s largest contractors.

MIKE VAN SICKELDIRECTOR OF BUSINESS DEVELOPMENT

mike.vansickel@bartonmalow.comCONTACT FOR MORE INFORMATION

BUILDING INNOVATIVE SOLUTIONSwww.bartonmalow.com

Build it Safe, No Exceptions. At Barton Malow, our culture is built on safety through performing our work with our people, projects and communities. Our goal is to be leaders in safety by creating a learning environment and employing constant and open communication.

Innovative solutions are integrated through our Building Information Models and by engaging safety activities through predictive analysis. Safety factors are considered in a virtual environment and potential hazards in the field are identified before the work is put in place.

The Occupational Safety and Health Administration is welcomed on our jobsites through proactive partnerships. Taking the opportunity a step further, we have engaged in six formalized OSHA partnerships in the past two years in Maryland, Pennsylvania and Virginia on projects such as the Coppin State University Science and Technology Center project. The partnership goal is enhanced safety and health protection and zero injuries for workers on the project through a formalized agreement with all stakeholders and subcontractors. These partnerships encourage teams to move away from traditional enforcement methods and embrace collaborative agreements.

Additional partnerships bring safety to the forefront of our work including joining and participating in the Safety Week 2015 consortium of contractors. Being safe every day on every job site crosses competitive boundaries. Partnerships with OSHA and Safety Week bring increased awareness on our projects and in our communities, sending people home safe every day.