Five years after its founding, the organization established its Leadership in Energy and Environmental Design (LEED) green building rating system to promote practices and certify projects that improve the health and wellbeing of building occupants as well as the economic, operational, and environmental performance of the buildings themselves. Now in its fifth iteration, LEED v5 was launched in April 2025 and features changes to the rating system for Building Design and Construction (BD+C), Interior Design and Construction (ID+C), and Operations and Maintenance (O+M) which more closely align with environmental goals and business priorities.

Further, LEED v5 embeds resilience into the decision-making process through credits such as the Climate Resilience Assessment Prerequisite, which is required for all projects and helps teams identify and evaluate climate and natural-hazard risks early in the planning process, driving long-term value for the building owners, occupants, and the greater community.

The changes have shifted how credit points are weighted. The points are now aligned around three impact areas: decarbonization, quality of life, and ecological conservation and restoration, with resilience and equity integrated within the quality of life area and woven throughout the rating system. These are the areas in which the organization feels the building industry needs to lead to accelerate the positive impacts therein.

Building intentionally
Each version of LEED has incrementally leveled up the degree of thoughtfulness and intention behind a building’s design and function and that is also true of v5, which addresses the changing circumstances building owners face as the urgency of climate change grows. The goal is to ensure that buildings perform under normal conditions, as well as the extraordinary ones.

“We know that buildings need to do more to perform well under normal conditions, but they also need to be prepared for future climate risks, for acute and chronic stressors, to support occupant health and safety and contribute to stronger communities,” Associate Director, LEED Technical Development, Karema Enos, explains. “We’re asking teams to really think more intentionally about the risks [to] their building, the acute and chronic risks that they may face over time, including hazards like extreme heat, like flooding, like wildfire and storms, all these things that we’ve been seeing more and more of.”

LEED v5 requires project teams to assess observed conditions as well as projected future climate and natural-hazard data, offering a more holistic approach to building performance over the life of an asset. The framework also goes beyond risk identification to consider how those challenges may affect long-term performance and resilience. But the implications of that approach extend beyond the building itself.

“Buildings are a part of a larger social and ecological system and when they’re designed and operated well, they can reduce harm, support recovery, and contribute to community wellbeing,” notes Enos. “It’s about protecting people and operations and investments and communities.”

More operations, specifically the physical building assets, need to be prepared for the new reality. Texas is a great example of a region where unique climate challenges and vulnerability to extreme weather can have a devastating effect on public health, infrastructure, and economic strength. The state is subject to extreme heat and drought conditions which place undue pressure on the energy grid and pose challenges to the agricultural productivity of the state. These unique conditions also contribute to the growing risk of wildfires and can strain emergency-response resources.

And while Central and West Texas deal with immense heat and drought, Texas’ Gulf Coast is exposed to hurricanes, storm surge, and coastal flooding, as climate change produces storms that stall, intensify, and carry greater volumes of moisture. Intense storms can also result in significant inland flooding. Paired with accelerated sea-level rise, the storm surges become ever more damaging, particularly where there is energy infrastructure. To make matters worse, lands that are prone to extended periods of drought have less absorptive qualities and thus can experience flash flooding and conditions of soil erosion that can lead to billions of dollars in damages and lives lost.

“Earlier approaches to building performance often focus on reducing environmental impact under expected conditions, and that remains important, but today, it also needs to ask how buildings perform during stress, during disruptions, during loss of electricity, or during changing climate conditions,” explains Enos.

Investing early
As climate risks continue to grow in number and severity, resilience becomes a core driver of asset performance and operational continuity, which is why USGBC has integrated it earlier in the decision-making process to better mitigate risks that pose a threat to productivity, profitability, and ecological wellbeing, both inside the built environment and beyond.

On the subject of business continuity, Deisy Verdinez, Public Relations & Communications Director, explains, “If you don’t invest in the beginning, then a flood, a hurricane, a storm, or whatever comes through and knocks your power out even for just a couple of days, that’s lost revenue. That’s not nearly as important as human lives, but it matters to a community whether a business can still continue to operate after some sort of weather event.”

Research on post-disaster business recovery demonstrates the importance of risk mitigation and proper preparation. The Federal Emergency Management Agency (FEMA) estimates that 40 percent of businesses will not reopen following a disaster, with 25 percent of those that do reopen failing within the first year, which demonstrates the importance of risk mitigation and proper preparation. While many concerns exist over the “first costs” associated with implementing these kinds of standards, when it comes to resilience, the value is demonstrable throughout the building’s lifecycle and performance.

“What you find is that over time, it saves you a lot more money putting these [resilience strategies] in place. It’s far more expensive to replace a building than it is to protect it,” notes Enos.

Resilience as a requirement
Indeed, resilience is not a “nice to have,” but a “must have,” serving as an essential component and core principle of sustainable building practice that LEED v5 seeks to advance.

LEED v5 helps project teams move from awareness to action through the Climate Resilience Assessment prerequisite, which requires teams to identify risks early and use those findings to inform decisions that may be rewarded in later credits within the rating system, improve overall building performance, and reduce the impacts of hazard risks. “We’re helping the industry deliver buildings with lower carbon [emissions], that are healthier, that are more equitable, that are more ecologically responsible, that are more resilient—and that has a domino effect on the industry,” says Enos.

As the LEED v5 rating system is implemented by more project teams, USGBC can begin to learn from early adopters and collect more performance data to inform future versions of LEED. “Those experiences will help demonstrate what resilience looks like across different project teams, in different regions and communities, so we look to learn more and see how things shape up for v6,” notes Enos.

A test of time
As projects pursue LEED v5 certification, the market can expect a new standard for building operation, function, and aesthetics to emerge, while reaping the countless advantages of truly sustainable (and resilient) design.

For Enos, “What LEED v5 does is help make those strategies more consistent, measurable, and scalable. It’s intended to be rigorous, but it’s also flexible enough to recognize that strategies look different depending on your geography, your building type, your site conditions, and your community’s needs. That is the entire purpose of having a ‘Certified’ to ‘Platinum’ scale.”

As implementation takes place, USGBC will continue to offer education, tools, and support to project teams to encourage and promote its adoption, raising the bar for projects and accelerating market transformation in the process.

And, as the market navigates this change, USGBC will continue to identify new ways to advance the standards that push the industry and the performance of the built environment forward for the wellbeing of all.

The post Building Resilience<p class="company">U.S. Green Building Council (USGBC)</p> appeared first on Construction In Focus.

For nearly 40 years, John Cannon Homes has been bringing prestige to Sarasota and Manatee Counties. With exquisite craftsmanship and refined service, it has established itself as the standard of luxury along Florida’s Gulf Coast. With over 3,000 homes built, 450 of which can be found along the coastline, discerning clients who expect nothing but the best turn to John Cannon Homes to fulfill their dreams and cement their legacies in homes that impress and inspire.

Building the foundation of luxury
John Cannon Homes was founded in the late 1980s, 10 years after the company’s namesake and driving force graduated from Michigan State University. Having gained experience of his own in the market, alongside his wife Phillippa, John Cannon launched the company out of his own home and quickly grew its reputation and impact on the market.

“They were able to do that because of their attention to detail, which is really what we’re known for, and their hard work, which is the foundation that they’ve laid for the business. We owe it all to my parents,” explains Jack Cannon, who serves as Manager for the firm.

In no time, the company was recognized by the Sarasota Herald-Tribune as Best Home Builder in the area, a nod it has now received for 35 years running, an acknowledgement of the exquisite homes it crafts and the overall excellence the firm strives to achieve in all that it does.

Clients turn to John Cannon Homes for its full-service approach to custom luxury. From site selection through to design and construction, the company has curated a white-glove approach that is as remarkable as the homes that it builds.

The firm’s in-house architectural services, design teams, and trusted network of subcontractors bring immense talent and experience to projects, enabling John Cannon Homes to tailor its services to client needs every step of the way. As its website states, “It’s your dream, we just build it.”

Dream fulfillment
John Cannon Homes are synonymous with luxury, prestige, and an impeccable attention to detail that is unmatched in the market. This level of artistry is only possible because of the talent contained within its ranks and the commitment to excellence that permeates every level of the organization.

From Jack Cannon’s perspective, “I can’t stress that enough, how much the people we work with make such a difference in delivering that experience to the customers.” He credits the team’s “construction knowledge and understanding of the bigger picture,” for being able to consistently deliver projects that inspire. “We have many employees who have been here for over 30 years, so we’ve kind of had a lot of the same people and a lot of the same leadership in place to help continue to deliver the exceptional homes that our customers expect,” he shares.

While national builders are challenged with securing skilled talent, John Cannon Homes has some of the best in the market and has held onto them for decades to ensure that the level of artistry and craftsmanship it promises is delivered every time. The ability to work on projects that embody such a high standard of quality and luxury is a big draw for this top talent, and this goes a long way to ensuring quality is prioritized in every aspect of every build—and always backed by an industry-leading warranty.

“The homes we build are exceptional. They truly are, in terms of the size, quality, interest, attention to detail. It represents an opportunity for people who are exceptional at what they do to showcase how exceptional they are,” says Cannon. “We take a lot of pride in working with great people and we just try to do a great job to let the experience and the product speak for itself.”

Award-winning luxury
Indeed, the quality of John Cannon Homes does speak for itself, which is why the firm continues to amass countless awards for its work as a builder and for the culture it has fostered as an employer.

“The very best part is, of course, not just the end product, but the experience itself, so we really take that to heart in wanting to deliver a white-glove experience where we are the experts and are there to guide clients through the process and make it as fun as possible,” explains Cannon, who acknowledges the emotion and stress that goes into building a dream home.

With more than 450 industry awards over its history, including its 35-year reign as Sarasota’s “Best Home Builder” in the Sarasota Herald-Tribune’s Community Choice Awards, John Cannon Homes is also a nationally ranked top workplace per Pro Builder magazine, one of Tampa Bay’s 50 Fastest-Growing Companies per the Tampa Bay Business Journal, and most recently, a two-time Aurora Award winner for its Oulina and Pindari II models.

The Oulina Model, a contemporary design that features clean lines and integrated glass to create interplay between the interior and exterior of the home, received the Grand Aurora Award, which is reserved for only the best. Ranging from 2,500 to 4,999 square feet with a private backyard boat dock, the Oulina is the pinnacle of coastal living, which is why it received top honors for its design and function.

John Cannon Homes was also the recipient of the Silver Aurora Award for the Pindari II and its elevated luxury interior design, which was created in collaboration with Clive Daniel Home. The warm, organic contemporary design of this home balances clean, modern lines while adding inviting warmth through the integration of natural elements and natural light that bring the outdoors in, placing it among the foremost architectural and design projects in the Southeast.

A legacy in the making
With projects like the Oulina and Pindari II, John Cannon Homes is renowned for thoughtful architecture, innovative design, and unmatched craftsmanship, which is made possible only because of the people and the processes that bring its projects to life. Now, with the second generation of Cannons in the business in Jack and his sister Rachel, who also serves as Manager, the company is looking to continue building its own legacy long into the future.

The immediate goal is to enable John and Phillippa to retire, though Jack acknowledges that his father will surely never fully retire from the work and the business that he loves so much. “I’d like them to be able to enjoy themselves after such a long and successful career doing what they do and the foundation they’ve laid—not only for me and my sister, but for this community, for the employees, just all the success they’ve had,” he says.

This means more than just ensuring profitability; it means continuing to give credence to the reputation that John Cannon Homes has become synonymous with, upholding the quality homes and service that it has come to be regarded for, while also working to “shape the future of Sarasota and Manatee Counties.”

As a member of the Board of Directors of the Suncoast Builders Association, Jack is part of a collective working to establish an apprenticeship program in the area that will enable firms like John Cannon Homes to continue to secure industry-leading talent long into the future, which is paramount to its continued success.

Understanding that at the heart of every John Cannon Homes home is talent and artistry, experience and knowledge, and the ability to repeatedly bring dreams to life through their builds, people are the key to delivering projects that exude luxury and embody the dreams and visions of the people who call those projects home.

The post A Legacy of Luxury and Craftsmanship<p class="company">John Cannon Homes</p> appeared first on Construction In Focus.

Legacy businesses don’t survive through happenstance. In fact, the rate of failure of these generational businesses speak for themselves, which means the Strauch family has unlocked the secret to longevity. Now, with brother and sister team Ethan Strauch and Kelli Strauch Kadlec onboard alongside their father Mark, they are looking to take the business to the next level in a big way by reinvesting in capacity and people to make their mark on the legacy of the company for generations to come.

More than a commodity
Certainly, Floor Craft specializes in flooring, but it is the level of service delivery that sets it apart from the rest.

From its 30,000-square-foot facility in Colorado Springs, which includes a 10,000-square-foot showroom, a 5,000-square-foot area dedicated to in-house customization, and an adjacent warehouse, the company offers the foremost selection of carpet, hardwood, LVP, tile, laminate, and the various installation materials needed to create an impeccable finish. It has the products and the know-how to get any job done.

Serving everyone from DIYers to builders and contractors and commercial clients, the team at Floor Craft can support projects from start to finish and over the last several years, there has been a major push to build in-house capacity to be able to scale the company to deliver even greater impact. “A huge part of our growth is definitely attributed to our dad,” says Kelli. “He’s really the one that took it from a small mom and pop place that did well, but wasn’t nearly as big as we are now,” which is attributed to his ability to build relationships and his integrity as a person.

Speaking with Ethan and Kelli, you quickly get a sense of the person Mark Strauch is. Categorically one of those “salt of the earth” types, he is responsible for a significant part of Floor Craft’s growth and success and laid the groundwork for its future trajectory.

Credited for being process-oriented, which has enabled the company to remain service-centric as it has grown, his children now look to do the same through modernization and strategic hiring. And the timing was right, too.

“We went paperless in 2019 via PDF editors and a cloud-based ERP system, and we had no idea COVID was coming, but it did and that enabled us to have a couple of employees who worked remotely,” notes Kelli.

“A lot of credit to Dad,” Ethan reiterates. “He could have easily been resistant and told us to wait until he was out of the business, but he’s given a lot of freedom for us to implement ideas.”

The siblings pay credit to their father for being a remarkable and present dad, knowing what it takes to achieve a work-life balance in that role, which is another motivating factor for why they wanted to modernize company processes—they want to be able to run the business and enjoy life with their families at the same time. “It’s not like we overhauled the workflow; we just basically digitized it,” explains Ethan, which enables them to work remotely and more efficiently.

Kelli and Ethan also credit their mom, who held down the fort at home while Mark handled the business. With no stay-at-home parent to undertake those duties on their behalf, Kelli and Ethan are consciously investing in capacity so that the business and their families can both thrive. “What we’ve done over the last five years with our growth is find the right people and treat them in a way that lets us hold onto the right people and allow good people to run a good business,” says Ethan. This approach supports growth “without all of that growth going through our inboxes.”

Investments have also been made in a new ERP system, which Ethan refers to as “the last piece of the legacy technology puzzle.” With high interest rates, rising costs, and greater economic uncertainty having an impact on the market, the time was right to implement a change of that magnitude without interrupting business, which would have otherwise been impossible between 2021 and 2024 when COVID backlogs dominated the day to day.

Investing in the future
By investing in people and capacity, Floor Craft continues to ensure it brings quality flooring and service that is second to none to the market, all while creating an environment where people succeed. As a family-owned and operated company, the sense of family and belonging extends beyond the bloodline to those who drive value for the company each day, which results in loyalty from customers and employees alike.

Certainly, the company’s longevity is impressive, but so too is the tenure within its ranks. Throughout the years, Floor Craft has had several 40-plus year employees, with one having worked with all generations of Strauchs. This level of expertise plays well at every level—whether a small project or a substantial one, every customer receives the same high-end service.

According to Ethan, the goal is to “set things up where the high tide raises all boats,” ensuring that when the company wins, everyone wins. “If we’re doing well, we’re sharing that with the company,” he says of an incentive program that extends to the entire team, as well as a generous benefits policy to take care of the people who take care of their customers. “We believe that everyone from the warehouse to the accounting team makes the job happen, whether or not the customer directly interfaces with them or not,” he continues.

This reinforces the commitment of the team to drive value day in and day out for customers and further emphasizes that integrity is at the heart of everything Floor Craft does.

A path forward
For Floor Craft, the path forward is simple: continue to live the values that have served the company and the market for over 80 years. Its people-first focus from start to finish is why the company continues to ride out challenging market conditions to remain on top.

“We’ve been very fortunate that we’re a generally pretty stable company. We’re not immune to the economy’s variations any more than any other company, but the fact that we do retail remodel, new construction, and commercial, it’s generally a pendulum: when the builders slow down, the remodels pick up, or when the builders are booming, the showroom might be slower,” Ethan explains of the market diversity that sustains the firm.

And, while some things might change, like ERP systems and modern processes, one thing will always remain the same, just as it has for more than eight decades: the core of the business will be built upon integrity.

“At our core, that’s what I feel is most important, is being a company of integrity. We’re always trying to do the right thing and do right by our customers,” says Kelli, who takes it to heart that this is more than just a family business; it’s a legacy in which she and her brother are playing a major part.

The post Backed by Generations of Care<p class="company">Floor Craft</p> appeared first on Construction In Focus.

Luckily, adaptive reuse has the capacity to replace demolition and new construction as a viable alternative that promotes sustainability, cost savings, and a slew of other advantages.

A Canadian case study examining life-cycle assessments for existing buildings showed that adaptive reuse can achieve whole-life carbon reductions of nearly 30 to 70 percent or more compared with demolition and new construction on the same site, which will be key to achieving sustainability targets. This means that adaptive reuse can no longer be a niche offering, but instead it must become a core competency for those companies looking to make their mark on the industry moving forward.

What is adaptive reuse?
Adaptive reuse is an approach that takes what is old and makes it new again. When the conditions are right, the results are spectacular. However, they are not without their challenges.

Adaptive reuse comes in many forms, with countless examples of exceptional design and execution. And, while many sites hold historical significance that are preserved through this approach, adaptive reuse isn’t reserved for that application alone.

From commercial and industrial spaces like old factories and warehouses, to cultural or heritage spaces like churches and schools, these spaces can find new life with secondary purpose as residential, retail, hospitality, or even tech campuses. The structural simplicity and staying power of these buildings, paired with high ceiling heights, often make them a viable choice. In many cases, these structures were built to last.

While historic preservation and restoration is a big part of adaptive reuse, repurposing and urban infill are other ways the approach is being leveraged to promote sustainability and optimize available space and existing infrastructure to meet the needs of a community. Repurposing existing or obsolete buildings preserves their heritage and architectural character, but it also presents an opportunity to reduce construction costs, maintain the unique identity of a neighbourhood or a community, and craft exceptional projects that set the standard for beauty and function.

The World Economic Forum sees adaptive reuse as a critical component of community revitalization, particularly in densely populated urban centers. Not only can these structures work to breathe new life into communities, but they can also serve to create circular economies by eliminating waste and reusing, repairing, and recycling what already exists. These projects preserve embodied carbon within the building’s existing structure and materials, in addition to avoiding demolition and transportation of the refuse materials, as well as the carbon emissions attributable to the new construction. According to the American Institute of Architects, the avoidance of demolition and new construction can save anywhere between 50 and 75 percent of the carbon emissions that an identical building built new would generate.

With no demolition costs or land acquisition costs, as well as the common provision of tax breaks or grants to support these kinds of developments which utilize existing infrastructure, there are certainly advantages to be had.

Not all that glitters is gold
More than 30 percent of buildings are demolished for reasons that have nothing to do with the physical state of the building, but rather the land itself, and it can take up to 80 years for a new energy-efficient building to offset the impacts of its construction. And, to top it off, residential rehabilitation creates 50 percent more jobs than new construction. But there are many other considerations that need to be made before moving forward with adaptive reuse.

Many of these advantages, particularly the financial savings, depend greatly on the building itself, the condition it is in, and the contingencies that are uncovered during construction. Not every structure is suitable for adaptive reuse and those that are selected are not without their challenges. In many cases, the outcomes are impressive, but the costs of remediation are high, especially where problems are hidden beneath the surface.

Adaptive reuse can also come with a great deal of unpredictability during the construction process, with challenges emerging like lead, asbestos, information gaps throughout the years, and the need for specialized labour to complete complex retrofits, among others. This means that any costs that were saved during demolition can manifest in the form of discovery costs.

Further, from an architectural standpoint, older structures often come with their share of spatial compromises, as well as the potential for zoning, regulatory, or building code compliance issues, though many of these can be mitigated on the front end.

To ensure the success of an adaptive reuse project, work must be done to gauge the degree of risk associated with a project. While not every challenge can be foreseen or anticipated, early structural assessments are worth the time and investment.

Successful adaptive reuse projects also depend on a design that respects the existing structure, function, and history, while embodying modern designs and materials that complement that character. By creating harmony and interplay between the historic and modern components, staying true to the space and not manufacturing authenticity, but rather letting the space shine for itself, these projects bring value to the market that cannot be achieved by new construction alone.

Giving structures a second chance
If governments hope to achieve emissions reduction targets and meet the needs of their growing populations and communities, particularly in urban areas where land and resources are at a premium, adaptive reuse will have to remain a part of the conversation.

If sustainability is a priority, the focus cannot solely be on the construction of new state-of-the-art buildings, but rather, a sustainable overall approach to construction, which includes considering adaptive reuse and giving existing properties a chance to shine, particularly those that were built to last.

While not all projects are suited for this approach, there is a growing acknowledgement of its economic and environmental impacts. Even building standards like LEED v5 are increasingly supporting its adoption through rewards for embodied carbon reduction and efforts to decouple building reuse credits from new construction, as well as other changes that encourage the use of the approach where it makes sense to do so.

As American architect Carl Elefante is credited as saying, “The greenest building is the one that already exists,” which means that via adaptive reuse, the foundation for success is already there; it just needs a creative and visionary team to bring it back to life.

The post Reimagining the Past Through Adaptive Reuse<p class="company">A Historic Twist on Modern Construction</p> appeared first on Construction In Focus.

A leader in the North American geoexchange market, Geosource Energy is a relatively small second-generation Canadian operation that is having a significant market impact by providing Earth Powered Solutions™ to clients across North America and beyond.

Using geothermal energy, which is generated and stored beneath the Earth’s surface, the company’s geoexchange systems provide cost-effective and highly efficient heating, cooling, and hot water for new construction and retrofit projects that seek to set the bar for sustainability and performance.

Backed by proprietary technology and a unique approach, over its 20-plus year history Geosource Energy has drilled over six million linear feet for more than 400 successful projects across Canada and the United States, establishing itself as a leader in the field and a true champion of geothermal.

Why choose geothermal?
An investment in geothermal is an investment in reduced energy use, and thus, lower demand on the grid, fewer emissions, lower life cycle costs, more predictable monthly rates, and optimal year-round comfort; it’s a win for both people and the environment, which is why a greater number of utilities and government entities are doubling down on these investments.

Geothermal systems are proven more sustainable versus conventional HVAC systems, while also being more cost-effective over the long term. In fact, users can experience 25 to 50 percent lower energy costs as a result of the investment, while the underground infrastructure can outlast the structure itself. As CEO Stan Reitsma notes, studies have shown that, “For every dollar that’s saved there, there’s nine dollars saved on the grid.”

In a market marred by volatility and unpredictability, particularly where energy is concerned, the untapped potential of geothermal to add capacity to the grid is something worth exploring. Studies are underway to better understand how geoexchange systems can be used to support the grid as it faces unprecedented demand, particularly in the wake of mass data centre expansion.

Naturally, a big driver in the U.S. is from utilities as they seek to meet this growing demand—more specifically, they are investigating the role of geothermal in cooling storage and demand side power management for data centres as they continue to come online at an impressive pace. “If they can start proving out geothermal for data centres, that’s going to create a whole different type of expansion in the market,” says Vice President Kate Cheng, an area that Geosource Energy is prepared to undertake.

Why choose Geosource?
With more than 20 years of experience offering utility grade construction services and best-in-class drilling and expertise, Geosource Energy is not only a leader in geothermal but also a technology leader who sets the bar and continues to drive the industry forward.

“One of the big differentiators we have is our drill rigs. Geosource has worked with Novamac, our drill manufacturer, for many, many years now and we have only one type of drill rig that we use across our entire company,” says Cheng of the highly flexible dual rotary drill rig which enables work to be done in even the most challenging conditions.

Since 2008, Geosource Energy has been positioning the bore field below a building’s footprint, a proprietary process referred to as At Grade, which allows the drilling to take place before excavation starts (though it can come at any point during new construction or retrofits thanks to angle drilling). Angle drilling enables Geosource Energy to go beneath infrastructure like roadways, buildings, or greenspace without disturbance, using a central location and a concentrated workspace to minimize the impact of its operations.

“When you’re in urban environments drilling next to multifamily buildings with balconies five feet from where you’re drilling, we really limit the acoustic impact of our drill rigs and we’ve developed specialized equipment that allows us to containerize all of our operations so we’re not a big messy site with spoils and grout flying around in the air,” Cheng explains.

This enables the team to get maximum capacity from a limited area, which is particularly useful for retrofit projects like 240 Markland in the Greater Toronto Area, where geoexchange not only improved overall energy efficiency, but also reduced the property’s energy reliance.

“We try to limit the amount of space that we’re actually using to do the geo by putting them very close together at surface and then spreading it out underground,” explains Reitsma, who notes space requirements can be reduced by upwards of 95 percent. “If we had not angle drilled, they would not have been able to retrofit those buildings. They didn’t have enough space.”

This patent-protected process optimizes the trade sequence and drives value from a project’s outset, and to ensure that the benefits of its use are not limited by Geosource’s own capacity, which has been tested by growing demand, the company will license out the technology to other drillers to ensure that industry best practices are being implemented.

This drive to advance geothermal is part of the company’s DNA. According to Cheng, “Our core innovation tenets being equipment innovation, process innovation, and data-driven operations means design improvements based on real performance data, new tools for geothermal field analysis, and intelligence for operational systems,” which enables the company to undertake industry-leading projects that move the needle forward for geothermal and sustainable construction.

Setting the bar
Geosource Energy has a rich portfolio of projects highlighting the value it brings to the market. At the University of Toronto’s St. George campus, Geosource Energy drilled 372 boreholes at 250 meters per borehole (approximately half the height of the CN Tower) to complete the largest operational urban geothermal/geoexchange system in Canada. The project boasts an energy capacity with a storage equivalent of 250,000 electric vehicle batteries and it has cut greenhouse gas emissions by up to 17,000 tonnes annually.

The demonstrated value for institutional operations is incredible, which is why more and more such clients are integrating geoexchange into their projects. There is a desire to reap the long-term benefits, deemed worthy of their upfront costs.

This was also the case recently at the new Western Memorial Regional Hospital in Corner Brook, Newfoundland and Labrador where Geosource designed and installed the geothermal system, which included 375 boreholes spanning 600 feet below the parking lot. Recognized as North America’s largest hospital geothermal system, the geoexchange system provides 100 percent of the hospital’s heating, replacing electric baseboards with a more efficient system that has resulted in a 50 percent reduction in electricity use.

These are the kinds of results Geosource has delivered in Canada over its 20-plus year history, and now it continues to make history south of the border as well. Selected by Lendlease for the 1 Java Street project, a residential development in Brooklyn comprising 834 rental units—30 percent of which are designated as affordable housing—as well as nearly 13,000 square feet of neighbourhood-oriented retail space, Geosource’s expertise and ability to execute is in high demand, and for good reason.

Upon completion, 1 Java Street became the largest geothermal residential project in the United States, thanks to Geosource Energy’s vertical closed loop geoexchange system comprising 321 boreholes at a depth of 500 feet. This system will reduce annual carbon emissions from heating and cooling by 53 percent compared with typical residential systems and as an all-electric building, emissions will be eliminated.

This project also set the stage for additional work in the U.S. and as such, Geosource made the decision to establish a U.S. headquarters in Manhattan to support growth in demand.

For instance, Geosource recently partnered with Honeywell on the John F. Kennedy Elementary School project in Boston, the city’s first geothermal retrofit of a school in the area. Certainly, the geology of the area presents unique challenges, but Geosource was up to the task.

Cheng credits the rigs as “a big part of what makes us so flexible in different geologies because no matter what the geology is, we can tool up to do rotary drilling.”

It’s a good thing, too, because interest is being generated out west with other major projects like Oracle Global Headquarters in Nashville, which means neither geology nor geography is going to stop the company’s success.

The growing push for decarbonization
For clients, geothermal can serve as a component part of achieving net zero/low-carbon outcomes and Geosource Energy, with its acute awareness that only a percentage of the market has been spoken for, continues to push on.

“We all work together trying to decarbonize the industry and we have a solutions mindset related to that,” explains Cheng, which is why Geosource continues to experience growth in demand for its expertise around North America, and even the world.

According to Cheng, “We have the practicality and work ethic of a field-driven construction company but with the analytical approach of an engineering and technology organization.” This is backed by an unmatched depth of experience in the field, actionable data, and technology leadership that enables the company to find success no matter where projects may take it.

With interest even being generated overseas, where there is growing recognition of the potential impact of geoexchange, Geosource Energy is a Canadian company who has become a global authority in geothermal. This is a team that continues to advance the market through exceptional projects and unmatched performance, raising the bar for an entire industry in the process.

The post Raising the Standard for Geothermal<p class="company">Geosource Energy</p> appeared first on Construction In Focus.

For good reason, play is even protected as a fundamental right in Article 31 of the United Nations Convention on the Rights of the Child, deep recognition of the benefits of play and the importance of its role in development. Play is paramount to cognitive, physical, emotional, and social development, which makes it good for the mind, body, and soul. It is where imagination comes to life, where challenges and fears are faced, and where relationships with others and the environment are navigated.

While play can happen almost anywhere, one of the most accessible locations for play is found in public parks and playgrounds where children can congregate and be free to explore and where the imagination can run wild. From spaceships and pirate ships to castles in faraway lands, a playground can become whatever a child’s mind can muster. It is a blank canvas where children can be anything, or anyone, they want to be, particularly when the equipment and the space have been optimized for use and safety.

Fun for all ages and abilities
Any discussion about safe and inclusive spaces must begin with universal design (UD), a principled approach to creating spaces, places, and products that support access, safety, and inclusion in the built environment, enabling use by all people regardless of age or ability. Where UD is applied, there is no need to require special adaptations as they are already considered and incorporated into the design proactively and thoughtfully.

Established by architect Ronald Mace at North Carolina State University, UD is built upon seven principles including equitable use, flexibility in use, simple and intuitive use, perceptible information, tolerance for error, low physical effort, and size and space for approach/use.

Whether it is the inclusion of automated sliding doors, the use of symbols and language, tactile flooring, lever-style doors or handles, or ensuring that spaces are barrier-free and have room to manoeuvre, UD is the consideration of the component parts of a space that contribute to the functioning of the whole. For instance, an inclusive park is one that seeks to remove physical and social barriers to interaction and enjoyment of the equipment and lands, or the inclusion of sensory zones and quiet areas, and so much more. From the design to the materials, like swings with harness supports and wheelchair-accessible structures with double-wide ramps, these spaces are designed for use by all.

The importance of play
Play stimulates brain development which supports cognitive function including the ability to think critically, solve problems, navigate challenges, and build confidence in one’s fine and gross motor skills and abilities, as well as social skills. Whether engaging individually or as a part of a collective, public recreational spaces offer countless opportunities for social interaction where children (and adults) can cooperate, empathize, share, and navigate disputes.

Children especially benefit from unstructured play time, which supports the development of their independence, confidence, and ability to navigate their own feelings of physical and emotional safety. And while this is true of children, adults also stand to benefit from time spent in play in parks and public spaces, as it serves to support cognitive growth and memory, physical wellbeing, and emotional and social faculties at all ages.

Parks with outdoor gym equipment are gaining popularity as one way to improve access to the tools that support health and wellbeing across all ages. As not everyone has access to a gym membership, these spaces can be a gateway to a healthier physical lifestyle as well as the social and emotional wellbeing of the community as it brings different ages together in a shared, common space.

This is the same for integrated walking trails that promote physical activity for all ages. American Trails says that there is a direct correlation between the availability of trails and the health of a community, which means that where there is access to these resources, people will use them for the betterment of themselves and the community as costs and reliance on healthcare are reduced.

Gardens are another impactful form these spaces can take. Beyond their aesthetic appeal, research shows that engaging with flowers and plants can significantly impact emotional well-being. Sustainable, native plantings and even vegetable gardens can create healthy spaces where skills can be learned and the literal fruits of labour can be enjoyed, feeding the bellies of the people and the souls of the neighbourhood.

All of this play results in fun, but more importantly, the spontaneity serves to reduce stress, foster creativity, and support a more productive individual and society. At a time when anxiety and depression are at an all-time high, these kinds of experiences are truly invaluable. There is also much to be gained from interaction between people of all ages, particularly in the post-pandemic period when isolation is worse than ever before. The shared use of these spaces is an opportunity to create interpersonal bridges through design.

Whether the space acts as a communal ground for peers to meet or for new relationships to blossom, there are countless ways that such spaces can be designed to optimize their performance and the outcomes of their use.

Investing in the future
Whether it is a park upgrade, a new build, or a space that is integrated into a new development, there is plenty to consider in the design of a space to ensure that people of all ages benefit from the investment. While municipalities carry a great deal of the responsibility to ensure these safe and inclusive public spaces exist, communities are not the only ones who are investing in the future of children through play.

Canadian Tire, through its Jumpstart program, which was established in 2005 to make sport and recreation more accessible to youth, particularly those with financial barriers, is a private interest that works tirelessly to ensure play is truly inclusive for children of all ages and abilities. This empowering program seeks to bridge the gap between children and sport and recreation to ensure that everyone has access to the essential benefits therein including the previously mentioned advantages as well as the self-esteem and confidence needed to succeed in social and academic settings.

Jumpstart also helps communities build more inclusive play spaces. As it stands, there are 24 Jumpstart Inclusive Playgrounds and 19 additional inclusive play spaces supported by Jumpstart across Canada, which have been designed from the ground up to be universally accessible and enjoyed by all. From barrier-free playgrounds to multi-sport courts like inclusive baseball fields and para hockey rinks, Jumpstart is available to work with municipalities to extend the benefits to residents and communities at large.

Maintaining a standard
Like anything, the materials and equipment used to construct these communal public spaces have evolved greatly over time. High-performance flooring designed to minimize impact and maximize grip, static-free materials, and even anti-microbial surfaces can be integrated to ensure the optimal use and outcomes of the shared built environment.

As the availability and performance of materials have changed, so too have the regulations and standards to which they are subject. The structures are getting higher, more complex, and more imaginative, but not at the expense of safety.

Not only have national standards been established in the wake of these advancements, but a sector of trained inspection professionals who ensure the safety and performance of these spaces has also come to be. In North America, the National Recreation and Park Association (NRPA), the Canadian Playground Safety Institute (CPSI), and the International Play Equipment Manufacturers Association (IPEMA) are the most recognized bodies in the space and demonstrate the importance of establishing and enforcing standards to ensure that kids can be kids in the spaces that are designed for them.

Furthermore, such regulation speak volumes about the value that these spaces add to a community’s vibrance. Where these built environments encompass inclusivity and safety, and where designs are optimized for use, children and people of all ages find a sense of self, a sense of community, and a sense of imagination thanks to having a place where body and mind can be free to explore.

Maximizing return on investment
Personal and social growth is certainly an outcome of a well-designed public space, and a well-designed public space would take every opportunity to maximize return on investment (ROI) through design.

Every community has its own unique needs that can be accounted for in the design of public spaces and playgrounds, multiplying the countless benefits of their existence and use. Like any public project, successfully meeting these needs begins with community consultation. Once a baseline is established, offering the public several design options to choose from is best practice.

Once a decision is made and construction is complete, the very nature of the community will be changed for the better thanks to a new frontier for play and the countless advantages it will afford people of all ages and walks of life. Where the infrastructure of play exists, so too does the rich vibrancy of community.

The post The Infrastructure of Play<p class="company">Building up Individuals and Communities</p> appeared first on Construction In Focus.

This has been the case since the firm’s founding in 1938 by architects who shared the belief that integrating architecture, engineering, and design result in deepened relationships and enhanced creativity, a defining characteristic that continues to inform projects and enables the firm to seamlessly captures its clients’ visions.

The client
Sometimes the best clients are secured through happenstance, and that is the kind of serendipity that brought Cushing Terrell together with Paul Starita, co-founder and CEO of The Flying Pickle, a man who has a deep-rooted passion for the sport of pickleball and an idea to bring it to Treasure Valley, Idaho.

“The project that we were doing was actually for an industrial project, dry storage, and as those types of spaces went down in popularity, the owner at the time opened it up to different types of facilities and looked at different options,” explains Project Manager, Josh Shiverick. This led to a match made in heaven.

Senior Interior Designer, Jill Lee, was brought onboard to work through the interior branding process with the client, a practice that achieved so much more than originally intended.

From Shiverick’s perspective, “With Jill’s involvement, her ideas, she was really able to take Paul’s thoughts and turn them into physical objects and really created such a strong relationship and a dream come true for Paul.”

While the project was a dream come true for the client, Starita, too, was a “dream client,” who put a lot of value on wanting to develop his brand and the experience it would create for his members. Lee says, “He really valued interior design and experiential design and branding. He understood that creating something fresh and new takes time and a lot of research and creativity and care in how we would execute his goals.”

The vision
The team at Cushing Terrell took what was simply a space and created a visionary branded interior that would become trademark of The Flying Pickle as its franchises continue to take off and span the United States. The client had a clear vision, but Cushing Terrell took it far beyond what anyone could have imagined. Harnessing the passion Starita brought to the sport and the project, the team got to work.

The Flying Pickle evolved from an idea to reality through consultation, research, and a cohesive understanding that this project was to be so much more than courts to play on: it was going to be the core of a community of players of all skill levels who unite through sport.

“There are a lot of reasons why pickleball appeals to so many different types of people for different reasons and it’s just very universal, so thinking about it in that way and thinking about how exciting it is for pickleball lovers and professionals alike, it just makes us want to do a really great job for them to create spaces that they’re going to want to keep coming back to,” says Lee of the project.

When you walk through doors of The Flying Pickle, this sense of community is clear thanks to the distinct character of the space. Thoughtful design, careful material selection, and the integration of local artists all elevate the brand with local flair, and locations are curated through extensive consultation and research—which included a deep dive into the sport of pickleball.

The execution
“We have a pretty thorough design process here at Cushing Terrell and it starts and ends with research,” explains Lee, who highlights that through visioning sessions, the team gets to the very bottom of the vision by asking questions, listening intently, and understanding the desired outcome. We curate these very specific workshops where we ask a lot of questions, we dig into what the goals are from the client’s point of view,” she explains.

“That required us to do a lot of research into pickleball itself and what the origins of pickleball are—who invented it, why was it invented, where was it invented—and all of that became the foundation for our design concept for the space.”

Through these activities, Cushing Terrell discovered that pickleball was founded many decades ago by a multi-generational family in their backyard in a suburb of Seattle. It has grown in popularity throughout the years, recognized not only for the sport itself, but for the community it affords.

The interior design of the flagship location drew inspiration from the original wood paddle and the flora of the Puget Sound where the sport originated when it came to material, texture, and color selections. For Lee, “Those are all parts of the elements that we used to create a design for the space, from color and texture to the zones and all the different areas for members. When they’re not enjoying the game of pickleball, they are enjoying spaces that promote community and family and belonging and coming together in different ways.”

The front of the 49,000-square-foot building features a pro shop, restaurant, and lounge, as well as locker and shower facilities, and a flex room that can be rented for private events and pop-ups. Through the doors, players will find 17 courts that have been designed for every skill level to enjoy.

The outcome
The Flying Pickle is the first of its kind in the Treasure Valley. Prior to its establishment, lovers of the sport were relegated to playing anywhere they could, which didn’t lend to the sense of community the sport thrives on.

Architect Tina Rothermund notes, “It really is a place where the community comes together, which is unique, and I think pickleball lends itself to that. They’ve placed such an emphasis on [being a place for community] from a design perspective.”

Cushing Terrell worked with the ownership group, including professional pickleballers, to ensure that the facility performed to the highest caliber for its members, which meant testing out materials and coatings to ensure that the cushion and grip was optimal for performance.

“One of the owners is a world champion, and she definitely knows the game of pickleball and what to expect, so it was good to get input on that side. It definitely performs at a high level,” says Shiverick.

What started as one high-performance facility has led to a relationship that spans the United States. To be able to replicate the brand across locations and geographies, which introduced its own challenges given the unique facility spaces, building codes, and environmental factors of the various locales, Cushing Terrell created a Design Criteria Book that includes hundreds of pages of standard design features to be included, ensuring seamless design across locations and franchises.

The team continued to iterate these documents with lessons learned or to make improvements to ensure the design value remains consistent as well as competitively priced, given the different construction costs, budgets, labor availability, and conditions of the space being designed. For instance, the costs of construction in Meridian, Idaho will differ greatly from other states, but there is still the opportunity to maintain consistency in the design, shape, and layout of the spaces.

Discussing the ease of design of the original location, Lee notes, “The building architecture lent itself to co-locating all the member amenities and support spaces at the front when you first enter and then it opens up to this large playing area that has all the courts, and you can see the vista all the way through the building,” from both the floor and the mezzanine.

From Shiverick’s perspective, “The initial location in Meridian was just a perfect fit. Column spacing was perfect and fit the exact size of the number of courts, and it really was like it was made specifically for pickleball. It’s pretty interesting how that worked out.”

This has not been the case with later projects. “I don’t think that we have a single building yet that’s like the original one. We’re having to look at applying that same strategy to buildings that are just different,” says Lee. “We have to creatively apply our strategy that worked so well in the first one to new locations and building types around the country.”

From pre-engineered spaces to vacated retail facilities, as long as the column spacing and floor heights are suitable and dimensions are ideal, every project is workable. “There’s a certain dimension that we need in order to support good play of pickleball and professional play of pickleball,” explains Lee, which includes considerations for everything from layout and building materials to lighting and everything in between.

As The Flying Pickle projects take the firm across the country, Cushing Terrell is also being exposed to new technologies, vendors that may offer improved surface conditions, or cushion, barriers, and other components that improve the quality of the courts and thus the quality of play.

A culture of community
Through its work, Cushing Terrell not only creates spaces that meet the needs of its clients, but also relationships that carry them forward. The concept of success goes far beyond project completion.

For The Flying Pickle, a successful outcome would not have been possible without Cushing Terrell, a firm that can harness a client’s vision and energy only because internally it shares that same sense of community, passion, and pride for the work it does and the people it serves through the built environments it creates.

Now working on a soccer stadium in Treasure Valley, the team has learned a lot about not only designing branded spaces but creating places for those communities to call home, in doing so becoming a true force in the sports and recreation space.

The post Designing for the Love of Sport: A Brand Vision That Helped the Flying Pickle Soar<p class="company">Cushing Terrell</p> appeared first on Construction In Focus.

There is evidence of timber homes from the Mesolithic period (stone age), as well as Norwegian Stave churches from the 12^th and 13^th centuries where original structural wood is still intact. Today, with the advent of modern tools, the efficiency with which wood is used has greatly improved, making it an even more viable high-performance construction material. But the advent of Portland cement in the 1820s resulted in mass concrete structures becoming the standard. This was especially so when steel reinforcement was introduced in the 1850s.

However, with changing building standards and material evolutions, wood has once again gained prominence as a building material of choice, regarded for its functional, environmental, economic, and aesthetic performance.

The original green building product
Green construction was established as a formal concept in the 1960s and gained traction during the energy crisis of the 1970s, but it wasn’t until the 1980s, when it was formalized by the UN, and the 1990s, when it was enshrined through formal standards and organizations, that green building really took command of hearts, minds, and projects that sought to have a positive impact on their communities.

Over the last several decades, new rating systems and government support have reinforced these standards, encouraging the adoption of environmentally sustainable materials, approaches, and perspectives, particularly when it comes to the use of wood products.

Lumber serves as an extremely workable natural resource that has been used in construction for thousands of years but continues to contribute to the beauty and function of projects around the world, especially with the advent of mass timber engineered wood products, which are composed of multiple layers of solid wood panels held together by glue, nails, or dowels.

Engineered wood products are regarded for their high strength-to-weight ratio, which can exceed steel by 20 percent and non-reinforced concrete by four to five times. Engineered wood also boasts flexibility when compared to raw timber materials, which means they can be used for load-bearing applications and larger structures. Used for floor and ceiling beams, roof and wall panels, framing studs, door and window headers, and much more, the advantages of its use are endless but have not been recognized fully due to regulatory barriers.

One of the biggest impediments to the adoption of mass timber in North America has been outdated building codes that previously capped mass timber structures at no larger than six storeys, or 85 feet. As such, mass timber projects were limited to residential homes and smaller buildings until 2021, when regulatory changes allowed the building material to realize its full potential.

And that it did.

Built in 2022, the Ascent MKE in Milwaukee, Wisconsin is the tallest mass timber building in the world. Standing at 284.1 feet tall, the 25-storey luxury residential tower features a hybrid structure of cross-laminated timber (CLT) and glue-laminated timber (glulam) on top of a concrete podium that composes the building’s base, stair, and elevator shafts.

According to Korb Architecture, who was part of the project team, “While pushing the boundaries of mass timber design, Ascent’s development underwent ample research, testing, engineering analysis, and product certifications to prove its safety and durability.” This was achieved in partnership with the USDA’s Forest Products Laboratory in Madison, Wisconsin, where the team completed the world’s first three-hour test for glulam timber columns.

Further to being the tallest mass timber structure in the world (for now), the project exceeded building energy code standards and life safety standards. Aesthetically, much of the wood was left visible, with each apartment featuring exposed wood columns, beams, and ceilings.

The project was built in about half the time it would take for a concrete building to go up and enjoys a number of performance advantages over steel and concrete, chiefly that it sequesters nearly 7,200 metric tons of carbon dioxide, which is significant.

This ability to store carbon is the equivalent of removing 2,400 cars from the road for a year, or the amount of CO₂ emitted by heating 1,200 homes in a year, while the volume of timber used on the project can be regrown in no time at all throughout North American forests.

Economically and environmentally superior
According to a study titled Comparison of Embodied Carbon Footprint of a Mass Timber Building Structure with a Steel Equivalent (by Hemmati et al.), mass timber can result in a 19 percent reduction in emissions versus steel. It also results in a lower processing impact compared to concrete and steel as it requires less water waste. In fact, many lumber mills have turned to the wood byproducts the industry produces for use as biofuels for their facilities, which further improves the environmental performance of the material as it reduces reliance on fossil fuels for its production.

Another study found that mass timber materials have the potential to store between 9.9 and 16.5 million tons of CO₂ per year for 50 years, which equates to 12 to 20 percent of the total U.S. harvested wood products’ carbon storage for 2020. By 2034, there is the potential for mass timber to store more carbon than North America’s construction industry emits.

Where selective harvesting, forest management, and replanting practices have been instituted, the benefits of lumber as a renewable resource are truly endless. The natural cellular structure and insulative properties of lumber results in less demand on heating and cooling energy for the structure, which drives down costs and environmental impact. Likewise, lumber can help regulate humidity levels, avoiding rot and supporting a longer lifecycle.

Wood building products are also regarded for their seismic performance, fire safety (as it has been engineered to char predictably), countless environmental and aesthetic benefits and, thanks to its efficiency and the ability to prefabricate components, faster construction with less physical labour. All of these factors make the material cost-competitive and extremely valuable at a time when skilled labour is dear.

Wood also has a positive impact on the built environment and everyone in it, as exposure to nature and natural elements supports health outcomes such as improved cognitive function and psychological wellbeing, lower blood pressure and stress response, better immune function, and faster healing and recovery. Its sound absorption properties contribute to a calming environment, which makes it a design team’s dream.

A commodity worth protecting
Lumber is not only important for construction; it also constitutes a major portion of Canada’s economy, and its value is evident as it has long been the source of political tensions, chiefly the softwood lumber dispute that has long muddied relations with the U.S.

Softwood, which is derived from coniferous trees, represents the majority of wood products produced and is primarily sourced from British Columbia, while Canada’s hardwood industry is primarily based in Quebec, Ontario, and the Maritimes. Alberta is regarded for its large volumes of aspen and poplar, which are not technically hardwood but are significant contributors to the sector.

According to figures from Natural Resources Canada, the forestry sector contributed $33.4 billion to Canada’s nominal GDP in 2022, employing more than 212,000 people, with most of the lumber produced being exported (making Canada the fourth largest forest products exporter in the world). In 2022, total forest product exports generated $45.6 billion, which is subject to tariffs and restrictions imposed by the U.S. to protect the domestic industry from competition. This has resulted in Canada’s seeking new market relationships with countries like Japan, China, and EU nations.

However strong, the sector is undergoing change in Canada due in large part to the loss of large sawmills in the country, a ripple effect from the fall in demand for paper products as well as a move toward more technically efficient operations. But with the growing trend toward mass timber construction and continued demand for tried-and-true lumber products that are renewable and sustainable and contribute to the overall performance of project outcomes during construction and upon completion, wood will continue to be prioritized by construction professionals.

Lumber is good for the function and aesthetic of spaces, as well as the economic and environmental bottom lines, advantages that cannot be denied. Through sound policies, governments can ensure that the many advantages of its use in construction are maximized.

The post Centuries of Use, Continued Innovation<p class="company">Lumber, the Original Green Building Solution</p> appeared first on Construction In Focus.

For CSM Group, this has meant that, as global supply chains have shifted, with many manufacturers reshoring and strengthening their domestic footprints, CSM has built the capacity and expertise to lead even the largest, most complex projects to success across industries and sectors. The $515 million Kalamazoo Event Center—a 453,000-square-foot sports and entertainment complex developed in joint venture with Barton Malow—stands as a defining example of exactly what that means in practice. How does CSM Group get there? By doing things differently.

Focusing on its people and its purpose, on the relationships it builds and the projects that are its lifeblood, CSM Group has set the bar higher for safety and performance and advanced a model for workforce development within its own ranks that redefines how the construction industry can attract, retain, and grow talent at a time when demand is at its highest. This is a model built from the inside out; it is rooted in how CSM hires, supports, and develops its own people and extends those same expectations to the trade partners and subcontractors it brings into the fold.

Investing in people
Unceasing investment in people and new skill sets is the mark of the highest achievers across industries and sectors, especially since the shortage of skilled labor has become more pronounced in fields like construction, prompting leaders like CSM Group to radically shift their approach to talent attraction, retention, and development.

“Labor is a big challenge, and so, in manufacturing and construction, we have to think differently,” says Todd McDonald, Principal and Project Executive.

‘Differently’ in this case means several things. It means giving people second and third chances, looking beyond the actions of the individual and instead focusing on the person and their situation to understand what may be acting as a barrier to success. It also means working with partners to collectively address these systemic issues.

As McDonald notes, “Those who might be underserved, or in poverty—we may not understand their situation. We have to ask them, and then we have to be able to put wraparound services in place, which we have, but it’s teaching our trade partners to ask those questions as well.” For instance, when employees are repeatedly tardy, instead of viewing them as unemployable, efforts can be made to understand why they are late and to make accommodations where possible. Bus schedules change. Life and responsibilities can become overwhelming. Sometimes it’s just as simple as adjusting a person’s start and end time to help them succeed so they can get their kids to school or catch the bus at a more reasonable time.

Doubling down on its purpose
CSM Group is also working with other firms to secure the required numbers to undertake projects of the most imposing size and scope. The company hosted four Contractor Resource Forums, issuing public invitations to any smaller minority-owned or veteran-owned businesses interested in partnership opportunities, present and future.

“They could come to this resource forum, which we used not only as an informational town hall about the project and the benefit it would have for the community as a whole, but we also used it as a networking opportunity,” says Senior Director of Marketing and Sales, Katrina Reed, noting that the efforts have had impressive results.

Three years into a five-year plan, CSM Group is starting to see the impact of changes implemented over the last several years. These have enabled the organization to align itself more accurately and better serve what CEO Stuart Mason refers to as “complicated, high-barrier-to-entry markets,” like biopharma, advanced technology, and other global clients who are reshoring their operations.

A big part of this push has to do with technology—not only staying connected and optimizing efficiency internally, but also building experience with the advanced technology and controls required by complex projects.

Tying this all together in a perfect package is safety, which is an overarching priority at CSM Group that extends beyond physical safety to include psychological security for staff and partners in knowing that their investments are being managed to the highest standards of care and skill.

“We are constantly investing, training our people, putting processes and systems in place, and training our managers to create psychologically safe environments for our colleagues to do their best work,” says Mason. “We go back to the intention of working with industry-leading clients, which then pushes us to change, to improve at every level of complex sophistication, and we bring that knowledge and change back to our people, our processes, but more importantly, the confidence and capability of our teams and our partners.”

Limits and how to push them
Part of CSM Group’s growth strategy has been knowing when and how to pursue projects at the outer edge of scale and complexity—and building the partnerships needed to deliver them. The Kalamazoo Event Center is a case in point. Undertaken as a joint venture with Barton Malow, a nationally recognized construction firm, the project reflects both CSM’s expanded capability and its disciplined approach to complex delivery. Large-scale, high-barrier projects of this nature are commonly structured as joint ventures, combining complementary strengths to serve the client and community at the highest level. As Mason puts it, “The timing for this project was perfect for us. Our team was ready.”

Beyond the numbers, the Kalamazoo Event Center represents something deeper: the culmination of a 20-year relationship and shared ambition between CSM and its client, one that will irreversibly and positively impact the lives of a grateful community.

“This has been a project that was a vision 20 years ago. It’s taken a long time to come to fruition, and we’re very fortunate to have people in our community, such as our client, who are willing to personally invest in the community and in organizations within the community to have this sort of impact,” says McDonald. Through projects like the Kalamazoo Event Center and the Kalamazoo Country Club, CSM Group is truly having a substantial impact on the communities it calls home.

The Kalamazoo Country Club project seeks to provide a world-class experience for members, including course updates, the addition of a golf performance center, indoor and outdoor tennis and pickleball facilities, a bowling alley, and a theater, as well as four pools, a splash pad, and waterslides, making it a destination for the whole family.

Mason credits the Country Club project for having an in-depth sustainability plan before construction and a very clear objective of improving member wellbeing and health through building design. Built from mass timber, it is a marquee project for both the firm and the community.

In discussing the uniqueness of these projects, Mason emphasizes the pride felt by everyone involved. “There will not be another event center like the one that’s being built in downtown Kalamazoo. There will not be another Country Club built like this anywhere, probably on the planet. The level of complexity needed to bring all of those parts and pieces together to create that 100-year kind of vision that you know is the best-in-class customer experience is a hard thing to do successfully. There are very few organizations and companies that could do that in a safe and sustainable way.”

Success worth replicating
Whether it’s people, processes, or projects, CSM Group has raised the bar for the industry in a big way and continues to do so by leading with intention.

“We’re always seeking out what ‘can’t’ be done; it’s in our DNA. Clients want to work with companies that care about what they do, care about the people, care about their partners, and care about the outcomes,” comments Mason on the purpose and drive that lie behind the firm’s ability to be successful.

This is especially true of CSM’s workforce development model, which can be replicated on future projects in different markets. “That’s certainly what we’ve been working to do with our ecosystem partners,” says Reed of the company’s innovative approach to talent acquisition and capacity building.

As it stands, CSM Group holds a commanding presence in the Southwestern Michigan market, but it continues to look to new horizons and possibilities, including Texas, where, true to the state’s reputation, big things are happening.

Acknowledging that the “how” and “why” behind its approach might be more important than the “what” it does, CSM Group continues to evolve while staying true to its core values and relationships, ensuring that its purpose is fulfilled and that clients’ projects are second to none. As Mason says, “Our legacy is that we want to do projects and programs that have a longstanding positive impact on the country, on society, so we’ve got to be very intentional about it.”

The post Delivering What Others Can’t: Inside CSM Group’s Approach to Complex Construction<p class="company">CSM Group</p> appeared first on Construction In Focus.

Through elevated design, process, craftsmanship, and service, Archadeck of Nova Scotia and CASE Design/Remodeling Halifax have firmly rooted themselves in the Nova Scotia market and beyond, building on a strong reputation. Now, under new leadership with the same commitment to exceptional builds and relationships rooted in trust, both companies continue to forge a path forward as construction partners of choice within their respective specialties, simultaneously growing the size and the positive impact they have for customers, employees, and vendors.

Elevating spaces
During the pandemic, stay-at-home orders had people questioning if their homes made the most sense for their new lifestyles. With this consideration came an uptick in business, catalyzing strong growth for both Archadeck of Nova Scotia and CASE Design/Remodeling, who rode the rapid inflow of leads to create functional and aesthetically pleasing places and spaces that homeowners could be proud of.

As that wave of demand levelled off, the firms have remained steadily at it, undertaking everything from traditional to complex projects with elaborate structures that require structural work. From the largest, most complicated build to the smaller, simpler ones, all are met with the same commitment to excellence.

Owner Santiago Pinzon acknowledges the two companies’ maturity, the confidence they bring to jobsites, and the value they bring to homeowners who are making a very significant investment: “Not everyone is comfortable opening the side of someone’s house and making sure that you build something that’s structurally sound and meets code,” he says. “It really encompasses a big investment for a successful project that can be enjoyed for 20-plus years.”

Archadeck of Nova Scotia has operated since 2002, while CASE Design/Remodeling entered the market five years later in 2007. Since then, the two firms continue to prove their capacity and value to homeowners in the province, which is why they caught the attention of Pinzon and his team when looking for a construction company to acquire.

Further to the craftsmanship and established relationships the companies enjoyed, service delivery continues to be optimized through investments in technology, ensuring that CASE and Archadeck remain on the leading edge of innovation, communication, and efficiency.

“With our process and software, when you sign up for a project, you get a whole team behind you,” Pinzon explains of the various components of a project. “You’re getting the perspective from every single party that makes a project happen before actually being on site. We can mitigate the risks to the homeowner and internally, we can make sure that we plan things properly so the project can be the most efficient it can be.”

The experienced team of designers, project managers, and carpenters are enabled by technology to provide the greatest possible value for the homeowners who “don’t have to be consulting three or four different parties and getting them to agree. They’re coming to a single place that’s going to take care of them,” says Pinzon.

Technology empowers the homeowners through efficient communication and information sharing amongst all project stakeholders, and this is all available through their mobile devices. The approach imparts confidence that the homeowner’s investment is in good hands, but it also optimizes workflow and outcomes. This is especially true of the design-build projects the firms undertake.

Minimizing risk
For Pinzon, “When it comes to design-build versus traditional construction methods, design-build is really meant to lower the risk for both parties, the contractor and the homeowner. So, when it comes to working with us, you’re not signing on a large project without knowing everything that’s going to be involved, without knowing what it’s going to look like, and without really going through all the paces. You see it in front of you before you’re signing.”

Technology not only brings visions to life through renderings, but it also supports due diligence and accountability by tracking performance, which Pinzon says leaves homeowners free to enjoy “the fun part of the work. They get to make the choices and be excited about the project while we’re taking care of the more technical side.”

The technical side that he is referring to relates to the entirety of the scope of the project, from initial consultations through design, material selections, and construction. The pace moves in accordance with the customer’s comfort level, and everything is optimized from a design, delivery, and cost perspective.

“Having a fixed price for a construction project is of utmost essence to a homeowner,” notes Pinzon. “We do fixed-price contracts because we do the due diligence upfront and then we’ll actually credit all the money that you’ve invested into design into the construction project, so you’re really getting the value back from our team.”

Value-based design
There is a reason why Archadeck of Nova Scotia and CASE Design/Remodeling Halifax are multi-award-winning firms: the approach to people, partners, and projects is consistent and rooted in trust. This is all the validation that Pinzon needs.

From the front office administrator to the various trades on site, he acknowledges that, “it takes a whole team to make a successful project happen and we always want to celebrate the wins—whether they’re big or small, whether it’s an award or a simple ‘thank you’ from the client.”

To be sure, culture is a critical part of the companies’ success, and it was an important part of the acquisition of the company by Santiago’s team. Such a winning culture came about in large part thanks to the foundation laid by Maurice Meagher, who established and grew the companies. “From the first call between me and Maurice when we were looking at purchasing the businesses, there was clear alignment on approach,” says Pinzon, which was pivotal for both sides of the agreement.

For Meagher, who has worked to establish a strong culture characterized by clear communication and strong feedback loops whereby action can be taken to further optimize and improve performance, it is imperative to understand people’s motivations; this is true not only of getting the most out of employees, but of relationships in general.

“We’re both very aligned and if there is one thing that matters, it’s that people care; if we care for them, they’re going to care for their project and everyone is going to care for each other, and that’s what a good culture really is. It goes well beyond the numbers: you take care of people, they’ll take care of you, and then everyone wins together,” says Pinzon.

A new era of trust
With Pinzon at the helm of Archadeck of Nova Scotia and CASE Design/Remodeling Halifax, the motivation goes far beyond simply growing for growth’s sake. “We really want to elevate what residential construction looks like for homeowners,” says Pinzon, adding, “I don’t even want to say that we’re setting the bar high. I think it should be the bare minimum for homeowners.”

In a market that could use stronger consumer protections, he believes that within the processes at Archadeck of Nova Scotia and CASE Design/Remodeling Halifax can help set the tone. “There are protections that need to exist for clients. Following the right model and process, making sure that the minimum standard that we’re setting is what it should be across all of Canada, is why we’re doing this.”

Looking ahead, despite the countless uncertainties in the market, one thing remains stable and that is the fact that Archadeck of Nova Scotia and CASE Design/Remodeling Halifax are true construction partners who seek to add value to projects and relationships through their work.

“We focus on doing consistent delivery of quality projects, providing a good experience for clients, and then also a good experience for our team and our employees to grow,” says Meagher. He knows the companies and their legacy are in good hands and will continue to grow thanks to the exceptional processes and standards they espouse.

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