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BUSINESS NEWS DEWBERRY AWARDED DESIGN CONTRACT FOR FEDERAL BUREAU OF PRISONS Dewberry , a privately held professional services firm, has been awarded an indefinite delivery contract for miscellaneous architectural and engineering services at Federal Bureau of Prisons facilities throughout the mid-Atlantic. The one-year contract, with options for up to four additional years, encompasses planning and design services for potential projects at 16 federal correctional facilities in Maryland, West Virginia, Kentucky, Tennessee, Virginia, and North Carolina. Dewberry’s portfolio in justice facilities design spans 45 years with projects from coast to coast. The firm maintains 13 offices within the BOP’s mid-Atlantic region, and has previously completed numerous projects for the agency as well as state and local agencies. Dewberry has received multiple awards and citations from the American Correctional Association, the American Institute of Architects Academy
of Architecture for Justice, and the International Partnering Institute. Major correctional projects completed within the region include the Frederick County Work Release Center and the Baltimore Youth Detention Center, both in Maryland; and the Rappahannock Regional Jail in Stafford, Virginia. Services under the new contract will support both new construction and repair/renovation projects and will include architecture and civil, structural, mechanical, and electrical engineering; as well as environmental assessments, master planning, cost estimating, and construction administration. “The Federal Bureau of Prisons has consistently been on the leading edge of providing humane housing and successful rehabilitation in the correctional field,” says James Beight, AIA, LEED AP, NCARB, a senior principal with Dewberry. “The agency has also led the corrections industry by making great strides in the reduction of inmate population
through the release of individuals who do not pose a threat to society or themselves. The focus on rehabilitation has resulted in a reduction in recidivism, returning individuals to their communities as productive citizens. The agency is known for its operation of safe, humane, and secure facilities. We look forward to the opportunity to aid in the support of its mission throughout the mid-Atlantic.” Dewberry is a leading, market-facing firm with a proven history of providing professional services to a wide variety of public- and private-sector clients. Recognized for combining unsurpassed commitment to client service with deep subject matter expertise, Dewberry is dedicated to solving clients’ most complex challenges and transforming their communities. Established in 1956, Dewberry is headquartered in Fairfax, Virginia, with more than 50 locations and more than 2,000 professionals nationwide.
STRIVING TO GROW, from page 7
PRIME AE provided construction management and construction inspection services to the city of Montgomery, Ohio, for a new multi-lane roundabout.
❚ ❚ Don’t rush decisions. Take your time in the research and meet and greet phase. Synergy is everything! ❚ ❚ Over-ask for documentation. While conversations and dialogue are extremely helpful to understand the documentation, you need to see it in writing! TZL: How do you handle a long-term principal who is resting on his or her laurels? What effect does a low- performing, entitled principal or department head have on firm morale? KB: I’m a strong believer in “lead by example.” In this type of situation, unfortunately, you have to let the principal go. It’s a very difficult decision that requires an incredible amount of damage control to the firm, but the negative effects are far more damaging and will only allow the negative/low-performing behavior to continue. I’ve experienced this a few times in my career and it’s never easy, but as a leader, you can’t sit back and allow this behavior to continue. It will have a domino effect on the firm and employees will become less motivated, less engaged, and less interested. It really needs to be handled as soon as the low performance is noticed. TZL: Ownership transition can be tricky, to say the least. What’s the key to ensuring a smooth passing of the baton? What’s the biggest pitfall to avoid? KB: Embrace the transition – that’s the most important thing I can say. I recently went through this as I went from owning PRIME AE to transitioning ownership to our equity partner, NewHold AEC Corp. It was a difficult decision, but once I knew this was the right decision for the company, I needed to be open, patient, flexible, and cooperative as the decision was mutual. TZL: They say failure is a great teacher. What’s the biggest lesson you’ve had to learn the hard way?
KB: This relates to my answer about low-performing principals. Don’t allow non-performers to outlive their welcome. Cut your losses immediately. Typically, an underperforming employee’s behavior will not change and will have damaging effects on the business – particularly the bottom line and overall morale. If you get stuck in a place of loyalty or regret, you really have to rip the Band- Aid off. TZL: In one word or phrase, what do you describe as your number one job responsibility? KB: Growth. If you don’t grow, you die. We’re trying to build an enterprise to be the employer of choice – clients love us, employees want to work here, and we deliver quality deliverables. So, when I say “grow,” I mean it both quantifiably – number of employees, offices, services, etc. – and behaviorally. I want employees to grow as humans, professionally and personally, and to be the best versions of themselves. If we aren’t striving to grow, what are we working toward?
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THE ZWEIG LETTER AUGUST 9, 2021, ISSUE 1403
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