18B — October 24 - November 13, 2014 — Owners, Developers & Managers — M id A tlantic
Real Estate Journal
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O wners , D evelopers & M anagers
Teamed with Strategic Building Solution on the two-phase, 14,000 s/f assignment Hollister Construction Services in progress on modernization project for the Pingry School P
ARSIPPANY, NJ — Hollister Construc- tion Services (Hol- lister) is in progress on a modernization project for The Pingry School’s Lower School, an independent co-educational day school for students in Kin- dergarten through Grade 5 located in Short Hills, NJ. Teamed with Strategic Building Solutions , the own- er’s representative, and edm, the Architect and Engineer, Hollister is working on the two- phase, 14,000 s/f assignment that represents a new addition within an existing courtyard space, allowing the school to redesign its space to help teach- ers maximize their students’ learning experience. The project includes all the foundations, structures and interior finishes for the new addition as well as a complete refurbishment of the adjacent existing building spaces. The project also includes extensive mechanical work, including the addition of a new chiller and and Murphy’s Law shares that we cannot constantly predict the next moisture event, it is inevitable that over time, ev- ery property will most likely experience a moisture/mold germination event. In light of the facts above, and a current industry state of Cowboys and Indians, whereby property owners and all associated are at risk of being taken advan- instances, scheduling mainte- nance checks by the manufac- turer’s representatives. This information must be provided by the facility manager and can be included as an appen- dix within the report for easy reference. On-site visual evaluations are necessary because the condition of roofs cannot be determined without a visual observation of the membrane, seams, flashings, transitions, and associated components, such as potential moisture intrusion concerns at rising walls. Copies of the existing roof area plans should be used if available. A detailed plan that notes penetrations, parapets, drains, etc. is used to note defects observed and is included within the report. It is best to develop a simple number key for noting common
Lower School Common
Lower School Kindergarden
cooling tower as well as raising the existing roof. n
continued from page 11B Do you want an environmental law that regulates Mold?
continued from page 2B 20 tips on how to initiate and inspire . . .
tage of, substantial money and time is being wasted, litigation is actively occurring and Mold will grow back! So I conclude that one of the functions of our government is to protect and serve the people it governs. To prevent fraud and advance public well- being and health, as well as, create those regulations and enforce those best practices as are necessary. Since the mold Non-destructive testing (in- fra-red thermography) can be used to note areas of trapped moisture within the roof as- sembly. The amount of mois- ture in the roof system can help a facility professional to determine if the roof can be repaired or if it should be replaced. Destructive testing (roof cuts) will verify trapped mois- ture and confirm the as-built construction. Test cuts can be helpful in validating energy code requirements based on insulation type and thickness. Not all of the above steps are critical to determine the condi- tions of various roof systems. Based on the size and complex- ity of a roof, a simple visual evaluation may be all that is necessary. It also depends on the particular needs of the
industry is here, the litigation of it is active, the costs are be- ing incurred and many people are being harmed, I strongly encourage you to agree with my evaluation of the need and consider the importance of mold regulations in your community sooner than later! Lee E. Wasserman, Pres- ident LEW Corporation National Environmental Subject Expert. n facility manager. Determining Priorities. Once the field evaluations (and testing) have been performed, a priority list of recommenda- tions is developed. Facility managers responsible for large campuses most likely cannot perform all recommendations in one year. The intent of a roof management plan is to determine which roofs are the priorities. For example, if a hospital has two roofs that leak and are in equally poor condition, the roof that is above Patient Recovery would be a priority over a less critical care area. Gale Associates, Inc. is a consulting firm of build- ing envelope experts, en- gineers, and architects specializing in the repair, renovation and adaptive reuse of existing buildings, sites and infrastructures. n
that the innovative ideas are easy to understand, easy to explain to others and rela- tively easy to implement. 19: Focus on the action or the experience and use verbs rather than nouns (e.g. “teach people to think strategically” rather than “strategic think- ing education”). 20: Adopt an attitude that you will view mistakes and failures as great learning op- portunities and blessings in disguise. A strategic attitude of cre- ativity and innovation must be coupled with persistence, positive thinking and pa- tience. Here is a quote to exemplify what that means. “Innovation – any new idea – by definition will not be accepted at first. It takes re- peated attempts, endless dem- onstrations, and monotonous rehearsals before innovation can be accepted and inter- nalized by an organization. This requires “courageous pa- tience.” Warren Bennis (schol- ar, organizational consultant and author – recognized as a pioneer in leadership studies) Glenn Ebersole is strate- gic vice president, busi- ness development/market- ing and a member of the strategic leadership team at Hollenbach Construc- tion, Inc. n
by selecting and committing to a project that will result in a “quick win” and will provide confirmation that innovation does produce positive results. 12: Create a sense of ur- gency by setting an aggressive timetable for a project. 13: Reward creativity and innovation in personal and creative ways. Develop re- wards that will appeal per- sonally to an individual’s interests and values. 14: Create and foster an environment that is fun and challenging. Creative people have tendencies toward being irreverent and like to have fun. 15: Break down individual isolation and create oppor- tunities for people to bounce ideas off of each other. En- courage (or force if necessary), people out of their worksta- tions and offices to meet in small groups to discuss chal- lenges, issues, trends, oppor- tunities and threats, etc. 16: Breakdown hierarchy and emphasize and reward creative and innovative ideas regardless of where they come from in your business. 17: Create an environment that will allow everyone to speak freely when working with his or her teams. 18: Aim for simplicity so
defects that can be referenced when reviewing the report. continued from page 16B The Benefits of a Roof Management Plan . . .
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