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BUSINESS NEWS TUTOR PERINI-O&G JV ANNOUNCES PENDING CONTRACT FOR THE $3.76 BILLION NEW YORK CITY BOROUGH- BASED JAIL SYSTEM, MANHATTAN FACILITY Tutor Perini Corporation, a leading civil, building, and specialty construction company, announced that the Tutor Perini-O&G Joint Venture is in the process of executing contract documents for the previously announced Manhattan Jail Project in New York. The City of New York recently held a public hearing regarding the proposed contract for this project between the New York City Department of Design and Construction and the Tutor Perini-O&G JV. The anticipated contract amount is $3,764,251,168. The contract term
is expected to be 2,646 consecutive calendar days (seven years and three months) until final completion. The project scope includes design and construction of a new state-of-the-art facility that will have dedicated space for on-site services and programming, indoor and outdoor recreation, food services, staff offices and facilities, amenities, below-grade accessory parking, and a secured entry. The new facility will contain 1,040 beds and provide 125 accessory parking spaces for all staff and service providers. In addition, the facility will provide 20,000 square feet of community and commercial space on the ground floor.
Tutor Perini is the managing partner in the joint venture with O&G serving as a 25 percent partner. The joint venture’s design partner is HOK. Tutor Perini Corporation is a leading civil, building and specialty construction company offering diversified general contracting and design-build services to private customers and public agencies throughout the world. The firm has provided construction services since 1894 and has established a strong reputation within its markets by executing large, complex projects on time and within budget, while adhering to strict quality control measures.
the abundance of information means that details about a firm, its staff, and its operations are readily available to competitors and clients alike. This transparency can be a double-edged sword, requiring firms to manage their reputations carefully. There are, however, ways to address these complexities and achieve sustainable growth. Effective, intentional strategic planning is the key, and for companies navigating our industry today, it is crucial. TAILORING YOUR GROWTH PLAN FOR TODAY’S INDUSTRY. Much like the suit, an off-the-rack plan might suffice, but a tailored fit ensures you leverage the best features, and account for the challenging landscape: ■ Adaptability. The current fast-paced nature of our industry necessitates nimble plans that can respond to changing conditions. Create trigger mechanisms within the plan, and don’t ignore the need to shift the plan’s direction when necessary. ■ Balance. Employees today want a balance between clear direction and the freedom to achieve success in their own way. They want to understand their roles and responsibilities while having the flexibility to meet the plan’s goals on their terms. Gone are the days of simply asking leaders to find new growth. Our plans must provide clear directions to those implementing them, while maintaining wide enough guardrails to allow for autonomy. ■ Know your assets. Currently, every firm is looking for more people, but the pool of resources is shrinking. Therefore, recruiting and retaining top talent, along with developing a succession plan, must be integral parts of the strategy. advances of our time to enhance efficiency and innovation. Not only will this give you a competitive advantage, but it will also attract the next generation of talent that will one day build on your growth plan. ■ Embrace technology. Leverage the technological
TIMELESS PRINCIPLES FOR SUSTAINABLE GROWTH. While not unique to the current state of our industry, these principles are very important for creating a strategic growth plan in today’s market. However, certain principles are timeless, and cannot be sacrificed: ■ Implementation. A strategic growth plan is only valuable if it is implemented. Once the excitement of creating the plan has faded, it cannot simply sit on a shelf. Likewise, the implementation of your plan must start from the top of your leadership. ■ Measurable goals. When creating your plan, avoid vague or unattainable goals. Creating measurable goals in your strategic plan helps provide direction and focus to those who implement the plan while providing leadership with the means to track progress. ■ Buy-in and transparency. For a growth plan to succeed, it not only has to have the support of leadership, but staff. Both groups need to be involved in the development process to ensure they are committed to it. Similarly, keeping the plan from staff can be detrimental. Employees want to know the direction the firm is headed in and how they fit into the bigger picture. ■ Don’t ignore what’s made you successful. Growth plans run parallel with continuing to deliver high-quality products and services. No amount of strategic planning can compensate for poor designs – your current product must continue to be of utmost quality, on time, and under budget. In short, today’s engineering firms must navigate a complex, competitive landscape. No two approaches to strategic growth are alike, but some things will never change when it comes to the foundation of sustainable growth and long-term success. Josh Crawford is a vice president and strategic growth director for Garver. Connect with him on LinkedIn.
THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583
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