Tuesday, December 11, 2012

Handling Adaptive Reuse

Mt. Vernon Mill, Baltimore, MD
Hazardous Materials In Older Buildings
With the increasing popularity of adaptive reuse and historic preservation projects, we find ourselves working in older buildings more often. These projects are environmentally friendly by cutting down on the amount of demolition and construction waste ending up in landfills. But we need to be mindful of the hazardous materials we may encounter in older buildings. Many of the products and building materials commonly used decades ago are now considered hazardous materials. 

One of the most widely used hazardous materials was asbestos. Asbestos was a miracle fiber that added properties of strength, fire resistance, corrosion resistance, and heat, noise and electrical insulation to any product it was added to. It’s no wonder it was added to literally thousands of different building materials including pipe insulation and spray-on fire proofing. It was even used as fake snow on Hollywood movie sets. Unfortunately, we now know that when fibers of asbestos become airborne, they can cause serious lung diseases including lung cancer. The removal of asbestos-containing materials is heavily regulated by OSHA and the EPA and should only be done by properly qualified employees.

These projects are environmentally friendly by cutting down on the amount of demolition and construction waste ending up in andfills. But we need to be mindful of the hazardous materials we may encounter in older buildings.

Many old buildings from before 1978 also contain leadbased paint. Lead dust from demolition, or fumes from burning, can cause lead poisoning. Employees can inhale the dust or fume, or it can be ingested indirectly if good hygiene practices are not followed. Lead can accumulate in a person’s body and cause neurological, digestive and/or reproductive problems. Children are especially susceptible to lead poisoning. Work practices in child-occupied facilities such as schools, childcare centers, or apartment buildings are strictly spelled out by the EPA. Mercury is another hazardous material that can be found in older buildings. Mercury is used in fluorescent and HID lights, thermostats, and switches. Mercury is a metal that is liquid at room temperatures and can evaporate into the air when spilled, or when equipment is damaged. Mercury exposure can cause symptoms ranging from tremors and mood changes, to brain damage. In the nineteenth century, hat-makers used mercury when making felt hats and often suffered from mercury poisoning – hence the phrase “mad as a hatter.” 

Polychlorinated biphenyls are another example of a commonly used material that is now considered hazardous. Better known as PCBs, they were used in electric transformers and light ballasts as an electric insulator and coolant. PCBs can cause skin disorders and are believed to be carcinogenic. If a light ballast is not labeled as “No PCBs” you should assume it is hazardous and should be disposed of properly. Oils in electrical equipment can be tested and disposed of by an environmental remediation contractor. These are just a few examples of the hazardous materials that may be encountered in older buildings. The list doesn't even include the old batteries, cleaners, oils, and pesticides that may be left over in the building.

Older buildings may be full of hazardous materials, but with proper work practices and disposal, they can be handled in a safe, healthy, and environmentally responsible manner.

For any help or questions regarding hazardous materials, please contact John Kotchish, Safety Division Manager, jkotchish@rkinsley.com or (717) 741-8333.

Social Security Administration National Data Center

Kinsley Site has teamed up with small business contractor JHG Contractors to perform the mass grading and utilities for a new 300,000 SF, $500 million National Data Center for the Social Security Administration. This Center is located on a 33-acre parcel of the Urbana Corporate Center that Kinsley constructed right off of MD 270 in Frederick, Maryland. The team’s contract is with Virginia-based Hensel Phelps Construction and Kinsley’s portion of the project consists of two phases. In August of 2012 we began working on the first phase which includes installation of sediment and erosion control work, constructing stormwater management facilities, moving 250,000 CY of bulk excavation, and boxing in new access roads. The second stage is scheduled to begin in the fall of 2013 and will involve the final grading of the stormwater management system. JHG is responsible for the installation of the substantial amount of underground utilities servicing this facility. The data center is scheduled to open in 2014.

Phoenix Contact

Phoenix Contact, Middletown, PA
Phoenix Contact, Inc. is a global corporation that provides products and solutions for all aspects of electrical engineering and automation. The company, headquartered in Blomberg Germany, employs more than 12,000 people worldwide and has sales in excess of $1.5 billion. They operate seven production facilities including the Middletown, PA location. Phoenix Contact is a valued client for whom we have completed several projects including a 100,000 SF warehouse and distribution addition in 2008.

The RBU Building Expansion project will provide additional office and production areas that will allow Phoenix, to expand their production capacity to meet an ever increasing demand for their products. The 142,700 SF addition will provide additional production area on the ground floor and offices on the second and third level as well as a 3-story office tower. There will also be several smaller infill areas that include a kitchen/canteen, new bathroom facilities, offices, labs and training rooms.

The building consists of a structural steel frame clad with a combination of insulated metal panels, an aluminum and glass curtainwall system and architectural precast concrete wall panels. The three-story area will be supported on a series of 36” diameter concrete friction caissons that are drilled to depths of 50’-70’. The specifications require that an inspector be lowered to the bottom of each caisson to ensure proper conditions prior to the concrete being poured.

One of the main challenges of the project is to minimize any disruption to the day-to-day production activities. Our close working relationship with the staff and management and thorough knowledge of the existing plant will help us to phase the work to accommodate the owner’s needs and still meet critical completion schedules.

Interesting features of the project include:

  • A 3,000 SF “green roof” consisting of an open air atrium on the third floor, which has a small outdoor patio area and a rooftop planting area that borders a ridge-type skylight bringing natural light to interior spaces below. A continuous band of windows on the third floor provides a view onto the patio and planting area.
  • A rainwater harvesting system that will be used to provide irrigation for the landscaping
  • Motorized shades on exterior glass to control solar heat gain
  • A new gas-fired generator that will be capable of producing sufficient power to meet the needs for the entire facility
The project is scheduled for completion in the fall of 2013.

Friday, October 19, 2012

Introducing "BIM 360"

Changes Occurring in Field Management

If you’re out on one of our jobsites and happen to see some of the staff walking around with iPads, don’t worry – they’re not playing Angry Birds or updating their status on Facebook. They’re actually deploying the latest technology available in the construction industry. Since the 1980’s, Autodesk has played a large role in how architects, engineers, and contractors have been doing business. Autodesk has recently acquired a long time partner of them, Vela Systems. Vela Systems has developed new software for use on the Apple iPad to assist in field management. The new software is appropriately named Autodesk BIM “360 Field”. Read more from Autodesk here.

Construction Benefits:

360 Field will revolutionize construction management by streamlining field management tasks and by bringing solutions directly to the field. BIM 360 offers many services in the construction field including:
Create issues (Work to complete or punchlists), checklists, and tasks specific to your project out in the field
Mark up drawings or photos to help clarify any problems or help with solutions
Associate any issue with a location (linked to a drawing) and with the responsible subcontractor
Fill out quality, safety, and commissioning checklists in the field
View the 3D BIM coordination model
Share data with all team members in real time
All project data saved with author, date, and time is stored in one location for audit tracking

Owner Benefits:

Within 360 Field, an Owner can expect a higher quality project through enhanced field management, helping to keep the project on schedule and on budget. An “Owner’s role” can be setup that will allow the owner to follow the project in real time, and be aware of what is happening.
Real time project updates
Quicker notification of issues found
Increase accountability on the jobsite – all issues are tracked by company and time stamped
Quality is “built into” the project as it progresses, and not just “inspected” at the end
Structured format of all data collected into one database for easy access and viewing
Endless interaction with subcontractors saving time and preventing miscommunications
Fast tracks owner solutions
Helps with owner handover – tracks equipment, install and startup dates, and commissioning information

Integration with BIM:

360 Field will work in unison with our BIM workflow, and will add another tool in developing a higher quality project that goes above and beyond owner expectations.
360 Field synchronizes with the Autodesk Navisworks program to   include even more information
Option of pursing facility management and maintenance plans directly from a 3D coordination model
O&M, submittal, and maintenance information can be stored within the 3D model
View the 3D BIM coordination model out in the field


Kinsley has already implemented BIM 360 and are now starting to benefit from this technology. The first step was to develop a core team who will lead the implementation and train the key individuals on each specific project, including our project executive, project manager, project engineer, superintendent, and safety representative. We have started using this process on projects such as: Mt. Vernon Mill, The Gunther at Brewers Hill, Hershey Next Century Phase 2, Volvo NE Headquarters, York College Business Administration Additions and Renovations, Phoenix Contact RBU Expansion, and the Gettysburg Hotel.

This is definitely a time of change within the construction industry and we here at Kinsley are proud to be on the leading edge. For more information regarding Kinsley's 360 Field Management program, please contact Travis Fischer, BIM Program Manager at tfischer@rkinsley.com or 717-741-8416.

Wednesday, September 26, 2012

The Cost of Building Green - Part III

The end of a sustainable building’s design and construction phase is the beginning of the next – maximizing the building’s energy performance.

Parts I and II of this three-part series addressed Budgeting Green Building Construction Costs and Performing Life Cycle Costing (LCC) of the alternative building system energy savings.

The following is a case study outlining Step III of the process – monitoring green building performance.

Gettysburg Museum and Visitor Center Gettysburg, PA
The Gettysburg Museum and Visitor Center has been in operation since 2008. Kinsley Construction, the Construction Manager for the project, participated in the three-step Building Green Best Practices.

Step I – The Design/Construction team budgeted the sustainable systems and determined the LEED Gold initial design & construction costs added 4% to the budget.

Step II – The team performed energy modeling and Life Cycle Costing, comparing a central hot water and chilled water system to an alternative geothermal heat pump system. The analysis determined the geothermal system yielded a seven year payback.

Step III – The current building’s energy savings are being generated from the sustainable geothermal system. The Museum and Visitor Center’s trained facility operations staff monitors the building’s performance, visitor occupancy and utility consumption daily. The installation of the Variable Frequency Drives (VFDs) on the buildings Air Handling Units (AHU) have generated energy saving paybacks of less than one year. Efficient management of the building’s lighting systems and connected loads and installing VFDs for major equipment have yielded an additional 34% annual electrical savings since 2008.
Fieldside Commons Office Campus in Aberdeen, MD

Also, Kinsley has recently completed Fieldside Commons Office Campus in Aberdeen, MD as an energy performance prototype. The actual performance of the building’s energy systems, usage, occupancy and weather will be measured, monitored and compared to the calibrated energy model to determine if the building is performing according to the planned return on the investment.

Kinsley offers the expertise and tools to assist owners in the three-step decision making process by determining sustainable construction costs, performing Life Cycle Costing of sustainable alternatives, and monitoring green building performance for the most cost effective building project.

Wednesday, August 29, 2012

Hershey Global Customer Innovation Center

Hershey leads the industry in manufacturing confectionery and chocolate-related snack and grocery products in North American and has a variety of international operations. The company, whose headquarters is located in Hershey, PA, has revenues of approximately $5 billion annually and employs over 12,000 people worldwide. This project consisted of expanding Hershey's current Global Customer Innovation Center by approximately 5,000 SF for additional merchandising space as well as some renovations within the existing spaces. 
The project was challenging because we had to hit the ground running. There were only two weeks between receiving the award to the project start date. Awarding the project to subcontractors and the submittal process began immediately. The steel procurement would prove to be one of the biggest hurdles to overcome. The structural steel had to be designed, reviewed and fabricated within a four-week period in order to have the steel onsite to meet the schedule and dry in the building in only eight weeks. Kinsley Construction, Ritner Steel and SSOE Design worked together to expedite the process and steel arrived onsite as scheduled. It took some discussion at the executive level to expedite the standard six-week truss fabrication schedule by half, but the trusses arrived as scheduled. 

Another challenging part of the project was coordination of electrical floor boxes. In the main store areas, the floor system had to accommodate movement of electrical locations to allow Hershey flexibility to create individual "store" setups for each client they market to. Kinsley, Hershey, SSOE and Leer Electric worked together to select a system that was the most cost effective while meeting the client’s needs. Since an access floor was not an option, the solution involved cutting troughs into the floors that allow the electrical cords to be moved along the troughs to accommodate a number of layouts. 

One of the features of this project that stands out is the uniqueness of the interior finishes, which mirror Hershey's innovative ideas and marketing style. Magnetic paint was installed on many of the walls to allow Hershey to transform the space by sticking large magnetic photographs to the walls. Walltalkers wallpaper installed in the meeting areas and showroom allows for projection and writing on the entire wall surface. Kinsley Construction had the opportunity to self-perform the concrete work, rough carpentry and door and hardware installation on this project. We were also able to perform much of the added work, which allowed us to save the owner time and money. Overall, Kinsley Construction provided a quality product that met the client's needs, while accommodating a number of owner changes and maintaining the project's aggressive schedule.

Johns Hopkins Bayview Alpha Commons

The Johns Hopkins Bayview Alpha Commons project consisted of an existing 60,000 SF, four-story interior and exterior building remodel that began in early May of 2011. The interior demolition consisted of the entire first, second and third floors. The exterior remodel consisted of demolition of the entire existing brick façade, exterior gyp and weather barrier, exposing the existing structural studs to remain. The fourth floor remained occupied throughout the interior and exterior remodels, which created ICRA and ILSM challenges throughout the duration of the project. The building had a phased occupancy, with the last phase being occupied in February 2012, and is now home to the Johns Hopkins Bayview Executive staff. Much like the LEED® projects Kinsley has done in the past, Baltimore City has their own Sustainable Building standards. This project encompassed these Green Building principals and applied for recognition by the Baltimore City Green Building Standards in early 2012. Currently, Kinsley is working on two additional exterior changes to the original contract. Kinsley was awarded exterior façade canopy renovations and exterior landscape/hardscape packages in March 2012. These renovations were additions to the original scope and are currently on track for final completion in August 2012. The building has been occupied throughout the exterior renovations, so extensive coordination has been ongoing between Kinsley and the occupants.

Whitney Center Apartments

Interior Lobby
The Whitney Center is a five-story, 160,000 SF off-campus mixed use facility that provides 26,000 SF of retail space on the ground floor and 98 apartments on the upper four floors for the students enrolled in the Honors Program at Rowan University. In addition, there are TV lounges, offices and classrooms dedicated to the honors program. Kinsley Construction was selected to provide Construction Management services for the project. The first floor level is slab on grade with a structural steel frame and precast plank with a concrete topping in order to achieve the required fire separation between the retail and residential levels. The upper four floors used panelized wood framing and wood trusses for the roof. Exterior architectural features are designed to create a liveable, walkable downtown atmosphere. The budget for the Whitney Center was extremely tight. Kinsley worked with the owner and architect to value engineer various aspects of the project, including alternates to the originally designed MEP systems and exterior finishes, resulting in substantial savings for the project. The
apartments were open and ready for the students last fall and we are currently working with several retail tenants on the ground floor. To date, Prime Burgers is now open for business and Yapple Yogurt and the Green Zebra are in the process of fitting out their spaces. Up to 10 additional spaces are available for lease. The Whitney Center is named in honor of the Whitney Brothers Glassworks which originally occupied this site. It is an anchor of the Rowan Boulevard project which is a $300 million, 26-acre revitalization project which was originally designed to connect Rowan University with downtown Glassboro, but has evolved into a plan to create the quintessential college town.

Thursday, May 24, 2012

The Cost of Building Green Part II

Part one of this three-part series addressed the initial design, budgeting and actual construction costs of green buildings. To read part one, click here. Part II will address the 2nd step in What is the Cost of Building Green with the introduction of Life Cycle Costing (LCC) of the building’s energy saving performance.

Life Cycle Costing (LCC)

LCC compares different building systems performance (exterior envelope materials/orientation, mechanical systems and electrical systems) over a given lifetime cycle.

The six major factors influencing the LCC system comparisons of a project are the following:
M.C. Dean Office Building in Baltimore, MD
  1. Building Physical Characteristics: size, occupancy type and location (economy of scale for larger projects)
  2. Proper selection of building systems and components for energy saving comparisons
  3. Building material and equipment system maintenance costs, expected lifecycle and future replacement costs
  4. Federal & state tax incentives (especially for solar systems & historic buildings)
  5. Interest rate projections for calculating net present value cash flows
  6. Energy source and utility price increase projections over the lifecycle
The key focus for the AEC integrated team is to educate building owners in the early planning and budgeting phases to be committed to performing LCC analysis. Kinsley offers the expertise and tools to assist owners in determining the payback and ROI for a building’s energy saving performance..

Here are some LLC examples:
  • The Greening America’s 30 Schools program helped administrators make the decision to increase the initial construction budget an average of 1.7%. That generated an average 33% energy savings (or a three-year payback.)
  • A LEED® Gold hotel in Baltimore, MD performed LCC and discovered that increasing the construction budget 1.9% generated 18% annual energy savings (or a six-year payback.)
  • A rule of thumb is a 20% return on investment yields a five-year payback. This also equates to $1 per square foot of energy savings to $5 per square foot increase in construction costs for a five-year payback in today’s real estate economic climate.

Kinsley Construction is motivated to showcase sustainability. During the certification process of becoming a national ABC Certified Green Contractor, Kinsley performed LCC as part of an energy audit on its company’s office facilities and found the following energy savings:

Replace T12 fluorescent with T8
Replace standard switches 
  • Replacing T12 fluorescent lamps with T8 fixtures yielded an initial cost of $7,800 and produced a payback in five years.
  • Replacing all standard lighting switches with occupancy sensors in key common spaces cost $9,000 and produced a payback in two years. 

Kinsley is actively performing life cycle costing on upgrading existing building systems and adaptive reuse transformations of “old buildings – into new buildings” by upgrading the performance of the exterior envelope and energy saving systems. 

Gunther Square @ Brewers Hill in Baltimore, MD
Part three, which is is the third and final step of the What is the Cost of Building Green, will discuss measuring and monitoring existing building systems performance.

Thursday, May 10, 2012

Kinsley Properties exceeds leasing expectations – poised for growth

Kinsley Properties is a fully integrated real estate developer. Our focus is to provide lease space for office, retail, manufacturing, warehouse, and institutional uses in the Mid-Atlantic region.

We offer build-to-suit programs in addition to our inventory of existing lease space opportunities. Kinsley Properties combines in-house land inventory, design/build expertise, construction services and property management to provide turnkey value - engineered facilities. We strive to understand your facility requirements and exceed your expectations.

Please visit www.kinsleyproperties.com to view current available listings.

SF& Co.
SF & Co. is leasing this attractive office building, with access to Interstate 83. Designed & built by Kinsley Properties to attract executive-level professional organizations to its flexible leasing space, the building’s occupancy consists of a group of corporations representing the banking, finance and insurance industries. 

Ollie's Bargain Outlets, Inc
Ollie’s is the Mid-Atlantic’s largest retailer of closeout, surplus, and salvage merchandise. The chain currently operates 110 stores in 12 states. Ollie's Bargain Outlets, Inc. is currently leasing this newly built 603,000 SF distribution center with Kinsley Properties. 
Wellspan Health
This new 34,000 SF single story neuroscience and pain center was built by Kinsley Properties for Wellspan Health in York, PA. The building houses five different WellSpan service lines – Adult Neurology, Pediatric Neurology, Neurosurgery, Psychiatry, and the Pain Center – within one building structure, creating a regional center for services.

Thursday, April 26, 2012

Old Is New Again

Mt. Vernon Mill project located in Baltimore, Maryland 

The Patterson project located in Baltimore, MD
Currently one of the most active development/construction markets is adaptive reuse. With most construction markets in a weakened state, the adaptive reuse project has several positive factors that are attracting developer’s attention.

Adaptive Reuse is a process for adapting old buildings for new uses while retaining their historic features. An old factory may become an apartment building. A rundown church may find new life as a restaurant.

With a huge inventory of older apartment buildings, manufacturing facilities, office buildings, closed schools, and warehouses, the potential for experienced developers is great. The value of older buildings is not in just the historic value but they offer additional incentives to developers.

Most Common Reasons for Adaptive Reuse
Location – Historic, unused buildings were often constructed in industrial settings. As cities grew around the area, hospitals, schools and retail were are developed. While the historic building may be currently unused, most are in prime locations for access to nearby communities.

Environment – While the costs of replacing a building can be similar to adapting it to another use, the environmental savings to renovating far outweigh traditional building practices. When a new building is constructed, a huge amount of energy is consumed by all of the processes associated with the production of a building, from the acquisition of natural resources to product delivery, including mining, manufacturing of materials and equipment, transport and administrative functions, not to mention the demolition of the old structure. By reusing buildings, the energy used when the building was originally constructed is retained. Adapting old buildings also keeps thousands of tons of demolition waste out of our landfills.

Community development – Turning an abandoned building into something useful and beautiful creates community camaraderie and increases property values. Members of a community will often invite this new development as opposed to battling against it.

Aesthetic Value – many of the old, interesting characteristics of historic buildings, such as stained glass, brickwork, limestone, granite and ironwork, are much too costly to reproduce today. By adapting an old building, these striking features remain and create a unique and beautiful edifice.

Tax Credits – Owners of historically adapted buildings have access to Historic and New Market Tax Credits, which can help greatly in funding a project.

Speed – Most utilities are already in place, reducing the time usually allotted for installation and permit. Approvals are also expedited along with  the ability to start environmental abatement and selective demolition immediately without the long lead time for ordering new materials.

The Reading Outlet Center project located in
Reading, PA
Kinsley has over 40 years of quality construction experience and a whole practice in renovations, historic tax credits, building and site stabilization, and adaptive reuse. We know what issues can arise when working with older properties because we ask right questions and hire the right subcontractors. Our expertise will assure a better design/development plan before any construction starts. Kinsley Construction knows the issues and is skilled at resolving them. Pre-planning is critical to making an adaptive reuse project successful and we will get your project across the finish line. We can also introduce you to the value of BIM and Vela, two of the most current high tech systems used in construction today.

Kinsley is honored to have been awarded the US Green Building Council’s “Adaptive Reuse Project of the Year” for the M.C. Dean projects in Baltimore, MD. This year we are working on several new adaptive reuse projects, all with different challenges and rewards. If you are considering
Gunther Square @ Brewers Hill located in Baltimore, MD
an adaptive reuse project in the future, we would be happy to accommodate a tour of one of these projects, currently in an early stage, as well as a site visit after the project has been completed. After you see a Kinsley adaptive reuse project from start to finish, you will know that our expertise and experience with these projects will ensure that your next construction venture is a success.

Monday, April 23, 2012

What is Vela?

If you’re out on one of our jobsites and happen to see some of the staff walking around with iPads, don’t worry – they’re not playing Angry Birds or updating their status on Facebook. They’re actually deploying some of the latest technology available in the construction industry. It’s called Vela Mobile and its part of Vela’s Field Management Suite.

Vela is a web-based platform that will revolutionize construction management. Its main purpose is to bring solutions to the field. Before Vela, when field staff performed safety inspections, quality control inspections, pre-task checklists, or even daily walkthroughs, the staff member usually carried a notebook or clipboard, intending to take notes while in the field and then return to the office and type up the notes to email them to other team members.

With Vela Mobile, a superintendent can take nothing but his iPad into the field and not only have the ability to perform any one of these tasks, but also the ability to view and mark up plans. The superintendent can also attach plans, pictures, and locations to each issue that is created. After issues are created, reports can be automatically sent out on a daily basis to each subcontractor notifying them of any issues that need to be resolved in their scope. Subcontractors will have access through a special portal that lets them see all the issues they have outstanding with the project. They will also be able to post comments on open issues as well as notify Kinsley of work to be inspected. The real kicker is that all of this information is recorded into one database of information that gives a complete timeline of the project from start to finish. This will dramatically increase accountability on the jobsite and it’s almost completely autonomous.


Now that you know all the cool things that Vela can do, let me tell you how Kinsley is implementing this revolutionary new software. The first thing we have done is developed a core team of individuals who will lead the implementation. Included are a project executive, project manager, project engineer, superintendent, and safety representative. We have several large projects on which we will pilot this program: Mt. Vernon, The Gunther at Brewers Hill, Hershey Next Century, and Volvo NE Headquarters.

We have already gone through all our training with Vela and are now ready to get started. In order to ensure all subcontractors have access to this system, we will also be installing a Vela/BIM workstation kiosk at each job site. In addition to accessing Vela, we are working to give all site supervisors the ability to see the coordinated 3D model of the building.

We are very anxious to implement this software and start seeing results. This is definitely a time of change within the construction industry and it’s exciting to know that we at Kinsley are on the leading edge.

Article written by:
John Clemons | LEED AP BD+C
BIM Program Manager

Kinsley's Role in the LEED® Certification of a New or Renovated Building

What role does Kinsley play in the LEED® certification of a new or renovated building? During preconstruction, the design team is responsible for approximately 60% of the available credit points and during the construction phase, Kinsley is responsible for the remaining 40% targeted credits. It is extremely important that the Kinsley team take ownership of the LEED process to assist the owner and design team in obtaining the desired level of certification. The following are a few typical construction phase credits:

Flight 93 National Memorial - Sitework
Construction Activity Pollution Prevention
This is a prerequisite involving the compliance with federal, state and local laws and requirements in addition to following the civil engineer’s project specific erosion and dust control plans. Being a prerequisite, it doesn’t count as a credit but is required to be qualified for any other credits within this category.

Site Development: Protect and Restore Habitat
During site operations Kinsley must stay within the Limit of Disturbance. The Limit of Disturbance is defined 40 feet beyond the building perimeter, 10 feet beyond surface walkways, patios, parking, and utilities less than 12 inches in diameter, 15 feet beyond roadway curbs and main utility trenches. 

Heat Island Effect: Non-Roof
Although this is mainly design driven, material cut sheets and as-built drawings may be required from Kinsley to achieve this credit. The term "heat island" describes surface areas that are hotter than nearby rural areas. They can be minimized by utilizing architectural and/or site components to shade a percentage of
the site. Also, utilizing a solar reflectance index (SRI) of at least 29 on a percentage of all hard surfaces (including roofs) contributes towards the credit. SRI is a measure of a material’s ability to reject solar heat. Kinsley furnishes and installs only the specified materials having the required reflectance values.

Fundamental & Enhanced Commissioning
Fundamental commissioning is a prerequisite in the E&A category that involves verifying that the project’s energy-related systems are installed, calibrated and perform according to the requirements set forth by the owner and engineer. In order to fulfill the enhanced credit, the commissioning process must begin early in the design phase and additional activities will be required of the contractors. Everybody, especially MEP contractors, must do their part to achieve this credit.

Construction Waste Management
Before the project begins, the Kinsley team will develop a plan that will identify the types of debris or trash that we will likely create and where it will go when it leaves the job site. We must think twice before throwing something away. The only way we can earn credit points is to keep as much material as we can from going to the landfill.

Materials Reuse (reuse of building materials, decreasing the demand for virgin materials)

Recycled Content (requirement for recycled content percentage within building materials)

Regional Materials (increasing the demand for materials manufactured, harvested or extracted within the region)

Rapidly Renewable Materials (materials that are manufactured from raw material that can be harvested within a 10-year cycle or less) – This credit usually involves more work on the designer’s part but the contractor will need to be sure to follow the plans and specifications as well as submit the necessary documentation.

Certified Wood
To earn this point, at least 50% of all the wood used on the project must be Forest Stewardship Council (FSC) certified, meaning, it has come from a forest where management practices have been held to strict standards set forth by the certifier. Also, everyone who has handled the wood before it reached the job site must have a certificate from FSC for their part in the manufacturing process.

Construction IAQ Management Plan
This plan will ensure the reduction of air quality problems that can occur during the construction or renovation, which in turn improves the wellbeing of the workers and building occupants. Smoking, protection of the ventilation system, storage of material on site, and housekeeping are all items that must be addressed within this plan. The Kinsley team develops the plan to achieve this credit.

Low-Emitting Materials
With these credits, it’s important that each contractor on site uses only the specified materials for this project. They were specified because of their relatively low VOC content. VOCs (Volatile Organic Compounds) are emitted as gases from certain solids or liquids, typically at room temperature. VOCs include a variety of chemicals, some of which may have short- and long term adverse health effects.

Taking ownership of the LEED process and being held accountable for the results can be summed up by Kinsley superintendent, Mike Goodling, “After you get your feet wet and understand the process, it is not all that time consuming. Little things that you take for granted need to be documented, like taking measurements and weights of recycled materials to be reused in the building.”

Article written by:
John Clemons LEED AP BD+C
BIM Program Manager

Kinsley Education Center


In the last issue of the Kinstructor, Kinsley President and COO Jon Kinsley reminded us that communication is key to our success as a company. As we focus on heightening our communication skills, it is crucial to focus on listening, the often forgotten partner to speaking in the exchange of information. When we communicate with our co-workers, clients, and subcontractors, we are both speakers and listeners in every instance of communication.

Communication is “the act of transmitting or conveying information or ideas.” When we communicate verbally, a speaker focuses on conveying the information, and a listener focuses on receiving the information. Typically, we place a higher value on our role as the speaker because it is important to us that our ideas are heard, but our role as the listener is equally as important for useful communication to occur. As an effective listener, our role is to understand what is being said and to respond appropriately.

Instructors at Kinsley Education Center use various methods to assure that the information they are teaching has been understood. For instance, testing and feedback from class evaluations enable instructors to refine the classroom content and to develop new methods for teaching procedures, safety
practices and skills.

We encourage you to try out several of the hints below to see how making a few changes in your listening style can result in communication that is more effective.

• Better understanding of assignments and expectations
• Increased rapport with co-workers, supervisors, subcontractors, and clients
• Greater work proficiency in a team-based environment
• Improved ability to resolve problems with customers, co-workers, and supervisors

• Maintain good eye contact
• Speak back what has been said by paraphrasing and get confirmation from the speaker that you have understood
• Ask questions, clarify points, and summarize speaker’s comments
• Allow the speaker to finish – do not interrupt
• Do not formulate your response before the speaker has made their original point

When information or ideas from a speaker are successfully received through good listening skills, the communication results in positive outcomes and goals being met. This is a win-win scenario for everyone.

Article written by:
Bonnie Brown

New Safety Incentive Program

SAFETY INCENTIVE PROGRAMS have always been a hot topic in the safety profession. Some feel you shouldn't have to entice employees to do what is expected of them anyway. Others feel these programs are essential to get employees to pay attention to safety policies and procedures. OSHA is the latest group to chime in on the subject. OSHA has launched a national emphasis program on record keeping and they have listed incentive programs as a possible cause for under-reporting of work-related injuries and illnesses. With increased attention from OSHA, safety incentive programs are being reevaluated by many companies. Almost all studies on the subject come to the following conclusions:
  1. Incentive award programs need to be changed periodically or they become stale and lose their effectiveness.
  2. If awards and bonuses are too easy, employees begin to view them as entitlements, not something to be earned. These programs tend to backfire and create more hard feelings rather than promote safe behaviors and attitudes.
  3. Positive recognition for a job well done is a better motivator than punishment for not meeting expectations.
  4. Awards and recognition need to be timely. Awards and bonuses distributed at the end of the year have little effect on day to day behaviors and attitudes toward safety.
  5. Safety incentives can create peer pressure among work crews. Peer pressure can be good if it encourages safe behaviors, or it can be negative if it encourages covering up work-related incidents and near misses.
In light of these findings, Kinsley will be restructuring the employee Safety Incentive Program this year. We still feel that incentives are an important part of our Safety Program, but also want to change things up a little to re-energize the program.

One of Kinsley’s new safety program incentives are the Safety Recognition Awards. The Safety Department will recognize outstanding safety performance on job sites or among work crews with these awards. Safety Recognition Awards may include lunches, gift certificates, t-shirts, or similar items. Recognition Awards will be awarded to crews going above and beyond the normal safety rules and policies.

In addition to the Safety Recognition Awards, we have also instituted Safety Prizes, a Weekly Drawing, and a Grand Prize Drawing

We hope the new prizes and awards will reenergize our Safety Incentive Program. The goal of the program is to increase employee’s awareness and participation in the safety program, not just win prizes. With safer job sites, we all win.

Article written by:
William McCaffrey, CSP
Director of Safety

Maryland Sitework Division


The Automotive Vehicle Testing & Evaluation Facility (ATEF) Phase II project is located at the Aberdeen Proving Grounds in Aberdeen, Maryland. The majority of the proposed work for this project consists of constructing a 4.5 mile asphalt track for our military to test and evaluate military vehicles prior to their use in combat. In order to construct the proposed test track, Kinsley’s top notch dirt crews will have moved over 375,000 cubic yards of dirt. A large portion of this dirt was moved economically with agricultural type tractors pulling double 18 cubic yard and 21 cubic yard pans behind them. After the controlled fills have been made and the 27 foot wide track has been constructed, it will be composed of over 170,000 tons of stone material along with over 35,000 tons of asphalt.

Along the proposed track are 19 culvert crossings to be extended, which total over 2,000 feet of concrete reinforced pipe. This project is located in a high security area which makes coordinating access for employees, sub-contractors, and deliveries a challenge. All excavated areas need to be swept for unexploded ordinance prior to beginning work and during work depending on the depth of excavation. An active Army airstrip is located in the middle of this project which requires Kinsley’s field management to be in constant radio contact with the control tower during earthmoving, stoning and paving operations. Kinsley crews must meet very stringent grading and paving tolerances in the construction of this test track. Thanks to the great teamwork and efforts or everyone involved in this project, we plan to be successfully completed in August of 2012.


Kinsley Site has teamed up with Classic Site Solutions to repair a portion of the 180-year-old C&O Canal in Potomac, Maryland. “Anglers Breach” at mile 12 of the 185 mile long historic canal is a 150 foot wide washout caused by Hurricane Hanna to the tow path and a 20 foot tall stone retaining wall separating the canal from the Potomac River. Blasted rock from the canal excavation was used to build the wall originally in the late 1920s. Any rock that is recovered will be used to face a new concrete wall to return it to its original historic appearance. Approximately 1,000 feet of tow path and canal will also be restored using a new liner and drainage system to prevent future sink holes and breaches. One of the challenges we face under the watchful eye of the Army Corps is engineering and building a temporary bridge to cross a failing bridge that goes over a 150-year-old masonry aqueduct that supplies water to Washington, DC. After the canal breach repair is complete, Kinsley Industrial will replace the existing aqueduct bridge with caissons and a reinforced concrete deck. The project is scheduled to be complete in November 2012.

Mike Royer
MD Sitework Division Manager

Friday, March 23, 2012

What is the Cost of Building Green?

When building owners, architects, engineers and contractors consider “going green” on projects, the first question that comes up is “What is the cost?” Unfortunately it is complex to put an exact price on the cost of green buildings, but the cost is lower than you might think.

Statistics show that while most people think that “going green” adds 5-20% to a building’s budget, it actually only adds an average of 1-5%, and is based on the following variables:

1. Level of LEED® Certification

2. Building Type

3. Size of Project

4. Project Location

5. Integrated Project Team Delivery

In fact, the cost of going green has decreased in the past decade do the following:

1. Lowered cost of green materials

2. Decreased cost of mechanical and electrical intelligent systems

3. Improved integrated project team collaboration during the design phase

Even though the costs of building green have decreased, the following factors point to a cost increase in the coming years.

1. Of course, one factor that will drive design and construction costs upward will be the recovering economy. Additional cost of building green will have the same additional inflated costs.

2. The new release of LEED 2012 will set higher standards with higher construction costs.

3. The single most important factor driving costs upward will be a result of the integrated AEC team educating our communities and building owners to invest in the future by utilizing LCC (Life Cycle Costing) energy savings from higher efficiency mechanical and electrical intelligent systems and at the same time, reducing our carbon footprint. 

Even though the cost of LEED may be going up, the value of green building is immeasurable. The AEC integrated team needs to “Raise the Bar” and educate the building owners and facility operators to increase the initial design and construction budget for a return of future energy savings and building performance.

This is the first installment of a three-part email series on the costs of building green. Keep an eye out for parts two and three addressing future energy savings (performing Energy Modeling and Life Cycle Costing) as well as measuring building performance.

Kinsley is “LEED"ing the way in the design and construction of sustainable building projects. To date, we have constructed a total of 16 projects currently seeking or that have obtained the LEED® designations (Certified, Silver, Gold and up to the highest level of Platinum) totaling over 2,500,000 SF and over $305 million.

Tuesday, January 10, 2012

What is BIM?

What is Building Information Modeling (BIM)? BIM is an integrated process of exploring a project’s key physical and functional characteristics digitally.

Since the 1990s, the construction industry has been utilizing 3D technology in some form or another. However, BIM incorporates a parametric environment along with the input of data to give you a “functional” representation of the project. To put it in simpler terms, it’s a 3D model of the project that contains some or all of the information to generate quantity takeoff, 3D coordination, realistic visualizations, virtual mockups, 3D site logistics planning, schedule sequencing and even MEP (Mechanical, Electrical Plumbing) systems analysis.

There are many real benefits from utilizing this technology on a project but two that come to mind instantly are mitigated risk and increased productivity. More so, the owner-realized benefits could be endless. Look at it from a homeowner’s perspective: Imagine if you had an as-built 3D model of your house with all the information on how it was built and the materials used. Would performing maintenance in that house be less painful if you had all the manufacturer’s data for hardware, fixtures, mechanical equipment, and lights? What if you could know what’s behind every wall or above every ceiling? Now, imagine this from a hospital owner’s perspective. How much more can they gain from this information? They could spend less time doing investigative work and more time doing the actual work needed.

It’s clear that this technology (or process, as it should be called) is not a trend but a legitimate game changer for the construction industry. Unlike the days when CAD replaced hand drawings, BIM is much more than just learning a new way of drafting. It will be a complete paradigm shift for architects, engineers, and contractors in how they deliver construction projects to the end user. In April of 2010, Kinsley made the decision to move forward in the implementation of BIM. The major motivators for this decision were to ultimately provide the client with a valuable service as well as to mitigate risk. Kinsley has made many significant leaps towards implementing this new process. Some of our most notable BIM projects are WellSpan’s Apple Hill Surgery and Rehabilitation Hospital, York College Northside Commons, Hotel Sierra, Wilkes Barre General Hospital Addition, with more recent projects such as The Commons at Fieldside Village and Wheatlyn Family Medicine.

It has been a year and a half since the inception of BIM implementation and Kinsley’s BIM staff are now focusing more effort on providing field solutions for the project team in addition to completing the behind the scenes work that happens in the office. Additional training will be held to educate employees on the specifics of Building Information Modeling. The more we educate each other about this process, the more we can leverage this technology to yield benefits to Kinsley and our clients.

Watch Kinsley's Building Information Modeling Video. www.youtube.com/user/KinsleyConstruction

First Aid and CPR Training

One of the most important training programs we offer at the Kinsley Education Center is Red Cross First Aid and CPR. First Aid and CPR courses are designed to train our employees to act confidently in emergency situations and to recognize and care for life threatening injuries, illnesses and cardiac emergencies. By providing these life-saving skills and knowledge we not only enhance safety in our workplaces, but in our homes and communities as well.

The American Red Cross updated their programs in 2011 and released several new guidelines they call the Next Generation of Red Cross training. The skills and course content have not changed too significantly, however the courses are shorter and more interactive than past courses. The lessons have updated video segments as well as PowerPoint-style discussion points and review questions to more actively engage the class participants. Feedback has been very positive on the new courses.

One of the changes we are instituting this year is certification in the use of Automated External Defibrillators (AEDs) for all participants. The widespread availability and use of AEDs has been one of the biggest advances in emergency cardiovascular care in the last several decades. Combined with CPR, the use of AEDs greatly increases the chances for victims of cardiac arrest. As the presence of AEDs continues to grow in public buildings and workplaces, this training will be invaluable.

One of the more significant changes to the Red Cross guidelines is the length of certification. In the past, first aid certification lasted three years and CPR certification lasted one year. Certification for both now lasts two years. Classes are quicker too. Full certification used to take nearly seven hours to complete. With the new guidelines we can complete a class in a little over four hours, even with the addition of the AED component.

With shorter course length and longer certification periods, we are able to combine Red Cross training with some of our regularly scheduled annual safety training. This allows us to reduce training costs, and at the same time train hundreds of additional employees. Definitely a win-win situation – costs are lowered, training is more convenient to employees, and we nearly double the number of employees trained in these life saving skills.

Red Cross training is the type of training you hope to never have to use. However, emergencies can happen at any time, in any place. By equipping our employees with the skills and knowledge to take action when an emergency does arise, we might not only help save a life, but touch many more lives in the process.

Article by William McCaffrey, CSP