< PreviousThe Future of Pinnacle Construction Pinnacle’s mission is a simple one, yet it is critical to its ongoing success and growth. With the completion of each project, the company strives to improve and has a rigorous self-assessment process. “The vision for Pinnacle is always one of continuous improvement and innovation,” says Min- erd. With an eye to the future, it fortifies its workforce with the industry’s best: the visionaries, the ambitious, and the meticulous to continue to be a formidable competitor in the federal workspace. “We are not a solution for everyone,” says Minerd. “But for those organizations looking for solid, imaginative, and effective results, Pinnacle has the formula. In today's world, the expectation extends beyond timely delivery, cost efficiency, and top-notch quality. We introduce a fourth dimension— the experience throughout the journey. This additional aspect is the catalyst for Pinnacle's passion in cultivating raving fan clients.” Pinnacle Construction & Development Group's extensive work with NASA on the NEAT project is a testament to its commitment to excellence and innovation. As it continues to push the boundaries of what is possible in the construction industry, its future shines bright. Its experience in the federal space, especially its work with NASA, positions it as a leader in the field. “Our commitment to excellence, sustainability, and our ability to undertake distinctive projects beyond conventional norms position us for continued success and leadership in the construction industry,” says Minerd. With a growing emphasis on sustainability in all sectors, Pinnacle Construction is well-poised to play a significant role in future federal projects that focus on emerging energy-ef- ficient construction and environmental responsibility, both on the ground in Ohio, and across whatever new, uncharted frontiers may present themselves. | 50 DECEMBER 2023| 51 APEIRON CONSTRUCTION| 52 DECEMBER 2023WRITTEN BY DAVID O’NEILL A cross North America, local authorities have grappled with homelessness for decades. Despite numerous interventions, pilot programs, housing initiatives, figures do not seem to decrease dramat- ically. Since data collection began in 2007, modest decreases had been identified. However, these gains amounted to a reduction of only 17 percent between 2007 and 2016. Furthermore, in the years following on from this, the trends have slipped in the opposite direction. This situation was compounded by the COVID 19 pandemic, but not by as much as feared. According to figures collected by the National Alliance to End Homelessness, governmental measures to support citizens during COVID was likely to be an important positive factor. “Tracking COVID-related population changes proved difficult. The pandemic disrupted data collection in 2021. By 2022, the full PIT Count resumed, and data showed that the homeless population had once again increased—but by only 0.3 percent.” Despite this, data is showing that homelessness is on the rise, and it seems that alternative solutions need to be identified. Given that communities are in the midst of a housing shortfall, lead times, labor shortages, materials shortages are all contributing to a perfect storm scenario where those most in need will be hit hardest. The latest figures collected in the US make for stark reading. Homelessness has been on the rise since 2017 and last year, 421,392 people were homeless on a given night —127,000 of these being chronically homeless. This amounts to roughly 18 out of every 10,000 peo- ple. While these numbers are concerning, it seems that data can be misleading. When analyzed by location, it seems that the US has a number of homelessness hotspots with five states accounting for much of the crisis. “Homelessness is largely concen- trated in certain areas of the country. Solving challenges in a few jurisdictions would significantly advance the goal of ending homelessness. Just five states (California, New York, Florida, Washington, and Texas) account for 55 percent of people expe- riencing homelessness. And a mere 25 Continuums of Care (CoCs) account for 47 percent of all homelessness.” Within this context we must ask the question, can more be done to support this vulnerable cohort of society? | 53 APEIRON CONSTRUCTIONLos Angeles is estimated to have around 75,000 people currently experiencing homelessness. As these figures were released recently, Dr. Va Lecia Adams Kellum, Chief Executive Officer of the Los Angeles Homeless Services Authority was clear in her message, this is an epidemic. “The homeless count results tell us what we already know — that we have a crisis on our streets, and it’s getting worse.” However, hope also comes in a coordinated plan to decrease these numbers through innovative strategies. NAC Architecture, in collaboration with Bernards, a Californian construction company, has unveiled The Hilda L Solis Care First Village, an innovative housing project that uses modular building and shipping containers. The village covers 64,000 square feet (5,946 square meters) and was completed in six months. It offers 232 housing units, along with a common building that holds a commercial kitchen, dining area, laundry facilities and administrative spaces. The site also has land- scaped courtyards, a dog park, and parking spots for staff and residents. It is not the first time that homelessness projects have iden- tified modular building as the appropriate choice. It makes sense. Quick, cheaper than traditional alternatives, and with a lower need for large scale labor, it is an extremely viable solution that brings numerous potential benefits. Chandler Tiny Home Village, designed by Los Angeles firm Lehrer Architects, opened in February 2021. Chandler Street, which is operated by Hope of the Valley Rescue Mission, is a shel- ter designed for stays of three to six months. As an interim measure, the site can assist clients to stabilize as they seek other housing. On-site caseworkers assist with basics such as securing paperwork to recover lost IDs, connecting people to basic services, and providing a steady address as they apply for jobs or benefits. “It’s a spot to stabilize,” says Lau- rie Craft, Hope of the Valley’s chief program officer. “So that when people move into permanent supportive housing, the result is good.” Elsewhere, People Assisting the Homeless (PATH) is a non-profit group on a mission to end homelessness. “Across the state, we help people find permanent hous- ing and provide case management, medical and mental healthcare, benefits advocacy, employment training, and other services to help them maintain their homes stably. Since 2013, we have connected more than 9,000 people to permanent homes.” The group is currently working in San Diego’s El Carrito neighborhood, finalizing a modular community of affordable housing for homeless, or at-risk individuals. In this case, shipping containers were again | 54 DECEMBER 2023used to facilitate the speedy completion of the project. “Most of the folks moving in are what’s considered low-in- come so they’re likely not going to pay more than $300 — if that,” said PATH CEO Jennifer Hark Dietz. “It really is based on their income level.” The cities of Toronto and Vancouver have both incorporated modular housing as a way of housing their homeless resi- dents in a cost-effective, and dignified, manner. Michael Geller, the Vancouver-based planning and development consultant believes that this method is effective due to its size, porta- bility and method of production. “Modular housing can be relocated; I thought of it as an idea that might well work, and it did. Normally in construction, you have consultants’ fees, but in this case, there are no architects’ fees for every unit, and you don’t have the costs of going through the approvals process. The standard module is produced in a factory. All of the Vancouver projects are virtually identical, and you avoid property taxes during construction, the insurance costs are less, the legal costs are less, the soft costs on a project are often in the order of 20% of hard costs, and one cost you don’t have is the land cost.” As figures continue to rise, it is imperative that cities and local authorities around North America work towards viable solutions to decrease the number of homeless individuals. With modular building, one thing is certain; residents can feel safe, secure and respected in a manner that can work in tan- dem with a housing crisis. Abigail Bond, Executive Director of the Housing Secretariat for the City of Toronto explains is in very real, and very clear terms. “For the first sites we have opened, there have been a couple of people who were interviewed after they moved in, and it’s really positive, really life-changing. They have a front door they can lock. There’s real security and a place where they can leave their buildings knowing their things will be there when they get back. It really makes a huge difference for people.” “With modular building, residents can feel safe, secure and respected in a manner that can work in tandem with a housing crisis.” | 55 APEIRON CONSTRUCTIONWRITTEN BY RAQUEL FARRINGTON P owerhouse Management Group Inc., a Canadian owned company specializing in the supply and construction of pre-engineered steel buildings, is a company going in the right direction. Over the past six years, it has earned a very positive reputation nationally through its dedication to delivering the highest quality. The company, headquartered in Langley, British Columbia with offices across B.C., and now Ontario, | 56 DECEMBER 2023boasts a team of industry veterans, bringing together decades- long experience in both new building projects and repairing or upgrading existing facilities in the petrochemical, mining, for- estry, power generation, and agricultural industries. No project is too big or small for Powerhouse, and as the moniker suggests, it approaches every project with the same tenacity, determination and work ethic to execute on time and under budget. | 57 APEIRON CONSTRUCTIONIn business, success can be a difficult thing to achieve, and even harder to maintain. However, by doing things with quality and professionalism, a company can give itself a fighting chance. Having achieved both targets, the team at Powerhouse is a prime example of this. The company owes its success to the simple mission that guides its efforts: to provide high-quality services and fair prices to its roster of trusted clients that include big names like Artemis Gold, Imperial Oil, GFL, and more. Since its inception in 2017, Powerhouse Management has become a household name across Western Canada, and with an Eastern expansion and plans to go across the border into the United States, it is showing no signs of slowing down. The company has delivered on its mission and then some, with a number of structural, mechanical and cladding installations already under its belt and several projects currently underway. “What sets us apart from other companies is the experience of our staff,” says Julian Matheson, Business Development Manager for Powerhouse. “Everyone here has such deep experience working in industrial and commercial projects. Because of this the client trusts that we know what we are doing.” Founded and helmed by seasoned industry professionals Michael Matheson, Shawn D. Lochbaum, Scott Robinson and Shawn Lochbaum Jr., the company spans various sectors including agriculture, bulk material handling, oil & gas and min- ing, providing top-tier pre-engineered steel building contractor services to big-name clients. Beyond the in-house expertise, the organization has prioritized relationships among suppliers, enabling the team to secure more competitive pricing for its client roster, meaning projects are consistently on time and under budget without sacrificing quality. At just six years old, Powerhouse Management has already hit several milestones, working on major projects such as the ongoing Kearl Lake MSF South project —one of its largest to-date. The company’s involvement included the construction of four buildings at an industrial oil facility in Northern Alberta. Despite year-over-year growth, it hasn’t all been smooth sailing, however. As with many industries, construction was hit exceptionally hard by the ongoing COVID-19 pandemic. The crisis resulted in staffing shortages, an onslaught of ever-changing health and safety regulations, and closures that interrupted supply chains and slowed project timelines. | 58 DECEMBER 2023P: 604.818.2703 | E: dave@heistrategiclogistics.com North America, Little & Large, Local & Long, Port, Factory or Supplier to site or anything in between. COMPREHENSIVE PROJECT LOGISTICS MACHINERY STEEL CONSTRUCTION MATERIALS This was felt particularly strongly as Powerhouse worked through a large-scale, complex building project for B.C.-based Neptune Bulk Terminals. The project involved navigating mask protocols while coordinating a team of over 400 peo- ple in a 12,000 square foot space. However, thanks to strictly enforced safety protocols and diligent coordination and proj- ect management, the team managed to pull off the project with no safety infractions or incidents – another testament to the company’s quintessential commitment to detail, quality and a well-defined process. | 59 APEIRON CONSTRUCTIONNext >