Q&A talks about the construction industry’s focus on energy efficiency and other trends with David Bobrowski, the new director of business development for Erland Construction.
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Q&A talks about the construction industry's focus on energy efficiency and other trends with David Bobrowski, the new director of business development for Erland Construction.
Q: You recently joined Erland Construction to be the new director of business development for its Connecticut office. In the announcement it was said you want to make the state a greener and better place to live. What did you mean by that?
A: I have always had a passion for helping people find more energy-efficient ways to live their lives. Research has shown that people are happier and healthier when they work or live in environments that have quality air and comfortable lighting. Connecticut supports this idea by collaborating with the utility companies, like Eversource, to provide incentives for people to upgrade their living and working spaces, and these programs support improvements that use less energy and yield less waste — all good in making our state a greener, better place to live.
I want to make sure that residents and businesses are educated about what is available for them.
Q: What are some of the things that the construction industry as a whole can do to make the state greener?
A: Construction firms like Erland have sophisticated recycling programs to encourage material re-use and limit pure disposal. When Erland is involved with a renovation project, we encourage our clients to perform a more detailed evaluation of existing systems, looking for ways to upgrade the performance of what's already there for increased efficiency rather than simply replacing systems with new — a way to reduce waste.
Q: You're seen as an expert in construction efficiency. What are some of the steps you've taken over the last three decades to make construction more efficient? What's a common mistake made in the industry?
A: Sometimes developers or building owners fail to fully consider the benefits of high-performance systems. These almost always cost more at the outset, but because they use less energy and last longer, they can be a better value over time. Landscaping can also be a place where resources are used more efficiently by choosing plantings that are indigenous and require less water or chemicals to stay looking great. More frequently we see gravel or crushed stone lining planting beds, eliminating the need to add mulch every spring.
Q: How is Connecticut perceived as a market for construction? Obviously there might be some cutbacks going forward from the public sector because of tough budget times. Is the private sector lucrative enough or will we see downsizing of construction firms in the near future?
A: I see great opportunities in Connecticut. We might read about companies leaving our state, but there are many more that are growing and thriving. Existing buildings are being repositioned — renovated and retrofitted — for a new lease on life as the home for new tenants. These repositioning projects often yield more energy efficiency, which is good for everyone. As Erland knows from first-hand experience, subcontractors in all trades are quite busy, which is a leading indicator of the health of the construction industry.
Q: What's coming next for the construction market both in Connecticut and regionally? What's going to be a strong source of revenue for construction firms like yours?
A: Erland continues to be busy in the multifamily residential market, meeting the demand for rental housing. Looking forward, I think healthcare-related facilities will be areas of growth, especially those that help keep people out of the hospital. These include medical office buildings, urgent care walk-in clinics, and free-standing MRI/ultrasound centers. People are increasingly conscious of staying fit and healthy and the increasing activity in mergers and acquisitions of healthcare systems generate opportunities to construct or renovate for new users.
Q: Your expertise is business development but how is talent development? Are there enough people going into construction as a trade to meet demand? Or is there a glut of people seeking work?
A: A shortage of skilled talent is the most critical impediment for the construction industry. Many people left the industry in the slowdown of 2008 and 2009 and they have not been replaced.
We are fortunate to have many training alternatives available to help meet this challenge, from college programs with construction management majors to trade or vocational school offerings in specialty areas. Some of the trade organizations that we support such as the CT Associated Builders and Contractors also offer excellent training programs and encourage people to seek careers in the construction industry.