Matco Electric Connection v4i1

2 | MATCO ELECTRIC CONNECTION

MATCO ELECTRIC CONNECTION | 3

A MESSAGE FROM RON BARBER

Matco Electric Connection is published by Oser-Bentley Custom Publishers, LLC, a division of Oser Communications Group, Inc., 1877 N. KolbRoad, Tucson, AZ 85715. Phone (972) 687-9035 or (520) 721-1300, fax (520) 721-6300, www.oser.com. Oser-Bentley Custom Publishers, LLCspecializes in creating and publishing custom magazines. Inquiries: Todd Hagler, [email protected]. Editorial comments: Karrie Welborn,[email protected]. Please call or fax for a new subscription, change of address, or single copy. Single copies: $5.95. This publication may notbe reproduced in part or in whole without the express written permission of Oser-Bentley Custom Publishers, LLC. To advertise in an upcomingissue of this publication, please contact us at (972) 687-9035 or (520) 721-1300 or visit us on the Web at www.oser-bentley.com. January 2010

Matco Electric remains successful even during the currenttough economic times, with billings of more than$45,000,000 in 2009.

In October 2009, for the 22nd year in a row, EngineeringNews-Record ranked Matco Electric Corporation as one of

the largest electrical contractors in the nation.

I believe Matco works with the best owners, general contractors, mechanicaland plumbing contractors in our area, and we want to continue to work witheach one of you in 2010.

Lastly, I cannot forget our suppliers for what they do for us every day. They arethe best! We rely on them every day and even some nights. We could not do itwithout them.

Thanks again, I trust we all will have a better 2010.

Ron BarberPresident

Vol. 4, No. 1

Corporate320 N. Jensen Rd. • Vestal, NY 13850

607.729.4921607.729.0932 Fax

Ithaca Office5 Mile Dr. • Ithaca, NY 14850

607.273.1880607.273.5872 Fax

www.matcoelectric.com

PresidentRon Barber

Vice PresidentsKen Elliott, Mark Freije

TreasurerKathy Towery

Chief EstimatorKen Wise

Senior Project ManagerDevin Ashman

Project ManagerGary Czuhanich

Project ManagerMarty Lewis

Project ManagerTony Salvatore

Service ManagerPhil Randall

TEGG Service ManagerGreg Smyder

TEGG SalesVince Carpineta

Bill Newman

Project Manager, Ithaca OfficeJoe Tomazin

Purchasing Manager/Safety OfficerJan Winner

Cover: Matco leads the waywith Building InformationModeling (BIM). For theBassett Healthcarerenovation, Matco utilizedRevit MEP modelingsoftware to create 3-Drenderings of the project.

VOLUME 4 • ISSUE 1

Matco Electric Connection is a resource for commercialend users, property managers, building owners andoperators, facilities managers, general contractors,architects, and consulting engineers.

Designed to feature topics affecting the electrical andconstruction industries, the Matco Electric Connectionalso highlights the achievements, capabilities, andprojects of Matco Electric Corporation.

47

911

THE POWER OF 3-D MODELINGBassett Healthcare

BINGHAMTON METS SCORE A HOME RUN WITH MATCOResponsiveness Equals Success

BRINGING POWER UP-TO-DATEA Substation Upgrade

CAMPUS RENOVATIONCENTRAL TO STUDENT LIFESUNY Delhi Farrell Hall

In this issue


The Mary Imogene Bassett Hospital, founded in1927, is the hub of Bassett Healthcare, a 180-bed,14-building medical complex located in Cooperstown,

N. Y. The organization, now far more than one hospital,provides emergency, clinical care and medical coverageacross eight rural counties utilizing many smaller hospitalsand health care centers. Bassett’s mission includes ongoingeducation, research and community service.

Since 1989, Matco Electric Corporation has been involvedin numerous projects with Bassett Healthcare. As theelectrical subcontractor on the 3-D project, Matco workedwith General Contractor McCarthy Building Companies,Inc., using a Building Information Modeling (BIM) systemfor the three-phase project at the main Bassett campus.These phases were: Phase 1, the renovation of eight patientrooms on an ICU floor; Phase 2, the upgrade of all thenurses stations and patient rooms on that floor to matchthe new nurse call system that Bassett is transitioningto and Phase 3, the implementation of a campus-wide(14 buildings) Access Control and Security System.

Because Matco and McCarthy have prior relationships withBassett, they have worked together and interacted in everypossible combination. This relationship established unityand ease of communication for the Bassett project.

Renovations and InstallationsThe renovation of ICU rooms to private patient roomsbegan in December 2008 and was completed in June 2009.

This project was a fairly straightforward one according toMatco Site Superintendent, Tim Ross, who has been theMatco representative to Bassett for nearly 20 years. The factthat the team remained consistent has been, said DavidKarl, Bassett’s Director of Engineering Services, “good forcommunication, consistency and cooperation.” The teamincluded Matco’s field staff, purchasing department andadministrative support. Karl added that the consistency ofthe team is matched by Matco’s competitive bidding. “It isnot just the consistency that we prize,” he said, “but thefact that Matco is extremely cost-effective for us, both inexperience and cost factors.”

Bassett performs a risk analysis prior to any renovation orconstruction. As the hospital’s physical space for expansiondwindles, the need to be particularly careful duringrenovations has increased. “Matco,” praised Karl, “is verygood at initiating creative solutions when space isconstrained and phase steps are many.”

The first phase of the project began with the demolition ofthe electrical components in each room and the replacementof the wiring throughout the rooms. Each room includedemergency power for 277-volt lights and 120-voltreceptacles, normal power for 277-volt lights and 120-voltreceptacles, a new nurse call system, television cabling,control wiring for the TV and bed lights as well ascommunication wiring for phone, computer, telemetry andwireless devices. Once the demolition of the existing pipes,wire, lights and devices were complete, the team located each

THE POWER OF 3-D MODELINGBassett Healthcare

“Matco is very good at

initiating creativesolutions when

space isconstrained and

phase stepsare many.”

– David KarlBassett’s Director ofEngineering Services

By Karrie Welborn


circuit that fed to and through each room. After locating thecircuits, it was necessary to re-feed the circuits to areas outsidethe work area and install temporary lights and receptacles forthe rebuild. Ross laid out new pipe runs, electric room panellocations and ordered material needed for the project. Thiswas also the point at which Ross gave information to KyleSmyder, Matco’s 3-D Modeling Operator, for compiling a3-D digital drawing of the new conduit systems. Once thepiping was complete, the crew pulled wire for the varioussystems, installed the devices, tested and labeled all wiring.

The main challenge, Ross said, was that the crew needed towork in a controlled environment to prevent potentiallyinfectious dust and debris from affecting patients who werein rooms immediately adjacent to the work area. That is,they worked in a “negative pressure” sealed environmentusing HEPA machines provided by McCarthy. HEPAmachines trap and block small particles of dust or othermaterials in filters in order to maintain a clean environmentfor patients near the work area.

According to Matt Sauer, Project Engineer for McCarthy,in addition to the use of HEPA filters, it was necessary forthe Matco crew to work within an infection control barrier.This type of barrier is created when a temporary wall isconstructed around a construction area. A two-doorsequence is required for entering the room. This creates avestibule between the doors and keeps the room-in-processas pristine as possible during demolition and re-wiring.

“There was never any need to micromanage Matco,”commended Sauer. “The Matco team was consistent, hadgreat knowledge and were able to get what needed to bedone, done right, and quickly.”

In conjunction with the renovated rooms, the project’s secondphase was an upgrade of the nurses’ call system throughoutthe floor—approximately 40 beds. This included call buttonsat each bed on the floor. The new system, a Rauland-BorgResponder IV, is an easily expandable electroniccommunication system with automatic call routing for quickresponse and centralized code blue reporting. It combines atraditional nurse call process with wireless options.

The third phase of the project, the installation of a campus-wide security system, was completed at the end ofNovember 2009. For Matco, this phase involved pullingthe cable for the entire Access Control and Security System.Although the equipment supplier normally wires theproduct in such an installation, said Karl, Matco was ableto offer a very attractive quote for wiring the approximately80 doors in the system and Bassett awarded them thecontract. The supplier then keyed the doors for specificentry and provided badges for hospital staff.

Building Information Modeling (BIM)A key difference in this project was the use of 3-Dmodeling. Bassett, according to Karl, decided to conduct atrial of the BIM technology to see if it was a process thatwould benefit Bassett in future projects. Matco pioneeredtheir own use of 3-D modeling in 2007 at the CarouselMall expansion in Syracuse. Matco President Ron Barberinvited representatives from Bassett and McCarthy to viewa demonstration of the new technology as it was being usedduring the build at Carousel Mall.

Top: Overhead view of nourishment room with installed conduit systems at Bassett. Bottom: Remodeled 3-D images of theMEP systems to be installed.


The requirement given to Matco from McCarthy andBassett was that all conduit runs, receptacles, lightingswitches and lights were to be modeled and coordinatedwith other disciplines and then the circuit numbers were tobe labeled based on that modeling. Because this type ofmodeling typically occurs during a pre-construction andcoordination phase, there were some interesting challengesin the process. The first of these was that a renovation is notthe optimum project for testing BIM. In order to begin themodeling, the ceiling and walls need to come down. At thatpoint the Matco team could map the new wiring. It wasimportant for Matco to respond quickly and obtain accuratemeasurements for boxes, height of conduit, etc. In addition,this renovation was a fast track project which also createdchallenges in terms of utilizing a modeling protocol. Thatsaid, the positives which resulted, primarily from Matco’sknowledge and experience, resulted in Bassett choosing topurchase BIM software to use in future projects.

Although this project was Smyder’s first experience workingwith McCarthy and modeling a hospital, his priorexperience with the modeling process proved to be

particularly helpful during the project. Sauer said, “Whenwe had questions, we went to Smyder. He was our guru.”

Project personnel from all three organizations agreed thatBIM processing, particularly on new builds, is the way ofthe future. The process, they said, is a little morechallenging with renovations, since the work must be donewith what is in place. Yet the plus side of such a constraintis that it requires communication, which then leads tocoordination between disciplines. “This coordination,” saidMcCarthy Project Superintendent Dan White, “is theadded value of 3-D modeling.”

In this renovation, HVAC, piping, plumbing and waste,heating, medical gases, fire protection, pneumatic tube andelectrical systems were all upgraded. More challenging,they all had to fit in the 27 inches of open space above theceiling grid. This is where modeling became imperativeand communication vital. In order for Matco to create anaccurate model for those 27 inches, it was necessary towork with every subcontractor on the job. In modeling,when one subcontractor makes a change, the master modelis upgraded and the rest of the subcontractors are informedso they can review any potential impacts to their discipline.Matco’s lead in this area was key to a successful completionto the project. Modeling allows engineers to see changesand design around those changes without a cost impact onthe customer. Potential issues can be seen prior to actualconstruction. BIM allows the construction process toproceed in real time without expensive errors orunexpected safety issues.

One challenge Smyder noted during the modeling processwas creating groups in the Revit software program. “Forexample, I had to create an electrical pipe system and labelthe conduit accordingly. In the software, critical powerconduit was represented by orange and nurse call conduitwas blue. I had to edit the panel directories so they wouldmatch what was installed in the field.” In the end, therenderings created were able to be used at completion for“as-built” purposes.

Smyder explained, “3-D modeling allowed Matco to be ableto order material, including feeders, ahead of time whichsaves both time and money. Matco is able to install systemsearlier because we know where the other disciplines’ systemswill be installed. This process has created a niche for Matcothat allows our customers to migrate to us. Matco is theleading contractor in this region to utilize the technology.”

The technology continues to gain momentum in theconstruction industry. Since this project, Matco has seenmore and more owners, engineers and constructionmanagers use BIM technology. Because the processenhances coordination and cooperation among all parties,the positive results are seen throughout the industry.

The partnership between Matco, McCarthy and Bassett islong-term and positive. As Karl noted, “Bassett and Matcoshare similar philosophies about reliability of electricalsystems. They like how we design, and we like how theybuild.” The inclusion of the BIM process into this strongtriumvirate enhances the interactions. Whether Matco isworking directly for Bassett or through McCarthy asgeneral contractor, the sum of the equation is success.

“3-D modelingallowed Matco

to be able toorder material,

including feeders,ahead of time

which savesboth time

and money.”– Kyle Smyder

Matco’s 3-D Modeling Operator

Computer 3-D view of the MEP systems as installed.


For a baseball team to succeed, many elements comeinto play and contribute to the overall success—theplayers’ skills, a good coaching staff, the quality of

the practice and game stadiums. That’s why the Bingham-ton Mets choose to continue working with Matco Electricin order to maintain the power and electrical installationswithin their stadium. When this minor league baseballteam moved to Binghamton, N.Y., Matco Electric wasthere to provide the original electrical installation of theteam’s home stadium, now named NYSEG Stadium. Sincethat initial project in 1992, Matco has been providing theBinghamton Mets with dedicated, professional service.

The original installation for the stadium had very fewchallenges, said Jim Keough, a retired Matco ProjectManager who worked on the original installation. Matcoinstalled all of the power, lighting and electrical systems forthe $4.5 million stadium. Since that installation, almost 20years ago, Matco has been responsible for TEGGpreventative maintenance and testing, as well as repairs andupgrades at NYSEG Stadium. “We don’t look for the one-hitwonder,” said Greg Smyder, Project Manager for the Testingand Service Department. “We try to maintain a good

customer relationship. Our goal is to be with you as long asyou’re around. That’s one of our principles at Matco Electric.”

That attention to customer relationship is why theBinghamton Mets enjoy working with Matco. Said ScottBrown, General Manager of the Binghamton Mets,“They’re a great company. They’re very responsive in theirservice. They’re always there when we need them.”

Matco has worked with the Mets through multipleupgrades, constantly helping to improve the stadium. Oneof the more recent upgrade projects at NYSEG Stadiumwas the installation of a new LED scoreboard in 2006. GaryCzuhanich, Matco Project Manager, explained that the oldscoreboard contained hundreds of individual light bulbsthat required significant attention and maintenance. Withthe old scoreboard, Matco was called before the start of eachseason to check for any broken lights and relamp the board.The lamps in the LED scoreboard provide thousands ofhours of use, preventing the need for Matco’s services onthe scoreboard as often. The new scoreboard also picks upfeed from cameras placed around the stadium andbroadcasts images of the audience onto the board.

BINGHAMTON METS SCORE A HOME RUN WITH MATCOResponsiveness Equals Success By Carrie Bui

NYSEG Stadium from the center field light tower.


In addition to annual maintenance and regular stadiumupgrades, Matco is committed to providing on the spotrepair work. “The nice thing about Matco is they’re a reallybig company that can handle multi-million dollar projects,but they also have service trucks and will get someone outthere right away,” said Keough.

That quick service became necessary last summer duringone of the Mets’ evening games. An umpire informedBrown that one of the lights wasn’t working and the Metswent into “panic mode,” said Brown. They called Matcoand reached the employee on-call, who then dispatched anelectrician to the ballpark immediately. “We were right onthe cusp of having to stop the game when the electricianon duty figured out the problem and got the lights going.He saved the entire night. It could have had a devastatingeffect on us financially and luckily, Matco to the rescue.”

Matco’s responsiveness exemplifies the company’s focus onthe customer. Richard Tylicki, Director of Stadium

Operations, emphasized Matco’s ability to immediatelyrespond to calls and send someone out, often on the sameday. “I always thought they have been probably if not thebest, one of the best, in terms of their responsiveness to us.I’ll call up and I want something done, like fixing an outletor changing a ballast, and they’re there, sometimes that day,and I don’t even expect them to be there.”

Vince Carpineta of Matco said, “It’s peace of mind for them.If they have a problem with the electrical system, they makea phone call that will give them reliable service and qualityresults. For any long-term customers, consistency andreliability usually equals a great partnership.”

Brown recognized Matco for their ability to diagnoseproblems and offer solutions, but also the company’sstability. “We know their guys by name, and they hold onto their people for a long time so you’re not retrainingsomebody every time they come out.”

The long-term relationship also ensures that the companyfully understands the client’s needs and can recommendappropriate and cost-efficient solutions when issues arise.Said Brown, “There’s a difference between someone claimingthey’ll save you money and the result actually saving youmoney. They’ve been able to do that for us. We trust them.”

Smyder explains that Matco is often able to provide morecost-efficient solutions because of the company’s historywith the stadium. “We can usually do it at a more cost-effective price because we know how it was put together.We don’t have to go back and trace anything out and figureout how it was supposed to work. We already know how itwas supposed to work.”

The positive business relationship and trust Matco hasdeveloped with the Binghamton Mets is indicative ofMatco’s commitment to all of their customers and tocompleting projects successfully. Matco assures the successof a project, and a good relationship with a customer, byperforming quality work, on time and within budget,explained Czuhanich. “The training our field guys have istop-notch. We employ quality people and know what kindof work they do.”

Matco’s diligence results in success for the company as wellas for the customer. “They’ve kept us up and running,” saidBrown. “That’s certainly a big factor in our success. They’vesupported our cause as an original skybox holder. They usethis building as a key venue for them to take care of theiremployees, their partners, customers and prospectiveclients. We live by the credo that we do business withpeople that do business with us, and they’ve met thatstandard every year since we’ve opened.”

Matco and the Binghamton Mets look forward tocontinuing their business relationship as the baseball teamconsiders lighting upgrades, maintenance repairs and theannual preventative maintenance and testing.

A successful business relationship leads to longevity andbecomes mutually beneficial for each party. As Matcomaintains and supports the success of the BinghamtonMets, the Mets continue to support Matco Electric.

“The nice thingabout Matco isthey’re a really

big companythat can handle

multi-million dollar projects,

but they alsohave service

trucks and willget someone

out thereright away.”

– Jim KeoughRetired Matco Project Manager

John Riesbeck climbs pole tochange stadium lamps.


The world as we know it depends on electricity.From light bulbs to appliances, entertainment tomanufacturing, science research to basic office com-

munications, transportation and exploration, electricity isthe foundation of, and sustenance for, our technologicalculture. Without it, we would be tied to local interactionduring the daytime and candle-lit gatherings at night.

When Thomas Alva Edison inaugurated the first powerstation on Pearl Street in Lower Manhattan in 1882, aparadigm shift in technological options and com-munication protocols occurred. By 1887 there were 121power stations based on the Pearl Street example, usingDirect Current (DC) to distribute the power to itscustomers. Because DC power diminished as it traveledmore than a mile, the use of Alternating Current (AC)ultimately prevailed in the new technology. At this pointin the evolution of the use of electricity, various kinds ofsubstations came into use. In general, a substation is usedto switch circuits or lines in and out of a system and tochange AC voltages from one level to another, to changedirect current to alternating current or vice versa.Substations can be step-up, step-down, underground ordistribution. They allow voltage to be adjusted so that thepower can be dispersed in a safe and effective manner.

The ProjectIn the fall of 2008, Matco was awarded the $1.2 millionproject to build a new, state-of-the-art distributionsubstation for BAE Systems in Johnson City, N.Y. The

project began in September and was completed over theFourth of July weekend in 2009. It was a two-part processthat required 34.5 KV lines to feed step-down transformers,and the installation of 9,000 feet of Okonite MV 105PVCcoated, armored cable throughout the facility.

The operations building in Johnson City is a 640,000-square-foot facility built in the 1940s. Prior to the recentupgrade by Matco, its power came from a substation that,if not quite as old as the building, was simply no longerproviding the amount of reliable power necessary for theefficient operation of the facility. Upgrading the substationled to the second part of the project, the distribution of the4,160 volt system rewiring in the BAE Systems buildingitself. The rewiring provided the building with new wiringcapable of utilizing the additional power from the newdistribution substation. A total of thirteen 4,160-volt lineswere replaced.

According to Bob Eckler, Facilities Manager at BAESystems, this was the largest project to date with Matco aselectrical contractor, and it is, he said, an excellent exampleof Matco’s “consistently demonstrated good project controland ability to complete within budget and time frame.” Itwas also a project that showcased Matco’s ability to handleunexpected requirements and still meet deadlines.According to Terry Gillette, BAE Systems PrincipalFacilities Engineer, a significant change order was necessarymidway through the process. Matco was able to respond tothe change order without impacting the schedule.

BRINGING POWER UP-TO-DATEA Substation Upgrade By Karrie Welborn

It was also aproject thatshowcasedMatco’s ability to handleunexpectedrequirements and still meetdeadlines.


The PreparationAs are all projects involving high-voltage, this project hadits hazards. Matco’s and BAE Systems’ intrinsic safetyprocedures were the foundation of the work. Gillette beganthe project with a risk assessment review. Matco’s teamparticipated in the assessment. One of the first topicsconsidered was weather, as some of the necessary splicingneeded to be done outside of the building. To resolve thisrisk, heated enclosures were built so that if the weathercreated an additional hazard, the temporary structurescould be closed and the splicing completed safely. This riskassessment process, along with the high level of safetyknowledge and experience in personnel from both BAESystems and Matco, was instrumental in keeping projectprogress timely and personnel safe.

Ken Raymond, Matco Outside Superintendent, and HarryPolhamus, Matco Inside Superintendent, agreed that inmany ways this project was no more hazardous than otherprojects. Every project inevitably comes down to propertraining, understanding the risks and using the appropriateequipment, they said. In 2002, Matco enhanced its servicedivision by joining forces with TEGG Corporation, aworldwide network of electrical contractors. TEGG-trainedindividuals have specialized training in medium and high-voltage systems and power quality analysis. They are ableto advise on corrective actions. The crew who completedthe high voltage tie-in and effected the terminations on thisproject included Jason Sbarra and Bill Heath, members ofthe Matco TEGG program.

The Work The new substation was constructed next to the original.Steel H-frames 18 feet across and 31 feet high were put inplace with a crane. The H-frames tie into the utility linesfrom NYSEG. There are two sets of switches and atransformer at each end which steps down the voltage from34,500V to 4,160V. Of the two feeds from NYSEG whichhad been powering the facility, one was shut down whilethe second continued to power the building.

There are always some challenges on a project, and onedescribed by Marty Lewis, Matco Project Manager,involved the difficulty of pulling the 2.5-inch cable at 4pounds per foot in the cable tray. To resolve the issue,Matco’s crew set up a series of pull wheels and used a cabletugging machine. Raymond, when asked what he saw asthe greatest challenge on his part of the project, stated thatdue to the age of the building and the original substation,there were some unforeseen structural problems whichtemporarily hindered the build. One such issue was thatthe location of the new switch gear was intended to be onan existing concrete loading dock, but all the concrete atthat dock had to be replaced. One of the reasons Matco isable to handle this type of delay is that with the approvedtraining program sponsored by IBEW Local 325Binghamton, N.Y. and local businesses such as Matco, theavailability of licensed Journeymen wiremen are alwaysavailable to complete crews when Matco employees arereassigned during a slowdown.

Matco, a signed contractor with the IBEW, was able toutilize Journeymen from the union hall in situations suchas the BAE Systems project. This way, manpower can bemoved from job site to job site. Subcontractors are also

used. The concrete footers for the H-frame, the substationfoundation and the loading dock concrete were completedusing subcontractors Tim Duffek Contracting and FEJones Construction. This blend of Matco employees,subcontractors and union Journeymen means Matco alwayshas the correct skills for a project at its fingertips.

Once the substation itself was complete, it was importantto plan and coordinate the steps for the activation. Gillettesaid there were a total of 166 items on a two-day work plancreated for the change over. The new gear was put online totest while the secondary sides were locked out. Theterminations in the new gear were completed and boltedup. Due to safety factors, it was important to shut downthe facility to complete the change over. The Fourth of Julyholiday proved to be the perfect time for the change over asBAE Systems personnel were away from the facility Friday,July 3rd enjoying their holiday. Matco, as always, was willingand able to meet the requirements of the customer byworking through the holiday weekend and completing theproject successfully.

Matco’s crew needed to pre-terminate as many cables aspossible in the field before the shutdown, which beganFriday morning. Once old lines are cut, the process cannotbe stopped. Matco’s crew verified the voltages and rotationson the low voltage side of the individual substations. All ofthe 4,160 lines were tested.

At the end of the project shutdown, Matco was instrumentalin completing the testing of existing breakers. Gillette said,“Matco gave us a very attractive time and cost quote for thetesting, and they completed the work within that quoted timeframe.” Eckler noted that the shutdown turned out to be halfthe time of what was originally anticipated. It was necessaryfor the BAE Systems facility to be up and running no laterthan 6 p.m. Sunday evening. Matco completed the job withtime to spare, leaving the site at 3 a.m. Sunday morning.

TeamworkTeamwork is an intrinsic part of Matco’s philosophy. Thisincludes designers, engineers, subcontractors, IBEW Local325 workers and of course, the BAE Systems personnel whointeracted with Matco during the process. Lewis noted,“The relationship with BAE Systems personnel wasexcellent. It was a pleasure working with them. They werevery helpful during the entire process.”

From Edison’s initial Electric Light Company, a new worldwas born. His questioning and inventive mind set inmotion a revolution in technology and communication thatcontinues to this day. As Matco’s Polhamus said when askedwhy he was an electrician, “I feel the greatest part of beingan electrician is that every day there is a different challengeto take on. At Matco Electric, we embrace the challengesand ensure our clients’ needs are always met.”

Matco’s ability to flow with the variety of challenges in aproject, their well-trained and flexible staff and theirsolution-driven attitude makes them the company to call onwhether it is for a new build or the refurbishing andmaintenance of an older structure. Electricity continues tobe a constant in the ever expanding technological world.Matco, a long-term presence in the Binghamton area, is alsoa constant—one that means reliability, quality and success.

“I feel the greatest partof being an

electrician is thatevery day there

is a differentchallenge to take on. At

Matco Electric, we embrace thechallenges and

ensure our clients’ needs

are always met.”– Harry Polhamus,

Matco Inside Superintendent


In the Catskill Mountains rests a construction projectof huge importance to one of the country’s Top 50Baccalaureate Colleges in the North. For the State

University of New York, Delhi, the renovation of FarrellHall is one of the largest renovation projects in the col-lege’s history. Once complete, Farrell Hall will become acentral gathering place for students and the focal point ofSUNY Delhi’s Student Activities. Matco Electric is proudto be a part of this vital project and to continue their long-standing business relationship with SUNY Delhi.

“The building is vital to our campus life,” said JoeBatchelder, Director of Capital Construction for SUNYDelhi. “It’s going to finally provide a central place for ourbookstore and main dining facility. It will become the hubof the campus. It’s going to be the most important buildingto our students. It’s easily the most eagerly anticipatedbuilding project that I’ve been a part of here so far.”

Farrell Hall is a $16 million, 93,500-square-foot renovationproject scheduled for completion by June 2010. MatcoElectric is the electrical subcontractor for this immenseproject. The renovation will allow the building to becomea multi-use facility to serve students and the surroundingcommunity. The new space will feature a food court, fitness

room, performance theater, lounge spaces, conferencerooms and a Barnes & Noble Campus Store. Establishedin 1913, nearly 3,000 students are enrolled at SUNY Delhi.

“The building was definitely at the end of its useful life. Itwas built in the early ‘60s, and we had a need to centralizestudent services and student activities,” explainedBatchelder. The building previously housed the campusgymnasium and a theater. The building has been redesignedto adapt to the changing needs of the campus.

The building’s new design also calls for replacing some ofthe existing walls with glass, allowing more natural light toflow into the building and bring more of the campus intothe building. The glass walls will also provide views of thesurrounding Catskills. “It’s really bringing the outside inand the inside out,” said Denis Burpoe, ConstructionManager representing SUNY Delhi.

Matco, responsible for electrical and system installations suchas a high-voltage ductbank, telecommunications, lightcontrols and the fire alarm system, also kept temporary powerand the old fire alarm system running during demolition.They also coordinate progress with the general contractor andother trades throughout the construction process.

CAMPUS RENOVATIONCENTRAL TO STUDENT LIFESUNY Delhi Farrell Hall By Carrie Bui


The schedule is always an important component to anyconstruction project. Devin Ashman, Project Manager forMatco said, “The project schedule is a challenge due to thedrastic changes being made to the building through therenovation, but having an owner and design team—A+Architecture and Sage Engineering—that play such positiveroles in the project as we do really facilitates the work for allthe contractors.”

“As always on a campus, the scheduling is very critical.Matco did a lot of work to accommodate the school’sacademic schedule,” said Batchelder.

Despite the multiple facets to the Farrell Hallrenovation, Matco is handling the project with ease. SaidGus Fabrizi, Project Superintendent for Matco,“Eachjob has its own little specialties. This kind of has a littlebit of everything. You break the systems down and everybuilding’s pretty much the same. I wouldn’t say it’s anyharder or simpler than any other building. You doeverything in stages.”

The coordination necessary to guide the project throughdemolition and renovation has been the biggest challenge sofar, said Burpoe. Matco has made coordination easierthough, with a well-organized staff and a priority to makesure the campus and maintenance staff are kept in the loop.

“We have a strong leader on the project in Gus Fabrizi,”said Ashman. “With Gus’ experience and skill, it makes fora successful project for both Matco and the owner.”

The key to the success of any project is teamwork, saidFabrizi. “It’s every trade working together along with the

engineering firm and the architects right down to thecampus people. It’s just teamwork on everybody’s part, andwe’re just one piece of that puzzle.”

A vital component of the Matco team, said Fabrizi, is theMatco office staff, from the purchasing manager to thetruck drivers and shop foremen. This team ensures that thenecessary materials are supplied to the field staff in a timelymanner. “Without them, we’re dead in the water. They’re avery big key to the success of our company.”

Batchelder commended the Matco team for theirattention to customer needs. “They’re the kind ofcontractor, if they see something that may not lead tosomething that’s easy for our campus personnel tomaintain in the future, they’ll actually bring that up tous and ask us if we’d like to have something donedifferently. They’ll stop and check with us rather thanmove forward. It’s that kind of looking out for us thatwe really appreciate.”

Concern for the final product and how it fills a customer’sneeds shows why SUNY Delhi continues to work withMatco. Batchelder said, “I think it’s pretty cool to look backin our archive room and look at jobs Matco’s worked on inthe past. It’s nice to see companies, especially local, that wecan have these long relationships with them. There’ssomething to be said for it.”

Matco’s diligence to the task and to maintaining the projectschedule is helping to ensure the success of the Farrell Hallrenovation, said Burpoe. The new Farrell Hall will enhancethe SUNY Delhi campus and allow the university tocontinue its growth as a leading university.

“It’s justteamwork oneverybody’s

part, and we’re just

one piece of that puzzle.”

– Gus FabriziMatco Project Superintendent

Left: Tom DiLuzio and John Adams of Matco installing high-voltageductbank at Farrell Hall, SUNY Delhi. Right: SUNY Delhi PresidentCandace Vancko, N.Y. State Senator John Bonasic and StateAssemblyman Clifford Crouch.



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