Yumi Clevenger
National Marketing Leader

Yumi Clevenger

Yumi Clevenger joined DPR in 2002 from a public relations firm. She handles the national marketing communications for DPR’s 16 offices. In her spare time, she enjoys spending time with her husband and two children.

Posts: 16
Location: Redwood City, California
Other languages spoken: Japanese
Favorite TV show: The Newsroom
Hometown: Fresno, CA
Posts In: Communities, Healthcare, Integrated Project Delivery (IPD) and Lean, News

November 8, 2017

Game, Set, Match: USTA Team Wins Excellence in Construction Award for North America's Largest Tennis Facility

It’s been a good year for the United States Tennis Association (USTA). Following the January opening of the USTA’s 65-acre National Campus in Orlando, four players (Sloan Stephens, Madison Keys, CoCo Vandeweghe and Venus Williams) became the first American women in 36 years to sweep all semi-final spots at the U.S. Open in September—guaranteeing a “home turf” win at this year’s final grand slam tournament.

Nearly a month later, the project team, who helped make the “new home for American tennis” a reality, took center stage and won a coveted Eagle Award for the USTA’s National Campus project from the Central Florida Chapter of the Associated Builders and Contractors (ABC).

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USTA's campus, designed by HKS and built by DPR, is designed to train and prepare the next generation of American tennis stars. Photo courtesy of HKS

Located in Orlando, the campus, designed by HKS and built by DPR, is designed to help train and prepare the next generation of American tennis stars. The facility consists of the following:

  • 260,000 sq. ft. of vertical construction across eight buildings
  • 100 tennis courts, including the only true European red clay courts in the U.S. and 26 courts equipped with smart court technology that can show exactly where the ball lands relative to the in/out lines
  • 55,000-sq.-ft. corporate headquarters that features a pro shop and conference space
  • 47,000-sq.-ft. player development facility with six Rebound Ace indoor courts, a training suite, Hydroworx therapy tubs and viewing platforms
  • UCF Collegiate Center with 12 courts, locker rooms, trainer room and 1,500-seat grand stand   
  • Lodge to house 24 professional athletes providing housing and dining facilities onsite
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The campus includes a 55,000-sq.-ft. corporate headquarters that features a pro shop and conference space. Photo courtesy of HKS

According to DPR’s Jay Althouse, the team faced numerous challenges in completing the project, including the fact that the asphalt mixture used on the main courts had rarely been used before. The custom material mix required the team to construct the courts with an exact sequence of timing. Rolling and compacting the asphalt had to be consistent to achieve precise densities and planarity. Laser scanning technology was used to accurately measure the required flatness and achieve the high-quality product where some of the nation’s best play.

Another challenge was the 200 tons of red clay procured and imported from Italy to build the same European clay courts used in the French Open. The clay arrived in five-pound bags, totaling 80,000 bags of red clay that had to be meticulously placed and rolled to complete the courts. 

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The USTA campus includes 100 tennis courts. Photo courtesy of HKS

The DPR team met those challenges and then some, to deliver the world's most advanced tennis facility. Using pull planning and short-interval plans to reach project milestones, the team developed a sequencing plan that enabled the office building on the campus to be completed four months ahead of schedule, allowing the USTA to move staff onsite.

Special consideration to the project’s neighboring environment also remained an important element during design and construction. The project team was sensitive to the neighboring wetlands and an active bald eagle nest within the preserve.

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Located near wetlands and an active bald eagle's nest, the team created a protected area around the nest and monitored it daily to avoid disruption. Photo courtesy of DPR Construction

“We placed a 330-ft. protected area around the nest that we monitored daily during the nesting season,” said Althouse. “No construction could occur within the protected area if any activity near the nest was detected. We re-sequenced construction activities to avoid any disruption.” The team built an access road and worked closely with utility companies to bring power, water and sewer services to the site.

From courts for children, to professional red clay courts designed to train for the French Open, to ADA compliant courts, the USTA National Campus was designed and constructed with every skill set in mind, advancing the sport at all levels. At the highest level, with the highest quality, and the highest amount of collaboration, the DPR and HKS teams were able to deliver a product that will be a game changer for American tennis.

March 27, 2017

Three Things to Know about “Integrating Project Delivery”

"What if every building and every piece of infrastructure truly worked? What if they were all designed not simply to fill a need but to enhance our way of life? What if every building performed as highly as possible, with all systems working in concert to support its purpose?" (Integrating Project Delivery, Chapter 1.2)

If you are someone who believes there is a better way to design and build buildings, infrastructure, dwellings, etc., then you should spend some time reading Integrating Project Delivery written by Martin Fischer, Howard Ashcraft, Dean Reed and Atul Khanzode. Written as a textbook, it is the first comprehensive look at the Integrated Project Delivery (IPD) system. If you tackle it in bits and pieces, you’ll discover a road map for integrating project delivery filled with stories, practical knowledge and applications, legal structures for supporting the process, and real-life examples—all written with a dose of inspiration that there are actually many different ways teams can achieve better outcomes.

 Following are three things to know about Integrating Project Delivery:

  • Integrating Project Delivery is organized around a Simple Framework, a road map for producing a high-performing building, a “building that supports its end users in performing their activities as optimally as possible."

  • Each chapter asks and answers one or two big questions, including “what does success look like?” 
Chapter Title Question

What Would Make Us Proud 

What do we want to do and what can we do? 
2 Transitioning to IPD: Owners’ Experiences  What do owners who have used integrated project delivery (IPD) think about what they can do to improve outcomes? 
3 Putting it All Together: A Simple Framework  What is the roadmap, the strategy to successfully produce a high-performance building? 
4 Defining High-Performing Buildings  What is a high-performing building? 
5 Achieving High-Value Buildings  What makes a high-value building? 
6 Integrating the Building’s Systems  How can systems be integrated to achieve a high-performing building? 
7 Integrating Process Knowledge  How can process knowledge be integrated? 
8 Integrating the Project Organization  What is an integrated project organization and how is it created? 
9 Managing Integrated Project Teams What is an integrated project delivery team, and how do you create and manage one? 
10 Integrating Project Information  What does it mean to integrate project information, why is this so important, and how can we do this? 
11 Managing with Metrics How do define and uphold the client’s value goals for their unique high performing building? 
12 Visualizing and Simulating Building Performance  How do we enable stakeholders to visualize and understand how their building will perform through every step of design, long before it is built? 
13 Collaborating in an Integrated Project  What does it mean to collaborate in an integrated project? 
14 Co-locating to Improve Performance  How can we leverage co-location to improve behaviors and outcomes? 
15 Managing Production as an Integrated Team  How do we manage the production as an integrated project team? 

Avoiding the Pitfalls of Traditional Contracts 

Why is it so difficult to use traditional contracts to support project integration? 

Contracting for Project Integration 

How does an integrated form of agreement support integrated organization and behaviors? 
18 Delivering the High Performance Building as a Product  How high-performing, valuable buildings can be developed and delivered as a product? 
  • Chapter 2 is dedicated to the owners’ experience in their own words and observations as they transitioned to IPD. Fourteen industry leaders, who were all involved in IPD projects, participated in a series of interviews that confirmed that IPD is an owner-driven process and frustration with existing project delivery systems was the most common reason for turning to IPD.

    When asked what it took to be a good IPD owner, the group identified five key characteristics: 

    • Clarity – Define what you want and what the IPD team must achieve
    • Commitment – An ongoing willingness to support the process with training and resources
    • Engagement – An active and knowledgeable participant who maintains a daily presence on the project
    • Leadership – Knowing when to lead and when not to lead, how to set the expectations for the project but also share leadership responsibilities
    • Integrity – Setting the project tone and creating an environment of trust 

Published by Wiley and now available on Amazon, Integrating Project Delivery details the “why” and “how” of IPD and how to organize and execute projects to achieve better value for all participants as an integrated team. It is a guide for aligning project collaborators and a promise for designing and building a better, higher performing built environment for us all.

December 14, 2016

Can Companies Successfully Operate without a CEO?

The Wall Street Journal (WSJ) asked that very question during recent interviews with Doug Woods, co-founder and the D in DPR, and Matt Murphy, who is part of the Texas Business Unit Leadership team.

How does DPR do it? What are the benefits? What are the challenges?

The benefits were easy to articulate: increased collaboration, enhanced decision-making at all levels, greater opportunities for leadership, and a highly engaged workforce. Employees are empowered and trusted to make decisions. The focus is on roles, responsibilities and experience—versus titles, bureaucracy and power. That’s what it feels like to work at DPR.

The Wall Street Journal interviewed DPR's Doug Woods and Matt Murphy about shared leadership for the December 14, 2016 print and online editions. 

The challenges, however, while slightly more difficult to accurately convey, are what builds the character of DPR from deep within.

In the WSJ article, Woods mentions that the Management Committee arrives at decisions together, sometimes after “a lot of argument,” but claims the company is better off with consensus.

To some, arguing or conflict is seen as a negative. In the culture of DPR, it’s a positive. We have groups of leaders, who are passionate, engaged, and openly and respectfully express/debate various points of view to arrive at the best direction for the company. It is by thoughtful design and this commitment to brutal honesty and transparency that helps build trust with all who have the opportunity to work here.

Shared leadership focuses on combining the strengths of people to produce high-performing teams ready to build great things. DPR's Management Committee includes (top row) Mike Ford, Greg Haldeman, George Pfeffer, Eric Lamb, (bottom row) Mike Humphrey, Michele Leiva, Peter Salvati and Jody Quinton. 

For Murphy, who previously worked for more traditionally structured construction companies before joining DPR in 2013, it’s a “breath of fresh air” that has helped the Texas region thrive and grow into a tri-city, $1 billion operation.

“In the traditional model, you get one person’s direction or opinion. At DPR, you get lots of opinions and advice but no one person tells you what to do. At the end of the day, it’s your decision to make and you take responsibility for that decision,” said Murphy. “The Management Committee gives us all the tools we need and trusts us to make it happen.”

That’s the level of trust you need if you want to operate without a CEO.

DPR’s collaborative spirit is exemplified through shared leadership. It began with DPR’s three co-founders, Doug Woods, Peter Nosler and Ron Davidowski in 1990, and continues with DPR’s Management Committee and throughout the company.

March 29, 2012

The Hybrid OR

DPR’s Gerry DeWulf’s latest blog post to Healthcare Building Ideas discusses the fast-emerging trend toward the development and demand of Hybrid ORs.

Based on our experience at Banner Health at Good Samaritan Hospital, Gerry shares a couple of things for owners to think about as they consider hybrid ORs for their facilities. Read Gerry's "Hybrid ORs--The Magic Kingdom" post on Healthcare Building Idea's blog.

Any renovation in the OR department is complex – but the Hybrid OR just raises the game to a higher level. So, in addition to his blog post, Gerry has the following advice for project teams when it comes to Hybrid ORs:

  • Typically Hybrid OR’s are being added on, or built next to, existing ORs. There will be more demolition noise, more cores to drill in the slabs, and more structure to be drilled and bolted. Get to know the department staff around you, respect their concerns, start planning early, and share your schedule for the work well in advance. Tell them how you will mitigate the impact to them – and keep your promise. Prepare for lots of off-hours work and ICRA that gets put in place every evening and removed prior to start of business in the morning. Remember that some departments, like ER, never close and you may get very limited access during very brief time periods.
  • For structural requirements, demanding tolerances of today’s new imaging and angiography equipment require stiffer structural supports than in the past. This can be a major disruption the departments located beneath your new Hybrid OR room, and dollars and time in your construction budget and schedule. Try to reinforce/stiffen what you have.
  • For Cooling/HVAC requirements, there are two areas of concern:
    1) The OR room itself will probably require a larger volume of air than that of the previous function in that location. Make certain that existing air-handlers have the fan capacity, humidity control, and cooling coils to handle the additional load.
    2) Cooling load in the equipment room that houses all the computers and UPS systems that support the communications, controls and operation of the new equipment. The most common solution is a CRAC (Computer Room Air Conditioner) unit that requires house-generated chilled water supply and return.
  • Power, control, data, and display wiring is everywhere. Ceiling space is already full of HVAC ductwork, medical gas piping and electrical conduit, which now may need to be relocated. This can be a budget and/or schedule concern if not identified early in the design process. Find the accurate as-built drawing or get your head above the ceiling and get BIM coordination started during the design.
  • Look for opportunities to re-route existing utilities out of the footprint of the new Hybrid OR. You will need every inch of space possible for new ductwork, med-gas piping, boom and light supports, and conduit. The best time to have the most budget impact is early in the design process.
  • Once the project is complete, staff will fight tooth and nail to keep you out of their new OR, now and in the future. Create your “as-built” drawings or updated BIM model as you go and make certain everything is documented before you close up the ceiling. Good record drawings also means that future projects will not require design teams to access the space – a great benefit to the client!

March 25, 2012

ASU Students Putting Ideas into Action

Hamilton Espinosa contributed another blog for Healthcare Building Ideas. In it, he describes G3Box, an innovative startup created by Arizona State University students that recycles materials and turns it into medical clinics around the world.

This impressive student venture has been featured in Entrepreneur and Inc. magazine, as well as other national media outlets.

The non-profit turned to DPR and SmithGroup to create their first maternity clinic, which is now on-track for completion at the end of July. Read more about this amazing project here: "ASU Students Putting Ideas into Action."

March 14, 2012

IPD Enhances Project Results

In his ongoing contribution to Healthcare Building Ideas' blog, DPR's Gerry DeWulf explores the Integrated Project Delivery method in "Enhancing Project Results though an IPD Approach."

Whether a formal IPD contract is in place or not, IPD principles can be used to get the team on the same page and deliver great results for the owner. 

With these principles in place, decisions can be made quickly in order to do what's best for the project. However, innovation and commitment are necessary in order to make this happen.

January 19, 2012

Fortune 100 Ranks DPR 13th Best Company

DPR has claimed the 13th spot of the top 100 companies to work for in the nation!

Up 9 spots from last year, this honor was bestowed on DPR for reasons such as the company's open culture and ability to empower employees. With Google taking the top spot, we are proud to be in the company of such great and inspiring thinkers.

See the full list here.

January 11, 2012

Huffington Post Ranks DPR in Top 10 Firms to Work For

Huffington Post ranked DPR 10th in the top of 10 of companies that college students should want to work for.

Reasons for DPR's selection as the 10th best firm for college students to work for included our in-office wine bars, subsidized fitness memberships and company's principles of integrity, enjoyment, uniqueness and ever forwardness. Once again, Google took the top honor. 

Read the full list here.

December 7, 2011

DPR Believes the Children Are Our Future, Donates $590,000

Building Design+Construction wrote about DPR's charitable arm, DPR Foundation.

Established in 2008, DPR Foundation has awarded nearly $1.5 million to 17 different organizations over the past four years and is committed to helping disadvantaged youth within each of DPR's local communities by supporting youth-focused organizations.

For 2011-2012, DPR Foundation will be giving away $590,000 to 9 returning grantees and 3 new youth organizations for disadvantaged grade school to high school youths.

November 7, 2011

Stimulating the Economy: UCSF Mission Bay

UCSF's 878,000-sq.-ft., $1.5 billion Mission Bay Medical Center project is stimulating the economy--including DPR's, according to the San Francisco Business Times.

The article discusses DPR's involvement with the mammoth project and company growth. It also features an interview with Mike Humphrey, DPR's General Manager for the firm’s San Francisco office.