A trio of school replacements and a renovation to create a new Center for Black Student Excellence (CBSE) will create job opportunities for minority-owned contractors and subcontractors.

Voters in May 2025 gave Portland Public Schools the green light to issue up to $1.83 billion in bonds to pay for new Jefferson, Cleveland and Ida B. Wells high schools as well as updates of other buildings to hold the CBSE, and other work. Construction is expected to begin soon after a five-year delay.

PPS awarded a five-year, $61.1 million contract to Procedeo, a construction program management company based in Grapevine, Texas, to oversee the projects. Procedeo will base its local operations in the One North development at 25 N. Fremont St. Space there and at 3506-3514 N. Vancouver Ave. will be used for the CBSE.

Procedeo has partnered with NAMC-Oregon to focus on advancing equitable participation, transparent engagement and meaningful access to opportunity throughout the life of the bond program, Procedeo President Brian Johnson said.

“Working alongside PPS, contractors and community stakeholders, Procedeo will help ensure that all contractors, designers and related professionals are informed, prepared and positioned to participate in both the construction process and the broader planning conversations that shape these projects,” he said.

Nate McCoy, NAMC-Oregon’s executive director, said the partnership combines Procedeo’s deep expertise in program management and delivery and NAMC-Oregon’s long-standing relationships with the contracting, workforce and community-based ecosystems, including services in technical assistance and community engagement.

“Together, we are aligning technical oversight with intentional equity, workforce and business inclusion strategies to ensure the PPS bond program delivers both high-quality facilities and lasting community benefit,” McCoy said.

Johnson described the projects as historic investments in public education infrastructure in Portland because, beyond delivering modern, safe and inspiring school facilities, they support local jobs, strengthen small and minority-owned businesses, and reinforce schools as community anchors.

“The bond improves learning environments while also creating economic opportunities that extend well beyond school walls, benefiting families, neighborhoods and the regional workforce,” he said.

The projects will integrate career technical education by connecting students to real-world exposure in construction, engineering, architecture and skilled trades, Johnson said. Through site visits, classroom presentations, mentorship opportunities and hands-on learning experiences, students will be able to see how academic concepts translate into viable career paths.

“These experiences help demonstrate that high-quality, well-paid careers exist right in their communities,” Johnson said, adding that other engagement will be encouraged as well.

“Architects, engineers and designers involved in the bond projects will have opportunities to share their career journeys, explain the design process, and involve students in problem-solving exercises related to real school projects,” he said. “This engagement helps students envision themselves in design careers while fostering a culture of mentorship within the profession.”

During the projects, Procedeo will prioritize clear, consistent communication with students’ families through community meetings, school-based events, multilingual materials and accessible project updates, Johnson said.

“Engagement efforts are designed to explain not only what is being built, but why these investments matter over the long term for student success, neighborhood vitality and economic opportunity,” he said. “By keeping families informed and involved, the project builds trust and ensures that community voices remain central to the bond’s success.”

Procedeo’s services for each project will include fiscal and budget management, development and maintenance of the project management plan, project scheduling, project controls, management of contingencies, design and engineering review, preconstruction, construction phase oversight, and occupancy and post-occupancy services.

Procedeo will receive base compensation of approximately $55.1 million, which represents 4 percent of the estimated remaining budgets for the three school modernizations combined, CBSE construction, and administrative oversight of the Office of School Modernization, which is administering the bond projects.

The contract includes an additional $6 million incentive for the three school projects to be completed on time. They are scheduled to be built and completed simultaneously. Rather than have three firms manage the projects separately, PPS opted to lean on one firm for accountability and advance the projects collectively.

Placing management of the billion-dollar-plus bond program under one firm also will reduce price escalation, according to PPS Superintendent Kimberlee Armstrong.

In addition to the Jefferson, Cleveland and Ida B. Wells high school projects, the 2025 PPS bond program will prioritize seismic improvements at eight to 10 schools most at risk during earthquakes. A reserve fund will be established for replacing major systems, such as HVAC, and emergency and unplanned projects.

Any remaining funds, including cost savings from the high school projects, will be used to update or replace leaking or deteriorating school roofs, mechanical systems, plumbing, electrical systems, fire alarms and sprinklers, safety and security systems, elevators, site elements, exterior enclosures as well as other work.

In addition, athletic facility upgrades will be done at Roosevelt, Lincoln, Franklin and Grant high school, and West Sylvan Middle School. Athletic hub facilities will be created at Jackson Middle School and the Marshall campus. Physical education spaces and high school performing arts and theater facilities will be updated as part of the most recent round of bond funding.

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The Oregon-Columbia chapter of the National Electrical Contractors Association (NECA) and IBEW Local 48 recently co-hosted a summit in an urgent call to action for labor, management and community partners to unite in confronting the growing mental health crisis affecting the construction industry.

Held Oct. 13 at the IBEW Local 48 hall in Portland, the daylong Regional Emergency Mental Health Summit brought together experts, advocates and frontline leaders from across the region to share resources, foster open dialogue and strengthen collective strategies for mental health awareness, suicide prevention and access to care.

The summit underscored a shared commitment by NECA and IBEW to prioritize the well-being of every worker. Together, both organizations are leveraging national partnerships such as the Construction Suicide Prevention Partnership, Construction Working Minds and the 988 Suicide & Crisis Lifeline, to ensure individuals and families in the trades have access to life-saving support.

“This summit is about building a culture of care in our industry,” said Todd Mustard, Oregon-Columbia NECA chapter manager. “By coming together, we’re equipping our community to respond in times of crisis and reinforcing that no one faces mental health challenges alone. Seeking help is a sign of strength.”

Garth Bachman, business manager for IBEW Local 48, noted that mental health is a safety issue just like any other on the jobsite.

“We’re determined to ensure our members have the tools and support they need to thrive both at work and at home,” he said.

During the summit, attendees participated in evidence-based trainings and discussions. One, the “VitalCog Training,” equipped them with tools to identify and respond to mental health challenges in the workplace. The session “Train, Mobilize, Deploy” focused on proactive support systems within union environments.

An afternoon keynote, “Caring for Others on a Deeper Level” by leadership coach Josh Rizzo, highlighted practical ways leaders can foster compassion and psychological safety in their organizations.

NECA’s Oregon-Columbia chapter represents electrical contractors across Oregon and Southwest Washington. IBEW Local 48 has served the region’s electrical workers for more than a century, advocating for safe working conditions, fair wages, and community well-being through education and solidarity.

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Clatsop Behavioral Healthcare (CBH) last month broke ground on a new housing development that will provide 32 supportive housing units, making comprehensive mental health services more accessible to people who need them along Oregon’s North Coast.

The project, in Astoria, is being developed by Edlen & Company and was designed by TVA Architects. The project team also includes general contractor Walsh Construction, ColeBreit Engineering, VALAR Consulting Engineering, KPFF, landscape architect Shapiro Didway, and specifications consultant m.thrailkill.architect.llc.

Scheduled for completion in late December, the three-story, 23,880-square-foot building will house CBH’s Open Door Program, which provides treatment, support and employment services for clients living with serious mental illness and addiction.

In TVA Architects’ project description, the firm notes that Clatsop County has the highest rate of unsheltered homelessness in Oregon – nearly six times the state average. The building will serve individuals earning up to 30 percent of the area median income and house an on-site manager.

The studio apartments will be complemented by supportive spaces such as common rooms and kitchens as well as spaces for group therapy, TVA Architects design principal Tim Wybenga said. It also was essential that the building fit in with Astoria’s maritime culture and history, he added.

“This was a chance to do what we really love to do, which is make contextual modern buildings,” he said. “It’s really nice when we get the chance to work on projects like this and feel like we’re making a difference.”

Situated near the historic Astoria-Megler Bridge, the building is designed to harmonize with the neighborhood. Special consideration was paid to balance the durability and maintainability of interior finishes with the promotion of a comforting, calming and supportive atmosphere.

Appropriate layers of security and privacy between residents and daily users will be integrated without reducing the agency or choices available to either population. The team sought to minimize potentially traumatizing triggers by carefully considering elements like color, views of nature, lighting and spatial layout.

Wybenga described the collaboration with CBH and Edlen & Company as a “really nice partnership” and the project as both personally and professionally rewarding.

“We find that working on these projects that are community good and public benefit really have so much meaning,” he said, “and it just makes for a great feeling every time we meet.”

Jill Sherman, co-founder of Edlen & Company, said the CBH project is the first the developer has done in a rural area and provides a significant number of housing units for the region. While CBH provides smaller housing options in other cities along the coast, this is its largest such endeavor to date.

“We know how to develop buildings, but we’re not specialists in providing the services people need to be successful in permanent housing and mental health services, so this was a perfect opportunity for us,” she said.

The project took several years to come to fruition, Sherman noted. After an initial location was met with resistance, CBH and Edlen & Company had to identify a second site that had the support of city and county leaders, local businesses and residents.

Shyra Merila-Simmons, CBH’s executive director, credited her predecessor, Amy Baker, with having the tenacity to find the site and move the project forward despite the difficulties along the way.

“It really got to the point where we were tired of seeing our clients languish and not really have the benefits of our services,” Merila-Simmons said. “You can’t see meaningful progress unless people’s basic needs are being met. I think having that staffing capacity and ongoing support will make the success of people living there more meaningful and more probable.”

Funding for the CBH project comes from low-income housing tax credits, tax-exempt bonds, and grants from Oregon Housing and Community Services, the Oregon Health Authority and Columbia Pacific CCO (a coordinated care organization).

On the Boards is a 91��Ƶ feature offering a look at projects in Oregon and Southwest Washington being tackled by local architecture firms. To have your firm’s projects considered, contact 91��Ƶ reporter Hilary Dorsey at hdorsey@djcOregon.com.

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Marc Cardinaux founded Building Material Specialties Inc. in a 700-square-foot building. He recalls making sales calls and answering the phone in the mornings and buying supplies and making deliveries to customers in the afternoons. It was 1984 and, technology being what it was back then, he installed a phone in the bathroom so he wouldn’t miss a call.

“This was before cellphones and even before fax machines, and we always wanted to be available to our customers when they needed us,” he said. “Economically, things were a little depressed still, but we picked a good time to start the company because people wanted to develop business ties.”

Building Material Specialties (BMS) has come a long way; now it occupies a 50,000-square-foot building in Hillsboro. Cardinaux is planning to retire in April, but he has learned myriad lessons that have positioned BMS for ongoing success. He’s found enduring needs for stellar customer service and reinvestment of profits to grow the company. But BMS also has benefited from efforts to keep up with advances in technology as well as create a profit-sharing plan for employees, he said.

Cardinaux founded BMS after working in the building materials industry for seven years and watching his previous employer go through turmoil. Cardinaux separated himself from that situation and took a three-month break to think about his next career steps. Customers he had gotten to know over the years encouraged him to start his own commercial building materials company.

“I had a real desire to fulfill customers’ needs,” he said. “I was very customer-oriented and that spurred me to think about how important service is and that is what automatically led to success in sales.”

Equipped with a high school education and two years in the U.S. Army, Cardinaux dug deep into his sense of motivation to succeed. He had no real business plan but knew that just one of seven new businesses survived the first year. Each year, his goal was to put all his profits back into the company and stay in business for another year.

“We started on a shoestring with no money, so every month was a struggle to just make overhead,” he said, noting the company started with two people and now employs 76. “Every year we added incrementally and it’s the people who made that possible. It is up to the founder to surround himself with people who are smarter than he is, and that’s what helped us get to the point where we’re at today.”

In addition to hiring more employees, the subcontracting company moved into larger digs in Hillsboro and added Door, Frames, Hardware and Specialties divisions. Its services include fabrication, project management, custom design, delivery, and installation. Forty years after Cardinaux made a commitment to customer service, BMS continues to search for ways to make it better.

“We started in an industry that was underserved and service is our most important product,” Cardinaux said. “I think the key to our success is that we’re always trying to improve. Once you think you are doing it right is when you find out that there is more that you can do.”

Cardinaux added that BMS’ ability to adapt to new technologies has been essential. He recalled using seven carbon copies for each project during the 1980s and ’90s, when everything was on paper. Today, all BMS systems are automated – and there is no longer a need for a phone in the bathroom.

Among Cardinaux’s best business decisions, he said, was implementing a profit-sharing plan and encouraging his employees to participate and feel a sense of ownership in BMS. That includes his son, Richard Cardinaux, who works in the company’s estimating department.

“That was a very successful route to take because if the company makes a profit, the employees who contributed to its success also profit,” Marc Cardinaux said. “The future of BMS will depend on the company itself and the people who become a part of the business. My idea originally was not to leave a legacy company for family, but a legacy for people who want to continue the company as key leaders and become owners in the future.”

Cardinaux advised aspiring business owners to “never say never” and make sure they don’t take anything for granted. “I would also tell them to give their people some stake in what it is they are trying to accomplish and make all of their employees stakeholders in their business,” he added.

Josh Jorgensen, BMS’ general manager, is among those who have benefited from Cardinaux’s mentorship and will carry that knowledge as a leader of the company moving forward. “Marc is an impassioned leader who doesn’t hesitate to help,” he said. “Whether that’s lending advice or jumping in a truck to make a delivery, he’s there for you.”

Gene Zurbrugg, founder of Zurbrugg Construction in Hillsboro, is a longtime customer of BMS and described Cardinaux as “dependable, straight as an arrow and a real good guy.”

“We’ve dealt with Marc for many, many years, and he started that company from scratch and has made it a real successful business,” Zurbrugg said. “He delivers materials on time and when he should, and that’s rare in business these days. We’ve been real happy with him.”

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Portland-based regional trade association Professional Business Development Group (PBDG) has appointed Dr. J.W. Matt Hennessee as its new president. He joins CEO Kenechi Onyeagusi as the association’s leadership.

Founded in 2014, PBDG advocates for opportunity, equity and inclusion in the construction industry. It serves minority-owned and Disadvantaged Business Enterprise (DBE) entrepreneurs in the construction, architecture, engineering and professional service industries.

Among its services, PBDG champions policy initiatives that center around utilization of both minority-owned/DBE contractors and workers. The group also provides its 100-plus members with access to business resources and project bidding opportunities.

With the $1.2 trillion Infrastructure Investment and Jobs Act (IIJA) and Metro’s $652.8 million affordable housing bond funding projects, work is increasing in the region, Onyeagusi noted. More than $40 billion in IIJA money is anticipated to go to public works projects in Oregon.

Hennessee, who has served in a variety of leadership roles within public administration, private business, nonprofit boards and various commissions, has an intimate understanding of the societal, cultural and economic shifts taking place locally and regionally, PBDG stated. An Ohio native who moved to Portland in 1988, Hennessee has a lengthy track record of advocacy and community peace-building as well as a network of relationships that spans elected officials, civil rights leaders and grassroots organizers.

In addition to formerly serving as chair of the Portland Development Commission (now Prosper Portland), Hennessee has served on the Board of Trustees and academic and finance committees at Westmont College in Santa Barbara, Calif., and as chair of the Finance & Asset Management Committee for the Berkeley School of Theology in Berkeley, Calif. He also worked for nearly nine years as Nike’s global operations director for its Equipment Division.

Handpicked for the PBDG presidency, Hennessee has a “background that affords him an invaluable perspective on the landscape PBDG occupies, the importance of PBDG’s purpose, and the avenues by which PBDG’s mission can be served, sustained and strengthened,” according to a press release.

“My excitement around the addition of Pastor Matt is to have more of an ability to be in community with our members and partners,” Onyeagusi said, noting that Hennessee this summer has visited PBDG members and partners on job sites and held listening sessions to better put their thoughts and perspectives into action.

Onyeagusi added that PBDG investors such as Meyer Memorial Trust, IBEW, Oregon Community Foundation, The Collins Foundation and Business Oregon enable the association to fulfill its mission.

Hennessee’s appointment will enhance PBDG’s continued efforts to advance equitable economic opportunity for its members, according to Mark Matthews, a PBDG co-founder and board chair and president of Pacificmark Construction, a Black-owned construction company.

“Our organization is evolving in smart ways at a time when our purpose has never been more important,” Matthews stated in the press release. “Dr. Hennessee’s leadership will not only enhance what we can do for our diverse community, but what we’ll be able to accomplish with additional allies and partners. It’s a win-win for everyone concerned.”

Hennessee is “humbled, honored and excited” about his new role, he stated, because of the respect he has for Onyeagusi, the board, staff, members and partners. PBDG provides important tools and opportunities its members need to win work, he added.

“I see this as a very important time in our history as we see a number of opportunities for women- and Black-owned and Brown-owned businesses to really thrive,” he said. “We also want to learn best practices from one another, celebrate victories, and do more to really be accountable for dreams and goals and achieve them.”

Through investor support, PBDG’s Construction Business Training Center provides interindustry, one-on-one mentorship, technical training and business education at low or no cost to underrepresented and underserved entrepreneurs as they grow and scale their businesses. Also, the organization is excited to resume offering in-person trainings in September, Onyeagusi said, and will celebrate the reactivation of its training center with an open house and new construction software.

“The last few years have underscored the need for committed and connected folks to lead as we endeavor to become a more equitable community,” Rukaiyah Adams, Meyer Memorial Trust’s chief investment officer, stated in the press release. “The community will look to (Hennessee and Onyeagusi) to help working folks and businesses get ready for generational opportunities, and to ensure structural changes are made to level the playing field.”

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GeoEngineers maintains a robust Inclusive Contracting Program to identify qualified COBID firms to add to project teams in Oregon and the 37 other states where the company does business. For 2021, GeoEngineers set an ambitious utilization goal of 30 percent of all subcontracted dollars being passed to certified firms.

Through its WSDOT Hydrology and Hydraulics On-Call contract and partnership with women-owned Entitlement and Engineering Solutions (EES), GeoEngineers is helping EES expand its expertise. At the same time, GeoEngineers’ staff has learned from the different skill sets and experience at EES, helping them become more well-rounded engineers.

GeoEngineers’ projects often impact the surrounding community. The Woodburn High, Middle and Elementary Schools help develop solid foundation designs that will serve a student population of mostly Latino students for many years to come. GeoEngineers encourages its employees to participate in professional education and industry organizations as part of their regular duties, often for groups that directly support inclusion and diversity.

Over the past 40 years, talented women have used GeoEngineers’ broad ownership, decentralized structure and emphasis on diverse collaboration to carve out successful careers in a transportation engineering industry where they have been underrepresented.

“We believe that more diverse firms are better for the industry and are committed to building up our partners. GeoEngineers is actively pushing our Inclusive Contracting Program beyond Washington and Oregon, where our roots go deep. We engage with certified and local businesses in states across the country – even when it is not required. Our Inclusive Contracting Liaisons are in the habit of asking ‘Can you use a diverse/certified firm for that service?’ on private and public projects alike,” the company’s nomination states.

GeoEngineers’ Inclusive Contracting Program was recognized by the Society for Marketing Professional Services Oregon chapter with a 2020 Marketing Communications Award.

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Román Hernández’s humble beginnings include working in the fields and harvesting onions to help support his family. From there, he went on to establish a successful legal career that spans nearly 20 years, become the first Latino partner of a prominent Portland law firm, lead the Hispanic National Bar Association and meet with President Obama in the White House.

Hernández shares the socioeconomic disadvantage he faced in his youth with minority students in middle and high schools to encourage them to pursue their education and careers, particularly in the legal profession.

“Román makes time to inspire Hispanic youth through a variety of different forums and venues because he is one individual who has truly not forgotten where he came from and feels compelled to provide opportunities to others,” his nomination states.

The Oregon State Bar appointed him to serve on the Advisory Board of its new Leadership Academy. Chaired by Oregon Supreme Court Justice Lynn Nakamoto, the Advisory Board is developing the Leadership Academy to train and mentor a new generation of diverse bar leaders.

Hernández was hand-picked to serve on an ad-hoc committee organized by Oregon Supreme Court Justice Adrienne Nelson and Federal Public Defender Lisa Hay, which developed a video on unconscious bias. Adopted by the Oregon Judicial Department, the video is intended to educate jurors about the issue of unconscious bias so their deliberations are based on facts and law.

Hernández’s involvement in community organizations includes Portland’s Council of Economic Advisors, which is developing an Economic Prosperity Plan that will develop and refine public and private partnerships to ensure all communities share in Portland’s prosperity. He also is on the board of directors of the Hispanic Metropolitan Chamber, has served as its president and recently delivered the keynote address during its annual scholarship luncheon.

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Reflecting a deep commitment to diverse representation and equitable outcomes across its workforce, Meyer Memorial Trust, in partnership with project leaders and O’Neill/Walsh Community Builders, developed rigorous participation goals to ensure every aspect of Meyer’s new headquarters reflected the most robust goals for the Portland business community.

Located at North Tillamook Street and North Vancouver Avenue, the $10.8 million, 19,829-square-foot building includes three stories of collaborative office space, a library and convening space for community partners. It was completed in October 2020.

Meyer saw an opportunity to be a good steward by developing a healthy workplace that embodies sustainable building practices within a design that is considerate to neighboring structures and residents in the historic Albina district. The project team contracted with six minority- and women-owned businesses and seven small family-owned wood products companies to achieve a “Sustainable Wood” classification for 85 percent of the wood used in the building.

In addition to a diverse leadership team, 47 percent of the Meyer headquarters’ construction budget was built by women- and minority-owned subcontractors, 30 percent of the journey people and apprentice hours were filled by minorities and 10 percent of the hours were filled by women.

Additionally, 80 percent of the subcontractors were either women- and/or minority-owned businesses, with 20 percent being “stretch” opportunities to give smaller companies the opportunity to grow and expand their portfolio. Subcontractors were included on the project signage to give them higher visibility and recognition for their work.

A former industrial tow lot, the site includes an outdoor plaza, eco-roof and the Kwánsǝm Yakwá Garden, a healing garden and fountain. The landscape design acknowledges local ecology, community history and regional identity that educates visitors and staff. Indigenous plant species were selected due to their historical significance as a primary food, medicinal or commodity resource for Columbia River tribes.

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The National Association of Minority Contractors-Oregon chapter (NAMC-Oregon) introduced NAMC University last year with the mission of supporting Black-, Indigenous-, and people of color (BIPOC)-owned businesses to develop the administrative and project management skills they need to succeed.

Through the unique venture, NAMC-Oregon’s partners and stakeholders have committed to support and train members to prepare them to bid more successfully on upcoming construction projects. By participating in the series of technical trainings, NAMC-Oregon members are better prepared to advance their interests and concerns as contractors.

“These trainings help them apply some of the education and training in real time on real jobs they are doing currently. There are some good programs out there, but they aren’t always linked to what people are learning on real job sites,” said Executive Director Nate McCoy. “I think most of us learn best through application and how it impacts our bottom line and safety. The trainings show them how to sharpen their pencil and be more competitive on bidding projects and managing contracts.”

The Metropolitan Contractor Improvement Partnership, NAMC-Oregon’s technical assistance arm for more than a decade, provided a solid foundation of training for many years and merged with NAMC-Oregon to enhance its delivery of services and make it a more effective and efficient organization serving a variety of needs to its members.

The NAMC University initiative offers online and in-person technical support and training in partnership with organizations such as Colas Construction, Kiewit, Raimore Construction, Associated General Contractors Oregon-Columbia chapter, Hoffman Construction, Andersen Construction, Propel Insurance, SAIF and Sundt.

NAMC University has hosted a wide range of courses, from small business financial stabilization to specialized hands-on training with Procore. The revamped platform has been accessible to small contractors throughout the pandemic.

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Though its work is traditionally broader than the building industry, the Center for Equity & Inclusion found itself in the project owner seat in 2020 when it decided to purchase and renovate a 107-year-old building on Alberta Street to serve as its new headquarters.

The project provided an opportunity for the organization to invest in the community it serves and ensure the property and building remains in the hands of people of color as the area continues to change due to gentrification.

Founded in 2015, CEI began as a foundation-driven initiative for nonprofits to engage in long-term, racial equity-based model of organizational change. Its team engages with people at all levels, from leadership to interns to external partners, to assess workplace challenges, create collaborative toolkits and implement diversity, equity and inclusion plans.

Its services include equity certification for educators, and language and tools for advancing conversations about race. CEI’s Equity Facilitation Intensive guides people who must lead challenging conversations, trainings or coaching sessions.

CEI also offers a two-year, paid fellowship for people in BIPOC communities with backgrounds in human and social services, organizational development and related fields who bring their cultural backgrounds, identities and lived experiences into their workplace. The fellowships are intended to grow the pool of leaders in the DEI field across a range of settings.

Founding partner Frewine Kiros credits her “brilliant, beautiful, Black daughter” as her reason for co-founding CEI with Hanif Fazal.

“I am living in a country that has strategically structured our society to impose a second-class citizenship on people based on the color of their skin. It isn’t enough to just be disturbed by how groups are marginalized because of their race, gender, religion, sexual orientation or disability. My only options are to accept or dismantle. I have chosen the latter,” she said.

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