Inside the RNC6 ways ODOT was reaDy

page 6

Photo by Erin Fryz, District 12

AUG 2016AUG 2016

Ninety-three percent of ODOT’s capital program is spent on preservation. Even in

the past decade, which included two record capital fiscal year construc-tion programs of just under $2.5 billion, we only added 1.3 percent in new capacity miles to our transportation infrastructure system.

Under our new asset management approach, we intend to become even more preservation-oriented. This new approach will mean taking care of what we have in order to extend the life cycle of the roads and bridges, and our other assets. This new pro-gram includes an innovative three-pronged approach.

First, ODOT has spent the past 10 years moving to a more data-focused method of managing and improving our transportation system. We are now going to use state-of-the-art technol-ogy to improve our decision-making.

For example, our Pavement Management System software now conducts an in-depth analysis of road

i heard recently that oDot is moving from a “worst first” policy to a “taking care of what we have” policy when it comes to our roads and bridges. how will this “asset management plan” work?

conditions to determine road resurfac-ing priorities with the highest benefit at the lowest cost.

In addition, our Transportation Infor-mation Mapping System or TIMS, has been developed to become a robust data source with the latest on ODOT facilities, roads and bridges, airports, traffic, ports, transit systems, culverts, safety barriers, railroads, intermodal facilities, and much more.

Second, ODOT has adopted much more aggressive preservation treat-ments. This more proactive approach will mean more micro-surfacing, crack sealing and chip sealing in order to make our roads and bridges last lon-ger, rather than just waiting for them to fail. We are also going to proactively clean and seal bridges to keep joints, side structures, surfaces, and drains in good repair to extend surface life.

Third, as a department, we are going to have more collaboration between our construction and main-tenance forces. We are now going to coordinate our capital and main-

Ask the Director

by Pieter Wykoff, central Office

One team

togetherDavid rose, central Office

Workplace Culture Part 3

From time to time, people have questioned how ODOT selects the vendors it decides to do busi-ness with. When suspicions arise, investigations into the selection process have been launched.

In 2007, the Ohio Inspector General and the Ohio Highway Patrol received a tip that there were irregulari-ties in the District 12 Facilities and Equipment divi-sions’ purchasing and procurement apparatus. After an 18-month investigation, they found that, “The two departments to be so riddled with fraud, corruption and depravity,” that few of the contract relationships main-tained with dozens of vendors, “were arms-length or untainted by personal greed.”

The Inspector General’s report said that nearly $400,000 in “gratuities and other improper payments” were made to three ODOT employees by nearly three dozen ODOT vendors. The report also said that nearly $11 million in “questionable or improper payments” made to ODOT vendors were the result of bid-rigging or fraud.

As a result of the investigation, seven ODOT employ-ees were fired or forced to resign. Nine people, including five ODOT employees, were indicted. All of them were sentenced to prison.

ODOT Director Jerry Wray pointed out that vendors and contractors are audited both internally and exter-nally. While it may take some time, we have systems and processes in place and they work. Any illegal behavior will be uncovered and a dealt with.

“If we come across something that’s suspicious, we will investigate it,” said Wray. “We have our own ODOT investigative unit in the Chief Legal Council’s Office. If we suspect something is going on, we’ll invite the Inspec-tor General in and cooperate with them completely.”

Shopping ‘center’ of the univerSenancy burton, District 6

tenance work in a more centralized fashion with input and advise from the districts and local officials.

This department is going to con-tinuously interact with our front line crews, our contractors, and our local governments to share information and benefit from their first-hand, practi-cal expertise and knowledge. Over 5.5 million people rely on the ODOT system every day for their jobs.

We’re doing all of this because we expect it will save ODOT about $300 million over the next six years, money that can be redirected to other program priorities. By looking at our system holistically, and putting our resources where we will get the best results, we will ultimately have a cer-tain level of consistency throughout the state.

t he key to grand openings is communication and coordination. In June, a third nationwide outlet mall opened in District 6, this one just east of the I-71/U.S. 36/SR 37 interchange in

Delaware County. ODOT worked closely with the developer, mall construction team, Delaware County law enforcement, and local townships to anticipate and accommodate the expected influx of traffic.

Portable message boards were set up—some as far as 10 miles from the mall—to alert motorists of slowed or stopped traffic ahead. A State Farm Safety Patrol unit drove the 40-mile loop from Franklin to Morrow counties to help keep traffic moving. Sheriffs’ deputies were stationed at every interchange, and the State Highway Patrol was flying overhead. The result: no surprises that opening day or for the entire weekend.

Even the spectacle of a 90-foot Ferris wheel and Saturday night fireworks—all easily visible from I-71—did not distract motorists enough to cause problems.

lips, landslides, and roadway failures are commonplace in southeast Ohio. In fact, District 10 is currently monitoring more than

4,500 “geohazards.” Back in March, things got crazy when within days, three roadways collapsed due to heavy rains. But as always, ODOT came together and found a solution. It all happened like this.

On March 15, District 10 received a call that Monroe SR 379 collapsed. No problem, one lane was still passable and all the district had to do was put up a temporary signal. However, the district only owns two sets of temporary traffic signals, which were being used, and the vendor which usually supplies signals was out of stock. Highway management had to find a solution, and fast!

District 10 was able to get traffic flowing the same day thanks to District

5 delivering the needed traffic signal. At that time, District 10 had one lane closures at 10 different locations.

Little did they know, there would soon be an eleventh closure, this time on Noble SR 285. Once again the district needed another pair of traffic signals.

Thankfully, District 9 crew members had an extra set and dropped them off to the District 10 traffic team. With Mother Nature in check and extra traffic signals now available through

the vendor, D10 was set to return the traffic signals to District 5. Then the unthinkable happened.

While District 10’s traffic crew was enroute to deliver the signals to D5, they got a call that Monroe SR 26 collapsed.

It took a month for the signals to be returned to their respective districts after county forces repaired the three sites. This was truly a team effort, all to protect the safety of motorists and the integrity of our transportation assets.

2 • TranscripT, Aug 2016 TranscripT, Aug 2016 • 3

CRITICAL SUCCESS FACTORS UPDATE

C S F S P O T L I G H T:

PEOPLEDBEParticipation by certified DBE firms on federally funded construction contracts directly related to ODOT core functions.

EDGEParticipation by certified EDGE firms on state-funded construction contracts directly related to ODOT core functions.

MBEPercent of operating budget in categories determined by DAS that is awarded to MBEs.

Excellence in Government

FY16Q3

As one of Ohio’s largest agencies, ODOT awards more than 1,000 contracts annually to contractors, consultants and other private entities. Our economic impact to the economy is substantial, considering we do more than $2 billion in contracts each year. And

by law, the department must adhere to federal and state guidelines throughout the contract process, speci� cally as it relates to small, disadvantaged and minority-owned businesses. To improve this process and ensure the department is a leader in this area, the Division of Opportunity, Diversity and Inclusion (ODI) was created on July 1, 2015. With a goal to promote diversity and provide equitable opportunities, both internally and externally, ODI is split into three o� ices: O� ice of Equal Opportunity, O� ice of Outreach and O� ice of Small and Disadvantaged Business Enterprise. Since its inception, ODI initiated the Disparity Study, to identify and remove the barriers that separate small and disadvantaged businesses from highway construction and engineering opportunities. Upon completion of the study, Director Wray submitted a letter to FHWA to implement a more targeted goal so that the state may create stronger parity and expanded opportunities for small and disadvantaged business enterprises within the heavy highway construction and engineering industries.

Pieter Wykoff, central Office

In June, ODOT Director Jerry Wray appointed Jack Marchbanks the deputy director for ODOT District 6. It’s familiar territory for Marchbanks,

who served as the head of that same district from 1997 to 2007. We spoke to him about his return.

is this almost like coming home again?Yes, in the sense that the home is still there. There’s a lot of new members that have shown up. It’s good meeting the young, enthusiastic people, along with the not-so-young but still enthusiastic people. There’s a sense of mission that is even stronger than when I left.

Both of us worked at ODOt in the 90s and then came back recently. to me, it seems to be a differ-ent kind of ODOt. It’s leaner. Director Wray did a lot to depoliticize ODOT and make it a professional organization. It’s about doing good work and being a good public servant and leaving the system better than when we showed up. I sense that from highway techs, all the way up to district construction engineers, and everybody in between.

When we started back in the early 90s, all of the DDDs were engi-neers. things have changed quite a bit.There are several DDDs, including my-self, who are not engineers. What I like about the organization is that it allows other pro-fessionals with other leadership experiences and skill sets to apply those to an engineering organization. I have an MBA and a degree in planning, and I’m really

close on my doctorate. The engineering profes-sionals here have tutored me along the way. They have taught me how to manage a surface transportation system.

You’ve served a number of years on the Ohio trans-portation review Advisory council (trAc). How will that affect your job?It allows me to serve at the 35,000-foot level, as well as at the crop duster level in regards to the funding needs. I’ve gleaned from my five years on the TRAC some really excellent ideas for innovative financing, many of them coming from the private sector. I come back with more to offer and more to contribute as a team leader and as a steward.

ARETURNENGAGEMENT

It’s good meeting the young, enthusiastic people . . . There’s a sense of mission that is even stronger than when I left.

Photo by brucE hull, centrAl Office

4 • TranscripT, Aug 2016

2 ODOT Critical Success Factor Update

District 234.76%

District 136.26%

District 751.59%

District 834%

District 927.85%

District 1030.83%

District 629.22%

District 325.29%

Does NotMeet Goal

MeetsGoal

District 531.9%

District 1117.42%

District 417.1%

District 1214.92%District 2

34.76%

District 136.26%

District 751.59%

District 834%

District 927.85%

District 1030.83%

District 629.22%

District 325.29%

District 531.9%

District 1117.42%

District 417.1%

District 1214.92%

C S F S P O T L I G H T : P E O P L E – D B E , E D G E , & M B E M E T R I C S

DisadvantagedBusiness EnterpriseHOW IS IT CALCULATED?The Disadvantaged Business Enterprise (DBE) metric measures the percentage of participation by certi� ed DBE � rms on federally funded construc-tion and construction-related services (consultant) contracts which are directly related to ODOT core business functions, i.e., planning and designing new roadways, building and maintaining the road-way system, etc.

The resulting DBE participation percentage is compared to the stated goal for the contract and to the program’s overall goal. The overall goal is 8.9 percent and individual project goals may range from 0 percent to 15 percent or more DBE partici-pation.

Encouraging Diversity, Growth, and EquityHOW IS IT CALCULATED?The Encouraging Diversity, Growth, and Equity (EDGE) metric measures the percentage of par-ticipation by certi� ed EDGE � rms on state-funded construction and construction-related services (consultant) contracts which are directly related to ODOT core business functions—i.e., planning and designing new roadways, building and maintaining the roadway system, etc.

The resulting EDGE participation percentage is compared to the stated goal for the contract and to the program’s overall goal. The overall goal is 5 percent and individual project goals may range from 0 percent to 15 percent or more EDGE partici-pation.

Minority Business EnterpriseHOW IS IT CALCULATED?The Ohio Revised Code requires that state agencies set aside 15 percent of their projected operating spend in speci� c categories to include only certi-� ed Minority Business Enterprises (MBE).

FY16 Q3 3

C S F S P O T L I G H T : P E O P L E – D B E , E D G E , & M B E M E T R I C S

The ResultsA lot has been done since ODI launched last July. A year later and the results are clear: the opportunity to do business with the department is greater and easier than ever before for all stakeholders. This was no acci-dent. The department made a concerted e� ort to not only be a leader in promoting diversity and providing equitable opportunities across the state, but nationally when compared to other DOTs.

HOW ARE WE IMPROVING?• DBE Applications: Reduced the processing time of

DBE certi� cation applications from over a year to approximately 90 days.

• Supportive Services Program: Assists DBE con-struction and consulting � rms competing for and performing on federally funded heavy highway construction projects by reimbursing for costs as-sociated with business development (i.e., technical training, registration fees, software, � nancial audits, etc.).

• Mentor-Protégé Program: Designed to provide small and disadvantaged businesses with an opportunity to gain skills by working with a larger, established � rm. The purpose is to strengthen the long-term stability of DBE � rms by focusing their resources on those critical business skills that contractors need to compete successfully in an open market.

• Proposal Note 13: Requires contractors to submit their DBE plan with a project bid, as opposed to

forming their plan sometime after the contract is awarded.

• DBE Audit: ODOT hired an independent consultant to review its DBE contractor lists to make sure all � rms in the system accurately align with their work category designations as well as the required pa-rameters of control, independence, and ownership.

• Outreach events: In 2015, ODOT hosted more than 20 disparity study, town hall, and one-on-one matchmaking meetings followed by a growing number of S&DBE opportunity meetings around the state. In 2016, ODOT has already been involved in more than 20 outreach events, including a Con-struction Symposium in Cincinnati that was attend-ed by 200 businesses and several local o� icials, including the city’s mayor. A Civil Rights Symposium is planned for April 2017 as the centerpiece of out-reach for the year.

• Engineering Consultant Developmental Goals: On selected projects, consultants who present a plan for developing a DBE or EDGE � rm will receive ad-ditional consideration for selection and will be able to recover the direct and indirect costs incurred for speci� c training and assistance to the DBE/EDGE � rm through the life of the agreement.

• MBE Participation: In � scal year 2015, ODOT achieved a 22.94 percent cumulative MBE spend, exceeding the department’s goal of 20 percent and the state’s goal of 15 percent.

CSF Category and Metric (Reporting Timeframe) State Overall

State Goal

PeriodTrend

PEOPLE

Work Life Index (Calendar Year Annually)ODOT Quality of Work Life Survey results, on a scale of 0-100 percent 71.3% 75%

Workforce Injuries (Calendar Year Annually)OSHA guideline for employers assessing incidents occurring for every 100 employees in a year’s time

4.45 5.23

Workforce Crashes 8.21 8.44

Direct Labor Ratio (Fiscal Year Quarterly)District direct ’billable’ labor hours divided by the total overall number of labor hours for ODOT’s core business functions. 69.6% 70%

Disadvantaged Business Enterprise (Fiscal Year Quarterly)Participation by certi� ed DBE and/or EDGE � rms on federally funded construction contracts directly related to ODOT core functions.

9.5% 8.9% Encouraging Diversity, Growth & Equity 14.6% 5%

Minority Business Enterprise(Fiscal Year Quarterly) Percentage of operating budget in categories determined by DAS that is awarded to MBEs.

26.1% 15%

SYSTEM CONDITIONS

Bridges: General Appraisal (Fiscal Year Annually)Average rating of bridge conditions. Each ODOT maintained bridge is rated on a scale of 0-9; 0 = out of service, 9 = new. 7.02 6.8

Pavements: Priority System (Fiscal Year Annually)ODOT measures the average pavement conditions for all interstates and four-lane divided highways (Priority); rural, two-lane U.S. and state routes outside of cities (General); and U.S. and state routes inside of cities (Urban). The ratings are on a scale of 0-100, with 100 being brand new pavement.

85.98 85 Pavements: General System 82.34 80 Pavements: Urban System 79.72 80 Maintenance Conditions Ratings (Twice per Calendar Year)

Percentage of ODOT ‘s roadways with MCR de� ciencies related to barriers, pavements, pavement markings, and signals. 99.2% 99% Travel Time Reliability Index (TTRI) (Fiscal Year Quarterly)

Measures the percentage of time between the 5 a.m.–9 p.m. travelers experience free � ow on Ohio’s freeways. 92% 88% Snow & Ice Control (Fiscal Year Winter Monthly)

The percentage of priority routes that recovered speeds within two hours after a snow event. 97% 96% SAFETY

Fatalities (Jan 2016-Mar 2016)(Calendar Year Annually)Current number of motor vehicle incidents that have occurred on the ODOT System roadways (all Interstates and U.S. or State Routes outside of cities) in the current calendar year. Year-to-date goals are based on a 1 percent reduction of fatalities from the average of � ve previous years.

97 YTD100

Serious Injuries (Jan 2016 - Mar 2016) 634 YTD760

Total Crashes (Jan 2016 - Mar 2016) 19,535 YTD21,836

CAPITAL PROGRAM

Contract Program ($ Billions) (Fiscal Year Annually)Total construction and maintenance contracts awarded and to be awarded for the � scal year on ODOT and local agency projects. $1.22B YTD

1.23B ODOT Let Projects Awarded On-Time (Fiscal Year Quarterly)

Percentage of department or local contract construction projects let by their target date.

95.1% 90% Local Let Projects Awarded On-Time 86.3% 85% Preventable Change Orders (Fiscal Year Annually)

Cumulative dollar amount of preventable change orders over the total construction program dollar amount. 0.2% 1.5% See ODOT’s Critical Success Factors Defi ned: Metric Appendix online for further details.

MEETSGOAL

DOES NOT MEET GOAL

ODOT’S CRITICAL SUCCESS FACTORS DASHBOARD FY16Q3 ODOT’s First ‘ODI Champions’

Pieter Wykoff, central Office

The Division of Oppor-tunity, Diversity and Inclusion (ODI) recently recognized ten ODOT employees as the first to

receive the ODI Champion Spotlight Award. They were nominated for the award by ODI or their supervisors for their contributions to commu-nication, processing, compliance or education to advance diversity and inclusion at ODOT. 

“We created this award to give recognition to individuals who have impacted opportunity, diversity and inclusion at our department,” says ODI Deputy Director Lauren Purdy. “We are hoping to change the culture at ODOT so that this is not just viewed as a Central Office function, but a statewide function.”

The division plans to give out the ODI Champion awards twice a year.

An Enterprising SolutionPaul Pegher, central Office

In June, ODOT and the state of Ohio signed a $33 million con-tract with IBM to implement OAKSenterprise: a massive

technical upgrade that will affect many of ODOT’s business sections. By July, the ODOT and IBM were at work on this complex project scheduled for completion in 2018.

Over the years, areas such as Finance, Human Resources, Facilities, and Capital Project Management developed separate applications and technical systems for conducting their business. OAKSenterprise will modern-ize these aging systems and integrate them on a single system.

In part, the need came from ODOT’s strategic technology plan, after many years of discussion among the divisions that would benefit from the project. It is also the first of its kind in a statewide plan that will eventu-

ally reach all agencies, and therefore involves close collaboration with the Office of Budget Management and the Department of Administrative Services.

“OAKSenterprise is ODOT’s larg-est ever non-construction project,” says Anne Fornshell, assistant direc-tor of Business and Human Resources and the project’s executive sponsor, “It represents a true milestone in our history, as we improve efficiencies for ourselves and our business partners.”

Naturally, a project of this scope will change the way many people perform their jobs. To help them understand and prepare for change before it occurs, ODOT is taking a

new approach through “change management,” a process designed to support the “people side” of project management. Four representatives from each district, one for each impacted business unit, have signed on as “change agents” to serve as liaisons between their divisions and the project team.

Executive sponsor Anne Fornshell wants everyone to understand the intent of this preparation: “We must be very clear that OAKSenterprise is not designed to trim our workforce. The tasks of some jobs may change as a result, but ultimately this project will help us develop efficiencies to work smarter for the state of Ohio.”

Amanda McFarlandPublic Information Officer District 12 Apollo PerezBody Repair Worker 2District 7 Clint BishopTransportation Engineer 4Construction Administration Domingo MartinezTransportation Manager 3District 8

James GriffoTransportation Engineer 2District 8

Kelly TolliverData Administration Manager 1Information Technology  Kelly WesselsTransportation Engineer 4District 8  Lyle FlowerTransportation Engineer 5Consultant Services Tina CollinsBusiness Process Analyst 2Contract Sales Tony PankalaTransportation Engineer 2District 8

Excellence inGovernmentThe first-ever

‘ODI Champion’ award recipients are:

TranscripT, Aug 2016 • 5

the End of the campaign trailthe End of the campaign trailAmanda McFarland, District 12

the city of cleveland hosted the 2016 republican national convention in July. the event drew thousands of out-of-state visitors and propelled the city onto the national scene. oDot

played a part by providing a vital transportation link between hotel clusters and downtown cleveland. By maintaining the free-flow of traffic and helping local authorities with any and all highway incidents as needed, the depart-ment helped the city pull off the event smoothly. here is a snapshot of what oDot did.

AssistAnce in trAnsportAtion plAnningODOT worked with local authorities to tempo-rarily reconfigure the I-90/E.9th Street exit and Ontario Street exit to better accommodate traffic.

Access to equipmentODOT utilized several portable “light plants” to provide illumination around the Quicken Loans Arena. Extra lighting helped attendees during evening hours.

Access to pArKingWithin downtown Cleveland, surface park-ing space was at a premium. ODOT took ad-vantage of the ongoing George V. Voinovich Bridge project to provide storage and parking lots for cars and buses.

increAsed litter controlODOT increased its own litter control operations and partnered with Cleveland and other orga-nizations to expand volunteer-driven clean-ups.

increAsed FreewAy sAFety pAtrols (Fsp)ODOT expanded the existing patrols in Cleve-land and Akron metro areas to assist motorists during minor highway incidents during the con-vention. The FSP kept traffic moving.

24-hour shiFtsODOT facilities in northeast Ohio were staffed round-the-clock to patch potholes, remove graffiti, clear storm sewers and catch basins, re-pair guardrail, and perform roadway sweeping operations. Keeping the highways neat and clean and operating created a positive impres-sion of the city and safety for all. 

ODOT’s ROLE

Don’t call it a comeback!halley Flournoy, central Office

Vegetation devAstationMandi Dillon, District 7

A ramp meter or metering light is a traffic light together with a signal controller that regulates the flow of traffic entering freeways. Devices

like this were installed by ODOT crews in the Colum-bus area back in 1998. But they were turned to green in 2011 following safety concerns. ODOT worked on plans to slowly update and bring the meters back as part of the system.

Now there are plans for more meters to make an appearance in southwest Ohio to go along with the I-75 reconstruction, as well as to increase their pres-ence throughout Columbus. They will be used to identify areas that are backed up, ultimately making commutes on major highways less crowded.

“When the freeway starts breaking down, it will actually trigger the ramp meters so that it keeps peo-ple off the freeway. This creates a chance to relieve congestion on a roadway rather than keep pumping vehicles onto it,” explained ODOT Intelligent Transpor-tation Systems Engineer Nick Hegemier.

By the end of September, about 30 signals will be operating at full capacity throughout the Columbus area.

The Montgomery County garage re-cently hosted a Field Day, with Administrator Bob Lenser and crews joined by employees from

districts 1, 2 and 3. Scott Lucas and Jill Martindale from Central Office were also on hand for a familiar battle in transportation: the fight to control wild plants along Ohio highways.

Davey Resources, a vegetation management company, had been hired by ODOT as part of the statewide re-search program. Those present in Montgomery County were there to review various projects and sites through-out the state where Davey was conducting research on different herbicides and mowing methods.

A highlight of the day was the demonstrations of Dis-trict 7’s slope mowers, used to clear vegetation from areas with extreme hills and angles. One mower in particular can be operated by a remote control, allowing employees to safely clear weeds and growth from steep interchang-es. The participants compared the performance of this mower alongside another ride-along model to determine which was most beneficial.

Final reports on these efforts are expected to be avail-able this winter.

ODOT’s ROLE

6 • TranscripT, Aug 2016 TranscripT, Aug 2016 • 7

Photo by KAylA oEhlhoF, centrAl Office

OHIO DEPARTMENT OF TRANSPORTATION1980 W. BROAD ST. • COLUMBUS, OHIO 43223

Phone: 614-466-7170 • Fax: 614-644-8662

Ron PooleMichael Stout

Joel HuntDavid Rose

Managing EditorDesign EditorContributing EditorContributing Editor

John R. Kasich, Governor Jerry Wray, Director

ODOT IS AN EQUAL OPPORTUNITY EMPLOYER and PROVIDER OF SERVICES

www.transportation.ohio.govwww.OHGO.com

So you’re a project manager; what do you do?

If you are Craig Devore, with District 3’s P&E Design Section, you are responsible for ensuring as many as 25 to 30 of your district’s construction projects are delivered on time.

You participate in scope field reviews and help create the scope document. You manage proj-ects through their design, plan preparation, esti-mating phases. You see that the plan package documents are filed with the Office of Contracts. And during construction, you answer questions from the project engineers or contractors. Simply put, without your diligent efforts, many of these projects would not be delivered on time.

“Project managers play a critical role in ensuring the roadways and structures under our care are maintained,” Devore asserts, “by establishing a schedule and holding everyone to that schedule so a project can be built when needed.”

Devore’s commitment to public service doesn’t stop with his contributions at ODOT. He is currently serving our state and country as a major in the Ohio Air National Guard. His military career be-gan in 1987 with four years of active duty in the Air Force. He then transferred to the Ohio Air National Guard’s 179th Airlift Wing, Civil Engineering Squad-ron. In 2008, Craig joined the 200th RED HORSE Squadron, and was deployed to the Middle East two years later as part of operations Iraqi Freedom and Enduring Freedom. His unit designed and built support projects for the troops, such as roads, air-field pavements, buildings and even a chapel.

“America is a great country,” said Devore. “I enjoy the freedoms that we have here and I feel it’s im-portant to defend those freedoms.”

A DAy in the life . . .Project Manager, Craig Devorehaley Donofrio, District 3

8 • TranscripT, Aug 2016 Photo by hAlEy DonoFrio, District 3