Tom Rutherford, PEcms.cityoftacoma.org/CRO/6.pdf · 2010. 6. 7. · Tom Rutherford, PE City of Tacoma Public Works Department Engineering Division/Special Projects Tacoma Municipal

June 8, 2010

Tom Rutherford, PECity of Tacoma Public Works DepartmentEngineering Division/Special ProjectsTacoma Municipal Building747 Market Street, Room 544Tacoma, WA 98402-3769

RE: Letter of Interest for the Murray Morgan Bridge Rehabilitation Design-Build Project

Dear Mr. Rutherford,

Quigg Bros., Inc. is pleased to submit this Statement of Qualifications for the design and construction of the Murray Morgan Bridge Rehabilitation Project. Our team welcomes the opportunity to be considered for this important and challenging project with the City of Tacoma. The team consists of Quigg Bros., Inc., as the submitter and Design-Build General Contractor; AECOM as the Lead Design Engineer responsible for the overall project design; and EIR Electric, Inc. as a major subcontractor. These firms provide you with the best talent to execute this project. Together, we form a highly-experienced design-build team with the capacity and proven ability to successfully deliver this project.

The specific strengths of our team and the benefits they provide to the City of Tacoma include:

3 Worker and Public Safety – Quigg Bros., Inc. is committed to preventing accidents through hazard identification, training, craft involvement, and management commitment. Craft and supervisors have a “safety-first” attitude and are engaged and accountable in every aspect of the Safety Program.

3 On Time and Within Budget – Each of our managers is committed to achieving on-time and on-budget project completion. Work is planned to be performed within budget and schedule. Formal methods of analysis are used to track costs and continual improvement is emphasized.

3 Proactive Planning and Execution – Every major work activity has a detailed Work Plan and Pre-Activity Meeting. We collaborate with you to review the Plan and conduct joint pre-activity meetings. We fully endorse joint risk identification, evaluation, and mitigation with a formal process to track risks. Identification of risks and hazards are key to success.

3 Exceed Environmental Commitments – Environmental Compliance is a core value of our team. We fully understand how to plan and execute our work in compliance with all permits. We have a proven system to maintain proper documentation. We employ our flexible Work Plan to respond to unexpected events. We maintain a zero-tolerance attitude in regard to site compliance.

3 Quality – Our quality mission is to (1) Meet the Contract Requirements and (2) Exceed our Owner’s Expectations. During design, a formal QA Program ensures all operation and maintenance requirements are met; while during construction, the QC Program provides independent control of all work activities.

3 Positive Community Involvement and Interaction - We recognize that overall project success will include the benefit to local businesses, subcontractors and suppliers. Outreach and involvement in the community to maximize participation will be a key focus of management. We will partner with City of Tacoma in any public forum needed to promote communication and public trust in the project.

819 W State StreetAberdeen, WA 98520T 360.533.1530F 360.532.3449

Managing for Success. The Quigg Bros., Inc. and AECOM team implement our proven management systems in all key disciplines to drive this project to success. Our organization provides the form and function to establish clear roles and responsibilities, points of contact, internal cohesion, and accountability. The Project Management Plan is a partnership document between Quigg Bros., Inc. and the City of Tacoma that sets forth lines of communication, peer-peer relationships, and joint risk and issue recognition, mitigation and resolution. We endorse addressing project challenges in a collaborative manner while utilizing all resources available to the project.

Our managers make certain that knowledge, training, and commitment to each critical management system is employed at the job level. Our supervisors focus their attention on schedule, cost control, trend identification, and quick response to issues at hand. With our designer, AECOM, Quigg Bros., Inc. will meld engineering and constructibility, establish milestones using work package scheduling, and create long-term design efficiencies that benefit the City of Tacoma.

Key Personnel. We have selected the most qualified personnel from Quigg Bros., Inc. and our exclusive team partners for assignment to the Murray Morgan Bridge Rehabilitation. The key characteristics considered when making these selections included:

3 Extensive large-project management experience, notably on steel and concrete bridge work and Design-Build delivery.

3 Innovators who have met challenges and mitigated risk on complex, difficult projects.

3 Proven performers and excellent communicators who have a track record of success.

Our proposed key personnel have nearly 100 years of experience in the construction and rehabilitation of steel, movable steel bridges and pre-stressed concrete bridge work. As demonstrated on each resume, key personnel have served in a similar capacity on directly related projects. All of our key personnel share the same unconditional commitment to safe operations, performing on time and within budget, exceeding environmental commitments, quality, and dedication to positive community involvement.

Please direct all questions to our designated point of contact. You principal contact person for the Murray Morgan Bridge Rehabilitation will be:

Hans Breivik • 3701 Taylor Way • Tacoma, WA 98401 • T 360.507.6455 • F 253.627.8831 email [email protected]

Thank you for considering our qualifications as your contractor on the Murray Morgan Bridge Rehabilitation Design-Build Project. The Quigg Bros., Inc./AECOM team and all team members will comply with all applicable Federal, State, and City of Tacoma laws and regulations.

Regards,

John Quigg, PresidentQuigg Bros., Inc.

Tom Rutherford, PEJune 8, 2010Page 2

Table of Contents

1. General Company Information and Team Structure 11.1 Team Members 21.2 Forms 5

2. Technical Qualifications 92.1 Design-Build Experience 92.2 Similar Project Design and Engineering Experience 192.3 Similar Project Construction Experience 212.4 Demonstrated History of Successful Design Projects by Team 26

3. Management and Organization Capabilities 293.1 Team Work Breakdown 293.2 Team Organization and Qualifications 333.3 Management of Public Contracts 363.4 Team Work Load 373.5 Communications Plan 373.6 Quality Management 39

4. Appendices 45 Appendix A - Resumes

Appendix B - Project Profiles

Appendix C - Forms

Appendix D - Safety Plan

1Quigg Bros., Inc. AECOM Technical Services

General Company Information and Team Structure

1 General Company Information and Team Structure

Quigg Bros., Inc. (Quigg Bros.) has assembled a stellar team for this project that has the depth of experience and resources to achieve success for the City of Tacoma.

We define success for the Murray Morgan Bridge Rehabilitation as a project that is:

�Done safely for the workers and the public

�Performed on-time and within budget

�Exceeds environmental commitments

�Finished with high quality craftsmanship and low long term maintenance

�Receives positive community feedback and

�Completed to your complete satisfaction

The team’s firm level organization chart, shown as Figure 1.1 on the following page, illustrates the team organization and is followed by introductions to the team member firms. In accordance with RFQ paragraph 8, Forms 3 and 4, containing Quigg Bros. corporate data, can be found at the end of this section.

2 Quigg Bros., Inc. AECOM Technical Services


1.1 Team Members

Prime Construction Entity

Quigg Bros. is a fourth-generation, family-owned construction company headquartered in Aberdeen, Washington.

Some of the principals of Quigg Bros. own Sound Refining on the Hylebos Waterway, which gives us local access to Tacoma and Puget Sound projects. With over 100 years of experience, we pride ourselves on the ability to perform:

� Bridge Repair, Rehabilitation and Restoration

� Road and Bridge Construction

� Site Work and Utilities

� Marine Construction and Dredging

� Pile Driving, Cofferdams, Shoring

� Industrial Construction and Maintenance

� Fish Passage Structures

� Aggregate Production and Recycling

� Marine Terminals

Quigg Bros. was founded in 1937 by brothers Jim and Charlie Quigg. Their primary business at that time was marine and land-based pile driving in and around Grays Harbor County.

Their father, James Quigg, who since 1900 had been an owner of Grays Harbor Construction, passed on his construction-industry legacy to his sons. Quigg Bros.’s customers were primarily timber companies. The company’s work included maintaining log dumps, booming grounds, docks, trestles and pile foundations for new buildings. The company expanded into the dredging business, and in 1951, purchased the remaining sand and gravel operations of Grays Harbor Construction.

Quigg Bros. is an open-shop company with a highly skilled, drug-free work force of 100 people. Our employees are cross-trained, adaptable to a wide-variety of job demands and display a strong work ethic. We do all types of contracting including design-build, competitive bid, negotiated, and time and materials.

Quigg Bros. enjoys a solid reputation with our customers, subcontractors, suppliers and employees and are known for being fair and honoring our commitments. We pride ourselves in avoiding litigation and seek to work with like-minded people.

Quigg Bros.’s management team uses a hands-on approach to manage all projects. Together,

Prime ContractorConstruction Entity

Quigg Bros., Inc.

Subcontractor

EIR Electric

Design Entity

AECOM Technical Services

Figure 1.1 Firm level organization chart

From left: Charlie Quigg, Matt Zepeda, John Quigg, Tim Quigg, Neil Quigg, Mike Quigg, and Peter Ewen



with our skilled employees, we continue to build a well-known reputation for dependability, versatility, safety and quality.

Currently, John, Tim, Patrick and cousins Mike Quigg and Matt Zepeda make up the ownership group, with the next generation of sons, daughters and cousins ready to follow. The officers of the corporation are:

President John QuiggVice-President Tim QuiggVice-president Mike QuiggVice-President Patrick QuiggSecretary Matt Zepeda

Quigg Bros. concentrates on heavy highway, marine and industrial construction along the Washington coast. While the company still works for the forest products industry, building log road bridges and working on industrial projects for area mills, we are primarily a public works contractor, building bridges, docks, and roads. Recent projects include:Tacoma Power’s Skokomish Estuary Elevated Walkway - Design-build project constructing approximately 3500 linear feet of elevated walkway across the estuary at the mouth of the Skokomish River. Design consisted of pre-cast concrete slabs supported by concrete piling.

Olympic National Forest Canyon River Bridge - a 130 linear feet, single span, modular steel bridge over the Canyon River in northern Grays Harbor County. The work included transporting components of bridge to the job site, assembling the two halves of the bridge and placing the halves using a conventional girder launcher with cranes at either end of the structure.

Rehabilitation of the City of Tacoma’s Hylebos Bridge – the work involves replacing both approaches, replacing the damaged mechanical components, installing a new elecrical system and controls, replacing the bridge deck, painting the bascule spans, compilation of O&M manuals and training of the City’s bridge operators.

Skokomish Estuary Elevated Walkway

Olympic National Forest Canyon River Bridge

Hylebos Bridge



Subcontractors

Design EntityAECOM is a global provider of professional technical and management support services to a broad range of markets, including transportation, facilities, environmental and energy. With 45,000 employees around the world, AECOM is a leader in all of the key markets that it serves

and has been ranked #1 in Transportation by ENR in its Top 500 Design Firms survey for nine consecutive years. AECOM provides a blend of global reach, local knowledge, innovation, and technical excellence in delivering solutions that enhance and sustain the world’s built, natural and social environments. A Fortune 500 company, AECOM serves clients in more than 100 countries

and had revenue of $6.1 billion.

AECOM has offices in Washington State with over 200 dedicated professionals who are experienced in the planning, design and construction of urban roadways and bridges. The offices also provide multidisciplinary services and support for landscape architecture, lighting, signals, scheduling, construction quality assurance, and expert construction cost control. Their staff brings local knowledge of standards and procedures to provide clients with efficient, high quality design services. Complex bridges similar to the Murray Morgan Bridge are the cornerstone of AECOM’s practice in the Pacific Northwest.

AECOM is a large firm with a local focus. What that means for the City of Tacoma is that we

have the proven experience, depth of resources, and expertise to perform the detailed design plans and specification services that exceed your expectations while fostering positive communication with WSDOT, Foss Waterway developers, franchise utilities, concerned neighbors, and members of the public.

Electrical Services

EIR Electric, Inc. (EIR), an “S” Corporation founded in 1994, is a certified WBE / DBE firm specializing in Commercial, Industrial and low voltage electrical contracting. EIR is one of the most experienced electrical contractors of moveable bridges in the region. Their experience includes 3 bascule bridges and 1 lift span bridge.

EIR is fully licensed, bonded and insured and has an outstanding safety record. EIR is a Washington and Oregon state certified WBE and DBE, Certification #D2F0612735 and 566, and a licensed Electrical Contractor in both states.

Denise Woodhouse holds the WA general administrator license and the OR supervisor license for the company. A journeyman electrician, she has hands-on experience in all aspects of electrical construction.

1.2 Forms Required forms 3 and 4 for Quigg Bros., and required form 4 for AECOM and EIR follow.

AECOM has been ranked #1 in Transportation for the past 9 years.





Murray Morgan Bridge Rehabilitation May 5, 2010 Design‐Build Project Attachment C Request for Qualifications Page 1 of 1 PW 10‐0128F

Murray Morgan Bridge Rehabiliation Design Build Project SOQ Submittal Form 4 – Participating entities – Individual Description (Complete SOQ Submittal Form 4 for each participating Entity)

Entity Name: Quigg Bros., Inc.

Type of Entity: Company, Construction Entity

Address: PO Box 1707

Aberdeen, WA 98520

Names of Partners, officers and Stockholders who won 10 percent Or more of the shares: John Quigg

Timothy Quigg

Patrick Quigg

Michael Quigg

Form of Business (Corporation

Partnership, Joint Venture: Corporation

State formed in (or to be formed in): Washington

Contact Person(s): John Quigg

Voice Telephone Number: 360‐533‐1530

Fax Telephone Number: 360‐532‐3449

Email Address: [email protected]

Role(s) (e.g., Company, Guarantor) Company, Construction Entity

Attach a brief summary of the services and responsibilities of each Participating entity, limited to one page or less in length for each entity.

Prime ‐ General Contractor

Form 4




Murray Morgan Bridge Rehabilitation Design Build Project SOQ Submittal Form 4 – Participating entities – Individual Description (Complete SOQ Submittal Form 4 for each participating Entity)

Entity Name: AECOM Technical Services

Type of Entity: Corporation

Address: 10900 Northeast 8th Street, Suite 750 Bellevue, WA 98004

Names of Partners, Officers and

Stockholders who own 10 percent

or more of the shares: No individual owner or officer holds 10% or more shares in the corporation.

Form of Business (Corporation Partnership, Joint Venture: Corporation

State formed in (or to be formed in): California

Contact Person(s): Gavin Wong, PE




Role(s) (e.g., Company, Guarantor) Design Entity


Design Services, Construction and Design QA/QC, and Construction Inspection Services

Form 4





Entity Name: EIR Electric

Type of Entity: S Corporation

Address: PO Box 2408, Battle Ground WA 98604‐2408

2802 NE 65th Ave., Suite B, Vancouver, WA 98661

Names of Partners, officers and Stockholders who own 10 percent Or more of the shares: Denise Woodhouse 100% Shareholder

Form of Business (Corporation Partnership, Joint Venture: S Corporation


Contact Person(s): Denise Woodhouse

Voice Telephone Number: 360.687.5860

Fax Telephone Number: 360.484.3621


Role(s) (e.g., Company, Guarantor) subcontractor

Attach a brief summary of the services and responsibilities of each participating entity, limited to one page or less in length for each entity.

EIR Electric, a certified DBE subcontractor, will supply electrical construction services including labor and materials to install line voltage system, and apparatus, low voltage systems, controls and instrumentation and traffic control device installation and integration.

Form 4

9

Technical Qualifications

Quigg Bros., Inc. AECOM Technical Services 9

2Technical Qualifications

2.1 Design-Build Experience

Quigg Bros. is the finest bridge constructor in Western Washington. We have received numerous accolades from our many clients for our record of safety, schedule and budget management, environmental sensitivity and overall commitment to quality.

Quigg Bros. has teamed with AECOM, the No. 1 transportation design firm in the nation (as verified by Engineering News Record). AECOM has a complementary culture of extremely high quality work done on time, within budget with an eye on safety and environmental responsibility. AECOM has a broad background with Design-Build delivery and is the foremost Design-Build engineer in Washington having performed more Design-Build projects than any other designer in the state.

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Quigg Bros., Inc. AECOM Technical Services10

Washington based Quigg Bros. is one of the State’s premier contractors for the construction and rehabilitation of concrete and steel bridges. Some of our best Design-Build projects with similar elements include:

Skokomish Estuary Elevated Walkway, Tacoma Power - This Design-Build project constructed approximately 3500 linear feet of elevated walkway across an estuary at the mouth of the Skokomish River. The most efficient and cost effective design called for pre-cast concrete slabs to be supported on concrete piling. Quigg Bros. won this project based on their management and project preplanning, which enabled them to provide an innovative design that could be installed extremely quickly, meeting Tacoma Power’s schedule and budget.

The job site is at the mouth of the Skokomish River, which is an environmentally sensitive area to state, federal, and tribal entities. Quigg Bros. successfully complied with strict erosion and spill control requirements and completed the project without incident.

Considerable interface between Quigg Bros. and the Skokomish Tribe was required in initial design and construction methods. Quigg Bros. utilized pre-work plans and the safety plan to identify potential hazards during construction of the project. As the project was located in a natural flood plain, the project requirements were that no import of soils could be utilized for access to the work. Through prior planning and outreach to the Indian tribe, we utilized a combination of native gravels and crane mats to gain access to the work area while minimizing disruption to the in situ ground. The project maintained compliance with all environmental regulations, was completed on schedule, within budget with no outstanding claims or issues.

Cook Creek, Bureau of Indian Affairs - Design-Build project to replace old timber and concrete bridge with a pile supported, single span, pre-stressed concrete girder, 120 foot long bridge. Scope of work included installing a temporary detour route including detour bridge, removal of the existing structure, designing new structure including bridge approaches, driving 18-inch diameter Pipe piling, constructing concrete abutments, placing bulb tee girders, casting diaphragms, bridge rail, etc.

This project included maintaining a detour bridge for the travelling public during the course of construction. Through the efforts of the Quigg Bros. project team, the demolition of the old bridge and construction of the new bridge resulted in little to no impact to the travelling public, as well as maintaining a high level of environmental compliance. Through the use of our pre-work planning and safety program, the project maintained zero accidents throughout the course of the project, as well as achieving completion on time and within budget.

Cook Creek Bridge, Grays Harbor, Washington

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Hoh Mainline Bridges 2005, Washington St. Dept. of Natural Resources - Design-Build project to replace two existing culverts with pile supported, single span, concrete bridges. The work included building detour routes, installing owner furnished detour bridges, removal of the culverts, design and construction of steel pipe pile supported, single span, two lane, precast voided slab bridges. Construction included interfacing with various timber companies to ensure maintenance of truck traffic through the project site utilizing a detour road. While the project was remote, log trucks relied on the roadway to transport their loads to the mills. Close coordination and scheduling allowed the road to remain accessible to the end users for the duration of the project. Pre-work planning identified potential hazards that were mitigated resulting in no lost time accidents for the project. The project was completed within budget and on time with no outstanding claims or issues.

Hoh Mainline Bridges 2006 Design-Build Project, Washington St. Dept. of Natural Resources - Replacement of four existing culverts with pile supported, single span, concrete bridges. The work included building detour routes, installing owner furnished detour bridges, removal of the culverts, design and construction of steel pipe pile supported, single span, two lane, precast voided slab bridge. Construction again included interfacing with various timber companies to ensure maintenance of truck traffic through the project site utilizing a detour road. Close coordination and scheduling allowed the road to remain accessible to the end users for the duration of the project. Pre-work planning identified potential hazards that were mitigated resulting in no lost time accidents for the project. The project was completed within budget and on time with no outstanding claims or issues.

Locally, AECOM has completed four (4) Design-Build projects in the State of Washington, including:

� 195th St. to SR 527 Project (I-405 Bothell)

� SR 519/I-90 to SR 99 Intermodal Access I/C Improvements Phase 2 (SR 519)

� I-405 SR 520 to SR 522 Stage 1 (I-405 Kirkland)

� SR 500 Thurston Way

As a company, AECOM Design-Build work includes over $20 billion in construction. AECOM has played a key role in the success of many of the world’s largest and most complex Design-Build projects, including:

� State Highway 130 Toll Road Design-Build, Austin, Texas

� I-25 Transportation Expansion (T-REX) Design-Build, Segment 3, Denver Colorado

� I-595, PPP Design-Build, Florida

� Metro Gold Line Eastside Extension Design-Build, Los Angeles, California

� Washington Bypass Design-Build, Washington, North Carolina

Hans Breivik and Ted Franco are currently working on the Hylebos Bridge Rehabilitation Project

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Our team members bring a wide range of experience that is relevant to this project.

Key Staff

Hans Breivik, Project Manager Hans has over 22 years experience in domestic and international engineering and construction. He excels at civil, industrial, infrastructure and security type construction. He has also served in positions that require expertise in development and planning of construction schedules, estimating, subcontract administration, document control and the supervision of direct hires and subcontractors. Examples of his relevant projects are:

� Hylebos Bridge Rehabilitation Project, City of Tacoma, Tacoma, WA

� Foss Seaport Wharf Upgrades, Foss Waterway Development Authority, Tacoma, WA

� Tacoma Central Treatment Plant Upgrade, City of Tacoma, Tacoma, WA (Design-Build)

� Purdy Creek Bridge Replacement, WSDOT, Shelton, WA

Gavin Wong, PE, Design ManagerGavin has been with AECOM for over 20 years specializing in highway design projects. He has worked on numerous highway projects including projects for numerous state transportation departments including WSDOT, CALTRANS, CDOT, TxDOT, and ScDOT, as well as local municipalities and entities such as the City of Seattle and Seattle City Light. During his career, he has worked on some of the country’s largest public works projects including the $1.2B T-REX Project in Denver, CO, and the $1.4B SH130 Toll Road Project in Austin, TX. Gavin is an experienced manager and designer. He has lead multi-discipline highway engineering teams and has personally been involved with the engineering of highway design elements including urban interchanges, HOV improvements, new highway projects, and highway improvement projects.

Since 2002, Gavin has managed and designed seven major Design-Build projects for AECOM throughout the country, including three of WSDOT’s most successful Design-Build projects: I-405 Bothell, SR 519 and I-405 Kirkland.

Gavin’s most recent project, the SR 519 Design-Build Project, was unique in that it had two owners (WSDOT and City of Seattle),multiple stakeholders including Safeco Field and the Qwest Events Center, two bridges, extensive urban design elements, pedestrian facilities, and roadway improvements. Gavin worked with both WSDOT and SDOT to develop a project that will become a signature facility for the City. The grade separated facility is already allowing thousands of sports fans easy and safe access between the LRT station and sporting facilities.

Examples of his relevant projects are

� I-405 Bothell – 195th St NE to SR 527 Northbound Auxiliary Lanes Design-Build Project, Bothell, WA (Design-Build)

� SR 519 / I-90 to SR 99 Intermodal Access Project, I/C Improvements, Seattle, WA (Design-Build)

Purdy Creek Bridge, Shelton, WA

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� I-405 SR 520 to SR 522 Stage 1 Design-Build, Kirkland, WA. (Design-Build)

� I-25 Transportation Expansion (T-REX) Design-Build, Segment 3, Denver Colorado (Design-Build)

Tracey McKenzie, Environmental ComplianceAs Project Permit Manager for the first public (WSDOT)-private partnership Design-Build project in Washington, the Tacoma Narrows Bridge Design-Build project in Tacoma, Tracey developed the permit strategy with legal counsel and client, timelines and other requirements. She then oversaw permit application preparation and shoreline consistency determinations, and coordinated with local, state, and federal agencies on permit issuance and permit conditions. This was a very fast-tracked project that required shoreline permit and JARPA submittal within 4 weeks of being retained by UIW. Technical work included ESA/EFH documentation and negotiations, wetlands investigations and wetland mitigation plan development, supplemental SEPA documentation, aquatic habitat evaluations, mitigation negotiation, and evaluations of consistency with the City of Tacoma and Pierce County critical areas ordinances and shoreline management plans, and working with the City and County on permit issuance. Permits were issued in 12 months.

Tracey was the Permit Manager for the I-405 corridor project and was co-located with WSDOT as part of the I-405 team. Her duties included rapidly evaluating mitigation capacity within sub-basins throughout the corridor to demonstrate there was adequate capacity to mitigate wetlands within each subbasin, across sub-basins, and within WRIAs. This was essential to gaining U.S. Army Corps of Engineers concurrence with the preferred alternative and the Corridor Environmental Program strategy. Tracey also coordinated interdisciplinary teams of engineers, fisheries biologists, wetland biologists, hydraulic experts, watershed specialists, and permit specialists to approach field investigations.

Tracey has worked on design-bid-build, GC/ CM and Design-Build projects managing environmental permitting and ensuring compliance with environmental commitments and permit conditions. She has conducted technical field studies, developed mitigation plans, negotiated environmental approvals and obtained permits for hundreds of projects, including many large transportation infrastructure projects in the Puget Sound region.

� Tacoma Narrows Bridge Design-Build, WSDOT/Bechtel/Kiewitt, Tacoma, WA. (Design-Build)

� I-405 Congestion Relief and Bus Rapid Transit Projects, Bellevue, WA (Design-Build)

� Kalama River Bridge, Port of Kalama, WA

� Fibre Way Grade Separation, Port of Longview, WA

SR 519 Bridges, Seattle, Washington

I-405 Congestion Relief

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Ted Franco, Construction ManagerTed has 29 years experience in building and heavy highway construction, twenty-five of which have been spent as a manager and/or superintendent with primary project responsibility for profitability, schedule, and safety. This includes work on buildings, bridges, tunnels, freight and light rail, and at grade construction on both large public works projects and private-negotiated/Design-Build work. Ted offers significant structural steel and concrete structure experience on schedule-driven high profile projects in heavy urban areas. Ted’s experience in the retrofit and seismic upgrade of concrete structure, as well as his first hand experience in the rehabilitation of older steel structures, makes him the perfect construction manager for this project. His experience on two projects with moveable bridges, plus his knowledge of Design-Build from the negotiated sector, will allow him to facilitate a rapid start up and timely completion of the project. Examples of his relevant projects are:

� Hylebos Bridge Rehabilitation Project, Tacoma, WA

� Multicare Medical office Building, Gig Harbor, WA (Design-Build)

� CTA Lake Street Branch (Green Line Rehabilitation), Chicago, IL

� CTA 51st Street Station, Chicago, IL

Jack Ecklund, PE, Project Engineer/Construction Design CoordinatorJack brings twenty-nine years of experience in construction to the team. His special areas of expertise are estimating, engineering, and constructing heavy civil and industrial projects. Examples of his relevant projects are:

� Nisqually Road SW, County of Pierce, Pierce County, WA

� Cougar Smith Road Bridge Repair, Grays Harbor, WA

� McAllister Creek Bridge Repair, Thurston County, WA

� Grass Creek Bridge Repair, Grays Harbor, WA

Keith Devonport, Construction InspectorKeith is a professionally qualified engineer with more than 25 years experience in the welding/fabrication of Major Orthotropic Box Girder Bridges. He occupied senior management positions with world leaders in the bridge engineering and bridge construction industry. Keith provided management and technical support during bridge building programs in Europe, Indonesia, China, Japan, and the USA. Examples of his recent experience include:

� San Francisco-Oakland Bay Bridge: SAS Self Anchored Suspension Span, Oakland, CA

� San Francisco Oakland Bay Bridge: East-Bound and West-Bound Orthotropic Box Girder Transition Spans, Vancouver, WA

� New Carquinez Suspension Bridge, Crockett, CA

� Shenzhen Western Crossing OBG Bridge, China

Lake Street Bridge, Chicago, Illinois

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Al Walley, PE, SE, Construction QA/QCAl will serve as overall quality control and quality assurance manager for the Murray Morgan Bridge rehabilitation. Throughout his career, he has been responsible for the quality of bridge design and construction – statewide. Al is a Registered Structural Engineer with more than 40 years of construction management experience. He served as responsible charge of the WSDOT Bridge and Structures Office where he managed a full range of transportation structures design, bridge management and administrative activities. He was responsible for management of the state’s bridge inventory, all structural design projects, and structural engineering consultant activities and served as WSDOT representative on the American Association of State Highway and Transportation Officials Bridge Committee. Examples of his relevant projects are:

� Columbia River Bridge, WSDOT, near Umatilla, OR

� Columbia River Bridges, WSDOT, Richland, WA

� Pasco-Kennewick Cable-Stayed Bridge, Pasco-Kennewick, WA

� Snake River Bridge, WSDOT, Burbank, WA

Attila Laszlo, PE, Design QA/QCAttila has worked on four Design-Build projects in his 25 year career and has served as AECOM’s QA/QC Manager on the I-405 Bothell and SR 519 Design-Build projects. For both projects, Attila developed a Design Quality Management Plan (DQMP), based on ISO 9001 certified QA/QC procedures, that was approved by WSDOT. Attila then effectively implemented and managed the procedures during the development of design documents. On the I-405 Bothell project, each drawing was individually signed by Attila, indicating that all QA/QC procedures were followed, prior to the drawings being released for construction. Attila worked with the Project and Construction Quality Managers, along with WSDOT representatives, to resolve non-conformance incidents in a timely manner.

Examples of his relevant projects are:

� I-405, NE 195th to SR 527 Northbound Auxiliary Lane, Bothell, WA (Design-Build)

� SR 519, I-90 to SR 99 Intermodal Access Project, Seattle, WA (Design-Build)

� SH 130, Texas Department of Transportation, Austin, TX (Design-Build)

� I-405: Stage 1 - NE 85th to NE 116th Street, Kirkland, WA (Design-Build)

SH 130, Austin, Texas

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Other Team Members

Joseph Hosanna, SE, Structural EngineeringJoseph has 40 years of experience in project management and structural engineering with particular emphasis on bridge design, and rail and transit yards and shop facilities. Bridge projects have involved the design, rehabilitation, and inspection of both fixed and moveable highway and railroad bridges. In addition, he has extensive experience in the design of reinforced concrete buildings. Primary responsibilities have included preparation of reports, preliminary plans, final contract plans, and specifications. Prior experience includes the development of plans, cost estimates, and quantities for federally assisted highway projects and participation in soil exploration programs and analysis. Currently, Joseph is the Deputy Chief Engineer for the Midwest Region of AECOM Transportation. In this capacity he is responsible for the technical aspects of transportation projects performed in the Midwest Region. Examples his projects include:

� Monroe Street Bascule Bridge Over South Branch Chicago River, City of Chicago Department of Transportation, Chicago, IL

� Cermak Road Bascule Bridge Rehabilitation, City of Chicago Department of Transportation, Chicago, IL

� Columbus Drive Bascule Bridge over Chicago River, City of Chicago Department of Transportation, Chicago, IL

� Emergency Bridge Inspection and Rating, City of Chicago Department of Transportation, Chicago, IL

Irwin Smiley, Electrical EngineeringIrwin has 43 years experience in electrical engineering, process and instrumentation engineering, and energy studies. He has supervised the design of government, institutional, industrial and commercial buildings, water treatment plants, standby power systems, wastewater treatment plants, moveable bridges, airports, roadway lighting, electrified train facilities and power generating stations. Frank has also attended energy, protective relay, and other related workshop seminars. His responsibilities have also included electrical system studies; construction estimates; electrical equipment factory inspections and testing; and field inspections and testing. Frank was head of AECOM’s Electrical Department and Director of AECOM’s Architectural/Engineering (A/E) Services Group, and is now Project Director and Client Service Manager.

� City of Chicago Movable Bridge Design and Reconstruction, Chicago, IL

� Columbus Drive Bascule Bridge, Chicago, IL

� Clark Street Bascule Bridge Rehabilitation and Restoration, Chicago, IL

� Roosevelt Road Bridge Rehabilitation Project, Chicago, IL

Cermak Road Bascule Bridge Rehabilitation, City of Chicago

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Frank Noonan, PE, Mechanical EngineeringFrank is a Senior Mechanical Engineer who has been involved with the design and installation of a wide variety of mechanical systems for commercial, industrial and institutional facilities. He also has served as Construction Manager on recent projects. He has developed contract plans, specifications, and cost estimates for HVAC, electrical systems, hydraulic systems, diesel fueling systems, fire protection, and plumbing systems on a wide assortment of buildings throughout the Midwest and has been involved with the evaluation of building products and systems for safety, quality and conformance to material standards. His relevant project include:

� Cermak Road Rolling Lift Bridge Rehabilitation, Chicago Department of Transportation, Chicago, IL

� St. Joseph River Swing Bridge Inspection and Rehabilitation, CSX Transportation, St. Joseph, MI

� 106th Street Bascule Bridge - Machinery Replacement, Chicago Department of Transportation, Chicago, IL

� Wells St. Bascule Bridge – Bridge Machinery Condition and Rehabilitation Report, Chicago Department of Transportation, Chicago, IL

Frank Scherer, Safety ManagerFrank has nearly 40 years experience in heavy highway construction with extensive knowledge in risk management and safety compliance. At Quigg Bros., Frank is the safety officer and equipment manager. His responsibilities include dispatching heavy equipment, managing Quigg Bros. equipment fleet, and supervising the certification for cranes and crane operators.

Frank plays a vital role in the company’s productivity by facilitating and maintaining the proper training in risk management and safety for all employees. He also is responsible for maintaining compliancy for equipment and vehicle fleet including trucks, cranes, and heavy equipment.

� Nisqually Road SW, County of Pierce, Pierce County, WA

� Cougar Smith Road Bridge Repair, Grays Harbor, WA

� McAllister Creek Bridge Repair, Thurston County, WA

� Grass Creek Bridge Repair, Grays Harbor, WA

Grass Creek Bridge, Grays Harbor, WA

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John Quigg, Project Executive CommitteeThroughout his more than 30 years with Quigg Brothers, John has worked in nearly every capacity, from mucking barges, to his current position as president. John works closely with his brother, Tim Quigg, and cousins Mike Quigg and Matt Zepeda, in their hands-on approach to managing all Quigg Brothers’ projects. Examples of his relevant projects are:

� Seaport Dock, ITT Rayonier, Grays Harbor, WA

� Deep River Bridges, WSDOT, Wahkiakum County, WA

� Palix River Bridge, WSDOT, Pacific County, WA

� Cook Creek Bridge, BIA, Moclips Highway, Grays Harbor County, WA

� Nisqually Road Bridge, Pierce County, WA

� Hylebos Bridge Rehabilitation Project, Tacoma, WA

� Simpson Bridge Rehabilitation, WSDOT, Hoquiam, WA

Steve Polechronis, Project Executive CommitteeBringing 26 years experience to the team, Steve is a transportation industry executive and project manager with extensive transit project management experience, including development, design, and construction of light rail, heavy rail subway, and commuter rail projects. He has significant public communications experience, with responsibility for presentations and briefings to community groups, public agency directors, and elected and appointed officials at all levels of state and federal government and private sector executives. He has broad experience in communicating through both print and broadcast media, and has presented several papers at transit industry conferences. Steve has held a number of executive positions with AECOM including West Coast Unit Manager, Western United States Transit Director, and West Coast Regional Business Manager of Business Development. Examples of his relevant projects are:

� Tren Urbano Transit System, Puerto Rico Highway and Transportation Authority, San Juan, Puerto Rico (Design-Build)

� Mid-City/Exposition Line, Los Angeles County Metropolitan Transportation Authority, Los Angeles, CA (Design-Build)

� NCTD On-Call Engineering Services, North County Transit District (NCTD), Oceanside, California

� California High-Speed Rail Program, California High-Speed rail Authority (CAHSRA), Sacramento to Bakersfield, CA

Nisqually road Bridge, Pierce County, WA

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2.2 Similar Project Design and Engineering Experience

AECOM – Bridge ExpertsAECOM has a vast collection of specialized services that support and enhance infrastructure and the environment, both locally and globally. With the rare combination of cumulative resources, AECOM’s abilities to tackle large-scale and complex projects are unrivaled. AECOM is a leader in transportation engineering and provides a blend of global reach, local knowledge, innovation, and technical excellence in delivering solutions for the Murray Morgan Bridge Rehabilitation.

As the nationally-recognized leader in transportation engineering, AECOM has an extensive portfolio of federal, state, county, and municipal structures projects throughout the United States. Our engineering partners apply a custom approach to every project and structure, whether it’s a major freeway, county road grade separation, mechanically-stabilized earth retaining walls, or various bridge types – steel or concrete, fixed or moveable, highway or railway.

Their innovative solutions successfully balance environmental, safety, and aesthetic concerns with the priorities of community, preservation, and maximization of funding. Revolutionary designs, creative and cost-effective utilization of materials, and state-of-the-art construction methodology have earned AECOM prestigious awards for engineering excellence from the Federal Highway Administration, American Consulting Engineers Council, and the American Society of Engineers. AECOM has been providing bridge planning and design to federal, state and local clients for nearly 100 years. Key benefits of selecting AECOM as a team member include:

Background in Bridges - Bridges engineered by AECOM dot the landscape, from coast to coast, Canada to Mexico including Chicago’s famed Columbus Drive Bridge. Stretching over the Chicago River, it is one of the largest moveable bridges. A double leaf, trunnion bascule bridge, each moveable leaf weighs an amazing 6.3 million pounds. Bridges are the backbone of the AECOM business.

Before your bridge rehabilitation becomes a reality, AECOM’s specialty work begins. Coordinating with the local historic society and other entities they orchestrate the removal of existing, and historic bridge portions, safely, cost-effectively, and respectfully. They understand the bridge’s significance to the community, which our detailed plans will reflect.

The Cermak Bridge was another major rehabilitation design performed by AECOM. The double leaf rolling lift bascule with overhead counter weights is very similar to the Murray Morgan rehabilitation. The Cermak bridge construction documents were to remove, rehabilitate and re-erect the bascule leaves, limited demolition, and replacement of the approach spans including reworking the entire structural mechanical and electrical system.

The double leaf rolling lift bascule with overhead counter weights is very similar to the Murray Morgan rehabilitation

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The Arthur Kill Lift Bridge is a vertical lift bridge with a main span of 558 feet, the longest in the world. AECOM designed the complete replacement of the bridge control system, bridge approach signal system, replacement of signal and control cables, rehabilitated main span operating motors, as well as upgrades to the operator house with HVAC and other architectural items, removal of asbestos, rehabilitation of deteriorated walkway gratings, supports and railings. A major rehabilitation of the bridge’s closed cell fender system was also designed to re-establish the fenders’ ability to absorb a marine impact.

Relevant, Related, Range – AECOM’s significant relevant experience, and vast knowledge of bridgework you’ll find invaluable. From Chicago’s Cherry Street bob tail swing bridge rehabilitation project that restored its appearance and fixed it in place to carry Canadian Pacific’s tracks to a much larger effort with structural design and mechanical and electrical engineering of the Columbus Drive bascule bridge and the Arthur Kill Bridge, AECOM applies proven lessons learned from previous and related projects to each new project. Varying in complexity and scope, our portfolio of moveable bridge assignments also includes a preliminary design study for the Monroe Street Bascule Bridge; rehabilitation of Cermak Road’s rolling Lift Bridge; Roosevelt Road’s viaduct and bascule bridge reconstruction; and Division Street’s bascule bridge replacement.

Seasoned, Specialized, Strategic - Industry veteran Joe Hosanna, SE, has nearly four decades of experience in structural engineering, with particular emphasis on moveable bridge design. He participated on the high-profile Monroe Street bascule bridge and the Cermak Road bridge efforts. His working partners for moveable bridges are mechanical engineer, Frank Noonan, and electrical engineer, Irwin Smiley. Both have worked with Joe extensively on some of the most complex and highest profile moveable bridge rehabilitations in the United States. They are supported with local and seasoned staff of Gavin Wong, Tracey McKenzie, and Attila Laszlo who bring proven teamwork on Design-Build projects in Washington.

The Arthur Kill Lift Bridge is a vertical lift bridge with a main span of 558 feet, the longest in the world.

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2.3 Similar Project Construction Experience

Team experience with construction management of repairs to steel bridges, including lift bridges and pre-stressed concrete bridgesQuigg Bros. has numerous successful projects to date involving the management and construction of steel bridges as well as pre-stressed concrete bridges. Hans Breivik and Ted Franco are currently working on the Hylebos Bridge Rehabilitation Project for the City of Tacoma. This project involves the rehabilitation of the existing steel moveable bridge leaves and the construction of new pre-stressed concrete girder approaches. Other projects include the Seaport Wharf Maritime Building with the City of Tacoma on the Foss Waterway which involved setting Pre-stressed concrete girders and post-tensioning them to a new concrete dead man system. Port of Tacoma Road Grade Separation for WSDOT involved placement of pre-stressed concrete girders over SR 509 in Tacoma. All of these projects were carefully analyzed for the safest methods of construction and the successful execution of the work.

Team experience with construction management and construction of key componentsQuigg Bros. has performed many similar projects with the key components required with the Murray Morgan Bridge Rehabilitation Project. Some of the key components required on the Murray Morgan Project include:

� Demolition

� Lead abatement/painting.

� Structural Steel

� Drainage

� Concrete Work – Decks, barrier, Walls

� Marine Work

� Working in Sensitive Environmental Areas

� Electrical Systems

� Mechanical Systems

Quigg Bros. has performed and managed these key components on the currently on-going Hylebos Bridge Rehabilitation Project for City of Tacoma. Other projects include Purdy Creek Bridge Rehabilitation for WSDOT in Shelton, WA. This project required the construction of a new bridge on Hwy 101, spanning Purdy Creek and surrounded by Wetlands. The project required planning to mitigate potential impacts to the sensitive areas, mitigate impacts to the traveling public on Hwy 101 while performing work 12 feet away from the travelled roadway. The project was successful from an environmental standpoint as well as schedule and cost. Our team has been involved with complex projects throughout the years, requiring expertise in all or some of the key components outlined above. When key components require specialized training and or licenses, Quigg Bros. seeks out the subcontractors with the required skill set and work ethic to perform the work safely, on budget and in compliance with the specifications. The

Seaport Wharf, Foss Waterway

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Seaport Wharf Maritime Building, on the Foss Waterway included many of the key elements as Murray Morgan Bridge Rehabilitation. There was selective demolition, temporary support of existing building columns, concrete walls and slabs, electrical systems, marine work, working in sensitive areas, drainage, structural steel and lead abatement and painting. This project, for the Foss Waterway Development Authority and managed by City of Tacoma was very successful for all parties involved.

Safety RecordQuigg Bros. enjoys a reputation as one of the safest firms to work for in the Pacific Northwest. That’s because we truly care about our worker’s safety and the safety of the public at large.

The firm has a long standing Health and Safety Committee that consists of management, supervisors and field employees. The goal of the Safety Committee is to study and recommend reasonable methods for preventing on-the-job injuries and accidents. All employees are trained and encouraged to recognize hazards, report injuries, acknowledge near misses and other safety issues. The Safety Committee Meetings are held monthly and written minutesare retained for further action and review of best practices.

Quigg Bros.’ safety record is a testament to our continuing commitment to ensure safety on all projects

Year EMROSHA

Recordable Incident

2009 .9219 .90

2008 .8610 2.68

2007 .7908 5.40

2006 .7658 6.06

2005 .7706 9.06

Accident PreventionAlthough we emphasize safety as a core culture of our work place, the basic responsibility for employee health and safety rests with each of our employees and with our subcontractors. Safety training and education are keys to Quigg Bros. excellent safety performance. Each employee is expected to learn safety procedures and awareness through the training programs including:

� Safety Checklists

� New Hire Safety Orientation

� Jobsite Hazard Recognition

� Personal Protective Equipment

� Fall restraint

� Weekly/Daily Toolbox Meetings

� Craft Task Training

� Work zone traffic control

� HAZWOPPER

� Confined space

� Rigging

� First-Aid and CPR

Quigg Bros. uses training and safety meetings to reinforce safety, and encourages employee participation. Each week all jobsite supervisors, foremen through superintendents, meet to discuss management of safety on the project. This meeting is recognized as a major responsibility. Each foreman then holds a daily toolbox safety meeting. Employees are encouraged to ask questions, offer suggestions, and air concerns regarding safety on the project.

Representatives of the Safety Committee conduct random jobsite inspections to identify and eliminate unsafe conditions or practices. Unsafe conditions and unsafe practices are corrected immediately.

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In accordance with State regulations and the goal of a safe work environment for all, the following information is maintained:

� Supervisor’s accident report

� Labor & Industries accident report

� OSHA Form 200

� Safety meeting minutes

� Special safety inspections

� Special training program

� Safety Committee Inspection report

Records are accessible at all times for review by a state safety inspector and for use in an evaluation of company safety activities and performance. In accordance with WAC 296-155-115, the following articles are posted at the job site offices:

� Safety bulletins

� Newsletters

� Accident statistics

� Other safety educational material/posters

All subcontractors receive a copy of the Project Safety Plan. They are required to assign a permanent representative to the project safety committee with authority in all accident prevention, safety and health issues for their firm. The subcontractors must attend the weekly safety meetings and the daily safety briefings.

Quigg Bros. also employs a Weekly Safety Jobsite Inspection Checklist which includes information about practice and procedures for:

� Good Housekeeping

� Personnel Protective Equipment

� Fire Protection And Prevention

� Material Handling And Storage

� Rigging Equipment And Signaling

� Hand And Portable Power Tools

� Grinding Wheels

� Scaffolding

� Cranes, Hoists, Motor Vehicles & Heavy Equipment

� Welding And Burning Operations

� Flammable And Combustible Liquids

� Chemicals

� Electrical

� Excavation And Trenches

� Confined Entry

� Other Unsafe Practices To Watch For

� Administrative Procedures

All persons entering the jobsite must wear personal protective equipment and it must be used when necessary to perform the job in a safe and healthy manner

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In the unlikely event an accident does happen, a “Supervisor’s Report of an Accident” is submitted in detail by the supervisor of the injured employee. The report details:

� Accident or near miss

� Injury (if any) and what type

� Where it occurred

� How it occurred

� To whom the accident was reported

� The doctor’s diagnosis and estimated time loss, if any

� Witnesses to the accident

� How to prevent this from happening in the future

In case of a fatality or serious injury involving more than one employee, the supervisor notifies the Department of Labor and Industries within 24 hours. Near misses are investigated the same as an accident, following the same guidelines. All jobsites arrange for emergency transportation, physician care and hospital services in the event of an injury which requires care beyond jobsite-administered first aid.

The success of the Quigg Bros. is dependent upon employee cooperation and strict compliance with safety rules and regulations. If an employee engages in any unsafe work practices or violates safety practices, that person is subject to immediate removal from the project.

Fighting, pushing, shoving, gambling, possession of firearms or weapons, and possession, use of or being under the influence of, illegal drugs or alcohol, as well as other unsafe actions, result in immediate removal from the project.

All persons entering the jobsite must wear personal protective equipment and it must be used when necessary to perform the job in a safe and healthy manner:

� Hard hats

� Approved footwear

� Hearing protection

� Fall protection

� Respiratory

� Safety glasses with side shields

� Suitable gloves

When working around or over water, Coast Guard approved life jackets must be worn unless the employee is properly secured with a safety belt/harness and life line. Catwalks with approved guard rails are used when working over water. As an added precaution a boat is kept readily available with boat hooks and ring buoys with attached rope.

On site fire prevention is practiced, including keeping work areas clear of combustibles, controlling sources of ignition, and knowing how to use fire suppression equipment. Quigg Bros. has a fire extinguisher inspection program on each jobsite, requiring inspection tags, seals, and a monthly inspection of each fire extinguisher. Combustible materials are kept away from all ignition sources, including steam lines, radiators, heaters, and hot process and service lines.

Every project has specific hazards, such as exposures to various chemicals used on the jobsite, excavations, and elevated work. Through safe work practices, use of personal protective equipment, elimination of jobsite hazards, and proper training, the risks associated with construction jobsite hazards are greatly reduced. Quigg Bros. evaluates and monitors hazards on each jobsite continuously to prevent an incident.

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Team experience on meeting the requirements of projects that include federal fundingQuigg Bros. has performed work on numerous federally funded projects over the years. The requirements of federally funded versus state funded projects does not make any difference to Quigg Bros. Hylebos Bridge Rehabilitation Project is federally funded and the paperwork is progressing smoothly. Purdy Creek Bridge Replacement for WSDOT was federally funded as well as state funded. Purdy Creek Bridge will be submitted for an AGC Award in the Fall for Excellence in Contract Administration as well as Environmental Compliance by WSDOT. Seaport Wharf Maritime Building was federally funded and the contract management went exceedingly well.

Team experience preparing O&M Manuals (electronic and traditional hard copy), and with training operations staffQuigg Bros. has prepared O&M manuals for the various new systems installed on the projects we have been involved with where they are required. We also maintain a master set of red-line drawings to insure the owner has an accurate set of as-built drawings at the end of the project. The red-line drawings are maintained throughout the course of the project to ensure accuracy. We require our subcontractors to maintain red-line drawings as well for their portion of the work. The red-line drawings are reviewed on a weekly basis to ensure accuracy and that the subcontractors are maintaining their drawings.

Both Hans Breivik and Ted Franco have had experience with O&M manual preparation and training. Many times, individual components of specialized systems will be prepared by the vendor and/or subcontractor and incorporated into a complete O&M manual by Quigg Bros.. Hans Breivik participated on the Central Treatment Plant Expansion, Phase II with MWH and City of Tacoma. Hans maintained red line drawings of our work, incorporated the RFI’s (Request

for Information) into the red-line drawings and submitted these to MWH. The red-line drawings were incorporated in to the master set of drawings provided to City of Tacoma.

Training in the operation of the individual systems on a project is usually performed by a factory trained individual such as a standby generator. Quigg Bros. incorporates the training requirements in to either our subcontracts or purchase orders. In the case of a standby generator, we would have the factory representative provide the training to the owner for the safe operation and maintenance of the generator. The subcontractor, usually the electrical subcontractor would provide the training for the control system installed which activates the generator. Quigg Bros. staff review the proposed O&M manuals from subcontractors and suppliers and then submit them to the owner for review and approval. Prior to the training of Owner personnel, the O&M manual has been reviewed and approved.

The Purdy Creek Bridge will be submitted for an AGC award in the Fall

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2.4 Demonstrated History of Successful Design-Build Projects by Team

This is a newly formed team. This team takes advantage of Quigg Bros. excellence in bridge construction – steel and concrete, Design-Build knowledge, local presence, and exemplary relationships with labor, suppliers, subcontractors and the City of Tacoma. This team also takes advantage of AECOM’s top talent in the design of moveable bridge rehabilitation, successful local Design-Build experience, knowledge of local policies, experience with federal procurement regulations and reputation for high quality design. Figure 2.1, shows a list of Design-Build and bridge projects, successfully completed within the last ten years or ongoing by Quigg Bros. and AECOM.

We have included complete descriptions of projects that are particularly relevant to the Murray Morgan Bridge project in Appendix B.

The Quigg Bros. team is proud of its work on these projects and invites you to contact the references provided to verify first-hand the client’s satisfaction with the team’s technical and management performance.

Proposed Improvement to the Murray Morgan Bridge

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Quigg Bros.Hylebos Bridge Rehabilitation, Tacoma, WA Skokomish Estuary Elevated Walkway, Mason County, WA Cook Creek Bridge Replacement, Grays harbor County, WA Hoh Mainline Bridges 2005, Jefferson County, WA Hoh Mainline Bridges 2006, Jefferson County, WA Cougar Smith Road Bridge Repairs, Grays Harbor County, WA McAllister Creek Bridge Repair, Thurston County, WA Grass Creek Bridge Repair, Grays Harbor County, WA Canyon River Bridge Installation, Grays Harbor County, WA Nisqually Road Bridge, Pierce County, WA Hoquiam River Railroad Bridge Repair, Hoquiam, WA Purdy Creek Bridge, Mason County, WA Seaport Wharf Rehabilitation, Tacoma, WA

AECOMSR 519 / I-90 to SR 99 Intermodal Access Project I/C Improvements No. 4, Seattle, WA I-405 Bothell Design-Build Project, Kirkland, WA I-405, SR 520 to SR 522 Stage I, Kirkland, WA I-595 Public-Private Partnership, Coral Gables, FL State Highway 130, Austin to San Antonio, TX I-25 T-Rex Expansion, Denver, CO Arthur Kill Lift Bridge Rehab - Construction Inspection Services, New York, NY Cermak Road Rolling Lift Bridge Rehabilitation, Chicago, IL Alexander Hamilton Bridge and Highbridge Interchange Ramps Rehabilitation - Construction Inspection, NY

Haverhill Main Line Railroad Rehabilitation Program, Haverhill, MA Rehabilitation of the Staten Island and Rahway Valley Freight Railroads, NJ South Lake Shore Drive Reconstruction - Jackson Park Segment, Chicago, IL Caltrans Statewide On-Call Bridge Engineering Contract 59A0280, CA Walt Whitman Bridge, Philadelphia, PA

Rel

evan

ce

Project Name

Figure 2.1 Relevant Experience

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Management and Organization Capabilities

3 Management and Organizational Capabilities

3.1 Team Work Breakdown

As a local leader in construction, Quigg Bros. engages subcontractor firms on our project delivery teams for almost every project we undertake.

Effective performance by subcontractors is central to Quigg Bros. delivery of projects and is a key area of management focus. Quigg Bros. selects proven, experienced subcontractors with a history of successful performance. Our subcontractors serve as part of an integrated team for each project. Quigg Bros. manages and evaluates our subcontractors’ performance to ensure successful, cost effective, and on time delivery of their services. Areas of performance include the following.

Project ManagementProject management and overall project leadership are retained by the Quigg Bros. We are the contracting entity and are ultimately responsible for the successful completion of the rehabilitation of the Murray Morgan Bridge. We are in control and oversight of all aspects of the project. Hans Breivik, our project manager, is responsible for effective work execution, including subcontractor performance. This includes assuring that subcontractors assign the appropriate technical and professional skill



levels, that their work progresses on schedule and budget, and that deliverables meet the scope of services. Hans also makes sure that subcontractors are responsive, that their communications are clear, and that any changes in their scope are agreed to in writing.

Scope Definition Our subcontractors are engaged when a project requires their participation. Quigg Bros. negotiates their scope, schedule and budget, and the resulting agreement serves as the basis for their performance. We monitor their work to ensure that it progresses in line with the deliverable schedule, reported earned value is in line with production, and their products meet the contract’s requirements and Quigg Bros. quality standards.

Schedule ControlQuigg Bros. will develop a master schedule for each phase of the work and monitor schedule performance. Our project manager tracks the progress of critical path items and deliverables from each subcontractor and may require corrective action to accelerate work or to supplement resources. At each milestone, we review subcontractors progress against the project scope and schedule and evaluate the need for corrective action.

Cost/Budget ControlThe project manager and quality assurance (QA) manager review the progress of subcontracted work to ensure that earned value reported in subcontractors’ progress payment invoices is in line with completed work. At each milestone, we evaluate earned value, schedule performance and budget performance, and review invoices against work completed. Except for those cases in which a contract modification is warranted, the subcontractor is held to the firm, fixed price. Any change must be approved in writing.

Subcontractor Quality ManagementA key element of our QA program is ensuring that each subcontractor has an approved QA plan that is consistent with the project quality requirements and meets Quigg Bros.’s quality management system requirements which provide for quality review of interim and final drawings, specifications, reports, calculations and other submittals, as well as requirements for quality documentation. The work of our subcontractors is integrated into the project deliverables and subject to constructibility review, value engineering analysis, and overall integration and quality review prior to submission to the City of Tacoma.

Corrective ActionIf our team finds that a subcontractor is not performing their work on schedule, or is producing deficient work, our project manager will meet with the subcontractors’ principals and request a corrective action plan that addresses the deficiency. Quigg Bros. Inc may withhold payment if earned value is not achieved. If necessary, Quigg Bros. may accelerate the work to ensure that project performance is on schedule, and we may replace a subcontractor or use our own staff to ensure effective performance.

Design/PermittingAll design and permitting will be performed by AECOM - our strategic and knowledgeable subcontract partner brings a wealth of experience in rehabilitation of lift span bridges and in the processes and procedures of design build in Washington. They will be engineers of record for the design and permitting required for the Murray Morgan Bridge.



Construction ManagementOur success as an industry leader in Local Agency construction projects is a direct result of our ability to manage all aspects of our Projects. Our construction management efforts start with effective supervision of our support staff, craft personnel, subcontractors and consultants. This supervision is focused on always knowing the status of our team’s work efforts and tempering the direct involvement of our management personnel in the day-to-day activities of our team. This approach promotes our team members to maximize their expertise and creativity, while at the ensuring their work is coordinated and timely. We make sure we are in compliance with all regulatory requirements and that project stakeholders are fully informed. In addition, we strictly maintain our project documentation such as certified payrolls, intents to pay, as-builts, O&M documentation and submittals are timely, accurate and accessible.

Construction SequencingQuigg Bros will be responsible for coordinating and enforcing the Construction Sequencing. This is part of our comprehensive work plan. Hans will work with the team of constructors, craftsmen, designers, quality control personnel and the city of Tacoma to stage not on the sequence of construction but submittal packages for City and Agency approval, timely delivery of materials or manufactured items, workforce requirements, environmental compliance, documentation and all of the myriad of moving parts that working together make your project a success.

Construction InspectionsConstruction Inspections will be coordinated through our Construction QAQC Manager, Al Walley, with AECOM. Our Construction Quality Control Plan (CQCP), is used by our field supervision, engineers and inspectors to make sure the finished work product is in full

compliance with the contract documents. Al has many many years of working side-by-side with the Contractor’s supervisory personnel to foresee and prevent quality issues before they happen. The CQC plan includes preparing procedures and documentation to assess that our work is in conformance with the design and project standards, as well as including specific and detailed protocols for completing and documenting corrective actions. The CQCP also describes the frequency, methodology and documentation of materials testing and specialty inspections.

Commissioning/Start-up A start up and commissioning plan will be drafted by our field management personnel and AECOM. This plan will include step-by-step procedures for testing the complete operation of any mechanical, electrical or control features in the project. The Start up and Commissioning plan will be a “living” document that record the testing results and any necessary corrections. We will assign a Start-up Engineer to be the focal point of all start-up and commissioning efforts. This individual will report to our QC/QA manager, Al Walley. Reporting protocols’ and testing frequencies are defined in our CQCP.

Acceptance Testing Acceptance tests such as welding NDT, bolt torquing, surface prep for coatings, and coating thicknesses will be conducted with experienced and certified subcontracted personnel. These individuals will report directly to our QC/QA manager, Al Walley. Reporting protocols and testing frequencies are defined in our CQCP.



Coordination With OperationsCoordination with project stakeholders, such as City of Tacoma operations personnel and other stakeholders is performed by our field supervision personnel. Interaction with regulatory agencies will be handled jointly by or Project Manager and QC/QA manager.

Direct Hire WorkQuigg Bros. has the experience, manpower resources and equipment to perform the majority of the work associated with this project. Quigg Bros. is anticipating performing all demolition of identified structures, ie: sidewalk, roadway deck, repair and replacement of structural steel, placement of new lightweight concrete deck for roadway and sidewalk and mechanical rehabilitation. Generally, when specialized equipment, expertise or licensing is required, we subcontract that portion of the work. We have established relationships with proven, successful subcontractors to perform those areas of the work.

Subcontracted Work - ElectricalThe rehabilitation of the electrical work identified will be performed through our proposed subcontractor EIR Electric. Their previous experience with movable bridges, up to and including Hylebos Bridge Rehabilitation for the City of Tacoma, brings expertise, integrity and performance to the construction team. A registered WBE/DBE firm in the State of Washington and Oregon, EIR Electric has displayed a willingness towards performance, honesty, and integrity. Their workmanship and support in identifying design issues and new technology has made a positive impact on many of the projects they have been associated with. Craig Rasberry – Vice President of EIR Electric, maintains a presence on their projects and interfaces with the project team.

Subcontracting Work – MiscellaneousAdditional work associated with Murray Morgan Bridge Rehabilitation Project will include roadway striping and signage, rebar supply and installation, barrier, guardrail and other minor items. Emphasis will be placed on subcontracting this work to local, registered HUB and MBE/WBE firms. Quigg Bros. ability to attract qualified subcontractors willing to put forth the effort to ensure a safe, successful project will be a positive reflection on both the City of Tacoma and the project team.

Quigg Bros. ability to attract qualified subcontractors willing to put forth the effort to ensure a safe, successful project will be a positive reflection on both the City of Tacoma and the project team



3.2 Team Organization and Qualifications

As important as the qualifications of the Quigg Bros. team firm members are, it is the personnel we have assigned to the work and their depth of knowledge that distinguishes the Quigg Bros. team from any other. The team’s client service approach is unmatched. Figure 3.1 shows the office locations of the team member firms in which all key personnel are housed.

Quigg Bros. has assembled a hand-picked staff of dedicated and experienced professionals who specialize in delivering Design-Build bridge rehabilitation projects. Our team has worked directly for the City of Tacoma in various capacities. They are thoroughly knowledgeable with City procedures and requirements, as well as the requirements of other concerned agencies in and around the City of Tacoma.

Figure 3.2 on the following page illustrates the team structure and reporting relationships. Brief biographies of the core team follow, with full resumes located in Appendix A.

Firm Names Key Personnel/Role Address

Quigg Bros. Hans BreivikProject Manager

3701 Taylor WayTacoma, WA 98401

John QuiggProject Executive Committee

Frank SchererSafety Manager

Ted FrancoConstruction Manager

Jack Ecklund, PEProject Engineer/Construction Design Coordinator

AECOM Gavin Wong, PEDesign Manager

10900 Northeast 8th Street, Suite 750Bellevue, WA 98004

Steve PolechronisProject Executive Committee

Tracey McKenzieEnvironmental Compliance

Al WalleyConstruction QA/QC

Keith DevonportConstruction Inspector

Attila Laszlo, PEDesign QA/QC

Subcontractors

EIR Electric, Inc. 2802 Northeast 65th Avenue B, Vancouver, Washington 98661

Figure 3.1 Team Office Locations



Project Manager

Hans Breivik

Project Executive Committee

John QuiggSteve Polechronis

Environmental Compliance

Tracey McKenzie

Construction Inspector

Keith Devonport

Safety Manager

Frank Scherer

Construction Manager

Ted Franco

Subcontractors

EIR Electric

Lead AbatementAsbestos Abatement

PaintingDrainageStripingRebar

Project Engineer/Construction Design

Coordinator

Jack Ecklund, PE

Design Manager

Gavin Wong, PE

Disciplines

StructuralJoseph Hosana, SE

Mechanical Francis Noonan, PE, LEED

Electrical Irwin Smiley, PE

CivilDrainage

Utilities Traffi c

Control/MOT

Quality Control Manager/Construction QA/QC

Al Walley

Design QA/QC

Attila Laszlo, PE

Figure 3.2 Organization Chart



Hans Breivik, Project Manager - As the Project Manager on the Tacoma Central Treatment Plant Upgrade Design-Build Project, Hans managed construction crews, developed construction schedules, and worked directly with the designer and the City of Tacoma. Hans also has significant steel bridge rehabilitation experience with his most recent experience being the Project Manager on the Hylebos Bridge Rehabilitation Project.

Gavin Wong, Design Manager - Gavin is a Design-Build specialist having completed 7 Design-Build project across the country (totaling over $3 billion in construction costs). Most recently, he has been the design manager for 3 WSDOT Design-Build projects, including I-405 Bothell, SR 519, and I-405 Kirkland. Gavin has just completed the SR 519 Design-Build Project. His responsibilities included overseeing a multidisciplinary team of engineers responsible for the design of two bridges, roadway improvements, and urban design elements in the vicinity of Safeco Field.

Tracey McKenzie, Environmental Compliance Manager - Tracey is well versed in the nuances of Design-Build projects and WSDOT requirements. Tracey served as the Project Permit Manager on the Tacoma Narrows Bridge Design-Build Project and is currently serving as the Permit Manager for the I-405 Congestion relief and Bus Rapid Transit Projects for WSDOT.

Ted Franco, Construction Manager - Ted has worked on numerous steel and concrete bridge projects, and Design-Build projects. Ted was the Construction Superintendent for both the Multicare Medical Office Building and Sunrise Medical Campus Design-Build Projects and understands the challenges of the Design-Build environment. As Construction Manager on the Hylebos Bridge Rehabilitation Project, Ted oversaw all aspects of the steel bridge rehabilitation including construction activities, subcontractor coordination, and safety programs.

Jack Ecklund, Project Engineer – As project manager on the Sunday Creek Bridge Design-Build Project, Jack worked with both designer and owner on the development and construction of this single-span steel truss bridge.

Attila Laszlo, Design Quality Manager – Attila has worked on 4 Design-Build projects including 3 WSDOT Design-Build projects. Attila has been responsible for the development and implementation of the design quality management plan on the I-405 Bothell and SR 519 Design-Build Projects.

Keith Devonport, Construction Inspector - Keith’s experience in constructing bridges, from both the owner’s and contractor’s perspective, gives him a tremendous insight in ensuring quality while maintaining a productive relationship with the contractor. This benefits the City of Tacoma in two ways, first the City can be confident that their project will be completed with quality; second, the contractor will be confident that their work will be evaluated in an objective and constructive manner, with potential issues addressed in a fair and collaborative way. In addition, Keith’s expertise allows him to witness and evaluate shop fabrications, and ensure successful installation of the fabricated material in the field as demonstrated by his work on the Tamar Bridge in Plymouth, UK.

Al Walley, Construction QA/QC Manager – Al’s comprehensive experience as the former director of WSDOT’s bridge section makes him a very qualified candidate for QA manager. In his former role as Director, Al was responsible for all bridge design and construction conducted by WSDOT, including feasibility studies on the Murray Morgan Bridge. Al’s experience in both the design and construction management of bridges has been most recently been demonstrated on Sound Transit’s South Link Project, where both the contractor and Sound Transit speak very highly of Al’s collaborative and skillful efforts as the Owner’s construction manager, a role that includes the responsibility for Quality Assurance.



3.3 Management of Public Contracts

The Quigg Bros team leadership has the demonstrated ability to successfully deliver Design-Build projects to public clients with federal funding.

Hans Breivik, project manager, proved himself as a knowledgeable Design-Build manager and a manager of public infrastructure on the City of Tacoma Wastewater Treatment plant. He was able to provide the foresight, hands-on schedule, material, labor and scope control necessary to perform this Design-Build project on-time and within the agreed budget. His leadership and experience was again proven on the Port of Tacoma road performed for WSDOT. Hans successfully coordinated with WSDOT, Port of Tacoma, the City of Tacoma, private businesses and the public. This coordination was critical with the installation of the newly approved embankments of approximately 26,000 cubic yards of Geo-foam. The team under his leadership kept impeccable records to give the state the documentation to recover critical infrastructure funds. The project was a great success eliminating a road and rail conflict for the

safety and freight mobility for the region. Another example where Hans has shown his abilities to successfully deliver public contracts with federal funding was the Purdy Creek Bridge replacement project. Hans managed the construction of a new 350 foot long bridge for WSDOT. Coordination of the schedule and budget was important of this bridge built on soft soils with 8 foot diameter shafts. The orchestration of materials in Mason County for the delivery and installation of the pre-stressed concrete girders and placement of the new concrete deck was critical to keeping the project on schedule and with budget. Hans team performed the project to the delight of WSDOT.

Our team, collectively, has been involved with many successful and complex projects. Our goal is to provide open communication between the City of Tacoma and the local businesses potentially affected by the project. Open forums for the public through the City of Tacoma will be encouraged to facilitate questions and answers to potentially impacted businesses and the public at large. Our leadership team brings many years of experience to this project in coordinating and communicating with the public, City, State and Federal levels.

“Hans is one of the best project managers I have ever encountered and it was truly a pleasure to

work with him on Purdy Creek. From the initial meeting I found Hans to be proactive and engaged

in the project schedule and the prosecution of the contract. More important to me is I found him

to be honest, fair, and trustworthy. And he’s funny too. Over the summer the project encountered

several dozen ground issues, plan issues, and environmental issues that could have easily slowed

the project or served as a mechanism to create a poor relationship between WSDOT and Quigg.

Hans and I would speak honestly about the issues, sometimes well after standard business hours,

and work together to find mutually acceptable resolution. It is a simple formula for success, but

that all too often gets ignored in the pursuit of interests other than project success.”

Jeffrey D. Cook, Project Engineer, WSDOT



3.4 Team Work LoadThe key personnel on our team are well respected in their specific areas of expertise. As such, they are constantly busy with work in one form or another (e.g. project activities, technical assistance, proposal writing, etc). However, when this project is awarded, Quigg Bros. and Quigg Bros. will ensure that these key staff will be made available to the Murray Morgan Project.

The key personnel are expected to be 100% available for this project during their respective critical activities and to be available to support other phases of work. Figure 3.3, below, identifies the time each person is expected to be on the project during each activity phase.

3.5 Communications Plan

Single Point of ResponsibilityHans Breivik as the Project Manager will have the single point of responsibility for the project. This simplifies the lines of communication for the City of Tacoma. As the Project Manager, Hans will be responsible for all correspondence to and from the City of Tacoma. All decisions, while made through team meetings will be through the office of the Project Manager.

Key Individual

Current Work Load Through

NTP (%)

(actual projects depicted below)

Project Work Load

(% Time Expected to Work on this Project)

Design Construction Acceptance

Hans Breivik - Project Manager 50 100 100 100

Gavin Wong - Design Manager 40 100 50 50

Tracey McKenzie - Environmental Compliance Manager 60 50 100 50

Ted Franco - Construction Manager 50 50 100 100

Jack Ecklund - Project Engineer 40 100 100 50

Keith Devonport - Construction Inspector 50 20 100 100

Al Walley - Construction QA/QC Manager 50 20 100 100

Attila Laszlo - Design QA/QC Manager 30 100 50 20

Figure 3.3 Quigg Bros. Team Workload



Communication of Project Requirements to Subcontractors and Key IndividualsAll communication for the project to the Subcontractors and key individuals will be from the Project Manager. Written communications will be the preferred method via email, fax and hard copy. Team meetings with City of Tacoma and subcontractors will be documented with an agenda. It is anticipated that weekly coordination meetings with the City of Tacoma and the subcontractors will be held to review status of the work, progress schedule, up-coming work, old business, new business and outstanding issues.

The Quigg Bros./AECOM team wants and encourages the City of Tacoma to participate in the review and discussion of the work plans to be used for the rehabilitation of the Murray Morgan Bridge. To this end, we will be utilizing a Pre-Task Planning session for both our self-perform work as well as that of the subcontractors. The intent of this is to sit down and review the various components of the work, identifying hazards, PPE necessary for the work, stopping points for inspection and the overall methodology of performing the task to the satisfaction of the team and the project specifications. For example: The task is cleaning and painting the bridge steel. The individual operations will be:

� Containment of water and media.

� Pressure wash the bridge steel.

� Sweep blast the steel and remove any built up scale and corrosion.

� Inspect the steel prior to first primer coat.

� Proceed with second primer coat after written authorization from the QA/QC via the Project Manager.

� Inspect the steel prior to second primer coat.

� Proceed with finish coat after written authorization from QA/QC via the Project Manager.

Communication with the Project TeamCommunication is a key element to success with any project. In managing this project, one element necessary to ensuring success is to take a team approach. We will have clear lines of responsibilities and roles for all of the team players. We encourage thinking and dialogue “Outside the Box.” Concurrence with design details and the sequence of rehabilitation of the Murray Morgan Bridge will be emphasized. Direct written communication between the City of Tacoma and Quigg Bros./AECOM will be through the Project Manager. Direct verbal communication between all of the team players is emphasized and encouraged. In reviewing the work activities, we want to collaborate with the City of Tacoma to review the Plan and conduct joint pre-activity meetings

Partnering and FacilitationQuigg Bros. encourages a Partnering approach with the City of Tacoma. To facilitate this, as mentioned above, collaborate with the City of Tacoma on the review of work activities. We fully endorse joint risk identification, evaluation and mitigation of the inherent risks associated with this Project. A team partnering meeting(s) can be scheduled to fully develop and implement the partnering approach. A facilitator independent of Quigg Bros./AECOM and City of Tacoma can be brought in to set up the meeting(s), develop a Mission Statement for the Project and aid in outlining the various approaches for Peer-to-Peer review of design drawings, constructability issues, relationships of the team members.



Direct interaction between all team players is imperative to a successful project

Dispute ResolutionQuigg Bros. prides ourselves on having no outstanding claims and issues for our projects. We believe that with communication and an attitude of give and take, 99% of all issues can be resolved at the project level. We believe that treating the customer fairly, providing a quality product at a reasonable price mitigates most claims and issues. Due to the nature of the business, there are times when an independent party or parties is necessary to resolve outstanding issues between the contractor and the owner. A Disputes Resolution Board provides this avenue. We would propose, that should a Disputes Resolution Board be necessary, this be set up in accordance with the WSDOT Standard Specification, 2010, section 1-09.11.

Direct interaction between all team players is imperative to a successful project. We believe that good communication with the City of Tacoma, utilizing a team/Partnering Approach will provide a project that meets and exceeds the expectations of both City of Tacoma and the public tax payers as well. The Murray Morgan Bridge Rehabilitation Project offers an opportunity for the team to make a statement for the residents of Tacoma and get it right the first time.

3.6 Quality ManagementWe realize the importance of conforming to a set budget, keeping projects on schedule, and providing only the most capable and experienced personnel to inspect the quality of work and to lead the team toward a successful project completion, meeting and, in many cases, exceeding the clients’ expectations. We have already initiated the process of assessing our qualifications to best match the project’s requirements by evaluating the capabilities of each key team member that we are including in the organizational chart for this assignment.

SafetyEvery new construction activity should start with a safety discussion; correspondingly, we start this portion of our qualifications statement with the topic of safety. At Quigg Bros. we are committed to continuously monitor job safety; for the Murry Morgan project this starts with monitoring the contractor’s safety program for compliance. Active oversight by Field Inspectors and incident reporting are traditional methods of monitoring a safe job site. Quigg Bros. takes these efforts one step further by working in partnership with the contractor to promote and encourage a culture of safety – one where all personnel, both professional and craft, are conscientiously monitoring their work habits and environment. By working closely with contractors in this manner, we have had great success in reducing not only incidents, but also the number of “near-miss” events.

Safety Programs and Audits. Our Safety and Training Manager will develop an employee pocket rule book based on the contractor’s approved site specific safety plan that summarizes safety requirements and procedures specific to the project. These would include best industry practices associated with specific work tasks performed throughout the course of the project, but also emergency procedures such as a “man down” scenario, paramedic response,



water rescue, etc. We also would recommend regular safety drills to train the construction crews.

Our Safety and Training Manager will oversee the technical and safety training requirements of the employees on the team. The safety classes will be held in both classroom and field settings to ensure our employees receive the best possible training and that they are well qualified to perform their assigned duties. Employee audits will be conducted for compliance and understanding of the various safety regulations and the employee rule book. When audits determine that certain safety compliance issues need further attention by employees, this subject matter will be addressed at “tail gate” safety meetings.

As a side note, Quigg Bros. has already developed an Injury and Illness Prevention Program for their own employees. As part of

the program, all field personnel are required to attend a full day OSHA Training Program. All of our construction management employees have already attended this training.

Schedule Flexibility due to Work by OthersQuigg Bros. is committed to working with you to ensure all deliverables are submitted on time and within budget, and all project goals are met. We have the resources and the flexibility to work with the contractors schedule for project updates and coordination meetings, and our team is committed to the success of your project – from the first day through completion. We look forward to working with you to serve the needs of the Project.

ID Task Name Duration Start Finish

0 Tonquin Bridge - PS&E 418 days Sep 16 '09 May 5 '111 Notice to Proceed 0 days Sep 16 '09 Sep 16 '092 Phase 1 - Design Memo 125 days Sep 16 '09 Mar 22 '1034 Prepare Project Management Plan 42 days Sep 16 '09 Nov 12 '095 Project Work Plan 10 days Sep 16 '09 Sep 29 '096 Ocean Shores/WSDOT LP/AECOM Project Kick Off Meeting 1 day Oct 8 '09 Oct 8 '097 Draft Design Task Protocol 5 days Oct 9 '09 Oct 15 '098 Ocean Shores/WSDOT LP Review of Design Criteria 15 days Oct 16 '09 Nov 5 '099 Final Design Criteria Document 5 days Nov 6 '09 Nov 12 '0910 Initial Utility Coordination with Franchise Utilities 20 days Oct 9 '09 Nov 5 '091112 Data Collection 17 days Sep 30 '09 Oct 22 '0913 Survey 5 days Oct 5 '09 Oct 9 '0914 Wetland Delineation 5 days Oct 16 '09 Oct 22 '0915 Collection of as-built plans and existing TS&L reports 15 days Sep 30 '09 Oct 20 '091617 Prepare Geotechnical Memorandum 37 days Oct 9 '09 Dec 2 '0918 Review Existing Data 2 days Oct 9 '09 Oct 12 '0919 Prepare Geotech Boring Plan 3 days Oct 13 '09 Oct 15 '0920 Perform Geotechnical Field Work 2 days Oct 16 '09 Oct 19 '0921 Laboratory Analysis 15 days Oct 20 '09 Nov 9 '0922 Preliminary Report Preparation 15 days Nov 10 '09 Dec 2 '0923 Submit Preliminary Report for Review 0 days Dec 2 '09 Dec 2 '092425 Design Memorandum & Preliminary 30% Des 67 days Oct 12 '09 Jan 25 '1026 Review existing data 2 days Oct 21 '09 Oct 22 '0927 Site Visit 1 day Oct 23 '09 Oct 23 '0928 Prepare base map 3 days Oct 12 '09 Oct 14 '0929 Preliminary Roadway Profile 2 days Oct 15 '09 Oct 16 '0930 Preliminary Design 27 days Oct 19 '09 Nov 24 '0931 Preliminary Utility Design 15 days Oct 19 '09 Nov 6 '0932 Preliminary Drainage Design 15 days Oct 19 '09 Nov 6 '0933 Preliminary Roadway Design 15 days Oct 19 '09 Nov 6 '0934 Preliminary Bridge Layout 10 days Oct 19 '09 Oct 30 '0935 Bridge Alternative Analysis 15 days Nov 2 '09 Nov 20 '0936 Preliminary Construction Cost Estimates 5 days Nov 18 '09 Nov 24 '0937 Draft Design Memo Effort 10 days Nov 13 '09 Nov 30 '0938 Design Memo QC 3 days Dec 1 '09 Dec 3 '0939 Submit Design Memo 0 days Dec 3 '09 Dec 3 '0940 Design Memo Review 15 days Dec 4 '09 Jan 4 '1041 Ocean Shores/WSDOT/AECOM Comment Resolution Meeting 1 day Jan 5 '10 Jan 5 '1042 Finalize Design Memo 8 days Jan 6 '10 Jan 15 '1043 Submit Design Memo 0 days Jan 15 '10 Jan 15 '1044 Public meeting prep 5 days Jan 18 '10 Jan 22 '1045 Public Meeting 1 day Jan 25 '10 Jan 25 '104647 Project Environmental Documentation & Permitting (By Ocean Shores) 108 days Oct 9 '09 Mar 22 '1048 ECS/NEPA/SEPA Kick-off meeting 1 day Oct 9 '09 Oct 9 '0949 Design Alternative Assistance 15 days Nov 11 '09 Dec 3 '0950 Section 106 Cultural Resource Assessment 40 days Oct 12 '09 Dec 8 '0951 Section 106 report (Draft) & field investigation 15 days Oct 12 '09 Oct 30 '0952 Agency Review 20 days Nov 2 '09 Dec 1 '0953 Section 106 Report (Final) 5 days Dec 2 '09 Dec 8 '0954 On-site baseline habitat assessment 1 day Oct 16 '09 Oct 16 '0955 ECS/SEPA/JARPA - Final documents for Agency review 20 days Dec 4 '09 Jan 11 '1056 Draft ECS/SEPA/JARPA 10 days Dec 4 '09 Dec 17 '0957 Project Team Review 5 days Dec 18 '09 Jan 4 '1058 Final ECS/SEPA/JARPA 5 days Jan 5 '10 Jan 11 '1059 ECS/SEPA/JARPA - Agency Review and approval 30 days Jan 12 '10 Feb 22 '1060 HPA - Hydraulic Permit Application 20 days Dec 4 '09 Jan 11 '1061 Draft HPA 10 days Dec 4 '09 Dec 17 '0962 Project Team Review 5 days Dec 18 '09 Jan 4 '1063 Final HPA 5 days Jan 5 '10 Jan 11 '1064 HPA - Agency Review and approval 30 days Feb 9 '10 Mar 22 '1065 Shoreline, CAO & Misc. Ocean Shores Permits 60 days Dec 4 '09 Mar 8 '106667 Right of Way & Property Acquisitions (If required, By Ocean Shores) 4 mons Oct 8 '09 Feb 9 '106869 Phase 2 - Final Design 167 days Jan 6 '10 Aug 26 '1070 Final survey and base map revisions 10 days Jan 6 '10 Jan 19 '1071 Final Utility Coordination with Franchise Utilities 4 mons Jan 6 '10 Apr 27 '1072 Prepare final geotechnical report 20 days Jan 6 '10 Feb 2 '1073 Submit final geotechnical report 0 days Feb 2 '10 Feb 2 '1074

n 9/29ct Kick Off Meeting 10/8ign Task Protocol 10/15eview of Design Criteria 11/5

Final Design Criteria Document 11/12 Franchise Utilities 11/5

Survey 10/9Wetland Delineation 10/22

TS&L reports 10/20

iew Existing Data 10/12 Geotech Boring Plan 10/15eotechnical Field Work 10/19

Laboratory Analysis 11/9Preliminary Report Preparation 12/2

Review existing data 10/22Site Visit 10/23

Prepare base map 10/14inary Roadway Profile 10/16

Preliminary Utility Design 11/6liminary Drainage Design 11/6liminary Roadway Design 11/6reliminary Bridge Layout 10/30

Bridge Alternative Analysis 11/20Preliminary Construction Cost Estimates 11/24

Draft Design Memo Effort 11/30Design Memo QC 12/3

Design Memo Review 1/4

Finalize Design Memo 1/15

Public meeting prep 1/22Public Meeting 1/25

A Kick-off meeting 10/9Design Alternative Assistance 12/3

) & field investigation 10/30Agency Review 12/1

Section 106 Report (Final) 12/8line habitat assessment 10/16

Draft ECS/SEPA/JARPA 12/17Project Team Review 1/4

Final ECS/SEPA/JARPA 1/11ECS/SEPA/JARPA - Agency Review and approval 2/22

Draft HPA 12/17Project Team Review 1/4

Final HPA 1/11HPA - Agency Review and approval 3/22

Shoreline, CAO & Misc. Ocean Shores Permits 3/8

, By Ocean Shores) 2/9

Final survey and base map revisions 1/19Final Utility Coordination with Franchise Utilities 4/27

Prepare final geotechnical report 2/2

14 18 22 26 30 4 8 12 16 20 24 28 1 5 9 13 17 21 25 29 3 7 11 15 19 23 27 31 4 8 12 16 20 24 28 1 5 9 13 17 21 25 1 5 9 13 17 21 25 29 2 6 10 14 18 22 26 30 4 8 12 16 20 24 28 1 5 9 13 17 21 25 29 3 7 11 15 19 23 27 31 4 8 12 16 20 24 28 1 5r November January March May July Sept

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TONQUIN BRIDGE REPLACEMENTOCEAN SHORES, WA

DRAFT - Standard

Page 1

Project: Tonquin Bridge - PS&EDate: Oct 12 '09File: Tonquin vStandard0a.mpp

Quigg Bros. is committed to working with you to ensure all deliverables are submitted on time and within budget, and all project goals are met.

Sample Schedule



When feasible, Quigg Bros. also uses a new approach to demolition, which is the deconstruction of a building with the goal of minimizing the amount of materials going to landfills

Work Involving DemolitionDemolition has been a part of many of Quigg Bros. construction management projects, which involved taking old structures apart while carefully preserving valuable elements for re-use. To perform safe and economical demolition, Quigg Bros. takes many steps that include obtaining necessary permits, submitting necessary notifications, disconnecting utilities, and development of site-specific safety and work plans. We are also very conscious of the surrounding residents and businesses and we take the necessary steps to minimize the impact of the demolition procedures on their lives and operations, such as dust and noise control.

When feasible, Quigg Bros. also uses a new approach to demolition, which is the deconstruction of a building with the goal of minimizing the amount of materials going to landfills. This “green” approach is applied by removing the materials by type material and segregating them for reuse or recycling. With proper planning this approach may result in landfill diversion rates that exceed 90% of an entire building and its contents in some cases. With the rising costs of landfills this method can be more economical than traditional demolition, and contributes to a healthier environment.

Quality Management Program (QMP)Quigg Bros. develops and implements a Quality Management Program for every project we perform. For Design/Build projects our QMP is implemented to help assure that both the design and construction are carried out in accordance with the Contract’s standards and policies. The objectives of our Quality Management Program will include, but will not be limited to, the following:

� Facilitating the completion of a quality project within budget and on schedule.

� Developing and maintaining a Quality Control Program to monitor construction activities and to ensure the project is built in accordance with the plans and specifications.

� Anticipating problems and providing solutions and corrective actions.

� Providing field oversight, monitoring, inspection, and testing services and thoroughly report Work progress.

� Implementing a code of ethics to assure professionalism in the work of our team.

� Reviewing and coordinating laboratory, shop, and mill test reports of materials and equipment.

� Developing a process to identify non conformance work or conditions and tracking resolution of NCR.

During construction, the front line of our QMP is our Construction Quality Control Plan (CQCP), which is used by our experienced engineers and inspectors to make sure the finished work product is in full compliance with the contract documents. Managing this process is our Quality Control Manager, who commits to be pro‐active by working in unison with the Contractor’s supervisory personnel to prevent quality issues “snowballing” into problems or resulting in delays. This pro-active approach helps ensure that rework is kept to a minimum and minimize the issuance of “nonconformance” reports, which ultimately contributes to the project staying on schedule.



The CQC plan will include preparing procedures and documentation to assess the Contractor’s quality of work and to document that the Contractor’s work is in conformance with the design and project standards. The CQCP will also identify the frequency and level of materials testing.

Construction monitoring activities include, but are not limited to, the following:

� Establishing Communication Protocol

� Assuring construction testing and inspection records are accurate and kept up to date.

� Labor Compliance Reporting

� Certificates/Licenses: Developing a list of certifications and/or licenses required for each assignment of the QC personnel, such as a PE License for the QC Manager, CWI certificates for Welding Inspectors, and State certificates for our materials testing lab.

� Providing Contract Administration and inspection services.

� Directing additional testing, if necessary, in ccordance with the D/B contract.

� Evaluating the adequacy of corrective measures taken by the Contractor and procedures to following failed test.

� Auditing the Contractor documents, advising on the procedural deficiencies, and reviewing the corrective measures.

� Reviewing laboratory certifications and equipment calibrations.

� Reviewing and monitoring the Contractor’s Safety Plans, list of submittals, and their due dates.

� Monitoring compliance with environmental permits.

Independence of the quality control/assurance is relevant to the design as well as the construction inspection. How does the design team’s quality assurance effort maintaining its independence from the Contractor? If this question is addressed in the SOQ for the design, the response for the CQC effort must be consistent.

Corrections to the work are made in various ways depending on several factors such as when the non-conformance issue was identified, the severity of the non-conformance, and the effort necessary for correction.

Daily inspections for welding, for example, will be tracked by two methods. First by the Inspector’s Daily Inspection Report (DIR), which describes in a chronological manner work activities, inspections, and issues witnessed or performed by the inspector for each day of work. In addition, a welding inspection record (WIR) would record quality control and testing by specific location. Other inspection-specific reports are used by the quality control staff as well, such as reports for compaction testing, pour cards (a checklist of inspections and check-off’s jointly completed and validated by the construction foreman and the inspector prior to each individual concrete placement), electrical testing such as Megger Tests for testing the integrity of electrical cable insulation, to name but a few.

Corrections identified by these tests are usually made on the spot and the test of the passing, corrected work recorded. In the case of pour cards, for example, concrete is not allowed to be placed until all check-offs are completed to the satisfaction of the inspector and construction foreman as indicated by there signature on the pour card.

For corrections requiring a significant correction effort or having severe consequences, a Non-Conformance Report (NCR) is initiated. Using NCR’s provides the project a formal and detailed method for identifying a non-conformance issue and tracking that issue until resolution and approved for closure by the project quality



manager. Non-conformance reports would be initiated by an inspector, engineer, or quality manager, and distributed to management personnel for the contractor and design team as well as the project’s quality manager. NCR’s would be logged and tracked, and would be included for discussion at the weekly construction meetings.

For quality issues of extreme importance, such as an issue that represents an imminent threat to life or property, a stop work order would be issued by the project’s quality manager.



45Quigg Bros., Inc. AECOM Transportation

Appendix A - Resumes

Hans has over 22 years experience in domestic and international engineering and construction. He excels at civil, industrial, infrastructure and security type construction. He has also served in positions that require expertise in development and planning of construction schedules, estimating, subcontract administration, document control and the supervision of direct hires and subcontractors.

Hylebos Bridge Rehabilitation Project, City of Tacoma, Tacoma WA. Responsibilities as Project Manager included project schedule, submittals, cost proposals, identification of design issues and resolution. This project consists of the replacement of existing approaches with new pre-stressed concrete girders and roadway deck bearing on 8 foot diameter shafts and columns on the Hylebos Waterway, as well as the rehabilitation of both electrical and mechanical systems, to make the Bascule bridge operational once again. Responsibilities also include managing direct hire employees, subcontractors, review of shop drawings and procurement of materials.

Purdy Creek Bridge Replacement, Washington State Department of Transportation, Shelton, WA. Hans was the Project Manager for the replacement of a 350 foot, multiple span pre-stressed concrete bridge on Hwy 101. Hans maintained the project schedule, managed subcontractors, developed cost estimates for change orders and negotiated with WSDOT. Through his training and experience, Hans maintained the erosion control BMPs in a highly sensitive wetland and conservation area, as well as daily communication with WSDOT on traffic flows, constructibility issues and value engineering proposals.

Foss Seaport Wharf Upgrades, Foss Waterway Development Authority, Tacoma, WA. Hans was the Project Manager for the rehabilitation of a 100 year old grain warehouse on the Foss Waterway. He managed the schedule, budget, subcontractors, change orders and procurement of materials for this very successful project. Responsibilities also included design review, value engineering proposals, permit acquisition, and erosion control lead. Hans dealt directly with Foss Waterway Development Authority, the Design Engineer, Architect and the City of Tacoma in the renovation of this structure.

Project ManagerHans Breivik

Education

� BS/1988/Construction Management

� BA/1988/Business Administration/Real Estate Option

� AGC Project Managers Seminar

� Crane Management Safety Course (CMAA)

� 40 Hr Hazwopper Course

� Confined Space Training

Years of Experience

� 22



Continued

Hans Breivik

Tacoma Central Treatment Plant Upgrade, City of Tacoma, Tacoma, WA. Hans was the Project Manager for Quigg Bros. Inc and managed the direct hire crews for the civil excavation, shoring and large diameter pipe at the Tacoma Central Treatment Plant. This was a design-build project between MWH and City of Tacoma. Hans managed the daily crews, developed project schedules to be integrated into the master schedule, coordinated work with a multitude of subcontractors on site, developed cost estimates and reviewed constructibility designs with MWH.

Cardinal Float Glass Projects, Cardinal Glass, Winlock, WA. Hans was the Project Manager for the construction of a float glass facility including 500,000 cubic yards of excavation and 6,000 cubic yards of concrete. Hans maintained the project schedule, daily quantities, budget and cost tracking and interfaced with the engineer and owner’s representative on a daily basis.

Issaquah-Pine Lake Road Improvements, City of Sammamish, Sammamish, WA. Project Manager responsible for all subcontracts, purchase orders, field coordination, change orders and client relations. This project consisted of the construction of a new roundabout and detour on Issaquah-Pine Lake Road. During construction, traffic was uninterrupted, resulting in free access to the roadway for school buses, fire trucks and the general public. Hans’ experience with traffic control, erosion control and his attention to detail allowed for a smooth transition between the removal of the existing lanes and opening of the new roundabout.

South Mercer Island Pump Station, King County, Mercer Island, WA. Project Manager responsible for all subcontracts, purchase orders, field coordination, project schedule, change orders and client relations. The project involved excavation, shoring, forming and concrete for the construction of an emergency generator building for King County. The work also included the purchase and installation of a standby generator and controls. This project took place in a residential neighborhood where close coordination with residents and King County was required.

North Bend Sewer System Rehabilitation – Phase 2, City of North Bend, North Bend WA. Project Manager responsible for all subcontracts, project schedule, purchase orders, field coordination, change orders and client relations. The project required approximately 5,000 linear feet of pipe bursting, replacement with HDPE pipe required in alley ways in North Bend. Access to vehicular traffic and emergency vehicles was coordinated on a daily basis with the fire department and City of North Bend. Tie in of side sewers and location of all utilities was required.



Gavin has significant experience as a civil engineer specializing in highway design. He is one of the firm’s top specialists in the utilization of InRoads/MicroStation. In line with this specialty, he has been responsible for the design of new highways, highway improvements, interchange reconstruction, utility relocations, grading, drainage, and construction staging and detours. Since joining AECOM, Gavin has designed numerous highway projects conforming to the standards and procedures of AASHTO, the Washington State Department of Transportation (WSDOT), the California Department of Transportation (Caltrans), Colorado Department of Transportation (CDOT), South Carolina Department of Transportation (SCDOT), and Texas Department of Transportation (TxDOT).

Gavin brings to this project wide-ranging experience in the civil engineering aspects of highway/roadway projects. His recent experience and understanding of the design-build process has helped in streamlining project procedures and has created a closer, more efficient working relationship between the design team, contractor, and client.

I-405 Bothell – 195th St NE to SR 527 Northbound Auxiliary Lanes Design-Build Project, Bothell, WA. Gavin served as Design Manager/ Materials Approval Engineer for a $20 million design-build project that adds an auxiliary lane to I-5 between 195th St and SR 527. He was responsible for all aspects of the design, including plan development, quality control process, and schedule so that the design-build team could complete the entire project in under one year. Gavin developed the design Quality Management Plan for the project and provided oversight to the Design Quality Assurance Manager. Working closely with the contractor and WSDOT, Gavin and his team developed and implemented Alternative Technical Concepts in their design. These changes to the original conceptual design reduced the construction time and costs, and reduced the Engineers Estimate by 30%.

Education

� BS/1987/Civil Engineering

Years of Experience

� 23

Registration

� PE/2005/Washington, Registration No: 41718 (Civil)

� PE/1992/California, Registration No: 49890 (Civil)

Affiliations

� ASCE

Design Manager

Gavin Wong, PE



ContinuedGavin Wong, PE

SR 519 / I-90 to SR 99 Intermodal Access Project, I/C Improvements, Seattle, WA. Gavin serves as Design Manager for this $67 million design-build project and is responsible for design development. He is also responsible for managing plan delivery, project design quality, design schedule, and the design budget. Gavin interfaces directly with the contractor and project stakeholders (WSDOT, City of Seattle, BNSF, and Qwest Stadium representatives). The project consists of two multi-span bridges which will improve vehicle access to the Port of Seattle and eliminate vehicular, pedestrian, and railroad conflicts. Design and construction shall be completed in under two years.

I-405 SR520 to SR 522 Stage 1 Design-Build, Kirkland, WA. Gavin served as Design Manager for this $47 million design-build project. He was responsible for managing the design development, plan delivery, design quality, design schedule, and design budget. Gavin interfaced directly with the Contractor, the client (WSDOT – I-405 Team), and local city representatives (City of Kirkland) to develop a project that satisfied the needs of all stakeholders. In order for the team to meet a 27-month project timeline, Gavin developed an innovative design submittal schedule that allowed construction to begin prior to completion of final drawing submittal. He managed a staff of 20 engineers and 4 subconsultants.

IH 635 LBJ Managed Lanes Design-Build, Dallas, TX. Gavin served as Section Manager for this $2 billion design-build pursuit. He led the design proposal effort for a section of the project that included the redesign of a 4-level interchange. Gavin was part of the management team located in Dallas, Texas, and was responsible for managing and coordinating the work of AECOM engineers located throughout the country.

SH-130 Toll Road Design-Build Project, Texas Department of Transportation, Austin, TX. AECOM was the lead engineering design team on the first phase of the Central Texas Turnpike Project; a 49-mile, $1.3 billion design-build tollway project extending from Interstate 35 north of Georgetown southward to US 183 southeast of Austin. As Deputy Segment Manager, Gavin’s responsibilities included managing the design of roadway, drainage, traffic, structures and toll facilities. He was also responsible for maintaining the design schedule and budget within his segment. His recent experience and understanding of the design-build process helped in streamlining the project procedures and created a closer, more efficient, working relationship between the design team and contractors. Gavin managed a staff of over 30 people.



Education

� MS/1989/Aquatic Zoology

� BS/1983/Physiobiology

Years of Experience

� 27

Affiliations

� Washington Public Ports Association

Tracey McKenzie is a regional expert in obtaining permits and approvals for large complex infrastructure projects. She has conducted technical field studies, developed mitigation plans, negotiated environmental approvals (NEPA/SEPA/ ESA) and obtained permits for hundreds of projects. She has expert knowledge and application of local, state, and federal regulations, credible and respectful relationships with resource regulatory agency staff. She has the ability to provide the right type of information needed by an agency to make permit decisions and has coordinated and managed tribal technical interests on multiple projects. She has worked on design-bid-build, GC/CM and Design-Build projects managing environmental permitting and ensuring compliance with environmental commitments and permit conditions. She is excellent at working with design teams and contractors to develop an appropriate permit strategy and implementing and overseeing that strategy to ensure projects are built on time. She has successfully managed and permitted some of the larger transportation infrastructure projects in the Puget Sound region and has captured excellent level of client satisfaction through high quality client service. Ms. McKenzie served as an endangered species specialist for NOAA Fisheries for 7 years conducting numerous Endangered Species Act (ESA) Section 7 consultations.

Tacoma Narrows Bridge Design-Build, WSDOT/Bechtel/Kiewitt, Tacoma, WA. Tracey served as Project Permit Manager for the first public (WSDOT) - private partnership design-build project in Washington. Developed permit strategy with legal counsel and client, timelines, and requirements. Oversaw permit application preparation and shoreline consistency determinations; and coordinated with local, state, and federal agencies on permit issuance and permit conditions. This was a very fast-tracked project that required shoreline permit and JARPA submittal within 4 weeks of being retained by UIW. Technical work included ESA/EFH documentation and negotiations, wetlands investigations and wetland mitigation plan development, supplemental SEPA documentation, aquatic habitat evaluations, mitigation negotiation, and evaluations of consistency with the City of Tacoma and Pierce County critical areas ordinances and shoreline management plans, and working with the City and County on permit issuance. Permits were issued in 12 months and the project is constructed and the percent time on the job was 95%.

Environmental Compliance

Tracey McKenzie



ContinuedTracey McKenzie

I-405 Congestion Relief and Bus Rapid Transit Projects, Bellevue, WA. Tracey was the Permit Manager for the I-405 corridor project co-located with WSDOT as part of the I-405 team and spent 75% of her time on the projects. Work elements included rapid response work to evaluate mitigation capacity within sub-basins through out the corridor to demonstrate that there was adequate capacity to mitigate wetlands within a sub-basin, across sub-basins, and within WRIAs. This was essential to getting the U.S. Army Corps of Engineers to concur with the preferred alternative and the Corridor Environmental Program strategy. Coordinated interdisciplinary teams of engineers, fisheries biologists, wetland biologists, hydraulic experts, watershed specialists, and permit specialists to approach field investigation.

Kalama River Bridge, Port of Kalama, WA. Tracey managed the wetland technical studies, preparation of a wetland mitigation plan, and preparation of NEPA/SEPA documentation and permit applications for construction of a bridge over the Kalama River to connect the South and North Industrial Parks. Efforts included on-site meetings and coordination with regulatory agencies including WSDOT local programs and the FHWA, responding to agency comments, and negotiating appropriate mitigation requirements. All permits were issued and the project was built.

Fibre Way Grade Separation, Port of Longview, WA. Tracey managed the technical studies, prepared NEPA/SEPA documentation, permit applications, ESA No Effects Letter, mitigation plan, and obtained local, state and federal approvals for this project, which is part of the Port’s Industrial Rail Corridor. The corridor consists of 1.5 miles of industrial rail line extending from the BNSF and UP main lines into the Port’s industrial areas. The grade separation overpass was necessary in order to avoid an at-grade crossing on a heavily travelled roadway which intersected the rail corridor. The Port of Longview was presented with the 2003 Award of Excellence for its Fibre Way Overpass project by WSDOT Highways and Local Programs and the US Department of Transportation Federal Highway Administration. Criteria for the award included safety, construction excellence, innovative design, cost effectiveness, environmental compatibility, enhancement of regional transportation systems, public satisfaction and timeliness in completing the project.



Education

� Graduated, Astoria High School

� Continuing Management & Quality Control Classes

� Continuing Safety Training including OSHA 10, Competent Person Training, 40 Hour Crane Management Training

� Computer Software: MS Office (Excel, Word, Outlook, Project), Suretrack, HCSS

Years of Experience

� 29

Ted has 29 years experience in building and heavy highway construction, twenty-five of which have been spent as a manager and/or superintendent with primary project responsibility for profitability, schedule, and safety. This includes work on buildings, bridges, tunnels, freight and light rail, and at grade construction on both large public works projects and private-negotiated/design-build work. Ted offers significant structural steel and concrete structure experience on schedule-driven high profile projects in heavily urbanized areas. Ted’s experience in the retrofit and seismic upgrade of concrete structures, as well as his first hand experience in the rehabilitation of older steel structures, makes him the perfect construction manager for this project. His experience on two projects with moveable bridges, plus his knowledge of design-build from the negotiated sector, will allow him to facilitate a rapid start up and timely completion of the project.

Hylebos Bridge Rehabilitation Project, Quigg Brother Con-struction, Tacoma, WA. Construction Superintendent for the rehabilitation of this 1938 Bascule bridge. The project consisted of the rehabilitation of the draw spans, seismic upgrades and rehabilitation of the Bascule piers. The bridge approaches were replaced, along with the complete electrical and mechanical systems. In addition, the fender and dolphin system, and the steel and bearings of the east leaf were replaced.

Multicare Medical Office Building, Rushforth Construction, Gig Harbor, WA. Project Superintendent for the construction of this 148,000 square foot, three-story steel and concrete struc-ture, premier medical office and surgery center. Ted worked with the architect and engineers from concept to completion of this 28 million dollar negotiated design-build project to help deliver a state of the art medical center.

Sunrise Medical Campus, Rushforth Construction, Puyallup, WA. Project Superintendent on this 17 million dollar negotiated design-build project. The facilities are home to 13 physicians’ groups including an imaging center, dental office, diagnostic laboratory, pediatric cardiology and family practices. As the project superintendent, Ted was in charge of all field operations including scheduling, safety and subcontractor coordination.

CTA Halstead & 63rd Street Station, Blinderman Construc-tion, Chicago, IL. Project Superintendent for the rehabilitation of 1906 steel elevated transit station. Ted supervised all aspects of the field work on the project, including but not limited to selec-

Construction Manager

Ted Franco



tive demolition, steel erection, concrete placement electrical replacement and elevator installation. Ted directly supervised the jacking & shoring of the in-use transit station, as well as the live tracks for column replacement.

CTA Skokie Shops Railcar Maintenance Facility, Blinderman Construction, Chicago, IL. As Project Superintendent for this 53,000 square foot facility, Ted was responsible for all field activities including safety, productivity, and scheduling of man power and resources. This building housed maintenance and repair facilities for the rapid transit line, including wheel truing, grit blasting, carpentry shops, railcar washing and painting. Meticulous coordination with CTA shop personnel, and with the affiliated construction firms associated with other phases of this project, helped to ensure successful and timely completion with minimal disrup-tion to ongoing operations.

CTA 51st Street Station, Perini Corporation, Chicago, IL. Ted served as Project Superintendent for the construction of this new elevated light rail station. With the removal of the existing 1892 steel structure, the new station was constructed in its place. The station consists of concrete and steel substructure, structural steel and metal roofing platform covers, steel window wall systems, structural steel elevator shafts with cable elevators, escalators in a structural glaze face, tile ticketing and retail area. All construction was performed while maintaining both train and vehicular traffic.

CTA Lake Street Branch (Green Line Rehabilitation), Mellon Stewart Construction Company, Chicago, IL. Ted served as Project Superin-tendent for the complete track replacement and steel repair of a 6.5 mile long, 1893 elevated, open deck steel bridge, including the addition of walkways. All work was over live street traffic and included the section over the Lake Street Bascule Bridge, a double deck bridge across the Chicago River. The Bascule bridge rehabilitation included bearings and casting replacements, top deck replacement and the replacement of all electrical and signaling associated with the transit line functions of the bridge.

CTA State Street Subway Rehabilitation, Mellon Stewart Construc-tion Company, Chicago, IL. Ted served as Project Superintendent in charge of all aspects of the field on this 20 million dollar job. All work was completed within 50-hour windows on 21 weekends, during live track shut downs. $100.00 dollar a minute liquidated damages staring each Monday morning if the track was not operational by 5:00 AM. Project consisted of embedded track work replacement, for 8 miles in twin bore tunnels with single portal access.

ContinuedTed Franco



Jack Ecklund, PEProject Engineer/Construction Design Coordinator

Education

� BS/1981/Forestry Engineering

� BS/1976/Chemistry

Years of Experience

� 29 years

Registration

� PE/1989/WA/Registration No. 26060

Affiliations

� ASCE

Jack brings 29 years of experience in construction to the team. His special areas of expertise are estimating, engineering, and constructing heavy civil and industrial projects. He is responsible for Quigg Bros., Inc. form and shoring designs.

Sunday Creek Bridge, King County, WA. Project manager responsible for estimating, coordinating design and constructing the single span steel bridge in rural King County. This was a design-build project based on foundation design by the owner and conceptual drawings for the superstructure. The final design incorporated a steel truss bridge with a cast-in-place concrete deck. The superstructure, provided by US Bridge, had to be modified such that the steel stay-in-place deck forms were replaced with removeable wood forms to meet WSDOT require-ments.

Skokomish Estuary Elevated Walkway, Mason County, WA. Project manager responsible for estimating, coordinating design and constructing the 3,500 foot elevated walkway at the mouth of the Skokomish River. This was a design-build project based on conceptual drawings provided by the owner. The final design incorporated concrete piling, pre-cast concrete decks and a steel handrail. The project also required breaching existing dikes thereby creating the second largest inter-tidal wetlands in Puget Sound.

Nisqually Road SW, Pierce County, WA. Project superintendent responsible for the construction of this $7,000,000 road and bridge project. The structure is a 4 span 650 foot post-tensioned cast-in-place box girder bridge. The geometry of the bridge contains a compound horizontal curve and a vertical curve. The height of the structure as well as steep slopes required different types of shoring to support the superstructure soffit and maintain accuracy in grade and alignment. Jack was responsible for the layout and construction of all the required bridge shoring and concrete work. The project also included 1.5 miles of road widening and reconstruction. The widening required approximately 130,000 cubic yards of excavation. There was about 2,000 linear feet of storm drainage pipe as well.

Heritage Park Phase II, State of Washington, Olympia, WA. Estimator and project manager for the phase II construction of Heritage Park at Capitol Lake in Olympia. The project began by building a 40,000 cubic yard dike across a corner of the lake. The section of the lake cut-off by the dike was dewatered



Continued

Jack Ecklund

and filled with another 50,000 cubic yards of embankment. A cast-in-place retaining wall containing approximately 1,000 cubic yards of concrete was built along the shoreline. This wall, being in a primary city park, was built with an exacting specification for the architectural finish. At completion of the grading and structure work, the site was extensively landscaped.

Sleater Kinney Pedestrian Tunnel, WSDOT, Lacey, WA. Estimator and project manager for the construction of the Sleater Kinney Road pedestrian tunnel in Lacey. The cities of Lacey and Olympia and WSDOT had established a bike and pedestrian path along I-5 from Olympia north through Lacey. This path was interrupted by a high traffic four lane city street. This project built a tunnel underneath the road using a cut and cover method. The tunnel was built one half at a time by realigning the traffic lanes. The 200 foot long tunnel was designed with soldier pile walls for the sides and pre-cast concrete slabs for the lid. The finished tunnel received lighting and tile walls. Due to the impact on traffic, the job was built on an extremely tight schedule.

Ravenna Avenue Trestle, City of Seattle, Seattle, WA. Estimator and project manager for the construction of two design-build wooden truss pedestrian bridges in Ravenna Park on the north side of Seattle. The bridges span natural draws and are approximately 130 feet in length. The project was complicated by the fact that the bridges replaced existing timber trestle structures which carried a 42” concrete sewer line.

The construction method used to solve the problem was to build new concrete abutments beyond the limits of the existing trestles that were wider than the existing trestle. After doing some remedial strengthening to the existing trestle, the new timber truss sections were rolled across the trestle on carts, bolted together and set in place. Finally the load of the live sewer line was transferred to the new structures. The project was constructed on schedule and budget without an incident of any leaks or damage to the sewer line.

Issaquah-Hobart Road, King County, Issaquah, WA. Estimator and project manager for the construction of approximately 1 mile of road improvements including 25,000 cubic yards of excavation, two pipe arch stream crossings, and a soldier pile retaining wall. This project was in the middle of a heavily used traffic corridor requiring carefully designed traffic control plans to allow uninterrupted traffic flow and access to all construction areas.

South Park Bridge Seismic Repair, King County, Seattle, WA. Project manager for the construction of concrete and steel repairs to existing bascule draw bridge after the Nisqually earthquake. The South Park bridge is a bascule draw bridge over the Duwamish River in south Seattle. The earthquake caused movement to the bascule foundations such that the spans would bind when the bridge was closed. Steel members were cut or replaced at the tip of the draw spans to allow the spans to fit and not bind during operation.



Education

� Post Degree Graduate Chartered Engineer Examination – Welding Engineering

Years of Experience

� 25

Registration

� Chartered Engineer (UK) and Senior Member Welding Institute (SenMWeldl)

Keith is a professionally qualified engineer with MBA equivalent management qualifications and more than 25 years experience in the welding/fabrication of Major Orthotropic Box Girder Bridges. He has held senior management positions with world leaders in the bridge engineering and bridge construction industry. Keith provided management and technical support during bridge building programs in Europe, Indonesia, China, Japan, and the USA.

San Francisco-Oakland Bay Bridge: SAS Self Anchored Suspension Span, Oakland, CA. Bridge Engineer and Structural Steel OBG Fabrication Manager in China. Reviewed contractors’ proposed welding procedures and fabrication methods for the Orthotropic Box Girder Fabrication. Provided input to Senior Caltrans Management on issues such as welding, fabrication methodology and production schedule. Also produced a paper entitled ‘Risk and Opportunities Analysis’ for the work to be completed in China. This paper was voted, by the Caltrans Risk Manager, to be the best effort amongst all the different Caltrans Engineering/Management sections tasked with the same job.

San Francisco Oakland Bay Bridge: East-Bound and West-Bound Orthotropic Box Girder Transition Spans, Oakland, CA. Fabrication Specialist providing the necessary technical and management assistance in order to resolve fabrication quality and delivery difficulties that were being experienced by the fabricator. Served as OBG Fabrication Specialist in Vancouver, WA during the period of fabrication.

New Carquinez Suspension Bridge, Crockett, CA. Fabrication Project Manager. During the pre-fabrication stage, Keith traveled between San Francisco and Nagoya, Japan as contact person between Japanese Fabricator and Caltrans during the production of welding/fabrication method statements and trough welding procedure. He assisted the fabricator with the trough-to-deck welding procedure and also the refinement of the trough-weld UT testing method. Maintained an off-site supervisory role over Cleveland Bridge personnel, who were based in Japan, until completion of fabrication.

Construction InspectorKeith Devonport



Shenzhen Western Crossing OBG Bridge, China. Fabrication Project Manager responsible for ensuring that the fabrication of this cable-stayed bridge was compliant with British and International Standards. Produced fabrication method statements followed by workshop and site assembly supervision at the commencement of all fabrication activities.

Tinsley Viaduct Box Girder Bridge, Sheffield, UK. Fabrication Project Manager. Supervised the generation and implementation of the welding/fabrication methodology. He established an approach to this job that halved the original on-site production times and allowed for continued use by traffic throughout the bridge-strengthening program. As a result of this success, the project was nominated for and reached the final stages in the UK ‘Innova-tion in Construction Awards’ Competition.

Boyne Cable-Stayed Bridge, Dublin, Ireland. Fabrication Project Manager. Supervised the development of the welding/fabrication methodology for on-site work. Afterwards, he worked on-site during fabrication and erection start-up. Keith maintained supervisory role through site visits throughout the period of on-site fabrication.

Tamar Suspension Bridge, Plymouth, UK. Fabrication Project Manager. Supervised the development of the welding/fabrication methodology associ-ated with the bridge strengthening and replacement of the concrete slab with an orthotropic deck. He was responsible for on-site welding and fabrication activities during start up of deck welding.

ContinuedKeith Devonport



Education


Years of Experience

� 40

Registration

� Civil and Structural Engineer/ Washington #10247

Affiliations

� AASHTO Technical Committee on Moveable Bridges (T-8). Four year member of the AASHTO Bridge sub-committee on Moveable Bridges responsible for developing and maintaining the AASHTO design code for moveable bridges constructed in the United States and its possessions and territories.

� American Association of State Highway and Transportation Officials (AASHTO) Bridge Committee. Served four years on the 50-member AASHTO Bridge Committee, this group is responsible for developing and maintaining the United States Bridge Design Code.

� AASHTO Technical Committee for Bridge Replacement Surveys and Inspection Standards (T-18). Four year member of the AASHTO sub-committee for bridge replacement surveys and inspection standards for bridges in the United States and its possessions and territories.

Al is a senior resident engineer with more than 40 years of construction management experience primarily focused with WSDOT. He has served as the head of the Bridge Construction Office where he was responsible for bridge construction contracts, statewide quality conformance, bridge construction practices and procedures, troubleshooting bridge construction problems, and resolving contractor claims on transportation structures construction projects. Additional positions included head of the Bridge and Structures Office where he managed a full range of transportation structures design, bridge management and administrative activities responsible for management of the state’s bridge inventory, all structural design projects, and structural engineering consultant activities and served as WSDOT representative on the American Association of State Highway and Transportation Officials Bridge Committee.

Hood Canal Floating Bridge, West Half, WSDOT, near Port Gamble, WA. A prestressed concrete pontoon bridge crossing Hood Canal having a total length of 4,245 feet, with prestressed concrete draw span accommodating a 600-foot wide navigation channel.

Third Lake Washington Floating Bridge (I-90), WSDOT, Seattle, WA. A prestressed concrete pontoon bridge with prestressed concrete segmental box girder approach structures having a total length of 9,559 feet. The design traffic loading on this floating structure is six highway lanes and two light-rail transit lines.

Columbia River Bridge, WSDOT, near Umatilla, OR. A 3,433-foot prestressed (post-tensioned) concrete segmental (balanced cantilever) boxed-girder bridge having a main span of 660 feet. State bridge construction engineer responsible for quality oversight, inspection procedures, and construction problem resolution.

Columbia River Bridges, WSDOT, Richland, WA. Two parallel 1,950-foot prestressed (post-tensioned) concrete segmental (balanced cantilever) box girder bridges having a main span of 440 feet. State bridge construction engineer responsible for quality oversight, inspection procedures, and construction problem resolution.

Construction QA/QC

Al Walley, PE, SE



Continued

Al Walley, PE, SE

Pasco-Kennewick Cable-Stayed Bridge, Pasco-Kennewick, WA. First major cable-stayed bridge on the North American continent. The 2,000-foot structure has a 981-foot main span.

Snake River Bridge, WSDOT, Burbank, WA. A 1,780-foot steel truss bridge with prestressed concrete girder approach spans. State bridge construction engineer responsible for quality oversight, inspection procedures, and construction problem resolution.

Snake River Bridge, WSDOT, Clarkston, WA. A 1,450-foot steel box girder bridge. State bridge construction engineer responsible for quality oversight, inspection procedures, and construction problem resolution.



Design QA/QCAttila Laszlo, PE

Attila has over twenty-five years of experience planning, designing, managing and providing quality control/quality assurance on multi-discipline roadway and multi-modal transportation projects from conceptual studies, preliminary engineering to final design engineering. His transportation projects include rail, highway, bridge and ports/harbor. Project experience includes working with local agencies and municipalities on urban arterial projects and with WSDOT on highway improvement projects. His work experience includes the development of design reports, feasibility studies, and contract plans. His project experience includes design-bid-build and design-build project delivery methods.

I-405, NE 195th Street to SR 527 Northbound Auxiliary Lane, Bothell, WA. Attila was the Design Quality Assurance Manager on this $20 million design-build project which will provide for an additional northbound lane along the outside edge of the existing I-405 lanes. He developed the design portion of the project Quality Management Plan that was to be followed by all consultants including sub-consultants. He independently ensured the design complies with contract requirements and certified that all QC procedures have been performed prior to submitting to contractor and WSDOT. He used AECOM’s Quality Management System which is aligned with the ISO 9001:2008 Standard on this project. He conducted internal audits during the project to verify that design teams are following plan. He prepared any correction plans that were required due to external audit findings. The project includes storm drainage retrofit, noise walls, retaining walls, signing, ITS and illumination system. Attila also assisted the drainage design team preparing construction plans and hydraulics report. Drainage systems included three detention tank systems, one combined stormwater treatment wetland/detention pond, media filter drains, and numerous conveyance systems.

SR 519, I-90 to SR 99 Intermodal Access Project, Seattle, WA. Attila was the Design Quality Assurance Manager on this $75 million project which will complete the connection between I-90/I-5 interchange and the Seattle waterfront, near Safeco Field and Qwest Stadium. He developed the design portion of the project Quality Management Plan that was to be followed by all consultants including sub-consultants. He independently ensured the design complies with contract requirements and certified that all QC procedures have been performed prior

Education


Years of Experience

� 25

Registration

� PE/1990/Washington, Registration No: 26538 (Civil)

Affiliations

� American Society of Civil Engineers (ASCE)



ContinuedAttila Laszlo, PE

to submitting to contractor and WSDOT. He followed AECOM’s Quality Management System which is aligned with the ISO 9001:2008 Standard on this project. He conducted internal audits during the project to verify that design teams are following plan. He prepared correction plans that were required due to external audit findings.

SH 130, Texas Department of Transportation (TxDOT), Austin, TX. Attila was a Roadway Segment Manager and Design Quality Control Manager on this $1.2 billion design-build project. SH 130 is a 49-mile toll-way around the eastern side of Austin consisting of a median separated four-lane roadway with mainline and ramp toll facilities, frontage roads and major interchanges. Initially Attila was assigned as the Roadway Segment Manager responsible for the design of 11 miles of freeway including four interchanges, one grade separated interchange, mainline toll plaza and provisions for a future service center. Work included close coordination with other disciplines including: structures, drainage, traffic, toll facilities, surveying, construction, and environmental. He was later assigned as the Roadway Design Quality Control Manager for the entire corridor. He managed the reviews of interim and ultimate schematic and reviews of 15 section grading and drainage plans.

I-405: Stage 1 - NE 85TH to NE 116th Street, Kirkland, WA. Attila was the Drainage Design Manager on this $82 million design-build project which provided congestion relief by construction of an additional general-purpose lane in both direction of I-405. Work included roadway widening, installation of new drainage system including ecology embankment, detention vaults and detention pond, installation of 6-foot diameter fish passage culvert at Forbes Creek, bridge reconstruction and ITS. He was responsible for the preparation of WSDOT Hydraulic Report, Existing Condition Report, Drainage Maintenance Manual and preparation of drainage plans and specification.

SR 524 Widening: Royal Anne Road to SR 527, Bothell, WA. Attila served as the Deputy Project Manager responsible for the completion of contract plans, specifications and estimate on schedule and budget. This project widened SR 524 from two to five lanes with a two-way left-turn pocket, bike lanes and sidewalk. The project included signal upgrade, new illumination system, retaining walls, three sided culvert, new bridge, drainage system including detention vault and pond. Work included the completion of Drainage Report, Traffic Analysis, Wall Location Study and Subsurface Utility Engineering (SUE). Worked closely with City of Bothell, Snohomish County and WSDOT. Estimated construction cost $10 million.



Education

� BS/1973/Civil Engineering, Northwestern University

Years of Experience

� 40

Registration

� SE/1987/IL, Registration No: 81-004654

Affiliations

� American Concrete Institute

� Structural Engineers Association of IL

� Tau Beta Pi

� American Society of Civil Engineers

Joseph has 40 years of experience in project management and structural engineering with particular emphasis on bridge design, and rail and transit yards and shop facilities. Bridge projects have involved the design, rehabilitation, and inspection of both fixed and moveable highway and railroad bridges. In addition, he has extensive experience in the design of reinforced concrete buildings. Primary responsibilities have included preparation of reports, preliminary plans, final contract plans, and specifications. Prior experience includes the development of plans, cost estimates, and quantities for federally assisted highway projects and participation in soil exploration programs and analysis. Currently, Joseph is the Deputy Chief Engineer for the Midwest Region of AECOM Transportation. In this capacity, he is responsible for the technical aspects of transportation projects performed in the Midwest Region.

Cermak Road Bascule Bridge Rehabilitation, City of Chicago Department of Transportation, Chicago, IL. Project Director for the preparation of final construction documents for the rehabilitation of the double leaf, rolling lift bascule bridge carrying Cermak Road over the south branch of the Chicago River.

Bridge Z-48 Design -Milwaukee District West Line, Metra, Chicago, IL. Project Director for the replacement of a two track railroad bridge over a creek.

Monroe Street Bascule Bridge Over South Branch Chicago River, City of Chicago Department of Transportation, Chicago, IL. Project Director for the preparation of a Bridge Condition Report, Project Development Report, and 30 Percent Complete Documents for the rehabilitation of the double leaf, trunnion bascule bridge carrying Monroe Street over the south branch of the Chicago River.

Roosevelt Road Viaduct and Bascule Bridge Reconstruction, City of Chicago Department of Transportation, Chicago, IL. Project Director for the reconstruction of the Roosevelt Road Viaduct east of the south branch of the Chicago River. The project included the rehabilitation of the double leaf trunnion bascule bridge over the Chicago River, and the reconstruction of the roadway from State Street to Michigan Avenue.

Structural EngineeringJoseph Hosanna, SE



Halsted Street Bascule Bridge Rehabilitation and Restora-tion, City of Chicago Department of Transportation, Chicago, IL. Project Manager for the rehabilitation of two double leaf trunnion bascule bridges carrying Halsted Street over the north branch of the Chicago River and the north branch canal for the Chicago Department of Transportation. The project includes the inspection of two structures including machinery and electrical systems, the preparation of bridge condition reports, preliminary design reports, and the preparation of preliminary contract documents for the rehabilitation work.

Division Street Bascule Bridge Replacement, City of Chicago Department of Transportation, Chicago, IL. Project Manager and Structural Project Engineer for the replacement of the Division Street double leaf bascule bridge over the North Branch of the Chicago River and the realignment of the Elston Street and Division Street intersection. The moveable span included an orthotropic deck and hydraulic lifting mechanism. Due to site constraints and the critical location of the bridge as one of the main access points onto Goose Island, the project also included the design of a temporary moveable bridge. The temporary moveable bridge was designed in such a way that it could be dismantled, stored, and reused in the future.

I-75/M-57 Interchange Bridge Designs, Michigan Department of Transportation, Clio, MI. Project Director for the structural portion of the reconfiguration of the M-57/I-75 Interchange. The project includes the widening of an existing bridge from a single two lane structure to two new two lane structures, the widening of the I-75 bridges over Pine Creek, and the reconstruction of two box culverts under I-75.

Emergency Bridge Inspection and Rating, City of Chicago Department of Transportation, Chicago, IL. As Chief of the Structural Engineering Department, oversaw the emergency condition inspection of more than 180 bridges and viaducts throughout the City of Chicago for the Chicago Department of Transportation.

Bridge Infrastructure Database Management System, City of Chicago Department of Transportation, Chicago, IL. Project Director for the preparation of a database management system for all bridges under the jurisdiction of the Chicago Department of Transportation.

ContinuedJoseph Hosanna, SE



Electrical Engineering

Irwin has 45 years experience in electrical engineering, process and instrumentation engineering, and energy studies. He has supervised the design of government, institutional, industrial and commercial buildings, water treatment plants, standby power systems, wastewater treatment plants, moveable bridges, airports, roadway lighting, electrified train facilities and power generating stations. Irwin has also attended energy, protective relay, and other related workshop seminars. His responsibilities have also included electrical system studies; construction estimates; electrical equipment factory inspections and testing; and field inspections and testing. Irwin was head of CTE’s Electrical Department and Director of CTE’s Architectural/Engineering (A/E) Services Group, and is now Project Director and Client Service Manager..

Cermak Road Bridge Rehabilitation Project, Chicago, IL. Chief Electrical Engineer and Project Electrical Engineer for this project which required the replacement of the entire electrical system and bridge control system. This bridge is a two-leaf rolling lift (Scherzer) type moveable bridge with four lanes of traffic and two pedestrian walkways over the Chicago River. This bridge has two center locks to stabilize leaf movement under traffic. The bridge control is for one man operation in the east bridge house control console. There is a set of redundant controls in the west bridge house control console. The submarine cable system was replaced. The electrical system consisted of multiple 480/277 volt, 3 phase, 4 wire incoming electrical services, automatic transfer switches, 480 volt power distribution switchboards and panel boards, motor control centers, lighting panel boards, and step down transformers. The work included the replacement and upgrading of the indoor and outdoor lighting systems. The existing bridge control system was a manual DC drum type control system. The new bridge control system is a DC static adjustable type with regenerative feed back; new DC main drive motors, motor and machinery brakes; and new operator control consoles.

City of Chicago Movable Bridge Design and Reconstruction, Chicago, IL. Irwin was in charge of electrical design for several City of Chicago bridges including the electrically operated Columbus Drive, Clark Street, Cermak Road, and Roosevelt Road bridges and the hydraulically operated Division Street Bridge.

Education

� BS/1962/Nuclear Physics

� BS/1965/Electrical Engineering

� Green Building Engineer (GBE) #69, 2005 (expires12/31/2011)

Years of Experience

� 45

Registration

� PE/1977/IL, Registration No: 062035344

Affiliations

� Association of Energy Engineers

� Roadway Lighting Forum

� International Association of Electrical Inspectors

� Consulting Electrical Engineers

� IL Society of Professional Engineers

� Chicago Lighting Club

� National Society of Professional Engineers

� AEE

� Institute of Electrical and Electronic Engineers

� Instrument Society of America

Irwin Smiley, PE



Columbus Drive Bascule Bridge, Chicago, IL. Assistant Project Electrical Engineer for this project. This is a new bridge which required an electrical system and bridge control system. This bridge is a two leaf bascule type moveable bridge with six lanes of traffic and two pedestrian walkways over the Chicago River. This bridge has four center locks to stabilize leaf movement under traffic. The bridge control is for one man operation in the south bridge house control console. There is a set of redundant controls in the north bridge equipment room control console. The submarine cable system was provided. The electrical system consisted of multiple 480/277 volt, 3 phase, 4 wire incoming electrical services, automatic transfer switches, 480 volt power distribution switchboards and panelboards, lighting panelboards, and step down transformers. The work included the indoor and outdoor lighting systems. The bridge control system consisted of AC wound rotor type motor with secondary winding resistive speed control. There were two main 150 horsepower motors for each leaf and two 40 horsepower back up motors on main motor or main control system failure. Each leaf had two machinery brakes and one electric brake for each motor. The new bridge control system was designed for automatic operation. Manual controls were provided for backup operation. The communication system, bridge traffic gates, roadway signal systems, and navigation lighting were also provided.

Clark Street Bascule Bridge Rehabilitation and Restoration, Chicago, IL. Project Electrical Engineer for this project which required the replacement of the entire electrical system and bridge control system. This bridge is a two-leaf bascule type moveable bridge with four lanes of traffic and two pedestrian walkways over the Chicago River. This bridge has two center locks to stabilize leaf movement under traffic. The bridge control is for one man operation in the north bridge house control console. There is a set of redundant controls in the south bridge house control console. The submarine cable system was replaced. The electrical system consisted of multiple 480/277 volt, 3 phase, 4 wire incoming electrical services, automatic transfer switches, 480 volt power distribution switchboards and panelboards, lighting panelboards, and step down transformers. The work included the replacement and upgrading of the indoor and outdoor lighting system. The existing bridge control system was a manual DC drum type. The new bridge control system is a DC static adjustable type with regenerative feed back; new DC main drive motors, motor and machinery brakes; a new operator control consoles. The new bridge control system was designed for automatic operation. Manual controls were provided for backup operation. The communication system, bridge traffic gates, roadway signal systems, and navigation lighting were also replaced. The post design services included shop drawing review, factory witness test and inspection for major electrical equipment, field consultation, and field equipment operational inspection/punch list.

ContinuedIrwin Smiley, PE



Frank is a Senior Mechanical Engineer who has been involved with the design and installation of a wide variety of mechanical systems for commercial, industrial and institutional facilities. He also has served as Construction Manager on recent projects. He has developed contract plans, specifications, and cost estimates for HVAC, electrical systems, hydraulic systems, diesel fueling systems, fire protection, and plumbing systems on a wide assortment of buildings throughout the Midwest and has been involved with the evaluation of building products and systems for safety, quality and conformance to material standards.

Cermak Road Rolling Lift Bridge Rehabilitation, Chicago Department of Transportation, Chicago, IL. Project Mechanical Engineer responsible for the machinery rehabilitation on the Cermak Road rolling lift bridge spanning the Chicago River.

St. Joseph River Swing Bridge Inspection and Rehabilitation, CSX Transportation, St. Joseph, MI. Project Manager responsible for the machinery rehabilitation of the existing railroad swing bridge spanning the St. Joseph River at St. Joseph, Michigan. This machinery rehabilitation involved the design of a new drive system required to actuate a newly installed Conley rail lock system as well as the rehabilitation of existing differential and ring gear bridge drive system.

106th Street Bascule Bridge - Machinery Replacement, Chicago Department of Transportation, Chicago, IL. Project Mechanical Engineer responsible for the design of new machinery framing system, braking mechanisms with associated gearing and thrustor actuators and replacement of new bridge pinion gear. This project effort corrected gross bridge machinery misalignment created from a lake freighter collision with the bridge. Entire gear train was subjected to a calculated stress analysis performed in accordance with “Standard Specifications for Movable Highway Bridges” published by American Association of State Highway and Transportation Officials, Inc.

Wells St. Bascule Bridge – Bridge Machinery Condition and Rehabilitation Report, Chicago Department of Transportation, Chicago, IL. Directly responsible for inspection of existing bridge machinery, development of machinery condition report, recommendations for machinery rehabilitation and cost estimate. This evaluation included inspection of machinery movement during bridge operations, measurement of gear tooth wear, analysis of existing braking capacity, inspection

Education

� BS/1971/Mechanical Engineering

Years of Experience

� 39

Registration

� PE, IL - 1976

� LEED AP 2008

� CEM 2009

� CEM #13758

Mechanical Engineering

Francis Noonan, PE, LEED AP, CEM



of bridge leaf heel lock mechanisms and center lock mechanism. Inspection and evaluation was performed in accordance with “Bridge Inspector’s Manual for Movable Bridges” published by the Federal Highway Administration.

Railroad Diesel Fuel Storage Facility, Conrail, Elkhart, Indiana. Project Engineer responsible for the design of this two million gallon diesel fuel storage facility addition consisting of two one million gallon tanks, with containment berms and all required pumps and piping required for distribution to the CONRAIL freight locomotives in Elkhart, Indiana.

Clinton Street Fueling Facility, Metra, Chicago, IL. Project Engineer responsible for the design revisions of the diesel locomotive fueling facility. This engineering involved redesign of previous efforts to provide diesel fueling and lube oil capability to this Metra locomotive maintenance facility.

Ponchartrain Expo Center Expansion, Murray Associates, Kenner, Louisiana. Project Manager responsible for HVAC, plumbing, fire protection and electrical for 30,000 sq. ft. expansion to the Ponchartrain Exposition Center. HVAC system was designed utilizing latest edition of ASHRAE Standard 62. System employs a DOAS (Dedicated Outside Air System) cooling coil for handling high humidity of outside air present in the New Orleans area. Two 90 ton water cooled chillers were installed and hydraulically linked to existing chilled water system.

Loyola University Medical Center Interim Waste Storage Facility, Loyola University Medical Center, Maywood, IL. Project Mechanical Engineer responsible for HVAC, fire protection and plumbing for the Loyola Medical Center High Hazard Interim Storage Facility for medical waste.

Howe Development Center Rehabilitation - Replacement of Steam Lines, IL Capital Development Board, Tinley Park, IL. Project Manager responsible for design of replacement of underground high pressure steam and condensate service at Howe Development Center. Entire system was installed in coordination with 24 hour, 7 day a week operating requirements of the owner.

ContinuedFrancis Noonan, PE, LEED AP, CEM



Frank has nearly 40 years experience in heavy highway construction with extensive knowledge in risk management and safety compliance. At Quigg Bros., Inc., Frank is the safety officer and equipment manager. His responsibilities include dispatching heavy equipment, managing QBI equipment fleet, and supervising the certification for cranes and crane operators.

Frank plays a vital role in the company’s productivity by facilitating and maintaining the proper training in risk management and safety for all employees. He also is responsible for maintaining compliance for equipment and vehicle fleet including trucks, cranes, and heavy equipment.

Ilwaco Tire Fire, Ilwaco, WA. Project manager for emergency road work due to a fire caused by shredded tires used for light weight fill. Responsibilities included risk management, oversee-ing safety of employees and equipment, daily deployment of crew, and determined equipment schedule for the duration of the project. He had daily interface with the owner - WSDOT, as well as other agencies; DOE, and USCG, and Ilwaco Fire Department. Types of equipment used on this project included crane, dump trucks, excavators, dozers, fire trucks and pumps, and Baker tanks.

Packwood Lumber, Packwood, WA. Project manager for dismantling several buildings and sawmill equipment for auction and various owners. Responsibilities included risk management, overseeing safety of employees and equipment, and daily crew and equipment scheduling. Types of equipment used on this project included cranes, excavators, welders, aerial lifts, and forklifts.

Exxon/BMT Tanks, Aberdeen, WA. Project manager for transportation of oversize tanks and equipment. Tanks were unloaded to an onshore storage area and then reloaded onto a barge headed for Alaska. Cranes, forklifts, and trucks were used for this project. Responsibilities included risk management, safety, and daily crew and equipment scheduling. Also, primary spokesperson for QBI regarding vital communication with Exxon and BMT before and throughout the duration of project.

Train Derailment, Aberdeen, WA. Project manager for emer-gency trail derailment. Responsibilities in this position included risk management, safety, critical lift plans for cranes, and work schedules. All cars were remounted within a 24-hour operation. Also main spokesperson with PSPRR.

Education

� 1967/Gas/Diesel Mechanics/Passaic County Technical & Vocational School

Years of Experience

� 43

Affiliations

� American Red Cross – Disaster Services

� Fraternal Order of Eagles #24

� Veterans of Foreign Wars #224

� Twin Harbor Marine Corps League

� Grays Harbor Fire Dist. #2

� Washington State Fire Fighters Association

� Washington State Association of Fire Chiefs

Safety ManagerFrank Scherer



Throughout his more than thirty years with Quigg Brothers, John has worked in nearly every capacity, from mucking barges to his current position as president. John works closely with his brother, Tim Quigg, and cousins Mike Quigg and Matt Zepeda, in their hands-on approach to managing all Quigg Brothers’ projects.

Deep River Bridges, WSDOT, Wahkiakum County, WA. As project manager, John was responsible for overall project management and problem solving any issues that arose dur-ing construction. This project included the construction of 2 bridges, one on the Deep River, and the second on a nearby slough. The bridges were pile supported, with over 300 com-posite piling, 160’ in length. The larger bridge on the Deep River was 300’ long, and was constructed of precast concrete girders and a concrete deck. In order to achieve maximum efficiency on this remotely located project, QBI purchased and operated a portable concrete batch plant. The project also involved a timber work trestle.

Palix River Bridge, WSDOT, Pacific County, WA. As project manager, John was responsible for overall project management and problem solving any issues that arose during construction. This project included the construction of a bridge over the Palix River. The bridge was supported by large caissons, installed by Quigg Bros., Inc. personnel and precast concrete girders with a concrete deck. In order to achieve maximum efficiency on this remotely located project, QBI purchased and operated a portable concrete batch plant. The project also involved a timber work trestle.

Chehalis River Flood Control, Corp of Engineers, Aberdeen, WA. As project manager, John was responsible for overall project management and coordination with the Corps of Engi-neers, City of Aberdeen personnel and local business owners. The project included installation of cast-in-place concrete flood control gates at multiple railroad crossings and installation of a sheet pile wall throughout the industrial areas of Aberdeen’s “South Side”. The project required extensive coordination with the Corps of Engineers to ensure the proper design, installation and functioning of the flood gates. This project dramatically minimized flooding for a portion of Aberdeen that was previously prone to extensive flood damage.

Education

� BA/1973/Business Administration

Years of Experience

� 30

Affiliations

� WSDOT/ACE Structures Committee

� AGC Member


John Quigg



Continued

John Quigg

Cook Creek Bridge, BIA, Moclips Highway, Grays Harbor County, WA. Project Executive. Design-Build project to replace old timber and concrete bridge with a pile supported, single span, pre-stressed concrete girder, 120-foot long bridge. Scope of work included installing a temporary detour route including detour bridge, removal of the existing structure, designing new structure including bridge approaches, driving 18” diameter. pipe piling, constructing concrete abutments, placing bulb tee girders, casting diaphragms, bridge rail, etc.

Nisqually Road Bridge, Pierce County, WA. Project Executive. The struc-ture is a 4 span 650 foot post-tensioned cast-in-place box girder bridge. The geometry of the bridge contains a compound horizontal curve and a vertical curve. The height of the structure as well as steep slopes required different types of shoring to support the superstructure soffit and maintain accuracy in grade and alignment.

Central Treatment Plant Upgrade, City of Tacoma, Tacoma, WA. Project Executive. Quigg Bros. Inc. was responsible for the excavation and shoring of a new Influent Pump Station and Grit Collection Building on a design-build project as well as excavation and installation and testing of large bore diameter piping. John worked as the Project Executive, reviewing cost and schedule and interfacing with the City of Tacoma/MWH Team on a periodic basis.

Float Glass Plant Construction, Cardinal Glass, Winlock, WA. Project Executive. The project included excavation of over 500,000 cubic yards of material and placement of approximately 8,000 cubic yards of concrete for the new Cardinal Glass – Float Glass Facility. John maintained weekly contact with the project team, reviewing work plans, cost and schedule.

Seaport Wharf Upgrades, Foss Waterway, Tacoma, WA. Project Executive. This project involved selective demolition of an existing dock, removal of two sides of a 100 year old grain warehouse, supporting existing building col-umns, driving new steel piling in the Foss Waterway as well as on land. Work also included placement of precast concrete girders, cast-in-place concrete, post-tensioning. The project required seismic upgrades and rehabilitation of the 100 year old grain warehouse to facilitate use of the building for the Seaport Wharf Maritime Museum. John maintained contact with the project team to review project cost and schedule as well as methods for performing some of the more technical aspects of the job.



Education

� BS/1981/Public Administration

Years of Experience

� 26

Professional Affiliations

� American Public Transportation Association (APTA)

� Construction Management Association (CMA)

� Project Management Institute (PMI)

� Women’s Transportation Seminar (WTS)

� - WTS Los Angeles Chapter, former director

� Construction Management Association of America (CMAA) Affiliate

� Central City Association, Los Angeles, Chairman, Transportation Committee

Steve is a transportation industry executive and project manager with extensive transit project management experience, including development, design, and construction of light rail, heavy rail subway, and commuter rail projects. He has significant public communications experience, with responsibility for presentations and briefings to community groups, public agency directors, and elected and appointed officials at all levels of state and federal government and private sector executives. He has broad experience in communicating through both print and broadcast media, and has presented several papers at transit industry conferences.

Concurrent with his project work, Steve has held a number of executive positions with AECOM including West Coast Unit Manager, Western United States Transit Director, and West Coast Regional Business Manager of Business Development. In these positions, he has had P&L responsibility for AECOM Transportation’s west coast operations. During FY 2008, Steve had business development responsibilities for all of AECOM Transportation’s business lines on the west coast and achieved $193 million in wins and $169 million in contract bookings, exceeding corporate goals.

Tren Urbano Transit System, Puerto Rico Highway and Transportation Authority, San Juan, Puerto Rico. Steve was responsible for the development of a construction management group, including staff organization, policies and procedures, and recruitment for this $1.7 billion design-build project, comprised of 17.2 kilometers of twin track heavy rail with 16 stations. The construction management organization was fully integrated with the owner, the Puerto Rico Department of Highways and Transportation.

Mid-City/Exposition Line, Los Angeles County Metropolitan Transportation Authority, Los Angeles, CA. Steve served as Project Director for the 19-mile, 18 station Exposition light rail transit project including planning, environmental approvals, and preliminary engineering for design-build documents. The alignment features at-grade, underground, and elevated elements. The project included evaluation of transit alternatives and technical input to the FEIS, including the management of the noise and vibration studies, traffic impact studies, historic evaluations, and alternatives development. Steve led a multi-disciplinary team that included planners, environmental


Steve Polechronis



Continued

Steve Polechronis

scientists, engineers, and others in a wide-ranging set of tasks to complete the planning needed to move the project from DEIS to FEIS. He conducted a comprehensive public outreach process that resulted in a strong and broad-based statement of support from stakeholders in virtually every segment of the project area. The final product was a set of design-build procurement documents, resulting in a contract award to a qualified joint venture. Steve continues to assist the Expo Construction Authority by providing design support during construction.

On-Call Engineering Services, North County Transit District (NCTD), Oceanside, CA. Steve served as Contract Manager for AECOM’s contract with NCTD to perform a wide range of on-call engineering services on a task order basis. He organized project teams for multiple task assignments over the past three years. Assignments have included staff support, planning and financial analyses, concept preparation, detailed design, cost estimating, procedure writing, and presentation support. Of particular note, Steve managed the team that created and updated NCTD’s Section 5309 New Starts reports, including transit-supportive land use reports, financial capacity, and fleet requirements updates. The project was granted a Full Funding Grant Agreement in February 2003.

California High-Speed Rail Program, California High-Speed Rail Authority (CAHSRA), Sacramento to Bakersfield, CA. Steve served as Principal in Charge for the Sacramento to Bakersfield regional study including conceptual engineering, public outreach, and environmental analysis in support of program-level environmental document. He provided oversight and supervision of the project’s environmental and engineering teams.




photo photo


LocationTacoma, WA

ClientCity of TacomaPO box 1717747 Market StreetTacoma, WA 98402Travis [email protected]

Project ContactHans [email protected]

Relevant Elements

� The Hylebos Bridge is an approximately 800 foot six span concrete girder and steel bridge on 11th Street East in Tacoma, Washington

Team MembersQuigg Bros., Inc.

� Hans Breivik

� Jack Ecklund, PE

� Ted Franco

� Frank Scherer

� John Quigg

FundingWSDOT, State and Federal Funds, Port of Tacoma

Capital Costs$15.3m

Statusongoing

The Hylebos Bridge was originally constructed in 1939 over the Hylebos Waterway. In 2001, a drive shaft on the East Bascule leaf failed, causing the bridge to become inoperable. In order to allow ship navigation to continue on the Hylebos Waterway, cables were used to hold each leaf in the open position. A fire in 2004 on the East bascule caused further damage to the steel framing members and mechanical and electrical systems. A contract was awarded to Quigg Bros. Inc in 2009 to rehabilitate the bridge to include demolition and replacement of the existing approaches with new five foot and eight foot diameter

shafts, new pre-stressed concrete girders and concrete deck, repair and reinforcement of existing steel girders, replacement of trunnion bearings on the east leaf,replacement of all mechanical and electrical systems, lead and asbestos abatement, cleaning and painting of the structural steel and a structural earth wall.

The approaches span out over the Hylebos Waterway on soft saturated soils. These conditions required the use of temporary steel casing accessed by a temporary work trestle in the waterway on both approaches.

Hylebos Bridge Rehabilitation Project



LocationMason County, WA

ClientCity of TacomaPO box 1717747 Market StreetTacoma, WA 98402Steve [email protected]

Mason Conservation District450 W Business Park RoadShelton, WA 98584Rich [email protected]

Project ContactJack Ecklund, [email protected]

Relevant Elements

� Estuary construction project

� Design-Build elevated walkway component



FundingCity of TacomaMason County Conservation District

Capital Costs$1.4 million

StatusCompleted 2007

This job was a design-build project constructing approximately 3500 linear feet of elevated walkway across the estuary at the mouth of the Skokomish River. It also involved the breaching of dikes and turning the farmland into estuary. Quigg Bros., Inc. teamed up with Sargent Engineers of Olympia and Concrete Technology of Tacoma to provide the final design. Due to maintenance and longevity, the owner wanted to use concrete piling and a concrete deck. The design consisted of hollow core pre-cast concrete slabs supported by concrete piling. Quigg Bros., Inc. was the only contractor able to provide an acceptable design and product within the owner’s budget.

The project is sited on an abandoned farm on the river estuary. Construction of this project was complicated by the soft ground at the site. Timber mats were used to allow the pile driving equipment to move the length of the walkway and also to deliver the pre-cast concrete slabs. A steel railing completed the superstructure.

Quigg Bros., Inc. use of effective and efficient design and construction methods allowed the owner to meet their budget and thereby have the project built. This project represents the second largest restoration of inter-tidal wetlands in Puget Sound providing essential habitat for marine animals.

Skokomish Estuary Elevated Walkway


photo photo


LocationGrays Harbor County

ClientBureau of Indian Affairs911 NE 11th AvenuePortland, OR 97232 Jeff White503.872.2871

Project ContactMatt [email protected]

Relevant Elements

� Construction of new 350 foot 3-span concrete bridge

� Design-Build


� John Quigg

FundingBureau of Indian Affairs


StatusCompleted in 2002

Design-Build project to replace old timber and concrete bridge with a pile supported, single span, pre-stressed concrete girder, 120-foot long bridge. Scope of work included installing a temporary detour route including detour

bridge, removal of the existing structure, designing new structure including bridge approaches, driving 18” diam. pipe piling, constructing concrete abutments, placing bulb tee girders, casting diaphragms, bridge rail, etc.

Cook Creek Bridge Replacement



Location35 miles south of Forks, WA

ClientWashington Department of Natural ResourcesPO Box 470301111 Washington Street SEOlympia, WA 98504-7000Erin [email protected]


Relevant Elements

� Design-Build construction of a total of 6 single span bridges


FundingState of Washington

Capital Costs$533,000 (2005)$846,000 (2006)

StatusCompleted 2005 and 2006

2005Design-Build project to replace two existing culverts with pile supported, single span, concrete bridges. Each bridge required the installation of an owner furnished detour bridge to maintain traffic through the job sites. After removal of the existing embankments and culverts a new bridge was installed. All of the new structures used steel pipe piles for the foundations and pre-cast, pre-stressed voided slabs for the superstructure. Steel guardrail completed the structures.

2006Design-Build project to replace four existing culverts with pile supported, single span, concrete bridges. Each bridge required the installation of an owner furnished detour bridge to maintain traffic through the job sites. After removal of the existing embankments and culverts a new bridge was installed. All of the new structures used steel pipe piles for the foundations and pre-cast, pre-stressed voided slabs for the superstructure. Steel guardrail completed the structures.

Hoh Mainline Bridges 2005 and 2006


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LocationCounty of Grays Harbor

ClientGreen Diamond Timber Company215 North ThirdP.O. Box 9001Shelton, WA 98584-0460Jerry Barnhart360.427.4758


Relevant Elements

� Repair of concrete bridge with concrete abutments



� Frank Scherer

FundingGreen Diamond Timber Company

Capital Costs$315,000


The Cougar-Smith Road bridge spans the West Fork Satsop River in Grays Harbor County. The existing structure is a two span 300 foot steel girder bridge. One abutment was undermined during winter high water events and the bridge, which is critical for logging operations, had to be closed. Quigg Bros., Inc. was consulted by Green Diamond Timber Company after they were unable to get a bid for the repair which was within their budget. The West Fork Satsop River is an extremely environmentally sensitive river and all work involved with the repair would have to avoid any impact on water quality.

Quigg Bros., Inc. worked with Versatile Drilling (Seattle, Wa) and provided a hard number bid below the budget amount. The repair was completed in three phases.

In the first phase, the undermined abutment was jacked back up to its original grade and concrete was placed in the voided area. Once the abutment was stabilized in the first phase of the repair, shafts were drilled on the back side of the abutment and soldier piles were installed. A pile cap was then placed and tied to the abutment wall.

Once the abutment repairs were completed, the girders and bridge deck were jacked at the abutment to allow the existing bearing grout pads to be replaced thereby providing final elevation adjustment of the bridge. The Quigg Bros., Inc. construction team was able to meet the owner’s budget and schedule for the repair and re-opening of this structure and maintain safety and water quality standards.

Cougar Smith Road Bridge Repairs



LocationMilepost 114 on Interstate 5

ClientWSDOT7912 Martin Way, Suite E Lacey, WA 98516Mary Lou Nebergall360.421.3420nebergm@ wsdot.wa.gov


Relevant Elements

� Repair of an existing concrete bridge with concrete abutments



� Frank Scherer

FundingWSDOT



This project involved the seismic upgrade of concrete columns for a pre-stressed girder bridge on I-5. It was a fixed dollar contract with WSDOT. McAllister Creek is an environmentally sensitive stream adjacent to the Nisqually River in Thurston County. Construction was constrained by water quality permits which did not allow in-water work for this tidally influenced section of the stream. Construction had to avoid any impact with traffic on Interstate 5. To accomplish this task, access to the work site for equipment heavier than a pick-up was limited to night time hours working under a lane closure.

Two methods of repair were used. The first method involved placing steel casings around the concrete columns and filling the void between the casing and column with grout.

The second method involved installing a stay-in-place FRP form around the columns and filling the void with epoxy grout. In the first method, a two part cofferdam was placed around each column and bolted together during a 0 or minus tide. The casing was dug down into place to provide a seal. The cofferdam was then dewatered and the new casing installed by bolting two halves together. After pumping grout to fill the voids, the cofferdam was removed during another 0 or minus tide.

The FRP repair was completed using divers. The forms were set in place in halves and then bolted together. A rubber seal was placed between the form and the column allowing the epoxy grout to be pumped into the void.

McAllister Creek Bridge Repair


photo photo


LocationHighway 109 west of Hoquiam

ClientWSDOT4801 Olympic HighwayAberdeen, WA 89520Scott [email protected]


Relevant Elements

� Repair of concrete bridge deck


� Jack Ecklund

� Frank Scherer

FundingWSDOT

Capital Costs265,000


The Grass Creek bridge repair project was a repair to a two lane bridge located a few miles west of Hoquiam on Hwy 109. The bridge is a multi span structure supported on wood pile elevated about 12 feet above Grass Creek. In the original construction, the deck and caps were placed simultaneously and encapsulated the top of the pile. The repair was necessitated when the bottom of the deck began to spall away from the bottom mat of rebar.

Quigg Bros., Inc. built access under the bridge to reach the bottom of the deck. Hand held tools were used to chip the spalling concrete

away from the rebar to create an annular space around the rebar that was patched back with repair mortar. The repair mortar used was Sikatop 123 Plus repair mortar by Sika Corp. The rebar was also cleaned of rust scale with wire brushes and then painted with Corr-Bond rebar sealer by The Euclid Chemical Co. prior to placing the repair mortar.

Concrete deck repair of a bridge on Highway 101 north of Hoquiam. Spalls on the underside of the bridge deck were repaired by removing all unsound concrete, cleaning and coating the rebar, and patching back with an epoxy mortar.

Grass Creek Bridge Repair



photo photo

LocationCounty of Grays Harbor

ClientUSFS, Olympic National Forest1835 Black Lake BoulevardOlympia, WA 98512Shannon [email protected]


Relevant Elements

� Launching of 135 foor long single span steel bridge


FundingUSFS


Statuscompleted 2005

The project entailed trucking, assembling and installing a 135 ft. long x 18 ft. wide, modular steel bridge. Due to the unusually long length plus the anticipated large loads, i.e. logging yarders, the bridge halves were extremely heavy and required a girder launcher in order to be installed. The launcher consisted of two open web, 8 ft. deep steel trusses x 130 ft. long with 4 ft. of bracing connecting the two trusses together. A rail was attached to the top of each truss and a trolley rode along the rails.

The bridge components were loaded and trucked to the site, assembled on the approaches and launched across the canyon via the launcher to the crane on the far side. With cranes at each abutment, the bridge half was hoisted off the launcher and set in place. After both halves were set, they were fastened together and the launcher was removed, disassembled and returned to the equipment yard.

This was a unique job. Quigg Bros.’ 130 ft. long girder launcher was crucial to the success of this project. The bridge halves were too heavy and large to pass from one side of the canyon to the other using conventional cranes and the access to the site was not adequate for the mobilization of a 400 ton crane for a single crane scenario. Utilizing the girder launcher, Quigg Bros. was able to access the site with a 90 ton and a 75 ton crane and launch the bridge half across the canyon and successfully complete the project.

Canyon River Bridge Installation


photo photo


LocationPierce County, WA

ClientPierce County2401 S. 35th StreetTacoma, WA 98402-2177 Jerry [email protected]


Relevant Elements

� 4-span concrete bridge

� High elevation (50 ft)

� BNSF mainline crossing

� post-tensioned cast-in-place box girders

� pre-stressed concrete segments



� John Quigg

FundingPierce CountyFHWA



Quigg Bros., Inc subcontracted Malcolm Drilling to install the foundation shafts for this project. Three piers were founded on a single 7 foot diameter shaft, one pier was founded on two 4 foot diameter shafts and the last pier utilized a spread footing. The intermediate piers had a single 5 foot diameter column up to the pier cap.

Construction of the superstructure was complicated by the fact that the road entered the structure in a right- hand turn, followed a short tangent and then exited the structure in a left-hand turn. The roadway also followed a vertical curve throughout the extent of the structure. This project held the contractor responsible for structure surveying. Quigg Bros., Inc.

generated all the geometric data for the soffit, webs and finished deck. After completion, the project was awarded an award for design.

Shoring for the superstructure soffit utilized two methods, 20 kip towers and drilled shafts. The 20 kip towers were used where the existing ground was fairly flat and the superstructure was less than 25 feet above the ground. The drilled shafts were used to cross the BNSF railroad tracks and also on a steep hillside up to the last pier. The Quigg Bros., Inc. shoring plan solved the combined challenges of providing a safe and efficient system which allowed for maintaining tight grade tolerances and a method to effectively strip the falsework upon completion of the structure.

Nisqually Road Bridge



LocationHoquiam, WA

ClientPuget Sound and Pacific Railroad501 North 2nd StreetElma, WASlim Mattox360.482.4994


Relevant Elements

� Repair of moveable span steel truss bridge


FundingPSPRR



The existing structure is a 200 foot swinging span railroad bridge. The bridge is a steel truss with steel floor beams and stringers. The repairs consisted of major areas. The first was repair of the stringers between the floor beams, the tops of which were rusted to the point of significant section loss. The second was repair of selected truss connections. The third repair involved removal of the existing paint and re-coating the bridge.

The bridge was originally painted with lead based paint which required complete containment over the Hoquiam river and a thorough lead health and safety plan. Quigg Bros., Inc. developed the plan which required PPE including respirators for all employees involved in cutting and welding on the existing structure. The project was completed without a safety or environmental incident.

PSPRR set the requirement that the bridge be available for two trains to pass per day. As a result, all repairs had to be done incrementally and the track and ties re-set at the end

of the day. The stringers consisted of 36” wide flange beams and all of the decomposition was on the top of the beam. The repair consisted of cutting the top half of the wide flange off and welding a new WT section to the exposed web. All welds were full penetration welds.

The truss repair involved removing rivets and connection plates from selected truss connections. New plates were installed by reaming existing holes and fastening with bolts. Accurate as-built measurements and a high level of quality control were required since the bridge had to be re-opened to train traffic daily and there was not sufficient time to re-fabricate parts.

Upon completion of the steel repair, the entire structure was re-coated by a local painting contractor (Root Painting). Quigg Bros., Inc. remained responsible for assuring environmental containment and health issues were appropriately maintained.

Hoquiam River Railroad Bridge Repair


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LocationMason County

ClientWSDOT7912 Martin Way, Suite ELacey, WA 98516 Mary Lou Nebergall360.421.3420nebergm@ wsdot.wa.gov


Relevant Elements

� Construction of a 350 foot three span concrete girder bridge


� Hans Breivik


FundingWSDOT



Prior to the construction of this project, Highway 101 flooded in this area on an almost yearly basis. The 100 foot existing bridge did not provide enough channel width for Purdy Creek during high rain events, causing the adjacent roadway embankments to become a dam resulting in the flooding. Quigg Bros., Inc. teamed with Malcolm Drilling, Concrete Technology, and WSDOT to construct a new 350 foot long bridge.

The bridge foundation consists of 7 and 8 foot diameter shafts. The superstructure utilizes pre-stressed concrete girders with a concrete deck.

The project was built on soft saturated soils. These conditions required the use of geogrid soil stabilization techniques on both approaches. In order to minimize the footprint in the wetland area, the approaches also utilized Hilfiker wire retaining walls at all four corners of the bridge. The walls were built by Quigg Bros., Inc. crews and were up to 20 feet high.

Purdy Creek Bridge



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LocationTacoma, WA

ClientCity of TacomaPO Box 1717747 Market StreetTacoma, WA 98402Tim [email protected]

Foss Waterway Development Authority535 E. Dock StreetTacoma, WA 98402Su [email protected]


Relevant Elements

� Rebuilding of historic wharf using steel piles under existing timber trusses

� Concrete deck panels


� Hans Breivik


FundingFoss Waterway Development Authority



The existing structure is a historically significant warehouse built in the early 1900s. A sophisticated monitoring system was installed by the owner prior to construction to measure any movement in the timber trusses which are over 100 feet in length. The trusses had to be temporarily supported at one end so the timber columns could be removed and new pre-stressed girders set underneath them.

The new wharf is supported by 24” steel piles in the Foss Waterway and 10-inch steel piles inside the warehouse. Due to issues of overhead clearance the interior 10” piling were spliced every 8 to 12 feet. All splices were full penetration welds and were ultrasonically tested. The welds were all done by Quigg Bros., Inc. employees.

The erection of the girders was exceptionally complicated. The girders were moved to the site from Concrete Technology using Quigg Bros., Inc. tug boat and barge. A 40 ton conventional crane was modified such that it could be moved into place inside the existing structure. The girders were hoisted from the material barge using Quigg Bros., Inc derrick barge and swung into the building as far as the overhang of the warehouse would allow. The girders were then re-rigged using the derrick barge and the 40 ton crane and set into final positon.

All 19 girders and the ensuing concrete deck panels were set into position without any disturbance to the existing structure. A topping slab and steel handrail were installed to complete the wharf renovation. The handrail was fabricated in Quigg Bros., Inc. shop in Aberdeen, Washington.

Seaport Wharf Rehabilitation


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LocationSeattle, WA

ClientWSDOT – Northwest RegionPO Box 330310 Seattle, WA 98133-9710Dave Sowers [email protected]

Project ContactGavin Wong, [email protected]

Relevant Elements

� Design-Build

� Bridge Design

Team MembersAECOM

FundingWSDOT

Capital Costs$67.5m

Statusongoing

The SR 519 project completes the connection between the I-90 / I-5 interchange and the Seattle waterfront. The project includes two complex bridges, utility relocations, drainage, and roadway widening. There is also a significant urban design component due to the project location in the South Downtown (SoDo) area of Seattle.

Traffic control and stakeholder coordination were two major issues for this project. AECOM’s guidance proved to be successful for both of these concerns. Traffic control measures considered major events for Safeco Field, Qwest Exhibition Center, and Qwest Field, along with day to day commuter traffic. Traffic control plans were developed to service the area while constructing a cast-in place bridge down the center of a major arterial. Stakeholders and businesses included: Seattle Mariners, Seattle Seahawks, Public Facility District, Public Stadium Authority,

Port of Seattle, King County Metro, Sound Transit, Trucking Associations, Seattle Department of Transportation, Seattle City Light, Seattle Public Utilities, Burlington Northern Railroad, and WSDOT. The stakeholder and traffic control issues were managed through AECOM’s Task Forces established for the project.

The project consists of two 5 span bridges and incorporates a combination of post-tensioned box girders, reinforced box girders, and prestressed girders. The bridges are founded on drilled shafts to mitigate the effects from the poor soil conditions, including layers of liquefiable soils. The seismic design criteria requires the implementation of the new AASHTO Guide Specifications for LRFD Seismic Bridge Design. This displacement based criteria is a first for the City of Seattle, and one of the first in Washington State.

SR 519 / I-90 to SR 99 Intermodal Access Project I/C Improvements No. 4



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LocationKirkland, WA

ClientWSDOT401 Second Avenue South, # 300Seattle, WA 98104Chad [email protected]


Relevant Elements

� Design-Build

Team MembersAECOM

FundingWSDOT

Capital Costs$19.3m

Statusongoing

As one of WSDOT’s I-405 Corridor Program Projects, the $19.3 million I-405 Widening, NE 195th Street to SR 527 Project will provide congestion relief and safety improvements along the northbound I-405 freeway between the NE 195th Street Interchange and the SR 527 Interchange. The project will enhance mobility, provide environmental enhancements, and improve traffic operation and public safety. The project includes MSE retaining walls, reinforced slopes, 3 underground water detention facilities, a combined stormwater treatment wetland/detention pond, noise walls, ITS cameras and signs, roadway lighting, context sensitive solutions and roadside landscaping along the corridor.

AECOM is the prime design consultant responsible for all design services on the Contractor’s Design-Build team. AECOM’s design responsibilities include project management; roadway, drainage, traffic, traffic control and structural design; preparation of RFC packages; construction support services including Material

Approval and responding to contractor questions; and design quality assurance.

As part of the Design-Build team, AECOM developed numerous innovations that reduced the engineers estimate by 30% and will enable this 1.8 mile project to be designed and constructed within 9 months of the Notice to Proceed, with negligible impact to the traveling public. Working closely with WSDOT, the Design-Build team was able to develop staged construction plans without closing or shifting any traffic lanes. Innovative scheduling of the design submittals will allow the contractor to begin construction prior to completion of all design plans.

I-405 Bothell Design-Build Project


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LocationKirkland, WA

OwnerWSDOT – Northwest RegionP.O. Box 330310Seattle, WA 98133-9710Brian Nielsen, [email protected]

Project ManagerGavin Wong, [email protected]

Relevant Elements

� Design-Build

� Bridge Design

Team MembersAECOM

� Gavin Wong, PE

� Attila Laszlo, PE

FundingWSDOT

Capital Costs$47m


In 2003, the Washington State legislature approved $485 million in funding for the I-405 Nickel Improvement Projects in Kirkland (Stages 1 and 2), Bellevue, and Renton, Washington. Then in 2005, the legislature approved $972 million for 11 additional projects in Bothell, Kirkland, Bellevue, Renton and Tukwila. These projects created a $1.5-billion program that is part of a master plan to address congestion and improve traffic flow for both cars and transit operations on I-405.

Under this program, the Washington State DOT selected a design-build team which included AECOM as the design lead, to design and construct a 2-mile segment of I-405 from SR 520 to SR 522 in Kirkland. To expedite construction, AECOM developed a submittal schedule which included developing two construction packages: an early package and a 100 percent package.

Important features of the project include two new bridges at the 116th interchange, construction of a fish passage under I-405 and fish “ladder” improvements along Forbes Creek, and three wetland mitigation sites.

AECOM’s responsibilities include design project management and coordination; roadway, drainage, structure, and ITS design; agency coordination; preparation of construction documents and utility relocation plans; and design quality assurance. In addition to managing such activities as field surveys, geotechnical investigations, utility coordination, agreements and relocations, storm drainage and hydraulic analysis, traffic engineering and constructability reviews. AECOM is also responsible for engineering support during construction.

I-405, SR 520 to SR 522 Stage I



LocationBroward County, FL

ClientFlorida Department of TransportationJoseph Borello954.845.9550 ext. [email protected]

Project ContactMichael Shapiro, [email protected]

Relevant Elements

� Design-Build

Team MembersAECOM

FundingDragados, USA

Capital Costs$1.2b

Statusongoing

This project consists of the reconstruction, addition of auxiliary lanes and resurfacing of the I-595 mainline (including associated improvements to frontage roads and ramps), and a new reversible express lanes system in the I-595 median. The tolled reversible ground-level express lanes, to be known as 595 Express, will serve traffic to/from I-75/Sawgrass Expressway from/to east of SR 7, with a direct connection to the median of Florida’s Turnpike. In addition, widening and reconstruction of the Florida’s Turnpike mainline from Griffin Road to Peters Road (2.7 miles) will also be performed to accommodate the express lanes direct connection.

For the implementation of the project, FDOT chose to contract with a single private company to design, build, finance, operate

and maintain the improvements through a concession agreement as provided for under Section 334.30 of the Florida Statutes. The competitive procurement process rewards innovation and provides the “Best Value” to the project. AECOM’s scope of work includes finalization of the preliminary engineering design associated with the Corridor Master Plan; all final design services (roadway, bridge, drainage, utility, lighting, etc.) to provide drawings, tender quantities and documents for issue for construction; and construction support services consisting of field monitoring duration of construction, as-built drawings, and shop drawing review. The total engineering lump sum design fee is approximately $70 million.

I-595 Public-Private Partnership


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LocationAustin to San Antonio, TX

ClientTexas Dept. of TransportationTimothy J. Weight, [email protected]

Project ContactBrian [email protected]

Relevant Elements

� Design-Build

� Bridge Design

� Construction Inspection

Team MembersAECOM

� Gavin Wong

� Attila Laszlo

FundingTXDOT

Capital Costs$1.38b


AECOM was the lead designer for Texas State Highway 130 (SH 130), a $1.4-billion, 50-mile design-build-maintain toll road that provides an alternative to the heavily traveled roadways between Austin and San Antonio.

The Texas Turnpike Authority (TTA) Division entered into an exclusive development agreement (EDA) for the design and construction of this new highway. (An EDA is similar to a design-build contract, but it includes an added maintenance component.) This contract was the first use of the design-build protocol for a Texas highway project.

The new highway is basically a divided four-lane limited access tollway with adjacent discontinuous frontage roads. Beginning at Georgetown (north of Austin), where it intersects with I-35, the tollway parallels I-35, a major entry point for North American Free Trade Agreement traffic. The current project terminates south of Austin, connecting into the southeast loop of SH 45 at a point north of Lockhart. Traversing urban and

rural areas, the alignment features 127 bridges and two major water crossings.

The facility has 30 ramp toll plazas, and 8 mainline toll plazas. Twenty-three million yards of material were moved over the course of the project. To best integrate right-of-way acquisition and utilities relocation with design and construction, the project was divided into 15 segments. The design effort addressed both the current construction requirements and the ultimate design. The right-of-way requirements for the entire project were determined and certified by the design team. This allows future construction-including potential rail facilities in the median-to be constructed with minimal “throw-away” and disruption.

Texas State Highway 130 Design-Build



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LocationDenver, CO

ClientRegional Transportation District (RTD)1560 Broadway, Suite 8700Denver, CO 80202Richard [email protected]


Relevant Elements

� Bridge Design

� Design-Build

� Construction Management/Inspection

Team MembersAECOM

� Gavin Wong

FundingCDOT

Capital Costs$1.6b


AECOM was a major subconsultant to Southeast Corridor Constructors (SECC), a joint venture for design-build of the I-25 “T-REX” expansion. The project includes highway expansion and the addition of light rail on I-25 and I-225 in the Denver area. AECOM was responsible for design of Segment 3, which includes rehabilitation of five interchanges, addition of two general-purpose lanes in each direction, and light rail transit line retaining walls. AECOM was also responsible for design of the horizontal and vertical alignment, grading, and all structures for the fully grade-separated light rail transit line. This project increases mobility, enhances accessibility and transportation options, and improves safety to the traveling public in a heavily congested, growing business corridor.

By integrating design and construction phases for speed, economy, and innovation, the T-REX Project had demanding goals for quality, schedule, budget and most importantly, minimal inconvenience to all citizens affected.

AECOM worked closely with the design-build construction contractor, Kiewit, in achieving a constructible, fast-track design for this segment, with attention to staging for maintenance of traffic, estimating, scheduling, budgeting, engineering and specifications to achieve a high-quality end product.

I-25 Segment 3, Bellview to Lincoln, Transportation Expansion (T-REX)



LocationNew York, NY

ClientNew York City Economic Development Corporation110 William Street, 6th FloorNew York, NY 10038Joshua Nelson212.312.3620

Project ContactAlim [email protected]

Relevant Elements

� Steel Bridge Design

� Construction Management/Inspection

Team MembersAECOM

FundingNew York City Economic Development Corporation (NYCEDC)

Capital Costs$36m


AECOM provided design services, condition inspections, and construction inspection services for the rehabilitation and reactivation of the Arthur Kill Lift Bridge, ten fixed bridges and approximately eight miles of track on Staten Island; inspection and design services for six additional miles of the Staten Island Railroad from the Arthur Kill Lift Bridge to the Township of Cranford; and six miles of the Rahway Valley Railroad from the Borough of Roselle Park into the Township of Union.

The rehabilitation of the Arthur Kill Lift Bridge will allow double-stack container rail freight service from New Jersey to the newly reactivated Howland Hook Marine Terminal and other industries on Staten Island. AECOM provided complete evaluation, condition inspection, design and construction inspection services for the rehabilitation and reactivation of the bridge, as well as the associated trackage. The Arthur Kill Lift Bridge is a single-track vertical lift bridge with a main span of 558 feet, the longest in the world, and has been inactive since 1992.

Included in the project was replacement of the emergency backup power system. AECOM has also designed the renovation and up-grade of the non-functioning elevators that extend between the track level and the machinery rooms, on both towers. AECOM designed upgrades to the operator house including new HVAC and other architectural items, along with removal of asbestos. Deteriorated walkway gratings, their supports

and railings on the towers were also included in the design.

Following the earlier work, AECOM completed a subsequent in-depth evaluation of the lift bridge. The inspection was commissioned to verify that all of the systems have been maintained properly since they were installed and rehabilitated. In addition to the inspection of structural, mechanical and electrical systems, the inspection focused on fatigue-prone and fracture-critical areas; areas of accelerated deterioration; and unique details such as counterweights, counterweight ropes and connections, trunnions, trunnion bearings, sheaves, lock bars, the bridge control panel and the bridge signal system. The programmable logic control system was also assessed and adjusted. AECOM performed final design services for these additional repairs and a complete painting, and is now providing resident engineering and construction services for all this work. In addition, AECOM completed the design for an upgrade to the ship collision protection system, a cofferdam-based fender.

Although the operation and maintenance of this bridge is now being handled by the Staten Island Railroad, NYCEDC has extended a follow-up contract with AECOM to provide as-needed on-call services, functioning as their expert for future work and inspection.

Arthur Kill Lift Bridge Rehabilitation-Construction Inspection Services



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LocationChicago, IL

ClientChicago Department of Transportation30 North LaSalle Street, Room 1100Chicago, IL 60602-2570Mr. Dan [email protected]

Project ContactJoseph [email protected]

Relevant Elements


Team Members

� AECOM

FundingCDOT

Capital Costs$19.4m


AECOM was the lead consultant for the final design of the Cermak Road rolling lift bridge. The objective was to improve the traffic flow of vehicles, marine traffic, and pedestrians; this was done by raising the bridge by 2.5 feet to increase the vertical clearance for river traffic. Existing steel components were removed, taken off-site and rehabilitated in order to retain original design. In addition, AECOM’s design included the lowering of the roadway beneath the viaducts east of Canal Street. The project also included the complete rehabilitation of the bridge operating machinery. AECOM provided all architectural, civil, structural, mechanical, electrical, and environmental services.

The project combined all the complexity of a major movable bridge rehabilitation with the challenges of an historic preservation project. The site conditions also created unique challenges, as the majority of work had to take place over the water while not impeding the normal flow of river traffic. Through

coordination with the surrounding communities, the contractor, the designer, and the City of Chicago, construction went forward with only minor inconveniences to the surrounding residents and businesses. The rehabilitation of the bridge demonstrates how the latest technology can be seamlessly integrated into an historic structure. The bridge operating machinery was replaced with a spring-loaded lock bar and socket arrangement that is easy to operate. This is the first use of this type of center lock in the City of Chicago. AECOM’s design fulfilled the expectation of the City of Chicago and the Illinois Historical Preservation Agency. The project was completed on time and within 3% of the engineer’s estimate.

Cermak Road Rolling Lift Bridge Rehabilitation



LocationNew York, NY

ClientNew York State Department of Transportation (NYSDOT)Region 11, Hunters Point Plaza, 47-40 21st Street - 5th FloorLong Island City, NY 11101 Manuel Silver718.482.4789

Relevant Elements

� Steel bridge retrofit

� Construction inspection

� Roadway reconstruction

Team MembersAECOM

FundingNYSDOT

Capital Costs$407 million

StatusOngoing

AECOM is providing construction inspection services for the replacement and widening of the deck for the 10-span Alexander Hamilton Bridge and six Highbridge Interchange ramps. Work includes the replacement of the 10-span Ramp TE over the Cross Bronx Expressway and the Trans Manhattan Expressway and the replacement of the Undercliff Avenue Bridge over the Cross Bronx Expressway.

At the time of the contract award, the Alexander Hamilton Bridge Rehabilitation Project was the largest single-contract construction project in the history of the NYSDOT.

The project involves retrofitting the steel arch span and steel support beams that make up the substructure of the main bridge.

The Highbridge Interchange ramps include three high-level multi-span steel bridges and three low-level multi-span steel bridges which will be widened and redecked. Widening and deck work will be performed after installation of four

temporary ramps that will include temporary foundations, substructure and superstructure elements.

The bridge will be demolished down to foundations and reconstructed in a 5-span tub-girder configuration. Sequence of construction involves construction of an extensive temporary rigging system to protect the active roadways below the bridge during demolition and construction.

The project includes the reconstruction of the at-grade concrete roadway on the Manhattan side of the bridge. Roadway will be reconstructed in stages using precast concrete slabs installed during weekend lane closures.

Claims analysis and schedule work includes review of the contractor’s baseline schedule and updates. Schedule progress and proposed changes are reviewed weekly using Primavera P6. Schedule is resource loaded.

Alexander Hamilton Bridge and Highbridge Interchange Ramps Rehabilitation - Construction Inspection



LocationHaverhill, MA

ClientMassachusetts Bay Transportation Authority (MBTA)Ten Park PlazaBoston, MA 02116James Eng617.222.5754

Relevant Elements

� Bridge replacement

� Pre-cast concrete girder replacement

� Roadway reconstruction

� Final PS&E

� Construction support

Team MembersAECOM

FundingMBTA


Status2004

AECOM was the General and Design Consultant for a major rehabilitation program for the Massachusetts Bay Transportation Authority’s Haverhill Commuter Line, which runs from Boston’s North Station, 36 miles north to Haverhill, Massachusetts and the New Hampshire border.

AECOM conducted a comprehensive evaluation of the entire line, which included 20 miles of rural area commuter rail. This evaluation enabled AECOM to establish a complete Rehabilitation Program, which it presented in its Preliminary Design Report.

Program design elements included architectural and operational improvements in the Merrimack Valley Regional Transit Authority region Bradford, Lawrence, Andover, Ballardvale, and Haverhill

Stations. In addition, to allow new equipment access to the line, AECOM conducted both extensive tunnel evaluations and modifications, as well as upgrades to steel bridges. AECOM also provided construction phase services, including a bypass track system for new equipment use and station improvements.

AECOM completed the final design process for the rehabilitation of the Merrimack River Bridge and Washington Street Bridge, which includes the replacement of expansion bearings, as well as minor structural repairs. The project also included the de-leading and repainting of the bridge structure in an environmentally-sensitive location.

Haverhill Main Line Railroad Rehabilitation Program



LocationNew Jersey

ClientUnion County2371 South AvenueScotch Plaines, NJ 07076Ronald Weening908.654.9409

Relevant Elements


Team MembersAECOM

Capital Costs$12m


Based on the quality of the work performed for the New York City Economic Development Corporation, the County of Union, NJ retained AECOM to perform inspection and design services for the continuation of the rail line in New Jersey.

In addition to the track structure rehabilitation, the project also includes over 20 grade crossings, 12 undergrade bridges, six overhead structures and five culverts. Sidings and passing tracks are integral to this project because both railroads are single track.

The program to reactivate these two railroads includes a wide range of transportation engineering services. The track structure was inspected to determine its current condition and suitability for intended service. Rehabilitation alternatives were presented in a needs assessment report. The grade-crossing signal systems were inspected to determine the extent of required rehabilitation.

Railroad operation was an important aspect of this project because it is related to both signals and track. To simply rehabilitate the existing signals and track without analyzing the configuration based on the future operation of the facility could have resulted in reduced utility of the facility. Recommendations were made to obtain the optimum operational flexibility of the two rail lines.

In-depth inspections were performed to determine the required level of rehabilitation for the bridges. Load ratings for the structures were performed to ensure the structures were capable of carrying the intended loadings. Culverts under the tracks were inspected to ensure adequate drainage.

All inspections, load ratings and needs assessment reports have been completed and submitted. Design work will progress based on recommendations approved by Union County, but is currently on hold.

Rehabilitation of the Staten Island and Rahway Valley Freight Railroads



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LocationChicago, IL

ClientChicago Department of Transportation30 North LaSalle Street, Suite 600Chicago, IL 60602-2570Chris Wuellner312.744.3528

Project ContactMichael Dumas630.241.6800 [email protected]

Relevant Elements

� Bridge Design

� Design-Bid

Team MembersAECOM

FundingCDOT

Capital Costs$70m


AECOM served as the prime engineer, architect and landscape architect for the reconstruction of Lake Shore Drive (U.S. Route 41) through Jackson Park, on the shores of Lake Michigan in Chicago, Illinois.

AECOM was responsible for the design and reconstruction of 2.8 miles of roadways and associated pedestrian paths and bike paths, sewers, and lighting. In addition, AECOM was charged with reconnecting the park’s two sections, bifurcated by the roadway, and creating a link between the community and the lakefront. AECOM’s Urban Design Group created unique designs for each of the five new underpasses/bridges, their pedestrian/bike path approaches, and surrounding landscape, that reflect the historic surroundings. The challenge was also compounded by the fact that all the underpasses are below lake level, so a complementary shore protection system was designed to protect them from flooding while maintaining the design aesthetic.

The project included the construction of six new underpasses along a 1.2-mile-long alignment of the project. Steel sheet pile cut-off walls around the underpasses below Lake Michigan water level were designed to allow for dry excavation and to minimize groundwater seepage. Two pump stations were constructed to drain stormwater flowing to the depressed underpasses.

South Lake Shore Drive Reconstruction - Jackson Park Segment


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LocationVarious locations, CA

ClientCalifornia Department of Transportation (Caltrans)Structures Division, 1801 30th StreetSacramento, CA 95816Jinrong [email protected]

Project ContactNeil [email protected]

Relevant Elements

� Bridge construction and rehabilitation

Team MembersAECOM

FundingCaltrans

Capital Costs$20 million

StatusCompeted 2008

AECOM provided services on a task order basis for project development, design, and construction support for Caltrans structures at statewide locations. The AECOM team performed a variety of services under seven task orders with a construction value of approximately $20 million. Projects included design for new bridges, bridge widenings, soundwalls, culvert extensions, and freeway ramp improvements. Work encompassed a number of structure types and locations, and required structural analysis, geotechnical investigations, design surveys, and traffic engineering.

Of particular note are Task Orders 3 and 6, described below. A listing of the remaining tasks follows.

Task Order 3

US 395 over Los Angeles Aqueduct, Inyo County, California: Preliminary engineering of this new 76-meter single-span composite steel girder bridge over the Los Angeles Aqueduct. US 395 was converted from an existing two-lane highway to a four-lane divided

expressway with a median. It was planned for the existing two-lane highway to carry the southbound traffic while the new northbound lanes were constructed near the town of Independence in Inyo County, California. The expressway crossed the channel at a very high skew requiring a longer bridge than the existing adjacent bridge.

The new 76-meter long bridge was constructed of steel plate girders consisting of high performance steel flanges, supported on seat abutments with cast-in-drilled pile footings. The channel bank is protected in the vicinity of the bridge by a concrete lining. The bridge is comprised of three-meter deep welded plate girders and is on a 30-degree skew. Design also included protection of the adjacent channel bank with a concrete lining.

Temporary support bents were installed in the channel for erection of the steel girders, which had two splices for ease of transport. Because of the remote location and arid environment, weathering

Caltrans Statewide On-Call Bridge Engineering Contract 59A0280



steel was used to reduce the maintenance costs.

The longer steel bridge was found to be more cost effective because of the reduced abutment costs and shorter retaining walls on the obtuse corners of the bridge.

Construction cost = $2.6 million

Task Order 6

I-405 Widening, Los Angeles County, California: Design and construction support services of two new structures:

� Palm Avenue Overcrossing (CIP Prestressed Box Girder) and

� Culver Boulevard Off-Ramp Undercrossing (CIP Prestressed Box Girder): This was a two-span new bridge on a 57-degree skew. The superstructure was supported on seat-type abutments, which in turn ere supported on driven pile foundations. Design included the 27-foot high cantilever abutments and 26-foot high retaining walls supporting barrier-mounted soundwalls.

The project also involved widening of three existing bridges:

� Sawtelle Avenue Undercrossing (CIP Prestressed Box Girder): Design of a two-span bridge on a 51-degree skew, with high-cantilevered abutments. The project included removal of existing retaining walls and the design of new retaining walls, as well as the design

of soundwalls on the bridge and on retaining walls to the north of the bridge. The work included seismic evaluation of the previously retrofitted existing bridge sandwiched between the widenings. The types of analysis performed include elastic dynamic analysis using a 3-D GT-Strudl model, displacement ductility/moment-curvature analyses to evaluate the capacities of new and existing column/bent cap elements, and a push-over wFRAME analysis of the existing bent to determine its displacement capacity. Due to a deficient existing bent cap, the widenings were designed to supplement the in-place retrofit and existing bridge capacities to resist earthquake loading.

� Westwood Flood Channel Bridge (Composite Steel Girder): Design and detailing of two single-span bridge widenings occurring on a 45-degree skew. The typical deck section of each widening consists of cast-in-place slab on top of four welded steel plate girders. The two end abutments are both seat-type supported on driven pile foundations. Shear keys, designed to act in both tension and compression, were provided at each abutment widening.

� Port Road Undercrossing (CIP Prestressed Box Girder): Design and detailing of widening on both sides of this existing structure. Due to limited vertical clearance at the site for falsework, the widening

Caltrans Statewide On-Call Bridge Engineering Contract 59A0280Continued



ContinuedCaltrans Statewide On-Call Bridge Engineering Contract 59A0280

has been designed so that the deck concrete will be placed high and then lowered into place once cured. The work includes both retaining walls adjacent to the bridge site and soundwalls on the bridge and retaining walls. The project included two culvert extensions and numerous soundwalls. The contract documents for this project was a cooperative effort between AECOM and Caltrans Division of Structures, with each responsible for roughly half of the structures within the project limits.

Construction Cost = $15 million

Other Task Orders: � Task Order 1. Mariposa Creek Bridge (Bridge No. 40-0050Y), Mariposa County, California

� Task Order 2. I-5 Channel Viaduct Widening/Soundwall, Stockton, California

� Task Order 4. US-50/39th Street Undercrossing Widening, Sacramento, California

� Task Order 5. I-5/Red Hill Avenue Northbound Off-Ramp MSE Walls, Tustin, California. Foundation Plan Development for eight bridges in this freeway widening project.

� Task Order 7. Route 23 Widening, Ventura County, California: Preliminary Investigations including Survey and Foundation Plan Development for eight bridges in this freeway widening project.



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LocationGloucester, New Jersey & Philadelphia, Pennsylvania

ClientDelaware River Port AuthorityOne Port CenterTwo Riverside Drive (P.O. Box 1949)Camden, NJ 08101-1949Vijay Pandya 856.968.2077

Project ContactBrett [email protected]

Relevant Elements


� Accelerated Schedule

Team MembersAECOM

FundingClient

Capital CostsContract 2-$20mContract 3-$75mContract 4-$21mSpan Redecking-$100m

Statusongoing

The Walt Whitman Bridge was opened to traffic early in 1957, and has become the busiest of DRPA’s four bridges, carrying an average of over 120,000 vehicles per day. The suspended structure features a 2,000 ft main span, two 770 ft side spans and a minimum navigational vertical clearance of 150 ft. The bridge carries seven lanes of traffic in a 79 ft curb-to-curb width; the seven lanes include a reversible center lane, which can be switched to accommodate peak traffic demands by relocating a moveable median barrier. AECOM has successfully provided inspection, preliminary and final design services toward the rehabilitation and redecking of the WWB Corridor. Key projects include:

Contract 2, Rehabilitation of I-76 West Approach: Preliminary and final design for the reconstruction of 1.5 miles of I-76 on the western approach to the bridge. This section of urban interstate is a vital link between Pennsylvania and New Jersey. The reconstruction efforts included the redecking of a five span continuous, 343’-0“ structure

over Passyunk Avenue and the redecking and widening of an 11-span, 607’-0“ structure over Passyunk and Vare Avenues in the City of Philadelphia. The widening of the second structure was necessary to accommodate a new 18’-0“ wide tapered deceleration lane for an existing egress ramp to Passyunk Avenue. The structure widening involved the modification of the existing piers to include new pile supported foundations, widening of the existing abutments and wingwalls, and the addition of new steel framing to support the deceleration lane. Additional rehabilitation efforts for both bridges included the replacement of existing bearings and an upgrade of the existing drainage system. Cost: $20 million/ Completion: 1998

Contract 3, Rehabilitation and Redecking of the WWB: AECOM completed, in 11 months from notice-to-proceed to PS&E, the preliminary and final design for the rehabilitation and redecking of the WWB. This project, the first major redecking of this Delaware River crossing, involved the

Walt Whitman Bridge Corridor



inspection, rating, and preliminary and final design services for the rehabilitation, widening, and redecking of the bridge’s main suspension span and approaches. The scope of work included roadway reconstruction, toll plaza improvements, signing, lighting, drainage and safety upgrades. Additionally, the electrical system on the bridge was upgraded and new VMS and CMS systems were installed to facilitate traffic control. Other features of the project include deck widening, replacement of the deck slab on the approaches, suspended spans deck repairs, overlay placement, suspender collar retrofit, fatigue investigation, and various structural and seismic rehabilitation measures. Maintenance and protection of traffic during construction was a significant aspect of the design work. In addition to the seven long-term construction stages, several short-term overnight stages were necessary for roadway reconstruction, overlay placement and panelized deck replacement required in two of the truss spans. AECOM provided construction consultation services including shop drawing review and RFI investigations. The project design was performed on a fast track schedule, and was completed under budget. The surplus design funds enabled DRPA to continue AECOM’s services to cover an extended construction schedule and other unanticipated items without additional cost. Cost: $75 million/ Completion: 2000

Contract 4, WWB Rehabilitation: The last contract for the total rehabilitation and upgrade of the entire WWB Corridor, the purpose of Contract 4 is to provide rehabilitation to the roadways and bridges and to improve the traffic safety and roadway operation for the New Jersey approaches of the Walt Whitman Bridge. Bridge construction improvements include the deck replacements for Ramps BE, FE, BW and FB and the Ramp BW/BE overpass structures at Crescent Boulevard (Route 130) and the Black Horse Pike (Route 168). In addition, the bridge bearings will be replaced and seismic retrofitting will be provided to increase resistance for seismic forces. Miscellaneous substructure repairs and strengthening of the pier cantilevers will also be provided. Cost: $21 million/ Completion: 2003

WWB Suspended Span Redecking: AECOM is currently performing preliminary and final design for the replacement of the deck on the suspended spans and also the anchorages of the bridge. This project involves the inspection, analysis, preliminary design, final design, plans, specifications, cost estimating and construction services for the rehabilitation, roadway widening, and redecking of the bridge’s suspension spans and the redecking of the anchorage spans. The scope of work includes inspection, deck evaluation, deck design, floor truss strengthening, finger joint replacement, barrier replacement, walkway replacement,

Walt Whitman Bridge CorridorContinued



wearing surface evaluation, maintenance and protection of traffic, lighting, electric, fiber optic, drainage, coating, signal gantry rehabilitation and safety upgrades. Other features of the project include suspended span deck widening, replacement of the deck slab on the anchorages and anchorage bearing rehabilitation. Both a concrete filled grid deck and a steel orthotropic deck are being studied in detail with plans developed to a 25% level for both deck types. Both deck types are considered feasible and each has advantages and disadvantages to consider. Both lightweight concrete fill and

normal weight concrete fill were considered for the filled grid deck. The deck types were evaluated against numerous criteria including dead load, initial construction cost, life cycle cost, fabrication and ease of maintenance. Maintenance and protection of traffic during construction was a significant aspect of the design work. Numerous traffic schemes were evaluated as part of the preliminary design effort. Cost: $100 million/ Completion: Preliminary and final design through 2008, project bidding anticipated in 2009.

Walt Whitman Bridge CorridorContinued


photo photo


LocationVarious locations, MN

ClientMetropolitan Council, Central Corridor LRT Project540 Fairview Avenue North, Suite 200Saint Paul, MN 55104Rich Rovang651.602.1941

Project ContactChuck Hymes, [email protected]

Relevant Elements

� Bridge rehabilitation

� Steel structure

� Design

� Construction support

Team MembersAECOM

FundingClient


Statusongoing

AECOM is serving as prime consultant for the Central Corridor Light Rail Transit (CCLRT) project. Services to be provided include preliminary engineering, final design, and design services during construction.

Washington Avenue Bridge Retrofit

A significant aspect of the CCLRT project included design for the rehabilitation of the Washington Avenue Bridge to accommodate light rail. The existing bridge carries pedestrian traffic on an upper deck and two roadway lanes in each direction on the lower deck. The CCLRT project proposes to replace one roadway lane in each direction with light rail.

Originally constructed in 1965, the Washington Avenue Bridge consists of six spans, totaling 1,131 feet in length and approximately 72 feet in width. The lower deck steel framing consists of dual girder-floorbeam-stringer type superstructures with independent reinforced concrete decks for each bound of traffic. The girders within the girder-floorbeam-stringer units are currently non-

composite welded variable-depth I-shaped plate girders and are classified as non-redundant and fracture-critical.

The evaluation of the structure included a non-destructive and destructive testing program of the existing steel to verify material properties and assess the resistance of the existing steel against fatigue and fracture. The rehabilitation design included the addition of four new longitudinal trusses within the existing four-girder superstructure supporting the lower deck of the bridge. The rehabilitation would also provide a new full-width concrete deck, composite with the existing girders and new trusses.

The recommended rehabilitation will convert the existing dual two-girder non-composite superstructure into a redundant eight-girder composite superstructure meeting current design requirement of AASHTO LRFD. Analysis of this complex structure was performed using GTStrudl finite element analysis software.

Minnesota Central Corridor Light Rail Transit Project



LocationTacoma, WA

OwnerState of Washington Office of the Attorney General800 5th Ave. Suite 2000Seattle, WA 98104-3188Deborah C ade, Assistant Attorney General360.753.6200

Project ManagerTracey [email protected]

Relevant Elements

� Design-Build

� Bridge Design

� Environmental Permits, Approvals, Compliance

Team MembersAECOM

� Tracey Mckenzie

FundingWSDOT/FHWA

Capital Costs$735m


The SR-16 Tacoma Narrows Bridge Project was the first public-private partnership design-build project in the state of Washington. It added 3.4 miles of roadway including a 5,400 foot new bridge from Jackson Avenue NW in Tacoma to 36th Street NW in Gig Harbor. It carries four 11-foot-wide lanes of eastbound traffic toward Tacoma. The left lane is a high-occupancy-vehicle (HOV) lane, the two center lanes are general purpose lanes open to all traffic, and the right lane is an “add/drop” lane that extends across the bridge to the Jackson Avenue exit. In addition, the bridge has a 10-foot right shoulder for disabled vehicles and a 10-foot barrier-separated bicycle/pedestrian lane. The project included a new bridge, retrofit of the existing bridge, utility relocation, roadway improvements, stormwater drainage, wetlands mitigation, and

marine resource/habitat mitigation. Continuous communication and agency coordination were critical elements to securing environmental approvals and permits in 12 months because the concept of design-build was an area of uncertainty for regulatory agencies. The combined efforts of the client and consultant team to educate regulatory agencies and provide them the assurances and information they needed to be able to issue permits with many performance based conditions proved to be very successful. The new Narrows bridge opened to traffic on July 16, 2007, four weeks early and under budget and is the first toll facility in western Washington in nearly two decades.

SR-16 Tacoma Narrows Bridge


Appendix C - Forms


Appendix C - Forms


Appendix C - Forms


Appendix C - Forms


Appendix C - Forms



Entity Name: AECOM Technical Services

Type of Entity: Corporation

Address: 10900 Northeast 8th Street, Suite 750 Bellevue, WA 98004

Names of Partners, Officers and

Stockholders who own 10 percent

or more of the shares: No individual owner or officer holds 10% or more shares in the corporation.

Form of Business (Corporation Partnership, Joint Venture: Corporation

State formed in (or to be formed in): California

Contact Person(s): Gavin Wong, PE




Role(s) (e.g., Company, Guarantor) Design Entity


Design Services, Construction and Design QA/QC, and Construction Inspection Services

Form 4


Appendix C - Forms



Entity Name: EIR Electric

Type of Entity: S Corporation

Address: PO Box 2408, Battle Ground WA 98604‐2408

2802 NE 65th Ave., Suite B, Vancouver, WA 98661

Names of Partners, officers and Stockholders who own 10 percent Or more of the shares: Denise Woodhouse 100% Shareholder

Form of Business (Corporation Partnership, Joint Venture: S Corporation


Contact Person(s): Denise Woodhouse

Voice Telephone Number: 360.687.5860

Fax Telephone Number: 360.484.3621


Role(s) (e.g., Company, Guarantor) subcontractor

Attach a brief summary of the services and responsibilities of each participating entity, limited to one page or less in length for each entity.

EIR Electric, a certified DBE subcontractor, will supply electrical construction services including labor and materials to install line voltage system, and apparatus, low voltage systems, controls and instrumentation and traffic control device installation and integration.

Form 4


Appendix C - Forms


Appendix C - Forms


Appendix C - Forms

Murray Morgan Bridge Rehabilitation May 5, 2010Design-Build Project Attachment CRequest for Qualifications Page 1 of 1PW 10-0128F

Murray Morgan Bridge RehabilitationDesign Build ProjectSOQ Submittal Form 7 – Organizational Conflict of Interest Disclosure and Avoidance/Neutralization Plan

This disclosure statement outlines potential organizational conflicts of interest, either real or apparent, whichas a result of activities or relationships with other persons or entities, such person or entity:

1. Is unable to potentially unable to render impartial assistance or advice to the City; or2. Is or might be otherwise impaired in its objectivity in performing the contract work; or3. Has an unfair competitive advantage.

Section 1 of this disclosure statement describes the potential Organizational Conflict of Interest. Section 2 ofthis disclosure statement describes the management plan for avoiding or neutral9izing the potentialOrganizational conflict or Interests described in Section 1. I acknowledge that the City may require revisions tothe management plan described in Section 2 of this disclosure statement prior to approving it, and the City hasthe right, in its sole discretion, to limit or prohibit involvement in the Project for the individuals or firms listed inSection 1 as a result of the potential c conflicts of interest.

Section 1a. Name of Person or Firm Potentially Conflicted

N/A

Section 1b. Project Name and Scope of Work That May Create Conflict of Interest

N/A

Section 2. Plan for Managing Potential Conflicts or Interest

N/A

Signed _____________________________________________ Date June 8, 2010

Printed Name and Title: Steve Polechronis, Senior Vice President

Form 7

AECOM


Appendix C - Forms

EIR



QUIGG BROS., INC.

ACCIDENT PREVENTION SAFETY PLAN

TABLE OF CONTENTSSafety Objective ....................................................................Page 3

Safety Policy .........................................................................Page 4

Safety Organizational Chart ...................................................Page 5

Safety and Health Committee ................................................Page 6

Employee Responsibility .......................................................Page 7

Employee Safety Orientation Checklist .................................Page 8

General Safety Rules .............................................................Page 9

Safety Education and Training ..............................................Page 10

Safety Meetings .....................................................................Page 11

Safety Committee Meetings ...................................................Page 12

Safety Inspections ..................................................................Page 13

Record Keeping/Posting Requirements .................................Page 14

Subcontractor Compliance .....................................................Page 15

Subcontractor Safety Questionnaire ......................................Page 16

Weekly Safety Jobsite Inspection Checklist ..........................Pages 17-20

Accident Investigation and Near Misses ...............................Page 21

Accident Follow Up ...............................................................Page 22

Accident Report .....................................................................Page 23

Drug & Alcohol Policy ..........................................................Page 24

Disciplinary Action Plan ........................................................Page 25

Medical and First Aid ...........................................................Page 26

Personal Protective Equipment ..............................................Pages 27-28

Fire Protection ........................................................................Pages 29-30

Hazardous Materials ..............................................................Page 31



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Marine Construction Safety ...................................................Page 32

Trenching and Shoring ...........................................................Page 32

Welding and Cutting ..............................................................Page 33

Ladders ...................................................................................Page 34

Scaffolding, Barricades, Floors and Wall Openings ..............Pages 34-35

Fall Protection Plan ................................................................Pages 36-38

SAFETY OBJECTIVE

The objective of this Safety Program is to develop safety awareness among all employees of this company. The scope of work brings all of us into contact with severe hazards and with multiple opportunities for personal injuries and property damage which require all employees to conduct their operations carefully. We are concerned with protecting everyone’s safety and health and are committed to comply with State and Federal safety requirements.

This program is to aid and assist all employees in the understanding and execution of safe practice and the development of safe working habits.

We are confident that with this safety undertaking, much will be accomplished in preventing an/or reducing injuries and damage to personnel, property and equipment. By reducing accidents, we also benefit by reducing insurance premiums and time loss and increase productivity by which we all benefit in many ways.

Recognize that despite every effort the company makes, the basic responsibility for employee health and safety rests with the individual. It is a condition of employment for all employees to conduct their work in a safe and healthful manner



3

SAFETY POLICY

The management of Quigg Bros., Inc. believes that accident prevention is a function of management.

All levels of management are responsible for and shall be held accountable for the control of accidents to:

A. Prevent injury to all employees B. Maintain the health of all employees C. Protect the public from injury. D. Prevent damage to company property and equipment. E. Prevent damage to the property of others. F. Comply with Federal, State and Local health and safety statutes.

We are a member of the Associated General Contractors (AGC) of Washington. This entitles our company to use the professional services of the AGC Safety Department. For assistance on problems relating to safety, call 800-562-2868.

The company demands that each employee cooperates in every respect with the company’s Safety and Loss Control Program to ensure personal safety and the safety of fellow workers.



5

QUIGG BROS., INC.SAFETY ORGANIZATIONAL CHART

John Quigg

President

Frank SchererSafety Director

ProjectSuperintendent

Pilebuck Earthwork Carpenter Marine Foreman Foreman Foreman Foreman



6

SAFETY AND HEALTH COMMITTEE

The Health and Safety Committee shall consist of one member of management and a cross section of supervisors and field employees from the various job locations.

The goal of the Safety Committee is to study and recommend reasonable methods for preventing on-the-job injuries and accidents. To accomplish this goal, all employees are encouraged to discuss recognized hazards, industrial injuries, near miss and other safety related subjects during Safety Meetings. Safety Meetings will be held weekly and written minutes will be forwarded to the Safety Committee.

The Safety Committee will review Supervisor Crew reports, accident reports, accident prevention suggestions, L&I claims and citations (if any). Minutes of the meetings will be retained by the Employer for one year and made available for review by personnel from the Department of Labor and Industries, upon request.

EMPLOYEE RESPONSIBILITY

1. Report all on the job injuries promptly to the Foreman, Superintendent, or other responsible company representatives.

2. Report all equipment damage to your supervisor immediately and fill out work order.

3. Don’t take chances - use your personal protective equipment as directed.

4. Follow instructions - ask questions or your supervisor when in doubt about any phase of your operation.

5. Observe and comply with all safety signs and regulations.

6. Report all unsafe conditions or situations that are potentially hazardous, to your foreman, the superintendent or any other responsible representative.

7. Operate only equipment that you are qualified to operate. When in doubt, ask you supervisor.

8. Attend weekly safety meetings.

The most important part of this program is the individual employee - YOU! Without your cooperation the most stringent program will be ineffective. Protect yourself and your fellow workers by following the rules and regulations. REMEMBER: Work safely so you can go home to your family -- they need you.

EMPLOYEE SAFETY ORIENTATION CHECKLIST



7

Employee____________________________________ Date:________________________

______1. Explain company programs

A. Orientation B. On the job training C. Safety meetings (weekly) D. Accident investigation and reporting E. Disciplinary action procedures F. Payroll/pension/medical

_____2. Personal protective equipment required

_____3. Line of communication and responsibility

_____4. General overview of operation, procedures, methods and hazards as they relate to the specific job and duties.

_____5. Provide employee with access to a copy of the company safety program together with company drug policy.

_____6. First Aid supplies, equipment and training

_____7. Emergency plan

_____8. Report of injuries, to whom, how and when

_____9. Serious consequences of horseplay, fighting and inattention

____10. Promptly report all accidents, injuries and/or near misses and how to fill out required accident report forms

New Employee ___________________________________________ Signature

Company Representative____________________________________ Signature



8

GENERAL SAFETY RULES

1. Minor injuries - Report every injury, no matter how slight, to your immediate supervisor.

2. Clothing - Wear clothing appropriate for the job you are performing. Do not wear clothing which could be caught in machinery and cause an accident. Shirts must have sleeves of at least three inches. Body, tank top or muscle shirts are not allowed.

3. Smoking - Smoke only in approved areas

4. Pedestrian Safety - Walk on the side of the road so as to face the flow of traffic, unless otherwise instructed. Do not walk through operating areas, buildings, or restricted areas.

5. Housekeeping - Keep your work area clean and free of hazards.

SAFETY EDUCATION AND TRAINING - ORIENTATION AND HAZCOM

Safety training and education are keys to QUIGG BROS., INC.’s excellent safety performance. Each employee is expected to learn safety procedures and awareness through the following training programs and educational techniques:

Injury and illness prevention program

1. New Hire Safety Orientation

2. Jobsite Hazard Recognition

3. Weekly/Daily Toolbox Meetings

4. Craft Task Training

5. Project Bulletin Boards

Elective training in such areas as Rigging, First-Aid, and CPR are offered periodically.

Be sure to sign in at all training and safety meetings to assure you are credited with safety training received.

SAFETY MEETINGS



9

QUIGG BROS., INC. Uses meetings to reinforce safety, and encourages employee participation. There are safety meetings at each jobsite:

1. Supervisors Safety Meeting - Each week all jobsite supervisors, foremen through superintendents, meet to discuss management of safety on the project. If you are involved in this meeting, recognize it as a major responsibility of your position.

2. Toolbox Safety Meeting - Each foreman holds a toolbox safety meeting weekly or daily. Employees are encouraged to ask questions, offer suggestions, and air concerns regarding safety on the project.

SAFETY COMMITTEE MEETING



10

Date___________________

Employees Attending:

-------------------------------------- ------------------------------------ --------------------------

-------------------------------------- ------------------------------------ --------------------------

-------------------------------------- ------------------------------------ --------------------------

-------------------------------------- ------------------------------------ --------------------------

-------------------------------------- ------------------------------------ --------------------------

-------------------------------------- ------------------------------------ --------------------------

-------------------------------------- ------------------------------------ --------------------------

-------------------------------------- ------------------------------------ --------------------------

Topic of Meeting: _________________________________________________________

Comments or Recommendations: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Safety Topic for next meeting _______________________________________________

Date of next meeting ______________________________________________________

SAFETY INSPECTIONS

A. General Company Inspections



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Individuals selected by the Safety Committee shall conduct jobsite The purpose of identifying and eliminating unsafe conditions or practices. Such inspections will be conducted on a weekly basis. Any unsafe conditions and/or unsafe practices of employees will be corrected immediately. Any employee who continues to work in an unsafe manner will be subject for appropriate disciplinary action.

B. Government Inspections

Recognizing that compliance with State and Federal Safety Regulations is an established part of the accident prevention plan this company shall endeavor to comply with all such regulations. Since there may be differences in the interpretation of such standards as well as possible misunderstanding of the industry practices, the company will initiate the following procedures when there is a State or Federal Safety inspection. The overall goal is to reduce the probability of error or misinterpretation, in and effort to reduce accidents. 1. When notified of an inspection

A. Ask the inspector the reason for the inspection.

2. During the inspection A. Job supervisor should accompany the inspector during the inspection.

3. After the inspection A. When you have received the final typed citation and notice (if any) post on (1) set at the jobsite and forward one copy to the safety officer with a recommendation to appeal or pay applicable charge.

RECORDKEEPING AND POSTING REQUIREMENTS



12

In accordance with State regulations and the need to monitor the safety activities of this company, the following information will be maintained at the office.

1. Supervisor’s accident report 2. Labor & Industries accident report 3. OSHA Form 200 4. Safety meeting minutes 5. Special safety inspections 6. Special training program

All records will be accessible at all times for review by a state safety inspector and for use in an evaluation of company safety activities and performance.

In accordance with WAC 296-155-115 a company shall post the following articles at the job site offices.

1. Safety bulletins 2. Newsletters 3. Posters 4. Accident statistics 5. All other safety educational material

SUBCONTRACTOR COMPLIANCE



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1. All subcontractors working on a project shall receive a copy of this general safety plan.

2. All subcontractors shall assign a permanent representative to the project safety committee who shall have the authority to speak for the subcontractor in all matters regarding accident prevention or safety and health issues.

3. All subcontractors shall attend the weekly safety meetings at the job site, in a specified location to be later determined.

4. All subcontractors shall fill out safety questionnaire and submit copy of their safety program to QUIGG BROS., INC. Safety Director.

SUBCONTRACTOR’S SAFETY QUESTIONNAIRE

Name of Subcontractor: ________________________________________________________________

Project: ______________________________________Date:____________________



14

1. List your firm’s workers’ compensation Interstate Experience Modification Rate for the three most recent years Year___________ Modification Rate_____________ Year___________ Modification Rate_____________ Year___________ Modification Rate_____________

2. Please use your last year’s OSHA No. 200 Log to fill in: (Attach a copy of last year’s OSHA 200 Log) (a) Number of lost workday cases_______________ (b) Number of fatalities_______________________

3. Employee staff hours worked last year______________

4. Do you conduct project safety inspections?

Yes __________No _________If yes, how often?____________________________________

5. List key personnel planned for this project. Please list safety responsible person and his/her experience: ___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

6. Do you have a written Safety Program? Yes _____No _____

7. Do you have an orientation program for new hires? Yes____ No____

8. Do you have a program for newly hired or promoted foreman? Yes____ No____

9. Do you hold craft “toolbox” safety meetings? Yes ____ No____

How often? Weekly ____ Biweekly ____ Monthly ____ Less often, as needed____

Signature ______________________________

WEEKLY SAFETY JOBSITE INSPECTION CHECKLIST

Project:________________________________________ Date:________________________________

Project Manager ______________________________ Job Number __________________________



15

GOOD HOUSEKEEPING (G)GENERAL/(S)SERIOUS Scrap materials and rubbish picked up (G) Sufficient trash barrels (G) Surplus materials returned to stockpile (G) Oily rags in approved metal containers (G) Spilled liquids wiped up immediately Dry shack(s) clean (G) Toilets, wash facilities clean (G)

PERSONNEL PROTECTIVE EQUIPMENT (G)GENERAL/(S)SERIOUS Personnel wearing proper footwear (G) Personnel wearing hard hats (G) Personnel wearing safety glasses (G) Personnel wearing hearing protection when posted and confirmed by a noise meter (G) Personnel wearing proper face and double eye protection (S) Personnel wearing chaps when operating chain saws (G) Personnel wearing proper respiratory equipment (G) Respiratory equipment properly cleaned/disinfected prior to issue to another employee (G) Personnel wearing respiratory equipment are clean shaven (G)

FIRE PROTECTION AND PREVENTION (G)GENERAL/(S)SERIOUS Flammable and combustible liquids stored in approved properly labeled safety containers (S) Fire extinguisher are placed at exits and 100 foot intervals within the construction area (G) All fire extinguisher are properly certified (G) Firewatch is posted for overhead welding and burning (S) Combustible materials are covered or moved when welding or cutting (S) Combustible gas indicator tests are made in enclosed space prior to welding or cutting (S) Use of open fire is prohibited (S)

MATERIAL HANDLING AND STORAGE (G)GENERAL/(S)SERIOUS All materials properly stacked to prevent falling or sliding (G) Stored materials do not block building exits (G) Pipe and conduit stored in racks or stacked and blocked to prevent movement (G) Protruding nails are bent or removed when striping forms or uncrating material (G) Drop area barricades for materials dropped from an elevation of less than 20 ft.(G) Chute and drop area barricades for materials dropped from an elevation of 20 ft or more (G)

RIGGING EQUIPMENT AND SIGNALING (G)GENERAL/(S)SERIOUS Slings and chokers stored in proper (covered ) location (G) All frayed or kinked wire slings are removed from service (G) All nylon slings with frayed or torn outer covering are removed from service (G) Protruding ends of strands in splices on slings are covered or blunted (G) U-bolts are applied so that the “U” section is in contact with the dead end of the rope (G)



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HAND AND PORTABLE POWER TOOLS (G)GENERAL/(S)SERIOUS Daily tool inspection to ensure proper working order (G) Damaged or defective tools are returned to tool room immediately for repair or disposal (G) Power saws and grinders have proper guards in place at all times (S) Power tools are never lowered or hoisted by the end of power cord or air hose (G) Power cord and air hoses are kept clear of walkways and off stairs and ladders (G) Portable electric tools are properly grounded (S) Electric cords, cables, air hoses are covered or elevated to prevent damage/trip hazards (G) Steel wire is not used for hang cords or leads (G) Approved safety check valve installed at manifold outlet of each pneumatic tool supply line (S) All pneumatic hose connections are securely fastened (G) Employees without valid credentials are not permitted to use powder actuated tools (S) All electric tools are checked and marked for continuity (G)

GRINDING WHEELS (G)GENERAL/(S)SERIOUS Double eye protection is always in use when operating grinders (S) The tongue (work rest) is consistently 1/8 inch from the wheel periphery on bench grinders (G) Grinding wheel within limits (as specified in the operation manual) (G) Safety guards are in place at each wheel (G)

SCAFFOLDING (G)GENERAL/(S)SERIOUS Each scaffolding is inspected/approved by supervisor prior to use and after alteration (G) Toprails, midrails, and toeboards installed on open sides of scaffolding over 4 ft high (S) Proper access ladders are provided on all scaffolding (S) All 2x lumber scaffold planks are cleated on both ends (S) Adequate mud sills are provided and capable of withstanding intended loads (S) Scaffolds 26 ft (or higher) and 30 ft long (or longer) are tied off to the building (S) Scaffold loads do not exceed ¼ of their rated capacity (S) Barrels, boxes, and kegs are not being used as work platforms (S) 1/2” wire mesh installed between toeboards & top rail where workers may pass under scaffolding (G) Rolling scaffold do not exceed four times the minimum base dimension (S) Straight ladders which extend to 36” above landing are tied off (S) All step ladders are classified as Type 1 (G) Step ladders are not being used as straight ladders (G) Workers using ladders over 5 ft in height are not using higher than the third step (S) Workers always face ladders when ascending or descending (G) All straight ladders are equipped with safety shoes and are secured at top and bottom (G) All straight ladders are set at a ratio of 1:4(G)

CRANES, HOISTS, MOTOR VEHICLES & HEAVY EQUIPMENT (G)GENERAL/(S)SERIOUS

All cranes, hoists, motor vehicles, & heavy equipment are inspected prior to use on each shift (G) Rated load capacity charts are posted in all cranes and hoists (G) Standard hand signals are posted on all cranes (G) Accessible areas within the swing radius of all cranes are barricaded (S) A regularly inspected 5 LB fire extinguisher is located in the cab of each crane (G)



17

A designated worker will assist in crane operations where the operators vision is obstructed (S) Intensive monthly crane inspections are completed and logged (G) Riding in truck-beds is prohibited (G) All vehicles with obstructed rear-views have back-up alarms properly installed (G) All workers authorized to operate machinery have a valid driver’s license (G)

WELDING AND BURNING OPERATIONS (G)GENERAL/(S)SERIOUS All welding and cutting work areas are free of combustible material (G) Fire extinguishers are accessible to welding and burning work areas (S) Workers are using proper eye protection with suitable filter lenses for welding operations (S) All workers are protected from arc rays by screens and/or eye protections (S) All welding machines are checked for proper grounding (S) Torches are lit only with spark ignitors, not lighters or matches (G) Workers are wearing proper hand protection when performing burning or welding operations (G) All cylinders have protective caps in place while not in use (G)

FLAMMABLE AND COMBUSTIBLE LIQUIDS (G)GENERAL/(S)SERIOUS Flammable & combustible liquids are stored in properly labeled approved metal safety containers (S) Storage areas are free of combustible materials (G) A 20 lb fire extinguisher is located within 25 ft of all flammable liquid storage areas (G) “NO SMOKING” signs are posted around flammable liquid storage areas (G)

CHEMICALS (G)GENERAL/(S)SERIOUS MSDS sheets are on file for all chemicals used on the project (G) All chemicals are stored in accordance with manufacturers recommendations (G) All chemical containers are tightly closed when stored (G) Workers wear proper protective clothing when handling chemicals (G) Workers handling chemicals are trained in the use of chemicals - including first aid treatment (G) Guidelines for storage and disposal of waste chemicals are followed (G) Fire extinguishers are located in chemical storage areas (G)

ELECTRICAL (G)GENERAL/(S)SERIOUS All electrical tools and equipment are inspected for proper grounding (G) Defective electrical tools are immediately returned to the tool room for repair or disposal (G) Temporary electrical cords are covered or elevated to eliminate damage and trip hazards (S) Broken and/or burned-out bulbs are replaced immediately (G) All energized electrical panels have covers in place (S) Hazardous electrical areas are barricaded and warning signs are posted (S)

EXCAVATION AND TRENCHES (G)GENERAL/(S)SERIOUS Excavated materials are placed 2 ft or more from the excavation site (S) Trenches four feet deep or more are shored back to angle of repose (S) Materials used for sheeting/shoring are in good condition and of adequate dimension (S) Safe access/egress is provided into all excavation by means of ladders, stairs, or ramps(S) Ladders are placed not more than 26 ft apart in trenches over four feet deep (S)



18

CONFINED ENTRY (G)GENERAL/(S)SERIOUS Air quality tests are taken prior to entry into confined spaces (S) All moving machinery is locked out prior to entry into a vessel or tank (S) An attendant will be posted at the entry of each confined space for assistance/emergency (S) A written log of confined entries is maintained (S)

UNSAFE PRACTICES TO WATCH FOR (G)GENERAL/(S)SERIOUS Personnel working under suspended loads (S) Excessive speed of vehicles on site (G) Personnel engaged in horseplay (G)

ADMINISTRATIVE PROCEDURES (G)GENERAL/(S)SERIOUS Sites have proper quantities of: first aid kits, stretchers, blankets, and pillows (G) Project has bulletin boards which are updated regularly (G) Emergency telephone numbers are posted at each telephone (G) All supervisors have valid First Aid/CPR cards (G) OSHA 200 form is maintained (G) All posting requirements are met (G) Toolbox meetings are being conducted regularly and notes are filed chronologically (G) Site layout for fire extinguishers are maintained on file and posted (G) Subcontractor summary current and complete (G) Safety violation notices are utilized and properly logged (G) Daily inspections are performed and filed chronologically (G)

ACCIDENT INVESTIGATION & NEAR MISSES

It is paramount that all employees report all personal injuries and property damage to their supervisors immediately. The following is a set of guidelines to assist selected personnel in conducting investigations of the job injuries. Such investigations are necessary and significant.

If an accident happens, a “Supervisor’s Report of an Accident” should be filled out in detail by the immediate supervisor of the injured employee. It is recommended that the injured employee should participate in completion of this form



19

If the Supervisor has any reason to believe the injury is not valid or the employee is observed in activities that are not compatible to the type of injury sustained, additional comments should be made on the Supervisor’s report of the accident.

Accident details requiring special attention during the investigation are as follows:

A. Verification of how the accident happened B. Identify the witnesses, if any C. The date the injury was reported D. The date the injury happened.

In case of a fatality or serious injury involving more than one employee, the supervisor will notify the Department of Labor and Industries within 24 hours.

Any near misses will be investigated the same as a accident, following same guidelines.

ACCIDENT FOLLOW UP

Accurate and complete information is necessary for proper claims management. Each section of the Labor and Industries accident form will be studied to determine:

A. The type of injury.

B. Where it occurred.

C. How it occurred.

D. To whom the accident was reported

E. The doctor’s diagnosis and estimated time loss, if any.

F. If this is a pre-existing disease or if claimant has had a previous injury and is under another claim with the department.

G. Any discrepancies between the injured person’s report of the accident to the company and to the physician.

The Supervisor’s report of the accident is studied to determine:

A. The viewpoint of the Supervisor.

B. Exactly how it happened and where.

C. Witnesses to the accident.

D. Statement made by the injured person, if any.



20

E. How to prevent this from happening in the future.

Quigg Bros., Inc. P.O. Box 1707

Aberdeen, WA 98520 360-533-1530 * Fax 360-532-3449

Supervisor’s/Foreman’s Report of Accident - Property and Equipment Claims Only

Date of incident: _________________________Time of Incident: ______________________________

Location of Incident: __________________________________________________________________

Employee(s) Involved: _________________________________________________________________



21

Outside Party(s) Involved: ______________________________________________________________

QBI Equipment Involved: ______________________________________________________________

____________________________________________________________________________________

Description of Damage/Loss: ____________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________

Estimated Dollar Amount of Damage:____________________________________

Other Comments: _____________________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________

Damage/Loss Reported By:______________________________________________________________

***********************************Office Use only************************************

Insurance Claim? Yes____ No ____ Under Deductible______________________________________

Date Submitted to Insurance if applicable __________________________________________________ Safety Committee Review: Date: _________________ Comments:___________________________

___________________________________________________________________________________

DRUG AND ALCOHOL POLICY

The company has a vital interest in maintaining safe, healthful and efficient working conditions for its employees. Being under the influence of a drug or alcohol on the job may impair the user’s performance on the job and pose serious safety and health risks not only to the user but to all those who work with the user. The possession, use or sale of an illegal drug or alcohol in the workplace creates an unacceptable risk to safe, healthful and efficient operations.

The Company recognizes that its own health and future are dependent on the physical and psychological health of its employees. Accordingly, it is the right, obligation and intent of the Company to maintain a safe, healthful and efficient working environment for all of its employees and to protect Company property, equipment and operations.



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With these basic objectives in mind the Company has established a policy with regard to use, possession or sale of alcohol or drugs. No person shall be under the influence, use, or have in their possession, intoxicants or drugs, while working on the jobsite.

Each employee will receive a copy of the complete QUIGG BROS., INC. Drug and Alcohol Policy on date of hire.

DISCIPLINARY ACTION POLICY

The success of the QUIGG BROS., INC. Safety Program is, to a large extent, dependent upon employee cooperation and strict compliance with established safety rules and regulations.

If an employee engages in any unsafe work practices and/or violates known and accepted safety practices, rules or laws, he or she is subject to immediate removal from the project by unpaid suspension or permanent dismissal, with or without written or verbal warning statement, at the discretion of management.

HORSEPLAYFighting, pushing or shoving in fun or anger, gambling, possession of firearms or weapons, and possession, use of or being under the influence of, illegal drugs or alcohol, as well as other unsafe actions, may result in immediate termination of employment.

MEDICAL AND FIRST AID

Reporting of Injuries - If you are involved in an accident or are injured on the job, be sure to report it to your immediate supervisor. Your immediate supervisor will arrange for the appropriate level of first aid or medical care, if required. You should obtain a signed physician’s release form to present to your immediate supervisor upon returning to work. Failure to comply with these policies may be cause for termination and may result in the denial of Workers’ Compensation Benefits. If you are involved in a motor vehicle accident while on company business, whether on or off the jobsite, you must report it immediately to your supervisor and complete the Equipment Incident/Accident Investigation Report. That report must be given to your supervisor within 24 hours of the accident.

First Aid - QUIGG BROS., INC. projects maintain a well-supplied first aid station in compliance with State and Federal standards. At all jobsites, a person trained in First Aid/CPR or an EMT will administer to minor injuries.

Medical Services - All jobsites arrange for emergency transportation, physician care and hospital services in the event of an injury which requires care beyond jobsite-administered first aid.

PERSONAL PROTECTIVE EQUIPMENT



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Hard hats and approved footwear, are required of QUIGG BROS., INC. Employees at all times. In addition, hearing protection, fall protection, respiratory, and the personal protective devices and clothing are part of the construction worker’s equipment and must be used when necessary to perform your job in a safe and healthy manner.

Personal Safety Equipment - A hard hat must be worn at all times. Approved safety glasses with side shields must be worn by all employees when working in eye hazard areas. Approved QUIGG BROS., INC. footwear is required on all jobsites. A six inch high boot top is recommended to prevent twists and sprains. A safety belt or harness with lanyard must be worn and used whenever an employee is working in elevated areas not protected from falls. Hearing protection is required in designated high-noise areas.Respiratory protection is required on special jobs.

Clothing

All clothing must comply with good general work and safety practices. Do not wear clothing that could get caught in machinery or otherwise cause an accident, i.e. loose clothing, baggy shirts, dragging pants.In some cases, long sleeves will be allowed.

Head

During work hours, employees will wear QUIGG BROS., INC. Hard hats, with the QUIGG BROS., INC. Logo and the employee’s name in 1/3 inch letters (except office). All hard hats will meet ANSI Z891.1-1971 and ANSI Z89.2-1971 standards. If your hard hat becomes damaged, notify your supervisor.

Hair must be contained in such a manner that it will not cause a hazard or become caught in moving machinery.

Eye Protection

Safety glasses with side shields meeting ANSI standard Z87.1 must be worn by all employees during work hours in all work areas where appropriate (except offices). Additional eye and face protection such as chemical splash goggle, face shields, and welding shields may be required when engaged in work such as: welding, burning, grinding, shipping; handling chemicals, corrosive liquids, or molten material; drilling, driving nails, pouring concrete.

Welding Eye Safety

Welders must use filter lenses of not less than a No. 9 shade. Welders’ helpers and all employees working in the vicinity of arc welding should not look directly at the welding process and must use approved eye protection.

Gas welding and burning requires the use of a filter lens of not less than a No. 3 shade.



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Laser Eye Safety

Employees using lasers will take all necessary precautions, including the use of special laser safety goggles of suitable density to protect the employee from the laser beam being used. All laser goggles must be marked showing the visible light transmission, the laser wavelength the goggles are designed to protect against, and the optical density.

Precautions for eye care: 1. Always report all eye injuries and suspected foreign material in your eyes to your supervisor immediately. Do not try to remove foreign mater yourself. 2. Keep hands away from eyes. . Don’t rub you eye when you feel something in it. 4. Know the location of eyewash stations and flood eyes with water if you feel foreign matter in your eyes.

Face and Neck

Face shields must be worn when: Grinding and chipping, using power saws on certain types of materials, working with molten lead, tar pots, and other molten materials, working with chemicals, acids, and corrosive liquids. Arc welding can cause burns similar to severe sunburn. Keep your neck and face suitably protected.

HEARING PROTECTION

Approved hearing protection must be worn as required in all posted areas and anytime while working with or around high-noise producing machines, tools, and equipment. PROTECT YOUR HEARING-USE HEARING PROTECTION WHENEVER YOU HAVE TO TALK ABOVE NORMAL LEVELS!

Ear Protection

When working with or around grinders, use ear plugs to prevent hot grinding slag from entering the ear canal.

Fingers and Hands

Gloves

Suitable gloves should be worn when handling materials and equipment. Leather or canvas gloves should be worn for most normal construction applications. Plastic, vinyl, or rubber coated gloves are to be used for special types of work (i.e., solvents, chemicals).

FIRE PROTECTION



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As construction progresses, fire hazard conditions constantly change. Accumulation of wooden forms, scaffolding, scrap lumber, packing, materials, paper wrapping and other refuse appear at new locations daily. In addition, many ignition sources are present, such as cutting and welding, temporary heaters, and lighting. Employees are expected to practice fire prevention in their work procedures, including keeping work areas clear of combustibles, controlling sources of ignition, and knowing how to use fire suppression equipment.

Extinguishers

Know the location of the nearest fire extinguisher and how to operate it. Know the type of fire on which it should be used. Check the label. Know the capacity of the fire extinguisher, and how big a fire it can handle. Fire extinguishers of the proper size and type are to be within 25 feet of each open-flame (cutting, welding, burning) operation you perform. Return extinguishers to the warehouse promptly after use.

QUIGG BROS., INC. has a fire extinguisher inspection program on each jobsite, requiring inspection tags, seals, and a monthly inspection of each fire extinguisher. If you see a discharged fire extinguisher, return it to the warehouse and notify your supervisor.

Combustibles

Combustible material must be kept away from all ignition sources, including steam lines, radiators, heaters, and hot process and service lines. Combustible material under or near welding and burning operations must be moved a safe distance away or covered with fire-retardant material (fire blanket). Where this is not possible, all sparks and slag must be contained by an approved spark containment system.

Refueling

Portable power equipment (generators, welders) must not be refueled while running or hot. When refueling fro a fuel truck, attach the ground wire to a bare metal surface on the equipment being refueled.

Smoking

Smoke in approved areas only. Discard butts in approved container, never in waste baskets, trash cans, or on the ground.

Flammables

Store flammables in properly labeled containers and in designated areas. Keep flammables away from smoking, welding, burning, or other ignition sources. Flammable liquids must be stored in containers specifically designed for flammable liquid storage. Do not use flammable liquids until instructed in their use. The following materials are some of the flammable materials you may encounter on the job:



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Petroleum fuels, solvents, thinners, degreasers, protective coatings, caustics, acids. Spraying the above liquids may increase the concentration of vapors and fumes, creating potential fire and explosion hazards. Make sure you receive instructions from your supervisor before proceeding. Read the instructions and Material Safety Data Sheet before using any chemical. Always label all containers holding or transporting flammable or toxic materials.

Hazard Communications

Every project has specific hazards, such as exposures to various chemicals used on the jobsite, excavations, and elevated work. Through safe work practices, use of personal protective equipment, elimination of jobsite hazards, and proper training, the risks associated with construction jobsite hazards may be greatly reduced. Each employee will receive information and training concerning jobsite hazards and how to safely accomplish their work assignments. This training will include, but not be limited to: An explanation of the Federal OSHA Hazard Communications Standard; an explanation of the project Hazard Communication Plan and its location; location of jobsite hazards and how to protect each employee from injury; a description of the jobsite chemical and flammable material labeling system; an explanation of Material Safety Data Sheets, how to read and use them, and where they are located on the jobsite. QUIGG BROS., INC. evaluates and monitors hazards on each jobsite continuously to prevent exposure of employees to injury. If you have a safety concern, or wish additional information concerning hazards in your workplace, you are encouraged to ask your jobsite supervision for the information.

HAZARDOUS MATERIALS

Hazardous materials are those which may cause injury or illness to an employee. Hazards are generally classified as: Flammability, those materials which, when combined with an ignition source and a supply of oxygen, may burn or explode (example: gasoline). Health Hazard, exposure above certain concentrations may lead to adverse health effects (example: asbestos). Reactivity, Exposure of certain materials to air or heat, or in combination with other materials, may lead to violent reactions, creating heat, explosion, or toxic by products, (example: mixing strong acids with water.) Radiation, some materials emit radiation which may cause injury or illness. (Example: x-ray weld testing equipment.) Hazardous materials may be found almost anywhere, and great care should be taken to identify and label these on the jobsite. Corrosive Liquids: do not store, handle, apply or use acids or caustics unless your supervisor has given you detailed instruction, safety precautions, and proper personal protective equipment. When disconnecting flanges, expect to encounter corrosive liquid and protect yourself accordingly. When required, use acid coat, hood, boots, gloves and respirator. Barricade hazardous areas. Have supplies of water and chemical neutralizer available. When diluting acid, pour acid into the water. NEVER pour water into the acid. Dispose of chemically soaked material in the proper container.

Radioactive Material

Keep clear of all radioactive material and areas where work is being done with radioactive material. These areas will be barricaded and posted with radiation hazard signs. A permit must be approved prior to bringing radioactive sources onto a site.

ALL CONTAINERS OF HAZARDOUS MATERIAL AND HAZARDOUS WASTE MUST BE CLEARLY AND PROPERLY IDENTIFIED AS TO CONTENTS.



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MARINE CONSTRUCTION SAFETY

In addition to the foregoing safety guidelines, when working around or over water the following safety requirements must be followed: Coast Guard approved life jackets must be worn when you are working over water unless you are properly secured with a safety belt/harness and life line. Catwalks or platforms at least 20 inches wide with approved guard rails should be used when you are working over water that is more than four feet deep. When working over water where there is a chance of drowning or being swept away by the current, you must have a boat readily available. This should be equipped with at least one boat hook and ring buoy with attached rope. It is better to make an extra trip rather than overload a boat with people. All persons on boats and barges must wear life jackets. When working from barges, decks or skiffs, always have an approved life ring available. This should have at least 90 feet of good line attached. At least one skiff shall be immediately available at locations where employees are working over, or immediately adjacent to, water.

TRENCHING AND SHORING

All excavation work should be carefully planned by an experienced, competent person to consider hazards associated with the work. Barricade the entire area to alert pedestrians and vehicles. Provide access to a ramp or ladder every 25 feet. Dirt spoil must be placed at least two feet back from the excavation. Remember the following basic guidelines when excavating: Barricade excavations beforethe hole is opened. The five-foot rule. When over five feet deep, an excavation must be sloped, benched, or shored. Some states, as well as some clients, have set this level at Four Feet. Make sure your job is in compliance before you start. Check all excavation walls before each shift, and periodically as conditions change due to wind, rain, thaw, or changes in soil type. Shoring also must be checked before each shift and periodically as conditions change. If evidence of possible slumping or sliding is apparent, all work shall cease and employees shall not be allowed in the excavation until the necessary precautions have been taken to safeguard the employees. Be sure underground utilities have been identified prior to, and protected during, excavating operations. No one is allowed in an excavation when equipment is working next to the edge. Consult the full OSHA excavation standard.

WELDING AND CUTTING

Welding leads and burning hoses must be kept clear of passageways. All welding leads, grounds, clamps, welding machines, hoses, gauges, torches and cylinders are to be inspected each day before use, and periodically during the day as necessary. Check all fittings, couplings, and connections. Protect hoses and welding leads from damage. Flashback arresting valves are required to be installed on all fuel gas and oxygen cylinders. These flashback arresting valves shall be installed between the cylinder and the hose at the gauge; NOT AT THE TORCH HANDLE. Avoid breathing welding fumes. Certain materials when welded, as well as certain types of welding rods, produce toxic fumes. Discuss the hazards of these materials and how to avoid exposure with your supervisor. Use exhaust or blower systems when available or respiratory protection when necessary. Do not weld or burn on a closed vessel or tank that has held any liquid or chemical, until the vessel has been cleaned and you have reviewed your task with supervisors for safety concerns. Welding and burning permits are often required, especially inside plant operating areas. Before striking an arc or lighting a torch, check with your supervisor for permit requirements. Each welder is responsible for containing sparks and slag, and



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removing or protecting combustibles to prevent fire. An adequate dry chemical fire extinguisher must be within 25 feet of any welding, burning, cutting, or open flame operation. KNOW HOW TO OPERATE YOUR FIRE EXTINGUISHER.

Equipment Safety. You will be provided with equipment that is safe to use. It is your responsibility to inspect your equipment before each use, and use your equipment in a safe manner. If the equipment becomes defective in any way, notify your supervisor at once and tag out the equipment with a DANGER-DO NOT USE tag. Know the limitations and specifications of your equipment, and do not use the equipment for other than its intended purpose. No work may be done on equipment, belts, drives, conveyors, or vehicles while they are in operation unless approved by project management. They must be shut down, locked and tagged out, or otherwise immobilized.

LADDERS

Straight and extension ladders must be tied off. Stepladders must be fully opened and set level. Work facing the ladder with both feet on the rungs. Always face the ladder when climbing up or down. Inspect all ladders before use. Ladders must not be painted except for number purposes. Do not use ladders for skids, braces, workbenches, or for any purpose other than climbing. If it is necessary to place a ladder in or over a doorway, barricade the door and post warning signs. While climbing a ladder, do not carry anything that will prevent holding on with both hands. Use a handline to raise and lower materials and equipment. Keep both feet on ladder rungs, and do not reach out too far or place one foot on a structure or equipment. If you are working over six feet above a surface, you must wear a safety belt or harness and be tied off to a secure structure. Check with your supervisor. Ladders must be made of a material appropriate to the job. Non-conductive ladders are required for electric arc welding or when near electric lines or service. Metal ladders shall not be used in any area where there may be exposure to energized conductors. When not in service, return all ladders to the tool room or ladder rack.

Straight and Extension Ladders: Ladders must be set on a secure, solid base. They must be equipment with a tie-off rope and non -skid safety “feet” and be securely tied off. The top of the ladder must extend at least three feet beyond the supporting structure when the ladder is used as access to an elevated work area. After an extension ladder has been raised to the desired height, check to see that the safety dogs or latches are both fully engaged and that the extension rope is secured to a rung on the ladder base section. Extension ladders must be overlapped a minimum of three rungs. DO NOT TAKE EXTENSION LADDERS APART TO USE EITHER SECTION SEPARATELY.

Stepladders: Stepladders should always be fully opened and set level on all four feet, with spreaders locked in place. Do not use unfolded as a straight ladder. Do not stand on the top of a stepladder or place tools or material on the steps or platform. Coordinate your jobs and obtain specific safety assignments before using two-man stepladders. Tie off stepladders whenever possible.

SCAFFOLDING, BARRICADES, FLOORS AND WALL OPENINGS

Scaffolding Before starting work on a scaffold, inspect it to determine that handrails, toeboards, and decking are in place, that all wheels are locked and chocked, and that all pins are in place at each joint.Scaffold base should be level and on a secure footing. All scaffolding should be inspected by a supervisor before use. When working on any scaffold platform not equipped with standard guardrails and complete deck, personnel must wear safety belts or harnesses with the lanyard properly tied off. Do not change or remove scaffold members unless authorized by you supervisor.



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No one is allowed to ride on a rolling scaffold when it is being moved. Remove all tools and materials on the deck before moving. Do not climb on or work from a scaffold handrail, midrail, or brace member. Use a ladder to access all scaffolds. The erection of pole scaffolding exceeding 60 feet, and tube and coupler scaffolding exceeding 125 feet, above the baseplates shall be designed by a qualified engineer. Scaffolds must be tied off or stabilized with outriggers when the height is more than three times the smaller base dimension. Scaffolds must be tied off horizontally every 25 feet. Scaffold platforms shall be equipped with standard 42-inch high handrails rigidly secured and standard 21-inch midrail, completely decked with safety planking or manufactured scaffold decking, and rigidly secured 4” toeboards on all sides. Adjusting or leveling screwjacks may not be used on scaffolds equipped with wheels. Screwjacks may not be extended over 12 inches of thread. Rolling scaffolds may only be used on level, smooth surfaces, or the wheels may be contained in wooden or iron channel runners. Watch for overhead clearance when moving scaffolding. Do not alter any scaffold member by welding, burning, cutting, drilling, or bending. Secure all tools and materials so they will not fall from the scaffold platform. CHECK WITH YOUR SUPERVISOR FOR SAFE WORKING LOADS ON ALL SCAFFOLDS.

Patented Metal Scaffold Parts and section of scaffolding made by different manufacturers are not interchangeable.

Suspended Scaffolding Swinging stages, toothpick, boatswain (bos’n) chairs, floats, needlebeams, spyders, and powered scaffolding require special planning and approval by project management. Attach and secure the safety belt/harness lanyard before stepping onto this type of scaffold, and do not remove until clear of the scaffold. Tie off to an independent lifeline or building structure. Use one lifeline per person.

Barricades Barricades are required around most excavations, holes or openings in floor or roof areas, edges of roofs and elevated platforms, around certain types of overhead work, and wherever necessary to warn people against falling in, through, or off.

Use Anyone who makes a hole or opening is responsible for having it barricaded.

Erection Barricades are to be 42 inches high and square and level. Barricades should be in place before the hole is cut, extended as the work progresses, and returned to the storage rack or dismantled when no longer needed. Numerous excavations in one area may be barricaded effectively by erecting a barricade around an entire general area. Blinking lights must be used on road blocks after dark.

Types of Barricades. Warning barricades such as yellow and black tape on posts call your attention to a hazard but offer no physical protection. Protective barricades, such as wood post and rails, cable or chain, warn and provide physical protection from falling. They are to be capable of sustaining 200 lbs. of force without deflection.

Floors and Wall Openings. All holes or openings through floors, decks, or walls must be provided with hole covers or standard railings. Do not store material on hole covers. Stairway floor openings shall be guarded by standard railings and toeboards. All wall openings from which there is a drop of more than four feet shall be guarded. All open-sided floors or platforms six feet or more above adjacent floor or ground level shall be guarded by a standard railing or the equivalent.



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Placement. Hole covers must be identified by a sign, i.e. WARNING-TEMPORARY COVER. DO NOT REMOVE UNLESS AUTHORIZED. Covers must be secured to prevent slipping beyond the hole. Covers must completely cover the hole, and adequately extend beyond the edge of the hole.

Material. If one dimension of the hole is 18 inches or less, three-quarter plywood may be used; otherwise, two-inch lumber is required.

Quigg Bros., Inc.

PROJECT: ___________________________________ DATE: _______________________________________

FALL PROTECTION PLAN

A. Identify all fall hazards in the work area during construction.

1. Elevations of six (10) feet or greater A. Leading edges - Deck overhang ____________ B. Perimeter edge ____________ C. Elevator openings ____________ D. Stairway openings ____________ E. Vent, mechanical openings ____________ F. Open-sided floors - bottom deck forms ____________ G. Articulated snorkel lifts ____________



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H. Scaffolds - deck overhang ____________ I. Stairways ____________ J. Other (Explain) ____________

______________________________________________________ ______________________________________________________ ______________________________________________________ ______________________________________________________

B. Methods of fall arrest/restraint provided.

1. Elevations of six (10) feet or greater (leading edge, roof, etc.)

-Safety harness/lanyards ____________ -Safety belt/lanyards ____________ -Horizontal lines ____________ -Standard guardrails ____________

2. Deck/floor openings

-Standard guardrails ____________ -Other (explain) ____________

______________________________________________________ ______________________________________________________ ______________________________________________________

3. Handrails ____________ 4. Safety belt/harness ____________ 5. Guardrails & toeboards ____________ 6. Safety monitor system ____________ (Name of monitor) ___________________________ Monitor training as required

C. Employee training and instruction of fall protection systems. 1. Employees trained Yes____ (List) No ____ (Explain) _________________________________________________________ _________________________________________________________ _________________________________________________________

2. Documentation available of training received Yes_________ No__________

Location of documentation Job site __________ Office __________ Other __________



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D. Fall Protection system procedures 1. Assemble By whom (Explain) _________________________________________ _________________________________________________________

2. Maintenance of equipment or systems used By whom (Explain) As needed ________________________________________________ _________________________________________________________

3. Inspection of equipment or systems used Person(s) assigned: ______________________________________ ______________________________________ Date of inspections(s): ______________________________________ ______________________________________

Equipment or systems inspected (explain) ________________________________________________________ ________________________________________________________

4. Procedures for handling, storage and securing tools and materials -Describe how materials will be moved within jobsite ____Cranes ____Forklifts ____Other

Limit overhead hazards ____________ Material secured when placed in position ____________ Equipment secured when not in use ____________

5. Method(s) of providing overhead protection -Barricading (eliminating access) ____________ -Warning signs posted ____________ -Hard hats required ____________ -Toeboards installed around floor openings ____________ -Other (Explain) ______________________________________________________ ______________________________________________________ ______________________________________________________

E. Method for prompt, safe removal of injured worker

1. Initiate emergency medical system-911 ____________ 2. Utilize lift truck with personnel platform ____________ 3. Utilized articulated boom lift basket ____________ 4. Erect ladders ____________ 5. Use drop lines or retraction devise ____________



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6. Assist medical, fire or emergency response teams ____________ 7. Other (Explain) ______________________________________________________ ______________________________________________________ ______________________________________________________

F. Other safety measures, systems to be used to insure and establish an adequate Fall Protection Program.

1. Explain _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________ _______________________________________________________

Plan Filled Out By: ____________________________________________________ Date: ____________________________________________________