SPRING 2016 - hwybldr.comhwybldr.com/wp-content/uploads/2016/04/HBSPRING2016Mag.pdf · PUBLICATION PREPARATION – TriAd Marketing & Media 371 County Line Rd. W. • Westerville,

SPRING 2016VOLUME 95 • ISSUE 1

TQI Progress Report 10 We Build Futures 18 What does your post Act-89 workforce look like? 12

Constructing a SKILLED & DIVERSIFIED Workforce

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4 Spring 2016HIGHWAY BUILDER

Columns7 Executive Vice President Column Transportation Quality Initiative Seeks to Build Quality Workforce by Robert E. Latham, CAE APC Executive Vice President

26 Legal Examining A+BX Bidding by James W. Kutz, Esquire McNees, Wallace & Nurick LLC

31 Industry Briefs

SPRING 2016VOLUME 95 • ISSUE 1

Features8 Central PA Diversity Enhanced by PA Turnpike CEO Fellows Program for Diverse Groups by Myneca Y. Ojo, Director of Diversity and Inclusion, Pennsylvania Turnpike Commission

10 Leadership Group Seeks to Move TQI from the C-Suite to the Project

12 Hire, Train, Motivate, Retain APC Members Adapt to a Post-Act 89 Workforce by Jerry Marks, TriAd Marketing & Media

18 We Build Futures 19 Earn While You Learn by Michael P. Welsh, Council Representative, Keystone + Mountain + Lakes Regional Council of Carpenters

20 Connecting With Pennsylvania College of Technology by Marc E. Bridgens, Dean, School of Construction and Design Technologies, Pennsylvania College of Technology

24 Don’t Get Stuck in a Cubicle! Embrace a Career in Heavy and Highway Construction by Steven D. Columbus, Administrative Manager, Western Pennsylvania Operating Engineers, Joint Apprenticeship & Training Program

Highway Builder is published for the Associated Pennsylvania Constructors. Circulation covers highway and heavy constructors in Pennsylvania and surrounding states. Miscellaneous coverage throughout United States. Circulation also includes engineers, public officials, suppliers, equipment dealers, and others allied with the highway industry.

800 North Third Street • Harrisburg, PA 17102 phone: 717.238.2513 • fax: 717.238.5060

a shortage of skilled workers? How do we hold onto and grow our most valuable asset? APC members share their strategies for sustaining a well-trained and diversified workforce. Page 12


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EDITOR – Cynthia K. Sells [email protected] PUBLICATION PREPARATION – TriAd Marketing & Media371 County Line Rd. W. • Westerville, Ohio 43082Janine Robinson, Vice President of Creative Services LAYOUT & DESIGN – TriAd Marketing & Media ADVERTISING SALES – Mark Wolf 866.679.9340 or [email protected] PRINTER – Haman Midwest

OFFICIAL PUBLICATION OF THE ASSOCIATED PENNSYLVANIA CONSTRUCTORS

2016 Officers and Directors

PresidentCraig A. Hoogstraten

Vice PresidentMax J. Hempt

TreasurerCharles J. Niederriter

Executive Vice PresidentRobert E. Latham, CAE

DISTRICT VICE PRESIDENTSOwen J. McCormickMichael HawbakerJames R. ParsonsWayne M. SchugDominic P. GirondoRicke FosterMark S. EckmanS. Scott GrannasMichael A. PaloCharles J. NiederriterClayton Stahl

BOARD OF DIRECTORSGreg Andricos Steven M. BussanmasMatthew CummingsPaul I. Detwiler, III Michael J. Driscoll, Jr.Mark S. EckmanBarry A. Epley Ricke C. Foster Michael B. Glezer S. Scott Grannas Michael HawbakerMax J. HemptAlbert HoffmanCraig A. HoogstratenBruce G. HottleKevin L. Johnson John R. Kibblehouse, Jr.Patrick A. KinsleyJeffrey C. Lamb Robert E. LathamThomas E. LawsonKevin LoftusDennis A. Luzier Joseph M. Martosella, Jr.Owen J. McCormickGeorge E. MezeyJohn M. MillsSeth Myers Charles J. NiederriterWilliam J. O’ConnorJames R. ParsonsDavid Patterson

Frank Piedimonte Scott L. Rocuskie Mark W. SchugMatthew R. ShorbMark SnyderClayton StahlRobert N. Striewig, Jr. Andrew Swank Fred Thompson James W. Van BurenThomas Westrom Kent WibleR. Wayne Willey Kenneth L. Wolf

LIFE DIRECTORSRobert R. BuckleyGeoffrey W. ClarkeTimothy J. CrottyWilliam J. CummingsDavid L. DillonCyril C. Dunmire, Jr.James F. EckmanDominic P. GirondoDaniel R. HawbakerJohn R. Kibblehouse, Sr.John J. McCormick, Jr.James D. Morrissey, Jr.Stephen M. Muck Michael A. Palo Bruce B. Rambo Wayne M. SchugKevin R. SchultzRichard E. Wagman

ASSOCIATED PENNSYLVANIA CONSTRUCTORS


EVP Column

There is a need to recruit and retain qualified and experienced employees at all levels into the highway construction and design industry in order to provide the public with safe, quality-driven projects.

Contributing to improving the quality of transportation products (bridges, pavements, ancillary work) and services can be achieved by establishing a coordinated effort that will enhance the skills and expertise of all individuals responsible for the construction of transportation projects.

The Transportation Quality Initiative Workforce Groups is developing a joint marketing plan to promote available careers in the Pennsylvania Transportation Industry resulting from the funding provided by Act 89. We will solicit support (financial and administrative) for the marketing plan from the Governor, Secretary of Transportation, Turnpike Commission, Secretary of Education and Industry Associations.

Also, we need to initiate public outreach efforts with the Governor, Departments of Transportation and Education, PA Turnpike Commission and PHIA to educate the public about career opportunities in the PA Transportation Industry. Networking with academia will produce curriculums that focus on providing the appropriate skills sets to potential employees.

This issue features some private efforts by contracting and engineering firms and trades that can serve as models for future efforts.

We also note that the Pennsylvania Turnpike’s CEO Internship Program is introducing our industry to minority students to promote diversity in the industry. Explore this issue and learn how these organizations are shaping the future transportation problem solvers.

Keep Highway Users Money for Intended PurposeHow does the public feel about diverting resources from the Motor License Fund for non-transportation uses? Last spring, a year and a half after passage of Act 89, we asked the following question in a public opinion poll of registered voters:

“In 2013, Pennsylvania increased gasoline taxes and license and registration fees to pay for transportation improvements. Would you favor or oppose using some of this money to fund other non-transportation items in the state budget?”

Not surprisingly, 80 percent opposed diverting the money, with 61 percent of them strongly opposed.

I want to be very clear on the following point: This is not about whether State Police operations need to be funded. Of course they should. And this is not about whether the proposed level of State Police funding is appropriate. We presume that it is, and in any event, it’s up to the General Assembly and administration to make that determination.

This is about how much Motor License Fund revenue should support State Police activities, given the State Constitution.

Recently the Keystone Transportation Funding Coalition passed a resolution calling for the Legislative Budget and Finance Committee to conduct a study of this issue, to determine the appropriate and justifiable level of support for State Police from the Motor License Fund, given the Pennsylvania Constitution. The industry supports that request.

We ask also that there be no more increases in money diverted from the Motor License Fund to support State Police until we have determined what the appropriate and justifiable level of support is, and that the funding be maintained at that justifiable level in the spirit of Pennsylvania’s Constitution.

Robert Latham


Transportation Quality Initiative Seeks to Build QUALITY Workforce

by Robert E. Latham, CAE, APC Executive Vice President


Based on the book by Colin Woodard, Washington Post writer Reid Wilson of the recent article entitled “Which of the 11 American Nations do you Live in?” identifies Pennsylvania as traversing three regions made up of several “nations.” Those regions include the following: “The Midlands (southern Central to Southeast) are pluralistic and organized around the middle class, and ethnic and ideological purity isn’t a priority;” “Greater Appalachia (Southwest to West) where Irish, English, and Scottish settlers value individual liberties;” and “Yankeedom (northern part of the state from East to West) founded by Puritans where they value education and the common good more than any other region.”

According to Wilson, Woodard states that the “nations rival each other in tradition and values.” However, I believe it serves to show the diversity of a state that is often looked at politically as one that is a “swinging” pendulum.

However, this pendulum, especially in the Central Pennsylvania Region, has seen an upswing in young professionals making a decision to either move to or remain in the area. According to then Deputy Editor Heather Long in a July 23, 2011, Patriot News article, “the 2010 census figures actually show slight increases in the numbers of young professionals – ages 24 to 35 – in Cumberland and Dauphin counties compared to 2000, the 20-29 age group remains due to relatively low cost of living, civic involvement, family ties, and the plentiful professional jobs in the Harrisburg region.”

While the Central Pennsylvania area has stabilized the “brain drain,” and many young professionals remain in the area (53 percent of the

Feature

Central PA Diversity Enhan

ced

by PA Turnpike CEO

Fellows Program for

Diverse Groupsby Myneca

Y. Ojo, Director of Dive

rsity and Inclusion,

Pennsylvania Turnpike Co

mmission


Harrisburg Young Professionals are from Central Pennsylvania), the perception that cultural and racial diversity does not exist in the area – and certainly not in comparison to nearby economic markets such as Baltimore, Philadelphia, Pittsburgh, and Washington, D.C. – is a reality that impacts retention. Central Pennsylvania has struggled to sustain diverse populations of people who would contribute greatly to the cultural landscape.

Those attracted to the bright lights of major cities often overlook the opportunities to enjoy on a much-smaller and less-crowded scale, all the amenities of an area such as Harrisburg, Lancaster, or York with its affordable living, solid night life, arts, and ample dining options. As Long states in her article, “it’s a place where you can immediately be a big fish in a small pond.”

As stated earlier, the Commonwealth is made up of three “nation states,” and Central Pennsylvania remains true to not making one group or tradition a priority. This is evident especially where you may commonly see 10 different teams represented at any given time at a Central PA sports bar. The Central Pennsylvania Region is often compared to the same standard as those larger, nearby economic markets, however, understated is the message of the commitment to education, middle-class values, and pluralism that enhances diversity and inclusion. This is a message that must be heard by professionals we are attracting or working to retain in this area.

As a major employer in the region, the Pennsylvania Turnpike Commission recognized the challenge and developed the CEO Intern Fellows Program for Diverse Groups. It is a program designed to introduce high-achieving college juniors, seniors, and recent college graduates from all disciplines to careers in transportation through a summer-long fellowship held primarily at the Turnpike’s Central Office in Middletown.

The fellowship includes working and maintaining individual responsibility in a department, as well as being part of a team that collaboratively works to find a solution to high-level issues within the Commission.

The Fellows program has significant oversight by the Chief Executive Officer who personally selects applicants from across the region to participate in the 12-week program. While there is an emphasis on the STEM (Science, Technology, Engineering and Math), all academic disciplines are welcome.

The pipeline to accessing diverse talent must include working directly with colleges and universities, community organizations, and business associations. Connecting community, academia, and employers to the Commission’s commitment to a diverse workforce is vital in helping to make the CEO Intern Fellows program a success.

Programs such as this are key to capitalizing on an existing pool of available talent by ensuring they are provided with real work experiences that will eventually motivate them to see why the Central Pennsylvania Region can be a viable employer.

By addressing recruitment and retention objectives with consistent messaging and ongoing commitment from academic institutions, major employers, and the community that supports the diversity of the Commonwealth, Central Pennsylvania can serve as the “ideal place to live and work.”

Myneca Y. Ojo is the director of Diversity and Inclusion with the Pennsylvania Turnpike Commission, where she leads the efforts to promote diversity and inclusion employment and contracting. Prior to the position at the Turnpike,

Ms. Ojo was the manager of Diversity and Special Initiatives with the Maryland Department of

Transportation State Highway Administration. She has also served as the project director for the U.S. Department of Commerce Minority Business Development Center’s Texas Minority Business Opportunity Committee, which served historically underutilized businesses in the Austin-Waco-Central Texas area with business training and certification services.

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Feature

Leadership Group Seeks to Move TQI from the C-Suite to the Project


The TQI Joint Leadership Team met in March to begin the implementation phase of elevating quality in performance throughout the industry. The questions we are trying to answer are:• How do we make TQI matter on the jobsites across the state?• How do we make it real?

We need access to the people on the jobsites through their organizations to deliver the message that “quality is important.” The budget stalemate set the TQI effort back several months, what with the travel ban and uncertainty of the program. Meanwhile, some progress has been made in terms of implementing programs such as percent-within tolerance, reduction in mix designs, and implementing the escalation matrix. Now needed is the job of integrating TQI with the Innovation Council and engrain the concepts in our day-to-day operations.

The partnering process may provide a job-by-job access to those involved to deliver the message from leadership directly to the field. Partnering is not a one size fits all. Each project should look at specific partnering needs and tailor the process to those needs.

One issue the group struggled with is how to “free up” decision-making at the project level. APC representatives question whether auditors are stifling the decision process that is needed for corrections in the field. A possible result is reduced quality or longevity of product due to reluctance to address work not included within the original contract. No one wants to be second guessed. This is becoming more of an issue within the industry because things change on jobs, and when they do they need to be effectively addressed.

The Workforce Team is set to promote careers in the industry. A task is to identify various positions and map out possible career paths so these can be shared with interested individuals.

We all need to enhance recruitment processes. For example, the Workforce Team has applied for a grant from FHWA’s “Ladders to Opportunity” program. This grant could fund a statewide version of the CAWP construction app for high school students to gain interest in construction careers. Additionally, integration with STIC can bring a closer connection with our “university connection” through the many Pennsylvania universities involved in engineering and transportation.

The Technical Team would like to add requirements in pilot projects for contractors to hire a quality control person, independent from the production side of the business and focused solely on the quality side. This would provide the contractor with their own inspector to work with.

Finally, the Joint Leadership Team agreed to reconvene in June to review further progress and to continue to seek industry and agency feedback as to whether we continue to make advancements toward quality.

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Feature


by Jerry Marks, TriAd Marketing & Media


as the third highway construction season since the passage of Act 89 begins in Pennsylvania, “opportunity” and “infusion of work” is being met with “workforce gaps” and “limited numbers of qualified candidates.”

Associated Pennsylvania Constructors' members agree that the outlook for transportation construction in Pennsylvania is brighter since the signing of Act 89 in November 2013, but the bill has also spotlighted the dim reality facing many contracting groups: the need for skilled workers.

“Act 89 has enabled many of Pennsylvania’s heavy civil contractors to take advantage of shovel-ready infrastructure and breathe new life into their business,” said H&K Group’s Anthony Jeremias. However, the Skippack-based company’s public relations/marketing director said the

ability to take advantage of the influx of work comes with its own set of issues. “Like many other companies in our business

sector, The H&K Group continues to see a decline in available, qualified/skilled labor capable of

performing much of the heavy-civil infrastructure work in the project pipeline.”

RETTEW’s Jeffrey Case, P.E., and Mary Ellen Eshelman, SPHR, also provide the glass-

half-full-half-empty dilemma of Act 89, which is expected to provide

the Commonwealth with its biggest increase in transportation funding in decades. “Act 89 identified new, and strengthened existing, funding sources for

transportation projects,” said Case, RETTEW’s director of

Transportation Services. “As a result, monies began to flow to projects; allowing

both heavy construction and design firms, like RETTEW, to see an uptick in jobs available.”

However, what Eshelman is seeing at the Lancaster-based design and

consulting firm as RETTEW’s director of Human Resources, is similar to

what H.R. personnel are seeing throughout the state: “A limited number

of qualified candidates exist, with both the experience and technical skills

to keep transportation projects at every level – municipal, county, state, and

federal – moving forward strongly,” she said.

According to the Pennsylvania Department of Labor & Industry

and the U.S. Department of Labor’s Bureau of Labor Statistics,

Pennsylvania began 2016 with a 4.6 percent unemployment rate. That

is a good barometer of how much the Commonwealth’s economy has

rebounded since the Great Recession’s 8.7 percent unemployment rate

in April 2010. While it’s a positive sign that Pennsylvania has added

73,000 workers across all market sectors in the past 70 months, it

also demonstrates why the state’s heavy-civil construction industry is

waving a red flag. Employment projections by the PA Dept. of Labor &

Industry have the state’s highway building industry adding more than

4,300 employees annually through 2022.

“The challenge is finding a skilled workforce that really wants to

become involved in our industry,” said Oldcastle Materials Mid-Atlantic

Region President Mark Snyder. “That has been a challenge that has been

going on for several years, but certainly has been highlighted the last

couple of years.

“It is becoming increasingly more difficult to find good quality people to

work in the fields in our industry. That goes for subcontractors, DBE and

MBE contractors as well.” Pennsy Supply is a subsidiary of Oldcastle

Materials’ Mid-Atlantic Region, which is headquartered in Harrisburg.

The views of APC members mirror the findings of AGC of America’s

2016 Construction Outlook Survey for Pennsylvania, released last

December. Of respondents across all construction sectors, 46 percent

believe it will continue to be hard or harder to find and hire qualified

construction professionals in 2016 compared to 2015. With 46 percent

of respondents “unsure,” only 8 percent believe it will continue to be easy

or easier to find and hire qualified construction professionals this year

compared to last.

With revenue from Act 89 continuing to build toward 2018’s projected

$2.3-billion amount in additional annual transportation infrastructure,

companies involved in the state’s transportation construction industry are

diligently working to ensure they have the needed amount of personnel

to perform the work.

the challenge is finding a skilled workforce that really wants to become involved in our industry.

act 89 has enabled many of Pennsylvania’s heavy

civil contractors to take advantage of shovel-ready

infrastructure and breathe new life into their business.


“Demand for talented engineers with solid infrastructure experience is beginning to increase. To win the talent war, we focus resources on recruiting and retention of the best talent,” said The Burns Group’s Matt Burns. The president/CEO of the Philadelphia-based engineering design and management consulting services group added, “This is the top strategic goal for everyone at Burns. Attracting new employees is really about convincing top talent – who have choices – that Burns is their best choice.”

With so many companies seeking skilled and talented employees, APC members are conducting recruiting initiatives ranging from having full-time recruiters on staff, utilizing external sourcing methods, job fairs, and looking to hire from within their own company.

“An internal sourcing method that has been particularly successful for us is our Employee Referral Program, which engages our current workforce in the hiring process and offers a generous referral bonus,” Eshelman said. “… Each week, all staff receive an employee update with a list of open positions; the same information is discussed at meetings throughout all levels of the company.”

“Supervisors play a critical role in identifying employee potential and coaching team members to the next level,” Snyder said. “This involves regular and honest feedback and a development plan that identifies job skills, gap training and rotational opportunities to build value. We also

conduct employee surveys to measure the level of employee engagement, so we can be continuously improving.”

When it comes to external recruiting, companies rely on job fairs, such as The H&K Group’s career event held in mid-March that attracted 186 applicants. Companies are also focusing on providing more internships in areas where there is future employment need, and partnering with vendors so employees can receive information and operating instruction on equipment.

“There has been a better focus on employee retention and hiring practices, and looking for good quality employees since Act 89, no question” Snyder said. “We realized we need to have a solid workforce, and we continue to develop our own workforce as well …”

It’s Not Just About NumbersAlong with APC members and other transportation construction businesses vying for the best talent and putting their best foot forward in attracting new employees, companies also want to make sure the candidate is a good fit for their company.

“The challenge is to maintain our culture with new employees,” said Wagman Inc. Sr. V.P. of Human Resources Bill McCrudden. “We don’t want to compromise our values, or change the family company atmosphere. At Wagman, we’re fortunate to have a lot of employees that have spent the majority of their careers with us. Consequently we ask

apc members are conducting recruiting initiatives ranging from having full-time recruiters on staff, utilizing external sourcing methods, job fairs, and

looking to hiring from within their own company.

there has been a better focus on employee retention and hiring practices, and looking for good quality

employees since Act 89.


them to help us with new employees, whether it’s mentoring or instilling our values and culture.”

Companies such as Wagman, based in York, have increased their workforce by up to 35 percent over the past 18 months – due in part to Act 89’s passage. “We are seeing a lot of opportunities in all of our markets, including the Heavy Civil Group, Geotechnical Group and Grooving & Grinding Operations,” McCrudden said.

While some companies and construction areas – such as bridge construction – are benefitting already from Act 89, other groups, have yet to see the insurgence of expected work. Snyder said the passage of Act 89 has provided “peace of mind” and “stability” for the transportation construction industry, however, he said it hasn’t reached all areas of the state and industry. “We’re looking forward to a good solid future,” he said. “To date, it hasn’t had a lot of impact on us … In some of the districts you’ve seen a significant increase, but in most of the places that we work it has been pretty stable the last several years. So it hasn’t changed much.”

“Act 89 holds promise for our industry and firm,” added Burns. “… Specifically we’ve seen SEPTA launch their ‘Decade of Investment’ to rebuild public transportation after years of under-investment (and) PennDOT signaled it would be restarting some previously shelved projects. But progress has been much slower than anticipated for highway work.”

Still, as groups like Pennsy Supply, Burns Group and others are waiting for an insurgence of work in their individual areas, they remain proactive in readying their Post-Act 89 workforce.

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Editor’s note: Thank you to the following APC members for contributing to this article:

Anthony Jeremias, The H&K GroupMark Snyder, Pennsy Supply Inc.Bill McCrudden, Wagman Inc.Matt Burns, The Burns Group

Jeffrey Case and Mary Ellen Eshelman, RETTEW


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There are many avenues to follow in choosing a career path. Some individuals are led toward a construction degree program,

while others gravitate to hands-on vocational-technical training.

Whether deciding to build a career in engineering, construction management and technology, or as a

skilled tradesperson, the industry offers challenging work and unlimited potential.

Read on for a sampling of the vast opportunities available

for building a career in construction.

The future is wide open.


Feature we build futures


The Heavy and Highway Carpenters Apprenticeship Program, made possible through a partnership with the Constructors Association of Western Pennsylvania, offers individuals an opportunity to receive training in Concrete Carpentry. Apprentices complete a rigorous four-year program including 576 hours of hands-on and classroom instruction and a minimum of 4,000 hours on-the-job training.

The Heavy and Highway Apprentice Training Program makes choosing a career as a carpenter easy. The minimum application requirements are a high school diploma or GED equivalent and a driver’s license. Then there is a four-step process:1. Complete the application and pay the $25 application fee.2. Take an aptitude test that also includes basic carpentry math skills.3. Participate in an interview with a panel of carpenters and contractors. Their selection decision is based on the test score, construction experience and the future apprentice’s attitude and willingness to work. 4. A four-week PreJob to include: a. Instruction on safety, safety and more safety on our jobsites. b. Basic concepts of bridge construction. c. Drug test. d. Lift test.

Following completion of PreJob, the apprentice receives an instructor rating and is available for hire at the appropriate apprentice rate (first-year apprentice is $20.17 plus benefits). They are sent out to work according to rank and location. Whichever contractor calls in first receives the number one apprentice or our “first-round draft pick” to work on their team.

Apprentices are required to complete four weeks of training each year. We do our best to offer the training in the slower-paced winter months. Training consists of skills, safety and certifications. Basic carpentry, formwork, blueprint reading, math and layout are a few of the many skills taught to our apprentices. Safety cannot be overemphasized for Heavy and Highway Carpenters, and each skill taught includes a

safety lesson. This includes OSHA, Construction Fall Protection, hand and power tool safety, and many other safe construction practices. All apprentices receive certification by third parties for both welding AWS 1.5 structural bridge and rigging, and signaling.

ContinuingEducation

Journeyman Carpenters are encouraged to maintain and advance their skills throughout their careers. Our training facility offers journeyman skill enhancements and upgrade classes in scaffolding, welding, rigging, and signaling, Bidwell, and ADA ramp construction. Safety classes include OSHA 10, OSHA 30, construction fall protection, and confined space.

All Heavy and Highway Carpenters are also given the opportunity to continue their education at the Community College of Allegheny County, offering two Associates Degree programs – Construction Supervision and Construction Estimating. All upgrade classes, including those at CCAC, are offered at no cost.

We strive to provide our signatory contractors with the BEST trained Heavy and Highway Carpenters in the industry. Our four-year apprenticeship program and our continuing education classes provide our contractors with an advantage over the competition by employing skilled, educated, and safe carpenters. The majority of our companies’ foremen and superintendents have progressed through our apprentice program.

If you are looking to choose a career as a carpenter and have $25 to invest in your future, a good attitude, and the desire to learn a trade, check out our website at www.kmlcarpenters.org. There are three training centers in Pennsylvania: Pittsburgh, Altoona, and Lebanon.

Please contact us at:Heavy and Highway Carpenters650 Ridge Road • Pittsburgh, PA 15205 • 412-922-6210Mike Welsh: 412-292-3070Jay Johnson: 412-292-3079

by Michael P. Welsh, Council Representative, Keystone + Mountain + Lakes Regional Council of Carpenters

Featurewe build futures Feature


Connecting With Pennsylvania

College of Technology

by Marc E. Bridgens, Dean, School of

Construction and Design

Technologies, Pennsylvania College of Technology

we build futuresFeature

Looking for an entry-level worker with good foundation skills, sound safety practices, and experience in a hands-on lab environment? A Penn College graduate or current student intern might be the connection your company needs.


Pennsylvania College of Technology is a special mission affiliate of The Pennsylvania State University, located in Williamsport. With more than 5,500 students enrolled in more than 100 majors, the college seeks to be a national leader in applied technology. Penn College offers certificates, associate, and bachelor’s degrees, with online options available.

Currently, 89 percent of students are from Pennsylvania with an additional 5.9 percent from New York, New Jersey, and Maryland. Penn College enjoys a 96-percent placement rate for graduates and has been educating students with “degrees that work” for more than 100 years.

Students are enrolled in majors in one of six academic schools: Business & Hospitality; Construction & Design Technologies; Health Sciences; Industrial, Computing & Engineering Technologies; Sciences, Humanities & Visual Communications; and Transportation & Natural Resources Technologies. Any of our associate degrees can continue on in a 2+2 format and lead to a Bachelor of Science in Applied Management Technology. Some popular construction-related degrees reside within two of those schools and could have the graduate or intern you are looking for.

Students in the college’s Heavy Construction Equipment Technology programs complete an operator or technician emphasis, and technicians can specialize in Caterpillar equipment. Operators take classes on diesel engines, hydraulics, electrical, GPS systems, safe operating techniques, blueprints, and grade stakes. The operators finish the degree with more than 450 hours of “seat time” at a 125-acre operations site. The college owns more than 30 pieces


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of equipment, and leases equipment each year so students are training with the latest cutting-edge technology. Our technician programs are accredited by Associated Equipment Distributors and require summer internships. Technicians complete classes in:

Diesel engines Three levels of hydraulics Vehicle electronics Fuel systems and emissions

Lab space for those classes total more than 48,000 square feet and features equipment from several manufacturers. Students in both programs earn associate degrees.

Students in Penn College’s Diesel Technology and On-Site Power Generation majors earn associate degrees. Diesel technicians earn their state inspection license and take classes in:

Medium- and heavy-duty trucks Vehicle electronics Emissions Air conditioning and refrigeration

The labs feature an engine dyno and a 2011 Freightliner with Tier 4 emissions. On-Site Power Generation is a unique degree that combines diesel engines with the college’s electrical department for the generation component. Labs feature modern gen sets – several powered by natural gas.

Students in the Surveying Technology program earn an associate degree, and those in Civil Engineering programs can earn an associate or bachelor’s degree. All programs are accredited by the Engineering Technology Accreditation Commission. Students complete classes in:

Materials Hydraulics Hydrology Highway engineering

Advanced classes include:

Land development Structural steel design Reinforced concrete design

Penn College’s 130-acre main campus serves as an outdoor lab space for programs.

Students in the Construction Management program earn a bachelor’s degree that is accredited by the American Council for Construction Education. These students take classes in:

Materials and methods Documents and specifications Estimating Project planning and scheduling Jobsite management

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If your company is looking for a summer intern or a graduate as an employee, you can build a relationship with Penn College students in a number of ways.

Dedicated scholarships are popular in making that connection with a student early in his or her education. Internships provide an opportunity

to students in the form of experience, but also provide companies with extra workforce during the summer and allow existing employees to act in a mentorship role providing them valuable experience.

Penn College hosts Career Fairs on campus twice during the academic year (fall and spring semesters). Employers come to campus to find the next-generation workforce for their companies. Some employers take

advantage of on-campus recruiting events to hold information sessions about their companies. Students are provided an account with the Penn College Career Hub, an internet-based recruiting system that allows employers and students to connect electronically throughout the year.

An additional resource at Penn College is Workforce Development & Continuing Education, which offers professional development courses and seminars in various business topics. Customized training can be tailored for your company’s specific need.

For more about Penn College, a national leader in applied technology education and workforce development, visit www.pct.edu, email [email protected] or call toll-free 800-367-9222.

Brett Reasner, Dean of Transportation and Natural Resources Technologies [email protected] Marc Bridgens, Dean of Construction and Design

[email protected]


Embrace a Career

in Heavy & Highway Construction

by Steven D. Columbus, Administrative Manager, Western Pennsylvania Operating Engineers Joint Apprenticeship & Training Program

The Western Pennsylvania Operating Engineers Apprenticeship training site includes a new LEED-certified maintenance and classroom building. The site’s “outdoor classroom” includes 138 acres of training area and features 70+ machines in the training fleet. One of the recent additions to the fleet is a Potain tower crane.


Don’t Get Don’t Get

In addition to hands-on

training, Apprentices

attend classroom training

in order to obtain

industry-necessary

certifications.

STUCK STUCK

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Feature


The Western Pennsylvania Operating Engineers

Joint Apprenticeship & Training Program is

a non-profit, tuition-free training program

organized for the purpose of providing qualified

Heavy Equipment Operators and Mechanic

Technicians to approximately 600 construction

industry employers in the western Pennsylvania

and eastern Ohio region.

The program has a total of 261 Operator Apprentices and 22 Mechanic Apprentices currently enrolled in their respective courses. Each course is four years in length and combines paid on-the-job training along with related training. The related training takes place at the program’s newly constructed, LEED-certified training facility in New Alexandria.

While attending training, Operator Apprentices receive instruction in the safe, efficient operation of a wide range of heavy construction equipment, from smaller equipment such as forklifts and skidsteer loaders, to large cranes and dozers. Mechanic Apprentices receive training in maintenance, troubleshooting, and repair of the mechanical systems found on various types of construction equipment. Each apprentice must complete a minimum of 200 hours of related training each year. In addition, before graduating, Operator Apprentices must obtain at least 4,000 hours of on-the-job training and the Mechanic Apprentices must obtain at least 6,000 hours.

In addition to Apprenticeship training, the program also offers continuing education, skill upgrade courses, and industry-necessary certifications to the 7,000 journeyman members of Local #66 of the International Union of Operating Engineers.

Approximately 25 percent of the 80,000+ yearly training hours conducted by the program are provided specifically to journeyman.

Course offerings include operator certification for mobile crane, tower crane, and overhead crane through the National Commission for the Certification of Crane Operators, OSHA Construction Outreach Training, First Aid & CPR Training, Forklift Operator Certification, Mine Safety & Health Administration New Miner Training, Pipeline Training, Pipeline Operator Qualification, SafeLand USA, Hazardous Waste Operations & Emergency Response, and Commercial Drivers License skills testing.

Selection for the Apprenticeship Program normally takes place once per year in December or January. During the most-recent selection process, more than 900 applications were received for the Operators Program and more than 100 for the Mechanics Program. The selection process includes testing and interviews. Many graduate apprentices have enjoyed long, successful careers as journeyman Operators and Mechanics. For more information about Apprenticeship in the Operating Engineers, or to be placed on the notification list for future application periods, visit the program’s website at www.wpaoperators.org.

Training scenarios are designed to s

imulate actual

jobsite tasks. In this photo, Apprenti

ces are learning

the skills needed to work effectively

on a “truck fill.”

While participating in hands-on training, Mechanic Apprentices develop many skills that they will need on the job, such as line boring, which these Apprentices are practicing at the Training Site.


LEGAL Update

by James W. Kutz, Esquire, McNees, Wallace & Nurick LLC

Examining A+BX Bidding

While most highway

construction projects

in Pennsylvania are still

awarded by utilizing

the traditional low-bid

method based solely

on contract price,

it is not uncommon

for various state

departments of transportation to use a bid

method known as A+BX bidding. As most in

the industry are aware, the "A" component

of this type of bidding is the actual dollar

amount bid for the contract items, while the

"B" component is the number of days the

bidder estimates are required to complete

the job. The "X" component is a daily dollar

amount determined by the public owner that

is effectively the owner's estimate of the cost

per day of having the roadway at issue closed

to traffic or under traffic restrictions. The

low bidder is determined based on adding

A (contract price) and the product of the

estimated days (B) times the daily amount

(X). While the A+BX formula determines

who wins the bid, the contract amount is still

the "A" component of the equation.

The A+BX method of bidding has been

used on federal highway projects since

approximately the early 1990s. It arose out of

a Transportation Research Board taskforce

on innovative contracting, and ultimately

the A+BX bid method was implemented by

the Federal Highway Administration under

a program entitled Special Experimental

Project No. 14. A+BX bidding is often used

in conjunction with incentive/disincentive

clauses, which can provide an incentive for

the contractor to finish early in addition

to the bid advantage gained by bidding an

aggressive schedule on the BX component.

A+BX bidding is most often used on projects

in high-traffic areas, or may be used if there is

some other urgency, (such as an environmental

issue) which causes the public owner to have

a strong desire to have the project ongoing for

as limited time as possible. A+BX jobs usually

contain both a minimum and maximum

number of days that contractors can bid for

the "B" component. Because A+BX bidding

typically increases the cost of construction,

it is only used on a fairly low percentage of

projects. Some frequently asked questions

about A+BX bidding are set forth below.

What are the advantages and disadvantages

of A+BX bidding?

The obvious primary advantage of A+BX

bidding, and the overriding purpose for

its use, is to minimize the inconvenience

on the traveling public. Proponents of

this method of bidding also believe that

the method encourages contractors to pay

particular attention to minimizing job delays,

maximizing efficiencies, and using innovative

methods to save time. Conversely, opponents

of the method argue that A+BX bidding is

fraught with problems, because: (1) inevitable

changes to a contract are magnified, and

nullify any advantages of the bid method;

(2) more resources are needed for contract

administration and scheduling, which costs are

passed on to the owner; (3) it increases the risk

that a schedule cannot be met and therefore

also increases the likelihood that there will be

a dispute; and (4) because owners frequently

set a daily rate that the contractors perceive

as too high. Additionally, any time work is

accelerated, there is invariably a cost to that

acceleration that must be weighed against the

benefits of an expedited schedule.

How does PennDOT make a determination

as to when to use A+BX bidding?

PennDOT generally sets forth its process

for determining both when to use A+BX

bidding and how to calculate the daily road

user value in its internal Publication 448,

Innovative Bidding Practices. Section 5.2 of

Publication 448 notes that A+BX bidding is

"most effective on projects where there is a

real need to shorten the duration of impact to

high-traffic areas such as business or tourist

areas." This section then identifies five project

types on which the method can be considered

as a possible contracting method, including:

(1) projects that add capacity; (2) projects

where construction is expected to have an

economic impact on local communities; (3)

projects which are relatively free of utility

conflicts, railroads, design uncertainties, or

right-of-way issues, which may impact the

schedule; (4) rehabilitation projects in very

high-traffic-volume areas; and (5) projects

where a "pavement alternate option is

desired." Publication 448 also contemplates

that the A+BX provision may apply to an

James W. Kutz, Esquire


entire project or just to specific items of work

if only a portion of the project is subject to the

A+BX component. Publication 448 stresses

that before using the method, emphasis must

be placed on constructability reviews during

design to analyze the project's scope and

potential phasing. While Publication 448

is not a contract document, it does provide

insight as to why PennDOT selects a job for

A+BX bidding.

With regard to calculating the daily road user

costs, Section 5.25 of Publication 448 lists a

number of factors that are to be considered

in determining the daily cost to include as

the "B" component of the bid. These factors

include: (1) the average daily traffic in each

activity year in each direction; (2) the average

daily traffic delayed in each direction by

the project; (3) the total number of vehicles

delayed during the activity and the class of

those vehicles; (4) the number of stopped

vehicles that will be in the work zone during

construction; (5) the added time for travel due

to reduced speeds through the work zone; and

(6) cost factors based on an Engineering News

Record Construction Cost Index. These factors

help PennDOT calculate what is essentially

a road user liquidated damages amount that

is assessed for every day the project finishes

beyond whatever completion date the

contractor establishes in the bid.

Once PennDOT makes the determination to

utilize the A+BX method of bidding, it then

includes a special provision in each contract

to implement the process. In recent years,

contractors raised a concern that different

PennDOT Districts were using slightly

different Special Provisions to implement

the A+BX method, which was making the

bid process more confusing. Contractors

also raised concerns about particular

portions of the Special Provisions for A+BX

jobs, including especially a provision that

purportedly precluded time extensions for

extra work unless the extra work exceeded

5 percent of the overall contract value. As

a result of discussions with APC's Risk

Allocation Committee, PennDOT issued a

Clearance Transmittal in January 2016 that

contained revised Special Provisions for both

interim milestone A+BX bidding and Project

completion A+BX bidding, as well as certain

amendments to PennDOT's Publication

448. These Special Provisions are to be

used on all PennDOT A+BX jobs, and they

eliminate the 5 percent extra work provision.

While these provisions had not yet formally

been adopted when this article was prepared,

it appears likely that they will eventually

become applicable on all A+BX projects for

PennDOT. Thus, the A+BX bid process used

by PennDOT should now be uniform, and the

industry's concern about the 5 percent issue

has also been addressed.

Is the A+BX method of bidding legal?

Whenever a public owner uses an "innovative"


method of bidding, it is not unusual for legal

challenges to such methods. While the use of

A+BX bidding by states is authorized by the

Federal Regulations, there is neither a statute

in Pennsylvania that specifically addresses the

use of A+BX bidding, nor is there any appellate

case law in Pennsylvania that addresses the

use of this method. Indeed, the legality of the

A+BX bid method does not appear to ever

have been vetted by any state or federal court.

In such cases, any court that may be asked to

rule on the legality of the A+BX bid method

would typically look to a more general body of

public bid case law that requires such things

as a level playing field for bidders, for bids

to be awarded utilizing a common standard,

and for bids to only consider objectively

measurable criteria. Given that both the time

and cost components of the A+BX formula

would appear to be objectively measurable

and utilize a common standard, it is likely

that a PA court would find the A+BX method

perfectly acceptable under Pennsylvania law.

One caveat to such a blanket statement that

A+BX bidding is legal in Pennsylvania is based

on language found in recent opinions issued

by both the Pennsylvania Supreme Court

and the Commonwealth Court in Brayman

Construction v. PennDOT. In that case, both

courts enjoined PennDOT from awarding

construction contracts using a "two-step

design-build best-value approach" or "any

other innovative method that does not award

the bid based on field competitive bids." While

A+BX bidding can be classified as "innovative,"

given its use of primarily objective criteria,

an entity challenging the bid method would

undoubtedly face an uphill struggle unless it

can show a particular job has a bid deficiency,

such as including a daily amount as the "X"

component which has no rational basis. However,

to date, the A+BX method has been frequently

used and no legal challenge has been filed.

What are the potential bid issues that arise

when A+BX bidding is used?

The recent use of the A+BX method of

bidding on a PennDOT project involving

six bridges over Interstate 78 highlights the

problems that can occur when A+BX bidding

is used. That project was initially bid in June

2015, and was ultimately rebid twice after

all bids were rejected twice. Changes to the

specifications were made between rounds two

and three after the low bidder on round two

bid an extremely low number of days, and

PennDOT decided to include a minimum

number of days in round three. The I-78 bid

was ultimately awarded to the second low

bidder on the third round of bidding after the

low bidder's bid during the third round was

rejected due to an alleged bid mistake.

As the I-78 job exemplifies, whether it is

PennDOT or any other entity using the A+BX

method, one problem on A+BX projects is

that bid mistakes occur more frequently. It is

not uncommon for bidders to misinterpret the

public owner's specifications, enter a number of

days that are technically not permitted by the

contract, or otherwise make what is arguably

a bid error. While PennDOT's ECMS system

minimizes the opportunity for bid mistakes

on PennDOT projects as compared to the

bid processes used by other state and federal

agencies, the potential for bid mistakes is likely

far greater on A+BX projects than on other

traditionally bid jobs.

Similarly, the I-78 job demonstrates that

re-bids are common on A+BX jobs, because

owners and contractors often take a different

view as to how a bidder may approach such

jobs. Other bid disputes can arise if the

owner has not thoroughly set forth in the

bid documents the various construction

techniques/alternates that may be permitted.

If those methods can have a significant

impact on the number of days the project can

take, the owner may get unexpectedly widely

varying bid results.

Finally, a bid issue may arise if an owner sets

an extraordinarily high daily amount for the

value of each day a project is not open to

traffic. In that event, a bidder's remedy would

be to file a bid protest, most likely before bids

are open to object for what it believes is an

erroneous calculation.

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What contract issues exist on A+BX projects

that may not exist on other traditionally bid

projects?

While the contracting differences may vary

widely from project to project and state to state,

it is not uncommon for owners to exclude or

modify their typical scheduling specifications/

time extension specifications on A+BX jobs.

For example, in PennDOT's recent Clearance

Transmittal, the proposed special provision

indicates that Section 108.06 of the Form 408

Specifications, which deals with time extensions

and reductions, "will not apply to any time

reduction or extension of the bidder's number of

consecutive calendar days," but rather provides

that any such extension will be "mutually agreed

upon by both the Contractor and the Engineer."

This provision further contemplates that if an

agreement cannot be reached, the engineer will

make the decision based on the best information

available, and if the contractor disagrees with

that decision it may raise a claim as set forth in

Section 105.01.

Another contract difference between A+BX

jobs and traditionally bid jobs involves the

typical liquidated damages clauses that a

highway construction project may contain.

Under the law, liquidated damages are

required to be a reasonable estimate of the

harm the owner will suffer in the event of

late completion, and if they are not, they are a

penalty, and unenforceable. In the case of an

A+BX project, the "road user" component of

liquidated damages on which public agencies

typically rely is usually fully addressed in

the "BX" component of an A+BX project.

Therefore, such contracts typically should not

contain other separate road-user liquidated

damages, as the enforceability of those

damages would be questionable.

Other contract issues that may differ on

A+BX jobs may involve other typical

timing or date provisions or restrictions on

traditionally bid jobs that simply should never

apply on an A+BX job. The best example of

this is any contract provision that theoretically

"allows" the owner a certain minimum

number of days to review submittals. To truly

derive the benefits of A+BX bidding, a public

owner must be prepared to act much more

expeditiously than it may on traditional jobs.

What are the most likely areas of dispute on

A+BX projects?

Given the high-dollar amount usually associated

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LEGAL Update

with every day of an A+BX project (which

dollar amounts may also include incentives for

finishing early), the most obvious source of

any dispute on such projects is the entitlement

to additional time (and compensation) for

any critical path delay. For that reason, A+BX

projects significantly increase the risk on

contractors and owners, as well as third parties.

Contractors not only must be mindful of their

own productivities/staffing and other delays,

but also must be vigilant about potential delays

by subcontractors or suppliers and must address

the risk of those delays in their subcontracts.

Similarly, the owner must be aware that any

delay for which it is contractually responsible,

including utility delays, added work, differing

site conditions, excessive re-bid time or design

errors, may quickly give rise to a huge claim,

particularly if a contractor plans to finish

early. A public owner can face a large delay

claim on A+BX jobs merely by having the job

delayed by third parties such as utilities or other

government agencies.

The high, daily delay penalty associated with

A+BX projects can also effectively force a

contractor to submit a legal challenge in the

event the job is delayed, for whatever reason.

Since the daily cost is calculated in the same

manner as road-user liquidated damages, the

amount must still be reasonable or it could be

classified as a penalty, and thus unenforceable.

While it is unclear how a court may treat such

a challenge, if the penalty imposed for finishing

late is too harsh, a contractor may decide to

have a court evaluate the daily amount.

Another potential area for dispute may arise

if the owner prohibits the contractor from

working nights and weekends to expedite the

job, particularly if it is not expressly prohibited

in the contract. For example, refusing to allow

a contractor to work because inspection forces

are not available can result in a dispute.

Finally, the compressed nature of an A+BX job

can result in many disputes. On a tight jobsite

with limited room for error, any directed change,

which on a typical job may not raise much of

a concern, now may result in both delays and

inefficiencies. Any differing site condition that

requires study and redesign similarly could

create much more of an issue than it might on a

job with a more reasonable schedule.

In summary, while A+BX bidding has its

place, both parties must be ready to move

quickly, and the impact of any significant

change will be considerably magnified.

I.U.O.E.

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Submit news about your company to Cynthia K. Sells via email at [email protected]

Wagman Clothing Drive Benefits Local Shelters

During the holiday season, Wagman offices in Pennsylvania and Virginia collected clothing and shoes to benefit respective local area shelters. The drive created some friendly competition between the four offices. Wagman averaged pounds per person to figure out which office won the inter-office competition. In total, the company donated 1,350 pounds of clothing to benefit those in need.

• Wagman’s two York, PA, offices collected a total of 965 pounds of clothing, which was donated to Harvest of Blessing Food and Clothing Bank in York.• Wagman’s Berryville, VA, office collected a total of 283 pounds of clothing, which was donated to Blue Ridge Hospice in Leesburg, VA.• Wagman’s Dinwiddie, VA, office collected a total of 102 pounds of clothing which was donated to the Cares Service Center in Petersburg, VA.

Lisa Wagman Glezer, vice president of Communications at Wagman Inc. said, “The spirit of giving was profound and the competition between offices kept it fun. We were thrilled to donate over 1,000 pounds of clothing and shoes to three agencies that benefit the communities where our employees live, work, and play.”

The Berryville, VA, office came in first place with the office competition, averaging more than 35 pounds of clothing donations per person.

The two York, PA, offices collectively donated more than 900 pounds of clothing.


Michael Baker International Tops List of Leading Engineering Firms

Michael Baker International, a global leader in engineering, planning

and consulting services, was recently ranked in the Pittsburgh Business Times as the number one engineering firm in the Greater Pittsburgh Area based on 2015 billings. The company has traditionally occupied the top spot on the list, which is published annually.

“Michael Baker International achieved solid results in 2015 – in Pittsburgh and beyond – by delivering a full continuum of innovative solutions to our clients, many of whom are facing a host of challenges as they restore our nation’s infrastructure,” said Kurt Bergman, CEO of Michael Baker International. “Pittsburgh is our hometown, and we are proud of this latest validation that we make a difference in the communities we serve. The Pittsburgh-based projects we have undertaken are primed to increase efficiency and safety for commuters, businesses, and residents alike.”

Recent Pittsburgh-based projects include:• Greenfield Bridge: Michael Baker serves as the primary construction management and inspection services firm for the $17.5-million project to replace the former bridge.• East Liberty Transit Center: The company partnered with the City of Pittsburgh and a host of other regional stakeholders on this $150-million project that resulted in the construction of a multimodal transit center at the site of the former East Liberty Busway Station. The Engineers’ Society of Western Pennsylvania named the center its 2015 Transportation Project of the Year.• Route 28: The Pennsylvania Department of Transportation enlisted Michael Baker to develop a plan to upgrade a two-mile section of this key north/south artery between the City of Pittsburgh, its northern suburbs, and the Pennsylvania Turnpike. The company has received a host of awards for its work on the project from Engineering News

Record MidAtlantic Division, the Pennsylvania Society of Professional Engineers Pittsburgh Chapter, the Engineers’ Society of Western Pennsylvania, and the American Society of Highway Engineers Pittsburgh Section. Michael Baker also accepted the Grand Conceptor Award for this project at ACEC/PA’s Diamond Awards for Engineering Excellence ceremony, held in Lancaster on March 10.

“In 2016, Michael Baker is poised for continuous growth at a time when our elected officials are focusing more of their attention on the need to invest in and improve our highways, bridges, airports, transportation systems, and more,” Bergman said. “As a company, we will continue to play a critical role in responding to this national imperative.”

The Pittsburgh Business Times published the list of the top 25 engineering firms in the region in its February 12th edition.

Erdman Anthony on List of Top 100 Geospatial FirmsPoint of Beginning (POB) magazine has ranked Erdman Anthony among the top 100 geospatial firms of 2015. The ranking is based on private-sector firms’ geospatial revenue. Erdman Anthony ranked No. 59, with 7 percent of its revenue coming from geospatial projects.

The ranking also reflects information about the geospatial business throughout the United States and beyond. POB collected information on who is working in the geospatial space, where the projects are, what services companies perform, and what kind of equipment is used.

POB helps land surveyors and geomatics professionals in the surveying business succeed through coverage of new technologies and opportunities. The magazine offers practical solutions to surveying and mapping problems, while keeping firms up-to-date on business strategies, the law, and education.

INDUSTRY Briefs


New Hire Brings Stormwater Expertise to Firm’s Construction Subsidiary

Thomas J. Wedeking recently joined AMS of Skelly and Loy as an assistant construction project manager/estimator. In addition to his project management and bidding/estimating functions, Wedeking will assist field construction and surveying crews as needed. Wedeking has experience in the implementation of green and conventional stormwater infrastructure construction;

site-specific, best-management practices (BMPs) for erosion control; sediment removal practices; and stormwater-related maintenance efforts. Following more than four years of service in the U.S. Army, he worked on a construction crew at Stormwater Maintenance in Parkton, Md. Wedeking earned a Bachelor of Science degree in Natural Resources Conservation and Management from the University of Kentucky. He recently completed the OSHA 40-Hour HAZWOPER training and the OSHA Permit Required Confined Space Entry training. He also completed the Maryland SHA Erosion and Sediment Control (Yellow Card) training and the Maryland Department of the Environment Responsible Personnel (Green Card) training.

Wagman Project Recognized at MdQIOn Feb. 4, 2016, the Maryland Quality Initiative (MdQI) hosted an Awards of Excellence banquet during the annual MdQI Conference in Baltimore, Md. The Awards of Excellence

acknowledge the commendable efforts of engineering consultants and contractors who have delivered successful public-sector transportation projects in Maryland. Wagman Heavy Civil Inc. (Wagman) was a finalist in the Modal/Municipal – Projects Over $5 Million Category for their MD 4 Bridge Replacement over MD 223 project in Prince George’s County, Md. This $18-million project included the complete reconstruction of dual two-span bridges and also included significant excavation, drainage, base, and asphalt paving to construct new roadway approaches to the bridges. This project had exemplary work performance for quality, production, and safety, and finished seven months ahead of schedule.

For more information about Maryland Quality Initiative (MdQI), visit www.mdqi.org.

Thomas J. Wedeking


INDUSTRY Briefs

Wagman’s Berryville, VA Office Receives United Way Silver Award

On Feb. 18, 2016, Wagman’s Geotechnical Construction office in Berryville, Va., received a Silver Award for its support of the 2015 United Way Northern Shenandoah Valley (NSV) Campaign. The award was presented during the United Way of NSV in Virginia 70th Annual Meeting and Recognition Dinner. The Silver Award recognizes Employee

Campaigns that have a $75-$99 per capita or increased campaign giving by $1,500 or more from the previous year.

TPD Vice President Appointed to College Board of Trustees Philip Wursta, vice president of Traffic Planning and Design Inc. (TPD) and leader in the local civil engineering community, has been appointed to the Bucks County Community College (BCCC) Board of Trustees. The board is comprised of 15 members of the community who meet monthly to govern the two-year, public college, which was founded in 1964. Wursta previously served the college as a long-time board member and past president of the BCCC Foundation.

Wursta received a B.S. in engineering in 1985 from Penn State University and a M.S. in transportation engineering from Villanova University. Outside of his work with BCCC, Wursta leads TPD’s regional transportation engineering efforts. He also serves as the current president of the Bucks County Transportation Management Association. His appointment is a direct correlation to his dedication to the goals of BCCC, which are to provide the opportunity for an accessible, affordable, high-quality education. It is also due to his efforts to safely and intelligently continue to bolster economic development and transportation infrastructure throughout Bucks County and beyond.

Gannett Fleming Cited in National Engineering Competition

Gannett Fleming of Pittsburgh, has earned a National Recognition Award for exemplary engineering achievement in the American Council of Engineering Companies’ (ACEC) 49th annual Engineering Excellence Awards for the renovation of the Squirrel Hill Tunnel in Pittsburgh.

Serving 102,000 vehicles a day, the 4,225-foot-long tunnel had gained a reputation for bottlenecks and incidents involving oversized trailers. Taking

this major portal offline for an extended period, however, risked creating new traffic headaches for drivers and in the surrounding communities.

The project team developed an innovative strategy that allowed the tunnel to undergo the needed upgrades while remaining open. Removal, rather than repair, of 18,000 square feet of severely deteriorated ceiling proved to be a more cost-effective strategy. In addition to increasing vertical clearance, the ceiling removal also increases the tunnel’s light levels, enabling drivers to maintain more consistent speeds day and night.

ACEC recognized 151 projects throughout the nation and the world as preeminent engineering achievements, and all were eligible for top national honors. Judging for this year’s awards – known industry-wide as the “Academy Awards of the engineering industry” – took place in February, and was conducted by a panel of more than 30 engineers, architects, government officials, media members, and academia. Award criteria included uniqueness and originality, technical innovation, social and economic value, complexity, and success in achieving goals.

Winners of the top national awards – including 16 Honor Awards, eight Grand Awards and the prestigious “Grand Conceptor Award” for the year’s most outstanding overall engineering achievement – will be revealed at the annual Engineering Excellence Awards Dinner and Gala, a black tie event to be held April 19, 2016, at the Marriott Wardman Park Hotel in Washington, D.C.

Ryan Smith (Wagman) accepts the United Way NSV Silver Award from Nadine Pottinga, CEO of United Way NSV


AECOM..................................................... 21All Crane Rental ........................................... 9ARROW Land Solutions LLC ................. 31Asphalt Shingle Grinding Service Inc. ... IFCMichael Baker International ......................... 6Bortek Industries......................................... 22Buchart Horn Inc. ....................................... 32Cleveland Brothers Equipment Co. Inc. ...BCDFP Foundation Products LLC ................ 15

The EADS Group ...................................... 32Eagle Concrete Products Co. ..................... 21Energy Innovations Inc. ............................. 23Equipment Corporation of America .....16-17Gannett Fleming ..................................... IFCGRL Engineers Inc. .................................... 5Gunn-Mowery Insurance Group ................. 5Hanson Aggregates Pennsylvania ............... 25HDR Engineering Inc. .............................. 28IUOE Local 66 ........................................... 30JBC Associates Inc. ...................................... 9Jilco Inc. ........................................................ 6

Johnson Mirmiran & Thompson Inc. ....... 14Mackin Engineering ................................... 33McTish, Kunkel & Associates .................... 23The Neel Company .................................... 11New Enterprise Stone & Lime Co. Inc. ....... 3RK&K ......................................................... 28STV ............................................................. 29Terre Hill Concrete Products ...................... 27Trumbull/Lindy Paving/Gulisek ................ 11Urban Engineers Inc. .................................... 5Whitman, Requardt and Associates LLP .. 14Witman Engineers & Consultants LLC ...... 3

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