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Constructor Magazine - Associated General Contractors of California

November 2009WWW.AGC-CA.ORGCALIFORNIACONSTRUCTORJOURNAL OF THE ASSOCIATED GENERAL CONTRACTORS OF CALIFORNIAINSIDE THIS ISSUE:Focus on Transportation& Infrastructure Constructionin California


TABLE OF CONTENTWWW.AGC-CA.ORGON THE COVER:A team led by C.C.Myers, Inc. completedthe temporary bypassstructure work on the SanFrancisco – Oakland BayBridge over Labor Daywhile the bridge was shutdown. See page 8 for thefull story.Photo by Mark DeFeocourtesy of C.C. Myers,Inc.FeaturesQ&A: Caltrans Director Randy Iwasaki…………6Doyle Drive Project to Begin……………………8Planning and Teamwork Help Team ScoreSuccess on Major Bay Bridge Project……………9Butch Waidelich Steers FHWA OnSuccessful Course in California………………...13Federal Funding: A Snapshot of Top Shovel,Wrench and Pencil-Ready Projects……………..14DepartmentsGovernment Relations:California’s Infrastructure Future:We Need A Master Plan………………………….4Industrial Relations:A Look at AGC’s Industrial RelationsDepartments……………………………………15Association Highlights:Member News…………………………………..16Calendar………………………………………...19Safety Corner:Safety & Health Council’s AnnualPlanning Workshop…………………………….19California ConstructorPublisherKathy Varney — McGraw-Hill Construction, (206) 378-4700EditorCarol A. Eaton — Eaton Communications, (707) 789-9520Manager, Design & ProductionJeff Kruger — McGraw-Hill Construction, (626) 932-6193Graphic Designer/ProductionLorraine Delgado — McGraw-Hill Construction, (626) 932-6148Laura Chow Verkler — McGraw-Hill Construction, (626) 930-8988Advertising/SalesMaggie Hartley — McGraw-Hill Construction, (626) 932-6174Debbie Shumway — McGraw-Hill Construction, (877) 847-6768Advertising CoordinatorKatherine Culliver — McGraw-Hill Construction, (626) 932-6172Correspondence: Address editorial correspondence to: Journal of theAssociated General Contractors of California, 3095 Beacon Blvd.,West Sacramento, CA 95691, 916/371-2422 or callCarol Eaton at 707/789-9520 or eatonc@comcast.net.Copyright 2009Published byThe Voice Of The Construction IndustryPublished monthly for members ofAssociated General Contractors of California3095 Beacon BoulevardWest Sacramento, CA 95691 • (916) 371-2422www.agc-ca.orgPRESIDENT’S MESSAGEPermanent Solution Neededfor Infrastructure FundingWe are in a volatile time in the American economy. After thecollapse of the housing market and the associated downturn,the administration has sought to “simulate” the economy. Whatwas started as a Transportation and Infrastructure bill endedup with most of the money going to other priorities. Californiaended up with our 10 percent share both in the transportationand building part of the package, but in such a large state theongoing question is “where’s the money?”The last numbers that I’ve seen say that the unemploymentin the construction industry is at 17.1 percent. According toAGC of America, “while construction jobs account for five percent of the nation’sworkforce, 20 percent of the jobs lost since 2007 have been in the industry. In August2009 alone, nearly one out of every three jobs lost was in construction.” If you get achance to read the AGC of America brochure “Build Now for the Future, A Blueprintfor Economic Growth,” please do so. I know that I am preaching to the choir, but thiswill give us the ammunition to continue with our grass roots efforts both at the federaland state levels.This is the year that the federal government reauthorizes the Highway bill. It hasalready been continued once; the last time it was reauthorized, it was continued formore than a year. Congress understands the need for infrastructure investment. Theproblem is trying to pay for the needed investment. There appears to be no ability topass a higher gas tax in Congress. However, there is some discussion about putting afive dollar per barrel “fee” on the oil industry. This would be a huge step in the rightdirection as far as funding goes. (Of course a fee is simply a hidden tax that wouldultimately show up at the pump.) Another idea gaining acceptance is the Vehicle MilesTax (VMT). This does make sense in that it would be a user fee based on the amountof miles traveled. One problem with the current system is that as vehicles get improvedgas mileage, the number of gallons consumed drops. The end result is that we end upcollecting less gas tax and thus diminishing the trust fund, yet drivers are using thehighways at the same level or even a higher level than before. The VMT would requirea transition time as the country would be weaned off the gas tax and on to the VMT.There is some promise to this approach.Also affecting infrastructure construction is the restrictive regulatory environmentin California. AGC of California continues to seek to put some common sense and balanceinto the new regulations coming out of the various regulatory agencies. The overlyaggressive positions that the Air and Water boards are taking are bringing constructionto a halt and often diverting the limited funds for environmental issues instead ofimproving the system. We are all in favor of clean air and water, but this burden shouldnot be placed strictly on the shoulders of the construction industry. A realistic timeframe to solve the problems is needed. We continue to argue our position.The news out there is pretty depressing. We as AGC members are in this together. Iwill leave you with two thoughts. First, even though cash is tight, we must contributeto the AGC PAC in order to have a voice in Sacramento. I am asking you to contributeto the maximum levels allowed by law. Secondly, to help each other and continue toinsure that AGC is strong, we need to do business with AGC members.Stay focused on the disciplines of the business and we will survive these difficulttimes together.– Tom FossAssociated General Contractors of California 3


GOVERNMENT RELATIONSWWW.AGC-CA.ORGCalifornia’s Infrastructure Future:We Need A Master PlanBy Bill Lockyer, California State TreasurerPushed by a deeprecession and politicalparalysis, thestate of Californiain 2008 and 2009fell to a low pointin its fiscal history.State revenuesplunged moredeeply and swiftlythan at any timesince the Great Depression. Meanwhile, thestate needed to spend more money on socialservices because California workers werelosing their jobs at a persistently high rate.A budget deficit surfaced in fall 2008and rapidly grew to an historic high. Aftera protracted stalemate, the Legislature andGovernor addressed the $35.8 billion shortfallin February of this year. But the easybreathing didn’t last long. They soon confrontedanother $24 billion hole to fill. Theygot that job done in July, but not before thestate was forced to issue more than $2.6 billionof IOUs to vendors, local governmentsand taxpayers.The prolonged fiscal struggles broughtinto sharp focus the link between the state’seffort to balance its budget and its ability toplan, finance and build the infrastructurecritical to California’s future.As a result of the marathon budget crisis,and the unprecedented malfunction of nationaland global credit markets:• The state could not sell any general obligation(GO) infrastructure bonds for ninemonths, from July 2008 to March 2009.• Two rating agencies, Moody’s InvestorsService (Moody’s) and Fitch Ratings(Fitch), in July of this year downgraded thestate’s GO bonds from A-level to BBB-level.The actions raised fears that junk bond statuswasn’t far away.• To conserve cash for education, debtservice and other priority payments, thestate on December 17, 2008 halted interimfinancing for more than 5,000 infrastructureprojects. The freeze delayed or stoppedwork on schools, roads, housing, parks andother projects across California – projectsinitiated under voter-approved bond acts.It affected thousands of jobs for workers,billions of dollars in revenues for privatebusinesses, and imperiled many community-basedand nonprofit organizations.Funding for most projects resumed after thestate’s successful return to the bond marketin March of this year.By 2050, there will be about 60 millionpeople living in our state. But we have aninfrastructure built to serve 25 million, andit has suffered decades of neglect. Analystsconservatively estimate California needs atleast $500 billion in new or replacement infrastructurebetween now and 2025. Thatworks out to 220,000 new homes every year,19 new classrooms every day, capacity todeliver an additional 200,000 acre-feet ofwater to Central and Southern California,and enough highways for 42 percent morevehicles. The $42.7 billion approved by votersin November 2006 represented the firstinstallment on the required investment.Given the great need, the state has todo everything it can, over the long haul, tomake sure our infrastructure financing systemnever sees a repeat of 2008-09. It won’tbe easy, as capital investment competes forfinite – and too often scarce – General Funddollars.Consider the next three fiscal years. TheState Treasurer’s Office (STO) estimatesGeneral Fund debt service payments oncurrently-outstanding bonds and additionalbonds could total $23.16 billion from2010-11 through 2012-13. As a percentageof General Fund revenues, this projecteddebt service will grow from 7.7 percent to8.81 percent. Over the same period, the Departmentof Finance (DOF) projects thestructural gap between General Fund revenuesand expenditures will total a cumulative$38 billion.Obviously, the next three state budgetswill present tough challenges. Policymakerswill have to weigh the need for criticalinfrastructure, such as water transport,against the need to provide vital publicservices during a period of greatly reducedrevenues. Their task will be further complicatedby another factor. Most of the debtservice in the period is for bonds already issued.Those payments must be made. Thatmeans balancing the budget will have to beaccomplished with little help from the debtservice side of the ledger.Given the great need, the state has to doeverything it can, over the long haul, to makesure our infrastructure financing system neversees a repeat of 2008-09. It won’t be easy, ascapital investment competes for finite – andtoo often scarce – General Fund dollars.The fiscal challenges confronting infrastructurefinancing won’t end in three years,either. If we’re not careful, bond debt servicewill consume more than 10 percent of GeneralFund revenues from 2014-15 through2020-21.In sum, the trend lines are convergingto produce what would be history’s highestproportion of General Fund debt servicecost. At some point, an increased debt paymentratio could undercut the state’s abilityto raise the credit ratings on its GO bonds.Currently, the agencies consider the state’sdebt burden moderate. They could view itas high if General Fund obligations grow4 VOLUME 39, NUMBER 11 — NOVEMBER 2009 THE VOICE OF THE CONSTRUCTION INDUSTRY


too large as a percentage of revenues.Obviously, the Governor and Legislaturecan choose to change the direction of thesetrend lines. They can increase revenues, decreaseexpenditures for other General Fundprograms, or reduce or moderate the increasein future debt. Changes in state andlocal relationships, governance or responsibilitiescould affect who pays and how much– certainly for infrastructure, but also forother government services now supportedby the General Fund.In the bigger picture, the state needs asmarter approach to capital investment.That’s why I recently proposed the adoptionof a “Master Plan for Infrastructure Financingand Development.” Under my proposal,the Governor and Legislature would appointa commission to meet in public and producethe Master Plan. The blueprint would fullyassess the state’s capital outlay needs through2050. It would estimate the annual costs offinancing the identified needs through theissuance of bonds, and analyze the availabilityof state, local and private revenuesto complete construction or replacement ofnecessary infrastructure. Importantly, thefinancing framework would fully integrateinfrastructure development into the annualstate budget process.We don’t need to look far to find a successfulmodel. Exactly 50 years ago, the Legislatureand Governor Edmund G. “Pat”Brown established the Commission on aMaster Plan for Higher Education. Themembers included higher education leadersand expert public members. Chargedwith developing a blueprint for meeting thehigher education demands of our rapidlygrowing state, the Commission completedits work within a year. The Master Plan laidout specific guidelines for financing, constructingand allocating resources. For thefollowing four decades, it guided decisionsand measured success, and California’shigher education system became the planet’sbest. Today, we need the same bipartisancommitment, good will and good senseto plan and build the kind of California wewant for ourselves, our children and ourgrandchildren.It bears repeating: state policymakersmust adopt a more thoughtful, strategicand longer view to capital outlay planningand investment. Our businesses, workers,families and communities can afford nothingless.THE VOICE OF THE CONSTRUCTION INDUSTRY Associated General Contractors of California 5


FEATUREWWW.AGC-CA.ORGQ&A with Caltrans Director Randy IwasakiAdequate, Sustained Funding Source Tops Long List ofChallenges Facing California Department of TransportationOn August 1,2009, RandellH. “Randy” Iwasakiofficially assumedthe roleof director ofthe CaliforniaDepartment ofTransportation(Caltrans). Hewas appointedto the positionby Gov.Randell H. Iwasaki Schwarzeneggerfollowing theretirement this summer of Will Kempton,who had served five successful years in theposition and moved on to head up the OrangeCounty Transportation Authority.As Caltrans Director, Iwasaki managesthe day-to-day operation of the Department,including an operating budget of$14 billion and almost 23,000 employees.A licensed civil engineer, he has been withCaltrans for more than 26 years serving ina number of high profile engineering andmanagement positions.During his Caltrans career, Iwasaki hasspearheaded a number of transportationengineering innovations in California includingthe use of old tires in rubberized asphalt,the installation of LED red lights thatsaved the state taxpayers more than $2 milliona year in power costs, and conversion ofthe Caltrans equipment fleet to clean burningfuels. Iwasaki also serves on a number ofnational transportation panels. He earnedhis bachelor’s degree in Engineering fromCalifornia Polytechnic State University, SanLuis Obispo, and a Master’s in Engineeringfrom California State University, Fresno.The California Constructor recently satdown to speak with Director Iwasaki alongwith Chief Engineer Richard “Rick” Landabout the challenges and opportunitiesfacing California’s transportation programand the current and future outlook for projectfunding, among other things. Some excerptsfrom that interview follow.QACalifornia Constructor: As Director,what is your vision for Caltrans and whatare your major priorities and goals for theDepartment?Director Iwasaki: The vision that I havefor Caltrans is a really a four-legged stool.The first leg is partnerships. The importanceof partnerships in delivering thetransportation program is even greaternow than in years past. [Regional and federal]transportation agencies have certaintypes of expertise and Caltrans has expertise.Individually, we’re good, but together,we’re great. Let me use the Caldecott tunnelas example. Many years ago we developeda three-party agreement, which wasunheard of at the time, between the ContraCosta Transportation Authority, AlamedaCounty Congestion Management Agency,and Caltrans. [The agreement entailed jointparticipation in the project developmentprocess for the 4th Bore to the CaldecottTunnel]. We went through the environmentalprocess; rather than Caltrans doingall the work we relied on our partners. Weworked together and ended up getting asolid environmental document, and thenwe moved into the design phase. And today,we’re going to award that contract veryshortly for a tunnel, through a mountain,in the middle of the Bay Area. That’s justone shining example of the value of creatingthose partnerships.The next area is customer service, andtrying to be better owners of the transportationsystem. So if the traveling public hasa question, we’re going to try to respond tothat question and get them an answer.Next, we are trying to be more efficient.We are proud of the fact that we are a departmentthat produces projects that notonly make our transportation system safer,more efficient, or rehabilitate it so it lastslonger, but while doing that we’re keepingpeople working and creating new jobs.The last leg of that stool is innovation.In the last budget cycle, we ended up gettinglegislation to do public private partnerships.We’re very excited about that as well as [authorizationfor] design/build. The state hasthe authority to do 10 projects under design/build,and we’re going to move forwardas soon as we get approval from the CaliforniaTransportation Commission (CTC).Then as far as public private partnerships,[Business Transportation & Housing] SecretaryBonner is heavily engaged in this andtrying to move forward with guidelines tohelp guide a P3 program into future, sothat we look for new sources of revenue forbuilding infrastructure that is much neededin California. We also want to allow our employeesalong the way to be able to suggestinnovative fixes; I want our employees hereto feel a sense of empowerment so they canQmake change, and they can suggest change.So that’s the innovation piece.California Constructor: What do yousee as the biggest challenges currently facingCaltrans, and how are you addressingAthem?Director Iwasaki: Revenue is a big issue.Not just the fact that revenue is down, justthe way that revenue comes into Caltrans.It’s whipsawed. We have an integral part ofreenergizing this economy, and we do it byputting construction projects forward, gettingthem into contractors’ hands. That’show we stimulate the economy. We want tonormalize that revenue stream.One thing that has saved us is Proposition1B. It’s really done a lot of good forCalifornia, developed lot of projects. Thevoters of the great state of California saidinfrastructure is an issue, and put their votesQbehind it. Also, the Stimulus funds helpedus for last year and this year.California Constructor: Some of theprojects that are coming out to bid are goingfor well below the engineer’s estimate. Arethe savings helping Caltrans pump moreprojects Aout, and being funneled back intofunding the current program?Director Iwasaki: The answer is yes. Inthe area of San Bernardino, one of the partiallyARRA (American Recovery and ReinvestmentAct) funded contracts was theI-215, an $800 million corridor. The engi-6 VOLUME 39, NUMBER 11 — NOVEMBER 2009 THE VOICE OF THE CONSTRUCTION INDUSTRY


I-80 repairing work. Photo © California Department of Transportationneer’s estimate for Phase 3 was $220 million,and the bid came in from Joint VentureSkanska / Steve P. Rados Inc. at about $150million. So there’s a $70 million savings thatnow SANBAG (San Bernardino AssociatedGovernment) is going to reprogram ontoother work. To illustrate that point, lastyear we had a $1.5 billion SHOPP (StateHighway Operation and Protection Program)program, and we only had a billionin revenue. So the Recovery Act comes out,and (regional agencies) got about $1.6 billion,we (Caltrans) got about $935 million.We took $625 million and funded all of lastyear’s SHOPP, because we were about $500million Ashort. That savings is going into thisyear’s program as well.Rick Land: The point is, when these savingscome up, we’re taking projects off theshelf that are ready for construction andmoving them forward. We’re putting theQmoney to work quickly.California Constructor: As you pointout, Caltrans (and other state agencies) arefaced with budget cuts as well as furloughdays. How can you deliver your projects ontime Aand within budget and keep positivemorale within the department?Director Iwasaki: Everywhere I go, Ihave the Caltrans people and the Districtdirector first stand up and I thank themfrom the bottom of my heart. We’re beingfurloughed, our salaries are cut by 14.23%,and yet they are still delivering the program.If we can deliver the program, we can helpget us out of this economic downturn, and[consequently] the sooner we can get out ofthis furlough program and move this transportationprogram forward. We have veryQdedicated employees at Caltrans.California Constructor: Given the currenteconomic challenges in the country(and the world for that matter), what methoddoes Caltrans use to maximize transportationand ARRA dollars, and what isAthe general outlook in terms of volume ofprojects coming out?Director Iwasaki: Our goal was to bethe first state of the union to obligate half[the stimulus dollars]; that was required bythe Recovery Act, which we met a couplemonths early. We did a billion dollars twomonths early. Ultimately now we’re gettingclose to $2.6 billion on the highway side.We’re in no danger of losing any money.So I’m not sure how you maximize dollars,but I can tell you we’re not going tolose any. And we’re going to get it put towork. We have $1.3 billion worth of stimuluscontracts under construction, and wehave another 151 projects worth about $750million to go by end of November, that’slocal and state. By the end of next summerQwe should have all our (stimulus) projectsunder construction.California Constructor: Is the level ofconstruction activity going to change nextyear?ADirector Iwasaki: What will happen isyou’ll see more expenditures, because theseprojects don’t spend right away. They take awhile to ramp up. We’re getting into startingup the boom stage right now. You’ll seemore and more people put to work. Andthat’s really the critical piece – it’s not somuch spending the money, because we’regoing to do that, but it’s how many peopleQare going to be put back to work.California Constructor: What are a fewof the big projects that Caltrans has out tobid now or in the near future, and what isthe general outlook in terms of volume ofAprojects to be delivered this year comparedto recent years?Director Iwasaki: Well we have the CaldecottTunnel (fourth bore) that just bid.Willits Bypass in the north is almost $170million; Doyle Drive; SR-22, the 22-405-605 HOV connectors; and the LA I-5 HOVlanes project is about $180 million, amongothers. We anticipate the delivery of 329projects with an estimated value of $3.5billion in this current fiscal year. Last year(2008/09) we delivered 334 projects worth3.7 billion. In the last four fiscal years wedelivered 1,087 out of 1,088 projects for$11.5 billion. We’re very proud of that record.And we’re also trying to include smallQbusiness and DBE firms in this effort.California Constructor: In terms of projectdelivery, what are the major challengesthat Caltrans faces getting projects fromdrawing board into construction? And whatcan we expect to see in terms of the use ofalternative delivery methods on CaltransAprojects over the next several years?Director Iwasaki: We have major challengesin getting projects from the drawingboard to construction. One of them isfurloughs; we’ve had to cut 14.23% of ourresources. But we are doing everything wecan to try to deliver this year’s program aspromised. As far as delivery methods, we’vegot design/build, and we’re taking it veryseriously. The guidelines have been adoptedby the CTC – and we can nominate projectsafter January 1, 2010. We have four to fiveIDed so far, and we’re still evaluating projectsthat are good candidates. We’re goingto work with the commission to get theseapproved and move forward. Design/buildisn’t a procurement tool for every project,but is a valuable procurement tool for someQcomplex projects.California Constructor: What aboutthe P3s - what role do you see public privatepartnerships playing in the delivery oftransportation projects in California in thenear future?continued on page 8THE VOICE OF THE CONSTRUCTION INDUSTRY Associated General Contractors of California 7


WWW.AGC-CA.ORGPROJECT SPOTLIGHTPlanning and Teamwork Help Team Score Successon Major Bay Bridge ProjectTeam Led by Contractor C.C. Myers, Inc. and Caltrans OvercomeChallenges to Pull Off Unique Labor Day Weekend ProjectBy Carol EatonThe bridge is shown with old section skidded out (to left) awaiting new section.Photo by Florence Low, courtesy of C.C. Myers, Inc.than 48 hours into construction. A scheduled,routine inspection of the bridge uncovereda major crack in the upper deck eyebarsection that would need to be repairedbefore the bridge could reopen. It lookedlike it would take a minor miracle for the fixto be made in time for it to open on or closeto the original schedule. Caltrans notifiedthe public that they should expect at least anadditional day’s delay before this vital transportationlink would be back in service.The project team pulled together, andthrough dedicated teamwork, ingenuity,and hard work, along with a little bitof serendipity, came very close to meetingthe original deadline tied to the LaborDay weekend closure even with the majoradded work scope. Ultimately, the projectwas deemed an unmitigated success by allinvolved – but it was also one punctuated bymany moments of high drama and plentyof breath-holding along the way.This photo shows the eyebar crack close to the worker’sfoot. Photo by Beth Ruyak, courtesy of C.C. Myers, Inc.Nearly two years of painstaking design,planning and preparation culminated thispast Labor Day weekend in the high profile,four day closure of the San Francisco/OaklandBay Bridge, allowing for the installationof a temporary bypass structure.Under the watchful eyes of peoplearound the world, who could track theproject’s progress via the internet and othernews media outlets, a highly experiencedconstruction team that included Caltrans,prime contractor C.C. Myers, Inc. and ahost of subcontractors converged on thebridge on Thursday, September 3, 2009. Alltotaled more than 460 crafts workers alongwith members of the project managementteam were on hand to perform the aroundthe clock, one-of-a-kind operation thatentailed dissecting and removing a 300 ft.long section of the bridge, 150 feet in the airabove Yerba Buena Island, and then “skiddingin” and installing the awaiting temporaryreplacement structure. If all were to goas planned, the bridge was set to reopen tothe anxiously awaiting traveling public byearly Tuesday morning.Things don’t always go as planned, however,when it comes to working on 70 yearold structures.The project was proceeding on track followingthe successful closure when it hit amajor roadblock on Saturday afternoon, lessPlanning for the ‘Big Event’Countless hours of strategizing and planningmeetings went into preconstructionfor the Temporary Bypass Structure (TBS)project. The project entailed cutting away a300-foot, 3,200-ton section of bridge east ofYerba Buena Island, skidding in a new prefabricated,3,600-ton double deck replacementsection, and then demolishing theoriginal section. The temporary viaduct willcarry traffic for a few years until the permanenttwo-mile eastern span section of thebridge is finished.“There were a lot of team meetings, or‘power sessions’,” said C.C. Myers, Inc.’sSenior Project Manager Bob Coupe. “Wewould sit down with a small team of pertinentplayers involved and just poundthrough something in detail as one pieceof the overall puzzle, and then pick anotherpiece and do the same. My job was to put allthe pieces of the puzzle together.”Working through the “what-ifs” was akey part of the strategizing process, Coupecontinued on page 10THE VOICE OF THE CONSTRUCTION INDUSTRY Associated General Contractors of California 9


This graphic shows the eyebar crack fix that was designed and installed over Labor Day weekend.continued from page 9added. “There were a lot of contingencydiscussions. We had so many items onthe jobsite to address, a lot of the contingencieswere routed out during these sessions– everything from extra equipmentto truckloads of extra beams and falseworkmaterial. If we needed it (during theLabor Day weekend work), we wouldn’thave time to go run around the Bay Arealooking for the stuff.”Seamless Shut-DownAll the planning culminated in a successfulconstruction kickoff of the Labor Day weekendoperation September 3, with the last carcleared from the bridge a mere 21 minutesafter the 8 p.m. closure by subcontractorLane Safety Company. The first order ofbusiness was tackling the demolition andcutting of each end of the bridge sectionthat was to be replaced. There was no predictinghow easy – or difficult – it would be“The biggest challenge and unknown we hadgoing into the weekend was whether or not wewere going to be able to get the old bridgeto lift off of its current foundation and currentbearing at the east end.”– Bob Coupeto remove such a large section of bridge thathad stood in place for over 70 years.“The biggest challenge and unknown wehad going into the weekend was whetheror not we were going to be able to get theold bridge to lift off of its current foundationand current bearing at the east end,”Coupe commented. “It was bolted downto concrete. We didn’t know how it wouldreact, whether it would come clean off theconcrete or if we were going to have to dissectit into a million pieces with torches,which would have taken us way longer.” Thefact that the bridge had been retrofitted afew times further muddied the picture, andnumerous hours had already been put inby the demolition subcontractor, SilveradoContractors, and Caltrans pouring throughthe archives of as-builts and shop drawingsto determine what was there.Early Friday evening, over an approximatelytwo hour period, crews undertookthe process of trying to pop the old section(now cut on each end) out of its placeand then “skidding” it out of the way usinga system designed by subcontractor MammoetUSA that comprised steel tracks onone side and Teflon on the other, with ordinarydish soap squirted in-between to skidthese giant pieces along the track. Virtuallyall the crews on site joined together to watchthe milestone event, holding their collectivebreath. “There was quite a bit of tension,”Coupe said. “We couldn’t afford to spendtoo much time messing around with tryingto use jacks to pop it off its old bearing.We were going to abort that plan and wereready to go with Plan B; then with one sudden‘bang,’ the thing popped off. It was almostlike the team had scored a touchdown,and all the fans cheered.”While freeing the old section and thesubsequent rollout provided one majorrelief, Coupe said there was still plenty toworry about, with the new bridge yet to bemoved into position. Add to that the unknownchallenge – the eyebar crack – thatwould confront the team the next day andthrow a whole new wrench into things.Overcoming Major HurdleBob Coupe didn’t know what to think whenhe received a call from Caltrans seniorbridge engineer Dr. Brian Maroney on Saturdayafternoon, instructing him: “There issomething seriously wrong; meet me downat Pier E3 on the bridge.”“It was a very unnerving feeling,” he said.Crews had to lay down planks so Coupeand two other C.C. Myers, Inc. project teammembers could traverse the gaping openingwhere the new bridge hadn’t been completelyrolled in. “It seemed like forever, butit probably was only five minutes or so to getthe planks down to cross to the second side,”he recalled. “It felt like we walked halfway toOakland. The anxiety level at the time wasjust incredible.”Once they got there, Maroney delivered10 VOLUME 39, NUMBER 11 — NOVEMBER 2009 THE VOICE OF THE CONSTRUCTION INDUSTRY


the bad news: a routine inspection had uncovereda major crack on the eyebar section.A fix was needed, and fast. Maroneyand C.C. Myers, Inc.’s senior engineer DanBaker “literally pulled out a piece of scratchpaper and started making sketches on whatthe fix was going to be,” Coupe said. “I addedconstructability opinions into it.” Instead ofreplacing the eyebar, the engineers designeda system that would place high-tension steelrods around the eyebars to redistribute theload evenly.Coupe then pulled out his blackberryand started making phone calls to see howthey could put the plan into action.The first call went to AVAR ConstructionSystems, looking for high strength rodsto get that process moving. The second callwent to Carl Douglas, President of StingerWelding out of Coolidge, AZ, the companythat had fabricated the new bridge sectionthat had been rolled in that weekend, and alongtime friend to both the C.C Myers, Inc.and Caltrans. Although Douglas happenedto be on a weekend fishing trip with hisfamily in a remote area of Montana wherethere was no cell phone coverage, Coupe’scall serendipitously was made at a momentwhen Douglas was in a nearby town gettingfishing supplies, and the call went through.Thus the wheels were set in motion to getthe eyebar fix fabricated quickly.It became apparent during the course ofthe fix that one more piece of custom steelfabrication was needed, an extension shoe,and it began to seem even more likely thatthe eyebar repair would hold up the 5 a.m.Tuesday reopening of the Bridge. AmericanBridge/Fluor Enterprises, Inc., A Joint Venture,who is working on an adjacent part ofthe Bay Bridge project, stepped in to helpfabricate that extra piece locally. Yet anotherplayer, subcontractor Danny’s ConstructionCompany, Inc., stepped up to provide thelabor for the entire eyebar repair.Team Efforts Pay OffUltimately, all those collective team effortspaid off. The bridge reopened at 6:38 a.m.Tuesday morning, September 8, less thantwo hours later than originally scheduledand some 22 hours earlier than the adjustedproject completion schedule that accountedfor fixing the bridge crack.C.C. Myers, Inc. President Dan Himickcommented upon completion of the LaborDay portion of the project, “This has beenPhoto by Florence Low, courtesy of C.C. Myers, Inc.a fascinating experience in that an owner,designer, prime contractor, numerous subcontractors,fabricators and vendors haveALL come together as a cooperative teamto design and build a very unique structurewith an equally unique method of construction.Everyone mentioned has skin inthis project.”C.C. Myers, Inc. will continue to finishout the project through the balance of 2010,including complete removal and recyclingof the old bridge section and constructionof several columns that will support thenew Bay Bridge on Yerba Buena Island.Caltrans Director Randell Iwasaki wasone of several officials on hand to mark thereopening of the bridge. He commented,“Thanks to the exceptional teamwork anddedication of the workers, we were able toopen the bridge Tuesday morning. I want topersonally thank the dedicated design teamand the contractor C.C. Myers, Inc. and itssubcontractors. Without their partnership,“This has been a fascinating experience inthat an owner, designer, prime contractor,numerous subcontractors, fabricators andvendors have ALL come together as acooperative team to design and build a veryunique structure with an equally uniquemethod of construction. ”– C.C. Myers, Inc. President Dan Himickthis reopening would not have happened. Itwould have taken much longer.”California Transportation CommissionExecutive Director Bimla Rhinehart,who herself was on hand over the LaborDay weekend work, added: “This unprecedentedconstruction brings us one stepcloser to making the new East Span, andthe largest bridge in the Toll Bridge program,a reality. I would also like to thankeveryone who helped us spread the workabout the bridge closure and helped makethis project a success.”THE VOICE OF THE CONSTRUCTION INDUSTRY Associated General Contractors of California 11


12 VOLUME 39, NUMBER 11 — NOVEMBER 2009 THE VOICE OF THE CONSTRUCTION INDUSTRY


WWW.AGC-CA.ORGFEATUREWalter “Butch” Waidelich Steers Federal HighwayAdministration On Successful Course in CaliforniaBy Carol EatonIn the relativelyshort time since hestepped into therole of CaliforniaDivision Administratorfor theFederal HighwayAdministration(FHWA), Walter“Butch” Waidelichhas worked hardto become knownas a visible and accessibleleader focused on building relationshipsand putting federal tax dollars to workquickly and efficiently throughout the state.“I believe we need to be visible,” Waidelichcomments of his outreach efforts with membersof the state, regional and local transportationcommunities. “We need to knoweach other so we’re not just a signature ona piece of paper. I honestly believe that weneed to get out, to know the system, knowthe highways, know the issues and the areasand just build those relationships.”Prior to moving to California to headup FHWA’s California Division in January2009, Waidelich’s work took him to variouschallenging assignments around the country.After graduation from the ColoradoSchool of Mines with a B.S. in Mining Engineering,he entered active duty militaryservice as an Engineer Officer in the UnitedStates Army. In 1988, he joined the FederalHighway Administration’s Highway EngineerTraining Program, and then served inprogressive positions as an Area Engineerin Rhode Island, Engineering Team Leaderin Illinois, District Engineer in Texas, AssistantDivision Administrator in the NewHampshire Division, and Division Administratorin Utah before being appointedto head the California division. He is therecipient of numerous performance andhonor awards including the Secretary ofTransportation’s Partnering for ExcellenceAward and the J. K. Martin Memorial PeerAward, among others.Waidelich knew when he accepted hiscurrent assignment that the work wouldbe challenging, given the sheer size andcomplexity of California’s transportationsystem and the wide variety of geographyit traverses, encompassing mountains, desert,coastal and valley areas in a region thatis under constant threat of seismic activities.There are some 170,000 miles of roadsin the state, approximately 25,000 bridges,and 18 metropolitan planning organizations,most with their own environmentaland regulatory processes to be navigated.“This is just a very complex state in whichto work; quite frankly it’s unlike any other,”he comments.As the largest of FHWA’s 52 Divisionsnationwide, the California Division is responsiblefor delivering the Federal AidHighway program and implementing FH-WA’s National Strategic Plan throughoutthe state. In his role as Division Administrator,Waidelich oversees a multidisciplinarystaff of more than 60 people in sixseparate offices that include state programs,local programs, planning and air quality,structures, financial services and nationalprograms. Under Waidelich’s leadershipthe Division is responsible for the stewardshipof over $3.8 billion in federal aidalone. He works closely with Caltrans in avariety of ways overseeing transportationprograms and spending in California, coveringeverything from oversight of historicproperties to construction, design, right ofway issues, environmental issues relatingto transportation and everything in between.Together the combined federal andstate transportation program in Californiatotaled over $14 billion last year.One of the key challenges, and successes,that Waidelich points to over the lastyear has been putting the federal AmericanRecovery and Reinvestment Act (ARRA)funds to work building projects and employingpeople throughout California. “Inthe first six months, we have put out over500 projects totaling over $2 billion worthof work,” he comments. “The speed to getthat implemented and the need for it hasbeen incredible, and it’s a credit to theconstruction industry, the state and localagencies for getting it done. I think that’ssomething we can all be proud of.”Maintaining close relationships with thevarious transportation stakeholders andpartners like Caltrans will continue to becritical to the success of the transportationdelivery in California, Waidelich contends.“We need to provide this program deliverywith shared accountability – meaning withfederal, state and local governments providingthat accountability on the federalprogram, together,” he says. “Partneringis very important; that is how we providestewardship over the highway program.”And continuing to solidify the close relationshipsthat will help speed implementationof transportation projects yet to bedelivered via ARRA funding will be criticalin the coming months, says Waidelich.“The best is yet to come,” he notes. “Constructionis still gearing up and ramping up[for the ARRA program]. We have a lot stillcoming down the pike where work will beon the ground, jobs will be out there anddollars will start flowing much quicker.There’s a lot of anticipation.”As for how contractors can best weatherthe economic downturn, he advises thosewho are involved in transportation projectsand putting the Recovery Act dollarsin place to “put their best foot forward” ontheir jobsites. “The public sees them whenthey drive through a construction zone.Contractors are very visible,” Waidelichsays. “They are out there creating jobs, andthey represent the transportation communityon the front lines.”For his part, Waidelich says he is excitedto be in his current role helping FHWA’sCalifornia Division put projects in placeand, in partnership with Caltrans, workingto keep the state’s transportation systemon the right track. “I can honestly say thisis the best job I’ve ever had in my life,” hecomments. “Just where we are in transportation,being in California really influencesthat. I feel pretty excited and honored to behere.”THE VOICE OF THE CONSTRUCTION INDUSTRY Associated General Contractors of California 13


FEATUREWWW.AGC-CA.ORGFederal Funding: A Snapshot of ARRA-Funded ProjectsBy Tom IchniowskiReprinted from ENR’s 10/14/2009 issueAs the American Recovery and ReinvestmentAct reaches the eight-month mark, theconstruction industry is seeing a decidedlymixed picture. The $787-billion stimuluspackage’s estimated $130 billion of constructionmoney is flowing out throughmany federal and nonfederal agency channels,but those agencies are moving theirARRA money out at varying rates on diverseprojects across the U.S.Transportation Secretary Ray LaHoodtold the House Transportation and InfrastructureCommittee on Oct. 1 that the FederalHighway Administration had obligated72% of its $27.1 billion of ARRA money,the Federal Aviation Administration hadobligated 99% of its $1.1 billion for airportimprovements, and the Federal Transit Administrationhad committed 88% of its $8.4billion stimulus allotment. “The money isout the door,” said LaHood. The federal roadand bridge aid then goes to state agencies,which award the contracts. Some states havebeen more aggressive in awarding the work.Ken Simonson, chief economist for the AGC,gives “good marks [to] FHWA and many ofthe state DOTs in turning their money intocontracts.”Other ARRA-funded construction contractsare managed directly by federal agencies.They also are moving at varying ratesof speed. The Dept. of Defense had obligatedabout $3.3 billion of its $7.4 billion ofARRA money as of Sept. 30.The Army Corps of Engineers did notissue its list of civil-works stimulus projectsuntil April 28, more than two months afterARRA was enacted. By the end of September,the Corps had obligated 48% of its $4.6billion of stimulus funds. That amount includes$1.3 billion for operations and maintenancework and $790 million for constructionprojects.The GSA took six weeks to release itsstimulus-project list, outlining how itplanned to divide its $5.5 billion of ARRAfunds for constructing or upgrading federalbuildings. Thanks to a wave of contractawards in July, GSA had obligated almost$1 billion of stimulus projects by the endof that month. By Sept. 30, GSA’s stimulusawards were up to $1.4 billion. A spokeswomansays the agency is on track to obligateanother $600 million by Dec. 31.Water-sector contracting is lagging.By July 31, the Environmental ProtectionAgency had obligated more than 80% of its$6 billion in ARRA aid for Clean Water anddrinking-water state revolving funds (SRFs).But state and local agencies are responsiblefor those contract awards, and progress hasbeen slow. As of Aug. 31, 25 states reportedthey had no Clean Water SRF projects undercontract. Only 311 such projects, totaling$667 million, were under contract nationwide,according to the House Transportationand Infrastructure Committee. Simonsonsays ARRA’s “Buy American” provisionhas repeatedly delayed water and wastewater-treatmentcontract awards.14 VOLUME 39, NUMBER 11 — NOVEMBER 2009 THE VOICE OF THE CONSTRUCTION INDUSTRY


WWW.AGC-CA.ORGINDUSTRIAL RELATIONSAt Look At AGC’s Industrial Relations DepartmentIn the state of California, AGC’s IndustrialRelations Department has a proud and historic88 year history as the labor relationsleader in the Union Construction Industrynegotiating and administering multiemployerMaster and Industry Agreementswith the Carpenters, Cement Masons, IronWorkers, Laborers, Millwrights, OperatingEngineers, Pile Drivers, and Teamsters. TheIndustrial Relations Department representsand advocates on behalf of the largest multiemployerbargaining unit in the UnitedStates, representing over 500 union contractor’sin California, which produce in excessof 35 million union man-hours per year.Your IR Dept. TeamThe Industrial Relations (IR) staff providesmembers with direct access to critical laborinformation and a broad spectrum of premiumlabor relations services and advocacy,which includes relevant and timely solutionsto immediate and future labor related matters.The AGC of California IR team includes:• Tom Holsman, CEO• Sean O’Donoghue,Director, Northern California• Mike Rodriquez,Director, Southern California• Mark Reynosa, Field Services Manager,Northern California• Cherri Smith, Contract Administrator,Northern California• Trude Ellingsen, ContractAdministrator, Southern California• Rachel Morris, Industrial RelationsCoordinator, Northern CaliforniaIR Frequently Asked QuestionsWhen is Overtime to be Paid?In general, overtime is paid for work performedprior to the start of the establishedworkday’s starting time and/or after eight(8) consecutive hours of work in one workday.In addition, AGC Agreements may havespecial provisions regarding overtime payfor work performed outside the establishedworkday or on Saturdays, Sundays or Holidays.For instance, the Iron Workers Agreementrequires overtime to be paid at thetime and one-half rate for the first two hoursworked in excess of eight hours on any regularworkday and requires overtime to be paidat the double time rate for work performedin excess of ten hours in one workday.Can Employees work a 4 x 10 work week ona State Public Works Project without thepayment of Overtime?No, California laws and regulations governingwork performed on public works projectsrequire overtime to be paid after eightconsecutive hours of work in one workday.Are Fringe Benefits subject to Overtime?No, the overtime pay calculation includesonly taxable wage related pay, which includesvacation pay and any premium orspecial shift pay associated with the work.CONTACT IRNorthern California IR: Ph (925) 827-2422 /Fax (925) 827-4042; Southern California IR:Ph (626) 608-5800 / Fax (626) 608-5810.THE VOICE OF THE CONSTRUCTION INDUSTRY Associated General Contractors of California 15


MEMBER NEWSWWW.AGC-CA.ORGSkanska/Rados Awarded $154 Million I-215 ProjectThe joint venture of Skanska / Steve P.Rados Inc. was awarded a $154.3 millioncontract on the I-215 widening project inSan Bernardino in September. The project,which received $129 million in U.S. stimulusfunds, represents the next two phases inan overall $800 million freeway wideningproject that has an expected completion of2013. Caltrans has partnered with San BernardinoAssociated Governments, the FederalHighway Administration and the Cityof San Bernardino to complete improvementsto the corridor.The contract entails widening the 215from Rialto Avenue to Highway 210 by twolanes and reconfiguring entrance and exitramps to city streets along the way.It also includes the rebuilding of a numberof entrance and exit ramps along thestretch of highway in question, the installationof traffic signalization and constructionof sound walls.Skanska has a 60-percent share in thejoint venture and Steve P. Rados, Inc. has a40 percent shareThe newly hired CM Program Coordinator for CSU FresnoManoochehr Zoghi, left, is pictured with Joe Pickett ofPickett & Sons Construction, CM Advisory President, duringan AGC welcome reception in August.AGC Welcomes CSU Fresno’sNew CM Program CoordinatorAGC members and the Construction ManagementAdvisory Board held a welcomereception on August 20 for ManoochehrZoghi, Ph. D., P.E. the new constructionmanagement program coordinator for theLyles College of Engineering at CaliforniaState University, Fresno.Dr. Zoghi served as the professor andfounding chair of the Civil and EnvironmentalEngineering Department at IdahoState University from July 2007 to July 2009,prior to his current appointment as the professorand coordinator of the ConstructionManagement Program at CSUF. He held afaculty position in the department of civiland environmental engineering mechanicsat University of Dayton from 1986 to 2007.Prior to that he worked as a project engineerat the consulting firm of Lockwood, Jones,and Beals, Inc. in Dayton, Ohio from 1983-1986, where he was instrumental in R&D ofthe patented CON-SPAN Bridge Systems.At LJB, he was also involved with CON-STEEL’s tilt-up design-build program.The recipient of several teaching and researchawards, Dr. Zoghi was recently presentedthe International Concrete Institute’s(ICRI) award of excellence on the transportationcategory for his collaborative bridgerepair and rehabilitation project, sponsoredthrough FHWA’s Innovative Bridge Researchand Construction (IBRC) Program.McCarthy Reaches Milestoneon SOKA University ProjectSoka University of America in Aliso Viejo,Calif. recently held a celebration to commemorateplacement of the final roof trusson its new Performing Arts Center which is16 VOLUME 39, NUMBER 11 — NOVEMBER 2009 THE VOICE OF THE CONSTRUCTION INDUSTRY


approximately 50% complete. The project isunder construction by McCarthy BuildingCompanies, Inc.University officials, local dignitaries andthe entire design and construction team attendedthe event last month in which theyhad the opportunity to sign the truss beforeJunior Steel of Gardena, Calif. used a300-ton crawler crane to lift the truss andsecured it to the roof of the Performing ArtsCenter. Students and visitors on the campusalso witnessed the project milestone fromthe campus greenbelt which overlooks theconstruction site.“Typically, a building tops out whenthe last structural steel beam is placed,”said McCarthy project manager Nate Ray.“However, the Soka Performing Arts Centerhas four massive roof trusses that span thewidth of the performance hall, so it seemedappropriate to celebrate the placement ofthe final truss. At 16.5 feet tall and 114 feetwide, these trusses are so large that they willbe delivered at night with a California HighwayPatrol escort.”McCarthy is serving as general contractorfor the $73 million project which beganin December 2008. The project includesconstruction of a three-level, 47,836-sq.-ft.Performing Arts Center housing a receptionlobby, support spaces and a 1,000 seat auditoriumas well as a 48,974-sq.-ft. AcademicBuilding located adjacent to and providingsupport for the Performing Arts Center. Thenew four-level academic building will houseThe Soka Performing Arts Center has fourmassive roof trusses that span the widthof the performance hall.11 classrooms, 29 faculty offices, a 150-seatblack box theater, four dressing rooms, arehearsal/dance studio, musician warm-upspaces and other support areas.Designed by Zimmer Gunsul Frasca ArchitectsLLP of Los Angeles, the new buildingswill provide visual continuity with theexisting buildings and the Mediterraneanhill town design theme of the campus. Bothstructures are being built with a combinationof a structural concrete and structuralsteel frame. The buildings’ exteriors will featuresmooth plaster walls, travertine stonebands, aluminum curtain walls, clear glassglazing and clay tile roofs.The project’s design and constructionteam are pursuing LEED Certification forthe buildings. McCarthy is using sustainableconstruction methods throughout the projectsuch as minimizing unrecyclable constructionwaste, maintaining proper indoorair quality and ensuring that the subcontractorsinstall the specified “green” materials.Likewise, the design of these structuresincorporates numerous sustainable and energyefficiency solutions.Once completed in fall 2010, the newPerforming Arts Center will serve the campusand South Orange County as a venuefor lectures, assemblies, concerts and theaterproductions.IN MEMORIAMAGC MemberOllie Greco DiesAGC recently lost one of its own with thesudden passing of Olivia ‘Ollie’ Greco ofSalinas, CA on October 17.Greco retired on September 30, 2009 after a long and successfulcareer in banking as Vice President, Construction Lendingat Pinnacle Bank in Morgan Hill.She had served as a member of the Board of Directors of theMonterey Bay District of AGC of California. In addition, Grecohad been a member of the Monterey Bay #167 Chapter of theNational Association of Women in Construction [NAWIC]since 1993. She served as #167 Chapter President as well asBoard of Directors and other offices. She was awarded Rookieof the Year and Member [WIC] of the Year. She also had beenon the steering committee for the Boy Scouts “Building FutureLeaders” yearly gala.Greco is survived by her husband of 39 years, George, foursons and nine grandchildren.A memorial event was held at the Salinas Elks Lodge on October24. Donations in the name of Olivia ‘Ollie’ Greco can besent to the NAWIC National Education Foundation [NEF} P.O.Box 549, Clemson, and SC 29633.THE VOICE OF THE CONSTRUCTION INDUSTRY Associated General Contractors of California 17


Top 10 Projects AwardsFollowing are the top 10 public project awards California last month, compliments of McGraw-Hill Construction.Project TitleCA/DOT Construct a 4th Caldecott Tunnel & Building04294914CompanyReported LowBid AmountProject CityTutor-Saliba Corp $257,017,175 AlamedaCA/DOT Widen Freeways - Construct Bridges 084440U4 MCM Construction $65,528,133 San BernardinoBay Division Pipeline Reliability Upgrade - Pipeline #5WD2541CA/DOT Widen Freeway With Hma Over Cl 2 Ab03441614CA/DOT Widen Hwy & Bridge Add HOV Lanes and(RE-BID) 040A18U4CA/DOT Reconstruct Ic- Construct Viaduct -Retaining Walls 04163734Ranger Pipelines, Inc $61,558,005 AlamedaDesilva Gates - MCM $61,339,067 Rancho CordovaO C Jones & Sons Inc $52,437,518 CotatiC. C. Myers Inc. $48,400,000 San Francisco+Berth 102 Wharf & Backland Improvements 2696Griffith Company/ $47,599,680 San PedroDutra Group JVDeepening of the Port of Long Beach W912PL09B0009 Manson Construction Co $39,801,600 Long BeachRice Ave - Ventura Fwy Interchange Improvements PW0319 Security Paving $31,189,493 OxnardLinda CWD Wastewater Treatment Plant Expansion Kaweah Construction $28,860,000 LindaMarkets at a GlanceThis graph depicts the value of office and bank buildings historically (2007 & 2008) and Forecast (2009, 2010 & 2011)in the San Francisco Metropolitan Statistical Area (MSA)Information is provided courtesy of McGraw-Hill Construction.800000San Francisco - Oakland - Fremont, CA – Dollar ValueOffi ce and BankBuildings700000600000Dollars50000040000030000020000010000002007 2008 2009 2010 201118 VOLUME 39, NUMBER 11 — NOVEMBER 2009 THE VOICE OF THE CONSTRUCTION INDUSTRY


SAFETY CORNERWWW.AGC-CA.ORGCALENDAR OF EVENTSAGC Safety & Health CouncilHolds Successful AnnualPlanning WorkshopBy Bo BradleyThe AGC Safety & Health Council had itsannual Greg Raymond planning workshopSeptember 23rd-25th. There were 32 membersin attendance at this year’s successfulevent, who tackled a host of issues in preparingfor the year ahead.Several generous sponsors helped tomake this event happen. They include: OnsiteHealth & Safety, ECR, Griffith Company,Independent Construction Co., Inc.,Hensel Phelps Construction Co., RosendinElectric, GMGS, HMH Builders, and JoshuaCasey. Thank you sponsors!Now, what did we accomplish in the intenseday and a half long meeting? Followingare just a few of the highlights.2010-2011 leadership – The Councilelected Ken Cauble with Nova Group as Chairfor 2010, and Cory Bykoski of Dynalectric asVice Chair for 2010 and Chair for 2011.Safety Presentations – The Councilformed a Safety Presentations task forcethat will be creating and delivering presentationsat the AGC Conferences, such aswhat’s the bottom line that safety is reallycosting your company. It is anticipated thatthis will be presented at the Spring Conferencein 2010.Publications – The Council reviewedAGCC safety products and decided to makethe products that are no longer selling availableat no charge to small, disadvantagedcontractors until they are gone.Affinity Programs Review – Current affinityprograms that AGC has with membersin the safety arena are established withEmerald Bay, Mancomm, and Click Safety.The Council determined it will investigatesetting up an affinity program with Joshua-Casey Safety Products.Safety Award Review – The Council reviewedthe Safety Awards held in 2009 anddiscussed plans for the 2010 Safety Awardsof Excellence, which it plans to hold inconjunction with the AGC of CaliforniaFall Conference next October.Council Structure – Discussion washeld on various committees and task forces,including the AGC of American liaisoncommittee (Peter Furst was nominated);Legislative Liaison (Virginia Siegel andSteve Hooper will participate along withthe Chair); etc.Breakout sessions – Contractor and associatemembers of the Council held Sessionsto discuss various items of concern.Regulatory update – The Council discusseda host of regulatory issues impactingcontractors and the Council, frompending changes to regulation regardingHeat Illness Prevention to potential impactsfrom the federal “protecting America’sWorkers Act,” among myriad otherregulatory issues.Training topics – The Council outlineda variety of potential internal training topicsto be addressed during meeting nextyear, including nano technology; how to bedeposed; fall protection updates; ConfinedSpace/ANSI; fleet safety/sonar; and muchmore. They set the location and schedulefor the 2010 meetings, and assigned topicsand authors for the “Safety Snaps” articlesput out by the Safety & Health Council.These were just a few of the items addressedduring the intensive and productivemeeting. For additional informationon the recent planning meeting or for anyquestions regarding AGC’s Safety & HealthCouncil, contact Bo Bradley, AGC of CaliforniaDirector, Safety, Health & RegulatoryServices, at (916) 371-2422 or bradleyb@agc-ca.org.Coming in the California ConstructorThe December issue of the California Constructor magazine is our annual Review andForecast issue, offering highlights from leading construction industry economists onwhat the construction industry can expect in 2010. The issue will also offer highlightsfrom the October AGC of California State and Division board meetings.November 16-20Hazardous Waste Operations and EmergencyResponse: 40-Hour HAZWOPER in Santa AnaPV Design and Installation course in San JoseNovember 17Sage Timberline Project Management: DocumentControl online courseTrench Shoring and Excavation - Competent Persontraining in Santa AnaSWPPP Compliance Training 8-Hour in OaklandNovember 18Sage Master Builder Project Management onlinecourseForklift “Train-the-Trainer” Program in AnaheimHAZWOPER Awareness 8-Hour training in Santa AnaHAZWOPER Annual Refresher Training in Santa AnaNovember 18-2024- Hour Stormwater Pollution Prevention forConstruction Sites in OaklandAutoCAD Level II training in RiversideHAZWOPER 24-Hour training in Santa AnaNovember 19Sage Timberline Estimating Extended online courseInjury and Illness Prevention - Basic Levelin SacramentoPersonal Protection Equipment (PPE) Overviewin SacramentoCPR / First Aid / AED Certification Trainingin AnaheimForklift Operator Safety Certification Trainingin SacramentoProcore Project Management Training two houronline courseNovember 20Traffic Control/Flagger Safety Trainingin San BernardinoCPR / First Aid / AED Certification Trainingin San BernardinoOn-Center On-Screen Takeoff online courseRiverside-San Bernardino District Board of DirectorsInstallation in RiversideNovember 21Trench Shoring and Excavation - Competent Persontraining in FullertonNovember 23OSHA 10-Hour Construction Safety Coursein SacramentoFall Protection - Competent Person Level I trainingin OaklandNovember 24Confined Space Training - Competent Person trainingin Oakland and Santa AnaHAZWOPER Annual Refresher Training in AnaheimCORRECTIONAn article on page 8 of the October issueof the California Constructor incorrectlyidentified the company affiliation forMichelle Loveall, Chair of the AGC ConstructionEducation Foundation. She iswith First Regional Bank, Glendale, CA.We apologize for the error!THE VOICE OF THE CONSTRUCTION INDUSTRY Associated General Contractors of California 19

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