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  • March 24, 2014 8:10 AM | Cheryl Stewart (Administrator)

    by Tyler S. Waite, Campbell & Bissell, PPLC

     

    In an effort to move toward an international standard in the classification and labeling of hazardous chemicals, OSHA’s “Hazard Communication Standard” (HCS) has been revised to align with the international “GHS” system.  Once this transition is complete, the new standard should make the workplace safer through communicating better information to workers and by providing emergency responders with consistent standardized information.  Additionally, the change is expected to ease international trade barriers associated with existing inconsistencies in chemical labeling and classification. 

     

    What is “GHS”?  GHS is an acronym for the “Globally Harmonized System of Classification and Labeling of Chemicals.”  At least sixty-five other countries have already adopted, or are in the process of adopting the GHS system.  GHS provides a comprehensive scheme to define and classify physical and environmental chemical hazards as well as a universal method of communicating hazardous information and protective measures through universal labeling requirements and Safety Data Sheets (SDS).  SDSs will include new information and look different than the current MSDS sheets.  The new SDS sheets will include things such as pictograms, signal words and hazard statements. 

     

    What this means for contractors/businesses: The GHS aligned requirements will be phased in over the next three years.  OSHA set a December 1, 2013 deadline for employers to train workers on the changes to OSHA’s Hazard Communication Standard (in other words, if you have not completed the training, you are already 4 months past the deadline).  By June 1, 2016, employers are required to be in full compliance with all provisions of the updated standard, and distributors will not be allowed to ship products using the old HCS labeling system after December 1, 2015.  Hazard communication infractions result in frequent OSHA citations, and OSHA intends to review companies’ plans and records for hazard communication procedures during site inspections. 

     

    Many businesses have not yet provided training concerning the new standards, and many do not realize they fall under the requirements of the new OSHA standards.  The new standards are far reaching and often apply to commonly used chemicals such as paints, as well as consumer grade adhesives and cleaning supplies.  Even cosmetologists and salons may be subject to the new GHS training requirements if certain chemicals are used in the workplace.  Employers have always been required to provide hazard communication trainings to new workers under the general industry standards but employers are now required to update their operations and retrain employees.  Under the revised GHS system, workers need to understand the new labeling scheme.  Training includes instructing workers how to read and understand the new Safety Data Sheets, addressing risks posed by hazardous chemicals, and ensuring that workers have an understanding of the new labeling elements.  

     

    Many American and foreign chemical manufactures are already using the updated GHS labeling and SDSs.  It is crucial that employers train their workers to ensure that they are familiar with the new labeling and SDSs.  This will ensure that employees understand how to use the new labeling, and access information effectively. Additional information can be obtained at: https://www.osha.gov/dsg/hazcom/ghs.html. 

  • March 10, 2014 11:11 AM | Cheryl Stewart (Administrator)

    Distracted driving not only is a serious problem on the road, it is a major concern for businesses with fleets of vehicles that want to reduce the frequency and severity of accidents and control expenses.  Distracted driving can be caused by activities ranging from using a cell phone or texting to eating and drinking, grooming, reading directions, or changing a radio station or MP3 player. 

     

    Recent statistics about distracted driving related to the use of cell phones and texting are particularly alarming:

    • Regardless of the texting method – voice-to-text or manual – driver performance suffers equally, according to a study released in April 2013 by the Texas A&M Transportation Institute ( TTI).
    • The National Safety Council in a study released in May 2013 estimates that 25 percent of all crashes involve cell phone use based on data reported by the National Highway Traffic Safety Administration (NHTSA). However, the National Safety Council believes “the number of crashes involving cell phone use is much greater than what is being reported (because) many factors, from drivers not admitting cell phone use to a lack of consistency in crash reports being used to collect data at the scene, make it very challenging to determine an accurate number.” 
    • Finally, a study released by AAA in June 2013 concluded that “talking on a hands-free phone isn’t significantly safer for drivers than talking on a hand-held phone and using hands-free devices that translate speech into text is the most distracting of all.”

     

    Besides the inconvenience and expense of taking a vehicle out of service for repairs after an accident, even minor injuries to a driver can become a major concern and disrupt a business’ ability to serve customers. A business often can benefit from an annual review of losses that includes cross-referencing accident reports with cell phone records for individual drivers and calculating the extra expenses incurred by not reporting small accidents to its insurance carrier. One of the most effective ways to accomplish this review is with a professional fleet management company that has the experience and expertise to evaluate the total cost of a fleet of vehicles.

     

    Businesses that don’t take seriously the problems caused by distracted driving can pay a high price.  For example, a vehicle involved in a serious accident could be required to be taken out of service during an investigation from several days to many months, while the business is still required to make payments on the vehicle.  In addition, a business involved in a legal dispute resulting from an accident may be subpoenaed to provide detailed documentation such as the driver’s statements and possible phone records if the driver is suspected of being on the phone at the time of the accident.

      

    A good place to begin to reduce risks caused by distracted driving is to develop a written policy for all drivers, whether they drive company-owned vehicles or use their own vehicles while on company business.  Sample wording may state, “Individuals are encouraged to use their cell phones only when the vehicle is legally parked.  The use of cell phones while driving is strongly discouraged in order to practice good defensive driving skills.  Notwithstanding the foregoing, compliance with state and local cell phone laws is required.”

     

    According to AAA, industry research indicates there are about 9 million cars and trucks on the road with “infotainment” systems and that will jump to about 62 million by 2018.  It’s time for everyone to face the reality of distracted driving and take necessary actions to drive responsibly.

     

     


     

    Thomas Gardner, a Director for Enterprise Fleet Management in Washington can be reached at 425-687-9826.  Gardner is supported by an experienced team of veteran mechanics and accredited Automotive Service Excellence (ASE) technicians to serve the fleet maintenance needs of businesses with mid-size fleets.  In addition to maintenance management programs, Enterprise’s services include vehicle acquisition, fuel management and insurance programs, as well as vehicle registration, reporting and remarketing.  Visit the company’s web site at www.efleets.com or call toll free 1-877-23-FLEET.

  • March 02, 2014 1:00 PM | Cheryl Stewart (Administrator)

    Thank you to everyone that made it to our 2014 Tri Cities Owners Panel and Construction Outlook. We have some of the presentations available from that day available for you online.

     

    Presentations

     

    Economic Forecast Data

  • March 02, 2014 12:42 PM | Cheryl Stewart (Administrator)

    By: Jason T. Piskel*

     

    All public works projects in the state of Washington require the owner to reserve a contract retainage of no more than five percent of the money earned by the general contractor as a trust for the protection and payment of (1) the claims of any person under the contract; and (2) the state with respect to taxes, increases, and penalties imposed pursuant to unemployment compensation, industrial insurance, and excise taxes. RCW 60.28.011(1)(a). This retainage statute has a surprising number of options and clauses for early release of money that many contractors do not realize. In addition, the retainage statute offers flexibility to contractors and should be considered before bid and again after bid award.  Let's look at some of those options.

     

    Where the Money is Kept.

    The contractor has the option to direct where the reserve is held. The options are (1) in a fund by the public body; (2) deposited by the public body in an interest bearing account of a bank, mutual savings bank, or loan association (with the interest being paid to the contractor); or (3) placed in escrow with a bank or trust company via joint check to the bank or trust company and the contractor. Under the third option, the check is converted into bonds or securities chosen by the contractor, must be approved by the public body, and is held in escrow with the interest going to the contractor. This seems like a great idea and a win for the contractor to earn interest, unless you have watched the market over the last several years, the interest on the reserve may be worth nothing if you need that capital to continue your effective prosecution of the job and other jobs. The statute also offers another alternative, posting a bond for all or any portion of the contract retainage.

     

    Bonding Around Retainage

    As a practical consequence this reserve is kept by the public owner and can be kept for a very long time after beneficial occupancy. Perhaps the drafters of the statute knew of this and provided an option to allow contractors to get their money without having to wait for it. To that end, contractor may submit a bond for all or any portion of the contract retainage in a form acceptable to the public body and from a bonding company meeting standards established by the public body. The public body must accept a bond meeting these requirements unless it can demonstrate good cause for refusing to accept the bond. The public body must release the bonded portion of the retained funds to the contractor within thirty days of accepting the bond from the contractor. Whenever a public body accepts a bond in lieu of retained funds from a contractor, the contractor must accept like bonds from any subcontractors or suppliers from which the contractor has retained funds. The contractor must then release the funds retained from the subcontractor or supplier to the subcontractor or supplier within thirty days of accepting the bond from the subcontractor or supplier.

     

    This process is taken essentially verbatim from the statute; and is usually readily received by the owner when used. There are, however, some other options contractors may use to get the retainage released. On the normal schedule, sixty days after completion of all contract work, the owner must release and pay in full the retainage. However, if all contract work is done other than landscaping the contractor can request payment of the retainage less that of the portion applicable to the landscaping scope. Another option the contractor may use is to request that the contract retainage be reduced to one hundred percent of the value of the work remaining on the project.

     

    Retainage is an important aspect of every project. It protects owners and contractors from unknown or unforeseeable claims generally arising from the lower tier. However, many contractors already take prudent steps to protect against claims and can better utilize the retained capital instead of waiting for the owner to release it after the end of the job. The cost benefit analysis of a retainage bond and the value of the use of that five percent is a decision to make with your CFO or accountant, and trusted bonding agent (let's also not forget your lawyer).

      

    *Jason T. Piskel is a founding member of the multi-practice law firm Piskel Yahne Kovarik, PLLC.  Jason represents companies in the construction industry, including general contractors, engineers, architects, and sureties. He can be reached at 509 321-5930

  • February 24, 2014 1:52 PM | Cheryl Stewart (Administrator)

    Lisa Parker established her company “Flash” over 12 years ago after she was a very successful buyer for Nordstrom. Her company imports over 500 fashion accessory items annually, mostly from factories in Bangkok, Thailand. Proprietary designs account for twenty five percent of these items.

     

    For about six months now, Lisa has been dissatisfied with all the mistakes coming out of their supply chain. Lisa is the principle buyer for the company, as well as head of marketing and sales. The Operations Manager in charge of the supply chain is May Hanson.  Lisa has not had the time or inclination to dig into this area. Frankly she had always relied on May to handle all aspects of the “operations” of the company. Things were fine until their on-line sales spiked about a year ago and she added several chain boutique stores.

     

    Lisa heard about Hank Jacobs, a supply chain, operations and process consulting expert. She is meeting with Hank to review his proposal to do an assessment of the operations area.

     

    “Hank, it seems in reviewing your approach you indicate that you are not only going to thoroughly investigate the systems and processes of the entire supply chain but you also talk about determining if we have the right people in the right positions,” said Lisa, “Please tell me more about that.”

     

    “Let me explain my philosophy about the relationship between, systems, processes and people,” Hank began. “We will discover all the critical issues that are preventing your systems, and processes from being performed seamlessly. But since systems and processes are made for and by people; the root cause of any failure in execution is always people.”

     

    “As part of our approach we assess your key people for their suitability and fit for the responsibilities that are appropriately associated with their position,” said Hank.

     

    “It says in your proposal that you will return a guaranteed four times ROI on your fees.” Lisa inquired, “Is that right?”

     

    “That is absolutely correct,” Hank replied.

     

    “Well, please start immediately so we can get things right for our customers,” said Lisa.

     

    After three weeks of investigation and assessments Hank was ready to share with Lisa the current realities of her supply chain’s systems, processes and people.

     

    Hank is reviewing with Lisa two of the most revealing models and diagrams. “As you can see, we have created a sequential, linear flow diagram of all your supply chains systems and their sub-processes,” Hank explained. “In this chart, we have highlighted with symbols and colors, those areas where there are disconnects, delays, and poor system or process design. This other chart documents the processes that are incomplete, erroneous, not being followed, are untrained or ignored. All of this is fixable and we will be helping your people implement all the required changes. However, remember my philosophy that systems and processes are made for and by people and executed by people, not robots.”

     

    “So the key question is – do you have the right people in the right positions for us to effectively help you implement what needs to be done?”

     

    “To answer that question”, Hank continues, “we assessed a few of your key supervisors and of course May Hanson.  Let me say that people are complicated so I want to share with you how we use surveys in an attempt to better understand each person.”

     

    Hank shows Lisa his “Understanding People” Iceberg Model.

     

    “As I understand it, you have had May in this position for about five years, and during that time, you have for the most part, experienced how she behaves around you, in meetings, and perhaps with her people,” Hank said. “You have observed her decisions and actions during this time, and now discover that when pressured with increased business and stresses on the systems and processes, she is making poor decisions, not taking the right or timely actions and her people find her hard to work with. Does that about sum up your observations?” Hank asked.

     

    “That seems right on,” Lisa agreed.

     

    “In looking at the model, what we just discussed is observable and is above the water line,” said Hank. “We gave May and three supervisors assessments that tell us about their unique characteristics that are below the water line.”

     

    “We gave May four assessments to take. Let me summarize the key findings,” Hank said. “To start, May is passionate about outdoor activities and feels her calling in life is to help save the planet. Her critical thinking is biased in favor of how everything affects her. She has a fairly good self-image, but is constantly comparing everything to how she thinks things ought to be. Her view of people is fairly negative and really expects them to mess up more than perform well. She has poor systemic thinking and her practical thinking is quite unconventional. All of this indicates she is not a person to be leading up the creation and execution of systems and processes,” Hank explains.

     

    “The results also revealed that May is motivated by altruistic thinking, she does not spend a great deal of thought on your business or supply chain. She enjoys being the leader, and doesn’t like rules unless she came up with them. May has learned to get along with people and likes them to respect her position and authority, but she doesn’t command their respect. She doesn’t mind a chaotic environment because then people have to keep checking with her to get their job done. May has learned over the years how to convince people to her way of thinking by being very persuasive,”

    Hank concludes.

     

    Lisa’s mouth is a bit agape. “Well no wonder there are issues in her area, she seems to be a very poor fit for Operations Manager,” Lisa said “In fact, Lisa continued, I’m not sure where she can fit, given our mission and goals.”

     

    “Our thinking exactly,” Hank agreed.

     

    “We have some good news,” Hank said. “In assessing your three supervisors, Bob Tinker stood out as a very good fit for the position. The other supervisors and all the people in the group respect him. Frankly, we think he has been waiting for you to discover your mistake of keeping May in the position. It might be good for you to talk with him and see what you think,” Hank concluded.

     

    “Hank, this is great news, thank you for your guidance,” Lisa said. “By the way I’m thinking of promoting our top sales person to Sales Manager. Looks like another great use of your assessments.“

     


    Biography:           Bert Holeton (CMC, CPVA, CPBA) is the Founder and CEO of The Mastermind Group, Inc. The purpose of The Mastermind Group, Inc. is to support leaders of organizations and businesses to achieve and sustain success. Since 1980 Mr. Holeton has consulted with over 80 companies in 14 industries ranging in size from startup to Fortune 100. He continues to consult all over North America and now resides in Leavenworth, www.the-mastermind-group.com

  • February 24, 2014 1:28 PM | Cheryl Stewart (Administrator)

    The Spokane Construction Career Days is scheduled for May 13-14, 2014 at the Spokane County Farigrounds.

    This will be the 13th consecutive year that the AGC and WSDOT have partnered up with the Spokane Schools to provide this special event for over 1,000 regional high school students.

    This is the largest such event in all of eastern Washington.  We have expanded the event this year to include suppliers and vendors to the construction industry.  We Need You!

    Here is what you can do to help make this annual event the best it can be:

    • We will provide you a table to present information on your company and what a young person will need to do in order to consider employment with your company after high school graduation, Apprenticeship,  Technical School training, two year college Associates Degree or a four year Bachelor’s Degree.
    • Have an employee from your company at the exhibit from 9:00am to 2pm on Tuesday and Wednesday to meet, greet and talk to the students.  Providing the students a handout that tells about your company and welcomes them and thanks them for taking the time to explore their future after graduation, etc.

    The cost for an exhibitors table is only $50 for the two days.  This $50 is to help cover the cost of the facility rental. 

     

    If you provide equipment for the students to operate outside, there is no charge due to the expense of bringing the equipment to the event.  (We will fuel the equipment)

     

    Please take the time to invest in our future Workforce and participate in this event.  No one else except the AGC coordinates such an event for the regional youth.  This is one of the reasons the AGC is called a community leader.  We (You the AGC members) investing in our youth.   Yes,  We Need You!

     

    Please complete the attached registration form and sent it back to the AGC.  Your participation does make a difference to our future Workforce.                                                           

  • February 06, 2014 3:15 PM | Cheryl Stewart (Administrator)

    The Inland Northwest AGC presented its 2013 Build Northwest Awards for project excellence on Friday, January 31, 2014 during its annual convention at the Davenport Hotel. These awards recognize excellence in construction throughout the Inland Northwest.

     

    “The AGC Build Northwest Awards recognize the region’s premier projects, large and small," said AGC Executive Director Wayne Brokaw. "Today’s winners embody the industry at its best and we are proud to recognize their accomplishments."

     

    Projects are judged by an independent panel on the following criteria: Difficulty in construction resulting from design, location, materials, etc.; unusual construction techniques involved; Final appearance and quality of the finished product; Timeliness of completion; Company’s safety performance on this project.

     

    WSU Northside Residence Hall

    Graham Construction & Management, Inc.

     

    Category:                       Building ($10 Million and Over)

    Owner:                           Washington State University

    Architect/Engineer:        NAC Architecture/Taylor Engineering, MW Consulting, NAC Engineers

    Contract Amount:          $23,000,000

     

    Major Subcontractors & Suppliers: Apollo Sheet Metal, McClintock & Turk, M&M Harrison Electric, Big Horn Builders, Motley & Motley

     

    Project Description

    The Northside Residence Hall is a 100,000 square foot, 300 bed dormitory built on the WSU campus in Pullman, Washington.  It is WSU’s first project executed on a Design/Build Basis.  The project consists of five stories, in a c-shaped configuration with an interior courtyard opening to the South with views of the campus. 

     

    As one moves into the building they see a variety of differently configured student rooms and suites, recreation areas, student lounges and study areas making this a very attractive student living area.

     

    Built on a very tight budget, as well as an accelerated schedule, and on a tight site in the middle of the WSU campus the project marks the first successful execution of a major design build project for WSU.  The key to the success of this project was the integration and collaboration of the Graham Team, NAC Architecture and Washington State University’s Department of Housing and Facilities Services.

     

     

    Hyak to Snowshed Vicinity Phase 1-B

    Max J. Kuney Co. 

     

    Category:                       Highway and Transportation – New Construction

    Owner:                           Washington State Department Of Transportation

    Contract Amount:          $89,000,000

     

    Major Subcontractors & Suppliers: KLB Construction, Totem Electric, Gary Merlino Construction, Central Washington Asphalt, RPM Steel

     

    Project Description

    I-90: Snoqualmie Pass Hyak to Snowshed Phase 1B Project (Hyak) improved a two mile section of I-90 situated just east of the Snoqualmie Pass summit, and sandwiched in between Keechelus Lake (known to many as “Stump Lake”) and the mountain side.  The project involves six new precast girder bridges, two of which are over 1000 feet in length, and raising up the highway several feet.  This stretch of roadway is known for extremely dangerous rock fall activity.  As part of the project, MJK and its team blasted over 1 million tons of rock, essentially moving the mountain side further from the roadway.  In addition, hundreds of rock anchors were installed to improve the stability of the dangerous slope. 

     

     

    Ione Bridge Rehabilitation Project

    West Company, Inc.

     

    Category:                       Highway and Transportation - Renovation

    Owner:                           Pend Oreille County

    Architect/Engineer:        Washington State Department Of Transportation

    Contract Amount:          $3,628,347

     

    Major Subcontractors & Suppliers: Frank Gurney, Inc., Spokane Traffic Control, Leewens Corporation, Premium Hydro Solutions/Aero Power Vac , Dunkin & Bush, North Idaho Maritime, Knife River, Road Product, Inc.

     

    Project Description

    The Ione Bridge Rehabilitation project is an 830’ long complex bridge spanning the Pend Oreille River and located on Sullivan Lake Road near Ione, WA. This rehabilitation project consisted of  varying scopes of work including: bridge  pier scour repair,  timber pile splicing and preservation treatment,   structural concrete repairs , bearing pad replacements, carbon fiber reinforcement, lead abatement,  bridge painting, concrete bridge deck overlay and expansion joint replacement.

     

     

    BNSF Crushing & Recycling Projects 

    WM. Winkler Company

     

    Category:                       Special Projects

    Owner:                           BNSF Railway

    Contract Amount:          $370,000

     

    Project Description

    The Burlington Northern Rail Road was looking for a way to clean up several of its sites, wanting to be good stewards of resource they came to Wm. Winkler understanding their knowledge of concrete recycling and  asked what can we do? Winkler’s first reaction was let’s recycle these concrete ties….  As we dug into this proposition all parties realized that productively crushing these steel reinforced units would not be easy or efficient.

     

    As the process moved forward, Winkler modified and fabricated various pieces of equipment creating a cost effective processes to crushed the ties into useable road base while removing the steel reinforcement  allowing it to also be recycled. All material was 100% recycled and put to go use. The process and machinery developed became a success for both parties.

     

     

    Hauser Reservoir No 1 Project

    Clearwater Construction and Management

     

    Category:                       Heavy & Utilities

    Owner:                           Hauser Lake Water Association

    Architect/Engineer:        Welch Comer and Coffman Engineers

    Contract Amount:          $476,921

     

    Major Subcontractors & Suppliers: Stonecreek Land Design, Tri-States Rebar, Idaho Fence

     

    Project Description

    During the summer of 2013, Clearwater Construction worked with Welch Comer, and Coffman Engineers to build an at grade 300,000 gallon cast-in-place concrete reservoir, for the City of Hauser Lake, 10.

     

    The reservoir is located on a primitive hilltop site off Hwy 53, near Hauser Lake. The 26 foot height of the tower coupled with its hilltop location, provided the requisite head pressure to service the entire community without a booster pump system. These water system improvements have ensured a safe and reliable drinking water supply for the entire community.

     

     

    Washington State University Biomed & Health Science Building

    Skaug Brothers, Inc.

      

    Category:                    Sub Contractor Project

    Owner:                           Washington State University

    General Contractor:       Graham Construction & Management, Inc.

    Contract Amount:          $2,204,925

     

    Project Description

    As a subcontractor for Graham Construction, Skaug Bros was responsible for the Exterior Aluminum Storefront, Curtainwall, Entrances, Glass & Glazing. Typically, most of their work is done “inhouse”, including shop drawings, frame fabrication and installation. Using well established work process, Skaug Bros were able to meet Graham’s construction schedule - particularly the aggressive 12 week timeframe allotted to close up the north elevation. This was further possible because of their good working relations with Graham, NBBJ and WSU. For them, Graham’s management of this project will stand out as a good example of a wellrun job.

     

     

    Farragut Park Reservoir Rehabilitation

    Clearwater Construction and Management

     

    Category:                       Small Projects

    Owner:                           Idaho State Parks and Recreation

    Architect/Engineer:        Welch Comer and Coffman Engineers

    Contract Amount:          $305,800

     

    Major Subcontractors & Suppliers: Start 2 Finish Coatings

     

    Project Description

    The 72 year old Farragut State Park Reservoir Rehabilitation Project entailed several unique elements: Including, the application of a 2 part elastomeric membrane coating to the tanks interior, repainting the reservoirs exterior, replacing the tanks inlet/outlet pipe, and painting the inside of the reservoirs lid. The 135' height of the reservoir presented a unique set of challenges in every aspect of construction.

     

    The wood spiral staircase around the reservoirs interior takes you from elevation zero to elevation 100'. If the walk up the stairs didn't stop you, the step out through the towers shell onto a rusted, expanded metal platform 100' up probably will. In order to make it into the water storage part of the reservoir, your journey has only just begun. You now had to climb a rusty ladder up the outside of the tank, walk across the lid, and then climb down another, obligatorily rusty, ladder back into the tank.  While the permanent materials had the luxury of catching a ride up on Clearwater's 60 Ton RT Crane, the crew wasn't so fortunate-They had to repeatedly make the journey under their own power.

     

     

    McEuen Park Project

    Spokane Rock Products, Inc. 

     

    Category:                       Supplier Projects

    Owner:                           City of Coeur d’ Alene

    General Contractor:       CNI Contractors Northwest, Inc.

     

    Project Description

    In the spring of 2013, Contractors Northwest Inc., began the transformation of the City of Coeur d’ Alene’s 3rd Street boat launch, McEuen baseball field and a portion of Tubbs Hill into a 20 acre multi-million dollar multi-purpose park.  When completed in May 2014, the project will boost a 500 vehicle subterranean parking facility, a grand plaza & staircase, play areas, tennis and basketball courts, splash pad and a dog park.

     

    Spokane Rock Products supplied the concrete for the project’s parking structure. Despite the stringent specifications for the maximum allowable shrinkage of concrete, Spokane Rock was able to deliver over 900 loads of concrete on time, meeting all critical specs, allowing construction to proceed without delays based on concrete strengths and requirements.

     

     

    Skagit River Bridge-Permanent Replacement

    Max. J. Kuney Co.

     

    Category:                   Out of Area Project

    Owner:                           Washington State Department of Transportation

    Architect/Engineer:        Parsons Brinckerhoff

    Contract Amount:          $6,875,000

     

    Major Subcontractors & Suppliers: 1Alliance Geometics, American Construction, Apex Steel, John Wayne Construction, KBA, Omega Morgan, PBS Engineering, PRR, Nordholm/Lydig, West Company

     

    Project Description

    On May 23, 2013, an over-height truck clipped a portion of the Skagit River Bridge’s steel truss, causing a 160-foot-long bridge span to collapse into the river. Responding to the emergency, the Washington State Department of Transportation (WSDOT) moved quickly to repair the break in this major transportation corridor.  The procurement schedule was very aggressive. Max J. Kuney Co. had just two weeks to assemble a design build team, including a full Quality Assurance program, public outreach, and environmental monitoring, and then formalize a full design-build proposal to replace the damaged span.  The new span was constructed adjacent to the existing bridge, using innovative ideas such as lightweight concrete girders to meet span weight restrictions.  Once completed, I-5 was closed overnight to allow the temporary bridges to be skidded out of the way and the new permanent span skidded into place, providing a permanent replacement span less than 90 days after Contract Award. 

     

    We are pleased to announce that this project has also been selected to receive a national Alliant Build America Award from the AGC of America.

  • February 04, 2014 1:03 PM | Cheryl Stewart (Administrator)

    Marketing Associates of Spokane will be holding their March meeting on Thursday, March 13 from 11:30 a.m. to 1:00 p.m. at The Lincoln Center, 1316 North Lincoln Street, Spokane. 

     

    Robin Toth, Vice President of Business Development at Greater Spokane Incorporated (GSI) will be sharing information on Establishing a Port District in Spokane including:

    • The importance of establishing a Spokane Port District
    • What a Port District would mean for future development and work for A/E/C firms
    • The current status of the Port District discussion
    • Other information and initiatives related to developing a Port District

    Please RSVP per the MAS website www.maspokane.org by Monday, March 10.  Lunch will be provided at a cost of $20 for members and $30 for non-members. For more information, please contact Emily Lewis at elewis@deainc.com or Taryn Erickson at Trindera Engineering (terickson@trindera.com).

  • January 20, 2014 8:27 AM | Cheryl Stewart (Administrator)

    When it comes to your company retirement plan, we understand that you have choices and a duty to evaluate the pros and cons of alternative service providers.  The NW AGC Chapters have taken great efforts to develop a retirement plan that provides value to AGC Members.  We believe the combination of expertise in serving the special needs of the construction industry and keeping costs competitive makes our offering unique in the marketplace.  Over 100 AGC Members already participate in the Northwest AGC Chapters Retirement Plan. 

     

    SET-UP / CONVERSION FEES

    None.  We are interested in attracting Members to participate in the Northwest AGC Chapters Retirement Plan.  We'll consult with you on plan design options and help you choose features based on your goals.

     

    PER PARTICIPANT FEES

    Plan participants pay a quarterly fee of $15.

     

    ADMINISTRATIVE FEES

    Administrative services for the plan include participant recordkeeping, investment advisory services, legal, audit and custodian services.  The cost of these services are combined into a single administrative fee and assessed periodically based on the plan's aggregate assets.  Those employers with larger plan assets receive administrative fee reductions.  In 2011, the administrative fee schedule was as follows:

     

    Plan Assets per Company

    0-$250.000                       0.61%

    $250,000-$5,000,000     0.37%

    $5,000,000+                     0.17%

     

    INVESTMENT FUND EXPENSE RATIO

    The Northwest AGC Chapters Retirement Plan provides a range of investment choices including low cost index and target date funds from Vanguard.  Investment Fund expense ratios range from a low of 0.06% to 0.99%.  Based on the funds being used as of December 31, 2011 the weighted average expense ratio was 0.33%.

     

    TRANSPARENT FEES

    Our approach to fees has been to keep them as low as possible and make them clear to AGC Members and their employees.   For an illustration of plan fees or a comparison with your current service provider, contact your AGC Chapter office or call Daniel Clark at 877-855-8172.

  • January 17, 2014 1:22 PM | Cheryl Stewart (Administrator)

    Bayley Construction has an opening at our Spokane, Washington project jobsite for an experienced Project Engineer.

    Project Engineer is responsible for assisting the project manager and ensuring the successful completion of the project.  Duties include but are not limited to the following:

    • Reviewing shop drawings, scope changes and change orders, work package review, and research/prepare value engineering studies,
    • Ensuring that the correct materials are delivered to the site as required,
    • Coordinating the submittal process and reviewing submittals for conformance to ensure that the correct materials are obtained,
    • On-site management of Requests for Information including documentation and distribution,
    • Estimating, reviewing, processing revisions and scope changes,
    • Assisting in the organization of subcontractor work and schedule,
    • Organizing on-site meetings and preparing agendas and minutes,
    • Managing the project close-out process including the collection of Operation and Maintenance Manuals, Owner’s Stock and As-Built Drawings.

    Applicant must have good communication skills and be able to interact with company clients, subcontractors and all levels of company personnel.  A bachelor's degree in Construction Management is strongly preferred. Bayley Construction offers a competitive salary commensurate with experience and an excellent benefit package.

     

    For this position, please email your resume to humanresources@bayley.net.

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