Ram, Lakeside, Atkinson and PCL win WSDOT awards
Nearly 150 people attended the AGC/WSDOT annual meeting on Jan. 7. Attendees heard valuable information about upcoming WSDOT and Sound Transit projects, the workings of the various AGC/WSDOT committees, WSDOT’s project delivery method selection guidance, and the challenges of IMCO’s I-90 and Atkinson’s Puyallup River bridge projects. Also, awards were announced for the Partnership for Excellence in Contract Administration Awards.
Photos, from top:
AGC Public Works Committee Chair Bob Adams with WSDOT’s Dave Crisman and Rob Gilmore of Lakeside Industries
Bob Adams with WSDOT’s Chris Brown and Megan Slater of Guy F. Atkinson.
Bob Adams with Josh Erholm of Ram Construction and WSDOT’s Chris Damitio.
Bob Adams with Peter Losh of PCL and WSDOT’s Eric Yates.
AGC members who received an award were:
Lakeside Industries (Rob Gilmore, Project Manager), with Dave Crisman’s WSDOT Project Office, for the SR 20, Frostad Road Vicinity to Shapes Corner Vicinity Paving project.
This paving project provided for a mill and inlay of SR 20 on Whidbey Island in four individual paving sections. The limits were MP 36.54 to MP 47.82 with 0.15’ of HMA (hot mix asphalt). The paving also included two historic bridges, 20/204 (Canoe Pass) and 20/207 (Deception Pass). Lakeside provided pavement repair, bridge deck repair, bridge joint sealing, rumble strips, delineation, traffic loop replacement, erosion control, traffic control and other minor work.
Guy F. Atkinson Construction (Megan Slater, Project Superintendent), with WSDOT Project Engineer Chris Brown, for the SR 530, Skaglund Hill Vicinity to C-Post Road Vicinity – Emergency Roadway Construction.
WSDOT contracted with Atkinson Construction to rebuild the portion of SR 530 damaged by the slide by using the design-build project delivery method. The contract stated the road needed to be usable for all traffic by Oct. 1, 2014. Because of the risk resulting from the landslide, and the change in topography south of the Stillaguamish River North Fork, the contract required the roadway be elevated. Work included repairing the existing roadway to reopen it temporarily to two-way traffic within the first few weeks of the project; rebuilding the roadway four to 20 feet higher than its original elevation depending on location; installing six fish passable culverts; and completing landscaping and other environmental improvements.
Ram Construction (Josh Erholm, Project Manager), with Chris Damitio’s WSDOT Project Office, for the SR 542, Glacier Springs (Warnick Bluff) Vicinity Realignment.
This emergency project constructed 0.5 miles of new alignment on SR542 at MP 29.7. The highway at this location abuts and sits above the Nooksack River. High flows in December of 2014 undercut the embankment of this roadway. This was an emergency contract. As emergency work the contractor had 30 work days to complete the work. The new lanes were opened on March 19, 2015. Physical work, including site stabilization, was completed on March 31.
PCL Construction Services (Peter Losh, Project Manager), with WSDOT’s Eric Yates, Project Manager, for the WSDOT Traffic Management Center-Design Build.
The Northwest Region Traffic Management Center is a 17,850 SF Design-build project for WSDOT. The building is considered a Risk Category IV Essential Facility, requiring the building to meet more restrictive seismic requirements and mechanical systems operations to withstand severe natural disaster events. The facility's primary operating room is built with over 2500 SF of wall space equipped with flat screen monitors. Operations personnel will be stationed at state-of-the-art consoles from which they will monitor the 1-90 and SR99 tunnels, tolling operation for the SR520 Bridge, and traffic monitoring for the NW region of Washington. Building mechanical systems include redundant ventilation systems and a 17-ton generator that is capable of operating the full load of the Traffic Management Center for 72 hours. The building is to obtain the USGBC certification of LEED Sliver, attributing to employee productivity and health while greatly outperforming building energy consumption baselines. The project team completed the project on time even in the face of some significant challenges and changes.