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View of the National Harbor Marina Pier concrete piles with the Woodrow Wilson Bridge in the background
Published By The Cianbro Companies
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By Mike Gales
National Harbor—located in Prince George’s County, Maryland—is slated to become a mixed-use community with restaurants, shops, the Gaylord Hotel and Convention Center, office, marina, and residential areas on 300 acres just south of the Woodrow Wilson Bridge on the Potomac River. Cianbro Corporation’s work with National Harbor Development involves the construction of three piers extending into the river: the Marina, Commercial, and Gaylord. The Marina is 30 to Please see NATIONAL HARBOR, page 2
Cianbro Earns OSHA VPP-STAR Status ■
By Tim Walton
LBURG, Vermont — Cianbro Corporations’s safety performance on the Missisquoi Bay Bridge was recognized recently by the Vermont Department of Labor’s Occupational Safety and Health Administration (VT-OSHA). The project is the only construction site in Vermont and only one of two in New England to be designated for participation in the Green Mountain Voluntary Protection Program (GMVPP) and one of only four sites in the State across all industries to earn VPP-STAR Status— the highest level that can be achieved within the program. “We are honored to be recognized by the State of Vermont for our safety and health achievements. The State’s willingness to recognize companies that go the extra mile to maintain a safe and healthy workforce is Please see OSHA VPP-STAR STATUS, page 2
Cianbro's Missisquoi Bay Bridge team watches as Vermont Department of Labor Commissioner Patricia Moulton Powden and Pete Vigue raise the VPP-STAR flag
NATIONAL HARBOR, continued from page 1
Portion of scale model of National Harbor Project
100 feet wide and 668 feet long. The Commercial is 25 to 60 feet wide and 715 feet long, and the Gaylord is 24 to 150 feet wide and 401 feet long. Cianbro activities include pile driving, precast concrete installation, castin-place concrete pours, decking for the utility trenches, installation of a large floating dock, and installation of pier utilities as well as rebar installation, tugboat transportation of the precast concrete from Virginia, installation of the tensile structure on the
NATIONAL HARBOR TEAM MEMBERS Erik T. Adams Paul K. Anaman Hector M. Ascencio Gary J. Bollinger Leonard W. Brooks David W. Brundage Thomas E. Carranza Christopher Cayer Edgar E. Dacheux William L. Davis
Paul L. Day Adele D. Diodato Jose A. Duarte Mona D. Evy Russell A. Fawthrop Michael R. Gales Gary D. Gorman Eusebio Heredia Jeffrey L. Hetzer Robert F. Higgins Jr.
Frank Holliday Jr. Young C. Hong Jason M. Johnson Richard W. Kennedy Larry W. Kershner Kevin C. Mitchell Lane B. Moore Carl B. Morgan Jr Douglas B. Pattison Gerardo A. Ramos
OSHA VPP-STAR STATUS, continued from page 1 truly commendable. This project was a perfect example of the great things that can happen when people work together for a common goal. We appreciate the significance of this distinction and consider it a milestone on the way to continuous improvement,” said Pete Vigue. The Vermont Voluntary Protection Program (VPP) recognizes companies that have exemplary safety and health programs and have demonstrated a superior management commitment to the safety and health of their employees. To qualify for STAR Level Status, the site is required to meet all program standards. Patricia Moulton Powden, Vermont department of labor commissioner, who presented the honor to the Cianbro team said, “This is an exciting day for the State of Vermont and a tribute to the hard working men and women of Cianbro for their commitment to safety and health. A key ingredient to the success of this program is a good working relationship between state government and the employer community. I’m pleased to say that this site exceeded that expectation.” Project Manager Scott Tierney commented, “Being awarded the VPP status is a tribute to how strong our team is and exemplifies the support available to us. We have had our share of challenges—notably Pier 11 constructability issues, severe weather, and working around and through the rigid environmental constraints—yet our team never faltered or lost concentration. This is truly a reflection of their dedication and commitment to working safely to build a quality bridge.”
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Francisco Salazar Juan F. Salazar Abraham L. See R. Wade Simons Howard R. Sprinkle Todd P. VanLiew Jamie G. Willett
Marina, and installation of the handrail along the perimeter of the piers. Pile driving includes the installation of 280 concrete piles for the piers and 70 pipe piles for the floating dock. Cast-in-place concrete involves placing 2,500 cy of concrete and finishing 40,000 sf of deck. Our team will set 145 precast concrete bent caps weighing up to 50 tons each and once the caps are set and grouted in place, we will set the precast deck and fascia panels. Utility work includes sewer, water, phone, cable television, and a security system to support the piers and marina. Our team is mobilized on site and has begun pile driving activities. Contract completion date is October 31, 2007. To learn more about this exciting new waterfront community visit www.nationalharbor.com.
✔ 8,363 Project Safe Hours
View of Missisquoi Bay Bridge looking east
MISSISQUOI BAY BRIDGE TEAM MEMBERS Joe E. Ballard Kris M. Ballard Richard L. Bessett David A. Bohannon Dave A. Bousquet Elizabeth T. Bridges Torrey B. Brown Tom I. Caldwell Gary F. Chisholm Art R. Christian Shawn T. Clarke Wes M. Corson Kevin H. Cross Ben R. Daku Terry J. Dingman Matt P. Dupuis Pete S. Fournier Jamie L. Fox Chris L. Frasier Don J. Fulmer Jamie J. Fulmer Todd A. Fulmer Kim R. Gemmell Craig I. Genier Fran W. Gonyo
Mike J. Gosselin Robert Gutierrez Jimmy Harter Kenny Hawkes Ron G. Hermann Bob F. Heyman Bob J. Holland Hutch G. Hutchinson Damaris S. Kennedy John S. Keszler Karl E. Kuhnen Cory H. LaRock Gary W. Lovett Erin M. Maloney James P. Maloney Bill C. Mitchell Jason W. Molten Douglas F. Moore Tom R. Mucci Dan Musselwhite Mark W. Nordgren Glen R. Pearce Mel B. Pelkey Chris R. Pond Kevin R. Pond
Alan D. Pray Bill R. Richardson Andrea M. Robitaille Adam J. Rock Nick L. Rossi Jason G. Rourke Jim R. Rusconi John R. Ryan Kim G. Sieber Brian K. Smith Craig A. Smith Dale E. Smith James A. Snow Christopher Stevens Brian K. Sullivan Scott M. Tierney Jeremy D. Tourville Tammie A. Turner Bill D. Van Voorhis Cory W. Verrill Bill G. Westbrook Tricia L. White Dan H. Wiedmer
PRESIDENT’S MESSAGE
he holiday season is a special time of year spent with family and friends, celebrating our individual faiths and values. At Cianbro we value these festive traditions and use this time to reflect and give thanks for the many blessings we’ve received, in particular for our people and what they have achieved over the past 58 years. Our company is all about people who are willing to work together toward a common goal, share risk, and trust each other. It’s about people who believe in themselves and are willing to lock arms to build a company that leads our industry. It’s about people, all of us, who own Cianbro and recognize that our future successes depend on our ability and willingness to improve and confront the challenges we face each day, as a team, working safely, productively, servicing our customers in a way that clearly differentiates us from our competitors. In our effort to improve, we set goals for 2006 in the areas of safety and productivity and I’m pleased to communicate that we’ve made significant progress. Safety – Our company continues to lead our industry in the area of
safety. 2006 will be the safest year in the history of our company. I’m pleased to say that this year we improved our safety performance by more than 25%. This puts us on track for the first year of our five year goal to improve by 20% a year. Thank you for working safe! Productivity – PETE VIGUE Our efforts to improve productivity throughout our company are paying off. Our customers are recognizing our efforts and are rewarding us with continued opportunities. Going forward we will continue to expand our productivity initiatives. Your efforts are greatly appreciated. Healthy Living - In the past we’ve communicated that it takes healthy people to operate a healthy company. The efforts of our team members and their families, in support of our Healthy Lifestyle Program, have brought our company tremendous recognition as the healthiest company in America. Community, business, and political leaders continue to recognize our efforts and
CIANBRO PROJECTS & STORIES OF INTEREST
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National Harbor . . . . . . . . . . . . . . . . . . . . . . . . 1 Missisquoi Bay Bridge . . . . . . . . . . . . . . . 1 New London School . . . . . . . . . . . . . . . . . . 5 Thames River Bridge Rehab . . . . . . . 6 Burnham & Morrill . . . . . . . . . . . . . . . . . . . . 7 Leonardtown Wharf . . . . . . . . . . . . . . . . . . .8 New Gray Connector . . . . . . . . . . . . . . . 11 Air Force Memorial . . . . . . . . . . . . . . . . . . 12 Housatonic River Bridge . . . . . . . . . . 17 Penn National. . . . . . . . . . . . . . . . . . . . . . . . . . 18 Eastern Maine Medical Center . . . 20 Bangor Area Projects . . . . . . . . . . . . . . . . 23 Southern New England Yard . . . . . 27 Milford Power . . . . . . . . . . . . . . . . . . . . . . . . . 28
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leadership with wellness and our willingness to share our programs and teach others. Over the past ten years our healthcare cost increases are 32% less than the national average. Your commitment to wellness is unmatched and is yielding great results: healthier people and no healthcare premium increases for 2007. Our backlog for next year is greater than ever and the opportunity to grow our company is upon us. In order to take full advantage of the opportunities that lie ahead, we will need to attract additional people to our team. I encourage each of you to communicate the Cianbro story and share our vision with those who you believe would fit well with our team. Remember, it’s all about people. People built our company and people will grow our company. Thank you for your hard work and commitment to our company. I look forward to 2007 being our best year yet! Best wishes to you and your family this holiday season,
PITTSFIELD, ME, Corporate Office, NNE Regional Office, Fabrication & Coatings Facility PORTLAND, ME, Ricker’s Wharf Facility BLOOMFIELD, CT, SNE Regional Office BALTIMORE, MD, Mid-Atlantic Regional Office, Fabrication Facility
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Presidents Message . . . . . . . . . . . . 3 Healthy LifeSyle . . . . . . . . . . . . . . . . . . . 4 Body Mass Index . . . . . . . . . . . . . . . 5 Diversity . . . . . . . . . . . . . . . . . . . . . . . . . 7 Scholarship Winners . . . . . . . . . . 9 Safety Training . . . . . . . . . . . . . . . . . . 9 Neptune RTS . . . . . . . . . . . . . . . . . . 10 Bill Scott . . . . . . . . . . . . . . . . . . . . . . . . . 11 Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Two Worlds . . . . . . . . . . . . . . . . . . . . 14 Lean Training. . . . . . . . . . . . . . . . . . 16 Auto Enrollment. . . . . . . . . . . . . . 17 “Well Region” . . . . . . . . . . . . . . . . . 19 Team Member Referral . . . . . 19 Capt. Bill Van Voorhis. . . . . . . 21 Craft Training . . . . . . . . . . . . . . . . . . 22 Memoriam: Ed Bubar . . . . . . . . . . 24 Memoriam: George LePage . . . . 24 Behind-the-Scenes Payroll . . . 25 Memoriam: Mike Mayo . . . . . . . 25 Memoriam: Verne Shaw. . . . . . . 25 Anniversaries . . . . . . . . . . . . . . . . . . 26 Correction . . . . . . . . . . . . . . . . . . . . . . 27 In Our Next Issue . . . . . . . . . . . . . 27
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Moving Forward with Cianbro’s Healthy LifeStyle Program
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By Rita Bubar and Andrea Pelletier
nvesting in our Wellness Program is Cianbro’s long-term strategy to improve the safety and health of team members and their families, and allow us to maintain our high quality medical plan. The cost of medical services will not decrease in the future and many employers are faced with reducing coverage, increasing cost, or dropping their plans altogether. By being healthy, we prevent the need for lifestyle-related medical services and reduce our risk for illnesses for which we have no control. At Cianbro, our wellness efforts have helped slow the rate that our medical costs were increasing, from double-to single-digit numbers. We’re now in the fifth year of our Healthy LifeStyle Program (HLP) and seeing great results. Our program participation is growing and team members and spouses are getting healthier, exercising more, losing weight, quitting tobacco, and achieving other health-related successes. This is great work but we still need to continue our efforts! Our insurance plan is self–insured, which means we pay only our claims and a reasonable administration fee. Our claim cost is over $10 million annually, which is split almost evenly between team members and dependents. We believe that helping our team members and families improve their quality of life is the right thing to do. Without our health, we have nothing. We continue to be committed to our HLP to help us reach our goals. Starting in 2007, we will introduce a new phase of our program. The credit towards medical premiums will be organized into the following two components: Participating Credit: Team members and spouses will 4
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participate individually in the program and will each earn an individual Participating Credit towards medical premiums. Participation means calling a health educator to complete an initial Health Risk Appraisal (HRA), identifying and committing to eliminate controllable at-risk behaviors, setting health-related goals and objectives, and scheduling and keeping face-to-face follow-up appointments. Telephone appointments will be used only as a backup if a face-to-face appointment cannot be scheduled.
We believe that helping our team members and families improve their quality of life is the right thing to do. Without our health, we have nothing. We continue to be committed to our HLP to help us reach our goals. Healthy Living Reward: Additionally, each team member and spouse can earn an individual Healthy Living Reward. When a team member or spouse enhances their personal health level by being at or below three of the four health risks listed below, they will qualify for this credit. The Healthy Living Reward cannot be earned without first qualifying for the Participating Credit. Body Mass Index (BMI) less than 27.5 [(weight in pounds/height in inches squared) x 703]. BMI is a good indicator of body fatness in almost all cases. The higher your BMI, the more you are at risk for weight-related diseases like heart disease, diabetes, some cancers, and arthritis problems. Anything over 25 is considered overweight by the Centers for Disease Control and Prevention, but studies have shown that problems really start to add up with a BMI of 27.5. Therefore, a BMI over 27.5 is considered a significant health risk.
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■ Total Cholesterol less than 200 and high-density lipoprotein (HDL) greater than 40. This waxy substance manufactured in our livers from saturated fats plugs arteries in our hearts, brain, neck, legs, and kidneys. To minimize your risk of heart disease, stroke, and other problems, total cholesterol should be 200 or less and HDL should be 40 or greater.
Blood Pressure less than 140/90. When your doctor advises you to make some lifestyle changes or use medicine to treat hypertension (high blood pressure) they are trying to reduce your risk of a heart attack, stroke, and kidney disease. Risk doubles from a low risk level of 115/75 with each increment of 20 systolic (top number) and 10 diastolic (bottom number) points. In order to control your health risks from hypertension, you need to keep your blood pressure at 140/90 or less.
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■ Tobacco-free for 12 months or more. There is no use of tobacco of any kind that has been proven to be beneficial to your health. Three jumbo jet loads of people die everyday from tobacco-related illness!
By participating in the Healthy LifeStyle Program and meeting with a health educator, team members and spouses can help achieve their health goals and our company goals. Past program experience has shown that face-to-face appointments and the ability to take measurements like blood pressure, BMI, and cholesterol results in a higher success rate for participants. Team members can set up an appointment with a health educator to take measurements and see if they are meeting the three out of four criteria for the Healthy Living Reward by calling (800) 575-6537. Take control of your health today. Start a plan with a health educator to lead you toward a healthier lifestyle.
New London School Kudos
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By Bruce Brown
e would like to take this opportunity to express thanks to all Cianbro Corporation team members who assisted in bringing this fast-track project to a close. Located in New London, Connecticut, this project at the Science & Technology Magnet School consisted of electrical construction of a new 60,000 sf, three-story, state-of-the-art high school. Science and technology are the focus curriculum of the school. This theme was indicative of the open ceiling, exposed duct, and was incorporated throughout the finished design. Cutting edge computer and telecommunications, new fire alarm system, electrical power distribution, sound system and public address system, aircraft cable hung lighting, emergency generator, One of the classrooms at the site lighting, HVAC school shows the lights hung by power distribution, area aircraft cable of rescue system, and stage dimming and lighting are just some of the systems that were installed by our electrical team. The project commenced on May 1, 2006, and we quickly ramped up our crew size to meet the very aggressive September 1, 2006, occupancy deadline.
The crew takes a short break from the fast-paced schedule Steve Dube, electrical superintendent, spearheaded this intense effort. Steve and his team worked day and night to achieve our project goals. Our project team included: Kevin Bisson, Bruce Brown, Fred Brown, Ray Bush, Jordan Bushey, Jasen Clark, Aubrey Dehnert, Chris Dernago, Jason Despaw, Nicholas Drake, Stanley Grabowski, Gary Green, John Howland, “Kaz” Jedrzkiewicz, Christopher Karpinski, Joseph Karpinski, Craig Lawley, “Andy” Miroslaw, Brian Mische, Joseph Redente, Matthew Sabino, Christopher Scanlon, Walter Stefanyk, Amy Taber, Jason Varney, Eric Vivlamore, Richard Wade, Andrew Winiarski, and Sylvester Wynter. Dan Mahieu and Ron Werner provided management
assistance and oversight in working with the construction manager and our client, Select Energy Contracting, Inc. The efforts of all team members are appreciated and we would like to recognize Van Dzant Electric for their support in assisting us in the final phase of the project.
✔ 7,120 Project Safe Hours
What is your Body Mass Index? ■
By Dr. Larry Catlett
Beginning in January 2007, body mass index (BMI) will become one of four measures that will be used to identify who qualifies for the new Healthy Living Reward. Participants in the Healthy Lifestyle Program will need to meet the requirements in three of four areas—BMI, blood pressure, cholesterol and tobacco use—to qualify for this portion of their credit. Of these four areas, BMI seems to be the one people are most concerned about. A few participants have expressed concern that BMI is not a good tool and that there are a lot of exceptions that make the formula misrepresent a person’s weight status. How to Calculate Let’s look at the facts. BMI is a measure of your weight compared to your your BMI (Body Mass Index) height. For the average person, BMI is very accurate and, whether we like it or not, most of us are average. Exceptions? A frail person with very little Weight in pounds BMI = X 703 muscle may have a low BMI and still have too much body fat. An active athHeight in inches squared lete may have high BMI and because muscle weighs more than fat, have a high BMI even though they are at a “healthy” weight. Other than that, BMI, especially when combined with waist circumference, is a very reliable measure of whether or not you are overweight. A man’s waist circumference should be 40 inches or less and a woman’s 35 inches or less. One thing we do know is that weight is not the only predictor of health. We know that you can be a bit overweight and still be healthy and that a BMI less than 25 in older folks may increase their risk of certain health problems. Given this, we will use 27.5 as our cut-off number instead of the 25 that the Centers for Disease Control and Prevention has recommended for so long. If you are concerned about your BMI, meet with your health educator in person. They can then see if any exception to the rule might actually apply. Call to schedule a face-to-face appointment at (800) 575-6537. CIANB RO
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Progress and Planning at the Amtrak Thames River Bridge Rehabilitation Project
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By Terra Battle and Dan Butler
ork began the first week of January 2006, at the Amtrak Bridge Rehabilitation Project in New London, Connecticut, with project mobilization and field office setup. A mild winter helped the Cianbro Corporation team to complete the big push for mobilization of the job and the first order of business was submarine cable installation. The removal of existing and installation of new submarine cables—although not scheduled to be complete until 2007—took front row at this project and was successfully completed for permit purposes. The rapid design, fabrication, coating, and operational planning was executed by Design Engineer Bob Courtney with electrical support from Electrical Project Engineer John Orzel and fab-
36-inch pipe pile approximately 180 feet deep to bedrock off our flexi-float. Once drilled to rock, our foundation crew—led by General Foreman Mark Arsenault— Jordan Bushey, Bob Drzewiecki, Todd Hoffa, Scott Kretser, Don Smith, Craig Stockwell, and Dave Stoddard drove each pile with a 30,000-pound drop hammer in order to proof the pile for tip bearing capacity. The pipe piles were then filled with concrete; first pumped from the shore through slick lines laid adjacent to the railroad tracks out to the piers and relay pumped from the Dignity barge to the piles. The construction of the slick lines and the concrete pumping operation was ably led by Superintendent Jason Molten. By mid-spring our core drilling subcontractor was mobilized to drill all dowels and thru-holes for the reinforcing
Setting foundation pile at Pier 2 rication support from Fod Sprague of the Cianbro Fabrication & Coatings Corporation in Pittsfield, Maine. Under the leadership of Project Manager Chet Muckenhirn, Project Engineers Dan Butler and Matt Hebert synchronized logistical and project requirements in order to meet operational deadlines. Temporary cofferdams, designed by Design Engineer Dave Saucier, were implemented by Superintendent Jim Dupuis. Two cofferdams were installed off Piers 2 and 3 in support of the pier extension foundations. Upon installation of the cofferdams, the team drilled eight, 6
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steel. In addition to the reinforcing requirements, they completed drilling vertical, five-inch cores for the tower column anchor bolts at Piers 2 and 3 to total approximately 5,000 lf. The carpentry crew, with the assistance of our demolition subcontractor, removed approximately 1,100 cubic feet of concrete in preparation for the pier encasement. Then they successfully prepared the existing surface. This crew was lead by Foreman Dennis Morin. The team included Ryan Garland, Tim Houghtaling, Matt Ingram, Matt Paulone, and Chris Richards. An extensive tempo-
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rary scaffold and access system was also installed and maintained by our carpentry crew. This operation was in support of multiple activities on the pier to include core drilling operations, concrete demolition, dowel grouting, and surface preparation for future concrete pours. Generator building construction has begun under the leadership of Carpenter Foreman Justin Shelton and his team of Matt Ingram, Zach Parisek, Scot Richards, and Alecia Smith. The foundation support was driven and foundation walls were poured. The slab work is scheduled for the near future. Steve Dube will lead a team of electricians on the installation of the conduits and accessories as well as the generator installation itself. Once the generator is installed and running, the existing generator and fuel tank can be removed from the control house and building, finishes can be installed in its place. Aric Dreher will lead off as the project engineer for this task. In June, the control house relocation was initiated by the tireless planning of Aric Dreher, Tom Gilbert, and Tom Smith. The building was jacked and moved with Hillman rollers approximately 20 feet. This successful operation was lead by General Foreman Don Smith and supported by a team including Jordan Bushey, Bob Drzewiecki, Todd Hoffa, Dennis Morin, and Mario Tubolino. Surveyors Dave Brundage and Tom Smith have facilitated all surveying needs for the project. Their duties included the analysis of pier movement during foundation operations. Tom Smith will continue on this project and provide layout and analysis as well as assist with subcontractor interface and planning future work. The future plans for the project, which will carry through this winter, include concrete encasement with the use of temporary falsework, installation and grouting of dowels, and rebar installation with the culmination of the concrete placement. Project Engineer Dan Butler is currently utilizing all avenues to plan this work with the guidance of Formwork Engineers Tom Floyd and Dave Moreau. Safety Supervisor Joe Plourde successfully continues to assist the project with efforts of safety and emergency planning.
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Diversity in our Workforce: Women in Construction
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Burnham & Morrill, Maintenance Building Substructure Rehab View of Cianbro work area at B&M in Portland
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By Lou Campbell
his spring, Cianbro Corporation successfully negotiated a design/build contract with a new client, Burnham & Morrill, for the rehabilitation of their maintenance building substructure. Burnham & Morrill— also known as “B&M”—makes our favorite baked beans right on the waterfront in Portland, Maine. They recognized their need to rehabilitate the concrete substructure of their maintenance building and began to look for capable contractors that could meet their needs. Parker Hadlock was initially successful in bringing Burnham & Morrill’s attention to Cianbro and developed a rehabilitation process for their building early in 2005. Over a period of time, a design/build program and scope of work was created with B&M and we were awarded the contract. The work will be done over three construction seasons. This year’s scope of work includes driving 30, 12-inch diameter pipe piles to support new concrete beams that would now hold up two sides of the building, construction of the concrete beams on the south end of the building, and associated demolition work. Over the next two years the remainder of the columns and beams under the building that need work will be accomplished in addition to restoration work on concrete columns inside. Mark Nordgren was given the nod to supervise the construction work. He was assisted by Torrey Brown, Jarod Manzer, Ryan Marcotte, and Brent Walker who played a key role in making the first construction season a success. For the pile driving phase Frank LeClair and Dan Perkins joined the team. Not only does the project enjoy triple zeros in safety, but more work was accomplished than originally planned due to the team’s excellent work ethic and Mark’s sharp eye for keeping costs down. We would also like to recognize Roger Gagnon of Gagnon Engineering for his superb design help on this project.
✔ 3,312 Project Safe Hours
By Cailin Lawler
o one in this room is smarter than all of us.” These are words we’ve all heard from the founding brothers of our company. Cianbro values innovation, thinking “outside the box,” and input from our team. One of the reasons that a diverse group of team members is necessary is the added value of a new perspective. Let’s face it: men and women think differently. When women are a part of the team, we get a perspective that may have been overlooked with an all-male team. The Southern New England Region has been making specific efforts to recruit and add more women to our team. Representing our Cianbro Corporation Human Resources team, I participate in steering committee meetings at the Permanent Commission on the Status of Women’s Non-traditional Employment for Women program (NEW). The NEW program consists of a 12-week course that trains women in the construction trades. These women attend night classes that prepare them to work in our industry and give them an introductory background in some of the skills they need to be successful. Masonry, carpentry, basic welding, and construction math are some of the topics they study. The goal is for the women to translate these skills into a job in a non-traditional role. Compared to other jobs that women have leaned towards in the past, construction positions usually have significantly higher wages, more job security, and allow the women to continue to train in a trade. Alecia Smith, a carpenter helper working at our Amtrak Bridge Rehabilitation project in New London, Connecticut, was enrolled in the NEW program. Upon completion of the classes, she interviewed and was hired to join our team. Alecia has an educational background in construction, with classes taken in New York, and Georgia. Her previous construction education, combined with her enrollment in the NEW program made her a great candidate for success at Cianbro. Alecia Smith “Working in construction has not been at all what I expected; it is not as hard as I had imagined and everyone has been very decent. Cianbro is a great company to work for, especially because of our training program. It has been a great experience.” Recently, Southern New England Staffer Alan Gemmell contacted Baran Institute to recruit their latest electrical class graduates. Recognizing that we are always looking for diversity in our crews, he inquired if there were any women preparing to graduate. Alan successfully found a female electrical apprentice, Amy Taber, who joined our New London Middle School crew as a first year apprentice. Superintendent Steve Dube said, “She’s doing great. We put her on multiple skill tasks and she has done well with anything given to her.” She joined our team in the final portion of a high-speed completion of the techAmy Taber nology magnet school. Amy said, “I’m glad I came to work at Cianbro and am looking forward to getting more into my trade. I can’t wait to be a journeyman.” As owners of this company, we should encourage creativity and embrace processes that save us time, effort, and money. Having a diverse crew allows us to see the project from different perspectives. Remember, working together, we can improve our productivity and help grow our business! CIANB RO
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Leonardtown Wharf Project
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By Kevin Mitchell
e are pleased to announce that Cianbro Corporation’s Leonardtown Wharf Project is under way! Located in southern Maryland, a little over an hour’s drive from the Mid-Atlantic regional office, the site is at the end of Washington Street in Leonardtown at Breton Bay off the Potomac River just before its meets the Chesapeake Bay. This is a saltwater area that is about five-feet deep in the new construction alignment. Cianbro has been tasked with demolishing the remnants of abandoned piers, a wood bulkhead, building foundations, and a boat ramp. Currently, the demolition is nearly complete as our team preArtist’s rendering of the Leonardtown Wharf Project pares to start driving timber test piles and install a sheet pile bulkhead in the Another major work scope is the construction of a conwater. The bulkhead will consist of 30-foot-long CZ19 cession stand/restroom building. Our team will drive 32 sheets cold-rolled and galvanized. The east end of the bulk- timber piles on land similar to the boardwalk piles topped head has a circular shape. A long radius comes off the cirwith a steel and timber foundation platform. The foundacle and is split up with a short radius half circle in the cention platform design is a result of a value-engineering ter and one at the end. A permanent W8X31, galvanized effort developed by Cianbro with the assistance of our wale will be attached to the sheets in the circle and short consulting engineer and is in lieu of the original concrete radius sections. The bulkhead will be topped off with a 11⁄2waffle shape slab design. Our subcontractor, W.M. Davis, foot-wide concrete cap. All together there are about 550 will be constructing the superstructure of the building running feet of bulkhead. There is also a set of concrete among numerous other land-based features. These other steps with three risers 125-foot-wide behind the bulkhead. land-based features include construction of the promenade, storm drainage, earthwork, site lighting, installation of a new pump station, and landscaping. W.M. Davis is a very reputable construction company in the Leonardtown community. Finally, Cianbro is tasked with the installation of a new wastewater pumping station for the town and demolition of the old one. Cianbro’s scope includes support of excavation which will be a sheet pile cofferdam on land about 12 feet deep. We will safely execute our tasks with customer satisfaction in mind and in a productive and timely manner. Once our work is completed, our client, the Town of Leonardtown, will have a finished product that will be a significant asset to the community. This will be a public park accommodating boating, fishing, kayaking, wetland wildlife, as well as an anchor for further development creating an aesKevin Mitchell (fifth from left) joins local, county, and state thetically pleasing area for people to enjoy. We are proud officials for ground breaking ceremony on August 2, 2006 to have the opportunity to participate in this undertaking. Our project team includes Pete McCormick, project managCianbro will also be installing a timber pile boardwalk er; Kevin Mitchell, project superintendent; Mike Aretz, project which connects to the circular shape portion of the bulkengineer; Chow Hwang, field engineer; and Steve Morgan, head opposite the long radius bulkhead. There are 148, 12- general foreman. inch-diameter by 45-foot-long timber piles to drive. Timber framing and a metal railing will complete the boardwalk. 4,544 Project Safe Hours
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Cianbro Announces
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SCHOLARSHIP WINNERS
By Dawn Lewis
he Cianbro Charitable Foundation recently awarded Cianchette Brothers Scholarships to 26 outstanding college students, who are children of Cianbro team members. A special reception was held to honor the 2006 scholarship winners and their families. With a total of $50,000 in scholarships awarded this year, 2006 marks the seventh year of the Cianchette Brothers Scholarship program. Over $200,000 has been awarded since the program was established in 1999. ■
The 26 students –(Left to Right) Top Row: Abby Arena (Stetson, ME), Nicole Bernier (Tolland, CT), Christopher Cochrane (Pittsfield, ME), Kincaid Cook (Phippsburg, ME), Sam Dow (Hampden, ME), Jonathan Dupont (Middle Granville, NY), Caileen Gamache (N. Berwick, ME), Ashley Hanmer (Dixfield, ME), Second Row: Kathryn Hinds (Farmington, ME), David Hutchinson (Torrington, CT), Amanda Hyde (Owings, MD), Ann Leavitt (Palmyra, ME), Third Row: Rebecca Libby (Skowhegan, ME), Ashley Maenhout (Bangor, ME), Fourth Row: Erin Maloney (Milton, VT), Rebecca Moore (Winthrop, ME), Fifth Row: Chelsea Neath (Pittsfield, ME), Kristen Ribbons (Biddeford, ME), Bottom Row: Amanda Ruksznis (Sidney, ME), Susannah Sacks (Palmyra, ME), Teri Slawek (Weld, ME), Caitlin Stauder (Paris, ME), Brittany Ullman (Kingsville, MD), Samuel Wagg (Madison, ME), Travis Watson (Oakland, ME), and Crystal Wiley (Glenburn, ME), attend a variety of colleges.
Named for Cianbro’s Founders, the Cianchette Brothers Scholarship program was established in 1999 to help qualified college students of Cianbro team members. The Cianbro Charitable Foundation was founded in the mid-eighties and is dedicated to continuing the Cianchette philosophy of charitable assistance to worthy educational and charitable organizations.
Equipment Safety Training ■
By Al Goepner
One specialty of our full service training facility in Pittsfield, Maine, is equipment safety training. Typically, a project supervisor will identify team members who are needed to operate our equipment and drive larger company trucks, and contact a member of our training team to schedule the appropriate training. Currently, we have equipment safety training programs for aerial lifts, scissor lifts, fork truck, reach truck, loaderhoe, bulldozer, skid steer (and attachments), wheel loader (and attachments), as well as a newly-added articulated haul truck safety training program. The safety training sessions last about two hours in the classroom then each team member must complete a “hands-on” period with the equipment. In addition, we also offer driver safety training for levels one, two, and three, which is required in order to operate our rack trucks and larger trucks. Level one is a two hour class while levels two and three are completed in about eight hours including a safety ride. Our team is available to travel to our projects to render the safety training or team members can receive training at the Operations Services building in Pittsfield. If you’d like to be involved in one of these training sessions, please contact your supervisor. CIANB RO
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Neptune Project Completes First Construction Season
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By Rick Leonard
he Neptune Regional Transmission System (Neptune RTS) project of the Cianbro Development Corporation consists of the installation of buried electrical cable on land and under water in order to transport 660 MW of high voltage direct current (HVDC) electricity to New York state’s Long Island Power Authority (LIPA) from an interconnection point in Sayreville, New Jersey. The entire cable route from New Jersey to Long Island is approximately 65 miles in length. On each end of the cable, converter stations are being constructed in order to convert the HVDC to alternating current (AC) allowing the power to then be transported over local distribution networks. Neptune RTS is designed to connect communities in Long Island—where electricity is always in demand—with surplus power available in the Mid-Atlantic States. The Long Island station will be a link in the power grid through New Jersey to the Mid-Atlantic states. After the project is complete, electricity will move safely through the buried seven-inch direct current (DC) cable. This cable will overcome bottlenecks in the existing, land-based electrical transmission grid, which hinders the efficient use of energy resources in Long Island and in northern and central New Jersey. The cable will travel undersea from a converter station in Sayreville, New Jersey, through the Raritan Bay and the Atlantic Ocean to Hempstead Bay. The cable will surface in Long Island near the Jones Beach State Park Fishing Pier and will be laid beneath the right-of-way along the east side of the Jones Beach Causeway to the Wantagh State Parkway and, eventually, to the Duffy Avenue converter station site. After the DC power is converted to AC power, it will be transported in AC cables to interconnect with LIPA’s Newbridge Road Substation. The electricity will then run on LIPA’s local distribution network. Conceived and developed over a period of several years by the Cianbro Development Corporation-led investor group, Atlantic Energy Partners, LLC, the project is now more than halfway through its 24-month construction schedule. Commercial operation is scheduled to begin in July 2007. Upon commencement of operations, LIPA has contracted to purchase transmission of electric power over the cable for a minimum of 20 years. Over the next few months, contractors will be working simultaneously on land and in the water completing construction before shifting their focus to testing the system and ensuring proper interconnection and operation. After cable installation, the barge will be retrofitted again and used to store spare cable and parts and serve as a repair vessel. The project is very close to its original schedule and budget. Look for an update in the first half of 2007 as the project approaches successful completion. 1 0
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Recent significant construction activities include: ■
Cable production and testing at three fac-
tories: HVDC cable and return cables at Arco Felice in Italy, 230 kV AC Cable in Gron, France, and 345 kV AC cable in the Netherlands. Subsequent delivery of landbased HVDC and 345kV AC cable reels, without incident, to a New York storage point. Delivery of some of the undersea cable from Italy. ■
Completion of all land drilling, trenching,
and installation of cable in Long Island. Significant progress has been made on cable installation in New Jersey. ■
Design engineering of converter equip-
ment and site civil/structural design. Equipment manufacturing and successful functional performance testing. ■
Construction of each converter station.
Pile driving, steel erection, masonry, HVAC and electrical work meeting the completion date for installation of key equipment components and preparation for system commissioning and testing. ■
Manufacturing of the installation barge’s
rotating turntable. Transporting the cable lay barge from China to Florida to be fitted for use. Subsequent transfer of the barge to New Jersey for mandated sea trials and beginning of sub sea cable installation work. Searching of the sea bottom for impediments to cable installation and associated removal of debris. Dredging to allow cable installation to permitted depths and disposal of material.
Bill Scott Serves Construction Institute as Committee Vice Chair PITTSFIELD, Maine—Bill Scott was recently appointed vice chair of the Claims Avoidance and Resolutions Committee for the Construction Institute in Reston, Virginia. Bill has been an active member of this committee since 2004. The Construction Institute (CI) was created through the merger of Construction Division, Materials Division, and Construction Standards Council of the American Society of Civil Engineers (ASCE) in October 2000. CI is the first national organization designed to meet the needs of all individuals working within the construction industry. The mission of CI is to serve members and participants in the construction process; to improve the state of construction practice through both the development of knowledge and technology transfer; and, to advance the knowledge and practice of construction. With 20 years experience in the construction industry, Bill is a 16-year Cianbro Corporation veteran. He received a Bachelor of Science degree in engineering from the University of Maine, and is completing Masters Business Administration requirements at Thomas College in Waterville, Maine. Bill, an ASCE member, said, “Our committee was formed to help provide resources to owners, designers, and contractors regarding practices that reduce or eliminate claims on construction projects. With early identification of issues and good communications on the projects we can all help prevent construction disputes from becoming construction claims. It is my honor to serve this committee as vice chairman.”
Bill Scott
New Gray Connector Bridge Widening Project
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girder pairs. Garth Miller with Jim Leavitt are running the crane while Jamie Douvielle is tending to the steel assembly into pairs of girders. Wayne Cray and Paul Belanger with their crew of Chris Brann, Ray Seavey, Brent Walker, and Bruce Weston are installing all the
By Lou Campbell
ianbro Corporation teamed up with Shaw Brothers for the construction of the New Gray Connector Project. This project provides motorists with an easy bypass of the town of Gray, Maine. Shaw Brothers will do all the roadwork construction and Cianbro, as a subcontractor, will do the bridge widening work on the Route 202 Bridge over the Maine Turnpike. Cianbro’s scope of work includes cofferdam work, pile driving, construction of new abutment and pier foundations, steel erection, deck and barrier work, as well as associated demo. The project was mobilized this April 2006. Work commenced with
Wayne Cray working on west abutment end post forms
pile driving, coffer installations, and concrete foundation work. Paul Belanger with Chris Brann and Ray Seavey constructed the two abutments after starting the existing pier infill concrete work. Wayne Cray joined the project shortly thereafter with Brent Walker and Bruce Weston on his team. This team completed the concrete infill work at the existing piers and then constructed the three new piers. Gary Gagnon with his crew of Steve
overhang forms and interior shielding. Once the steel is up, the remainder of the shielding will be set in place and the remainder of the existing barrier will be removed. This will be followed by deck form work. The above crews are being led by Aaron Cianchette with Earl Tracey, safety specialist, and Lou Campbell, project manager.
Colby, Aaron Cunningham, Louis Martin, and Bob McCubrey made short work
Steel erection from Abutment 2 out to Pier 2
of the pile driving and coffer installations. Currently a composite crew is assembling and erecting the steel and installing all the bridge overhang formwork and shielding between the
New piers constructed for the Gray Bridge widening
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Air Force Memorial
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By Michael Manoski
RLINGTON, Virginia— Cianbro Corporation constructed the concrete foundations and furnished and erected the three prominent stainless steel spires that make up the new Air Force Memorial. The tallest spire reaches a towering 270 feet into the greater Washington D.C. skyline. The memorial includes 3,000 cy of concrete; 500 tons of reinforcing steel; and 350 tons of stainless steel. Since our last Chatter update, the foundation package of the stainless steel spires was completed and the most eye-catching portion of the memorial was erected. In February, the stainless steel segments began arriving at the project and our erection team was faced with strict tolerances in setting the base pieces to within one hundredths of an inch of the engineered design elevation and angle. The base segments were actually set on steel shim packs spaced at various loca-
Setting Spire 1 Base Segment Dywidag anchor rods and spire reinforcing
Lifting Spire 2, Segment 2 in place 1 2
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tions over the entire footprint of the 21⁄2 inch thick stainless steel base plate that sat over 11⁄4-inch-diameter Dywidag Anchors. The shim packs, along with the steel wedges, acted as vertical adjustments to allow a two-inch minimum nonshrink grout bed to be placed in between the anchor plate and the foundation concrete. After several adjustments and a lot of patience from the erection and survey team, the base pieces were set, tensioned to the already cast-in-place Dywidag anchors, and grouted to the proper angle and elevation. The next order of business was to fill these hollow spire sections with two mats of #11 rebar steel and 12,000 psi concrete. Once that was done the Cianbro team to concentrated on the erection, welding, concrete placement, and finishing of the stainless steel segments. The purpose of the internal concrete bracing is to help maintain a 1/16 of an inch tolerance on the horizontal and vertical plane on the outside face of the stainless steel while placing and filling the segments with concrete. The internal concrete ties were designed to accommodate a full liquid head which translates into pouring approximately six vertical feet per hour. This was designed by our own, in-house professional engineering team. They also designed and planned the rigging scheme for unloading, up righting, and setting each individual segment and the upper most access and work platforms. These were difficult tasks given the geometric shape of each individual piece. Our next project milestone was setting, welding, and finishing two adjoining segments. After considering we would be working on joints 50 to 200 feet in the air (at the highest joint) on an access platform that was approximately three feet wide with winds—at times—gusting up to 50 mph, we realized we needed protection in order to effectively complete these welds. That’s when our erection team came through and built a “hutch” (also known as a “tree house”) around the entire joint for all field splices. This enabled the welding operation to proceed, even in the heaviest of wind and rain. Once our welding team was able to overcome the weather elements they focused on the chemistry and quality of the flux-cored welds. This consisted of maintaining a 1⁄4 inch gap around the perimeter and utilizing ceramics as a backer. The welders had to maintain strict controls to minimize distorting the sides of the spire. After all full penetration welds at the field splices were com-
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Spire 3 access/work platform at the highest field splice prior to setting top segment pleted and X-Rayed; our team polished the exterior welds flush using specialized rotary sanding equipment. Our next, final, and most visible activity was to apply an acid based solution, which is called “pickling,” to the weld area. The purpose of the pickling process is to increase the chromium content in the welded area to ensure the spire will resist the elements and last 125 years, as designed. We finally applied a glass bead blast finish after the pickling process to the weld area so that the appearance of the weld would blend and match the adjacent finished material. The memorial, located adjacent to Arlington Cemetery and overlooking the Pentagon, was dedicated on Saturday, October 14, 2006, to a crowd of well over 30,000 people, including several members of the Cianbro team. “We are honored to have the opportunity to memorialize the men and women of the Air Force for their service to our nation. This magnificent structure is a deserving tribute to their selfless commitment to our country,” said President Pete Vigue. The memorial was designed to be representative of the Air Force’s flying spirit and to reflect its core values of integrity first; service before self; and excellence in all that is done. Many thanks to all of our team members who made this project so successful. We’re proud to salute the men and women of the armed forces.
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Letters We Like to Receive CIANB RO
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Cianbro Engineer Walks in Two Worlds
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ORTLAND, Maine—Alan Fisher exemplifies what makes Cianbro Corporation a leader in the construction industry. Modest and unassuming, he would be the last person to say so. The father of Sarah, Sam, and Margaret, Alan is the chief structural engineer of Cianbro’s Construction Structures Group, a team of engineers who do hands-on, problem-solving work at project sites all over Cianbro’s area of influence. Alan is considered a go-to guy for pretty much any engineering or constructability challenge that might present itself and is held in high regard by his peers throughout the industry. He is also a go-to guy on a much larger scale—especially when national disaster strikes—as a member of one of the Federal Emergency Management Agency’s Urban Search & Rescue Task Forces (FEMA US&R).
Urban Search & What? Launched in 1991, the FEMA US&R program was originally designed to help with rescue efforts following earthquakes on the West Coast. Today, there are 28 teams based at locations scattered around the country, including the one in Beverly, Massachusetts, to which Alan belongs. He joined the team in 1993, when the US&R program was still in its infancy. The inclusion of structural engineers like Alan in urban search and rescue efforts was championed by engineer David Hammond of Palo Alto, California. Hammond accompanied his wife, a nationally ranked canine handler, to Mexico City in 1985, to aid in the rescue efforts following a massive earthquake in that city. During his time there, he saw rescuers entering collapsed buildings without any engineering backup to help them make sure they would be safe. More than a hundred would-be rescuers died when wrecked buildings collapsed further. Hammond returned to the United States determined to make rescues safer by including an engineering perspective in the rescue efforts. Though the Beverly US&R team was sent into the field in 1996 as part of the security effort for the Olympic Games in Atlanta, Georgia, (they went home the day before the notorious outdoor bombing there), the team’s first real test came in 1999. Early in the evening of Friday, December 3, a massive fire broke out in the abandoned Worcester Cold Storage warehouse in downtown Worcester, Massachusetts. By ten o’clock that evening, six Worcester firefighters had perished in the building. “In ‘99 the FEMA system was adamant that we don’t go to fires,” Alan said. All the same, fire officials in Massachusetts knew of the Beverly US&R team’s existence. One team member works for the state fire marshal’s office and, earlier in 1999, team members had given a presentation for a group of the state’s fire chiefs. In the wee hours of Saturday morning, December 4, the state fire marshal’s office decided to call in the team to aid in the effort to recover the fallen firefighters’ bodies. Alan got the call at around three o’clock in the morning. By 7:30 a.m., he joined a 12-member team in Worcester, which advised the fire department on safe ways of recovering their comrades from the ruined warehouse. In the six years prior to the fire, the team had worked extensively with firefighters in training, and that experience served them well as they went to work in Worcester. Initially, Massachusetts Emergency Management Agency (MEMA) bigwigs questioned the engineers’ presence—but the Worcester Fire Department never had any complaints. Two years later, the Beverly team’s training and experience were challenged by a terrible event. 1 4
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Cianbro’s Alan Fisher (second from left) discusses structures stability with NYC fire chiefs at Ground Zero “We went to the World Trade Center.” The Beverly US&R team was one of the first FEMA teams on the scene in New York City (NYC) after the World Trade Center towers collapsed on September 11, 2001. They were on hand by 11 o’clock that night. “It was like being in Hell, but being in Hell with 70 of your best friends,” Alan said of the experience. “It was all about the training we had all done together. We worked like clockwork. We were like a football team working up the field, doing exactly what we were supposed to be doing.” Their experience from the Worcester fire two years earlier paid off at Ground Zero. “We knew how to work with the stressed, overwhelmed emergency workers we were assigned to,” Alan said. The team stayed in New York for a week, working around the clock helping the NYC Fire Department (FDNY) with their search and rescue efforts as they delved into the ultimate collapsed-building site. When they rotated out, they were very reluctant to leave.
Training for Disaster Major disasters are very rare. FEMA’s US&R teams must substitute extensive training to be ready for the unimaginable.
Each of the disciplines on the team receives specialized training. Training for the engineers is funded through the U.S. Army Corps of Engineers and held at the National Aeronautics and Space Administration (NASA) Ames Research Center in Moffett Field, California. NASA operates its own confinedspace rescue team, the Disaster Assistance Response Team (DART), and DART’s training facilities—which include a realistic simulated building collapse environment—are perfect training grounds for US&R engineers as well. The US&R engineer training is remarkably similar to Alan’s job at Cianbro. In fact, without the FEMA training at Moffett Field, he might never have become proficient with a piece of equipment that is now one of his favorite tools of the trade: a Total Station. A Total Station is a high-tech engineering measurements instrument, the late twentieth century’s version of the timehonored transit. As Alan described it, “A Total Station marries electronic rangefinding with a transit’s angular capabilities plus an onboard computer. The device can work out everything for you if it has a point of reference.” Though initially prejudiced against the device—“Until two years ago, I had never used one,” he said—Alan became an advocate for the Total Station thanks to his US&R training. “This course has increased US&R engineers’ measurements capability tenfold, maybe a hundredfold,” he said. Mastery of the Total Station makes one of the key jobs of a US&R engineer much easier. “One of the primary responsibilities of the engineer is determining if something is safe. Usually that means determining if it’s moving,” Alan said. The Total Station’s remote measurement capability is such that an engineer using one to monitor a structure—or a collapsed structure—can tell instantly if the building is shifting and sound the alarm.
“It was like being in Hell, but being in Hell with 70 of your best friends... We worked like clockwork. We were like a football team working up the field, doing exactly what we were supposed to be doing.”
—Alan Fisher
Everything is Relevant The lessons of the Total Station illustrate well the way Alan’s work with disaster rescue ties directly into the work of Cianbro’s Construction Structures Group. The techniques involved with US&R engineering apply to the heavy structural work Cianbro does every day. “The common factors include thinking on your feet, putting a team together, and working as a team,” Alan said. As an example, he cited Cianbro’s project to dismantle a fire-damaged conveyor at a Massachusetts trash-to-energy power plant. “There was direct application between US&R engineering and Cianbro’s project to take down the partially collapsed conveyor,” he said. “It required the immediate creation of a plan and the assembly of a team of highly experienced workers— on essentially no notice—and then working 24-hours-a-day to implement the plan. “It is also important to recognize that our ability to work safely in an emergency situation is a direct result of the safety practices we train for and observe on a daily basis.” Similarly, Alan as a member of another Cianbro team brought the intensity of a disaster response to the emergency repairs the company recently performed on the old WaldoHancock Bridge. Search and rescue engineers are trained to bring the highest level of intensity possible to every task because anything less may not succeed.
Just another day at the office! (Clockwise from Left) Archie Wheaton, Jeremy Bragg, Joe Orlando, Alan Fisher, Hank Cook, and Kaven Philbrook meet to revise method of implementing load transfer at Waldo-Hancock emergency repairs project “Sparky [Archie] Wheaton’s leadership at Waldo-Hancock exemplified this concept,” Alan said. “The US&R engineering program is excellent conditioning for any 24/7 Cianbro shutdown type environment—and vice versa.” US&R engineers also practice useful skills like how to communicate with non-engineers, a task often complicated by the complex technical language engineers are trained to use as part of their trade. That kind of technical jargon doesn’t fly when you’re on the scene and racing the clock at a disaster site. “If you start talking to a fire chief about ‘ductility,’ he’s going to turn to somebody else,” Alan said.
A Valuable Asset Alan’s a modest guy who doesn’t like to blow his own horn. He mentioned his prior inexperience with the Total Station sheepishly—and only noted in passing the fact that, within a short time of picking the instrument up, he had mastered it sufficiently that he was tapped to write the training course for it. He also developed several other classes as a part of the U.S. Army Corpse of Engineers / FEMA US&R program. It’s that kind of can-do spirit that other Cianbro team members say makes Alan valuable. “He’s a real Renaissance guy,” said Vice President and Regional General Manager Linc Denison, Sr. “He gives us a dimension of insight into construction structures design and even analyzing permanent design, unlike any other [engineer] that I’ve ever met in the industry. He’s a brilliant guy with a pragmatic approach to solving construction problems. He can think in dimensions that most of us couldn’t do with a computer, and yet he brings those concepts down to earth.” One of Alan’s most impressive powers, according to Linc, is his in-depth knowledge of the abilities not only of his own team of engineers, but the Cianbro crews who will turn the engineering work into hard reality—and his ability to put that knowledge to practical use. “He’ll integrate all of that into a plan to solve the problem,” he said. Linc noted that Alan’s skill, his smarts, and his laundry list of projects, including “a mile-long list of movable bridges,” mean he’s held in high esteem not only within Cianbro, but throughout his field. “It’s just amazing, the doors that have been opened by virtue of having Alan on our team,” Linc said. CIANB RO
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Fabrication & Coatings Team Continues Lean Training “With a continued dedication to plan our work and include Lean concepts in our every day activities we assure ourselves of being the best of the best.”
– Brian Carr
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By Brian Carr and Leroy Vanadestine
eginning in 2004, the Cianbro Fabrication & Coatings Corporation team (including both the Baltimore, Maryland, and Pittsfield, Maine, operations) engaged in training and implementation of the Lean manufacturing process. This dynamic manufacturing program is designed to encourage a philosophy that focuses on creating greater production improvements by minimizing waste, overproduction, inventory, wait time, wasted motion, transportation, defects, inefficiencies and bottlenecks. The group also discussed and reviewed ways to look for non value-added manufacturing activities, which can really drive the overall cost of a project up. Recently, at the Baltimore Fabrication & Coatings Facility, some of the team’s key players got together for a full day of activities to review past sessions, learn more about the Lean process, and how to apply the new concepts. After reinforcing the principles of Lean manufacturing the group broke down into smaller teams and manufactured a simulated model that incorporated the recently taught principles. (The training is designed to be hands-on and it reinforces the training in a practical way by doing team projects. Each project drives home the Lean concepts in a very positive way.) In the beginning of the process it was very chaotic with lots of inefficiency among team members, however, as the participants worked together communicating ideas and adjusting the work flow, quality and productivity improved. These work models are eye openers in relationship to what a team can accomplish when they are working and communicating well together. After perfecting the manufacturing 1 6
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process of the model, they moved on to another session. Our trainers, Steve Westra and Brud Stover from the Maine Manufacturing Extension Partnership shifted gears and the team went on to learn about the key elements for successful implementation. This taught us how to put the new concepts into practice. They are called the “Five Ss” and they are: 1. Sort (Eliminate the clutter); 2. Set in order (Organize and label, set boundaries and limits); 3. Shine (Clean everything inside and out); 4. Standardize (Keep maintenance checklists, make them visual); and, 5. Sustain (Maintain discipline through systems and a supportive culture).
Pat Simerson works hands-on applying the Lean concepts
Brud and Steve lead the team through further discussion and review on these key points in the afternoon session. After some healthy dialog and interaction the attendees went through the shop applying the new key elements to the Baltimore operations. They looked at the plant layout for efficiency, discussed unneeded equipment and supplies, ways to better organize the ongoing work on the floor and facility, and
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Pictured Left to Right: Steve Westra, Richard Walking, Bob Compton, Jurgen Bell, Alvin Townes, Pat Simerson, Julie Smith, Nick Rossi, Brian Carr, Malvin Neal, and Brud Strover
noted areas throughout the complex that needed a thorough cleaning. Also other types of barriers that hindered production within the operation were discussed and documented for further action. This process opened the door for some good discussion and many of the team members had a lot of ideas and suggestions about ways to improve our fabrication operations. After the shop evaluation, the group got together to discuss their findings, then they developed a plan going forward to work on their observations and assigned team members to take the lead in certain tasks to bring the suggestion for improvement to a final remedy. Brian Carr guided the team through the brainstorming session. He said, “It is important to periodically put a day aside to focus only on the shop process and applying Lean principles without typical business day interruptions. This allows the team to focus on perfecting future logistic operations. And it also shows the dedication of Cianbro to making our projects a success through proper planning as a team. Our fabrication team consists of dedicated and qualified members faced with an ever-changing logistical challenge. With a continued dedication to plan our work and include Lean concepts in our every day activities we assure ourselves of being the best of the best.” Dave Leavitt also added, “We all feel that we have seen some real improvement since the reimplementation of the Lean program. This training is key to our ongoing efforts of continuous improvement and increased productivity.”
Housatonic River Bridge
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By Kate Balanda
ork is almost complete at the Housatonic River Bridge on Route 1 in Milford and Stratford, Connecticut. Team members worked extremely hard over this past winter and spring during a shutdown that went from February until June 2006. Rehabilitation work on the bridge is currently over 85% complete. Some of the major milestones reached at this project have been the completion of the removal and replacement of all bridge machinery and both leafs of the bridge being fully operational. Bridge testing has been successful with only minor items adjusted. Also accomplished was the successful installation of seven new submarine cables between the bascule piers by our diving subcontractor supported by our crane and operator. The complete renovation of the control and comfort houses is close to completion. The majority of the electrical work has also been completed. The electrical work consisted of installing a new service transformer, control system, conduit, motors, span locks, traffic lights, warning gates and street lights. The electricians continue to work on specialty systems and luminaries. Other highlights include numerous steel repairs; replacement of the major components of the trunnion towers; modifications to the existing span lock platforms; and
the installation of new span lock mechanical equipment. A new centering device was also installed at the finger joint and the warning gates and platforms were replaced. The existing creosote timber fender system was removed and replaced with a composite fiberglass system. We are currently working on numerous concrete repairs on the bridge. Approach span arches were inspected and patched at various locations. The job is scheduled for completion by late fall 2006.
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View of the Housatonic River Bridge and current operations from the south
Automatic Enrollment into 401(k) Yields Great Results!
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By Lauren Benttinen
ccording to Fidelity Investments, “Few automated tools show as much promise as Automatic Enrollment, a process by which plan participants are automatically enrolled in a 401(k) account unless they opt out. In other words, you can choose to not participate, or by doing nothing, choose to participate. Automatic Enrollment can dramatically increase your retirement readiness, regardless of the contribution rate and default investment option. After all, any contribution will add up over time, and something is better than nothing.” Last year at this time, Cianbro’s Plan Trustees supported the addition of Automatic Enrollment into the 401(k) account in the Cianbro Team Equity Plan starting January 1, 2006. The contribution percent was set at 3% of pay, and if you hadn’t contacted Fidelity to choose the funds you would contribute to, they were invested in the Fidelity Freedom Fund. As a result, the percentage of eligible team members contributing to 401(k) has gone from 50% participating in 401(k) up to 68% contributing as of August 31, 2006! One of the biggest barriers to contributing to 401(k) before we began the Automatic Enrollment was that some
team members did not understand investments and how to create an investment strategy. Cianbro’s solution was to set up a trigger in the plan that would direct your contributions into one of the Freedom Funds if you did not make your own decision about where the money would be invested. The Fidelity Freedom Funds offer a blend of stock, bonds, and short-term investments within a single fund. They are designed for investors who don’t want to go through the process of picking several funds from the three asset classes but who still want to diversify among stocks, bonds and short term investments. As we continue to look for ways to help team members save enough in the Cianbro Team Equity Plan to retire with, we are currently looking at adding a feature next year that will automatically increase the percent that you are contributing on an annual basis by 1% until you reach a contribution of 6% of pay. If you are currently contributing more than 6% of pay, your contribution would stay the same. Of course, just like Automatic Enrollment, team members would have the ability to “opt-out” by contacting Fidelity Investments. The emphasis on saving more is because Americans are living longer and seeking a more active retirement. The
question is, “Will they save enough on their own to live their desired lifestyle, and will that be enough to compensate for possible shortfalls in Social Security, reduced pensions, and increasing health care expenses?” The Cianbro Team Equity Plan has everything team members need to save significantly towards retirement. We’ve made contributions into a Profit Sharing account on behalf of team members, which can be invested in a variety of mutual funds to meet retirement needs. We are a 100% employee-owned company, and as such the Cianbro company stock that team members hold in the Employee Stock Ownership Program account in the Cianbro Team Equity Plan is poised to grow based on our mutual success and profitability as an organization. We have a 401(k) account that eligible team members can contribute to which lowers taxable income and allows us to save pre-tax dollars toward retirement. Reaching financial security in retirement is a goal we all share. We’ll do our part to make it as easy as possible. To learn more, contact Lauren Benttinen in Corporate Human Resources at 800-315-2211 extension 2312 for assistance with identifying whether you are on the right track toward having enough to retire.
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Penn National Makes Way for New Gaming Facility
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View of Main Street Inn before demolition began
By LeAnne Rogers
n a slightly overcast day in Bangor, Maine, on June 13, 2006, Cianbro Corporation began demolition of an abandoned 65-room inn and several outbuildings for Penn National Gaming, in what was the beginning of an exciting project developing in that area. Penn National, owners of the Hollywood Slots Gaming Facility (just down the street across from the demolition project), has purchased real estate along the banks of the Penobscot River and plan to tear down all the buildings on site to make way for a new, state-of-the-art gaming facility complete with a 120,000 sf casino area, restaurant, fourlevel parking garage, and high-rise luxury hotel. The work performed this summer tearing down the former Main Street Inn, a couple of outbuildings, and two dilapidated houses, was the first set of buildings to be demolished. Under the watchful eye of television crews, city representatives, Penn National employees, and curious passers by, a pair of operators running two very large excavators worked several days to rip apart roofs, walls, and interior structures. The demolition debris was loaded into dumpsters and transported to the landfill for disposal. Once the bulk of the buildings were down, it was on to jack hammering the Inn’s 45-year-old concrete basement. The foundation concrete was crushed and reused as fill during the reclamation of the area. The team then worked the remaining time filling, grading, and preparing a temporary overflow parking area for Hollywood Slots. Electricians installed parking lot lighting and a fence was erected around the area. All-in-all, the team completed the demolition and parking lot construction in six weeks. Jon DiCentes, project manager, and Red Webster, manager of projects oversaw the demolition activities. Onsite supervisors included Steve Lavallee, Tom Richter, Garry Sawtelle, and Ben Wagg. Many thanks to Cianbro team members Bruce Beane, Scott Belanger, Christopher Bouchard, Matt Brawn, James Burke, Bruce Chesley, Darrell Clement, Derek DiFrederico, Shawn Doran, Christopher Dustin, Randy French, David Gardner, Scott Guptill, Allan Harriman, Arthur Herbest, Ralph Johndro, Scott Kelley, Stephen King, Brent Kirby, Roger Leach, Scott Libby, Terry Malloy, Eric McLeod, Allen Morey, Chris Page, Andrew Parsons, Timothy Perrault, Gary Rogers,
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Demolition activities in full swing
View of property after demolition completed and site prepared for overflow parking LeAnne Rogers, Eric Saucier, Dean Schofield, Vinal Shorey, David Stenzel, Dwayne Tootill, Paul True, Kelly Wampler, Eric Witham, and Micah Young.
Cianbro is currently providing Penn National with preconstruction services and looks forward to partnering with them on the construction of their new facility.
✔ 2,626 Project Safe Hours
Maine’s First in the Nation: “Well Region”
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ANGOR, Maine– Four years ago, the Bangor Region Wellness Council set out to make its area of influence the first to be designated a Well Region by the Wellness Councils of America (WELCOA). Cianbro helped lead the charge to that honor, which was achieved this March 2006, with its Platinum Awardwinning wellness program. WELCOA, a national non-profit organization dedicated to promoting healthier lifestyles for American workers, bestows Gold, Silver, and Bronze Well Workplace Awards to companies based on strict criteria of senior management involvement, wellness services and policies, and demonstrated results. The Platinum Award, for which candidates are considered by invitation, can only be won by companies that have previously won the Gold Award. Just 17 companies nationwide had earned the Platinum Award before Cianbro. The award was a key part of the Bangor Region Wellness Council’s effort to achieve success in another of WELCOA’s programs, the Well Region Initiative. Under this program, a region must be able to show that 20% of its working population (as of the 2000 U.S. Census) is employed by companies that have earned Well Workplace Awards, and there must be a minimum of 20 companies so honored in the region. In all, 23 of the Bangor region’s employers, employ-
ing 12,168 workers, achieved Well Workplace Awards to clinch the region’s first-in-the-nation honor. Cianbro’s approach to wellness was born in the 1990s, evolving from the company’s established emphasis on safety. It was a time when escalating health care costs forced many employers around the United States to tighten restrictions on employee health programs or shift costs to the workers, but Cianbro tried a different approach: developing and encouraging healthier lifestyles in team members themselves, and their families. Teaming up with Dr. Larry Catlett of Occupational Medical Consulting (OMC), who serves as Cianbro’s medical director, new ground was forged. Beyond meeting a moral obligation to its people, Cianbro’s idea was that a team that worked and lived in a healthier way would need less health care, bringing down the costs of that care without reducing levels of service. All the players who made the Bangor Region Wellness Council’s success possible were honored at a gala event in Bangor on June 7, 2006. Maine Governor John Baldacci provided the keynote address, and representatives of the Bangor City Council, the Maine Senate, United States Senator Susan Collins, and Congressman Mike Michaud were on hand with proclamations recognizing the region’s achievement.
Rita Bubar, corporate human resources manager, who spearheads the Healthy Lifestyle Program, has spent countless hours and invested an enormous amount of energy helping other companies benefit from Cianbro’s wellness experience. Rita, who was on hand to celebrate the region’s first-in-the-nation honor, said, “At Cianbro, we try to create the environment where making healthy choices and being healthy is the norm. It is the expectation at Cianbro that we will not only work safe but live healthy. The credit for our success goes to our people and their families who let us into their lives and who are the ones making this program work.” Dr. Larry Catlett and his team at OMC were also observed at the event and presented with a duplicate of the Platinum award to share in the honor that was presented to Cianbro earlier in the year. Through the Healthy LifeStyle Program, Dr. Catlett and the health educators at OMC have educated and motivated Cianbro team members and their families to change their at-risk health behavior and pursue a better quality of life. Without their ongoing support, the success of the program would have been difficult to achieve. Cianbro is dedicated to increasing the individual health and wellness of our team members. It is the right thing to do! Without our health, we have nothing.
Cianbro’s Team Member Referral Program a Success! ■
By Cailin Lawler
Cianbro Corporations’s newest method of recruiting, the Team Member Referral Program, is a success! On April 2, Cianbro rolled out our incentive plan to bring quality candidates to work for us. Any team member who refers an applicant that is hired, receives a $50 cash bonus on the second week of employment of the referral. Then, when the referred team member reaches their six months of service and 500 hour milestone, an additional $200 is paid to the referring team member. All three of our operating regions plus our Fabrication Facilities in Pittsfield, Maine, and Baltimore, Maryland, have had successful referrals. A total of 20 new team members have joined our company and all team members who referred their friends and families received their $50 payout. We’ll be looking for our first pay out for reaching the six month mark this fall, so keep checking on cianbro.net for the good news. Our current team members are our best recruiting method, and we want to reward bringing qualified people to our company. If you know someone who would be an asset to our team, contact Corporate or Regional Human Resources or your supervisor. Remember, if you recommend a quality candidate to Cianbro, and they are hired, you can earn up to $250! CIANB RO
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Eastern Maine Medical Center Cogen Project
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By Nick Bell and LeAnne Rogers
astern Maine Medical Center (EMMC) in Bangor, Maine, partnered with Cianbro Corporation and engineering firm, R.G. Vanderweil Engineering, to develop a co-generation plant to supply the majority of the medical center’s electrical and steam requirements, as well as additional cooling capacity. A new, duel fuel (natural gas and Number 2 fuel oil) Solar 4.6 MW turbine/generator unit, a Deltak 24,000 pound per hour heat recovery steam generator, a Trane 500 ton absorption chiller, and a Marley cooling tower were designed
“The team worked very hard to keep construction costs down. They were diligent in managing a very tight schedule. EMMC is very grateful for a successful and safely-executed project.” contractors completed construction, start-up, and commissioning of the new facility in August 2006. The team mobilized on site and began work in the summer of 2005. The new plant is in operation with performance runs taking place this fall. Major work items included air permitting and licensing, engineering and design, procurement, construction,
An aerial view of the EMMC campus showing the new Cogen Facility in foreground
and installed to meet the energy requirements. Prior to completion of the plant, five boilers on site provided steam for heating and cooling. The new, more-efficient boiler reduces energy costs and cuts emissions. Now that the new turbine is up and running, the existing boilers are used for additional redundant backup steam. Led by Project Manager Nick Bell and Senior Project Engineer Deb Wilson, a team from Cianbro and several sub2 0
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check out, and start up. Three critical crane picks challenged the team: setting the turbine/generator unit, the heat recovery steam generator, and the stack. The stack came in two pieces and is approximately 95 feet tall. The chiller unit also came in two pieces weighing 25,000 pounds each which were rigged down into a below-grade mechanical room. A new building was designed and constructed to house the turbine/generator unit, diverter, boil-
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—Jeff Mylen, P.E., EMMC Project Manager er, control room, and electrical equipment. Prior to new construction starting, the team removed an old chiller, demolished a salt storage building, relocated an emergency generator diesel fuel oil tank, and relocated a natural gas meter set assembly. Ernie Kilbride, Scott Morrison, and Red Webster worked with EMMC and R.G. Vanderweil to develop this project. R.G. Vanderweil’s Project Manager Bruce Bennett and his team of design engineers, Stan Atkinson, Chris Brooks, Zafer Farah, Stan Jih, and others were responsible for permitting, licensing, and design of the project. They also supported EMMC with local, state, and federal agencies, as well as major equipment procurement. Eric Brown led the civil, structural, and mechanical work; Rae Randlett Jr. ran the piping work; and Tim Blanchette of ELCO Electric supervised the electrical installation. Shawn St. Jean led the instrumentation installation, provided onsite electrical and instrumentation engineering, and check out/start-up expertise. Joe Seneca provided onsite civil and mechanical engineering for installation and was instrumental in the mechanical check out and start-up process. Adam Guiggey provided quality control support and documentation for our installation and was very helpful to EMMC and boiler inspectors. Ian Peacock of EATON Electrical led the effort for additional design and installation services for the protective relaying and phasing of new generator to the existing electrical system. Many thanks to Melissa Corbett and LeAnne Rogers for their support in keeping the payroll, payables, and office activities flowing smoothly. We appreciate the
Captain Bill Van Voorhis Earns Nautical Credentials
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Setting the stack
support by others throughout our organization including Corporate Purchasing, Cianbro Fabrication & Coatings, Temporary Design, Information Technology, Equipment, Small Tools, as well as other Northern New England and Corporate teams. We appreciate the efforts of EMMC’s Project Manager Jeff Mylen; Operations Manager Scott Humphrey; Electrical Supervisor Eric Fish; Cogen Steam Plant Operator Paul Jellison; and many others. EMMC Project Manager Jeff Mylen, P.E., says, “The team worked very hard to keep construction costs down. They were diligent in managing a very tight schedule. EMMC is very grateful for a successful and safely-executed project.” We celebrate a great working partnership and a successful project with Eastern Maine Medical Center and R.G. Vanderweil and look forward to future projects!
✔ 36,299 Project Safe Hours
ORTLAND, Maine—In May 2006, Bill Van Voorhis earned something he has been working towards for over a decade and a half—a towing endorsement to accompany his 200-ton, near coastal, steam and motor vessel license. These nautical credentials allow Bill to pilot Cianbro’s 35-foot pushboat, which is currently moving barges and servicing the Hornbeck Project at Ricker’s Wharf. Although it has been 15 years since Bill officially committed to earning his captain’s license, his maritime career began when he signed on with Cianbro Corporation in 1973. “Linc Denison got me started as a deckhand on the Fannie J.,” said Bill. “My first job was for Charles “Scupp” Olson. Later, I worked for Warren Doughty. They were both great skippers with very different styles. I learned a lot from them, Captain Julian Fedrico, and others along the way.” Over the years, Bill earned 7,000 days at sea working on several Cianbro vessels: the Priscilla J., Harkness, Cadet, and Fannie J. In his spare time, he put time in with other local tugboat operators including David Winslow, Brian Fournier, and Greg Hartley. He also took classes, attended training, and dedicated himself to doing whatever it took to earn his credentials. In March 2003, he earned his original 100-ton, near coastal license—a basic captain’s license. But, he didn’t stop there. To move up to the 200-ton class meant more classes and tests (with passing grades of 90 or above!) to receive his radio license; able bodied seaman certificate; STCW certificate which includes basic firefighting, personal survival, safety, life raft and survival suit training; and radar license—the hardest of all. He took home his 200-ton masters license in February 2005. But, he didn’t stop there. “The last thing I went for was the OUTV (operator of uninspected towing vessel), a towing endorsement, which I’ve been working towards for 15 years,” Bill said. “It is the hardest thing I have ever done in my life. All the classes and coordination with the Coast Guard for the tests was challenging, but it was worth it. To me, it is like a college degree. My parents are both still alive and they were there. I finally got it, after all these years.” With many to thank, Bill said, “Cianbro helped me all along the way—with tuition reimbursement and encouragement. I’ve had many supporters from Linc Denison to Earle Cianchette, but Parker Hadlock was the one who encouraged me more than anyone on this licensing journey. He’s been the one who said Captain Bill Van Voorhis ‘Don’t quit’ even when I wanted to. He kept saying ‘You can do it.’ And, sure enough, I did.” Bill added, “In my book, this license belongs to Cianbro as much as me. I plan to put it to work for our company for many more years to come.” Pete Vigue said, “Bill’s initiative and success in enhancing his personal skills is a great example of what keeps our company competitive. Together, this level of commitment allows us to take on and self-perform work— as a team—that is unmatched in the construction industry.” Currently in the United States, there are only 1,506 mariners with this particular license. And, we’re more than proud to call one of them our own. Congratulations, Bill! CIANB RO
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Mechanical Craft Training: Where We Started and Where We are Headed…
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By Mike Hayden
he Millwright Steering Committee in the Northern New England Region held its first meeting in July 2003, to create a training program for our craft. We set some goals for our team with hopes of developing a program that would benefit Cianbro Corporation and the participants. We looked to create training opportunities for team members who were already working as millwrights and millwright helpers to help them improve on their skill level in different areas. Our committee also wants to recruit new team members into the millwright craft. One of the other goals of the steering committee was to improve our tool inventory and become more up-to-date with our equipment. Our team wanted to develop a diverse group of people
Jeff Jones removing coupling bolts at the Weldon Station Cycle Conversion Project
who take pride in their craft and quality of work to rival any other contractor in the industry. It sounded like some pretty lofty goals but we have taken action and would like to share where we are today, three years later and still digging. Ed LePage fills the role of mechani2 2
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Our goal: To develop a diverse group of people who take pride in their craft and quality of work to rival any other contractor in the industry. cal craft training coordinator and has worked hand-in-hand with the steering committee and the Pittsfield, Maine, training team to build this program. Our steering committee includes Mike Billings, Jim Bonney,
Mike Hayden, Jeff Johnson, Glenn Masse, Charlie Nutter, Jim Richards, Chris Scott, and Elbridge Watson. Amanda Peterson provides administra-
tive support to the committee. The program is intended for Cianbro team members who have been with the company for at least six months and desire to learn the trade. The program takes approximately four years to complete with classes and hands-on work every two weeks, as well as on-the-job training during that time. The course is based on the National Center for Construction Education and Research (NCCER) core and a five-level curriculum, and additional items deemed important by the field and the steering committee. This program will allow the trainee to hold a nationally-recognized certificate of completion from the NCCER at the end of each level of training. The millwright training program began the first training session in November 2003, at the Lancey Street classroom facility in Pittsfield, Maine. Currently, we have two groups of trainees in our program with the first group working on level four and the second currently working on level two. Each of the trainees was endorsed by at least two supervisors prior to being accepted into the program. Group One trainees include Hunter
Anderson, Tommy Barnes, Lonnie Johnson, Jeff Jones, Jeremy Lane, and Dave Tanzer. Group two active trainees include Bob Gallway, Brian Gormley, and Jeremie Nutter.
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In the process of going through this program, some of these trainees have become certified structural welders; some have been trained and certified to operate Cianbro’s Optialign laser alignment equipment; they have taken Cianbro’s level two rigging course; and some are also OSHA Certified Confined Entry Rescue trained. This is a large commitment by these team members as well as those who are assisting with the training and mentoring. Everyone involved in this training feels that the program is both necessary and important to the future of the craft. Some of the millwright craftspeople who have stepped up to the plate and completed the NCCER Train-the-Trainer classes in order to teach the curriculum include
Gary Billings, Mike Billings, Joe Glidden, Moe Gould, Terry Newton, Charlie Nutter, Rick Prebble, and Elbridge Watson.
Another first for Cianbro millwrights took place this year when one of our trainees, Tommy Barnes, was selected to represent the Associated Business Constructors (ABC) Maine Chapter and Cianbro at the ABC National Craft Championships held in Las Vegas, Nevada. Tommy came home with a third place finish as well as the respect of the other competitors and judges from around the country. By taking on the challenge, Tommy has set the bar for the other trainees in the program. We are hoping to create a hands-on competition for all of our trainees to take part in this year’s ABC Craft Olympics that will be held in November at the Augusta Civic Center in Augusta, Maine. The competition will include a 100 question written test that is being developed using the NCCER curriculum. The winner of the competition will repre-
Miscellaneous Bangor-Area Projects
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By Jim Carey
ianbro Corporation has a small crew of team members who have been working in and around the Bangor area for some time now, on various projects. They are traveling between Orrington, Bangor, and Veazie, Maine, working on anything from boilers to heavy boat barges on the waterfront. This team, of which I’m proud to be the leader of, works out of a small office at the Penobscot Energy Recovery Company (PERC) plant in Orrington. When the phone rings we never know who is calling and what project awaits us but this diverse crew is ready for about anything. Jim Foley is always close by assisting in safety. Tom Barnes competing in the ABC National Craft Championships
sent their company in Nashville, Tennessee, in 2007, at the ABC National Craft Championship competition. The training program for our other crafts is also moving along with more Optialign and Rotalign laser training headed up by Ed LePage. A gear box training program is being developed by Charlie Nutter to be rolled out sometime in the near future. We have increased the number of folks who are certified for confined entry rescue thanks to the efforts of Steve Foster and the Northern New England (NNE) Regional safety specialists. We have increased the number of people trained by the NNE equipment team to operate equipment such as rack trucks, aerial lifts, fork trucks, and overhead cranes to name a few. We have worked with George Bell, Buddy Kershner, and Chris Jarvais to upgrade, control, and track our precision tools so we have what we need to perform our work in a professional manner that is expected by both us and our clients. Thanks to Mike Bennett, Charlie Cianchette, the NNE Human Resources and Training teams, Jon Sacks, Chris Scott, Red Webster, as well as project supervisors and craft team members for their help and support of these programs. Without their support we would not have been able to get where we are today. From where I’m sitting it looks like many of our original action items have been completed from where we were just three short years ago. Keep up the great work, millwright team!
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A team, lead by Pat Littlefield and Adam Violette, keep busy on miscellaneous projects on site between scheduled and unscheduled shutdowns. The jobsite reached a milestone of 125,000 safe hours recently. It took five years to reach this and they take safety very seriously.
Stuart Twitchell and his team remove the 145,000 pound condenser at Graham Station ■
City of Bangor
Cianbro recently supplied and installed a floating barge system to allow heavy boats to tie up at the waterfront in Bangor. The barge sections float up and down with the tide and have an access platform system complete with handicap ramps that allow access at all times. ■
Veazie Power Plants
(CASCO BAY ENERGY) Team members have been busy here and there working on projects at the Casco Bay Energy substation as need demands. Our team had a very successful spring outage at the site and are completing another outage this fall. (GRAHAM STATION BANGOR HYDRO) Crews lead by Stuart Twitchell recently removed a 22MW steam turbine and generator. The crew removed 250,000 pounds of equipment using a jacking and rigging system designed by our in-house design engineer, Tom Gilbert. The biggest part of the job was to raise the 145,000 pound condenser out of the basement using a special rigging tower and four, 25-ton air chain hoists. This team really made it look easy and were very successful with the lift. CIANB RO
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In Memory of
Ed Bubar
Former team member, Edward “Ed” John Bubar, 58, of Burnham, Maine, died unexpectedly after a brief illness on October 2, 2006. Ed was the husband of Rita, Cianbro’s corporate human resources manager. Ed spent his whole career in welding and fabrication. He was proud of a 26-year career in fabrication with Cianbro, working in Pittsfield as an estimator for the last 13 years until April of this year. “Ed left this earth too quickly but I’ll always remember his lessons of compassionate service, dedicated work ethic, dry sense of humor, and his positive, direct approach,” said Tom Gilbert, former supervisor, co-worker, and friend Ed was a man who liked the simple things in life, going to work every day, and being with the people he cared about and loved. His favorite place to spend time was at his and Rita’s camp on Moose Pond in Hartland. There he taught his grandchildren how to fish, swim, and enjoy the great outdoors. He always had the campfire going, ready to cook for his family and friends. Ed is survived by his wife, Rita; his daughter, Lori Ann King, and her husband, Jeff, and his grandson, Cody; his son, Todd Bubar, and his granddaughter, Mariah; his stepson, William Dunton, and grandchildren, Indy and Shelby; his mother, Doris Bubar; his brother, Dean Bubar, and wife, Effe; brother, Larry David Bubar; brother Thomas Bubar; brother Donald Bubar, and wife, Roberta; sister Ed Bubar Linda Pomeroy, and companion, Kim Hunt; brother in-law, Neil Flood, and wife, Hilda; his ex-wife, Donna Bubar; and several aunts, uncles, nieces, nephews, and many dear friends. Ed was predeceased by his father, John Bubar, and grandson, Matthew King. Our thoughts and prayers are with Ed’s family and friends.
In Memory of
George LePage
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ormer team member, George Francis LePage, 58, of Glenburn, Maine, died June 24, 2006, after a brief illness. George worked as a superintendent on many New England projects and recently retired after 34 years of dedicated service to Cianbro. Prior to retiring, George worked at the Sappi – Somerset Mill Maintenance Project in Hinckley, George LePage Maine. His dedication and loyalty to his work is recognized in this excerpt from an email sent to Cianbro this summer.
“On behalf of the Sappi Somerset mill, please convey to all the good people at Cianbro our deepest sympathy at the passing of George LePage. Many days have gone by since his passing, and during this time, we have thought frequently of George and his years of service here at Somerset. He is greatly missed. George performed above and beyond the call of duty during his leadership here at Sappi. He had a fierce sense of cus2 4
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tomer loyalty. He spent endless hours on the job. He had been known on many occasions to leave the site late in the evening before midnight, drive to Bangor, grab a few hours sleep and be right back here at the crack of dawn ahead of the day shift starting. He dogged work on shutdowns with a heightened sense of urgency and meticulous attention to quality…George’s leadership, planning, organizational skill and dedication saved Sappi several days and many hundreds of thousands of dollars just on the major fall 2005 outage alone. George found creative ways to do jobs different from “the way we always did it before.” He ran a very safe operation, celebrating on at least one occasion Cianbro’s attainment of 1 million safe hours on site. George was a special man—unassuming, focused, driven and full of common sense. He was a good business man, one with whom it was easy and pleasant to work together on issues. Sappi has benefited greatly from George’s work here. We shall miss him greatly.” —Cathryn Thompson Procurement Manager Dann Hayden added, “George gave 100% of himself at whatever he did with his family, friends, and work. He would drop whatever he
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was doing for any of the three. When the mill called with a need or an emergency, George would engage as if Cianbro was Sappi’s sole resource or solution.” George loved snowmobiling, boating, jet skiing, fishing, and hunting. He recently took a trip to Canada to try fly fishing. If you checked his house in the warmer months and found he wasn’t there, you could usually see him and Marla out on the lake in the party boat cruising around. George is survived by his life partner, Marla Landry of Glenburn; five children, Marie and Kevin McLellan and their children Richard, Cameron, Brianna, and Sierra; Craig and Melissa LePage and their children Kaylie Sue and Alexis Jean “Lexi Lou;” Angela and Gary McLaughlin and their daughter Marissa “Rissa Roo;” Kimberly and Brocke Robinson and their children Andrew “Andy,” Kyle, and Ian “Bean;” and Samantha and Mike Belcher; brothers and family, Ira and Kathy LePage and Edward and Janet LePage. He leaves behind many friends including, Barbara and Ron Jones of Bangor, John Henry and Laura Henry and their children Sean, Ryan and Jason of Detroit. He is predeceased by his parents; a brother, Gary LePage; and a sister, Elizabeth LePage.
“Behind-the-Scenes” Payroll ■
timesheets, the payroll calculations, and the ancillary programs come together. • After payroll is processed, corporate payroll reviews reports to ensure there are no odd calculations such as a negative check or an overstated wage garnishment. This is where final changes are made to correct any last-minute issues. • The computer processes the checks, which creates the actual file that is used to print the checks. • At this point, the payroll records are actually posted and the file is closed to make that information available to populate other CMiC modules such as job costing and financial reporting. • Next, reports are run to compute taxes, child support, garnishes, and savings bonds. • The actual paper checks are prepared for mailing and sent out via the U.S. Postal Service. • Statements of Compliance are run and preparations are made to begin the next week’s payroll all over again!
By Vera Bryant, Barbie Poirier, and LeAnne Rogers
Though most of us are very familiar with our own paycheck, have you ever considered the kind of undertaking it is to process payroll for our entire team? Not only is it a huge effort each week to translate time worked into a paycheck for approximately 2,000 people, it is a collaborative effort that involves many people throughout our organization. The ultimate goal, as it has always been, is to make sure our team gets paid correctly and related payroll processes get completed in a timely manner.
Let’s take a look at the payroll process behind-the-scenes: • It all starts when a project supervisor creates a daily timecard to accurately assign the appropriate job and phase to the work completed that day. • The project field administrator keys the payroll for the week and uploads the batch to corporate payroll by the Monday morning deadline. • All payroll batches from across the company (approximately 40) are reviewed by corporate payroll for errors such as improperly calculated overtime, missing time, no hours keyed for vacation, etc. and works with field administrators to resolve discrepancies. • All ancillary payroll processes are prepared during this time. They include management of garnished wages, direct deposit, expenses, payroll deductions, travel vouchers, quarterly TOP payouts, certified payrolls, reports, taxes, check stuffer, Fidelity and 401(k) deposits, Davis-Bacon, W-2s, unemployment withholding to name a few! • Corrected timesheets are posted to our payroll program in CMiC and “locked.” • Next, the payroll is actually processed, which is when the
In Memory of
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Mike Mayo
eam member, Michael D. “Mickey” Mayo Jr, 36, of Porter, Maine, died unexpectedly on July 6, 2006. Mike had worked with Cianbro for six years as an ironworker on various Northern New England projects. Allyson Coombs, human resources personnel generalist said, “Mickey was a great guy with a huge heart. He loved to laugh and make those around him laugh. He will be sadly missed by all who knew him.” Surviving are his wife, Sharon Mayo whom he loved dearly; a daughter, Jodi Mayo, who meant the world to him; and his parents, Michael and Catherine Mayo Sr.; paternal grandmother, Geneann Mayo; his parents-in-law, James and Vera Monroe who loved him like their own son; a sister, Diane McCubrey and husband David; a brother, Jonathan Mayo and wife Heather; a sister-in-law, Rosalind Bachelder and husband Patrick; a brother-in-law, James Monroe and wife Wendi; nieces, Darci and Morrgan Monroe, and Nicole Bachelder and her fiance Jason Lajoie; nephews, Dustin Bachelder and his fiance Karen Sanborn, and Brandon and Bryant McCubrey; a great-nephew, Jacob Lajoie; a great-niece, Lily Ann Bachelder; and several loving aunts, uncles, and cousins. Our thoughts and prayers are with the Mayo family.
It may not sound too complicated but there are many people who plug into this process along the way. Our project supervisors hold a crucial duty to job and phase timecards accurately and ensure all time is captured for the week. The field administrator is responsible for pulling together all payroll information from the project team and making sure it is keyed properly and is error-free when uploaded by the Monday morning deadline. Our corporate information technology team authored our company’s payroll program and is responsible for its maintenance and trouble-shooting. Corporate human resources manage the programs that calculate and prepare benefits information for uploading. Corporate payroll has the ultimate responsibility to pull all the pieces together. Working together as a team, we are proud to report, is what makes this process work so well. This is truly an incredible undertaking and our team makes it look easy!
In Memory of
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Verne Shaw
eam member, Verne R. Shaw, 52, of Mount Vernon, Maine, passed away on May 24, 2006, after a brave battle with cancer. Verne had 10 years of service with Cianbro and worked as an engineer and surveyor on several Northern New England projects. He most recently worked on the Penobscot Narrows Bridge and Observatory in Prospect and Verona, Maine. A granite plaque in Verne’s memory will be placed at the observatory’s entrance. Verne was an avid outdoor athlete who set physical challenges for himself. He enjoyed canoeing and Rendering of the granite plaque kayaking, and competed in the honoring Verne Shaw Portland, Maine, Marathon. He is survived by his loving wife of 27 years, Jennifer Shaw; three sons, Aaron, Jarred, and Brian; his mother, Beverly Shaw; three sisters, Kathy Stern and her husband, Bonnie Linder and her husband, and Susan Lockhart and her husband; along with many nieces and nephews. Verne will be sadly missed by all that knew him. He was a great teacher and friend. CIANB RO
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CIANBRO ANNIVERSARIES ■
41 Years
Team members with three or more years of service who celebrated their last date of hire anniversary between July 1 and Ocotber 31, 2006
Thomas I. Caldwell ■
34 Years
Edward D. LePage ■
33 Years
Nelson C. Estes ■
32 Years
James I. Ellis Dale E. Wilson ■
31 Years
Roger S. Leach Jr. Forester Sprague Jr. ■
29 Years
Alan R. Burton Larry R. Scott ■
28 Years
Rita M. Bubar Mark W. Nordgren ■
27 Years
Roy H. Bolton II Charles Cianchette Wesley G. McGibney Douglas E. Ranks Michael B. Scott ■
26 Years
Henry T. Cook Robert Jamison Kaven Philbrook ■
25 Years
Parker Hadlock Brent F. Kirby David P. Lewis Gary A. Parker David C. Sutcliffe Stanley G. Worthley ■
24 Years
Wayne L. Blodgett James G. Davis William H. Dusty Alan R. Goepner Aubrey L. Moore Richard K. Moors Chet J. Muckenhirn David A. Rines ■
23 Years
Bonnie Brown Mona D. Evy Alan D. Fisher Michael F. Foster Ronald K. Oliver Daniel S. Perkins Brian W. Watson ■
22 Years
Michael W. Hart Roger D. Hutchins Lee R. McCoubrey Dan D. Orcutt ■
21 Years
John S. Clifford 2 6
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William L. Davis James M. Haut Lloyd E. Moore ■
20 Years
Paul R. Belanger Jerrold P. Cross Laura H. Henry Scott B. Ludden Bradley H. Marquis James R. Rusconi ■
19 Years
Francis R. Adams Elizabeth T. Bridges Neal T. Dawes Barry J. Gordon Gary D. Gorman Michael L. Goucher Kevin M. Violette Eric L. Witham ■
18 Years
Anthony A. Ayotte Shawn H. Bickford Brenda L. Cote Joseph C. Friant James F. Leavitt Ernest J. Long Thomas B. Meunier Ronald S. Nickerson Dale D. Smith ■
17 Years
Trent C. Clukey Robert B. Currier Kevin M. Dyer Michael R. Hilton Glenn G. Masse Dan P. McNally Brian E. Michaud Hoa Nguyen Carol J. Ouellette David G. Parsons Timothy D. Pushor William W. Ring Mark A. Stone Glen A. Thornton Thomas Wozniak ■
16 Years
Mark D. Arsenault Michael V. Billings Steven G. Cianchette Allan D. Harriman Charles L. Johnson Sr. Charles E. Moors Billie J. Perkins ■
15 Years
Thomas L. Batchelder Jane A. Beliveau Euclide J. Cormier Sidney E. Dunham Kellie A. Duplisea James R. Foley Yves P. Gagnon Andrew P. Gamez William A. Scott Lloyd A. Wyman Jr. FA LL
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14 Years
Earle A. Cianchette Larry F. Coston Eusebio Heredia Steve B. Morgan James W. Reinhardt Francisco Salazar Gary W. Smith Victoria L. Weaver ■
13 Years
Lauren E. Benttinen Denis R. Bernier Charles A. Brower David A. Chase Terrance L. Hayes Dawn M. Lewis William J. McLeod Scott B. Mitchell Kevin C. Mitchell William J. Mixer William A. Muise Roderick M. Nicholson Martin G. Roach Brian A. Rogers John R. Ryan ■
12 Years
Mark S. Blanchard Barry G. Brooks Thomas E. Carranza Milton A. Cruikshank II Joseph T. Davidson Earl M. Jones Walter T. Lee Jr. Dennis A. Ryan Jr.
William N. Pulk Jr. Patrick L. Slawek Christopher L. Stevens Raymond M. Therrien Chris Tozier Troy T. Twitchell Robin M. Wiley Debra L. Wilson ■
9 Years
Richard L. Bessett Torrey B. Brown Kristen A. Chipman Ralph S. Clukey Jamie R. Douvielle Wayne S. Enman Alvin J. Fluellen Paul J. Gaboury Anthony A. Graham Lawrence G. Johnson Brian R. LeSage James A. Maher Jr. Jody R. Meader James L. Pelletier Augustus Reece Garry A. Sawtelle Randy K. Sibley Wesley A. Sweatt Norman W. Taylor Jarrod K. True Casey R. Wedgewood ■
8 Years
Adam S. Guiggey Chester H. Guilford III Donald F. Lesperance Lawrence W. Litchfield Jr. Carlton W. Sanborn Jr. Steven C. Trombley Amy E. Webber Von L. Weese
Darcey T. Bubier Christopher J. Chasse Stacy O. Clement Maurice A. Gould Debora L. Grignon Douglas J. Lacroix Laurette Laverdiere Jeffrey K. Lee Anne M. Perron David A. Powers Richard A. Preble Juan F. Salazar Jeremy S. Sherman
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11 Years
10 Years
Lucian F. Berry Michael D. Bishop Joshua M. Brown Charles A. Bubier Jason A. Butler Richard B. Cameron Kerry W. Chapman Chester B. Dolloff Jason P. Evasius Todd J. Folsom Timothy A. Garnett Robert A. Gould Dennis A. Greene Mitchell E. Hayden Earl H. Hughes Joseph B. Hyde Edward E. Jones Scott A. Knowlen Kevin Kokotovich Michael L. Lovejoy Timothy G. Murphy James J. Peakes
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7 Years
Aaron F. Barbalate Daniel D. Barre Shawn M. Bickford Robert B. Boone Joseph A. Briggs Michael J. Brooks Andrew M. Cochran Steven M. Colby Bobbi J. Collins Thomas C. Conklin James P. Dunnigan Keith R. Edwards John T. Ethier Todd A. Fulmer Michael R. Gales Buaris J. Gervais Gary Guindon Gerardo A. Ramos George Rendon Mitchell Rubin Brian K. Sheeder Rebekah L. Thibodaux
Jerilyn R. Underhill Jason T. White Robert R. White ■
6 Years
Ernest A. Adams Mohammad H. Alsaleh Christopher L. Brann Darren E. Bye Thomas E. Clarke John E. Cooper Neil G. Dupont Michael J. Fisher Russell D. Flagg Deirdre R. Gijanto Young T. Lee Robert S. Lehay Jose A. Luna Torres Ryan L. Marcotte Garth Miller Shawn A. Reid Brian K. Smith Patrick N. Steeves Todd P. VanLiew Kevin P. Walker Jeremy S. Whitney ■
5 Years
Hunter J. Anderson Ralph E. Bailey Maurice B. Batchelder Jason L. Batchelder Elizabeth A. Brescia Brenda B. Brown Ulicer Castro Kelvin E. Charles Gary N. Cleaves Patrick M. Cronin Eric R. Crowe Sharon G. Ebbs Oscar A. Hernandez Steven J. LaChausse Vincent R. Lago Stacie A. Leavitt Milton E. Martin Sue Noiles David L. Perrault Thomas G. Perrier Gloria J. Richards Carl A. Ritz Makiel Rosado Donald R. Ross Victor M. Sanabria Byron A. Weymouth III Thomas J. Zwizinski ■
4 Years
Richard L. Allen Julia L. Allison Jesus Bernal Jeremie R. Bolduc Darryl S. Bowers Arthur G. Carey Jr. Kye N. Chon Gregory J. Clark Daniel E. Cole Bruce A. Cummings Dana J. Cyr Richard C. Dailey Douglas W. Easter
Gary L. French Genaro G. Guardado James A. Henry Robert E. Kramer Jr. Concepcion Majano Mark A. Malatesta Nancie B. McLeod Luciano G. Miletta Susan L. Morrison Paul L. Powell Jeremy J. Saulis Samuel F. Spinney Jr. Steven K. Spory II David A. Stenzel Josh M. Turner Charles R. Witt ■
3 Years
Wilson F. Almand Steven A. Baker Terra L. Battle Arthur G. Bolduc Michael A. Bouchard Matthew A. Bradeen Jason W. Bryant Paul E. Carver Michael S. Cianchette Shawn J. Couture Sr. Jason E. Croman Cory D. Dunbar Edwin A. Fuller Todd W. Gilley Dennis J. Gokey Keith R. Gould Kellie A. Guarino Michael D. Hachez Gary L. Hanmer Jeffrey S. Harrington Gary R. Hayes Mathew J. Henry Alan R. Hilton Stuart W. Hunt Jeremy E. Kyllonen Brian E. Labbe Kenneth D. Landry Harlow J. Libby Jr. Richard K. Lyons Michael J. Marois Joshua M. Matz Kevin M. Morneault Charles H. Moulton William A. Palmer Dallas J. Parmenter Patrick A. Pelletier Derek S. Perkins Andrea M. Robitaille Scott A. Ross Laura D. Schmelter Harold E. Sherwood Jr. Peter G. Smith Alan M. Steinour Patrick M. Sughrue Ted J. Swenson David M. Tanzer Domingos B. Tavares Clifford W. Thomas Voislav Veljkovic Darren S. Weymouth Daniel H. Wiedmer
Southern New England Yard Improvements
View of Southern New England yard before remediation
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By Terra Battle
his project initially began in 2004, with the regrading and paving of the Southern New England Office parking lot and remediation of the nearby wetlands in Bloomfield, Connecticut. The creation of thirty-one parking spaces and regrading of the front of lay down yard ended phase one. The second phase began in April 2006, with the regrading of 41⁄2 acres using 10,000 cy of fill. A 13-foot by 600-foot storage dock was built using old bridge decks that had been stored on site. The total weight of the bridge decks used to create the storage dock was approximately 500,000 pounds. Over one million pounds of stock steel had to be moved and rearranged to do inventory and perform the work on the lay down yard. All other equipment and consumables in the yard also needed to be diverged to carry out the work as well as keep the yard in working order for the Southern New England Region projects. As a part of the overall wetlands remediation, all old debris was removed from the land. This debris consisted
The new and improved yard area
of several tons of tires that had to be removed from the earth and properly disposed of, which proved to be a time-consuming effort. Upon completion of the debris removal, seventy trees were planted and a 65-foot by 400foot Wetlands Easement was established. The project was completed in August 2006, with the creation of a filter berm and the planting of native grasses and reed plants to restore the wetlands. The overall project netted use of an additional two acres of useable lay down area. This project has greatly improved our valuable asset. Responsible for this successful project was a Cianbro Corporation crew led by Foreman Faunce Cleaves. The team included Luke Finley, Teddy Jewell, Larry McAlpine, Justin Mooney and Mark Wallingford. Along with the shuffling of equipment, keeping the yard running successfully for projects, and restoring the wetlands, this crew battled an interesting summer of weather. It rained heavily for three weeks and finally subsided to turn into an extremely dry and hot summer. Great job team!
✔ 3,935 Project Safe Hours
In Our Next Issue! ■
Towering high above the downeast region of Maine, the new Penobscot Narrows Bridge officially opens to traffic. The Cianbro/Reed & Reed LLC team celebrates successful completion of this very unique bridge project.
CORRECTION:
The Port Deposit Marina article on page 8 of the Summer 2006 (Volume 36, Number 2) Chatter mistakenly identified the artists rendering on the bottom left corner of the page as that of Port Deposit. In fact, that rendering was of the Leonardtown Wharf. CIANB RO
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Milford Power Project By Amy Brown
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n April 10, 2006, the Milford Power Plant in Milford, Connecticut, was visited by Brian Hartness, Doug Ranks, Dennis Maloney, Bill Richardson, and Lou Berthiaume in anticipation of the upcoming construction of the new River Water Supply Project. In the following weeks they were joined by the rest of the Cianbro Corporation team, which included Calvin Andrews, Tom Belanger, Ron Bell, Amy Brown, Jason Despaw, Gary Hayes, Nathan Landon, Michele Miller, Wojciech Olak, Glen Pearce, James Rusconi, Glenn Sirois, Andy Tower, Jean Valcourt, Chris Vane, Eric Vivlamore, Wayne Vogel, and Earl Wells. More recent additions to our team have included Lori Chilton, Faunce Cleaves, Jason Harris, Brian Mace, Justin Mooney, Thomas Rice, Jason Underwood, Scott Underwood, and Cory Verrill. Our team is currently constructing a new water treatment facility for Milford Power. The plant currently uses 2.5 million gallons of city water daily to operate. However, a condition of the permit states that potable city water is not to be
Crew setting forms for the intake structure used for cooling. The solution was to pump water from the Housatonic River— 2,500 ft away—to a new water treatment building. This new system must be completed by the end of the year. Currently the project is split into two locations. At the water treatment building hundreds of feet of underground pipe have been laid including 16-inch pipes, four-inch drainage pipes, oneinch stainless steel chemical lines, and two-inch air and service lines. In addition, a nine-foot by nine-foot precast concrete sump has been placed, 620 cy of concrete has been poured, and eight filter tanks have been set and filled with filter media. This area is now ready for the building contractor and their crew to
✔ 29,936 Project Safe Hours Presort Standard US Postage PAID Permit No. 112 Bangor, Maine 04401
CIANBRO An Equal Opportunity Employer
CORPORATE OFFICE, NORTHERN NEW ENGLAND REGION, FABRICATION & COATING FACILITY P.O. BOX 1000 ONE HUNNEWELL SQUARE PITTSFIELD, ME 04967 PHONE • 207 487-3311 FAX • 207 679-2465 SOUTHERN NEW ENGLAND REGION 40 EAST DUDLEY TOWN ROAD BLOOMFIELD, CT 06002 PHONE • 860 286-3000 FAX • 860 242-6276 MID-ATLANTIC REGION, FABRICATION FACILITY 605 PITTMAN ROAD BALTIMORE, MD 21226 PHONE • 410 636-3000 FAX • 410 636-3111
Chatter Editor – LeAnne Rogers • Chatter Team – Terra Battle, Lauren Benttinen, Roy Bolton, Vera Bryant, Tara Coffin, Cailin Lawler, Dawn Lewis, Gail Mayo, Andrea Pelletier, Mary Schreiber, Tim Walton, and Eileen Wright Design and Layout — Jean Cousins • Contributing Editor – Dottie Hutchins ■
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Feedback: Do you have questions or comments about the Chatter? If so, we’d appreciate hearing from you! Please email: chatter@cianbro.com • call: 207-679-2311 • or mail to: Cianbro Corporate Office, Attention: Chatter Editor
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start erection. At the intake structure we have dug a 27-foot-deep excavation, placed over 130 cy of concrete to form the pit walls, and are currently making preparations for the underwater construction dive team to install the two, 24inch intake pipes that will run 150 feet out into the water. The electrical crew has laid underground conduit, set up a 300-foot cable tray, began working on two Motor Control Centers, and is getting ready to place a fiber optic line, which will run a few thousand feet. On July 20, 2006, the project team as well as Tom Clarke, Linc Denison, John Orzel and some Milford Power guests took part in a cookout. First we wanted to congratulate Field Engineer Pete Lindahl for his efforts on this project as well as his acceptance into graduate school and to wish him farewell. The project had also reached and maintained our CAPP goal of ten observations per week for a number of weeks. Everyone who completed a CAPP observation had their name entered into a drawing for a $25 dollar gas card and a $50 dollar restaurant gift certificate. The lucky winners of the drawing were Calvin Andrews and Nate Landon. The Milford Power team would like to thank everyone who has contributed to the success of the project to date.