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To make room for the construction of a 14-acre Home Depot e-commerce distribution facility on the site a former
Raytheon ordnance site split among the Massachusetts municipalities of Tewksbury, Lowell and Billerica, Atlantic Coast Dismantling LLC (ACD) successfully demolished a similar sized rectangular-shaped building
on a 20-acre site between late June and Oct. 15. Integrated Builders will be constructing the new multi-million-dollar building. see DEMOLITION page 12
Bridgewater-Raynham Sand & Stone Built On Determination, Will, Family When Joe Arruda took over Bridgewater-Raynham Sand & Stone (BRS) on Plymouth St, in Bridgewater, Mass., it took determination and will. He grabbed an opportunity to rent the 180-acre yard containing an aggregate material that had been around since the 1930s, having been used and turned over by many before him.
“It was used as a satellite site by a lot of larger companies, and I wanted to make it the primary place for my business,” he said. see BRS page 8
(L-R): Joe Arruda Jr.; Joe Arruda Sr.; Rob Cybulski, sales representative of Schmidt Equipment; and Brandon Arruda.
Page 2 • December 23, 2020 • www.constructionequipmentguide.com • New England States Supplement • Construction Equipment Guide
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Construction Equipment Guide • New England States Supplement • www.constructionequipmentguide.com • December 23, 2020 • Page 3
New 738 M purp p pose-built p h d is tree handler BIG neews for tree care specialists s SENNEBOGEN’ N’s “game-changing” tree care hand dlers have raised the bar even higher! The T new 738 M weighs in at twice the size of 718 M and R-HD models, with more power and more reach h to take k on bigger bi j b ! jobs!
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Page 4 • December 23, 2020 • www.constructionequipmentguide.com • New England States Supplement • Construction Equipment Guide
Central Maine Healthcare Building $38M Cancer Center Construction began Nov. 2 on a $38 million cancer center expected to “be a life-saving difference” for residents of the county with one of Maine’s highest cancer rates. Central Maine Healthcare (CMH) held a ceremony Oct. 29 on its Lewiston campus in the parking lot where the 52,000-sq.-ft. building will go up, celebrating an achievement that’s been decades in the making, hospital officials said. The center “brings together comprehensive cutting-edge oncology care from diagnosis to treatment in one consolidated facility that allows for coordinated care in a way that we’ve never been able to provide before,” said CMH CEO Jeff Brickman. “This is a momentous day… it’s a milestone for this first-of-a-kind health care project, and for our drive to provide worldclass care close to home for the people in Maine who we serve,” he added. Brickman lauded the CMH team, including oncology doctors who have pushed for a better overall approach to care. Because of them, and the system’s board of directors, “We can change the face of how health care
tion treatment; the old space didn’t have room for the new technology. The CMH Cancer Center required years of planning to combine oncology services, which are currently scattered across the downtown Lewiston campus of Central Maine Medical Center (CMMC). Some of those facilities are as far as three football fields away from one other. Steve Littleson, president of CMMC, noted that it’s been 10 years since a new building was constructed on the campus. The new cancer center will replace “aging Jeff Brickman buildings that don’t support much Central Maine Healthcare advancement in technology.” The hospital’s oncology-related services have close to 43,000 patient is delivered within the state of Maine,” he visits a year, Littleson said. That means the said. staff is seeing an average of 36 cancer The center will consolidate radiation patients an hour, year-round. oncology, medical oncology and surgical Androscoggin County has some of the oncology departments under one roof, as highest rates of cancer in the state, and well as other specialties, including therapy, Maine itself has some of the highest in the diagnostics, financial and nurse navigators. country, CMH officials said. The new cancer treatment facility also “We know that one in four Mainers will will allow the addition of two new linear face a cancer diagnoses in their lifetime, accelerators, which provide advanced radia- with over 8,000 being newly diagnosed
“This is a momentous day … it’s a milestone for this first-of-a-kind health care project, and for our drive to provide world-class care close to home for the people in Maine …”
each year,” Littleson explained. “Maine is the 12th-highest state for cancer mortality in the country. Our objective with this new, awesome facility is to put a serious dent in those numbers.” The cancer treatment center will be built on High Street, at the corner of Holland Street and next to CMMC’s main entrance. It’s expected to be completed in mid-2022. In the audience for the project’s groundbreaking were Nathan and David Batemen, of Bateman Partners LLC, the developers of the cancer center. The Portland company will own the facility and lease it to CMH. The firm also built CMH’s Topsham Care Center and its Lewiston urgent care center, which opened in March. Bateman Partners also is the developer of a Topsham ambulatory care center that’s now under construction. The architect for the CMH Cancer Center in Lewiston is MBH Architects, which has offices in New York and San Francisco. The cancer treatment facility, the Topsham and Lewiston urgent care centers and the Topsham ambulatory care center are all part of CMH’s ongoing effort to consolidate services and make health care costs cheaper to provide and cheaper for patients.
Pawtucket Tunnel Project to Alleviate Bay Pollution The final stage of a massive storm water runoff and sewage collection and treatment project was set in motion by Rhode Island’s Coastal Resources Management Council (CRMC) at an Oct. 13 online meeting. Several issues need to be resolved, however, including where to dispose of 800,000 tons of pulverized rock and sediment. The Narragansett Bay Commission (NBC), the state’s largest wastewater treatment operation, manages the combined sewer overflow (CSO) system, which is credited with significant pollution reduction in the upper Bay. Then, in early November, the NBC voted to award its multi-sectioned CSO Phase III A/Pawtucket Tunnel building project to the CBNA Construction joint venture consisting of European-based Bouygues Construction, Barletta Engineering/Heavy Division, in Canton, Mass., and AECOM, the American multinational engineering firm. According to an NBC spokesman, the Pawtucket Tunnel documents have yet to be signed, as there are additional requirements for the contracting team to meet, including the certification of minority, women and disadvantaged business participation, as well as equal employment opportunity qualifications as set forth by the state of Rhode Island. The tunnel construction is just the first of
The tunnel construction is just the first of four different projects that make up CSO Phase III and is, on its own, worth $245 million.
four different projects that make up CSO Phase III and is, on its own, worth $245 million. The entire final phase of the Narragansett Bay environmental upgrade will cost an estimated $548 million. Additional segments will be completed through 2041 and the work will include sewer connections, a smaller tunnel link, additional wastewater storage and green storm water infrastructure. The NBC expects the Pawtucket Tunnel to be completed in 2025, and operational the year after that.
The CSO Phase III A/Pawtucket Tunnel project is the third and concluding phase of a comprehensive program to alleviate combined sewer overflow discharges into Narragansett Bay. When boring operations begin in two years, crews will dig it to be 11,600 ft. long, with a diameter of 30 ft. It will be bored at a depth of 140 to 180 ft. below grade by a tunnel boring machine which will concurrently line the tube through rock with a pre-cast segmental concrete lining. The three-phase CSO program kicked off
in 2001 with construction of a 3-mi. long, 26-ft.-wide deep-rock tunnel under Providence to store stormwater runoff. Phase II, completed in 2015, added CSO interceptors to the Providence Tunnel, several sewer separations projects and a wetlands storage facility. The final phase is focused on the construction of the Pawtucket Tunnel underneath the communities of Pawtucket and Central Falls. The tunnel is designed to divert, store and treat 58.5 million gallons of combined sewer overflows from those towns before it is discharged into the Blackstone and Seekonk rivers. Final plans have yet to be completed and submitted to CRMC, but the project also is set to have a tunnel pump station, four drop shafts, a tunnel odor-control facility and two additional treatment clarifiers to be built at Bucklin Point. Structures on nine properties in East Providence and Pawtucket will be demolished to prepare for construction. The entire Pawtucket tunnel project received a loan covering half the cost from the U.S. Environmental Protection Agency. The Rhode Island Clean Water State Revolving Fund and other programs also will finance a portion of the enterprise’s costs.
Construction Equipment Guide • New England States Supplement • www.constructionequipmentguide.com • December 23, 2020 • Page 5
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Cut your big g jobs down to size. Go beyond scooping, carr ying and loading. The impressive digging and high tractive power of Doo D san® wheel loaders help you take on the most challenging material-handling tasks. Powered by a Tier 4 diesel engine, you’ll penetrate tough materials, tilt and lift with ease, and carr y more in ever y cycle. It’s your ticket to making harder work easier, longer days more enjoyable and ever y minute more productive and profitable. Stop in fo for details on Doosan wheel loaders s to oday y..
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Page 8 • December 23, 2020 • www.constructionequipmentguide.com • New England States Supplement • Construction Equipment Guide
BRS Proud to Have Retained All Employees During COVID BRS from page 1
Following a year of hard work and spending money updating and fixing up the location, he had a decision to make when the owner of the facility let the property go into foreclosure. In 1992, he took a leap and purchased the location from the bank. He had a dream to make it not only work and survive, but also to make it thrive and be able to be passed along to his sons when they entered the business. “One of the most important things to me about my business and my name was working with the community and the residents that lived here,” he said. “We are all about the community and not just getting along, but actually investing and helping where we can. “Most of the people in the area are BRS recently rotated the original loaders out and replaced them with three new 844Ls. not only neighbors, but they are my friends now. Our name and reputation take precedence over everything else. I take pride in that; it takes work and effort, and that’s what we have always wanted to do here since the first day.” BRS boasts of a very low turnover rate, and throughout the COVID-19 situation, Arruda did not cut a single employee. “We were able to keep going and even be able to catch up on a lot of things that maybe we didn’t have all the time to do when you’re at full steam ahead. I found something for everyone to do to keep them working and we never missed a beat with anyone. “That was very important to me, because these people are like family to us, and they have families depending on them. On a daily basis, we are affecting up to 100 families who are counting on BRS to provide, whether it’s our employees or the contractors we are dealing with.” When Arruda started, he only had one loader. “Back then, we didn’t have much. What we had (L-R) are Brandon Arruda, Joe Arruda Sr. and Joe Arruda Jr.
Joe Arruda purchases his John Deere loaders from Schmidt Equipment Inc.
we could work on, and thankfully in those days, you could.” Now after nearly 30 years in operation, Arruda has built an impressive fleet to get the work done. In 2014, he purchased his first set of three John Deere 844K loaders from Schmidt Equipment Inc. It was the company’s first experience with John Deere. “We were trying to see what machines best fit our facility, and that was the John Deere,” he said. “I originally went with Schmidt because I was happy with their knowledge, patience and effort into building a relationship … not just selling me a piece of equipment. “We were introduced through a mutual friend, but it wasn’t an easy sell for them, because I am not always just about the see BRS page 14
BRS purchased its first John Deere loaders in 2014 and hasn’t looked back since.
Construction Equipment Guide • New England States Supplement • www.constructionequipmentguide.com • December 23, 2020 • Page 9
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Construction Equipment Guide • New England States Supplement • www.constructionequipmentguide.com • December 23, 2020 • Page 11
Page 10 • December 23, 2020 • www.constructionequipmentguide.com • New England States Supplement • Construction Equipment Guide
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Page 12 • December 23, 2020 • www.constructionequipmentguide.com • New England States Supplement • Construction Equipment Guide
ACD Finds Different Types of Construction During Demo
The isolated demolition/future construction site is bounded by the Baker Commodities facility, commuter rail tracks, the Concord River and wetlands. DEMOLITION from page 1
The former Raytheon plant started out as the Lowell Ordnance Plant, manufacturing .50 and .30 caliber machine gun ammo during World War II and later produced more sophisticated weapons systems as a Raytheon ordnance site. The facility had been recognized as being contaminated and was the subject of remediation efforts from the mid-1980s onwards. Since the Raytheon closure, it was part of an industrial park. At its May 16 meeting, the Tewkesbury Planning Board approved a building permit for the Home Depot facility, a 775,000-sq.ft. building at 495 Woburn Street that is split between Tewksbury and Billerica. Since that meeting, approvals for the construction have been granted. The new single-story building is based on a design that Home Depot utilizes across the country. The isolated demolition/future construction site is bounded by the Baker Commodities facility, commuter rail tracks, the Concord River and wetlands. The demolition was far from easy as the plant, two stories in several sections, was expanded over the decades via different con-
In total, the demolition generated a large amount of steel, concrete and roofing material. Several locations were set up for the scrap metal, where larger pieces were sheared into 5-ft. and smaller sizes.
struction techniques and building materials. “We encountered one type of construction, taking it down and then the building material would change,” said Ted Wheeler, ACD’s project manager. “This created new sets of challenges, and it kept going like that. We still have people on site taking care of punch list items that the general contractor wanted us to complete.” Due to previous contamination clean-up efforts, very little asbestos and lead had been encountered. The majority of the building materials consisted of concrete (walls, block and surfaces), steel and roofing material. Two crews, consisting of 21 people — all operating engineers — put in approximately 10-hour day shifts from Mondays to Fridays. “Because a lot of people, including myself, travelled a great distance to get there, we wanted to get in a full day’s work,” said Wheeler. The all-Cat equipment fleet consisted of four 374 and eight 349 excavators with LaBounty shears, Cat grapples, buckets, MTK hydraulic hammers and magnets, and two smaller 339 excavators with sheers used to prep steel for recycling; and two 983 loaders to carry materials to various stockpile and processing locations at the site.
ACD purchases its Cat machinery from Milton CAT, which has a dealership in nearby Reading.
“The 374s and 349s are huge machines,” said Wheeler. “The crews have been using them for many years and they roll up the steel like rolling up a cigar and placing it into a large truck. We only had one noise complaint and we think it was related to railway activity.” The project also had a perfect safety record. “We had no recordable OSHA accidents or incidents,” said Wheeler. “Material and heavy equipment is really unforgiving. A typical day started with a pre-job briefing and safety speech, stressing watch out for your surroundings and look above and below for anything that might be a hazard. This was followed by equipment safety checks.” Environmental issues had to be addressed prior to and during the demolition. “The site is along the Concord River and it has a designation as wild and scenic, so it is an environmentally sensitive area,” said Wheeler. “Tewksbury and Billerica each had their own conservation committee and similar items that they wanted addressed before we started. We were proactive and when we had to change an attachment, we made sure that we didn’t spill a drop of oil or anything
like that into the river.” Dust control also was crucial. “Each time you would take a bite out of the building, you would have to wet it to keep the dust down,” said Wheeler. “We could not have any visible emissions. We had water lines — 1,500 feet long and we brought in fire hoses.” Utility-wise, the water and sewer lines originated in Tewksbury and the gas service and electrical from Billerica. “Getting National Grid to disconnect the gas and electricity was a challenge,” said Wheeler. “Another issue was Baker Commodities. They had back-up gas and electrical service from the property — it’s kind of landlocked between the railroad tracks and the plant and there were very few right-of-ways where the utilities can come over. We could not interrupt their back-up service and it took about six weeks for National Grid to survey their service and get it all straightened out.” The utility map for the Raytheon plant was inaccurate. “Being a defense contractor, I got the feeling that everything was secret — you couldsee DEMOLITION page 14
Construction Equipment Guide • New England States Supplement • www.constructionequipmentguide.com • December 23, 2020 • Page 13
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Page 14 • December 23, 2020 • www.constructionequipmentguide.com • New England States Supplement • Construction Equipment Guide
BRS Appreciates Schmidt’s Knowledge, Patience, Effort BRS from page 8
bottom dollar. Our loaders are going nonstop. “I really feel like I am a priority to them — they almost spoil me. My salesman, Rob Cybulski, will call me and let me know a tech is on the way because he received an email because of the technology in the loaders. He signed up personally to receive any notifications and handles it himself to get it taken care of. Usually, we don’t even know there is something needing attention until he calls to let me know that is about to be taken care of. “That is quality service after the sale, and that is important to me. He understands that I can’t have my equipment down for extended periods of time, because that will affect my customers that purchase the material from me. My regular service is usually done on Saturdays, so I can keep everything going, and he’s even met the techs after hours with needed parts to get them into my machines. Rob has become more than partner with us … he is now an ally and a friend.” BRS recently rotated the original loaders out and replaced them with three new 844Ls. In addition, the company also purchased a
135G excavator, 333G track loader and a 744L, for some of the smaller tasks. Arruda’s business changed, too. Most of the original material the site had provided had been exhausted, so he expanded the business to include recycling, and now BRS can be paid to take waste material and then, through crushing and screening, sell a viable product as an alternative. “We don’t want there to be a material that we can’t process, so we spent the money and purchased a jaw crusher and an impact crusher. We take material being removed from job sites that is considered waste, and turn it into a viable product that someone else can use, at an affordable price.” Recycling has become a staple of the business as it continues to grow. For the raw virgin material that is needed, other pits have been purchased and utilized to bring that into the main yard. It is then processed through screeners to make the separate end products that BRS provides. Among the most common materials that it sells are stone from 3/8 in. minus up to 1 ½ in. minus, washed and screened sand, even mulch that it makes on site. Most of the customer base is located within a two-hour radius.
“If they get much further than that, it makes it harder for us to service them, and we don’t want to let our customers down. We have good relationships with other material providers and we will refer them, as they do us. It really works out well for the customers, and there is nothing that comes before that.” Another product that Arruda has put a lot of effort into is custom soil and blending. In the early 2000s, the company was involved in making the soil mixtures for golf courses located around the area. “We had them come here and set up their equipment, and we would run some material mixes. We kept separate piles and they would test and tweak what they wanted. When they found what they needed, we had the information to make a large enough batch for them to use. It was pretty neat and exciting because that isn’t something you get to do every day. The demand on the soil at a prestigious golf course is quite a lot and you have to get it right.” Sons Joe Jr. and Brandon are now a part of operations, one helping with day-to-day operations while the other assists more with site work. However, all three work together and can jump in wherever needed.
“We all have the parts that we handle and focus on, because there is so much going on every day here,” Brandon said. “But we are all in constant communication and each of us has a say in what we do. My dad has included us and pushed us to learn every part, and I am glad that he has.” The next step is in the plans and ready to start moving forward in 2021 — the Arruda family wants to build a modern office facility, where the paperwork, scheduling, scales and customers all go together. “It was important to me to have a building we can be proud of, but also is functional for what we do,” Joe Arruda said. “I don’t want the office staff to have to hear the work going on in the shop, not being able to communicate clearly with the customers. This is the next big step for us to continue to grow, and I am excited to finally be in a position where we can accomplish that.” Supporting veterans also is something BRS is passionate about, and approximately half of its work force are veterans. “We take pride in giving back to those who served.” For more information about BridgewaterRaynham Sand & Stone, call 508/697-5448 or visit www.brsandstone.com. CEG
Crews Meet in Middle at Conclusion of Raytheon Demo DEMOLITION from page 12
n’t find any drawings where the utilities came through and National Grid had to come in to conduct tests and make sure that everything was shut off from the street,” said Wheeler. “I’ve never seen anything like it, and it was the same for the water,” Once all the utilities were shut off, a demolition permit was issued. One crew started at the northeast corner and the other at the southeast corner, with both crews eventually meeting up. “The northeast side was really tough going, while the other side was way ahead,” said Wheeler. “The northeast crew encountered larger pieces of steel and there were lots of concrete block partitions in the middle. It was a constant learning curve for them. It also had two elevators that had to be decommissioned. Dealing with the state elevator people was probably the greatest challenge — the most difficult. The serial numbers for the elevators didn’t match up, but we sorted that out.” Despite the challenges, the work went smoothly for the structure that had been constructed on a slope. The crews went right down to the foundations and the slabs. “As we went down the slope, more of the
lower levels were exposed,” said Wheeler. “Halfway through the project, while working the basement, there was a 600-foot long, 12-inch thick wall. It took us about a week to hammer it and pull it down.” In total, the demolition generated a large amount of steel, concrete and roofing material. Several locations were set up for the scrap metal, where larger pieces were sheared into 5-ft. and smaller sizes. “Once enough steel was sheared, we called for a scrap truck to come in take it away,” said Wheeler. “The concrete was saved as Leahy Excavating Co. Inc. is using it as fill for the new building. This was another challenge. Massachusetts has the BUD Law [Beneficial Use Determination] and it had to be tested to make sure it met specifications. It couldn’t have any paint or other materials on it. It was constant testing and the owner hired a company to do the testing. Over 90 percent of the concrete was reusable.” The roofing material went out as construction debris. From the office side, ACD Regional Project Manager Barry Ketchke helped out and on site, General Foreman Chris Freni, who started the job before being transferred to another, helped set the tone and pace.
“Chris has years of experience in demolition and he helped me out a lot,” said Wheeler. “The crews were outstanding. When I stood back and looked at the machines moving all at once, it was like watching a ballet — a well-choreographed operation. If one guy dropped a piece of debris, another would pick it up. It was amazing. All of them worked together one time or another.” Two subcontractors were brought in, with Leahy Excavating responsible for the concrete crushing and Schnitzer Steel covering the hauling of steel. Mechanics, when needed, were sent to the job site. “I and another guy did some minor repairs — hydraulic lines that blew up, battery issues and stuff like that,” said Wheeler. “In a former life, I was a mechanic at a power plant and I taught a course on corrective, preventative and predictive maintenance and the difference between them. The shears demanded daily attention as the bolts that held the cutting edges in had to be tightened daily. The operators checked the bolts daily as part of their safety check. For the whole job, we didn’t have any machinery failures — nothing was down, which was pretty remarkable.
“We were proactive in the mornings,” he added. “We checked for anything that didn’t seem exactly right. A couple of times, we found O rings about to fail and we would change them. It’s always better to not have downtime. It was more preventative maintenance. Heavy Equipment Manager Anthony AJ Gigliello and his crew of mechanics put the machines through a vigorous preventative maintenance service back at the shop after the last job and they are ready for the demands of the next demolition job. When they are put into service, we watch them closely for any mechanical issues that could cause downtime.” ACD purchases its Cat machinery from Milton CAT, which has a dealership in nearby Reading. “Some of the machines were still under warranty and if a machine wasn’t acting right, they would come in and do some diagnostic work,” said Wheeler, “but they really didn’t have to do any major work.” This was the first project that Wheeler managed, having previously assisted with demolition of a tire burning power plant in Sterling, Conn., in March 2020. “It was very gratifying to see an intact building end up as a sand pit,” he said. CEG
Construction Equipment Guide • New England States Supplement • www.constructionequipmentguide.com • December 23, 2020 • Page 15
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Page 16 • December 23, 2020 • www.constructionequipmentguide.com • New England States Supplement • Construction Equipment Guide
Nine I-95 Bridges Grant Aims to Connect Town to I-95 South Being Rebuilt or Fixed in Hampden An effort to rebuild and rehab a total of nine deteriorating bridges along four miles of Maine’s portion of Interstate 95 currently is under way, with a completion set for late 2022. The Hampden Bridge Bundle Project, valued at $44.7 million, consists of four northbound/southbound bridge pairs at four different sites along Interstate 95 between Exit 174 and Exit 180 in Maine’s mid-south near Bangor. The Maine Department of Transportation (MaineDOT) is rebuilding eight bridges, while rehabilitating another. Three of the bridge pairs cross Souadabscook Stream and one pair carries traffic over Emerson Mill Road and the Central Maine & Quebec Railway. The sole bridge rehabilitation occurs at the Exit 180 off-ramp on Cold Brook Road over I95. Cianbro Corporation of Pittsfield is the general contractor on the New England bridge replacement project. Hampden bridges on I-95 are approximately 60 years old and are approaching the end of their useful lives, according to MaineDOT. The new spans will include non-corrosive materials to reduce future maintenance needs. The bridges over the Souadabscook Stream will be single-span structures to eliminate the need for piers in the water. When the Hampden Bridge Bundle Project was being planned, it included the demolition and removal of all eight existing bridges and the design and construction of eight full replacement bridges using the design-build method. The Cold Brook Road Exit 180 off-ramp will consist of pier substructure rehabilitation. In 2020, temporary diversion roadways and bridges have been constructed in the median of I-95 to maintain two travel lanes in each direction throughout much of the project. After the diversions were installed, the northbound traffic on the interstate moved to the median roadway while the northbound bridges were under construction. Once the new northbound bridges are complete, northbound traffic will move onto the new bridges and southbound traffic will move to the median roadway while construction occurs on the southbound bridges. Following completion of the southbound structures, traffic moving in that direction will begin to travel onto those bridges, and removal of the median roadways and bridges will begin. Median work started in February and will continue through the end of the year. Most of the northbound bridge work will be completed in 2021, and southbound bridge work will be completed in 2022. To construct the median roadway and bridges in Hampden, there are times that interstate travel lanes are reduced to one lane either northbound, southbound or both. MaineDOT and the contractor are monitoring traffic daily to best adjust the days and times for the lane closures and prevent delays. By keeping two lanes operating at all possible times, MaineDOT said traffic impacts have so far been minimal and it expects it to remain so throughout the duration of the project. Traffic will flow freely on all the new bridges in November 2022.
A connector road from Rhode Island Route 4 to Interstate 95 South in Quonset is one step closer to reality following U.S. Sen. Jack Reed’s announcement Sept. 18 that two new federal grants totaling a combined $25.3 million were awarded to the state by U.S. Transportation Secretary Elaine Chao. The goal of the new connector is to improve traffic flow in and around the Quonset Business Park and the “Cranston Canyon” stretch of RI Rt. 37. “This federal funding will help improve traffic and safety conditions,” Reed said in a press release. “The result will be a safer, more efficient interchange along these well-traveled commercial and freight corridors. I appreciate Secretary Chao’s support for these important projects. I will continue working to ensure the federal government invests in upgrading Rhode Island’s infrastructure.” A $4 million BUILD grant from the U.S. Department of Transportation (USDOT) will be used to assist the Rhode Island Department of Transportation (RIDOT) in studying the construction of full freeway-to-freeway access between I-95 and Rt. 4 in Quonset, as well as from the Quonset Business Park to Rt. 4 via Rt 403. Direct access between the highways currently only goes from I-95 North to Rt. 4 with no direct access from Rt. 4 to I-95 South, a “missing move” RIDOT plans to spend $5 million to address. In doing so, the state agency wants to slow down the direct transportation coming out of the business park and the nearby Port of Davisville, each of which have increasingly added to Rhode Island’s economic vitality over the past decade. “World class infrastructure is the key to Quonset’s success,” explained Quonset Development Corporation CEO Steve King. “Improved access will enhance the business
park and make the remaining development opportunities here even more marketable. We appreciate and value the support of Sen. Reed and all our partners in government at the state, local and federal level. Quonset’s success is a result of everyone working together as a team and is a window into what is possible in Rhode Island.” The larger federal grant, totaling approximately $21.3 million, will be used to rebuild six bridge structures in Cranston as well as add a third lane to I-295, allowing more room for commuters and commercial vehicles across the busy stretch of highway. The project, which RIDOT estimated will cost a total of $85 million, is expected to repair 70,000 square feet of structurally deficient bridge deck and work to increase safety along the roadway. The new grant comes on top of a previous $20 million federal award in 2017 for the purpose of paying for the Route 37 Bridge and Roadway Improvement Project, which is currently under way. The USDOT’s Better Utilizing Investment to Leverage Development (BUILD) program focuses on funding projects that promote economic development and improve infrastructure, the latter an important note as Rhode Island consistently ranks last in national infrastructure surveys and something Gov. Gina Raimondo’s RhodeWorks initiative is working to address. The Quonset Business Park is the largest business center in the state and the Port of Davisville is one of the busiest auto import centers in the country. A 2019 study found that the two have supported $4.3 billion in economic output in the state of Rhode Island. No construction timetable has yet been given for the road projects.
Rhode Island Begins Pre-Construction for Replacement On 89-Year-Old Rail Bridge In mid-November, the Rhode Island Department of Transportation (RIDOT) began pre-construction activities for the $5.2 million replacement of the Union Village Railroad Bridge, which carries Great Road over the Providence & Worcester rail line between Lapre Road and Meadowbrook Drive in North Smithfield. RIDOT also expects to soon begin demolition of the old bridge, pending finalization of permits with the freight rail operator and weather. Any traffic pattern changes will be announced well in advance. The span will be replaced in phases. RIDOT will demolish and replace the west side of the bridge first, then shift traffic onto the newly built portion so it can demolish and replace the eastern side of the bridge. The project is slated to be completed in late 2022 or early 2023. The Union Village Railroad Bridge is 89 years old and has been deemed to be structurally deficient. It carries 17,400 vehicles per day and is a popular route for travel to and from neighboring Woonsocket. Tree trimming and utility work could result in the need for temporary daytime lane closures, so motorists should check for specific lane closure information at www.ridot.net/traveladvisories. All construction projects are subject to changes in schedule and scope depending on needs, circumstances, findings and weather.
The Union Village Railroad Bridge Project was made possible by RhodeWorks, RIDOT’s ongoing commitment to repair structurally deficient bridges and bring Rhode Island’s transportation infrastructure into a state of good repair, promote economic development and create jobs. RhodeWorks was instituted due to the state ranking last in the nation in overall bridge condition. The RIDOT said approximately 22 percent of the 1,162 bridges in Rhode Island were structurally deficient prior to the initiative. Its web page noted that Rhode Island is one of the only states in the Northeast that does not charge user fees to large commercial trucks, which, it said, is to blame for almost all vehicle-created road damage. RhodeWorks’ solution is to rebuild the state’s crumbling roads and bridges by investing significant additional funding in transportation infrastructure by: • Charging a user fee on large commercial trucks only — not cars or smaller trucks, • Taking advantage of the additional funding in the FAST Act, which Congress passed in December 2015, • Fix more than 150 structurally deficient bridges in Rhode Island, including the Union Village Railroad structure, and make repairs to another 500 bridges to prevent them from becoming deficient. Five years into the program, the state said the boost of revenue should allow it to have most of its bridges fixed by 2025.
Construction Equipment Guide • New England States Supplement • www.constructionequipmentguide.com • December 23, 2020 • Page 17
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Page 18 • December 23, 2020 • www.constructionequipmentguide.com • New England States Supplement • Construction Equipment Guide
NEW ENGLAND SUPPLEMENT ADVERTISER INDEX ARGUS INDUSTRIAL COMPANY ....................................1 EQUIP-SALE AND LEASING CORP ..............................13 EQUIPMENT EAST ........................................................1,7 FOLEY INC - WORCESTER ............................................1 GORILLA HAMMERS........................................................1 HOLIDAY CENTER SPREAD ....................................10,11 HYUNDAI CONSTRUCTION EQUIPMENT....................17 J R VINAGRO CORPORATION........................................1 M G EQUIPMENT ............................................................1 MILTON CAT....................................................................13 MONROE TRACTOR & IMPLEMENT CO INC ................9 NORTHLAND JCB/ALTA EQUIPMENT ..........................20 POWERSCREEN NEW ENGLAND................................15 ROGERS BROTHERS CORPORATION ........................19 SHAWMUT EQUIPMENT CO INC ..................................18 T-QUIP SALES & RENTAL INC ........................................6 THE N.I.C.E. COMPANY ..................................................6 THE W. I. CLARK COMPANY ..........................................2 TIBBITS EQUIPMENT SERVICES INC ............................1 TYLER EQUIPMENT CORPORATION ............................3
ABC of Connecticut Announces CRE Collaborative Partnership The leadership of Associated Builders and Contractors of Connecticut (CT ABC) has partnered with CRE Collaborative to bring new business to its members via the CRECo.ai platform and its technology enablement training. “We are extremely excited to roll out this partnership with CRE Collaborative to our members. There is so much upside, and it is an instant value-add for our membership. It truly offers the opportunity to build more business, which is always welcome,” said Chris Abel, membership director, CT ABC. As part of the partnership, winners of CT ABC’s 2020 Excellence in Construction Award have been awarded a three-month premium subscription to the CRE Collaborative platform, specifically to use the CRECo.ai portal’s all-in-one
Social Media Connectivity Engine & Ops Center, dubbed the “My Social” tool. My Social will enable winners to promote their award-winning projects, company profile, and services across the state and beyond. “CRECo.ai will enable CT ABC’s members to promote their company, its capabilities, properties, services and leading-edge projects across the industry. It will also identify new projects and partners while significantly advancing their networking ability, marketing and technology enablement,” said Andreas Senie, founder and CEO, CRE Collaborative. Through the partner program, all of CT ABC’s Membership will have access to CRECo.ai at various levels, as well as to unlimited training. For more information, visit www.CRECo.ai.
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Construction Equipment Guide • New England States Supplement • www.constructionequipmentguide.com • December 23, 2020 • Page 19
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Page 20 • December 23, 2020 • www.constructionequipmentguide.com • New England States Supplement • Construction Equipment Guide
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