Florida Transportation Builder - Fall 2020

FLORIDA

FTBA’S OFFICIAL PUBLICATION Fall 2020

TRANSPORTATION BUILDER

2020 Best in

Construction Award Winners

Convention Brings Gov. DeSantis to Center Stage

Weathering Economic and Insurance Storms

Interviews with New Senate President Simpson and FDOT Secretary Thibault

Transportation Improvements and Environmental Impacts: What You Need to Know

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Honored to Celebrate 100 Years of Building Florida’s Transportation Infrastructure Since 1920, Hubbard Construction Company has proudly served Florida as one of the state’s leading heavy civil construction contractors. We’ve formed some incredible partnerships along the way, including our friends and fellow FTBA members.

From the men and women of Hubbard: THANK YOU for helping us celebrate a century of excellence in the construction industry.

Here’s to leading the way of the next 100 years together.

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Fall 2020

CONTENTS 42

49

FEATURES 11

COVER

elp Your Company Survive H the Economic Storm

42

By Michael Carter, CPA

14

Changing Environmental A Framework for Florida’s Transportation Projects

By Michael Albert, P.E. and Brent Whitfield, P.E.

19

Q&A with FDOT A Secretary Kevin Thibault, P.E.

By Jill Andreu

22

24

32

he Future is Bright: 2020 T Scholarship Winners

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Shared Workforce Vision: A Building More Than a Job… Building a Life

By Sharlene Francois Lairscey

52

55

our Areas of Insurance F Focus During COVID-19

By Jesús Remón and Lynn Remón

29

46

head of the Curve: A Leadership Competencies Required to Sustain Change

By Joanne L. Smikle, Ph.D.

ew Senate Leadership in N Changing Times: A Q&A with Incoming Senate President Wilton Simpson

ll Business: Annual A Convention Brings Government to Center Stage

ompanies Hit by C COVID-19 Lean on Business Interruption Coverage for Help

2020 Best in

Construction Award Winners

32

Convention Brings Gov. DeSantis to Center Stage

Weathering Economic and Insurance Storms

Interviews with new Senate President Simpson and FDOT Secretary Thibault

Transportation and the Environment

DEPARTMENTS 7 President’s Message:

Is This the New Normal?

By Ananth Prasad, FTBA President

onstruction Dewatering: C Potential Project Impacts

9 Update from the Chairman:

orking with Contractors W on Design-Build Projects: An Engineer’s Perspective

By Walfry Pevida, P.E.

By Jill Andreu

Please Support Our Advertisers

est in Construction B Award Winners

70

Florida Transportation Builders Association 1007 E. DeSoto Park Drive Tallahassee, FL 32301 Phone: (850) 942-1404 Fax: (850) 942-5632 info@ftba.com

TRANSPORTATION BUILDER

By Jonathan Perrillo, MBA, CRIS

By Eric K. Kramer, P.E.

59

FLORIDA

FTBA’S OFFICIAL PUBLICATION Fall 2020

Advertiser Index

Executive Committee Chairman A.J. de Moya The de Moya Group President Ananth Prasad FTBA Chairman-Elect Henry Mayfield M of Tallahassee, Inc. Secretary-Treasurer Keith Waugh Leware Construction Company

Immediate Past Chairman Bob Schafer Ranger Construction Industries, Inc. Directors Foster Bachschmidt D.A.B. Constructors, Inc. Kevin Hicks Gator Grading & Paving LLC Scott Pittman Ajax Paving Industries of Florida, LLC

Ready for the Challenges Ahead

By A.J. de Moya, The de Moya Group

63

Member News

66 Welcome, New FTBA Members 67

From the Desk of the FDOT: An Interview with District 2 Construction Engineer Travis Humphries , P.E.

Published by:

For advertising information, please contact Katie White at (352) 388-7031 or kwhite@thewymancompany.com.

Florida Transportation Builder is the official publication of the Florida Transportation Builders Association. All rights reserved.

Contents of this publication may not be reproduced without permission of FTBA and The Wyman Company.

Cover credit:

MAGANN/STOCK.ADOBE.COM

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President’s Message

Is This the New Normal?

ANANTH PRASAD

Most of you by now are sick and tired of the pundits referring to the “new normal” as a result of the pandemic and how the pandemic is going to change the way we live and travel in the future. Obviously, we all had to adapt at the onset of the pandemic, but I am firmly in the camp that we will not see massive structural changes on how we live, interact and travel in the longer term. Much of that is predicated on having a vaccine and a treatment.

Things are going to accelerate in their adoption, much to the detriment of the ways of the past and status quo. Online shopping was already upending brick and mortar stores with all things nonconsumable, but does this fundamentally change how we buy our groceries?

What about movie theaters? I guess curbside pick-up is here to stay.

When it comes to transportation, I believe, it will be more of the same, depending on growth patterns. Are we going to really see an exodus from the urban core to the suburban and rural areas? Are we going to see an increase in teleworking?

Will we travel less for business? What about air travel and mass transit?

I go back to past events when the pundits predicted that such events would change us forever. Remember 9/11? Well, we got TSA as a result, but we have not stopped traveling around the world, including regions that were unthinkable after 9/11. You get my point.

I do not believe there we will be a big change in our growth patterns. Modal shifts may regress or stall in the near term but will regain their share as 2020 is in our rear-view mirror. When it comes to transportation revenues, there will be a short-term impact, but we will get back to pre-COVID levels in the middle to later part of 2021.

Having said that, what we need to guard against is radical shifts in policy based on some who may be convinced on how the world may look post-COVID. That determination should be based on data rather than one’s view of the world. In the interim, you can take solace that the most socially distant and safe mode of transportation is one’s own car, so from a transportation revenues standpoint, we have that going for us.

I would love to hear your thoughts, so drop me a few lines at aprasad@ftba.com.

In closing, for the sake of our economy and the small businesses, let’s do our part in staying safe!

DILOK/STOCK.ADOBE.COM

Obviously, we all had to adapt at the onset of the pandemic, but I am firmly in the camp that we will not see massive structural changes on how we live, interact and travel in the longer term.

C

olleges and schools have reopened with students on campus, and for now, football season is underway. 2020 has already been a long and trying year, and I hope and pray that fall brings a sense of normalcy – whatever the new normal is.

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Chairman’s Update

Ready for the Challenges Ahead

W A.J. DEMOYA THE DEMOYA GROUP

Our industry has done a great job of managing the pandemic. Have we been perfect?

Of course not. But we have met challenges head on to the best of our abilities. We have done everything in our power to protect our workforce, but with a disease that is so easily transmitted in groups, no amount of onthe-job masking, hand washing and hand sanitizer will help our workforce once they go home. We have to continue to follow CDC and state guidelines to protect our teams and stress that we need them to remain diligent on their personal time.

That said, we do have challenges ahead, most notably with the 2021 state transportation budget. The staggering drop in gas tax, sales tax and tourism will impact our state’s revenue funding in a big way, making it more difficult than ever for the transportation budget to stay on par with past years.

FTBA is ready to demonstrate to lawmakers how important transportation improvements are for the citizens and visitors of our state. We have assembled a team to advocate for a strong transportation budget during the upcoming legislative session. We do not want FTBA members to suffer in future years because of COVID-19 issues today.

It is critical to keep the construction industry moving in Florida. A stimulus package with a robust budget for transportation could focus on small and midsized projects, as recent funding has been applied to mega projects. Small and midsized projects are the bread and butter for many of our members and have been scarce in recent years. Ten years ago, there were one or two good-sized paving jobs every month in South Florida. Now, there may only be three or four decent-sized projects in an entire year. The same issues are occurring statewide, and as postCOVID-19 budget issues trickle down to cities and counties, it’s going to be more difficult for them to spend money on road paving and other mid-sized jobs.

Finally, as you are all aware, we have an election around the corner. It is important that you are mindful of who receives your vote, as many politicians make promises but do not follow through once elected. Do your research, and ensure the candidate who gets your vote has a strong track record of doing what is right for our industry and our state. Let’s advocate for those who advocate for us.

ILKERCELIK/STOCK.ADOBE.COM

We have assembled a team to advocate for a strong transportation budget during the upcoming legislative session. We do not want FTBA members to suffer in future years because of COVID-19 issues today.

e often talk about how time flies, but this year with the pandemic, it truly seems unreal that it is already fall. So much has changed in our world and our industry, but it does feel like we are starting to see a sense of normalcy return to our lives.

WWW.FTBA.COM

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Economic Storm

ANDY DEAN/STOCK.ADOBE.COM

Help Your Company Survive the Current

BY MICHAEL CARTER, CPA CARR, RIGGS & INGRAM CPAS AND ADVISORS

A

ccording to the U.S. Bureau of Economic Analysis, the Gross Domestic Product (GDP) decreased by 4.9 percent in the State of Florida during the first quarter of 2020. As the government issued stay-at-home orders in March, businesses switched to remote work environments, canceled operations, and restricted spending. In recent years, Florida’s GDP ranked fourth nationally, but those stats heavily relied on the tourism industry, which was significantly impacted by the pandemic.

For road builders, their reliance on government contracts and spending forces them to be at the mercy of the national and state economies. When the economy is booming, government spending increases, and road construction projects get funded.

Unfortunately, the opposite is also true.

Within Florida, when tourism is negatively impacted, so is the state’s budget and ability to fund capital projects.

Toll revenue and gas taxes are significant revenue sources to fund infrastructure repairs and projects. Consider that the Florida Turnpike’s toll revenue decreased 22 percent in March compared to the previous March. Also, consider the Central Florida Expressway’s toll revenue decreased by 38 percent in May compared to the previous May. These statistics indicate reduced travel within the state, and suggest funds available for capital projects may be deferred, limited or even eliminated. In addition, the Federal Highway Trust Fund that helps finance transportation projects in all states is being depleted by

the decrease in gas taxes due to the slump in retail gasoline sales.

In order to survive recessionary conditions, road builders must monitor the economics in their markets and quickly evaluate the impact on their business. Road building contracts are typically longer-termed projects; therefore, a downturn in the economy may not be immediately experienced through financial losses. As the government’s purse strings begin to tighten, there are several proactive measures to ease the pain and remain agile in an uncertain market.

Keep cash – Maintain working capital. Sureties will become more conservative as economic conditions worsen. As a road builder’s bond capacity is tied to its working capital, maintain sufficient cash within the business as it will be more attractive to WWW.FTBA.COM

11

sureties. Avoid equity securities as sureties may discount the holdings based on market volatility or liquidity concerns.

Collect on receivables – Closely monitor receivables. During recessionary conditions, the ability of customers to pay may worsen. Watch the aging of customer balances closely, and enforce timely collection to avoid cash flow issues. Governmental clients may be “good for it,” but they are notoriously slow to pay.

Lengthen debt terms – Refinance debt with short maturities. Many debt agreements include a balloon payment at the end of the term. Review maturity schedules to ensure large payments are not due during economic downturns. In addition, finance any new purchases instead of using your cash even if you think you have excess cash. With the current low interest rates, the cost of borrowing should be minimal.

Get a line of credit – Maintain a line of credit to prevent liquidity issues.

However, don’t wait until a line of credit is needed as the terms and amount may be

far less ideal during poor financial or economic times.

Prepare for layoffs – Prepare a workforce reduction plan. Periodically evaluate talent and determine methods for workforce reductions. Consider whether seniority, status or performance will be the key determinant for layoffs.

Backlog – Monitor approved work in the queue. Evaluate active contracts, estimates of work to complete, and capacity to forecast labor and cash flow needs. Lack of work should never be a surprise. Also, don’t try to “buy” work to cash flow your company. Contracts taken with minimal or no profit percentage nearly always end up costing you in the end. Remember, one bad contract can kill your company.

Communication with surety – Call the surety during slow periods. As recessionary conditions arise, sureties will become more conservative and reduce bond capacity. An informative discussion with the surety could provide the insight or advice needed to better position the

business’s finances to maximize bonding capacity. There are few things surety companies like less than bad news that is a surprise.

While the economic impact of the COVID-19 pandemic is unprecedented, the above actions are simple measures road builders can use to withstand any temporary business interruption. For every recession, there is a resulting economic boom.

Follow conservative financial advice during these times, and the reward will follow.

About the Author Michael Carter, CPA, is the Partner-in-Charge of the Tallahassee office of Carr, Riggs & Ingram CPAs and Advisors (CRI).

Stretching from New Mexico to North Carolina, CRI is a top-25 nationally ranked full-service accounting and advisory firm offering innovative tax, accounting, audit, consulting and advisory services derived from “big firm” expertise and delivered locally by partners you trust. He can be reached at (850) 201-5851.

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A Changing Environmental Framework for Florida’s

Transportation Projects The U.S. Army Corps of Engineers completed construction on the Tamiami Trail Bridge in 2013 as part of the Modified Water Deliveries to Everglades National Park Project.

Photo courtesy of John Campbell, USACE.

BY MICHAEL ALBERT, P.E. AND BRENT WHITFIELD, P.E. CHEN MOORE AND ASSOCIATES

E

nvironmental concerns in Florida have increasingly become one of the top issues for voters, and legislation to address these issues will have significant impacts on future development and infrastructure projects. In voter polling from 2018 (prior to COVID-19), environmental issues typically came in as the third-most-important issue affecting voters, behind the economy and school safety. Florida has focused on water quality issues that have plagued this state’s lakes, estuaries and springs to address these voter concerns.

These activities include development of Basin Management Action Plans (BMAPs) and increased funding to restoration efforts such as Everglades Restoration, water quality improvements in Florida’s springs, and other protections and improvement

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projects for Florida’s environmentally precious lands. These environmental regulations and restoration efforts create a new landscape for the implementation of transportation infrastructure projects.

In this article we will describe the BMAP and restoration efforts that are ongoing and describe how transportation projects can both accommodate environmental needs and also contribute to regional solutions.

Basin Management Action Plans A Basin Management Action Plan is a strategic plan to reduce and prevent pollutant discharges within a basin to meet a Total Maximum Daily Load (TMDL) for a specific pollutant. These efforts are prepared pursuant to Section 403.067(7) of Florida

FLORIDA TRANSPORTATION BUILDER

Statutes and represent a comprehensive set of management strategies developed with local stakeholders.

Currently, there are 37 adopted BMAPs throughout the state and an additional five pending adoption. BMAPs address specific pollutant(s) of concern, and depending on the location may include TMDLs for total nitrogen (TN), total phosphorous (TP), biological oxygen demand (BOD), chlorophylla, fecal coliforms or other identified water quality parameters.

Adopted BMAPs will establish TMDLs at a point or points within the hydrologic basin with a goal of reducing the constituent(s) over time. These BMAPs are being implemented in a phased approach toward meeting the TMDL over a specified timeframe, typically 20 years. BMAPs are evaluated by

the Florida Department of Environmental Protection (FDEP) on a routine basis under the Five-Year Review protocol to evaluate progress, update status on stakeholder projects, and recommend changes to the monitoring network or implementation levels of BMPs. To meet these goals, the FDEP works with local stakeholders to identify the land uses, land area, and hydrologic basins (and sub-basins) contributing to the downstream water quality. The FDEP then identifies projects and programs such as agricultural Best Management Practices (BMPs), urban stormwater management, education and outreach programs, restoration projects, and other initiatives necessary to meet the TMDL. Municipalities that are regulated by the National Pollutant Discharge Elimination System (NPDES) Stormwater Program for Municipal Separate Storm Sewer Systems (MS4s) may be identified as a contributor in a particular BMAP. If an MS4 permittee is identified as a contributor to a pollutant of concern in the basin, they must undertake projects specified in the BMAP to reduce pollutant loading.

Phase I and Phase II MS4s are required to implement stormwater management programs to reduce pollutants to “the maximum extent practicable and address applicable TMDL allocations.” Stormwater Master Plans (SWMPs) developed under an NPDES permit may require that a permittee revise its SWMP to address the assigned waste load identified in the BMAP. In accordance with Section 403.067, F.S., if an MS4 permittee is identified in an area with an adopted BMAP or a BMAP in development, the permittee must comply with the adopted provisions of the BMAP that specify activities to be undertaken by the permittee.

As an example of how transportation infrastructure projects fit into the BMAP framework, take for instance the Caloosahatchee River and Estuary BMAP. The BMAP was initially adopted in 2012, has completed a five-year review by FDEP, and an updated BMAP was adopted in 2020 based on the findings of these reviews.

The BMAP has a basin-wide TMDL for TN

This new regulatory and policy shift to environmentally conscious roadway planning is here to stay.

Environmental concerns such as climate change, blue-green algae, red tide and water quality degradation of Florida’s springs are newsworthy and vote-worthy issues with high public visibility. of 9,086,094 pounds per year, which represents a 23 percent reduction of existing loads.

In addition to the basin-wide TMDL, the basin is broken into sub-watersheds, which has additional constituents of concerns (for example, the C-19 Canal subwatershed has TMDLs for TN, TP and BOD).

The BMAP defines stakeholder contributions to water quality based on hydrologic, hydraulic and water quality modeling (using the HSPF software) to represent conditions in the BMAP area.

For instance, the Florida Department of Transportation (FDOT) is identified as having a total area within the watershed of 5,085 acres with a contributing TN load of 25,291 pounds per year. A load estimation tool is then used to determine load reductions needed to achieve the TMDL and allocations to each of the responsible stakeholders in the watershed. In this case, FDOT is required to reduce their total loads by 6,358 pounds per year over the 20-year BMAP implementation period. To meet compliance, FDOT must identify a suite of projects to accomplish this goal. These types of projects are commonly referred to as stormwater Best Management Practices (BMPs).

In just the Northern Everglades area alone, Florida has adopted three separate BMAPs: Lake Okeechobee BMAP (adopted

in 2014), St. Lucie BMAP (2013) and the Caloosahatchee River Estuary BMAP (2012). Using FDOT as an example again, the agency has 136 projects identified in the three Northern Everglades BMAPs in various stages of implementation. The projects include stormwater BMPs typical for water quality treatment such as wet detention ponds, dry detention ponds, fertilizer cessation, exfiltration ponds, grassed swales, street sweeping, educational efforts, catch basin cleaning and control structures.

In the Tidal Caloosahatchee basin, FDOT BMAP projects also included a constructed wetland or Stormwater Treatment Area known as an STA (SR82) and a hydrologic restoration project (Six Mile Cypress Preserve North Hydrologic Restoration Site). While most of these projects are typical BMPs for stormwater treatment, the FDEP now will incorporate the FDOT MS4s into a larger regulatory framework of contributing to the overall basin water quality compliance. The phased approach to BMAP implementation and compliance could require additional BMPs if future BMAP plan reviews identify the need.

Environmental Protection and Restoration Transportation projects, particularly where construction is occurring in new corridors along previously unimpacted lands, are accustomed to addressing environmental concerns such as threatened and endangered (T&E) species, listed species, stormwater management, cultural and historical preservation and environmentally protected lands.

As Florida voters continue to place an emphasis on environmental protections and options for potential transportation corridors diminish with increasing development, these environmental concerns will have ever-increasing impacts on planning and construction. In recent years, the government has expanded funding and implemented policy encouraging ecosystem restoration projects that represent a potential funding source to offset some of the financial impacts as well as providing the opportunity to acWWW.FTBA.COM

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quire land in environmentally sensitive areas in need of restoration.

Transportation project planning has developed over time to address the renewed emphasis on environmental issues. Transportation planning typically utilizes the Project Development and Environmental Studies (PD&E) to formalize the process of obtaining public input in the development of major transportation projects to address environmental and social impacts.

To manage this process, coordinating committees or task forces may be delegated the responsibility of overseeing plan development and conducting public outreach.

During these planning activities, decision makers and planners will do well to remain apprised of restoration efforts local to their project areas and leverage funding streams and partnering opportunities to meet their environmental obligations and aspirations.

These opportunities can come in all shapes and sizes. On the smaller scale, local municipalities and MS4 permittees are under increasing pressure to identify projects and manage facilities to meet environmental compliance (such as the BMAPs).

Opportunities for partnerships with these local municipalities on water quality could lead to cost sharing, land acquisition opportunities and local support for roadway projects.

In late 2019 the FDEP released a Request for Information (RFI) to identify and fund nutrient reduction projects within the Lake Okeechobee basin. Similar funding opportunities for projects in the Caloosahatchee and St. Lucie BMAP areas also are being prepared. This is the first time an RFI process has been utilized for project identification for BMAPs. This funding is open to all parties and would be ripe for stormwater detention areas typical for transportation projects.

On the larger scale, state and federal restoration projects have large funding streams and legislative mandates to promote environmental restoration. Perhaps nowhere in the country is this better exemplified than by the massive Everglades Restoration efforts that include a unique partnership between the State of Florida and its federal sponsor, the U.S. Army Corps of Engineers.

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Under the Comprehensive Everglades Restoration Plan (CERP), the Tamiami Trail Removal Project was identified as a key project needed to remove portions of an existing highway that impeded critical water flow south into Everglades National Park and Florida Bay. The goal of this project was to allow for an additional 75 to 85 billion gallons of water to flow south and provide additional wildlife corridors that were cut off by the existing road. The Phase I work included 1 mile of bridging, completed in 2013; 2.6 miles of bridging, which is near completion; and removal of the existing roadbed. State and federal funding in the amount of $100 million has been approved for the Phase II efforts, which will include elevating a 6.5-mile section of the roadway.

The Wekiva Parkway Project proposed 25 miles of new toll roads through environmentally sensitive lands including parts of the designated National Wild and Scenic River section of the Wekiva River. A key goal for the parkway was to develop a transportation corridor that minimized impacts to the Wekiva River Basin, improved wild-

life habitat connectivity between conservation lands, and reduced vehicle-wildlife conflicts. The design included elevated parkways and bridging to increase connectivity such as replacing 79 feet of safe animal crossing provided by tunnels with 7,800 feet of elevated parkway.

These projects are not anecdotal but rather represent a significant shift in emphasis to address environmental concerns. The Wekiva project initiated a PD&E study in 2005 under a coordinating committee and conducted 10 public workshops and more than 400 stakeholder meetings.

Designing and constructing these environmentally friendly corridors can drastically increase costs. For example, the cost per mile of an extension of the Suncoast Parkway underway in Citrus County is about $20M/mile, while the Wekiva Parkway built across an environmentally sensitive area was closer to $70M/mile. Additional time and effort is also undertaken to address permitting and resolve stakeholder conflicts and mitigation measures during construction.

Adapting to a New Planning Environment This new regulatory and policy shift to environmentally conscious roadway planning is here to stay. Environmental concerns such as climate change, blue-green algae, red tide and water quality degradation of Florida’s springs are newsworthy and vote-worthy issues with high public visibility. Public demand for mitigating environmental concerns is a top stakeholder issue for infrastructure projects.

Nowhere will this be more prevalent than with large-scale transportation projects. In 2019, the Florida Legislature conceived the Multi-use Corridors of Regional Economic Significance (M-CORES) program to create three new toll roads totaling 330 miles across Florida – the largest toll-road project in the country. The legislature specified that the new tollways would be planned, designed and completed in under 10 years. The three corridors identified included segments between Southwest Florida and Central Florida, the Florida Turnpike to the Suncoast Parkway, and the Suncoast Parkway past I-10 and up

to the Georgia state line. These new highways will equate to a 68 percent increase from the current 498 miles of existing toll roads.

While supported by several stakeholders, many environmental and rural communities have expressed concerns about impacts to threatened and endangered species such as the Florida panther; water quality and hydrologic impacts; potential disruptions to wildlife corridors; and increased developmental pressure in rural communities. To address these concerns, the legislature created a separate task force for each of the three corridors. These task forces are comprised of representatives of state departments, local governments and environmental interests.

To overcome these concerns, funding for environmentally friendly facilities certainly will be needed as well as innovative project planning. New funding streams, project innovations and partnering opportunities can be leveraged to dampen the cost of this new normal and make a positive impact to environmental restoration efforts. Transportation projects, particu-

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larly those associated water quality or restoration compliance requirements, can promote planning initiatives to lower cost and increase public support.

On a smaller scale, projects can look for opportunities to find local partners to cost share or provide lands that can create or meet BMAP water quality efforts to the mutual benefit of both parties. Funding is becoming available for environmental restoration projects that could be applied to innovative stormwater detention designs.

On a larger scale, incorporating environmental restoration may attract state or federal funding if innovative designs can be conceived that can simultaneously solve an existing environmental concern while opening an advantageous transportation corridor. Adapting project planning to meet a new environmental framework for constructing transportation infrastructure will be a critical skill to develop in the generation to come.

About the Authors Michael Albert, P.E. and Brent Whitfield, P.E. are associates at Chen Moore and Associates, which specializes in civil engineering, water resources, water and sewer, transportation, landscape architecture, planning and irrigation, environmental and construction engineering inspection. They can be reached at (786) 497-1500.

Additional Reading

To review the full reports mentioned in this article, please go to the following sites: Caloosahatchee River and Estuary Basin Management Action Plan Prepared by the FDEP with participation from local governments, community development districts, special districts and agencies https://bit.ly/2CdTinl FDEP Florida Statewide Annual Report https://bit.ly/3iv36sF

Please note that these links are case sensitive.

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Developing solutions.

Transforming our society.

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FLORIDA TRANSPORTATION BUILDER

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FDOT Update with

Secretary

Kevin Thibault, P.E. In this interview, Florida Transportation Builder learns how the agency is evolving the Vital Few, preparing for natural disasters, and adapting to transportation changes as a result of COVID-19.

Secretary Thibault, you’ve worked on transportation engineering in eight different states. How does Florida’s transportation system compare in terms of rail, air and road travel?

One of the things I’ve consistently seen when traveling throughout the country to different states is how well maintained Florida’s highway system is. You will hear people say that you cross the state line, and it’s like night and day.

Another thing I hear quite a bit about is what we do here in Florida related to funding the other modes. Here at FDOT, we do spend a portion of our budget looking at how to move goods through different modes – freight, rail, truck, and intermodal connections with the ports. That is a strategy that a lot of other states do not employ.

Finally, something unique for Florida is the Spaceport. What we do here with the Spaceport resonates quite well nationally. That is probably the biggest difference in what I’ve seen as I traveled the states.

What was the impetus of your Vital Few (improving safety, enhancing mobility, and inspiring innovation) initiative?

Our mission statement has been the same for a long time. The words have changed a little bit, but the bottom line is moving people and goods – how can we do that efficiently, and how can we do that effectively.

When you get a new agency leader, they often want to go down a path, then switch and go down another path. The Vital Few is foundational, and I built upon work of my predecessor. It isn’t really revolutionary; it is evolutionary – a series of initiatives focused on that same mission.

It’s about having a clear vision for everyone and also making that vision relatable to them.

Let’s say you’re a CPA working in our comptroller’s office, and you wonder, what value do I provide related to the projects that are improving capacity in Fort Lauderdale? By putting this

Vital Few together, that CPA can relate that they play a part in improving safety, enhancing mobility, and inspiring innovation – all of those key things that are really getting everyone on the same page. We want all arrows pointing in the same direction.

What is the department doing to further the Vital Few in terms of programming and development?

Even in different employee performance evaluations, we should have an item asking how that individual relates to the Vital Few – how do they perform, and how can they show they’re providing value?

Really what we have talked about is moving the needle. How can you move the needle with safety? How can you move the needle with technology or innovation? So each employee has some kind of measure – sometimes qualitative and sometimes quantitative – on how they can move the needle.

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“One of the things I told our team is that they need to come up with a schedule that outlines those short-term goals we can work on right away. It’s great to work on projects, but unless you stop implementing and start doing things, people are going to ask if that’s an initiative that doesn’t get anywhere.”

Secretary Thibault participates in the FDOT Roundtable at this year’s Annual Convention.

There is actually a fourth initiative to foster talent, which is recruiting and retaining our team, so one initiative is more of an inward focus and the other three are outward focused. I’m sure the ideas we come up with are constantly evolving. Look at the pandemic and teleworking. That is a little piece that is starting to become a larger piece of the discussion to retain our employees.

As a group, we have regular team meetings for our subgroups. Each one of those subgroups has a task team that meets regularly and talks about single best ideas and how we can accomplish those tasks. We are getting ready to present to the leadership in October a tier of priorities – short-term, mid-term, and long-term. One of the things I told our team is that they need to come up with a schedule that outlines those short-term goals we can work on right away. It’s great to work on projects, but unless you stop implementing and start doing things, people are going to ask if that’s an initiative that doesn’t get anywhere.

Can you share any anecdotal information about how the 20

Department responded to Hurricane Michael? How did that incident prepare the department for future natural disasters?

We can go way back with hurricanes, to Andrew and the storms of 2004 where we got hit back to back to back. This agency constantly responds. It knows its role, and it knows that in many cases, it is at the tip of the spear. You have to clear out the transportation network so responders can reach out to people who are stranded, etc.

In some cases, there are lessons learned along the way, and sometimes it is just a unique situation that may not replicate itself. For example, when Hurricane Charley hit in 2004, we had a lot of high-mass lighting at interchanges break at the same point, and we had to find a solution for that. Another hurricane knocked out all of the exit signs.

Some of these signs, if you’re in a rural area or on, say, I-10, you don’t know what state road exit is coming next, so now before an exit, you will see the exit number painted on the pavement.

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In the case of Hurricane Michael, it was such a quick, large storm, and it impacted a part of the state that is not as developed.

If Michael hit Pinellas County, it would not have done as much damage. It impacted so much forestry. We picked up timber and debris for almost 15 months. The lesson there is clearly if we have another type of storm that hits the panhandle where Michael hit, we need to mobilize more debris contractors than we normally do, because we’re going to expect a lot of debris.

Interesting enough, when we were practicing for a hurricane a few weeks ago, we were using Microsoft Teams to communicate, so we would have these daily calls to talk about an advancing storm. That was very powerful, because we could push information to everyone about weather forecasts, the path of the storm, etc. In the past, we would have had a teleconference, and you hoped everyone was seeing the same sheet of music you were seeing. Now we are all seeing it at the same time. It has been a positive use of technology.

What are your big-picture thoughts about how COVID-19 will impact the state’s transportation infrastructure projects?

First, we are going to see a change in traffic dynamics. More businesses are allowing telework, so the morning and afternoon peak periods will be different, and the volume of drivers on the road will change.

What we told our team is that we need to look at those changes in travel patterns and update what we are doing on our projects.

Sometimes you’re like a dog hunting a bone, and you keep going straight without pausing to see if what you are doing still makes sense.

That is one of the things we are working on – understanding the things we need to do to reflect changes in travel.

For example, look at airports and seaports.

Fewer people are going to the airport right now, and though we are starting to hear some positive statistics from our aviation partners, it likely will be a while before passenger numbers are back to pre-pandemic levels. People going on a cruise? It’s going to be a while. So those roadway connections are going to have less traffic. If we have a project already, great, we probably can accelerate it with more lane closures like we did in April and May where

we were able to accelerate current construction projects. But clearly, if I have a (airport or seaport) project and a program coming up, maybe I can defer that a little because the demand is not there right now. When we met with some of our airport partners, some of them have pushed back their proposed expansion. The new terminal in Tampa, for example – they have pushed it out several years because they know there isn’t a demand for it right now.

Those are the things we are looking at, and clearly we are looking at revenue projections.

We have to find the projects that offset the loss of revenue. We are looking at different strategies to get there. Hopefully, we can leverage some other things and maybe defer some other things that, because of the traffic, can wait a little bit.

What are some of the bigger initiatives undertaken by some of your national affiliations (such as the American Association of State Highway & Transportation Officials) that you can employ in Florida?

We constantly reach out to our sister states to see what they’re doing. Opening offices, closing offices, teleworking, training they may

be providing or that we provide that we can leverage. Some of this training we will have to do virtually. We need to find new ways to train and help people keep people current with their certifications, especially the inspectors. We are constantly reaching out to other states and seeing what the best practices are, and we are also learning what they are doing as it relates to reductions in revenues and how they are approaching that.

We are members of a lot of different associations, and I have been on the board of a lot of them, and they all have seen ups and downs.

Those groups who rely on commuters for tolls, their revenues are starting to come back up. If you’re in a leisure market or even in Atlanta, where you have the beltway that is a toll system with express lanes, if the traffic numbers are so low, why would drivers go in the toll lane? So they are seeing those different dynamics. We are trying to see how those dynamics are similar to ours, and how they are managing them.

Finally, we have an agreement with AASHTO for the use of their software, AASHTOWare, which helps us make sure that by using that software and its updates, we are keeping current with all the other requirements, federal highway requirements, and so on. We leverage a lot of their capabilities. We are all constantly pinging different groups to learn best practices.

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Ahead of the Curve

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Leadership competencies required to sustain change

BY JOANNE L. SMIKLE, PH.D.

B

usinesses large and small are being forced to transform themselves to meet the demands of an everchanging COVID-19 world. While some dig in their heels in and refuse to acknowledge the need to change their business models, marketing or staffing approaches, smart business owners know that it is far better to be proactive. Getting ahead of the curve assumes that you can face your fear of the unknown and begin thinking about strategies for strategically positioning your company for success. This article identifies the three leadership competencies required to create sustainable change in an enterprise of almost any size.

Underlying Assumptions Before presenting the competencies, it is important to address the underlying assumptions. These guiding tenets provide 22

even the smallest enterprise with necessary direction. They articulate purpose and enable the organization to stay focused.

The first assumption is that your organization is already driven by a compelling mission or vision.

The second is that you are already operating with a clear strategy that is both understood and articulated throughout the organization. Strategic intent is vital to success.

While many business owners lament the uncertain future economic landscape as the reason for their difficulties, there are, in fact, other factors that contribute to difficulty and demise.

Lack of strategy is a very big contributor to the failure of many enterprises. Owners without the anchor that strategy provides are susceptible to fads and trends that waste money, time and energy. They chase the latest and greatest technology tool, hoping

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that it will catapult them to success. In fact, a compelling strategy that is well-executed and regularly evaluated will ensure the ability to withstand the inevitable storms business owners face.

The third and final underlying assumption is that you have already built strong communication channels in your organization – not just top-down communication, but real dialogue that allows you to hear from employees at all levels. This communication also includes gathering insights and information from stakeholders outside of the organization, like customers and vendors. Part of your communication model should include formal and informal methods for hearing from a wide range of people who impact your business.

Creating sustainable change requires that leaders be comfortable with conflict.

Disagreements are inherent in any effort to

alter the status quo. They are certainly to be expected when launching large-scale change that impacts an entire organization or even just one department. Leaders who are able to transform organizations are keenly aware of the fact that people have different interests, positions and agendas that have to be honored and incorporated, so long as they fit with the guiding mission and vision. Contentious conversations will occur. Instead of squelching the conflict, allow it to emerge and use it to learn about people and their positions.

Required Competencies In order to successfully bridge the gap between what exists today for your company and the vast possibilities for its future, you must hone your ability to lead, inspire and collaborate. The three competencies presented below are important in helping you build these important abilities. They must be developed in leaders throughout the organization.

(1) Comfort with Risk. Moving an organization into the realm of progress and possibilities requires a willingness to forgo that which may seem safe in favor of more risky behavior. These are not capricious risks; rather, they are calculated gambles that can move an organization ahead of the competition.

A calculated risk may include dropping long-held lines of business to free the resources required to pursue a unique innovation that has the potential to transform your business. Whatever the risk you are considering, weigh the potential outcomes – not just in the short term, but also in the long term. Does this risk have the possibility of rewarding you and the company?

When you become comfortable with risk, you are better able to lead people to more innovative behavior. They begin to see that the status quo will not do, and they may be more willing to be inventive. Your comfort with risk can spawn a shift to a culture that values imagination, creativity and curiosity.

(2) Learning Orientation. Change that lasts is supported by systematic, comprehensive learning for all levels of management and staff. Savvy leaders know they cannot possibly have all the answers required to create sustainable corporate success in today’s business environment. They are able to shelve their egos and invite learning. They understand that an investment in ongoing training, education and development is also an investment in finding solutions that will stick.

This learning orientation extends to formal and informal knowledge gathering and sharing. Certainly, there is the role of formal training that introduces new concepts, teaches new skills and builds subject-matter expertise throughout the enterprise. But skilled change leaders know that there is also a need for informal learning. This happens when best practices are freely shared among peers, regardless of their positions on the organizational ladder. It happens when people are encouraged to mentor new employees in their areas of expertise. Informal learning also happens when information about different departments’ processes are freely shared throughout the organization.

(3) Process Focus. Transformations that last happen not because of the big bang of a brilliant idea; instead, they happen because a brilliant idea was welcomed into the organization and then given enough structure to survive and flourish. These transformations also stand the test of time because they seldom, if ever, rely on just one brilliant idea.

They rely on the convergence and coupling of several ideas that make sense for the enterprise.

The process that works for your business will be different from the process that works for the business next door. Wise leaders know that while there is a need for process to shape the change initiative, the process must be customized to meet the unique needs of the organization. The three elements that are essential in all change processes are: • Alignment with the mission, vision and core values of the organization.

• Collaborative practices that engage multiple stakeholders throughout the effort.

• Evaluation checkpoints that measure progress and allow room for recalibration.

The rest of your process will be customized according to what you intend to accomplish. If you are seeking change that leads to growth, your process will be different from an organization that is seeking change that leads to widespread innovation. Read about various approaches to change and decide how to meld the best from different methodologies.

Making the Commitment Many change efforts fizzle after periods of unsuccessful implementation. Avoid that frustrating experience by first exam-

ining your roles and responsibilities as a leader seeking transformation. Whether you want to overhaul your entire business model or just bring select departments into the modern age, it represents change and can be undertaken successfully. You can enjoy this success by innovating in meaningful ways with sensible practices and processes. This means a clear focus on the mission, as well as the intended outcomes.

It also means that you are able to demonstrate discernment. Every idea is not worthy of the effort of implementation.

Other efforts at implementation may wind up being mistakes. A discerning leader understands that a good run beats a bad stand, acknowledges the mistake and ceases the activity.

Leaders who are able to sustain change understand the fact that change is a process, not an event. They understand the difficulty and complexity of changing human behavior in ways that do not allow for reversion. These leaders also know that collaboration is key, so they involve multiple stakeholders in the entire change process. Once these stakeholders are fully invested and own the change, the chances of reverting to old ways are greatly reduced.

Finally, these leaders make learning a priority for themselves and others involved in creating the new organization.

Whether formal or informal, they integrate many methods of education, training and development in their process and plans.

Transformations cannot happen without solid leadership at all levels in the enterprise. Insightful leaders can inspire commitment and have the capacity to build lasting engagement. It is this commitment and engagement that will enable the change to be enduring.

About the Author Joanne Smikle, Ph.D., a respected authority on leadership and organization development, provides virtual and on-site services to businesses across the country. She prepares leaders for an ever-evolving world. Beyond her consulting business, she actively serves on advisory boards, mentors the next generation of leaders, and volunteers with organizations that assist underserved populations.

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Four Areas of Insurance Focus During COVID-19

There is no better time to review your policies for commercial auto, workers’ compensation, contractual obligations/endorsements and bonding

BY JESÚS REMÓN AND LYNN REMÓN CUSTOMERS RULE INSURANCE AGENCY, INC.

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FLORIDA TRANSPORTATION BUILDER

T

he memory of the FTBA Annual Construction Conference meeting in Orlando seems like such a long time ago. Since then, COVID-19 has become a daily focus.

The economy has changed, the world of construction became an essential business, and FTBA members answered the call to accelerate work by taking advantage of lighter traffic patterns resulting from shelter-at-home orders. These things all have had a ripple effect on families, health and business, including insurance.

As we continue to navigate the new normal, we still have to manage our businesses to keep moving forward. We have seen some changes in the insurance market due to COVID-19, but some changes are part of the normal cycle between soft (cheap) and hard (expensive) markets.

This article provides an overview of the current marketplace conditions and suggestions on how to make sure your company remains properly covered and price competitive within the industry. We have focused on the following four areas for purposes of this article: commercial auto, workers’ compensation, contractual obligations & endorsements, and bonding.

What Is Creating Change, and What Can We Expect in the Near Future?

The availability and cost of a particular type of insurance is impacted by at least three factors:

1. Global factors: These factors are outside of the insurer’s influence and include underwriting losses, cost of reinsurance, financial market performance, and state workers’ compensation promulgated rates.

2. Market attractiveness: Each insurance carrier decides whether a particular coverage, industry and region is financially attractive enough to offer coverage. Insurance carriers enter and exit markets based on their own experience, finances and overall strategies.

3. Insured characteristics: An individual company’s characteristics directly impact coverage availability and price. Some of the key factors include type of work, location, size, contract requirements and loss history.

With these factors at play simultaneously, it becomes clear that insurance is a dynamic environment that requires close attention.

How Does This Affect You, and What Can You Do About It? Each year, your team reviews how much insurance you’re required to carry contractually, how much you want to carry, and how much you can afford.

We have compiled a list of four common areas to look at when considering different types of coverage for your company. Each one of these areas is a whole subject on its own, but we included the items in this article with the goal of helping you with your next insurance renewal.

1

Bonding.

2

Commercial Auto.

Historical low prices and relaxed underwriting guidelines are changing rapidly. Underwriting requirements will tighten for the foreseeable future. To secure bonding under the best possible terms, surety companies require financial information such as your credit history, available cash, audited financials and a clear picture of how your company is performing. Any past challenges with prompt payments, liens, legal settlements and bankruptcies will be reviewed by underwriters.

Make sure you have an explanation for such past events because they will be part of the discussion. These can be uncomfortable topics to revisit, but understand the surety company is guaranteeing your performance, and the company wants to make sure it understands your history when it comes to fulfilling financial obligations.

Even before COVID-19, many insurance carriers experienced significant underwriting losses. In some cases, renewal insurance premiums rose, while in other cases, carriers decided to leave the market altogether. Fewer carriers and high overall underwriting losses mean higher insurance premiums. This is critical since multi-year contracts awarded based on current costs will be impacted by such market-wide price increases.

Commercial auto rates are directly impacted by a number of variables including limits required by your contracts, deductible levels, radius of operation, location, crossing state lines, business credit score, individual driver experience (MVRs), company loss history (loss runs), safety equipment (including cameras and GPS), safety programs including driver training, vehicle inspections, maintenance, SAFER scores, FMCSA data accuracy and logbook accuracy. Make sure your team is addressing/reviewing each of these items at least annually. Each one of these factors can contribute to losses/accidents and must be kept at a minimum to control premiums.

3

Workers’ Compensation.

In Florida, workers’ compensation insurance rates are set by the state. However, there are several ways to impact the overall cost by: • Implementing a drug-free workplace pro gram and a safety program. Educate employees on safety in their job on a recurring basis.

• Subcontractors and their insurance status can open up the hiring company to be billed for their workers’ compensation premium, and in cases of work-related accidents involving an uninsured or underinsured subcontractor, the hiring company can end up with an uncovered claim. Make sure all subcontractors provide proof of insurance or exemption forms as required by your contracts.

• Your insurance carrier will schedule visits as part of efforts to identify hazards and help you reduce accidents. Insurance companies compile industry best practices, which they gladly WWW.FTBA.COM

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will share with you and your team. Working with them can help reduce claims and ultimately your premiums.

• Regularly review your workers’ compensation class codes, your premise addresses, your loss runs, audits and carrier’s risk control reports. Make changes as required from your quality control review.

4

Importance of Contractual Obligations and Policy Endorsements.

When a potential business opportunity appears, companies often rush to provide an offer. Only after the contract is signed do they realize their current insurance is not acceptable to the buyer. It might be the contract requires higher limits, different endorsements, or a category of work that is not included in the original coverage.

This can go wrong in many different ways including contract cancellation (and ruining the relationship), or not being paid until the insurance requirements are met. Many of these disagreements can be resolved amicably. We suggest including your insurance agent during the bid process to review new contract requirements against current coverage and discuss possible alternatives to satisfy the new contract. In some cases, a discussion with the buyer’s risk department can create a mutually agreeable compromise.

Policy endorsements make a big difference. Each contract has a unique set of insurance requirements that can have a significant impact on your ability to comply and the cost associated with performance of the contract. Also, adding new endorsements may

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In closing, although we all face a new world during COVID-19, contractual obligations and insurance requirements continue to be part of the daily life of a business. Your focus on this area is of critical importance to protect you, your firm and your employees against the event of an accident or claim.

There is no way to protect against all possible contingencies and, even if you could, it probably would be too expensive to be practical. Therefore, look at insurance and sureties as a way to transfer risk to a third party, and work with your agent, insurance carriers and your employees to make sure you buy what’s necessary to fulfill your contractual obligations and mitigate your company’s risks.

About the Authors

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disqualify you from your current insurance carrier and require a midterm change to a new insurance company. Brief descriptions of some common construction insurance requirements and contractual obligations follow: • CG 2010 – Additional Insured – Owners, Lessees or Contractors – Scheduled Person or Organization. This is one of the most common endorsements requested of contractors. It covers the additional insured with respect to liability caused by your ongoing operation only. “Ongoing operations” does not include completed operations.

• CG 2037 – Additional Insured – Owners, Lessees or Contractors – Completed Operations. This endorsement supplements CG 2010 and insures the additional insured for completed operations of the named insured – not the ongoing operations.

• CG 2033 – Additional Insured – Owners, Lessees or Contractors – Automatic Status When Required in Construction Agreement with You. This endorsement covers the additional insured with respect to liability caused by your ongoing operations only.

“Ongoing operations” does not include completed operations.

• Additional insured note: the owner, lessee or contractor is not insured for their sole negligence.

• Primary and Non-Contributory – This endorsement specifies the order in which multiple policies are triggered by the same loss. Here your customer is requiring that your policy respond before other applicable policies (this makes your policy primary). Also, your policy does this without seeking contribution from other policies that claim to be primary (this is the noncontributory part).

• Waiver of Subrogation – This is a waiver agreed upon within contracts (although it can also be triggered by statute or operation of law). It limits your rights to sue a third party in the event of a claim. This endorsement prevents insurance carriers from recouping funds from third parties and therefore affects (increases) the overall cost of coverage. Waivers of subrogation should be mutual.

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New Senate Leadership in Changing Times A Q&A with Incoming Florida Senate President Wilton Simpson

F

lorida Transportation Builder recently spoke with incoming Florida Senate President Wilton Simpson (R) to discuss his upcoming term.

When the legislative session reconvenes in March 2021, things are going to be very different.

What steps will be taken to make sure the legislative process continues despite potential COVID-19 concerns that may still be part of our daily lives?

Simpson: The first thing we will look at is ensuring the safety of people coming in and out of the Capitol building. We will need a process for temperature checks, masks, social distancing within the committee rooms, and things of that nature.

We will make sure that not only do we keep all the senators and staff in that building safe, but also any member of the public who comes there.

Keeping everybody safe is going to be a very high priority, which will take a completely different system of checking in and going through the security system than what we’ve had in the past. That is something we are working on already with our friends at the House.

We possibly could stagger the committee weeks so that everyone isn’t there at same time. We are looking at that with Speaker (Chris) Sprowls’ team. That will be a major difference right out of the gate.

You ran on a campaign of taking a common-sense approach to solving the state’s problems.

Between social issues and COVID-19, the political landscape has become increasingly adversarial. How are you going to employ your common-sense approach in the Senate for 2021 and beyond?

Simpson: I think what happens is that there are a lot of things that are foolish in politics – the attack ads, the name calling – and the things that go on relative to the Florida Senate

could end up being a side note. Once you’re elected into office, you’re elected to govern for all the people in the State of Florida, regardless of your political persuasion.

We have a great Senate coming back, and we have lot of great senators who have been there for many years. Obviously, you lose a few senators every couple of years because of term limits, but we have a great group of people coming back. We will work very closely with our Democrat colleagues in the Senate as well as the Republicans.

We will have both Republicans and Democrats chairing committees, so you’re going to see a good working group.

Senator Wilton Simpson with new Tampa Bay Buccaneers wide receiver Rob Gronkowski.

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Once the election is over, it’s time to put the swords down and go to work, and that’s fully what I expect to do.

Let’s discuss some of the things you’re passionate about, such as having resource officers in schools. Do you think that budget item will suffer because of COVID-19 preparations or other necessary education investments?

Simpson: There is nothing that we protect or cherish more in this state than our children going to school every day. A parent should be able to send their child to school and know that their child is going to be safe and that they’re going to come home. I cannot imagine under any circumstance that we would reduce any resources going to school safety.

Education has been a big part of your political platform – not just for a typical path into college, but you secured a half-million dollars for workforce education programs in Hernando County. Do you see that type of funding becoming more available in the future as industries such as construction face worker shortages?

Simpson: I think somewhere around 30 years ago we decided that everybody had to go to college to have a good career and be successful. What we have figured out over the last 30 years is that is just not true.

There are many vocational opportunities that actually have a lot higher pay scale than some of the careers that come from the university system. I could see a pretty good shift from typical university funding to go more into the vocational track.

On a lighter note, looking at your Facebook page, we see you met Rob Gronkowski. Are you a Bucs fan, and if so, are you excited about the team’s new additions?

Simpson: You know, I became a football fan before the Buccaneers existed, and I was a Pittsburgh Steelers fan. Have been my whole life. But when the Bucs moved to Tampa Bay in the ’70s, I became a Pittsburgh/Tampa Bay fan. I still love my Pittsburgh Steelers, but I’m certainly as big of a Tampa Bay fan as there is.

What was Gronk like?

Simpson: Gronk is awesome. He’s just a fun person. What you see on TV is what he’s like.

Look for more interviews with our state’s political leadership in future issues of Florida Transportation Builder.

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2020 Best in Construction

Congratulations to these FTBA members who went above and beyond to deliver best-in-class roadways for Florida’s citizens.

Award Winners Alternative Contracting Cone & Graham, Inc. Consultant CEI: Atkins North America, Inc. SR 56 Widening from Meadow Point to US 301 434765-1-52-01 Pasco County, District 7 Award submission note: The project had a very difficult test when Hurricane Irma passed over Tampa Bay, at a time when all 6.1 miles of roadway were under construction and in the earthwork phase.

Through pre-planning and in coordination with the CEI, no violations or wetland impacts occurred during or after the extreme weather event. This approach to erosion and sedimentation control focused on prompt and effective use of Best Management Practices (BMPs), followed by consistent monitoring of devices, especially before and after all storm events.

MOT Roadway Construction, LLC SR 811 (NE 4th Avenue/Wilton Drive) Complete Streets Project 431657-1-52-01 Broward County, District 4 Award submission note: This project corridor contains multiple Broward County high-traffic areas including city hall, police and fire department headquarters, and the downtown area. The purpose of the project was to improve safety conditions for all transportation users, increase pedestrian traffic, and provide bicycle connectivity throughout the project limits.

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FLORIDA TRANSPORTATION BUILDER

Community Awareness Weekley Asphalt Paving, Inc. Consultant CEI: RS&H, Inc. SR 5/North Roosevelt Boulevard between US-1/Overseas Highway & 2nd Street 442039-1-52-01 Monroe County, District 6 Award submission note: This project, located in Key West, included the removal of five existing mid-block PHB (pedestrian hybrid beacon) crosswalks along SR 5/North Roosevelt Blvd., between the Triangle (US-1, Overseas Highway) and 2nd Street, and the installation of HAWK (High-Intensity Activated Crosswalk Beacons). A strategic public outreach education, safety and enforcement campaign was launched, with the main focus being to educate drivers, pedestrians and cyclists on how to effectively use the HAWKs along the project corridor.

Design Build Ranger Construction Industries, Inc. Designer: WGI Consultant CEI: Eisman & Russo, Inc. I-95 Diverging Diamond Interchange at St. Johns Heritage Parkway 426904-3-52-01 Brevard County, District 5

Note: Because of COVID-19, not all of this year’s award winners were able to attend the Annual Convention to receive their award and have a photo taken.

Award submission note: This design/build project consisted of the design and construction of a diverging diamond interchange with a new overpass bridge on I-95, which required bridge substructure (piles/ footers/drilled shafts, etc.) and superstructure (beam placement, deck, traffic rail). The project location was in a sensitive wet area where excess to the site proved to be difficult with highwater table that needed to be mitigated in order to facilitate construction.

Convention photos courtesy of Brittany Clark, Brittany Morgan Photographer.

WWW.FTBA.COM

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Bridge Lead Engineering Contractors, Inc. Consultant CEI: Bolton, Perez & Associates S.R. A1A/MacArthur Causeway East Bridge Rehabilitation Project 436522-1-52-01 Miami-Dade County, District 6 Award submission note: This bridge was originally built in 1956 and has been a vital link between Miami and Miami Beach.

This project scope targeted the repair of significantly deteriorated aspects of the bridge, with the purpose of extending the useful life of the structure. This bridge rehabilitation project mainly included: removing and replacing the top 3 inches of concrete bridge deck using “hydroblasting,� concrete spall repairs and cathodic protection of the substructure elements, repainting the structural steel spans, sacrificial cathodic protection pile jackets, prestress concrete beam repairs, and specialized repairs to significantly damaged beams and pier caps.

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Expressway Authority Project of the Year Central Florida Expressway Authority Consultant: CDM Smith, Inc. SR 408/SR 417 Ultimate Interchange Improvements Orange County Award submission note: This was a complex bridge project constructed while maintaining traffic volumes in a heavily traveled interchange. There were three major flyover bridges, each utilizing dual 84� curved concrete u-beam segments that were spliced together and post-tensioned into continuous units. Each bridge unit was comprised of multiple beam segments that were erected onto temporary support towers by two 300-ton cranes. The segments were set to the proper line and grade within the strict tolerances to allow for the post-tensioning to be performed.

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Interchange The Middlesex Corporation Designer: AECOM Consultant CEI: JBS Engineering Technical Services, Inc. I-75 Interchange Modification @ Wildwood 406110-1-52-01 Sumter County, District TPK Award submission note: The project consisted of the design-build delivery for operational improvements to the existing system to system interchange at the Florida Turnpike (SR 91) and I-75 (SR-93). These improvements included widening I-75 from four to six lanes and the addition of braided flyover ramps to this apex interchange to eliminate weaving from NB I-75 to SR 44 and from SR 44 to SB Turnpike.

Interstate Archer Western Construction, LLC Consultant CEI: Calvin, Giordano & Associates, Inc. I-95 Rigid Pavement Reconstruction between NW 29th Street and NW 131st Street 429300-3-52-01 Miami-Dade County, District 6 Award submission note: The scope of the project included the removal and replacement of approximately three miles of rigid pavement along I-95 between N.W. 29th Street (MP 4.253) and N.W. 79th Street (MP 7.294) carried out in conjunction with the removal of approximately three inches of the existing base. The project also included intelligent transportation systems and traffic monitoring sites upgrades.

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LAP Archer Western Construction, LLC Designer: RS&H, Inc. Consultant CEI: CONSOR Engineers, LLC Crosstown Parkway Extension New Bridge Crossing over the North Fork of St. Lucie River 410844-5-54-01 St. Lucie County, District 4 Award submission note: This is the largest, most complex design-build LAP project in the State of Florida to date and required a tremendous coordination and partnering effort between all agencies. The bridge traverses a highly environmentally sensitive area, which required minimization of wetland impacts and protection of the Savannas Preserve State Park. This project features unique architecture for the city’s signature bridge, drainage design, utility coordination and design, and extensive landscaping.

Major Bridge Jr. Davis Construction Company, Inc. Consultant CEI: WSP USA, Inc. I-95 Diverging Diamond Interchange at Viera Boulevard 428238-1-52-01 Brevard County, District 5 Award submission note: This project consisted of converting an existing overpass to a diverging diamond interchange – the first in District 5 and only the second DDI in Florida. The improvements under this contract consist of 197,000 CY embankment, 27,000 SF of MSE walls, asphalt pavement, milling and resurfacing, drainage improvements (including two box culverts consisting of 489 CY of Class IV concrete), traffic signals, lighting, highway signing, bridge widening and ITS.

WWW.FTBA.COM

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Rural CWR Contracting, Inc. Consultant CEI: Smith Seckman Reid, Inc. SR 20 from SR 81 to Choctawhatchee River Bridge and SR 81 from SR 20 to Holmes County Line Milling and Resurfacing 437754-1-52-01 Walton County, District 3 Award submission note: This contract involved 44 lane miles of milling and resurfacing along two state roadways in Walton County: SR 20 from SR 81 to the Choctawhatchee River Bridge; and SR 81 from SR 20 to the Holmes County line. Additional work included various drainage improvements, bridge joint rehabilitation, guardrail upgrades, and new signing and pavement markings.

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FLORIDA TRANSPORTATION BUILDER

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Partnering Halley Engineering Contractors, Inc. SR 5/US 1 South Dixie Highway Widening/Pavement Rehab from SW 57th Avenue to SW 40th Street 433455-1-52-01 Miami-Dade County, District 6 Award submission note: This project is a six-lane divided principal arterial. The scope of the project included pavement rehabilitation, widening of US 1, installation of new drainage, signal improvements, lighting improvements, signing and pavement marking, extension of an existing county pedestrian bridge, and the installation of a new ITS backbone from SW 57 Avenue to SW 40 Street. Multiple external agencies and stakeholders were involved, and there were four other major construction projects occurring throughout the duration of the project.

Special Significance Roberts and Roberts, Inc. Consultant CEI: RS&H, Inc. SR 30 in Mexico Beach/ Hurricane Michael Restoration 445018-2-G2-01 Bay County, District 3 Award submission note: This project began about five months after Hurricane Michael made landfall in October 2018, when the road was unidentifiable by satellites. The scope of work included paved shoulders, front slopes, guardrail, drainage, concrete and pedestrian features along SR 30 (US 98) in Bay County. The rehabilitation of the 3.3mile project limits allowed citizens and first responders back into the area. Additionally, a significant part of the project was the installation of an articulating concrete block wall, which will help protect the roadway from future storm events.

WWW.FTBA.COM

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8 6 3 . 6 2 2 . 8 5 0 0

Urban Ferreira Construction Company, Inc. Consultant CEI: Solid Consulting Engineers NW 47th Avenue Reconstruction from North of NW 199th Street to Premier Parkway 430637-3-52-01 Miami-Dade County, District 6 Award submission note: The project corridor has mixed use with commercial and residential areas within its limits. The scope of work consisted of a full roadway reconstruction from right-of-way to right-of-way for a length of 1.25 miles including new solid and French drainage system, signal, lighting, culvert installation, bridge replacement with a single-span FIB bridge, temporary MSE walls, signing, thermoplastic pavement markings and landscape items.

Utility Coordination/ Damage Prevention Weekley Asphalt Paving, Inc. SR 944 (NW/NE 54th Street) Milling and Resurfacing from East of NW 7th Avenue to Biscayne Boulevard and NW 6th Court to NE 1st Avenue 428278-2-52-01 Miami-Dade County, District 6 Award submission note: Some (not all) of the elements of this project included: upgrading seven signalized intersections and one traffic monitoring site; installation of four new mid-blocks (HAWK flashing signs) for pedestrian crossings; signing and pavement marking improvements at all sub-standard ground-mounted signs; and installation of pier protection and guardrails to shield bridge piers at the I-95 bridge over SR-944/NW 54th Street.

WWW.FTBA.COM

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All Business Annual Convention Brings Government to Center Stage

Despite COVID-19, masked FTBA members gathered – six feet apart – in Orlando The plan shifted from South to Central Florida, the agenda was narrowed to remove the typically fun family and social events, but FTBA’s Annual Convention proceeded in a more business meeting format, despite COVID-19. We thank the Hilton Orlando Bonnet Creek for its management of the event, providing a safe and secure environment for our members.

We welcomed several government leaders, including Gov. Ron DeSantis, who spoke about the current COVID-19 climate and getting the state’s economy on track. He spoke about the sectors of Florida that have not 42

lost jobs, including construction, which has been deemed necessary during the pandemic. “You should be saluted,” he said.

After his address to the group, Gov. DeSantis held a roundtable, streamed live on Facebook and The Florida Channel, with the FTBA board and other key industry leaders to discuss implications of COVID-19 in the state.

We were honored to also have in attendance FDOT Secretary Kevin Thibault, incoming Florida House Speaker Chris Sprowls (R), incoming Florida Senate President Wilton Simpson (R), and outgoing Florida Senate President Bill Galvano (R).

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The FTBA Scholarship Dinner was held as planned, giving us an opportunity to honor future leaders beginning their college careers, and we presented several awards, including our Best in Construction awards, during our the annual Awards Breakfast. Coverage of those two events appears in other sections of the magazine.

Thank you to Brittany Clark with Brittany Morgan Photography for these convention photos.

Above: Gov. Ron DeSantis held a Transportation Roundtable with FTBA and industry leadership during the Convention.

The FDOT Roundtable focused on many different current topics, including the best means for contractor and agency communication during projects. Pictured, from L-R: Kevin Thibault, P.E., FDOT Secretary; Courtney Drummond, P.E., FDOT Assistant Secretary for Engineering and Operations; A.J. DeMoya, FTBA Chairman; Ananth Prasad, FTBA President; Dan Hurtado, P.E., FDOT Director of Construction; and Will Watts, P.E., FDOT Chief Engineer.

Anirban Basu of Sage Policy Group, Inc., presented a COVID-19 economic update where he discussed disruption to the supply chain, the status of consumer and national debt, and the economic recovery forecast.

Incoming Florida House Speaker Chris Sprowls (R) opened the Convention’s general session.

FTBA is incredibly grateful to have such loyal supporters.

Thank you, Convention sponsors!

WWW.FTBA.COM

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Florida Senate President Bill Galvano brought his lovely family to Orlando.

This year’s beer wall was serviced by hotel staff.

A socially distanced crowd participated in the FDOT Roundtable and listened to Gov. Ron DeSantis speak about Florida’s response to the COVID-19 pandemic.

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Meet the Faces of our Future:

FTBA’s 2020 Scholarship Winners Jackson Barton

Award: FTBA Scholarship Attending: University of Central Florida Focus of Study: Engineering From Jackson: “I am very honored to receive this scholarship. It will allow me to focus on my classes and help reduce the financial stress on my parents, as both my twin brother and I are starting college in the fall. … I hope to do great things for myself, my community and represent FTBA well in the future.”

Logan Barton

Award: FTBA Scholarship Attending: University of Central Florida Focus of Study: Engineering From Logan: “I am very humbled and feel rewarded to be a recipient of this scholarship. I have worked hard through my high school career, and this scholarship is a recognition of my hard work. … By receiving this scholarship, I will be able to apply it towards my tuition costs. Thank you again for investing in me and I hope to give back to the community and FTBA.”

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Carson Blank

Award: Bob Burleson Presidential Scholarship Attending: Florida State University Focus of Study: Business, then law From Carson: “This scholarship enables me to gain the tools that will one day allow me to become someone who not only is a productive citizen, but someone who works to enrich the community that surrounds them. Words cannot express the extreme gratitude I have for the Florida Transportation Builders Association’s generosity that has helped me work toward earning a degree without paralyzing me with debt.”

Bethany Boylan

Award: FTBA Scholarship Attending: University of Central Florida Honors College Focus of Study: Anthropology From Bethany: “(This scholarship) is the reason I can chase my dreams of being an anthropologist. … I will be forever grateful to FTBA, even decades in the future whilst I’m working in the field and doing what I love most. … This scholarship – this opportunity – has made it all possible.”

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Sonia Buenaventura

Award: Johnson Bros., A Southland Company Scholarship Attending: Tulane University Focus of Study: Not yet determined From Sonia: “I have been attending the FTBA conventions as long as I can remember, and I have always loved listening to all the scholarship recipients’ speeches. Now, it is my turn, and I am so excited. … After a lot of hard work in high school, I am ready for all the opportunities that are to come.”

William “Trey” Carlson

Award: FTBA Scholarship Attending: Florida State University Focus of Study: Economics, with a minor in data analytics From Trey: “Adding to my college experience is my selection to join the Learning – Living Community, which is a special dorm for entrepreneurial-minded students. … Thank you to the entire FTBA membership, board, and scholarship selection committee for investing in my future and the future of all my fellow scholarship recipients.”

FTBA 2020 scholarship winners receive their checks at the Annual Convention in Orlando.

Sydney Dudek

Award: FTBA Scholarship Attending: Florida State University Focus of Study: Engineering From Sydney: “My dad has been a part of the construction industry for my whole life. He constantly tells me about job sites and the way a landscape can go from being a forest full of trees and plants to a shopping mall or even a massive lake. … This scholarship is a privilege and I will use the money to do something big.”

Carlota Faustino

Award: FTBA Scholarship Attending: University of Florida Focus of Study: Veterinary Medicine From Carlota: “This award will grant me the possibility to study abroad and participate in undergraduate research. By furthering my education, it is my hope to one day show my appreciation and give back to the community. Thank you again, I truly cherish this recognition.”

Brian Fink

Award: Bonn-J Contracting, Inc. Scholarship Attending: Hastings College Focus of Study: Marketing From Brian: “This scholarship will help me focus on my studies and my college athletic career instead of wondering how I am going to pay for college. Receiving this amazing scholarship reminds me that there are still generous and kind people in this world, and if I believe in myself enough, other people will start to believe in me too.”

Aubrey “Bree” Hockett

Award: FTBA Scholarship Attending: West Liberty University (West Virginia) Focus of Study: Athletic Training From Bree: “My dad works for Maschmeyer Concrete, a community partner of the FTBA … My mom is a social worker who helps people receive community-based support and services. Now, thanks to the FTBA, I will be able to attend the college of my choice and become an athletic trainer in order to help provide athletes with the assistance they need on and off the field.”

Alejandro Raudales

Award: Skanska USA Civil Southeast Scholarship Attending: Florida International University Focus of Study: Biomedical Engineering From Alajandro: “With the way the world stands now, there is a dire need for social, economical, environmental and political reform, and I fully intend on being part of this change. I will apply what I have learned throughout my life to help overcome challenges in the future, and find new ways to give back to my community.”

Nupur Shah

Award: Philip Buenaventura Memorial Scholarship Attending: University of Central Florida, Burnett Honors College Focus of Study: Medicine From Nupur: “Receiving this scholarship not only eases financial burden on my further education … but stands to show the amount of hard work that I have put into my education over the course of my high school career. … I would once more like to thank FTBA for investing in my education and allowing me to pursue my dream!”

Matthew Shuler

Award: The Dave Fons Memorial Fund Scholarship Attending: Chipola College, then moving to Florida State University Focus of Study: Business From Matthew: “This FTBA scholarship is a tremendous opportunity to assist me as I continue my college education. …

Depending on when it is safe for me to do so, I hope to serve a two-year mission for my church. I am grateful for this generous scholarship and know it will assist me in my academic pursuits in college.”

Vivian Spencer

Award: FTBA Scholarship Attending: Cornell University Focus of Study: Chemical Engineering From Vivian: “When I was notified that I had been awarded the scholarship, I knew I was taking on a new responsibility. … With gratitude, I will exercise my newfound abilities to unify people across disciplines to improve our world.”

Libby Whiteford

Award: FTBA Scholarship Attending: Florida State University Focus of Study: Biomedical Engineering, then medical school From Libby: “During my academic career I have worked hard to excel, and this scholarship is proof that my hard work is paying off. My family and I would like to sincerely thank the FTBA for its recognition of my accomplishments.”

WWW.FTBA.COM

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A Shared Workforce Vision

Building More Than a Job…Building a Life

BY SHARLENE FRANCOIS LAIRSCEY, PRESIDENT/OWNER/CEO QUEST CORPORATION OF AMERICA

T

he Florida Department of Transportation, together with leadership of the Florida Transportation Builders’ Association, has set sights on a mission that is centered on building a purposeful life. Working in partnership with the Florida Department of Corrections (FDC) to inspire success, FDOT proudly launched the Statewide Workforce Development Correctional Transition Academy.

Florida’s transportation industry leaders have identified an initiative that can offer entry-level jobs that can grow into sustainable careers. With this program, employers are able to enhance the abilities of inmates and offenders so they become productive members of their communities after they serve. This program and the Correctional

Transition Fast Track initiatives prepare individuals for productive living through re-entry life skill readiness and hands-on trade skills training – all while being paid.

FDC has 148 facilities statewide. According to Quest Project Manager Amy Lee Diel, “Over 30,000 inmates are released every year throughout our great state – what a mindblowing, untapped resource,” she said while introducing the idea of the program in February at the FTBA Construction Conference.

A partnership that seemed so out of reach now has come to fruition. FDOT and FDC, two influential state organizations in Florida, have successfully joined forces in a concrete partnership to serve the Governor’s Statewide Workforce Development Initiative.

The partnership started as an opportunity thriving from listening to the voices of statewide contractors. I believe it is visionary, collaborative, and it unites us in accomplishing a common set of goals. Many statewide contractors have already hired transitional personnel and have reaped the benefits of that decision. At face value, we see a benefit of providing a second chance to someone once locked up for poor decision making; however, the real benefit goes beyond face value. This partnership is building a bridge between state agencies for the greater good of the community for the sustainable future.

If you are wondering how the program works, building a pipeline of workforce for the road and bridge construction industry through the FDC starts with a transitional WWW.FTBA.COM

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Celebrating 25 Years of Excellence in Transportation

candidate, but ends with lower recidivism rates and lower unemployment rates. The partnership brings accredited training to inmates; prepares them for employment opportunities within our industry; connects them with contractors statewide who hire them; provides safety and security for the transitional candidate to become a successful member of their community; creates a workforce for statewide contractors that are dedicated and trained to perform the duties expected of them; provides an easy-to-find solution to the contractors’ workforce needs; and provides long-lasting professional relationships.

The power of this partnership is not just employment, but the implementation of an initiative using strategic partnerships to help people transition successfully back into the community. Quest is extremely proud to be part of it. For more information, contact our Quest team by visiting www.FloridaRoadJobs.com or calling 833-ROADJOB (762-3562).

About the Author Sharlene Francois Lairscey is President/Owner/CEO of Quest Corporation of America, a woman-owned communications firm with over 20 years of experience providing public involvement, outreach services, and marketing and communications products to complex and controversial projects of every size. She can be reached at (866) 662-6273 or sharlene@QCAusa.com.

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• F DOT is partnering with FDC to present the Statewide Workforce Development Correctional Transition Academy.

• A large part of the FDC’s mission is to enhance the abilities of inmates and offenders under supervision so they become productive members of their communities after serving their sentences.

Success in this endeavor demands those inmates and offenders lacking adequate education, skills, and work experience have opportunities to participate in self-improvement and work programs.

• T he academy will support the FDC’s focus on inmate rehabilitation and successful re-entry into their communities.

• T he Correctional Transition Academy will: • I dentify incarcerated adults and transitioning adults ready to enter the workforce.

• D evelop a road-construction-focused curriculum for use by all program training staff and facilitate industry training and basic certifications to these qualified candidates.

• C onnect transitional candidates with contractors upon completion of the training course and prior to release.

• W ork with the FDC Transition Team, community partners, OnBoard4Jobs Construction Careers, and contractors to employ candidates.

• O nce released, transition candidates to Fast Track Initiative.

• T he Fast Track Initiative funnels contractor hiring needs to the Florida Department of Corrections. Corrections/probation staff provide a list of transitional candidates about to be released back into the community for hiring consideration to program staff.

Program staff then connect them with the contractors who are hiring.

• T hese programs provide inmates with the necessary rehabilitation and skills to obtain meaningful employment upon their reentry back into the community to reduce recidivism.

• P rograms such as this have shown proven results. Of the 30,000 inmates who completed their sentences and were released in fiscal year 2018-2019, more than 9,500 received either their GED, industry or vocational certificates or completed a career or technical class.

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Companies Hit by COVID-19

Lean on Business Interruption Coverage for Help

BY JONATHAN PERRILLO, MBA, CRIS WILLIS TOWERS WATSON

P

resented with unchartered waters, contractors are facing myriad issues and challenges as a result of the coronavirus (COVID-19) pandemic, and will continue to work through them for some time. The recent events of COVID-19 have effects on various insurance coverage. One of the more controversial coverages is business interruption. The policies are tricky, even for some of the most experienced global subject matter experts. Every policy is different and needs to be reviewed independently.

The pivotal issue with a pandemic such as COVID-19 is whether financial losses resulting from macro- and micro-economic impact of the pandemic – absent physical damage such as a fire – constitute a covered “loss” under a property policy.

Generally, property policies cover physical loss or damage to insured property resulting from a covered peril (all risks). Without direct physical damage from a covered peril, income loss associated with people

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choosing not to travel and/or people choosing not to patronize a business (even if travel is restricted by a government authority) generally does not trigger property insurance coverage. That said, some property policies include sub-limited coverage for income loss associated with disease or murder and suicide, which occurs at (or sometimes in the vicinity of) an insured location. These policies often are issued to soft occupancies, including (but not always limited to) hospitality, retail and entertainment.

Other occupancies’ policies also may have similar sub-limited coverage. In addition, some of these sub-limited policies require, as a condition of coverage, that a governmental authority shut down or limit access to the insured’s business. The general intent of this sub-limited coverage is to afford business interruption coverage if, for example, an outbreak of a disease and/ or a murder at an insured location results in people choosing not to patronize a business. Previously, in cases such as SARS, bird

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flu and Zika, coverage was provided at times, but such coverage was determined by specific policy wording.

Insurers point to various governmental orders that indicate that the purpose of the mandate is to “protect the health and wellbeing of residents, to create social distancing, and minimize contact in an effort to limit community spread of COVID-19/ novel Coronavirus.” As such, the insurers’ position appears to be that government mandates shuttering businesses and advocating social distancing are for the health, safety and welfare of the public and not caused by a covered event.

Contingent business interruption coverage requires direct physical damage to property of a customer or supplier to be covered. COVID-19 would not constitute physical damage to property. Therefore, the insured’s financial loss resulting from the inability to supply a customer or a supplier being unable to supply the insured because of COVID-19 would generally not

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be covered (although I reiterate that the wording of each policy must be individually scrutinized).

If construction projects are forced to be abandoned, there needs to be a review of whether coverage is still afforded. Some carriers will restrict coverage for claims that arise from an abandoned project site.

Impacts on schedules due to COVID-19 are going to be a significant issue. While the availability of specific insurance coverage remains unclear, the delays in schedule certainly will cause a significant increase in the number of project extensions required. Given the marketplace, we anticipate that these extensions will be hard to obtain and costly. The general answer to the extension question is that “they will be considered on an individual basis.”

Further, earlier this year the mayor of Boston suggested construction companies keep security crews on site. This is prudent for numerous reasons, but the main insurance implication is so carriers will not have an argument to claim “abandonment” or “vacancy” if the site is protected and maintained. At the end of the day, these are still viable projects that will continue to proceed once the halt is lifted.

For Contractors Pollution Liability coverage, many of the policies are silent with specific regard to viruses and bacteria, although they may mention microbial matter with respect to mold and Legionella. Environmental carriers may not have contemplated the potential for virus or bacteria-related pollution conditions resulting from covered operations. Therefore, each carrier’s coverage form would need to be evaluated to determine how potential coverage for viruses or bacteria exists.

If your business is impacted by COVID-19, provide written notice of the impact/delay as soon as possible, even if you are uncertain how long the delays will last. Now is the time to provide notice that you believe this situation will impact a project’s critical path. Regardless of whether your contracts are public or private, give notice as soon as possible. Please consult with an experienced construction attorney for any legal advice you may require.

Depending on how complex or severe the loss may be, many corporations will engage a forensic accountant to assist with the preparation of the claim. The forensic accountant

Environmental carriers may not have contemplated the potential for virus or bacteria-related pollution conditions resulting from covered operations.

Therefore, each carrier’s coverage form would need to be evaluated to determine how potential coverage for viruses or bacteria exists. adds value by quantifying the loss amounts, gathering necessary supporting documents, preparing and submitting the claim on the client’s behalf, and managing the entire claim settlement process through resolution.

Currently, business insurance lawsuits are being filed around the country, and expectations are that there will be many, many more.

The National Restaurant Association is one of the larger organizations that claims they received blanket denial letters from various issuance carriers due to COVID-19 revenue losses. The policies at issue in the cases present a variety of provisions and exclusions for analysis.

These lawsuits raise two important questions: 1. Does COVID-19 cause physical damage or property loss, as defined by insurance policies?

2. Is insurance coverage triggered when the virus is present on or near the business property?

To varying degrees, the insurers in these cases rely on policy exclusions to support their denials of coverage and/or most have argued that the coronavirus does not cause “physical damage” that triggers business interruption or civil authority coverage.

And to flip the script, Travelers Casualty Insurance Co. of America has filed for a declaratory judgment that its policies do not require the company to provide coverage.

Although it is not the typical case, one that will be interesting to watch is SCGM Inc. v. Certain Underwriters at Lloyd’s, Case 4:20-cv-01199 (S.D. Tex.). The policy at issue explicitly provides coverage for losses related to 25 diseases under a pandemic event

endorsement, including SARS, which is caused by another coronavirus, SARS-CoV. The endorsement covers the 25 diseases and their mutations and variations. The insurer has denied coverage because the policy does not include COVID-19 caused by the novel coronavirus, SARS-CoV2.

Plaintiff has taken the position that COVID-19 is caused by a variation of the virus that causes SARS and is therefore covered under the policy. Litigation of similar denials will no doubt continue for years.

What started as a judicial question has moved to the legislative branch. Bills that require insurers to pay COVID-19 business interruption claims have been introduced in eight states, although a bill in the Louisiana House has been dropped. Many business owners may think this is a win, but if the government interferes, it could mean larger premium increases for business owners to offset these catastrophic losses.

The American Property and Casualty Insurance Association said forcing insurers to pay such claims would undermine the solvency of the industry. APCIA estimated business closures are costing businesses with fewer than 500 employees from $393 billion to $668 billion per month.

Based on the items stated above, if the COVID-19 virus is considered a contaminant by the insurance carrier, the insurance carrier may deny all claims related to COVID-19. Coverage is developing throughout this pandemic and changing every day.

We don’t know where the courts are coming out of this. However, the final determination of coverage will be made by the insurance company or by our legal systems.

Therefore, if you have a claim arising from COVID-19, collect all pertinent information and report it to the insurance carrier for their determination of coverage. Communication with your insurance broker needs to be consistent and timely.

About the Author Jonathan Perrillo, MBA, CRIS is a Senior Associate with Willis Towers Watson, working in the Miami office’s Corporate Risk & Broking (CRB) segment. Jon specializes in construction and development risk and provides strategic account oversight and strategies to meet client objectives. He can be reached at (305) 213-6288.

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Construction Dewatering: Potential Project Impacts

BY ERIC K. KRAMER, P.E. APTIM ENVIRONMENTAL & INFRASTRUCTURE, LLC

T

oday’s business climate presents several risks in roadway construction including complex technical designs, compliance with labor practices, adherence with regulatory mandates, and more recently COVID-19. As a contractor in the critical infrastructure market, you must avoid these potential pitfalls to prevent project delays or punitive fines that impact profitability.

One risk area often overlooked involves environmental regulations around dewatering.

Recent changes by the Florida Department of Environmental Protection in the permitting rules of Chapter 62-621 of the Florida Administrative Codes require contractors to evaluate groundwater quality and contamination within the vicinity of a roadway construction corridor. These projects may include the impact of construction dewatering on existing contaminant groundwater plumes, the need for dewatered groundwater treatment, and the final discharge of the extracted water.

A team constructs the watering system using project guidelines to ensure no contamination occurs. Graphics courtesy of APTIM Environmental Services.

Specifically, the contractor must identify contaminated sites that may be impacted by construction dewatering operations. The state set the distance at 500 feet from the dewatering system for evaluation, while some counties and municipalities require a more stringent review up to one quarter mile from the dewatering system.

Failure to identify and manage the influence of dewatering on contaminated sites within the required distance from dewatering operations could result in project delays, environmental impacts/damages, regulatory fines, penalties and even permit revocation. This all hits the bottom line.

Managing these mandates for construction dewatering should start as the contractor prepares the project bid. In some cases, the letting agency will retain liability for contamination impact to the project. However, the contractor still must be aware of conditions caused by environmental issues since they can alter project approach.

In other cases, the letting agency assigns liability for environmental impacts encountered during construction to the contractor who must factor this into their execution plan. The expertise required to make cost-effective decisions is not the contractor’s primary business.

A consultant should be part of the bid evaluation team to make these evaluations. In this case, the consultant must be experienced in FDOT and FDEP contamination investigations, FDOT construction, groundwater and contaminant modeling, dewatering treatment design and construction/permitting.

Contamination Impact to Construction Identification & Management The contractor and consultant should review the roadway alignment and 60 percent plans to identify potential sites of concern typically completed in the Level 1 and Level 2 studies. The accuracy of these studies may vary, and as such, the contractor should review the Level 1 and 2 WWW.FTBA.COM

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plans and construction drawings with an experienced consultant to evaluate the potential risks.

On more complex roadway projects that include subsurface construction of new or

replacement utilities, the potential of environmental impact is much greater than on resurfacing, restoration and/or rehabilitation (3R) projects. The key to avoiding pitfalls of the unknown environmental conditions is for the

consultant to have the knowledge on how the roadway utilities are constructed. If the potential environmental impact to construction is high, then the consultant needs to know alternative construction techniques and/or develop a strategy that must be included in the contractor’s bid in order to cover the true construction schedule and project budget.

Development of a contaminant management/mitigation strategy in the construction pre-bid phase of a project allows for better management of risk for the contractor. In many cases, potentially contaminated sites identified in the construction plans were based on existing site assessment data and could be mitigated through analysis using widely accepted algebraic modeling equations.

Offsite Contaminant Plume Management There are several ways to manage contaminant impact to a project from an offsite contaminant plume. The various strategies focus on reducing the effect of dewatering to reduce plume migration. Methods often used include counterpumping or creating a hydraulic mounding barrier to isolate the contaminant plume from the capture area created by dewatering.

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Typically, 3-D groundwater modeling analysis that incorporates contaminant concentrations and physical hydrogeologic properties is used to create a mitigation plan. This modeling then can be used to demonstrate to permitting agencies that a plume will not actually be influenced by the dewatering, and, therefore, no countermeasures should be required.

The contaminant mitigation strategy will require county and/or state level regulatory approval, so the contractor should allow time for the review process. In many cases, it is more efficient to task the consultant to obtain other environmental permits such as National Pollutant Discharge Elimination System, FDOT Stormwater and, if required, a Stormwater Pollution Prevention Plan. Results of the groundwater modeling will be used to develop and optimize a plan to avoid a plume migration.

Onsite Contaminant Plume Management As contaminants are frequently distributed physically in 3D, designing remedial actions involves consideration of processes that must operate in 3D to be effective. Site characterization involves the collection of geologic data, physical samples, and analytical data that all have specific 3D qualities. This information is used in models to predict how the plume reacts to pumping, is managed or controlled by the dewatering to maintain stability, and ultimately minimized by migration and/or recovery using the dewatering system.

Contaminated Groundwater Discharge Management When the dewatering system is installed within a contaminant plume, the contractor must ensure untreated contaminated groundwater extracted by the system is not discharged

to the stormwater system. This may require the design and use of a water treatment system or sanitary sewer discharge.

In designing a water treatment system, several factors must be considered, including reliability and effectiveness in removing the contaminants of concern. Reliability is a key issue since dewatering operations must shut down if the effluent discharge is not treated. Many contractors favor trench dewatering (aka sump dewatering) as it is fast and easy; however, the treatment system will need to accommodate the high sediment loading. Other methods of treating water from well point dewatering can be designed depending on available space, flow rate, estimated contaminant concentration, and duration.

In summary, compliance with the regulations governing construction dewatering can be managed when potential environmental

impacts to construction projects are properly identified and evaluated during the project design and implementation phases. This overall holistic approach will assure any environmental contamination issues are addressed effectively in a timely manner, which will reduce project risks, scheduled impacts and life-cycle costs of construction.

About the Author Eric Kramer is a Florida registered professional engineer with APTIM Environmental Services, and he has 30 years of experience in civil and environmental projects.

He has served as project manager/engineer on FDOT projects supporting contamination assessment and remediation contracts in several districts. He can be contacted at (407) 287-3216 or Eric.kramer@aptim.com.

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Working with Contractors on Design-Build Projects:

An Engineer’s Perspective

BY WALFRY PEVIDA, P.E., FOUNDER PEVIDA HIGHWAY DESIGNERS, LLC

T

he Florida Department of Transportation has selected the designbuild process as their preferred delivery of complicated, prominent infrastructure projects. From the new procurement method to new clients to new teams to new contracts, our engineering industry has been able to innovate this new high-risk/high-reward delivery of design-build.

Over the past 15 years or more, designbuild teams have been awarded and successfully executed some of the most highprofile projects in the state. I have been fortunate throughout my career to work on great projects with the very best contractors in Florida. One of the most rewarding aspects of this process is the opportunity to work with contractors and see our designs become reality simultaneously as we

are designing collaboratively. From experience, the key to successfully working with contractors is communication, collaboration and dedication to project goals.

But first, to adequately convey the benefits of this interaction, we must define what it means to have a successful designbuild project. Ultimately, it’s not much different than a traditional bid project. A successful project is completed on time and

The I-395/SR 836 Interchange was completed with a successful design-build collaboration.

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under budget. What is unique to designbuild is the involvement of the engineer.

Our role changes from being a client of the owner to being a client of the contractor.

This perspective change can be challenging to ensure all parties are satisfied in the end. When satisfaction is achieved by all

parties, we can entice repeat business by both the contractors and the FDOT, which is the backbone of business continuity.

The foundation of all good relationships, whether professional or personal, is open and honest communication. Define and establish a communication plan from the

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beginning. This should include the who, what, when and where of communication.

It should answer the questions: Who is the main point of contact? What will be our method of communication? When will this take place? Where will this take place?

Every project is different; consequently, every plan will be different. There is one common factor with all design-build projects. They are fast-paced; therefore, communication should be frequent, utilizing regular progress meetings, technical workshops, or e-mail depending on the severity of the issue. There should be constant communication with your contractor, design team and the end client (usually FDOT).

In design-build projects, the contractors and the engineers collaborate early within the design process. This part of the designbuild process gets little attention and is perhaps one of the most critical steps.

The Alternative Technical Concepts (ATC) allow the contractor and the engineer to brainstorm to find the most economical and efficient solutions for the owner. The goal is to find solutions that improve operation (including during MOT), reduce

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initial costs, reduce construction time, and reduce long-term maintenance costs.

This process truly motivates the designbuild team to find win-win solutions, as teams are rewarded with higher technical scores for quality solutions, not just the ones with lowest costs. In a successful collaboration, the contractor is very engaged and provides feedback with perspectives on constructability, cost and time. Their knowledge of construction methods combined with our knowledge of engineering principles can lead to exciting, innovative solutions as we learn from one another in our collective effort to uphold the project goals for the owner and each other.

There is often a lot of team spirit when our ATC’s get approved, specifically when the process truly aligns all our common interests.

Dedication to project goals should be prevalent throughout the decision-making process. The project goals should be communicated with the team. Some of these are clearly stated within the request for proposal packages; others are unique to the team. Each decision should be made with these in mind even when things do not go right. It’s important to keep your eye on the big picture, not

take things personally, and continue to do what is right. Contractors want an engineer that will step in and come through for them.

This may be due to an error or omission on the plans or the failure to build per the plan and remedial action is needed. When either of these things happen, the priority should be given to immediately addressing the issue and finding the best possible solution.

Decisions must be made in a more expeditious manner than on a traditional designbid-build project since there is considerably more working resources/capital deployed while construction is underway, and, more importantly, decisions must be agreed upon before proposing solutions to the owner.

This may involve evaluating multiple alternatives before selecting the most efficient or safest one. Ultimately, the best solutions are those that incorporate the project goals, which is satisfying for all sides.

Communication, collaboration and dedication to the project goals all work handin-hand to sustain a long-term relationship with a contractor. Engineers do not choose to provide design-build services, rather contractors select the engineer and/or firm

to be on their team. As important as it is to select the right engineer for the team, it is equally important for the engineer to select the right contractor for the project. Not all contractors are interested in developing a long-term relationship.

By cultivating a strong working relationship with the contractor, the design-build experience can be a career highlight. To see an idea move from inception to collaboration to design to construction within a few months is empowering. It’s what most designers get excited about – being able to deliver solutions that improve our community’s quality of life.

This article was previously published in the FES Journal, the official monthly magazine of the Florida Engineering Society.

About the Author Walfry Pevida, P.E. is the founder of Pevida Highway Designers, LLC. Pevida has 29 years of experience and has served as design project manager and/or engineer of record (EOR) on a variety of design-build projects. He can be reached at (786) 228-5666.

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Member News

Hubbard Construction Company Celebrates 100th Anniversary Hubbard Construction Company was founded by Francis Evans Hubbard in 1920, and over the next century expanded to become one of Florida’s premier heavy civil construction contractors and asphalt suppliers. Today, Hubbard is made up of approximately 900 employees, with office locations in Tampa, Jacksonville, Lakeland and Winter Park.

“100 years is a remarkable achievement and a major milestone in our company’s history,” said Tom Craft, Senior Vice President of Hubbard Construction Company. “We are excited to celebrate this moment, as an opportunity to reflect back on our accomplishments and the close relationships we have formed within our communities. Hubbard’s legacy is entwined with Florida’s historic growth over the last century. This region is part of our identity, and vice versa.”

Throughout its 100 years in business, Hubbard has played an essential role in Florida’s growth and development. A founding member of the Asphalt Contractors Association of Florida, the company constructed the runway facilities at Orlando International Airport, and developed Cape Canaveral’s shuttle launch pads under contract by NASA in the 1950s. During the following decade, Hubbard helped to expand Florida’s roadway infrastructure with major contracts including I-10 in Lake City, the Florida Turnpike, and much of downtown Orlando.

Hubbard was involved in Florida’s boom period during the 1970s, developing sites for the University of Central Florida and becoming a trusted contractor for Walt Disney World on projects including the Disney Monorail and Bay Lake Lagoon. As these and other developers brought increased traffic to Orlando and the surrounding areas of Florida, Hubbard met the need for more infrastructure with projects including the I-4 expansion and construction of the East/West Expressway.

In the decades that followed, Hubbard expanded its business through acquisitions of Orlando Paving Company, Atlantic Coast Asphalt, Tampa Pavement Constructors, and most recently, a portion of Lane Construction now operating as Lakeland Paving.

Hubbard also diversified its business lines to include landfill and material recycling services, which operate under the Mid-Florida Materials business name.

Hubbard continues to serve Florida as a respected civil construction and asphalt paving contractor. Its founding commitment to providing superior quality and customer service remains central to the Hubbard name and identity. Hubbard has been celebrating its 100th anniversary with employee, customer and community recognitions throughout the year. Learn more about the company’s legacy and future by visiting www.hubbard.com.

Pevida Highway Designers Adds Staff; Receives Recognition as Best Company to Work for in Florida PHD keeps growing! We are excited to have added two more talented engineers to our growing structures group.

Antoine Gergess, P.E. has joined PHD as a Senior Structural Engineer. Gergess has over 30 years of experience in design and construction of major bridge projects around the world. Antoine specializes in a wide range of highway and mass transit bridge systems, including short span, medium span and long span steel and concrete bridges, and segmental and state-of-the-art cable stayed bridges.

Joining our Orlando Roadway team is Richard Guerra, who joins us as a Highway Engineering Technician. Richard hails from the University of Central Florida, where he majored in civil engineering, with a focus on transportation and geotechnical engineering.

Aneuris Hernandez, E.I. also joined PHD as a Structural Engineer Intern. Aneuris has over 14 years of structural experience including bridge replacements and widenings in both conventional and design-build projects. He also specializes in all-electronic toll facilities and working with the Florida’s Turnpike Enterprise.

In addition to our new hires, we were recognized as one of Florida Trend’s 2020 Best Companies to Work For in Florida in the Best Small Companies categories, which is an absolute honor.

This award is very important to PHD, as it reflects our company culture and what we exemplify. We understand that our PHDers are our most important asset, and we are committed to keeping them a priority. We would like to thank all our PHDers!

Dobbs Positioning Solutions Now An Authorized Topcon Dealer in Florida Dobbs Positioning Solutions has been appointed an authorized dealer for Topcon Positioning Systems in Florida. The company will provide sales, product support and training for Topcon prodWWW.FTBA.COM

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Systems will bring the upmost productivity and efficiency to contractors in Florida.

“A primary goal of Dobbs Equipment is to help our customers succeed in their work through improved productivity and uptime,” said President Adam Tschetter. “Dobbs Positioning Solutions is a growing team of industry-leading experts that will keep with this objective and provide a trusted partner to help businesses win. Our customers know Topcon is a leading provider of machine control and survey innovation. They now will experience a much higher service level with multiple locations throughout Florida. Topcon’s products are complimentary with our foundational product offerings, and we are excited to partner with such a respected company.”

Do you have news to share with FTBA members?

Please email Stacy Heidel at FTBA sheidel@FTBA.com or Jill Andreu at The Wyman Company jandreu@thewymancompany.com

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Verify utility responses before you dig by checking the Positive Response System. Use the Sunshine 811 app or sunshine811.com.

Compare the responses (codes) to the marks at your job site to ensure they match.

Note: Non-field staff who receive positive response summaries take responsibility for ensuring their excavators have the necessary information to verify positive response. Pass it on. Save a life.

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Welcome, New Members

F

TBA is proud to serve its contractor, associate and affiliate members by providing one collective voice before the Florida Legislature. FTBA works with various agencies, including the Department of Transportation and Federal Highway Administration, as well as the executive branch, to keep them informed of the needs and concerns of the transportation construction industry.

We are thankful for our members and the value they bring to the association and industry. We welcomed the following new members between May and August.

Contractor Members

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Insight: Q&A with District 2 Construction Engineer

Travis Humphries, P.E.

Q

Can you tell us a little about why you chose construction as a career? What facets of the profession do you find most rewarding?

My main goal when I started with the Florida Department of Transportation, out of college, was to gain as much knowledge and experience in as many different fields of transportation engineering that I could. I have strived and worked very hard to live up to my ambitions of being that well-rounded engineer by pushing myself beyond the mold to gain experience in many different facets.

The reason I chose construction was for the challenge. I have always had the strong desire to be constantly challenged, and I am very driven to push myself beyond my limits to achieve new heights and accomplish new goals. I enjoy serving as the District

Construction Engineer in D2, as every day is something new, with a new challenge or problem to solve, and there is never a dull moment. It is most certainly a large task that evolves into accomplishments that are rewarding if you are persistent, diligent, and determined to be successful.

Speaking of rewarding, the facets of the profession that I find the most rewarding are constructing and building things that our public depends and relies on each day and seeing the immediate results and benefits we provide to society with each project.

I also enjoy the networking, meeting new people, working with new project teams, consultants, contractors, and stakeholders. I collaborate with a very diverse, highly knowledgeable and experienced team to overcome obstacles and fix problems. I love having great technical discussions with a group that provide many differWWW.FTBA.COM

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ent perspectives and viewpoints to an issue, and in my experience these discussions stimulate innovation and provide solutions that you normally would not think of on your own.

Q

Your district serves Northeast Florida. What is on the horizon in terms of projects to manage population growth for areas such as Jacksonville and surrounding beach towns?

Florida’s leaders continue to make good decisions when it comes to investing in infrastructure and long-term planning for growth and development. Northeast Florida has seen a tremendous boom in population growth that we expect to continue. To prepare for this growth, FDOT is developing the First Coast Expressway which will connect I-10 with I-95.

The First Coast Expressway is a multi-lane, limited access toll road that, once completed, will cross parts of Duval, Clay and St. Johns counties. Expressway traffic will be tolled electronically.

Once complete, the total length of the roadway will be approximately 46 miles. The First Coast Expressway will reduce congestion on other major roadways in the region, important not only for daily commuters but also critically important during times of storm-related evacuation. The project includes a new crossing over the St. Johns River, which will improve the flow of commerce and continue to foster growth in the region.

Q

With two deep-water ports, three major rail lines, and 144 public and private airports, your district has a lot of things to manage. What are some of the challenges you and your team face on a regular basis?

The construction world is ever-changing. Our team collaborates with industry partners to innovate and improve the end product for our customers. With the growth in the region, we are constantly working to communicate with motorists, commercial truck drivers and other stakeholders in the community to explain why infrastructure construction is important and how the end product will improve their lives and support the economy.

Q

Have there been challenges with the I-95 interchange project in Jacksonville?

How have those challenges been managed?

This project runs through the heart of downtown Jacksonville, directly impacting multiple stakeholders, from daily commuters and commercial truckers to local residents and private developers. From the start of construction, our challenge and our goal has been maintaining robust, timely and accurate communication with all of the interest groups being affected by the work and to identify new ways to engage the public and keep them informed about the project.

Q

The bypass in Starke saved travelers a lot of sitting-in-traffic time. Now a $23.6 million railroad overpass project is in the works. Are you getting good feedback from local constituents?

Prior to construction of the Starke truck route, we heard community concerns. We worked with community leaders to address those concerns through enhanced signage and design changes.

Since the Starke truck route has opened, we have seen a significant reduction in large trucks driving through downtown Starke.

We are confident this development has improved mobility in the community and encouraged commerce in our region.

With the success of the Starke truck route, we anticipate the current overpass project will go even further to promote mobility and improve quality of life for residents and businesses in the community.

Q

There is a good bit of resurfacing work underway in your district. Do you see more of that smallerscale (vs. mega project) work in the pipeline?

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Maintaining our roadways is critical to protecting the long-term investments and promises we have made to taxpayers to be good stewards of their tax dollars. This maintenance means both modernizing and resurfacing our roadways over time. In the coming years, we expect continued resurfacing projects to meet customer demand and ensure our roadways provide safe, comfortable rides for drivers.

Q

Finally, tell us a little about you, Travis. What do you do for fun when you’re not working?

I am a “busy body” – always on the go, and I have many hobbies as an active sportsman, a mechanic, an avid outdoorsman (hunting and fishing), and also as vocalist and musician. I enjoy spending as much time with my wife and two boys as I can. Life is way too short to sit around and watch TV. My desire is to be active, and there is always something fun to get out and do.

About Travis Born and raised:

Suwanee County

Education: University of Florida, B.S. in biological engineering; obtained his P.E. license in civil engineering.

Years with FDOT:

Nearly 22

District 2 represents: 18 counties, 12,000 square miles, and the cities of Gainesville, Jacksonville, Lake City, Palatka, Perry, Saint Augustine, and Starke Projects managed:

$1.8 billion+

WWW.FTBA.COM

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GRL Engineers, Inc............................................................................61 www.grlengineers.com Highway Systems Incorporated (fka Arcosa)............. 66 www.highwaysystemsinc.com Hubbard Construction Company...............................................4 www.hubbard.com IA Aerial Photography......................................................................66 www.panamacityaerialphoto.com Illini Drilled Foundations, Inc.......................................................60 www.illinidrilling.com Keller................................................................................................................70 www.keller-na.com Kelly Tractor Company........................................................................2 www.kellytractor.com Kirwin Norris, P.A..................................................................................48 www.kirwinnorris.com Lead Engineering Contractors, LLC...................................34 www.Lead-EC.com Leware Construction Company of Florida, Inc.......... 30 www.lewarecc.com Linder Industrial Machinery Company...............................27 www.linder.com Lynch Oil Co., Inc..................................................................................62 www.lynchoil.com Mack Concrete Industries............................................................57 www.mackconcrete.com Martin Marietta Materials, Inc....................................................70 www.martinmarietta.com Meever...........................................................................................................60 www.meeverusa.com Newman Tractor, LLC......................................................................40 www.newmantractor.com Nielson Hoover & Company.......................................................45 www.nielsonbonds.com Orion Marine Construction, Inc................................................17 www.orionmarinegroup.com Peckar & Abramson, P.C...............................................................64 www.pecklaw.com Pevida Highway Designers, LLC............................................58 www.pevidahighwaydesigners.com Port Consolidated, Inc......................................................................69 www.portconsolidated.com Preferred Materials, Inc...................................................................12

Are You A Good Corporate Citizen?

Deadline extended!

NEW AFRICA/STOCK.ADOBE.COM

We are looking for an FTBA member with a positive story about innovative ideas that helped make the best of the COVID-19 situation in 2020. This member will be awarded Florida Transportation Builder’s first Good Corporate Citizen Award. This new annual award will be given to an individual or company that exemplifies good business practices, in good times and bad: inspiration, strong values, a caring workplace, charitable involvement, and an overarching willingness to help others.

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If you would like to participate, please email Jill Andreu at jandreu@thewymancompany.com and tell us what makes your company special. Please include your company name, number of employees, business type, and years in business. The winner of the Good Corporate Citizen Award will be announced in our winter issue of the magazine.

Deadline for entries is Oct. 26. We look forward to hearing from you!

FLORIDA TRANSPORTATION BUILDER

Preform, LLC............................................................................................51 www.preform.us Quest Corporation of America, Inc.......................................50 www.qcausa.com Ring Power Corporation....................................................................3 www.ringpower.com Sacyr Construction USA................................................................18 www.sacyr.com Seismic Surveys, Inc..........................................................................66 www.seismicsurveys.net Sunshine State One Call of Florida Inc., DBA Sunshine 811............................................................................65 www.sunshine811.com Thompson Tractor Company, Inc...........................................65 www.thompsontractor.com Trinity Highway Products, LLC.................................................31 www.trin.net White Rock Quarries.........................................................................56 www.wrquarries.com

YOUR source in Central and South Florida for the full line of Topcon precision machine automation solutions and lasers.

Locations Positioning Solutions Store 2716 Falkenburg Rd. Riverview, FL 33578 (888) 8 TOPCON Fort Myers 3005 Hanson St. Fort Myers, FL 33916 (239) 334-3627

Lutz 4618 Scarborough Dr. Lutz, FL 33559 (813) 995-0841

Orlando 4333 N. John Young Pkwy.

Orlando, FL 32804 (407) 299-1212

Pompano Beach Parts 1751 Copans Rd., Unit 8 Pompano Beach, FL 33064 (954) 977-9541

Miami 4343 NW 77th Ave. Miami, FL 33166 (305) 592-5740

West Palm Beach 3933 Martin Luther King, Jr. Blvd.

West Palm Beach, FL 33404 (561) 848-6618

Riverview Parts (Tampa) 2710 Falkenburg Rd. Riverview, FL 33578 (813) 621-4902

Call Us: (888) 8 TOPCON Learn more at topconpositioning.com and dobbspositioningsolutions.com

Sarasota Parts 6265 E Sawgrass Rd. Sarasota, FL 34240 (941) 960-2004

PipePile Pile Pipe

We offer various types of fabrication for all piling We offer various types of fabrication for all piling accessories, as well as splicing, wheelabrating, accessories, well as splicing, wheelabrating, beveling,as grooving, and threading for any specific beveling, grooving, and threading for any application. specific application.

5/8 offers an inventory from OD through CPSCPS offers an inventory from 6 5/8"6OD” through 48” OD structural carbon steel pipe.

48" OD structural carbon steel pipe.

OurOur welders are are certified, and and our procedures welders certified, our procedure performed to AWS areare performed to AWS D1.1D1.1 and and AWSAWS D1.5D1.5 specifications.

Reports arehand on hand specifications.

MillMill TestTest Reports are on if if required, supplemental testing provided required, supplemental testing provided uponupon request, on-site testing is available request, andand on-site testing is available fromfrom Consolidated’s team of specialists.

Consolidated’s team of specialists.

OurOur Bessemer, Alabama yardyard consists of 25,000 Bessemer, Alabama consists of 25,000 tons of predominantly ASTM A252 ASTM tons of predominantly ASTM A252 and and ASTM A500 grades of pipe.

A500 grades of pipe.

SheetPile Pile Sheet

We are a supplier of both hot rolled and cold We are a supplier of both hot rolled and cold formed sheet pile available for purchase or formed sheet pile available purchase rental.

Inventories includefor ASTM A572, or A588, and rental.

Inventories include ASTM A572, A588, A690 to grades 50 and 60. and A690 to grades 50 and 60.

Cast steel end protection can attached Cast steel end protection can bebe attached toto our sheet pile with a minimum of weld. This our sheet pile with a minimum of weld. This prevents tearing and leakage and provides for prevents tearing and leakage and provides for maximum salvage. Reinforcing pile ends makes maximum salvage.

Reinforcing for optimum penetration intopile anyends soil, makes which forisoptimum penetration into any soil, whichare especially beneficial when obstructions is especially beneficial when obstructions anticipated. are anticipated.

HOT ROLLED

HOT ROLLED

COLD FORMED

COLD FORMED

H-Pile

H-Pile

We currently stock 10- and 14-inch sizes We currently stock 10- and 14-inch sizes of ASTM 572 Grade 50 H-pile. Point of ASTM 572 Grade 50 H-pile. Point attachments, mechanical splicers, and allall ofof attachments, mechanical splicers, and ourour Consolidated Pipe and Supply specialty Consolidated and Supply specialty coatings are available for usePipe on all H-pile. coatings areare available forfor useuse onon allall H-pile. coatings available H-pile.

Consolidated Pipe H-pile features APF Consolidated H-pile features Hard-Bite point with Pipe integrally cast cutting APF Consolidated Pipe H-pile features APF point with teethHard-Bite that typically allows forintegrally maximum cast cutting Hard-Bite point with integrally cast cutting penetration by breaking through debris and teeth that typically allows for maximum teeth that typically allows for maximum boulders.

These teeth cut into ledge rock debris and penetration by breaking through penetration by breaking through debris and for full bearing and are optimal forinto finding boulders.

These teeth cut ledge rock boulders.

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for for fullfull bearing andand areare optimal forfor finding bearing optimal finding secure toe-hold rock. secure toe-hold on on rock.

P.O. B OX 247 247 2,2, BIR MIN G H A M, A L 35201 P.O. BOX BIRMINGHAM, AL 35201 P HONE : 205-323-7261 | 1-800-467-7261 | FA X: 205-251-7838 P.O. BOX 247 |2,1-800-467-7261 BIRMINGHAM, A L |35201 PHONE: 205-323-7261 FAX: 205-251-7838 CONSOL IDAT E DP IP E .CO M P H O N E: 205- 323- 7261 | 1-800-467-7261 | FA X: 205-251-7838 CONSOLIDATEDPIPE.COM

CONSOLIDAT ED PIPE .COM