ADVANCING WATER - Garney Construction

AUGUST 2010

ADVANCING WATER NOVEMBER 2011

ADVANCING WATER

QUICK FACTS Project Name: Prairie Waters Project

North Campus Facility Bid Package J-1

Location: Aurora, Colorado

Project Owner: City of Aurora

Design Engineer: MWH / CH2M Hill

Contract Amount: $54.6 million

Start Date: March 2008

Completion Date: July 2012

Garney was awarded the Prairie Waters

Project North Campus Facility Bid Package

J-1 in March of 2008 by the City of Aurora

(Aurora Water). The North Campus Facility is

the water delivery system for the Prairie

Waters Project. This project has been a

collaborative team effort between Garney’s

facilities and pipe operations.

The project collects water from alluvial wells

along the South Platte River and delivers

water to an Aquifer Recharge and Recovery

(ARR) site. The ARR site is a flow through

facility, providing natural purification, and is

surrounded by a low permeability barrier

(slurry wall). At the ARR site, water infiltrates

the ground through infiltration basins, is

purified through natural processes as it flows

through the alluvium, and is collected through

a series of recovery wells. Water collected

from the ARR is delivered via a pipeline to a

newly constructed water treatment plant 34

miles south of the facility.

The alluvial well field along the South Platte

River consists of 17 vertical wells sites all

FEATURE PROJECT: PRAIRIE WATERS PROJECT by Joel Heimbuck and Stephen Hagy

connected to the Raw Water South Platte

(RWSP) Pipeline. Each vertical well site

contains a 30” diameter alluvial well

approximately 40 feet deep with a Pitless well

head. The Pitless well heads are equipped

with a pump and motor assembly ranging in

size from 500 GPM to 1,300 GPM. Water is

pumped up and out through the Pitless to a 6”

discharge pipe. The discharge pipe flows

through a precast metering vault and out to

the RWSP pipeline. Each vertical well site is

typical with an average pipe run of 100 LF.

Garney installed the Raw Water South Platte

Pipeline with approximately two miles located

adjacent to the South Platte River and an

additional 4,000-foot spur that runs to the

ARR Site. The pipeline plays a very important

role in delivering water that is collected from

the alluvial well field along the South Platte to

the ARR site. The RWSP line varies in size

from 10” C-900 PVC to 36” welded steel pipe.

The ARR site is approximately a 230-acre site

surrounded by a low permeability barrier

(LPB) with three infiltrations basins and 27

recovery wells within the LPB. The LPB is

approximately 40’ to 50’ in depth but varies

according to bedrock elevations. Its purpose

is to greatly decrease the flow of outside

groundwater into the ARR site. The LPB is

tested in accordance with State water

regulations and must be approved by the

State Water Engineer. The testing of the LPB

required the removal of approximately 200

million gallons of water that was performed

through a series of 14 separate wells over a

six-month period. Garney crews lowered the

water table of 230 acres by 20 feet. The water

levels and gallons per minute (GPM) were

monitored on a daily basis and recorded for

each of the wells. The final leakage rate of the

LPB was 200 GPM.

Garney installed the 27 precast inlet

structures for the ARR infiltration basins. The

water from the vertical well field is pumped

into the inlet structures at each infiltration

basin. The three infiltration basins (Northwest,

Central, and Southwest) have three cells in

each basin and nine inlet structures per basin.

The water will flow through the inlet structures

into the basins where it will filter naturally in

the granular sandy soil native to this area.

Once the water has filtered, it will be pumped

downstream by the ARR Site recovery wells.

There are 27 recovery wells located within the

LPB that mirror the alluvial well field wells.

Once the water has percolated through the

alluvium, the 27 recovery wells will collect the

“purified” water and pump it into the Raw

Water North Campus (RWNC) Pipeline toward

the City of Aurora’s water treatment plant 34

miles south.

The ARR site yard piping connects the vertical

well field to the RWNC Pipeline that supplies

Pump Station #1. The piping consists of

25,000 LF of PVC ranging in size from 8” up to

24” and ties into the ARR site dewatering wells

and inlet structures.

The RWNC Pipeline flows from north to south

starting at the ARR site and traveling four and

a half miles to Pump Station #1. The RWNC

Pipeline is made up of 36” and 42” welded

steel pipe. The line traverses multiple farm

properties and crosses irrigation ditches and

county roads. A total of six bores were

required to install the pipeline through these

areas.

One of the greatest challenges of this project

was installing the vertical well field piping and

the RWSP pipeline through groundwater. Due

to the close proximity to the South Platte

River, groundwater was a constant challenge

that we overcame with attention to detail,

persistence, and hard work.

The greatest achievement of this combination

project was upholding the collaborative

teamwork culture. Garney used our highly

diversified crews to conquer the challenges of

building this multi-faceted job. This “first of its

kind” project in America was built by the hard

work and determination of each employee-

owner involved in the installation and creation

of this site. Together, we not only built a

successful project, but we also built lasting

relationships with the City of Aurora, the

Construction Management Firm, HDR, and the

Design Engineer Firms, CH2M Hill and Tetra

Tech. Congratulations to all involved! ◊

GARNEY KEY PERSONNEL

Principals-in-Charge: Mike Graeve

Matt Foster

Project Managers: Joel Heimbuck

Keith Lemaster

Superintendents: Alvino Roybal

Wes Conaway

Lance Bunyan

Tino Alvarez

Eric Griffin

Brian Duran

Phil Werner

Project Administrators: Stephen Hagy

Dan Stanton

Chance Galentin

Beau Javernick

Taylor Osgood

Nate Miller

Reg Pare

Ryan Schulte

Project Coordinators: Maria McCracken

Casie Deegan

Janel Tannatt

FEATURE PROJECT: PRAIRIE WATERS PROJECT

FEATURE PROJECT: 48” EFFLUENT PIPELINE by Scott Grause

In March 2010, Garney presented a proposal

to International Paper Company for the

installation of their new 48” Effluent Pipeline.

For the past 15 years, International Paper has

been designing a new system to treat the

effluent from their paper mill in Cantonment,

Florida. The mill currently puts out 32 MGD

with a maximum of 42 MGD. The final design

of the system includes upgrades to the treat

facility in the mill, the 48” effluent pipeline, and

the effluent distribution system. Garney was

awarded the 48” effluent pipeline portion of

the project which consists of the installation of

51,000 LF of 48” ductile iron pipe, a 1,200 LF

and 25-foot deep micro tunnel, four 60” jack

and bores totaling 900 LF, and two complex

concrete structures.

Robbie Butler served as Project Manager and

Scott Grause as Project Administrator with

Jason Koon overseeing as Senior Project

Manager. Cedric Joor kept crews safe

working as Safety Manger and Carrie Smith

served as Communications and Public

Relations Director. With International Paper

purchasing all the pipe for the project, detailed

communication was required amongst the

project team and American Cast Iron Pipe

Company to coordinate the 650 loads of pipe

and fittings.

The project was divided into seven sections (A

through G) with section A starting at the

distribution box and section G ending at the

mixing box. Construction began in August

2010 with the installation of the distribution

and mixing boxes. These were complex cast-

in-place concrete structures located at each

end of the pipeline. Garney subcontracted with

W.D. Rogers based in Pensacola to build the

structures which were both completed by

December 2010.

While W.D. Rogers constructed the concrete

structures, Steve Mertz and his crew began

prepping the right-of-way. There were multiple

areas with 30-foot to 40-foot cuts which need

to be benched. Enough cannot be said in

praise of Steve and his crew; the right-of-way

prepping was a key element to this project.

Steve and his “fleet” of off-road trucks moved

more than 100,000 CY of material. They also

handled stringing pipe and final restoration

activities. Mike Hall and his crew followed in

September with the pipeline installation.

Starting with section A at the distribution box,

Mike’s crew worked their way north to the mill.

Pipe installation began slowly, but ramped up

immediately when the John Deere 850D

arrived. Mike’s crew faced many challenges

throughout the project, including endangered

tortoises that needed to be relocated if found

within the right-of-way.

Section C of the project runs adjacent to a

closed landfill which was discovered to be a

superfund site in the 70s. To avoid handling

the contaminated groundwater, 3,000 LF of

the pipeline was redesigned and installed

aboveground. This aerial crossing consisted of

driving two pre-stressed piles and setting a

precast pile cap every 20 feet for 3,000 LF and

a 300-foot, three span pre-fabricated utility

bridge spanning across a creek. Since most of

this section was located within wetlands, the

right-of-way was very tight

and coordination between

the pile installation and the

pipeline installation was

extremely important. The

utility bridge consisted of a

75-foot span, a 150-foot

span and 75-foot span.

Each of the 75-foot spans

had a splice in the center and the 150-foot

span had two splices. Complete, the 75-foot

spans weighed 32,000 lbs. each and each of

the three pieces for the 150-foot span

weighed 31,000 lbs. The 75-foot spans were

spliced together on the ground and then set in

place. Due to the weight of the 150-foot span,

the three sections had to be spliced in the air.

To accomplish this, Davis Marine

Construction installed a temporary bridge to

set their crane on while splicing the sections

together. The final bridge piece was set the

first week of June 2011. A special thanks

goes out to Billy Newton and his crew who

handled the pipe installation across the

bridge.

This project had several time restrictions on

construction activities in order to minimize the

disruption to the public requiring numerous

tie-ins with the last tie-in completed this year

QUICK FACTS Project Name: 48” Effluent Pipeline

Location: Cantonment, Florida

Project Owner: International Paper Co.

Design Engineers: Jacobs Engineering

Baskerville-Donovan

Contract Amount: $16.4 million

Start Date: August 2010

Completion Date: December 2011

Continued on the next page

LONE TREE, COLORADO

Lone Tree Basin No. 2

(Denver Water)

Job 6593—$7.5 million Project Manager: Brock Southwick Superintendent: Brad Juracek Project Engineers: Lou Jauregui Shane O’Brien

Tank Crew: Jose Castro, Elizar Castro, Sam Hernandez, Jose Valdez, Miguel Castro, Bernadino Castro, Gabriel Diaz, Blake Juracek, Brunza Labore, Manuel Aguilar Gonzalez, Miguel Felix, Isidro Felix, Antolino Felix, Felipe Galvan, Carlos Hernandez, Arturo Galvan, Ramon Castro, Tomas Nunez, Jose A. Soto, Manuel Moto Barron, Jose G. Soto

Pipe Crew: Jason Brown, Reyes Esquivias, Luis Aldana, RJ Clarke

Top Left: Columns support the tank deck.

Far Right: Installing the 54” inlet line.

Bottom Left: The 10 MG tank will have a total of 16 wall pours at completion.

Submitted by Shane O’Brien

JOB SHOTS

FEATURE PROJECT: 48” EFFLUENT PIPELINE

at the beginning of September 2011 and a

successful pressure test completed

immediately after that. Startup of the system

is scheduled for the first week of December

2011 with Superintendents Charles Woody Jr.

and Humberto Del Cid and their crews.

This project has been a great success for

Garney and helped to strengthen our

relationship with International Paper. We want

to thank all of the employee-owners involved

for their hard work and dedication. ◊

LONE TREE, COLORADO

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SANFORD, FLORIDA

SR 46 Reclaimed Water and Force Main

(Seminole County, FL)

Job 3037—$3.7 million Project Manager: Dan Smolik Superintendent: Billy Newton Project Admin: Will Poczekaj

Crew: Joe Newton, Clemente Saucedo, Abraham Espinosa, Juan Munoz, Coy Alspach

Top Left: Making the tie-in of 24” PVC force main to 24” fusible PVC directionally drilled force main.

Top Right: 24” PVC force main tie-in to existing 16” ductile iron force main.

Bottom: Installing 24” PVC force main along State Road 46.

Submitted by Will Poczekaj

NASHVILLE, TENNESSEE

Washington CSO Control Facility

(Metro Water Services)

Job 3032—$17.0 million Project Managers: Steve Lowe Steve Dunlap Superintendents: Doug Hoopes Mike Gonzales Rob Grant Pedro Munoz Project Engineers: Jake Gabbard Jordan Brooking

Top Left: Second CSO deck pour.

Top Right: Driving H-piles in North First Street to shore the excavation for our cast-in-place bend and to suspend existing utilities.

Bottom: Outfall structure at the Cumberland River.

Submitted by Jake Gabbard

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OLATHE, KANSAS

PARKER, COLORADO

Cedar Creek Wastewater Treatment Plant

(City of Olathe, KS)

Job 8026—$34.0 million Project Managers: Joey Perell Phil Koehn Superintendents: Art Turner Tim Holliday Stephen Harris Field Engineer: Cole Rawson Project Coordinator: Sonya Puskas

Crew: Rudy Puskas, Sean Bryson, Matt McCann, Octavio Ramirez, Terry Miller, Manuel Galven, Eric Henderson, James Gerdes, Alex Duran

Right: Crews are putting the finishing touches on the 24” and 30” influent pump station discharge piping.

Inset: Installation of the blowers in the blower building.

Submitted by Joey Perell

Rueter Hess Dam & Reservoir Enlargement

(Parker Water & Sanitation District)

Job 9104—$140.0 million Project Manager: Wes Weaver Superintendent: Doug Voss

Crew: Sean Voss, Jason Pacheco, Gerry Buckner

Top: View of the dam and reservoir.

Bottom: View of the tower and bridge.

Submitted by Wes Weaver

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BRIGHTON, COLORADO

PALATKA, FLORIDA

Rice Creek Enhancement Project—Effluent Pipeline

(Georgia-Pacific)

Job 3054 Project Manager: Dan Smolik Superintendent: Mike Hall Project Admin: Robbie Butler

Crew: Greg Pilgrim, Dean Pilgrim, Ezequiel Penaloza, Mario Penaloza, Mike Maples, Ramon Herrera

Top: Removing a 30” steel line and installing new 36” ductile iron line.

Bottom: Extracting a piece of the existing 30” steel pipeline. The device in the photo is the new Ver-T-Pol that holds power line poles upright while you dig around them.

Submitted by Robbie Butler

Northern Water Supply Membrane Water Treatment Facility

(East Cherry Creek Valley Water & Sanitation District)

Job 6561—$24.0 million Project Manager: Ruben King Superintendents: Les Cushman Chuck Krier Jeff Dickhausen Project Engineers: Matt Davis Solange Huggins Mike Duesterbeck

Crew: Jose Hernandez, Ken Margetts, Rich Maestas, Miguel Soto, Manuel Bencomo, Louie Lucero, Craig Wold, Joe Yriarte, Jerry Rodriguez, Jeff Munn, Chris McBride, Kevin Smolinski, Daniel Rechtenwald, Tom Barth, Carlos Castro, John Gepkens, Gustavo Garfio, Russ Newborn, Bill Beckett, Steve Jordan, Josue Alvarez

Submitted by Solange Huggins Above: The whole Garney crew in front of the membrane building.

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FRUITA, COLORADO

GLENWOOD SPRINGS, COLORADO

Fruita Wastewater Reclamation Facility

(City of Fruita, CO)

Job 6517—$22.8 million Project Manager: Keith Hinds Superintendents: Bob Grivy Carey Woods Juan Torres Jeff Dickhausen Project Engineers: Nick Campbell Paul Duesterbeck Michael Huff

Left: Oxidation ditches have been filled and clear water startup for fine bubble diffusers, drum mixers and vertical shaft mixers are complete. The background of this picture shows the solids processing building where the roofer has completed the radius roof panels.

Right: Pump gallery located in the lower level of the headworks building includes WAS/scum pumps, RAS pumps, influent pumps and grit pumps.

Submitted by Michael Huff

Shoshone Dam Repair

(Xcel Energy)

Job 6613—$1.6 million Project Manager: Joel Heimbuck Superintendent: Wes Conaway Project Engineer: Stephen Hagy Project Admin: Casie Deegan

Crew: Raul Ballesteros, Francisco Yriarte Sr., Francisco Yrairte Jr., Tobias Santoyo

Top Left: Tying rebar and epoxy 3/4 coil road for one-sided form ties.

Bottom Left: Picking up and setting the excavator for dam demolition work.

Right: Demolishing concrete in slab.

Submitted by Stephen Hagy

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HENDERSON, KENTUCKY

Whites Creek Pike 24” Water Main


Job 3039—$6.4 million Project Manager: Gary Goff Superintendent: Kevin Griffin Project Engineer: Trent Roszell

Top: Trenching subcontractor H.L. Chapman assists the Garney crew with installing pipe through the solid rock creek crossings. Cubic yard sandbags and an 8” pump are used to divert stream flow around the operation.

Bottom: Kevin Griffin’s crew uses a Cat 328 zero radius machine to install 24” ductile iron pipe in a narrow two-lane road. Road closure is maintained using programmed mobile traffic lights. A custom designed and engineer stamped trench box is used to keep the ditch tight and help eliminate wasted stone, flowable fill, and asphalt binder.

Submitted by Trent Roszell

Downtown Water and Sewer System Separation and Renovation

(Henderson Water Utility)

Job 3017—$7.3 million Project Manager: Gary Goff Superintendent: Will Kennedy Project Admin: Zack Bloomfield

Crew: Michael Waterworth, Ben Lapp, Jamie Strahan, John Fitzgerald, Stewart Jones, Josh Magee, Basil Trouten

Left: 500 LF run of 8” DIP down Main Street. There were 76 existing water services that had to located and kept in service until the new line was in service.

Top Right: An existing 210 LF of 12” clay tile line was burst and replaced with a 20” HDPE line.

Bottom Right: Michael Waterworth and Scott Fitzgerald (of Fitzgerald Trucking) doing their part to reduce emissions by “carpooling” on Scott’s scooter.

Submitted by Zack Bloomfield

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JENKINSVILLE, SOUTH CAROLINA


V.C. Summer OWS Water Treatment Plant System Design-Build-Operate

(South Carolina Electric & Gas)

Job 3045 Sr. Project Manager: Dave Hall Project Manager: Josh Flammer Superintendent: Johnnie Ornelas Project Engineer: E.J. Jiles Safety Manager: Cedric Joor

Top Left and Right: Pilot testing rig provided by Pall Corporation where we are running initial water treatment tests in order to decide which combination of chemicals will work best in the plant.

Bottom Left: This project includes a membrane treatment plant, a lake intake structure, and two sedimentation ponds.

Bottom Right: Cedric Joor runs a water filtration cleansing that keeps raw water particles from building up inside the pilot rig membrane.

Submitted by E.J. Jiles

Mill Creek Sewer Replacement


Job 3028—$7.5 million Project Manager: Jeff Seal Superintendents: Tim Brewster Tony Southerland Project Admin: Jordan Carrier

Right: Both pipe crews (left to right): Back—Tommy Fathera; James Johnson; Jonathan Evans; Tony Southerland; Henry Hobbs; Jerry Shearron; Michael Brewster; Tim Brewster; Jordan Carrier; Johnny Tidwell; Cass Woods; Front—Travis Meredith; Shawn Lamay; Antonio Franco; Not Pictured—William Fisher

Inset: Testing Crew—Ron Johnson and Andres Vargas

Submitted by Jordan Carrier

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SANTA FE, NEW MEXICO

COLORADO SPRINGS, COLORADO

Canyon Road Residual Handling Modification

(City of Santa Fe, NM)

Job 9105—$12.8 million Project Manager: Tom Baughman Superintendent: Ronny Burst

Top: View of the residual building.

Bottom: Spent filter backwash filter.

Submitted by Tom Baughman

Southern Delivery System Segment FW1B

(Colorado Springs, CO)

Job 6602—$3.1 million Project Manager: Bill Williams Superintendent: Phil Werner Project Admin: Ryan Schulte

Right: Horizontal Boring Technologies’ bore pit.

Submitted by Ryan Schulte

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CUMMING, GEORGIA

LAS CRUCES, NEW MEXICO

Forsyth County WTP Expansion

(Forsyth County Department of Water & Sewer)

Job 3009—$19.8 million Project Manager: Andy Brown Superintendent: Johnnie Ornelas Project Engineer: Nathan Holmes

Top: Finishing up interior mechanical piping in the membrane building.

Bottom: Exterior of the membrane building is completed.

Submitted by Nathan Holmes

NMSU Chilled Water System Improvements: Site Utility Distribution Package

(New Mexico State University)

Job 7502—$3.1 million Sr. Project Manager: Phil Naylor Project Manager: John Sedbrook Superintendents: Wally Esparza Steve Chandler

Crew: Mario Longoria Esparza, Kevin Charvea, Adalberto German, Leonel Gomez, Richard Oswalt, Frank Renteria, Joel Cabajal, Juan Tapia, John Yazzie

Left: Installing twin 24” chilled water lines down the main access street of campus.

Right: Snaking twin 24” lines between the library and theater buildings on campus.

Submitted by John Sedbrook

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FOUNTAIN, COLORADO

FORT LUPTON, COLORADO

Harold D. Thompson Regional Water Reclamation Facility

(Lower Fountain Metropolitan Sewage Disposal District)

Job 9103—$17.9 million Project Manager: John Jacob Superintendent: Jeff Burst Project Engineer: Tyler Ammerman

Crew: Doug Bloss, Matt Brady, Bill Burst, Gordon Cole, Bill Howard, Adam Roeder, Kurt Walters

Top: Aerial view of the aeration/digester basin and clarifier construction work.

Bottom: Backfill and concrete work at the headworks structure.

Submitted by John Jacob

Prairie Waters North Campus Project—ARR Site

(City of Aurora, CO)

Job 2902—$2.8 million Project Manager: Keith Lemaster Superintendent: Brian Duran Project Admin: Taylor Osgood Project Coordinator: Janel Tannatt

Crew: Nathan Lopez, Joe Logan, Kyle Sweat, Jeryd Sisneros, Alan Castillo, Jorge Trejo, Eduardo V. Orozco

Right: The crew lays dual 24” PVC lines for the central infiltration basin.

Inset: Tying into the existing 24” line and laying the 8” PVC line to well A-4.

Submitted by Taylor Osgood

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AURORA, COLORADO

Gun Club 42” Waterline

(City of Aurora, CO)

Job 6599—$2.4 million Project Manager: Keith Lemaster Project Admin: Taylor Osgood Project Coordinator: Janel Tannatt

Right: Garza Concrete pours the PRV vault walls.

Submitted by Taylor Osgood

HIALEAH, FLORIDA

Hialeah Reverse Osmosis Water Treatment Plant

(City of Hialeah, FL)

Job 3016—$6.8 million Sr. Project Manager: Mark Abram Project Manager: Josh Petro Superintendents: CJ Cahoy Curtis Hefley

Crew: Armando Hernandez, Jeff Griffin, Kevin Nauss, Robert Capps, Tyler Boehning, Zach Trombly, Jose Rivas, Andrew Kremer, Johnny Mercer, Luis Bautista, Cirilo Correa

Top Left and Right: Setting under slab HDPE pipe for reverse osmosis skids. Steel frames were used to lock in pipe.

Bottom Left and Right: Fusing HDPE header and walking it into place.

Submitted by Josh Petro

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DEVILS LAKE, NORTH DAKOTA Devils Lake East End Outlet Pipeline Installation, Contract 5

(North Dakota State Water Commission)

Job 4375—$23.0 million Project Managers: Matt Foster Scott Parrish Superintendents: Gil Duran Phil Werner Jerald Gass Project Admin: Nate Miller

Crew: Alice Duran, Gene Lopez, Lorenzo Reyes, Dave Garcia, Cayton Hoff, Ramon Cortez, Ondray Johnson, Waldo Romero, Diomedis Avila-Navarro, Iram Aragon, Victor Cortez, Noe Avila-Navarro, Rick Craig, Eloy Ortega, Victor Diaz, Jose Diaz, Manuel Diaz, Vicente Govea, Abel Espinoza, Andrew Marcias, Jerry Smitson, Raymond Gileau

Top Left and Right: Installation of 96” RCP and 96” welded steel pipe.

Bottom: North Dakota sunset.

Submitted by Nate Miller

HUDSON, FLORIDA

Hudson to Shady Hills Wastewater Diversion Force Main and Pump Station

(Pasco County, FL)

Job 3044—$6.5 million Project Manager: Dan Smolik Superintendent: Steve Mertz Project Admin: Cassandra Marshall

Crew: Tim Burrage, Travis Stewart, Steve C. Mertz, Steve Vasseur, Herb Finks, Ricardo Lopez

Top: Installation of high early flowable fill concrete in a driveway at the County Health Department.

Bottom: Installation of 24” ductile iron force main within a tight right-of-way along Denton Avenue.

Submitted by Cassandra Marshall

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PUEBLO WEST, COLORADO Southern Delivery System, Segment S2

(Colorado Springs Utilities)

Job 6597—$25.9 million Project Manager: Bill Williams Superintendents: Gil Duran Jeff Riddle Alvino Roybal Project Admin: Ryan Schulte

Crew (currently on site): Jon Backman, Dustin Hayward, Leopoldo Soto, Victor Varela

Top: H.L. Chapman double trenching for rock.

Bottom: Weld after backfill testing.

Submitted by Ryan Schulte


Omohundro 60" Transmission Water Main


Job 3043—$7.4 million Sr. Project Manager: Jeff Seal Superintendent: Tim Brewster Project Engineer: Phillip Taylor

Garney crews are preparing to mobilize to begin installation of a new 60” Lok Ring ductile iron transmission water main at Metro Water Services’ Omohundro Water Treatment Plant in Nashville. This new 60” transmission main will replace two older existing parallel 36” cast iron water mains, one constructed in 1890 and the other in 1927.

The Omohundro WTP is one of two water treatment plants for Nashville and Davidson County and this construction project is very important and extremely sensitive to minimize disruption to existing Metro Water Services customers.

Submitted by Steve Ford and Jeff Seal

Photos taken by Grant Davidson of Hayes Pipe Supply

The 60” ductile iron pipe is being manufactured by American Cast Iron Pipe Company and the 60” horizontal gate valves have been manufactured and delivered to the job site by American Flow Control. Pictured are Phillip Taylor and Michael Brewster posing with several American Flow 60” and 36” gate valves. Both manufacturers have jumped through hoops to provide these critical material items in a timely many so as to not delay the start of construction on this important project.

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WILLISTON, NORTH DAKOTA

PUNTA GORDA, FLORIDA Regional Integrated Loop System, Phase 1A Interconnect

(Peace River Manasota Regional Water Supply Authority)

Job 3019—$10.1 million Project Manager: Dan Smolik Superintendent: Chris Vanlerberg Project Admin: Rob Fults

Crew: Jeff Jones, Steve Warren, Bryan Taylor, Ronnie Ward, Jerry Bert, Keith Durrance

Top: Marine Subcontractor Ed Waters and Sons installing sheeting for 7,300 LF of 30” HDPE river crossing.

Bottom: Chris Vanlerberg and crew laying 24” ductile iron pipe along Sandhill Boulevard.

Submitted by Rob Fults

Williston West Water and Sewer Extension

(City of Williston, ND)

Job 4368—$2.6 million Project Manager: Ed Rolf Superintendent: Chris Roberts Project Admin: Kevin Uhl

Crew: Bryan Roberts, Pedro Lopez, Rick Roberts, Darin Herd, Adrian Mejia, Hernan Mejia, Elwin Claros

Top Left: Rainbow over the job site.

Top Right: Dave Dwyer and crew digging along Highway 2 in Williston.

Bottom: Bryan Roberts digging the first setting for a night road crossing.

Submitted by Kevin Uhl

EMPLOYEE OWNERSHIP MONTH

October was Employee Ownership Month, and all crews were invited to participate by celebrating and promoting Garney’s ESOP. In addition, ESOP Man was officially introduced to all employee-owners. The idea of ESOP Man came from one of our very own employee-owners, David Lustig. Garney’s superhero will be around to help promote our ESOP both internally and externally.

ESOP Facts

1. The employee stock purchase model was developed in the mid-20th century, primarily as a way to align employee interests with the employer’s.

2. No other nation in the world has laws that sanction an arrangement that is the same as the United States ESOP.

3. There are approximately 11,500 ESOPs in place in the United States. Only 3,000 of those are 100% owned by the ESOP like Garney is today.

4. It is estimated that only a small percentage, 5% to 6%, of the American workforce are working in ESOP companies.

5. An ESOP is a trust, with the assets divided up into “individual accounts” that are allocated to the employee-owners.

6. Additions are made to each individual’s stock account annually. The longer an employee stays with the company, the more value in her or his ESOP account.

7. Owning stock is not like owning your car, your house, or your clothes. Sharing ownership with many other employees in a stock arrangement creates rights and responsibilities, and creates boundaries on what one individual employee-owner can do.

8. “We believe that employee ownership improves American competitiveness…that it increases productivity through greater employee participation in the workplace… that it strengthens the free enterprise economy and creates a broader distribution of wealth…and that it maximizes human potential by enhancing the self-worth, dignity, and well being of our people.” --The ESOP Association and the Employee Ownership Foundation

9. For more than 20 years, The ESOP Association and its member companies have been celebrating Employee Ownership Month every October. It is a celebration of the incredible spirit of employee ownership and an opportunity to educate employee-owners about the tremendous benefits of employee stock ownership plans (ESOPs).

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GOALS:

Allow all employee-owners to achieve their full potential

Service to our customers and the community

Job security and ESOP perpetuation

Safety / Quality / Profitability

GARNEY IS ON TRACK TO HAVE THE THIRD BEST YEAR IN OUR 50-YEAR HISTORY

This is quite an accomplishment considering the current economy and state of our industry. Many other companies are performing well below normal and in some cases, are laying off employees or have gone out of business. Our high level of performance is something all employee-owners should be proud of. Do you ever wonder how Garney can be so successful while other companies struggle? The answer is quite simple – our company culture. Our culture is built on a solid foundation of employee ownership, and the way we conduct business is based on our goals and philosophies. This is what makes our strong company culture.

A fourth philosophy, 100% employee ownership, was recently added to our philosophies. It seemed appropriate to ensure that our most defining characteristic was strongly represented. Most everyone is aware of our goals and philosophies and lives and breathes them every day. But do you realize how important they are to our success? This new column will bring increased awareness of this fact and highlight specific examples throughout the company. Please continue approaching your day-to-day business dealings keeping the goals and philosophies in the forefront of every decision. It’s easy to do and doing so will ensure our company and our ESOP continues to grow and prosper.

PHILOSOPHIES:

Integrity is the shortest path to success

Win/win

Excellence is the standard

100% employee ownership

ESCA LOBBY DAY FOLLOW UP

(Below is an email excerpt from Noelle Lundberg from ESCA. Tony Kempf, Garney Vice President, recently attended ESCA’s lobby day and is pictured back row, second from the right, next to Senator Pat Roberts.)

It is thanks to you and your participation in ESCA’s September 2011 lobby day that we had such a successful day on Capitol Hill last week educating Members of Congress and influential Congressional staff on the importance of protecting your S ESOP and the benefits to employee-owners. Senator Pat Roberts has been a longstanding supporter of private, employee-owned companies. As you all well know, it takes significant work to turn a Member of Congress from generally interested to a champion of S ESOPs. Your follow up efforts are a key component to this process. Again, thank you for your participation. We look forward to continuing to work with you!

"Integrity is one of several paths. It distinguishes itself from the others because it is the right path, and the only one upon which you will never get lost." - M.H. McKee

MARKETING MINUTE

HOW TO REACH A WIN-WIN OUTCOME IN ANY SITUATION One of Garney’s philosophies and core beliefs is that every situation can (and should) have a win-win outcome for all parties involved. Win-win may look simple on paper, but here are a few tips on how to carry it out in actual situations.

Mental Outlook The foundation for win-win starts in an employee-owner’s mental outlook — those thoughts and attitudes that enable him or her to establish a win-win relationship with customers. Employee-owners who show that they possess a positive, dynamic belief system are more likely to connect and establish win-win relationships. Here are core beliefs to following the win-win philosophy:

Relate to the positive, rather than the negative characteristics of others.

See opportunity all around you.

Establish specific, concrete values to help you make decisions.

Look past today because your big dreams and lofty goals should carry you through the day-to-day discouragements and struggles.

Fasten in your mind all the details of success you want, and then use visual imagination to believe that you are already there.

Actions To Get You To Win-Win You gain a win-win result by actively and vigorously pursuing your customer’s interests. Win-win is not something that simply happens to lucky people. Getting to win-win is a conscious and active choice on any issue you encounter. The first step is to assess your current win-win position, then list the actions needed to achieve it. Ask yourself one question: What can I do to assure win-win? Since winning is so intimately connected to people’s personal feelings, ask each customer what you can do to achieve it.

Factors of Win-Win Success in win-win outcomes surprisingly has less to do with knowledge or mastery of any specific skill. Instead, according to a recent study, the three biggest factors of assuring a successful win-win outcome are Attitude, Belief, and Coolness under pressure (ABC). People who have a generally positive attitude about what they do consistently reach win-win outcomes. They also welcomed new challenges, opportunities and pursuits. In your daily actions with Owners, Engineers, Subcontractors, Suppliers, etc., remember your ABCs and go for the win-win!

Adapted from “The Selling Advantage” Issue 535

SAFETY SEGMENT by Neal Timmons In life, there are experiences that shape our lives and affect the way we think and begin to form lifelong values. The story I am about to share with you, was one of experiences that I will never forget. It caused me to think differently about safety and the costs associated with employee injuries.

VINNY’S STORY THE BEGINNING

Vinny was a laborer on a project just north

of Richmond, Virginia. He was one of

those guys that when you met him, you

knew he was a special individual—he had a

great sense of humor, uncommon wisdom,

brutal honesty, and a work ethic that was in

a class by itself. Yet Vinny, with all of these

traits, was a very modest and humble man.

I first met Vinny while touring a job site with

the Project Superintendent on my first day

of hire. He came striding up to where we

were standing. I could not help but stare at

him; he was about five and a half feet of

muscle, red hair, and a grin on his face that

made me think I had just done something

incredibly stupid. He stuck out his baseball

glove sized hand, shook mine, (it hurt) and

said gruffly, “So, you’re the new kid. I’m

Vinny. We’re glad you’re here.” He then

abruptly turned and started to walk away,

looked over his shoulder and yelled, “Let

me know if there is anything you need!”

The look on my face must have been

priceless. “Who is that?” I asked the

Superintendent. “That’s Vinny. He kind of

runs our concrete operations,” he said.

“You mean he’s a Superintendent?” “No,”

he said, “Not a foreman either, but he

definitely runs the concrete show.” “I’m

impressed!” I exclaimed. “Yeah, most

people are when they meet him, but just

wait until you get to know him.”

So I did and I was. Over the next year, that

project, and especially Vinny, taught me

more about construction, people, and

dedication than I could have possibly

imagined. There were days that just

watching Vinny do his thing, made me tired.

He was always the first on the job in the

morning and usually the last to leave at

shift’s end.

He never slowed down, constantly on the

move; never had to tell him what to do next,

just what needed to be done. By the end of

the day, his “20 something” crew was worn

out, but curiously, they all showed up the

next day. For that entire year, no one ever

quit, showed up late, or laid out on Vinny’s

crew. They all respected and admired him,

would not want to let him down, and most

likely didn’t want to take the verbal abuse

from Vinny and the rest of the crew.

I got to know Vinny pretty well, and my

family and his family became good friends.

One evening over a couple of adult

beverages, I asked him why he didn’t want

to be a foreman or superintendent.

“Don’t want it, and for sure don’t need it,” he

said and that was all he had to say about it.

Vinny enjoyed what he did. He was damn

good at it and didn’t need the headaches,

paperwork, and all the moving around.

Having a wife who had plenty of money

might have had something to do with it as

well.

The Trap Vinny’s crew had spent the last couple of

weeks pouring floors in a six level

structure. The floors were 40’ x 60’ and the

three middle floors had a 10’x 20’ open

hoist way in the middle of each floor.

The steel erector subcontractor had been

delaying the pours due to his staging of

materials on the floors. Vinny had been

patient, but was determined to complete

the third floor this week. On Thursday

afternoon, the sub had finally relocated all

his materials from the floor, with the

exception of three 6” x 16’ beams that were

now laid across the open hoist way (see

diagram below). The ends of those beams

would be in the way of finishing the floor. If

the floor was to be finished by Friday

afternoon, Vinny could not wait for the sub

to get around to moving the beams. Vinny

and his crew headed up to the third floor to

move the lousy beams!

(…to be continued in the next newsletter)

Third Floor

Beams Concrete to be poured

Hoist Opening

LETTER OF PRAISE

SUPERINTENDENT RESOURCE SITE

David Lustig worked this summer to compile forms he had created with the help of several Superintendents during their last workshop. This SharePoint site includes “lessons learned” in quality control procedures, which are very important to communicate across the company. The site is an easily accessible online resource center available for all Garney Superintendents and field personnel to visit before starting a project or a phase of work. You are able to look over available checklists and forms to help avoid common mistakes in quality control. Folders for each region have been created to provide a common place to share information. Please feel free to contact David ([email protected]) if you would like to add quality control forms and procedures for your respective regions.

https://ops.garney.com/sites/superintendent/default.aspx

EMPLOYEE-OWNER SPOTLIGHT

Josue is a full-time hourly Field Engineer currently working on the ECCV Northern Water Supply Membrane Water Treatment Facility project. Josue has been a crucial link between supervision and the Spanish speaking employee-owners on his job site. In addition, he voluntarily assists in developing and presenting a number of safety training programs in addition to performing his own duties. Josue has a genuine interest in safety and communicating his safety knowledge to his fellow workers. Pursuing a degree in Construction Management at Westwood College in Denver, Colorado, Josue aspires to someday to follow in his uncles' footsteps, Florentino and Jose Alvarez, who are both seasoned Garney Superintendents.

JOSUE ALVAREZ

PARTING SHOTS

THREE GENERATIONS OF HUNTERS

FIRE IT UP!

BABY FARKAS

Pictured with their prize, from right to left, are Colorado Project Manager Bill Williams, his father, Doug Williams, and Bill’s son, Wyatt Williams.

GATOR ENCOUNTER

CFO Jeff Lacy gets some tips on how to run an excavator from Vice President and equipment extraordinaire Steve McCandless.

Matt McKinnon, Project Engineer in Florida, and his fiancée Kimberly, caught a 9’ 6.5” alligator weighing a total of 275 lbs! It took the strength of four people almost an hour to get the gator into the boat after it dragged the boat 50 yards into the bushes and buried itself under the roots. Just one of the hazards (benefits?) of living in Florida!

It is the Central Region's honor to announce that on Sept. 29 at 2:13 PM, Estimator Dave Farkas and his wife, Janeen, became the proud parents of a baby girl, Madison Jeanne. She weighed 7 lbs., 14 oz.

Congratulations Janeen and Dave!

ADVANCING WATER - Garney Construction

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