Fall 2018
HNTB PARTNERS PROGRAM Builds
Profitable relationships
Purple Line Provides
Opportunities for Maryland DBEs
ABC Elevates
Diversity & Inclusion It's a bird, It's a plane...
It's a Drone!
HOLT BROTHERS GAME PLAN helps build Raleigh Union Station
Celebrating HISPANIC HERITAGE MONTH The Metropolitan Washington Airports Authority recognizes the contributions of Hispanic Americans to the National Capital Region and honors the Hispanic and Latino Community whose rich culture and contributions have made our company, our country and our world a better place. Let your business and your career take flight with the Airports Authority’s Supplier Diversity and Human Resources Departments. Learn more about the Department of Supplier Diversity at www.mwaa.com/supplierdiversity Learn more about our career opportunities at www.mwaa.com/careers
Reagan National Airport
Dulles International Airport
Dulles Toll Road
MWAA.COM
Your Journey Begins with Us
Dulles Metrorail
08
33
18 Features
Industries
08 Holt Brothers Construction
30 Aviation
Game Plan Helps Build Raleigh Union Station
13 HNTB Partners Program
HNTB Partners Program Builds Profitable Relationships
18 Associated Builders and Contractors Elevates Diversity & Inclusion
ABC Promoting Diversity in Construction Industry
Power Players 21 Jacobsen|Daniels
Jacobsen|Daniels Partners with Haley & Aldrich to Win Atlanta Airport Contract
25 Business First
Broward County Florida OESBD Focused on Building Profitable Local Firms
4
// FALL 2018
Airport Board Chairs Provide Diversity & Inclusion Leadership
33 Transit
Purple Line Provides Opportunities for Maryland DBEs
36 Civil/Highway
It’s a Bird, It’s a Plane… It’s a Drone!
Business Development 39 Transferring Ownership of a DBE Company
In Case You Missed It 42 Pennsylvania Man Convicted of
Exploiting USDOT Disadvantaged Business Program
Farad Ali, chairman, Raleigh-Durham International Airport
30
Branding Campaigns Copywriting & Editing Crisis Communication Graphic Design & Layout
Fall 2018 Volume 6, Issue 3 Publisher: Shelton A. Russell Managing Editors: PR PROS, LLC Creative Director: BRANDilly MC
Media Coaching & Training Public Relations & Media Relations Research & Strategic Planning Social Media Management Strategic Communication Video Production Services
Digital Media: Premier Web Design Solutions Editorial: Jeff P.H. Cazeau, Esq. Sarah Magargee Jordan Taylor Philip D. Russell Headquarters: 514 Daniels Street, #186 Raleigh, NC 27605 Website: www.AmericanDBE.com
About American DBE Magazine: American DBE Magazine is the premier industry resource for individuals and stakeholders who work within the design, construction and transportation industries. American DBE Magazine is published quarterly and distributed in all 50 states — plus Puerto Rico and the U.S. Virgin Islands — to diverse business program administrators, business owners and professionals in the design, construction and transportation industries.
Subscriptions: American DBE Magazine is published quarterly in Winter, Spring, Summer and Fall editions. The annual subscription rate is $24.99 including online editions, special industry reports, and four issues; single copy list price is $6.99 plus postage originating from Raleigh, North Carolina.
follow
Advertising Sales: editor@AmericanDBE.com | (919) 741-5233 (Office) Fall 2018 //
5
From the Publisher
Approaching Another Watershed Moment in Our Nation’s History
T
he midterm elections are right around the corner, and it appears that we are fast approaching another watershed moment in our nation’s history. Right now, there seem to be more questions than answers. Will this election signal a change in the direction of our political discourse -- or validate the direction we are currently going? Some of the key decisions that will be impacted by the results of the midterms include: raising the gas tax to fund national infrastructure improvements, the status and direction of immigration reform, and the implementation of actions to increase environmental stewardship. The results of this election will undoubtedly have lasting implications for years to come. As this coming reality relates to American DBE and our mission to promote, educate and inform diverse companies in the engineering, construction and transportation industries, I am considering the impact of the upcoming election on programs and initiatives that provide opportunities for diverse firms that have been historically underutilized. I am also watching the upcoming action of the U.S. Supreme Court as it pertains to the case related to affirmative action in undergraduate admissions at Harvard University. The unique nature of the lawsuit is demonstrated by one minority group (Asian Americans) suing the university to end policies they say favor other minority groups in admissions over them. The case shows the new and more sophisticated challenges any affirmative action programs face in today’s environment.
In light of these significant events and the effects they may have on our industry, we are pleased to publish the Fall 2018 issue of American DBE Magazine. This issue salutes diverse firms that are carving out new paths to success in our growing economy. Our cover story features Holt Brothers Construction, owned by Torry and Terrence Holt. These two siblings have used successful careers in the National Football League (NFL) to springboard their way into entrepreneurship and business success; thereby defeating the odds stacked against them and refuting the adage that says NFL stands for “Not For Long.” The Holt Brothers have not only used their earnings from the NFL wisely, they are on their way to building a lasting company that will have staying power far into the future. This issue also features the HNTB Partners Program and its success in working with diverse engineering firms on the Michigan Department of Transportation I-94 Modernization project. The HNTB program demonstrates how initiatives to include small and diverse firms can bring win/win results to both large and emerging firms when the right strategy and development process are put into action. Another feature story highlights Associated Builders and Contractors (ABC) and its efforts to promote diversity and inclusion through the annual Diversity and Inclusion Summit, Diversity Resource Groups, and an annual Diversity and Inclusion Awards program. There are many other stories in this issue highlighting the growth and success of diverse companies and organizations striving to increase inclusion in the engineering, construction and transportation industries. I hope you enjoy this issue of American DBE Magazine. Best wishes,
Shelton A. Russell, Publisher American DBE Magazine
6
// FALL 2018
THE LEWIS COMPANY 30 Years of Aviation & Consulting Services INVENTOR AND U.S. PATENT HOLDER OF THE
21ST CENTURY SMART RUNWAY SYSTEM
AVIATION ARCHITECTURE & ENGINEERING
AIR FREIGHT EXPEDITE SERVICES
919.612.7195 ••oscarlewis@thelewiscompanies.com 919.612.7195 oscarlewisaviation@gmail.com P.O. Box 232••Morrisville, Morrisville, NC P.O. Box 232 NC27560 27560 www.thelewiscompanies.com
ENVIRONMENTAL COLLECTION, TESTING & LABORATORY SERVICES
OSCAR M. LEWIS PRESIDENT & U.S. PATENT HOLDER Awarded 2016 National MBA of the Year by the National Black MBA Association
Feature
Holt Brothers Game Plan HELPS BUILD Raleigh Union Station By Sarah Magargee
W
ith concrete floors polished to a high shine, 70-year-old steel pillars towering overhead, and light streaming in through floor-to-ceiling windows, the new Raleigh Union Station is a stunning nod to Raleigh, North Carolina’s past and a glimpse into the future of this growing Southern city. Built within an old Dillon Supply Co. steel warehouse in the heart of downtown Raleigh, the 26,000-square-foot train station replaces an existing Amtrak station that was too small to accommodate the area’s booming population. The new station has room to grow,
8
// FALL 2018
with flexible commercial space and capacity for additional train lines and buses in the coming years.
a major transportation hub in the future. It is a front door to the city of Raleigh.”
Holt Brothers Construction, founded by siblings Terrence and Torry Holt, was part of a threecompany team with Clancy & Theys Construction Company and Skanska USA. The group was selected as Construction Manager-at-Risk to build the $110 million station. Terrence said that the project was a once-in-a-lifetime opportunity for Holt Brothers Construction to make a real impact in the city they call home. “As native North Carolinians, our love and affection for this state are indescribable,” he said. “This station is anchoring what could be
Team Players Holt Brothers Construction was founded in 2007 by the two former NFL players — bringing another unique perspective on teamwork to the industry. “What we do at Holt Brothers is inspired by our experiences on the football field,” said Torry, who played for the St. Louis Rams, Jacksonville Jaguars, and the New England Patriots — scoring a total of 74 touchdowns and playing in seven Pro Bowls.
The new Raleigh Union Station opened in July 2018 and was constructed by Clancy & Theys and Skanska in association with Holt Brothers Construction.
Torry said: “We approach every project with a game plan that we study, rehearse, and then go out and execute. We have what I call ‘huddle sessions’ where we take everyone out to completed projects and review what we have built and everyone’s role in it. We talk about what we did right and how we could do better the next time.” Holt Brothers specializes in construction manager-at-risk (CMAR) projects, which is a service delivery method that relies heavily on collaboration between all players in the project, explained Terrence, who played college football for North Carolina State University and later played six seasons with the NFL’s Detroit Lions. This expertise was particularly helpful with the Union Station project, which demanded a collaborative effort from Clancy & Theys, Skanska and Holt Brothers team members, as well as close working relationships with local, state and federal entities — all while not disrupting the current rail activity. “Keeping everyone on the same page was easier said than done,” Terrence said. “But we did it!”
Built for the Ages Holt Brothers worked on all phases of the Union Station project, including pre- and post-construction work, over the course of several years. The group was responsible for the structure’s exterior work, railway platform and civic plaza. “Before the project started, this was just a hollowed-out industrial structure in the middle of the weeds,” Terrence said. “It was important for us to keep the bones of the old
Torry Holt (left) and Terrence Holt, owners of Holt Brothers Construction, visit the great hall of the Raleigh Union Station in Raleigh, N.C.
Guests from North Carolina and across the nation attend the dedication ceremony for the Raleigh Union Station in April 2018.
building and create a train station within. We also wanted to create a space that could evolve as usage changed.” Together, the team created a train station that paid homage to the building’s past; keeping the massive steel pillars and ceiling beams, and creating an artistic wall from salvaged metal sheets. A giant illuminated analog clock hangs from one of two large gantries that were once used to move steel around the building. The station also offers a new 920-foot-long center island platform with level boarding, making it the first high-level platform in North Carolina. A circular passenger dropoff area adjoins the station along with ample short- and long-term parking. A pollinator garden outside softens the structure and offers an inviting green space for passengers to explore. “Some projects are considered snowflakes; meaning they are a once-in-a-lifetime opportunity,” Terrence said. “The Raleigh Union Station was our snowflake. It is a
10
// FALL 2018
showcase project and strengthens our connection to the city. We are very proud of the work we have done.” Today, the Raleigh Union Station is open for business, offering four daily round trips between Raleigh and Charlotte. The station also serves Amtrak’s long-distance Silver Star passenger train, providing service to the Northeast and Florida. In the future, the station will add bus service and potentially accommodate a high-speed rail line. Also in the works is 3,847 square feet of retail space on the ground floor; 6,262 square feet of offices on the second floor; and a 2,702-square-foot restaurant with a rooftop patio topping off the third floor.
Carolina Roots Terrence and Torry were born and raised in Gibonsville, North Carolina and hold an affection for the Tar Heel State so strong that, despite successful NFL careers that afforded them the opportunity to live anywhere, they chose to return home. Both brothers sought out post-professional athletic career paths that allowed them to positively
“It is a showcase project and strengthens our connection to the city. We are very proud of the work we have done.” Terrence Holt, co-owner of Holt Brothers Construction
impact their home state while building a successful business. “Holt Brothers Construction came out of an initial interest in real estate,” Terrence said. “We thought we would start doing residential house flips, but over several conversations with different business advisers, we saw an opportunity for a minority-owned commercial construction firm.” Terrence and Torry met with industry experts to further explore the viability of their venture. “We were met with one reoccurring theme — ‘These are good guys, but what is their aptitude for construction?’” laughed Terrence.
“They consistently thought we were crazy, but that did not spook us, because we are tough!” After careful consideration, the brothers decided the best way to enter the market was through the acquisition of A&M Construction, an established firm with years of experience. “That acquisition gave us the tools and ammo we needed to hit the ground running. We have been grinding away ever since,” Terrence said. He continued: “A&M Construction had focused on contracts where they did 100 percent of the work themselves, with their largest job being $10 million. Torry and I were of the mindset that we could go way beyond that if we started partnering with other firms and took on CMAR projects.” With the help of A&M’s talented staff, and Terrence and Torry’s ability to build successful partnerships, Holt Brothers Construction started taking on large-scale projects that quickly established them as leaders in the CMAR market. Today, Holt Brothers Construction employs 30, is a certified Historically Underutilized Business (HUB) with the State of North Carolina, and a certified minority-owned business (MBE) with the National Minority Supplier Development Council.
Giving Back and Moving Forward Philanthropy is a core value at Holt Brothers Construction. Through The Holt Brothers Foundation, Terrence and Torry support KidsCan!, an educational and peer empathy program for children with a parent battling cancer; and Camp Kesem, a sleep-away camp for children ages 6-16 who have a parent with cancer. For Terrence and Torry, this cause is deeply personal: Torry was 10 years old and Terrence, 6, when their mother was diagnosed with lymphoma, which she valiantly fought for
Passengers prepare to board a train at the Raleigh Union Train Station. (Photo courtesy of NCDOT Communications)
Members of the Holt Brothers Construction team visit a project site in Durham, N.C. 10 years before passing away in 1996. This impacted the brothers profoundly and inspired them both on the field and in their business. In a 2015 blog post about philanthropy and business, Torry wrote: “Philanthropy is part of who I am, and giving back to the community is a way of life for my brother and me ... There’s no greater feeling, no greater satisfaction, than knowing you’re making a difference. But giving back to your community is also good for business.” Through numerous philanthropic endeavors, Holt Brothers Construction has built relationships within the community, established trust and respect, and won clients. The outreach work also strengthens morale within the company and helps encourage employee loyalty and longevity. Just as they did on the football field, the Holt brothers are continually finessing their vision and perfecting their game plan. For Holt Brothers Construction, Terrence and Torry want to continue growing the company locally, but also consider expanding to other areas. “We are aware that this is a unique time in North Carolina where there is a ton of construction going on in our backyard,” Terrence said. “We are also mindful that at some point, business at home will not be so robust. With that in mind, we are looking at other markets. As a young firm, we are still establishing the Holt Brothers way. For us, that begins with the ability to replicate successful projects and provide an exceptional level of service that our clients expect."
FALL 2018 //
11
Feature
HNTB Vice President Dr. Audrey Andrews (middle) networks with Onyx Enterprises President and CEO Tarolyn Buckles (left) and Somat Engineering Vice President Sharmyn Elliott (right) at the 2018 COMTO National Conference in Baltimore, Maryland. Both companies are former participants in the Michigan Department of Transportation I-94 SBE Training Program.
HNTB Partners Program
BUILDS PROFITABLE RELATIONSHIPS By American DBE Staff
S
mall businesses often face significant challenges when striving to get the experience necessary to win work on large transportation projects. Although these firms often have the technical expertise to work on major projects, the companies sometimes lack the capacity, prior project experience, or financial strength to win a major opportunity as a prime or first-tier sub-contractor. In 2001, HNTB Corporation, one of America’s leading transportation,
engineering, architecture and planning firms, acknowledged some of the challenges small businesses face in scaling up to work on large transportation projects and launched the HNTB Partners Program. The initiative strengthens HNTB’s relationships with local small industry firms and provides a forum for sharing best practices for growing and sustaining a profitable business. “HNTB Partners Program is a 12-month long program that provides HNTB the opportunity to share industry best practices and
business processes that help small businesses sustain and grow the capacity within their companies,” said Dr. Audrey Andrews, author of the HNTB Partners Program and Director of Small Business Partnerships at HNTB. “Our program covers aspects of financial management, business processes, sales and marketing, and business operations for architecture and engineering firms in the industry.”
FALL 2018 //
13
“The time we spend together — and the lessons learned — help us form true relationships that continue beyond the initial 12-month program ... ” Audrey Andrews, director of Small Business Partnerships at HNTB
Participants in the Michigan Department of Transportation I-94 SBE Training Program complete software training in 2016. (Photo courtesy of the Michigan Department of Transportation) HNTB’s goal for the program is to build business relationships with small companies that hopefully grow into opportunities to work together on transportationrelated contracts. Throughout the program, HNTB exchanges information, ideas and standards of performance it has developed over its 104 years in business. “The time we spend together — and the lessons learned — help us form true relationships that continue beyond the initial 12-month program,” Andrews said. In the fall of 2015, Andrews led the creation of a small business program specifically for the Michigan Department of Transportation’s (MDOT) Interstate 94 Modernization Project. HNTB is a member of the Owner’s Representative Consultant (ORC) team for the project, and is working with MDOT’s project managers to complete this mega-project in Detroit. The Small Business Enterprise (SBE) Training Program is modeled after HNTB’s Small Business Partners Program, but has been expanded to include “just-in-time” technical and software training for small, minority and disadvantaged businesses participating on the I-94 Advanced Bridges Phase I project. “One of the most innovative ideas resulting from the initial discussion surrounding the development of the SBE Training Program came from the collaborative efforts between MDOT, the ORC, and the Federal Highway Administration,” Andrews said. “Creating smaller up to $150,000 contracting opportunities for SBEs that would allow non-service prequalified small businesses to participate on the I-94 project and gain
14
// FALL 2018
Construction crews work on the Gratiot Avenue Bridge in connection with the MDOT I-94 Modernization Project. (Photo courtesy of the Michigan Department of Transportation) experience towards obtaining prequalification in specific work categories while contracting as primes for faster payment and greater client interactions was a game-changer for the businesses participating in the program.” The I-94 Advanced Bridges Phase I project identified eight bridges for replacement as part of the 6.7-mile freeway modernization effort. As design began on the eight bridges, MDOT selected eight local small businesses to provide design support services for the project. The selected firms included: Onyx Enterprise, Somat Engineering, Value Engineering, RS Engineering, Spalding DeDecker, Access Engineering, Carter & Associates, and Tyme Engineering. These firms were hired to work categories such as municipal utility design, roadway design, traffic signal design, signing and pavement markings, roadway geotechnical engineering and street lighting.
With the goal of providing the I-94 SBE Training Program participants experience toward gaining new areas of pre-qualification with MDOT or maintaining existing pre-qualification in specific work categories, MDOT and its ORC team subject matter experts worked together with SBE participants in a co-located I-94 project office. This environment allowed MDOT and the ORC team to provide formal SBE training workshops, over-theshoulder reviews of in-progress work, and feedback to aid with SBE participants successfully delivering their MDOT contracted work on-time, within budget and with quality. The SBE technical training workshops were scheduled for “justin-time” delivery of contractual work, meaning the training was offered just when SBEs needed the skills to work on the project. Other business-oriented workshops trained SBEs on topics including proposal writing, strategic planning, marketing and sales, business finance, work planning and business operations. The success of the I-94 Advanced Bridges Phase I design led to a number of benefits for the SBEs and MDOT. Some of the SBE firms opened new offices in the Detroit metropolitan area or expanded existing offices. Some firms hired new employees, developed new business relationships, or gained experience related to new areas of pre-qualification, while other firms were able to partner with local SBE firms on different projects. The results also helped MDOT exceed its overall DBE goal for the year. Onyx Enterprise, a Detroit-based engineering, project management and construction management firm, won a contract for municipal utility design and completed the SBE Training Program in 2013. Onyx president and CEO Tarolyn Buckles
is pleased with the development of her company during the program. “HNTB is the most influential partner we’ve had since starting the company,” Buckles said. She started the program in 2012 by completing a business assessment with HNTB executives to determine her company’s specific needs. HNTB subject matter experts then tailored the program’s training modules to specifically address Onyx’s needs during one-on-one meetings with Buckles. “We looked at things like calculating overhead rates, staffing levels, quality assurance/quality control plans, safety and pricing,” Buckles said. “It was intense, and they asked the tough questions, but I learned a lot and it was a very good experience.” Buckles used the experience to win four prime consulting projects with MDOT. Onyx won the municipal utility inspection contract for the M-1 Rail Street Car project in Detroit during 2013. The company also secured three separate project assignments on the I-94 Detroit Modernization Program. The first project was municipal utility design for the Advanced Bridges Phase I project as part of the I-94 Design Team. Next, the company was assigned the Turf Establishment Design for the Advanced Bridges project, and most recently Onyx won MDOT’s Office Technician Construction Engineering and Inspection Support contract for the Gratiot and Chene over I-94 Bridge construction project. “The SBE Program had a big impact on my business,” Buckles said. “Dr. Andrews is one of the best trainers I’ve seen for educating small businesses. I think it is because she is an educator.” Given the ongoing success of the initial SBE Training Program, MDOT looked to provide additional opportunities to SBE firms by
The SBE technical training workshops were scheduled for “just-in-time” delivery of contractual work, meaning the training was offered just when SBEs needed the skills to work on the project.
instructing its ORC team to create an SBE Training Program for Construction Engineering and Inspection (CEI) — for the construction phase of the I-94 Advanced Bridges Phase I project. The development of the CEI SBE Training Program created even more opportunities for local small businesses to participate in the I-94 Project, as well as gain experience in specific work areas that could be used toward gaining MDOT prequalification. For the I-94 Advanced Bridges Phase I project’s SBE/CEI Training Program, 11 small businesses were selected to provide CEI support services on five bridge replacements and three pedestrian bridge demolitions. “The development of the SBE Training Workshops is a collaborative effort of the entire ORC Team and MDOT staff,” Andrews said. “We have a one-team approach, and the ORC team works to develop and facilitate meaningful training workshops that will assist the SBE participants to successfully deliver their contracted services to MDOT.” HNTB Vice President and Michigan Office Leader Eric Morris said: “The SBE Program is extremely beneficial to both parties. It creates a great
FALL 2018 //
15
Construction crews work on the Chene Street Bridge as a part of the I-94 Modernization project.
forum for the exchange of information and best practices. We learn from our partners and they learn from us on how to grow our businesses within the highly competitive transportation industry. It’s a long-term investment that provides lasting results for HNTB and our partners.”
Morosi, MDOT senior communications specialist. “It’s a win-win, because small businesses get the opportunity to work for MDOT and hire workers, and MDOT gets a greater number of qualified companies that can increase competition.”
The I-94 SBE Training Program has gained recognition from industry organizations such as MAASTO (Mid America Association of Transportation Officials) and the Michigan Chapter of COMTO (Conference of Minority Transportation Officials) for its innovative approach to creating opportunities and advancing development for small and diverse firms in the Michigan region.
Similar success of the SBE Training Program in Michigan has been achieved by other HNTB offices across the country, including the Washington, D.C. metropolitan area office, which has a strong record of encouraging DBE participation and partnering with diverse firms. Current HNTB projects in the area include: the I-395 Express Lanes Northern Extension, and South Capitol Street Corridor/Frederick Douglass Memorial Bridge Project. These two projects assembled teams of small business partners to help HNTB exceed client expectations.
The I-94 SBE Training Program also has received industry honors and awards for its small business development innovation. In May 2018, HNTB — along with the Michigan Department of Transportation — received the Michigan Conference of Minority Transportation Officials’ Special Innovative Procurement Award for the I-94 Modernization Project’s unique approach to creating small business opportunities and development in the Michigan region. Kim Avery, COMTO Michigan President said, “The innovative program embodied the mission and vision of COMTO.” Additionally, in August 2018, the Mid America Association of Transportation Officials presented MDOT with the Quality of Life/Community Development Award for the significant impact the I-94 SBE Training Program has had on the development of local SBE firms participating on the I-94 Modernization Project design and construction phases in the Detroit area. “The SBE Program has allowed local small businesses the opportunity to become pre-qualified consultants for MDOT,” said Rob
16
// FALL 2018
Tina Boyd & Associates is one of the firms partnering with HNTB in the Washington area. “We credit HNTB for giving us our first community engagement opportunity,” said company President and CEO Tina Boyd in a statement. “Since that time, we have collaborated with HNTB on client-focused projects such as the Managed Lanes Corridor Study, the Georgia Avenue Dedicated Bus Lane Project, and the DC Streetcar Brand Ambassador Program. None of that would have been possible without HNTB taking us under its wing and giving us the opportunity to envision, explore, collaborate and discover what is really important in any situation.”
Why Bonding Matters Surety Bonds Protect
In 2017, the surety industry spent over $1.3 billion to pay subcontractors and suppliers, and to advance the completion of bonded projects.
Surety Bonds Empower
Bonds are available and contractors who focus on increasing their bonding capacity build solid and sustainable businesses. If you are looking for bonds under $400,000 and have good credit, you can get bonds through various Quick Application or Fast-Track Programs. The SBA Surety Bond Guarantee Program also is available to help contractors establish a relationship with a surety company and helps to provide additional backing for contractors.
The Surety & Fidelity Association of America Supports Contractors
The Model Contractor Development Program (MCDP) provides small, minority and women contractors with education that supports growth and sustainability, and an individually customized plan to achieve bondability. US DOT Bonding Education Program (BEP) in partnership with SFAA helps small businesses become bond ready. The BEP is a hands-on, multi-component program designed to address what businesses need to do to become bondable businesses. Bondable Businesses = Sustainable Businesses
www.surety.org
Feature
Associated Builders and Contractors elevates
Diversity and Inclusion By American DBE Staff
[L to R] ABC Diversity and Inclusion Summit participants Gregory Malcolm, Carolyn Ellison, Donna Venerable-Davis, Linda Graves, Christina Vena, Kirby Wu, and Brad Lewis network after the event.
E
xecutives in construction companies across the country are recognizing that Diversity and Inclusion is no longer a measure of corporate goodwill or philanthropy, but that it is now a business imperative in today’s economic landscape. The current construction boom, combined with a severe labor shortage in the industry, has created an abundance of work and an urgency to develop innovative strategies to find and prepare workers to meet the current demand.
18
// FALL 2018
Associated Builders and Contractors (ABC) addressed this and other industry trends at the 4th Annual Diversity and Inclusion Summit held in June 2018, as part of ABC's Legislative Week in Washington, D.C. Industry leaders from large construction companies, ABC chapter representatives and diverse firms met to discuss Diversity and Inclusion in the construction industry; and to consider innovative strategies to increase diverse business participation in construction. “The Diversity and Inclusion
Summit goals are to provide best practices and to gain knowledge and tools to help members and industry professionals establish a more diverse and inclusive workforce,” said Tia Perry, ABC director of business development and partnerships. One of the topics discussed during the day-long conference was the work of ABC chapters in creating workforce development programs to train underrepresented groups for construction industry jobs. ABC presidents from the Baltimore, Greater Michigan, and Empire State (N.Y.) chapters led a discussion highlighting the innovative approaches they are taking to recruit, train and employ workers from diverse populations. Jimmy Greene, president of the Greater Michigan Chapter, discussed how his chapter led the creation of a separate non-profit agency called the Greater Michigan Construction Academy (GMCA) to provide apprenticeship training in 11 skill trades — including areas such as electrical, pipe fitting, carpentry, insulation and welding. GMCA currently has more than 500 students enrolled in apprenticeship programs located in five cities across Michigan. The agency’s workforce programs are accredited by the United States Department of Labor, and the National Center for Construction Education and Research (NCCER). “We have a 100 percent placement rate for our programs, and our programs are targeted to underrepresented groups like women, African American, Hispanic, and LGBT," Greene said. “I like to tell people that this is the other four-year degree.” Business financing and surety bonding are persistent challenges that diverse firms often face in the construction industry. The summit
The annual summit is the signature program of the ABC Diversity Committee. The committee’s mission is to develop “resources and tools to assist ABC members and chapters in working with America's diverse workforce.” also held sessions led by the Small Business Administration (SBA) and the Surety and Fidelity Association of America (SFAA) to discuss programs and services available to diverse firms seeking business loans and bonding to pursue additional work in the industry. Robb Wong, associate administrator of the Office of Government Contracting and Business Development at the SBA, shared new programs and services being offered to small businesses to increase access to capital. The SBA’s latest initiative is a reduction in fees for the SBA Surety Bond Guaranty Program. This is the first time the fees have been reduced in 12 years, and the decrease will be in effect for guaranteed bonds approved during fiscal year 2019, taking effect Oct. 1, 2018, and ending Sept. 30, 2019. Diversity and Inclusion leaders from major construction firms including Turner Construction, Hensel and Phelps, and Gilbane Construction shared a panel with successful diverse construction firms to share best practices to increase the participation of diverse business in contracting opportunities. The discussion included strategies to create contracting packages that are the right size for smaller firms, and offering mentoring programs to increase capacity.
“We have a 100 percent placement rate for our programs, and our programs are targeted to underrepresented groups like women, African American, Hispanic, and LGBT. I like to tell people that this is the other four-year degree.” Jimmy Greene, president of the Greater Michigan Chapter
The annual summit is the signature program of the ABC Diversity Committee. The committee’s mission is to develop “resources and tools to assist ABC members and chapters in working with America's diverse workforce.” In addition to the summit, the committee consists of eight Diversity Resource Groups (DRGs) created to identify best practices and strategies to address specific populations. The eight DRGs are: Veterans, Hispanic, African American, Native American, FALL 2018 //
19
(L to R) ABC LEADERS BRIAN SAMPSON OF EMPIRE STATE CHAPTER [N.Y.]; JIMMY GREENE OF GREATER MICHIGAN CHAPTER; AND MIKE HENDERSON OF BALTIMORE CHAPTER SHARE BEST PRACTICES FOR INCREASING DIVERSITY IN THE CONSTRUCTION INDUSTRY AT THE 2018 ABC DIVERSITY AND INCLUSION SUMMIT.
Women, Disabled, LGBT, and Asian. Each DRG is led by a member of the Diversity Committee. “Recognizing that we were not providing value to all minority business enterprises within the industry, we formed the Diversity Resource Groups to tell our story and get more feedback,” Perry said. “These groups play a vital role in bringing people with common interests and characteristics together to help articulate, promote and support the needs of certain constituencies.“ Another initiative of the committee is sponsoring the annual ABC Diversity Excellence Awards. ABC’s website notes that the awards program “recognizes members that display exemplary diversity leadership in their company, workforce, supply chain and community with best-in-class recruitment policies, retention practices, and training and mentoring programs.” ABC recognizes six categories of award winners including Associate; General Contractor (over $33 million); General Contractor (less than $33 million); Small & Emerging Contractor; Subcontractor; and Supplier. The 2018 nomination process started in September 2018, and the deadline for nominations is November 16, 2018. Award winners will be announced in mid-December and will be formally recognized at the ABC National Excellence in Construction Awards black-tie gala on March 27, 2019, in Long Beach, California. “Six years ago, we challenged ourselves to expand our leadership and contributions to ABC chapters and member companies’ diversity efforts,” Perry said. “This
20
// FALL 2018
Joanne Brooks Esq., vice president and counsel of The Surety & Fidelity Association of America discussing the importance of surety bonding for small construction firms at the 2018 ABC Diversity and Inclusion Summit. resulted in a three-prong strategy: Diversity Resources Groups, the ABC National Diversity Excellence Awards, and the Diversity and Inclusion Summit. Through this integrated approach, we’re working to advance ABC and the minority business community.”
S t o r y S u c c e s s D B E
Jacobsen|Daniels
Partners with Haley & Aldrich to win
Atlanta Airport Contract
Hartsfield-Jackson Atlanta International airport unveiled 102 electric vehicle charging stations in January 2017. (Photo courtesy of the City of Atlanta)
By American DBE Staff
O
ne of the best ways for diverse firms to expand capacity and grow is through the use of collaboration strategies like joint ventures and teaming agreements. These relationships allow an emerging firm to leverage its capabilities, experience and relationships with a similar-sized or larger company to pursue opportunities that would be too large or too risky to pursue alone. Jacobsen|Daniels, an experienced airport consulting, operations and concessions firm, used this strategy to establish a joint venture with Haley & Aldrich to win a contract with the City of Atlanta Division of Aviation, owner of the Hartsfield-Jackson Atlanta International Airport (HJAIA). The Haley & Aldrich Jacobsen|Daniels Joint Venture (HA-JD JV) won a multi-year, multimillion-dollar contract to develop and implement a comprehensive world-class sustainability, facilities, and asset management strategy for HJAIA,
and to help develop a long-term roadmap for sustainable growth at the world’s busiest airport. The joint venture team combines Haley & Aldrich, a national engineering and environmental consulting firm with 30 office locations across the United States, with Jacobsen|Daniels, a thriving DBE- and ACDBE-certified firm with several office locations including: Chicago, Seattle, Baltimore, Detroit, Los Angeles, Houston, St. Louis and Atlanta. Haley & Aldrich has an established reputation and portfolio in the aerospace industry relating to the innovative management of environmental liabilities. Jacobsen|Daniels boasts an established reputation in the aviation industry with airports, airlines and rental car executives. The joint venture brings together all of the skills and abilities needed for the HJAIA project. FALL 2018 //
21
Darryl Daniels, CEO of Jacobsen|Daniels
“Finding a partner to strengthen your combined efforts is important; however, it is also important to have an airport client that supports these arrangements,” Darryl Daniels, CEO of Jacobsen|Daniels, said. “The City of Atlanta has a long history of advocating for minority businesses in airport contracting.” Michele Rall, a managing consultant for Jacobsen|Daniels serves as project manager for the HJAIA contract. Rall coordinates the team’s effort and serves as a liaison to the HJAIA staff. Her role includes coordinating the team’s efforts around a wide variety of asset management, facilities and sustainability tasks. “Our overarching goal is to help HJAIA be known as the greenest airport in the world, and a world-class leader in asset management,” Rall said. The HA-JD JV team includes 13 other specialized engineering, environmental and airport planning firms. The entire team is taking a holistic and strategic approach, identifying the needs of the facilities, asset management and sustainability business units to collaboratively address the airport’s long-term development goals.
22
“Finding a partner to strengthen your combined efforts is important; however, it is also important to have an airport client that supports these arrangements.” Darryl Daniels, CEO of Jacobsen|Daniels
Haley & Aldrich is also using its expertise in Lean facilitation and engaging a cross-functional group of HA-JD JV and HJAIA team members to identify common goals, challenges and innovative solutions. The key deliverable of the project is the creation of a comprehensive plan that will guide the airport in its asset management, facilities and sustainability programs moving forward.
Asset Management Initiatives The HJAIA strategic plan includes long and shorter range goals for asset management. HA-JD JV analyzed the airport’s asset management goals and is now helping to generate a vision, philosophy, approach, project scope and asset management plan. The team
has broken down the various needs of the airport into smaller general tasks that will achieve the larger needs. The team is also assisting the facility assessment process by gathering data and providing it to the VFA system, a software platform that helps the airport maximize its asset management programs. Other initiatives include performing technical reviews to improve the asset management function. The data gathered from these reviews will further guide the airport in making decisions. The team is also helping improve regulatory compliance, helping to quantify the total cost of ownership of assets, and providing support for sustainable asset management.
Hartsfield Jackson Atlanta International Airport launched a new Commercial Vehicle Hold Lot containing a solar production facility in December 2017. The airport has taken significant steps with the goal of being the most sustainable airport in the world. (Photo courtesy of the City of Atlanta)
Given the size of the HJAIA assets, the team was tasked to perform professional assessments for each area of building performance standards. HA-JD JV is assessing the condition of these assets and reviewing any documents referencing their physical condition to make recommendations to mitigate any deficiencies found. Rall said, “After finding any deficiencies, the team will provide recommendations on how to improve the function of assets in review.”
The joint venture team is also assisting the airport to plan, improve and coordinate a
100 percent Renewable and Clean Energy Plan.
Sustainability Initiatives Another facet of the contract is assisting the airport with sustainability programs that save on costs, generate revenue and reduce waste. Currently, the team is working with the Green Acres Program to improve waste management. Green Acres is an upcycling effort that takes trash generated from the airport and separates reusable materials like cardboard, glass and plastics for resell to companies needing these raw materials. “Upcycling is the next step from recycling,” Rall said. “In recycling, you don’t sell the materials, but this program allows the airport to turn trash into revenues.” HA-JD JV is also assisting the airport’s Food Recovery Program. HJAIA is an official endorser of the U.S. Environmental Protection Agency Food Recovery Challenge Program. The airport utilizes the Goodr mobile application to coordinate the pickup of leftover food from airlines and concession operators that is still healthy and safe, but is identified as waste by airlines and restaurants. This program reduces the amount of food waste going to the landfill, while providing area nonprofit agencies (such as homeless
shelters) with food for needy families. Goodr, an Atlantabased minority- and woman-owned company, coordinates the pickup and delivery of the food for a fee. In return, the airport recovers some of the fee by creating less trash for pickup by waste management companies. The Goodr system has diverted nearly 1 million pounds of edible goods in Atlanta from landfills – and into kitchens. The joint venture team is also assisting the airport to plan, improve and coordinate a 100 percent Renewable and Clean Energy Plan. This plan is developing measures to maximize sustainability through a number of strategies including increasing electrical and plumbing efficiency, developing the use of solar energy, increasing the use of natural gas and electric vehicles, and creating messaging strategies for airport visitors and employees. “We want to identify any opportunities for energy conservation and reduced waste,” Rall said. FALL 2018 //
23
“We look forward to collaborating with an airport that is already at the forefront of sustainability practices, and we anticipate continuous innovation and improvement in its business and operational practices.” Alec Smith, HA-JD JV General Manager
“Our Sustainable Management Plan aims for 20 percent reduction in emissions, water and energy consumption, and 90 percent landfill diversion by 2020,” HJAIA Resilience and Sustainability Manager Liza Milagro said. “Our GreeningATL campaign creates passenger and employee engagement.” Some of the specific tasks the airport will use to increase sustainability include converting to LED lights, incorporating green infrastructure to allow the first inch of rainfall to permeate the ground, adding electric buses and compressed natural gas shuttles, and installing white roofs. “In 2016 ATL became the first U.S. airport to achieve ISO 50001 certification,” Milagro said. The certification comes from the
International Organization for Standardization and establishes the requirements and guidelines of an energy management system. HA-JD JV General Manager Alec Smith said: “We look forward to collaborating with an airport that is already at the forefront of sustainability practices, and we anticipate continuous innovation and improvement in its business and operational practices. By more closely integrating facilities, asset management and sustainability operations in this process, the airport will realize significant maintenance, planning, development, and procurement efficiencies and cost savings.”
d b e
p r o g r a m
s p o t l i g h t
Business First
Sandy-Michael McDonald (right) and Master of Ceremonies Jamie Guirola of NBC6 South Florida (left), present awards to 2018 Broward & Beyond Business Conference Nonprofit/ Government honorees Newton Sannon, President/CEO, OIC of South Florida (2nd from left) and Carol Hylton, Executive Vice President, CareerSource Broward.
Broward County Florida OESBD Focused on Building Profitable Local Firms By American DBE Staff
B
roward County Florida, one of the fastest growing metropolitan areas in the United States, has an economy larger than 13 states in the country. The county is home to more than 1.8 million residents and covers over 1,200 square miles. As owner of Fort Lauderdale International Airport and a transit system, Broward County government is a major contributor to the area’s economic output. The county adds 6,000 jobs and nearly $1.8 billion in annual spending to the local economy. Along with the airport and transit system, the
county runs the Broward County Convention Center, a Recreation and Parks department, and a county library system. The Broward County Office of Economic and Small Business Development (OESBD) ensures that small and diverse firms receive the maximum opportunity to contribute to the county’s economic growth -- and works to connect businesses to opportunity by preparing them for success in county procurement activities. OESBD Director SandyMichael McDonald leads a team of
economic development and small business professionals focusing on attracting new businesses to Broward County and developing small businesses in the jurisdiction. McDonald believes the economic development and small business development functions are a perfect compliment that is at the essence of local economic impact. “The main economic engine creating jobs and revenues are small businesses,” McDonald said. “So having these two functions married together FALL 2018 //
25
Expert judges for the Broward and Beyond Pitch Competition provide feedback to contestants at the 2018 Broward & Beyond Business Conference.
allows us to attract and promote business in Broward County and to promote business opportunities in county procurement as well; not only for us, but for all 31 cities in Broward County.” OESBD administers business certification and compliance for several programs, including the Disadvantaged Business Enterprise, Airport Concessions Disadvantaged Business Enterprise, Local County Business Enterprise, and Small Business Enterprise Programs. However, McDonald said it is not the ‘alphabet soup’ of programs that make the difference for successful companies. “I always tell our businesses that it’s about business first,” he said. “Only after you establish who you are, what you can do, how good you are at what you do, and if you can deliver on time and on budget, can you leverage your certifications. We can only certify you, we don’t qualify you. People will always hire who they think can best do the job.” OESBD offers a number of programs to provide companies with the tools needed to become qualified to do business with Broward County’s agencies. “We listened to
26
// FALL 2018
our businesses during the public meetings for our DBE goal setting and found out what they needed to be successful,” McDonald said. “We took that information and put together a series of workshops using industry experts in areas like bonding, access to capital, upcoming procurement opportunities, and a new workshop called ‘Certified, Now What?’” The ‘Certified, Now What?’ workshop educates potential and newly certified firms on ways to market their company after getting certified into one of the programs, instead of waiting for the phone to ring with new opportunities. McDonald says the training, outreach and certification efforts of OESBD are making an impact, demonstrated by the success of the Fort Lauderdale International Airport (FLL) in exceeding DBE and ACDBE goals so far on an expected $3 billion in spending for renovation and expansion projects happening at the airport. “We have been able to meet and exceed our goals for DBE and ACDBE opportunities,” McDonald said. “Over the last three years we have been able to take what are good goals and good opportunities, and to grow them even further.”
Sandy-Michael McDonald, director of the Broward County Office of Economic and Small Business Development
McDonald attributes the airport’s DBE and ACDBE programs’ success to the leadership of Mark Gale, the aviation director/CEO of FLL. “These business programs are only as successful and as serious as the folks that are responsible for them, and the folks who are initiating the procurement opportunity,” McDonald said. “And Broward County has a real one in Mark Gale. He is serious about DBE, and he is committed. He also serves
“And Broward County has a real one in Mark Gale. He is serious about DBE, and he is committed. He also serves on the national board of the Conference of Minority Transportation Officials.” Sandy-Michael McDonald, director of the Broward County Office of Economic and Small Business Development
on the national board of the Conference of Minority Transportation Officials.” Broward County Transit is also anticipating outstanding opportunities for small firms related to plans for the expansion of operations as part of a 30-year plan to increase public transportation in South Florida. The county is looking to pass a “Penny Sales Tax” measure in November 2018 to provide a 1 percent local option sales tax to fund county-wide transportation system improvements. McDonald said the measure could provide more than $300 million in transportation improvements to Broward County and would offer business opportunities for both local small businesses and DBE firms. “This measure will create jobs, new businesses, and sustain existing businesses for years to come,” McDonald said. Broward County’s current business opportunities extend beyond the transportation sector. The county recently completed a new $400 million courthouse building that exceeded the county’s 30 percent local small business goal. In 2019, the county expects to break ground on a $700 million, 800,000-square-foot convention center expansion project that will also offer significant opportunities to small and diverse companies.
Sandy-Michael McDonald, director of the Broward County Office of Economic and Small Business Development addresses the 2017 Florida International Trade and Cultural Expo.
OESBD representatives are working hard to make sure businesses are well aware and prepared for the opportunities coming in the near future. In addition to its ongoing workshop series, OESBD hosts two signature programs annually to provide networking, training and outreach services to companies doing business in South Florida. OESBD hosted the “Broward and Beyond” conference in May 2018 to highlight business opportunities within the region. The event recognizes the success of large and small contractors for the county in creating economic growth and supporting the mission of the business programs administered by OESBD. The other signature program for OESBD is the Florida International Trade and Cultural Expo, which was held in October 2018. The expo brought together representatives from international trade partners and local businesses in the Broward County region to discuss opportunities to export products and to do business with countries in the Caribbean Islands and Central America. McDonald is excited about the opportunities for small and diverse companies to do business in Broward County and South Florida. “When you look at the fact that we have one of the fastest growing airports in the country, plus we are in a metropolitan area of more than 6 million people, businesses looking to grow and expand should take a look at Broward County,” he said. FALL 2018 //
27
PROUD TO GIVE BUSINESSES A LIFT CATS is proud to provide opportunities for businesses to create local jobs through the advancement of transit projects. CATS also seeks to create an environment that gives small and socially or economically challenged local businesses the opportunity to compete for publicly funded contracts by participating in the Small Business Opportunity (SBO) and the Disadvantaged Business Enterprise (DBE) Programs. On the LYNX Blue Line project, for example, CATS spent $42.9 million with 38 DBE firms to build the new light rail system. As the major provider of public transportation to Charlotte and the surrounding region, CATS relies on the communities we serve to build and operate the service every day. By working together on these new opportunities, we can all keep our communities moving in the right direction. For more information, visit ridetransit.org.
Capacity builders advocating for contractors nationwide.
410.876.9610 • thebarbourgroup.com
Colette Holt & Associates provides legal counsel and consulting services to governments and businesses. Colette Holt & Associates is a firm of nationally recognized experts in conducting disparity studies and designing, implementing and defending successful affirmative action programs. Led by Ms. Holt, our team has decades of experience in legal issues, statistical analysis and best practices in program administration. • Minority/Women/Disadvantaged Business Programs • Affirmative Action and Compliance Consulting and Training • Disparity and Availability Studies • Speaking and Presentation Services • Expert Witness Services • General Counsel to American Contract Compliance Association
(773) 255-6844 • colette.holt@mwbelaw.com • www.mwbelaw.com
aviation
Warner H. Session, chairman of the board of directors at Metropolitan Washington Airports Authority.
Farad Ali, chairman of the board of directors at Raleigh-Durham International Airport.
Airport Board Chairs
Provide Diversity & Inclusion Leadership By American DBE Staff
T
he role of chairperson for a board of directors is to provide guidance, leadership, collaboration and vision. In the airport environment, this complex job is a volunteer role that requires a thorough knowledge and understanding of operations for a successful airport, the political environment, the local community,
30
// FALL 2018
and the economic landscape. The board chair must also help create and monitor the airport’s policies and performance in the area of Diversity and Inclusion — both in hiring and in the administration of a diverse business inclusion program. Two African-American board chairmen at two major U.S. Airport Authorities — Warner H. Session
of the Metropolitan Washington Airports Authority (MWAA) and Farad Ali of the Raleigh-Durham Airport Authority (RDU) — are completing terms at their respective airport authorities. Both tenures are not only marked by record-setting growth and economic success at the two airports, but also by significant advancement regarding the inclusion of diverse companies into their airport’s procurement activities.
MWAA Chair Warner Session (right) networks with MWAA Deputy V.P. for Supplier Diversity Manager Wande Diakite (middle) and AMAC President/CEO Krystal Brumfield (Left) at the DC Airport Expo Business and Employment Opportunities Fair in May 2018.
He said while he is always mindful of the mission and goals of the airport, he also keeps in mind one of his favorite quotes by Reverend Dr. Martin Luther King Jr., which says, “progress
never rolLs in on wheels of inevitability.”
Session attributes his success at MWAA to being both a practical leader and a “change agent” when it comes to Diversity & Inclusion leadership. He said while he is always mindful of the mission and goals of the airport, he also keeps in mind one of his favorite quotes by Reverend Dr. Martin Luther King Jr., which says, “progress never rolls in on wheels of inevitability.” Session said, “Change doesn’t happen simply because it is inevitable; it happens because people like me and my peers, and our internal team, effect change.” Likewise, Ali believes his success as a board chair is the result of making sure the policies of the airport support inclusion and those policies are enforced in the organization. “Our role as board members is to set policy,” Ali said, “If you have good policy, and good implementation of policy, then you will get the desired outcome.” Ali has been pleased with the outcomes of RDU Airport in the
area of inclusion, as RDU has made significant strides toward increasing the inclusion of small and diverse business in airport procurement, and has expanded the participation of ACDBEs in the concessions program. Both leaders have an extensive history in the area of minority and women business development initiatives. This experience gives them an in-depth knowledge of the capabilities of diverse firms, plus an understanding of the challenges diverse firms encounter when pursuing business opportunities in the airport industry. Ali’s fulltime role is president and CEO of The Institute (formerly the North Carolina Institute of Minority Economic Development), in Durham, North Carolina. The Institute has a long history of developing minority and women businesses as a non-profit agency, and also serves as the Minority Business Development Agency’s
North Carolina Minority Business Development Center (MBDC). Additionally, The Institute manages the Small Business Administration North Carolina Women’s Business Center, and U.S. Department of Transportation (USDOT) Mid-Atlantic Small Business Transportation Resource Center. Ali is also a former board chair of the Airport Minority Advisory Council (AMAC) and former board member of the National Minority Supplier Development Council (NMSDC). Similarly, Session was on the policy-making end of minority business development for many years before joining the MWAA board. He previously served as chief counsel to U.S. Congresswoman Cardiss Collins of Illinois, and was directly involved in helping Collins author the USDOT Airport Concessions Disadvantaged Business Enterprise Program. Session also worked alongside FALL 2018 //
31
many Congressional Black Caucus members such as Congressman John Lewis, Congressman Parren Mitchell, Congressman Ron Dellums, Congressman Bill Clay and others as they fought to establish the foundations for many of the minority and women’s business programs in existence today. “I’ve seen and had a hand in the ACDBE Program since it was formed, and I know what these trailblazers were trying to accomplish when creating these program — and we are now executing that policy,” Session said. However, having experience and a desire to foster inclusion doesn’t necessarily bring results. Session and Ali both acknowledge the importance of having a close relationship with the airport’s internal leadership, and supporting an internal commitment to implementing a business inclusion program effectively. “I’m at the 30 thousand-foot level,” Session said. “It takes leadership from within and a strong program administrator with a passion for DBE firms. I am glad we have that in our president and CEO Jack Potter, and our deputy vice president for supplier diversity Wande Leintu. They do an outstanding job to instill a culture of inclusion.” Ali shared the same sentiment in a different way. “We have to be intentional about inclusion and the outcomes we want to see, but it comes down to having the right leadership,” Ali said. “Our president and CEO Michael Landguth is an inclusion-minded leader who’s making sure that we have inclusion in the airport. He has demonstrated his commitment by hiring diverse leaders in key positions and making sure we have a strong DBE Program.”
32
// FALL 2018
Although their positions are at the policy-making level, Session and Ali stay close to what’s happening at their airports with accomplishments and upcoming opportunities. “Sometimes it’s a sacrifice, but I like to stay engaged,” Session said. “I have to remind myself from time to time that I still have a law practice to run.” Session said he is excited about the direction local business diversity efforts have taken under the leadership Lientu. “We needed to recreate what we were doing with LDBEs (local disadvantaged business enterprises), and Wande has done an outstanding job,” he said. “Our leadership has been extremely supportive and that is very important,” Lientu said. “We have embedded our LDBE program into our procurement process and increased our outreach and compliance activities.” MWAA has also enhanced its supplier development initiatives by launching the MWAA Small Business University and a new executive certificate program for LDBE firms in partnership with Georgetown University. Twenty-eight students comprised the first graduating class of the program at Georgetown, who finished the program in June 2018 and are now better prepared to do business with Reagan National and Dulles International Airports. “We are making these types of efforts because we want to be the owner of choice for LDBE firms,” Session said. Ali’s term as board chair ends in December 2018; however, he is excited about the upcoming economic opportunities for DBE firms as a part of the RDU Vision 2040 Capital Improvement Plan. The plan calls for approximately $5 billion in capital improvements
“We have moved past inclusion being a compliance issue to it being a commerce issue. We want to see the economic growth of the entire Raleigh-Durham community, and inclusion is a part of that.” Farad Ali, chairman of the board of directors at RaleighDurham International Airport
by 2040, which includes nearly $3 billion in improvements already planned to occur. “We have record growth at RDU and we are already ahead of our passenger projections, so we have to accelerate the capital improvement program to keep up with demand,” he said. Ali believes the groundwork for inclusion has been laid at RDU and the pathway is clear for diverse firms wanting to do business at the airport. “We have created transparency and clarity in our process, which allows ACDBEs and DBEs to get involved in our opportunities,” he said. “We also have the policy, leadership and enforcement in place. We have moved past inclusion being a compliance issue to it being a commerce issue. We want to see the economic growth of the entire Raleigh-Durham community, and inclusion is a part of that.”
Transit
Purple Line Provides Opportunities for Maryland DBEs By American DBE Staff
Dignitaries, including U.S. Secretary of Transportation Elaine Chao (5th from right) and Maryland Governor Larry Hogan (4th from right), perform the ceremonial ground-breaking for the Purple Line Project. (Photo courtesy of Maryland Department of Transportation)
T
he Maryland Department of Transportation Maryland Transit Administration (MDOT MTA) expects its Purple Line Project to transform public transit in the suburban Washington area and to have a transformative impact on diverse businesses participating in the $2 billion design-build construction project. The
Purple Line is a public-private partnership (P3) between MDOT MTA and the Purple Line Transit Partners, a joint venture consisting of Meridiam Infrastructure Purple Line, LLC; Fluor Enterprises Incorporated; and Star America Purple Line, LLC.
Summer FALL 2018 //
33
Maryland Governor Larry Hogan (left) and U.S. Secretary of Transportation Elaine Chao commemorate the USDOT commitment to fund the MDOT Purple Line project. The Purple Line is a 16-mile light rail line in Maryland linking Bethesda, Silver Spring, Takoma/Langley Park, the University of Maryland at College Park, and New Carrollton. The project includes a short tunnel and 21 stations. It also includes the completion of the Capital Crescent Trail between Bethesda and Silver Spring, the completion of the Green Trail along Wayne Avenue to Sligo Creek Parkway, and the construction of a bike path through the University of Maryland Campus. The Purple Line is the largest transit P3 project in the United States. To date, most transportation U.S.-based P3s have been in the highway transportation and airport industries. As part of the Purple Line project, MDOT MTA is delivering on Governor Larry Hogan’s commitment to creating business opportunities for minority- and womenowned firms. MDOT MTA established Disadvantaged Business Enterprise (DBE) goals of 26 percent for design and 22 percent for construction on the light rail project. These goals represent approximately $400 million in potential revenues to DBE firms in the Maryland area over the course of the project. Additional opportunities for DBEs exist with CAF USA, the firm manufacturing the rail vehicles for the Purple Line, as well as with the future operation of the line — bringing the total DBE opportunity to around $450 million. “DBE participation has been of long-standing importance for the State of Maryland, particularly in the Maryland DOT organizations like MDOT MTA,” said Jeffrey
34
// FALL 2018
(Photo courtesy of Maryland Department of Transportation)
Ensor, chief of staff for the office that oversees the Purple Line. “We communicated to our bidders early on that DBE participation is something that is really important to MDOT, and we believe our contracting community is capable of fulfilling these needs.” MDOT MTA’s communication to prime contractors about the importance of DBE participation has been effective so far. Purple Line Transit Constructors (PLTC) is the prime contractor for the project and is meeting MDOT MTA’s expectations for DBE participation on the project. ”We’ve already exceeded the 26 percent design goal,” PLTC DBE Program Manager Joseph Hernandez said. “And we still have some DBEs completing design work, so we have blown by that goal.” Although construction work is in the early stages, PLTC has already awarded more than $80 million in contracts to DBE firms and is also on pace to achieve the 22 percent construction goal. “We’ve made several significant awards to DBEs,” PLTC Deputy Project Manager Jeff Cole said. Current DBE awards include a $12.5 million contract with Interlock Steelworkers Inc. to supply and install rebar; a $10.5 million contract with Hardscapes Construction Inc. for retaining walls; and an $11.5 million contract with Rivers Construction Group Inc. for drainage
work. “We also have nearly $30 million in trucking on the project and have contracts with four lead DBE firms that will have many lower-tier DBE subcontractors helping them out,” Cole said. The PLTC construction team is a joint venture between Fluor, The Lane Construction Corporation (Lane), and Traylor Bros. Inc. (Traylor). These companies have significant experience building large design-build projects in the Mid-Atlantic region, and across the country. The design-build team also includes Atkins as the lead design firm and design sub-consultant Hatch Mott McDonald. Other major subcontractors on the project include M.C. Dean performing electrical work, Hensel Phelps building the complex rail stations and an operations & maintenance facility, and LK Comstock performing work on the railroad track. “Each of our major subcontractors have their own DBE Programs and have committed to add a defined level of DBE participation to the project as well,” Cole said. MDOT MTA and PLTC recognized the importance of extensive community and DBE outreach early in the project planning effort, especially since the Purple Line runs directly through inner-cities neighborhoods within the Washington, D.C. suburbs. “We reached out very early-on to community groups and industry groups to let them know about the project and the opportunities for DBE firms,” Ensor said. The potential impact of the P3 procurement method was an early concern from some within the DBE community. The concern focused on whether the P3 method would transfer responsibility for diverse participation to a private entity, instead of the MDOT MTA maintaining
“Each of our major subcontractors have their own DBE Programs and have committed to add a defined level of DBE participation to the project as well.” Jeffrey Ensor, chief of staff for the office that oversees the Purple Line
Maryland Governor Larry Hogan (6th from right) and Maryland Transportation Secretary Pete Rahn (far right) greet workers performing demolition work for the Purple Line Project. (Photo courtesy of Maryland Department of Transportation) control. However, these concerns were addressed early in the process by MDOT MTA and PLTC, whose management teams assured community stakeholders that this project would be like any other MDOT MTA project when it comes to DBE participation. “There was some uncertainty about what a P3 is and whether there would be a lot of people from outside of Maryland coming in to do the work,” Ensor said. “We had to communicate to the industry and our partners that this is not the case and there will still be a lot of opportunities — and that delivering the project as a P3 can still be very compatible with maximizing DBE participation.” The primary way for DBEs to stay up-to-date on upcoming opportunities, and to register as a vendor for PLTC, is through the project website at http://www. purplelinetransitpartners.com. The website allows DBE firms to enter their business information electronically and opt in to receive notifications when opportunities in their areas of expertise become available. The website also reports the contracts awarded to both DBE and non-DBE companies, and the scope of work for those contracts. Contracts already awarded to DBE firms include utility construction, fencing, welding, construction engineering, milling and concrete flatwork. PLTC is currently reviewing bids for structural steel tub girders, utilities, noise walls and drainage; and expects to award these contracts soon. Upcoming opportunities include concrete paving, signs & traffic signs, fencing, hardscape and bridge painting. Cole said, “Towards the end of year or early next year, we will put out bids for the stations, and we are targeting these opportunities for DBE firms as well.
FALL 2018 //
35
Civil/Highway
It’s a Bird, It’s a Plane…
It's a Drone! By Jordan Taylor
I
magine a not-too-distant future where groceries and retail items are delivered to local doorsteps in a matter of minutes after being ordered, rather than hours or days. First responders and emergency workers on duty are able to effortlessly locate and extract accident victims without risking their personal safety and additional lives due to inclement weather or dangerous situations. Targeted military exercises and surveillance monitoring are performed remotely from thousands of miles away. And previously undiscovered natural resources are revealed and shared from never-before-seen vantage points – introducing new natural wonders to the world. The emerging technologies that enable these scenarios aren’t in the future; they are decidedly in the present. One such technology exists with the use of Unmanned Aircraft Systems (UAS), commonly known as drones. By definition, UAS are small aircraft remotely operated without the possibility of direct human intervention from within or on the aircraft. Federal Aviation Administration policies regulate drone requirements and usage for aircraft weighing 55 pounds or less, stating: Drones should be flown during daylight hours under the allowable altitude of 400 feet – or higher if the UAS remains within 400 feet of a structure; with a maximum speed of 100 miles per hour. However, as a sign of the rapidly changing rules within the industry, in mid-October 2018, the FAA
36
// FALL 2018
approved Avitas Systems (a GE Venture) for the first Civil Use of Beyond Visual Line of Sight with Radar; permitting drone flights guided by radar instead of within the pilot’s line of sight. More rules changes are on the horizon. Many people are familiar with drones and their capabilities from science fiction movies and big-box retailer commercials highlighting drone flights as the next high-tech delivery service or exciting outdoor hobby. However, drones are increasingly more prevalent in technical and industrial fields, including construction and transportation. Not only that; because of the potential growth in both consumer and commercial markets, drones are becoming big business. In its 2016 Aerospace Forecast report, the FAA projected that small, hobbyist UAS purchases would grow from 1.9 million in 2016 to as many as 4.3 million by 2020. Individual sales of UAS for commercial purposes are expected to grow to more than 2.7 million by the year 2020. According to the federal government, combined hobbyist and commercial UAS sales are expected to rise from 2.5 million in 2016 to 7 million in 2020. Matternet, a Swiss start-up company that builds autonomous drones for delivery systems, has already raised more than $16 million in funding, led by venture
Individual sales of UAS for commercial purposes are expected to grow to more than
2.7 million by the year 2020. capitalist funds Boeing HorizonX Ventures, Swiss Post, Sony Innovation Fund, and Levitate Capital. In 2018, the FAA selected Matternet, among others, for drone logistics operations with U.S. hospitals as part of its Unmanned Aircraft System pilot program. There are also plans to begin drone delivery testing under a program run by the North Carolina Department of Transportation, one of 10 programs nationwide chosen by the FAA to further determine how drones can be put to commercial use in the United States. As an example of practical application related to public safety, aerial drone footage from NCDOT made national news and reached viral social media status after capturing images of a submerged portion of Interstate 40 in eastern North Carolina that was flooded
“The possibilities for drone applications in the transportation industry are as broad as the imagination allows.” Joe Valasquez, founder of DroneScape, PLLC
by overflowing rivers as a result of heavy rains from Hurricane Florence. Drones were used to survey environmental hazards, assess the integrity of local roads, and provide real-time information for emergency personnel and travelers during the storm. “North Carolina has always been on the forefront of aviation innovation and now is a national leader in drone safety education and use,” said NCDOT Chief Deputy Secretary David Howard.
Joe Valasquez, founder and chief flight engineer of DroneScape, PLLC shared his professional expertise about the current and future applications of drone technology. He said: “The possibilities for drone applications in the transportation industry are as broad as the imagination allows.” DroneScape is an engineering firm that currently operates in the Southeast and provides engineering consulting, inspection and training services focused on UAS drone applications. FALL 2018 //
37
Valasquez said: “Drone applications for the transportation industry include aerial photography of infrastructure to human transportation and everything in between. Drone applications for inspection can be broken down into two categories of inspection; vertical and linear infrastructure. Vertical infrastructure includes inspections of cranes, buildings, communication towers, power lines and pressure vessels. Linear infrastructure includes inspections of bridges, roads, railroads, tanks and hazardous material sites. Drones are used in agriculture to locate dry areas and in the application fertilizer and pesticides. Drones can be used by first responders for search-and-rescue and disaster site inspection. In security applications, drones can be used for border security and drug interdiction and active shooter surveillance. In the case of medical emergencies, drones may arrive quickly with lifesaving drugs or defibrillators. Perhaps one day, in the near future, drones will be used for package delivery with air pads located in centralized areas or perhaps in your back yard. The ultimate will be when we call for a ride, and an unmanned aircraft shows up.” The demand for drone services is rapidly increasing, and the applications for drones are endless. This emerging industry – and the innovation that drives it – also presents
Helping Small Business Move Forward
Unmanned Aircraft Systems (UAS) – also known as drones – are increasingly being used to monitor highway traffic and to assess road conditions. unlimited opportunities for small businesses, womenand minority-owned firms, and certified Disadvantaged Business Enterprises to pursue government contract opportunities and private sector projects. “Drones represent a disruptive technology in today’s world,” Valasquez said. “I believe that one day – perhaps sooner than we think – drone applications will be as normal as the microwave.”
How We Help • • • • • •
Bonding Education Program Women & Girls in Transportation Initiative DBE Certifications Procurement Assistance Capital Access Program Counseling and Technical Assistance
South Atlantic Region
North Carolina • Kentucky • Virginia • West Virginia
For additional information contact: Alyssa Mako, Interim Project Director amako@TheInstituteNC.org (919) 956-2331 U.S. Department of Transportation Small Business Transportation Resource Center
www.TheInstituteNC.org
business development
TRANSFERRING OWNERSHIp of a DBE Company By Jeff P. H. Cazeau
T
he question of how the owner or owners of a DBE/ ACDBE firm can transfer ownership of the business to a new owner or owners can be complex — and also depends on the specific situation. In this article, we’ll discuss three of the most common situations where a transfer of ownership can take place [e.g. death of the socially and economically disadvantaged (SED) owner; sale of the firm; or gifting of the firm to another including children or heirs of the owner(s)].
Ownership Transfer upon the Death of the Primary DBE/ ACDBE Owner If the SED owner of a DBE/ACDBE firm dies and there are no other owners, the firm simply ceases to be a DBE firm. If the owner of the firm left a will, or through probate, a new owner of the firm is established, that new owner would have to inform the certifying agency about the change of ownership within 30 days. This would trigger the certifying agency’s obligation to remove the firm’s certification. If the SED owner dies, and there are other owners, three things can happen. First, if the other
owners are SED individuals AND that determination was already made by the certifying agency before the death of the owner (for example, all owners went through the certification process), then the owners would simply inform the certifying agency of the change of ownership within 30 days of the change, and the firm should remain certified (so long as all other requirements of ownership are met including establishing that the new owners actually own and control the firm). Second, if the other owners are SED individuals but DID NOT go through the certification process, the firm would have to go through a new certification process with the new owners being the applicants. Third, if the other owners are not SED individuals, then the firm loses its certification once the certifying agency is notified of the change in management and ownership.
Ownership Transfer after the Sale of a DBE/ACDBE Firm Keeping the DBE/ACDBE status of a firm after the sale of the company can be particularly complicated. A number of factors can contribute to that complexity. Here are some questions for consideration: Is the firm being sold to an SED individual or a non-SED individual? Is the firm itself being sold or only its assets or stock? Is the former owner going to remain involved in the firm? Some of these issues are beyond the scope of this article, but let’s discuss two situations: the sale of a DBE/ ACDBE firm to a SED individual or the sale of a DBE/ACDBE firm to another DBE/ACDBE firm. The sale to a non-SED individual or a non-DBE/ACDBE firm is not discussed, because such a sale would FALL 2018 //
39
cause the DBE/ACDBE status to be removed as soon as the certifying agency is notified. With regard to the sale of the firm to an SED individual, the rules are unclear, and different certifying agencies treat this situation differently. There are circumstances where the certifying agency will require a new DBE/ACDBE application. In other instances, since the purchased firm is a DBE company and the purchaser is an SED individual, the certifying agency will simply review the new corporate documents and the purchasing agreements to ensure that the firm is controlled by the SED owner. In instances where the DBE/ACDBE firm (Company A) is being purchased by another DBE/ACDBE firm (Company B) and NOT by an individual, things can get really complicated. In this scenario, Company A becomes a wholly-owned subsidiary of Company B. Under general business law, Company A is now simply an asset of Company B, and DBE certification should continue for both companies. 49 CFR § 26.73 contemplates this situation. It states that if SED individuals own or control a firm through a parent or holding company and the parent or holding company owns a subsidiary and all other requirements are met, then the SED owners are deemed to control the subsidiary through the parent or holding company. Unfortunately, the rules don’t actually lay out a procedure for certifying agencies to make this determination, so in some instances; certifying agencies will require that the subsidiary file a new application for certification. In other instances, the certifying agency will simply conduct a review to determine whether Company A is actually owned and controlled by Company B. We are of the opinion that a subsidiary cannot apply for certification since once Company A is purchased by Company B, there is no individual, living person who can fill out an application for Company A since Company A would no longer be owned by an individual.
Ownership Transfer after the DBE/ACDBE Firm is Gifted to Another Owner The final situation is where an SED individual gifts the DBE/ACDBE firm to another individual — be it a spouse, child or an unrelated individual. In many cases where a certifying agency learns that ownership of a firm has been derived via a gift, immediate denial of certification is likely. However, the rules governing the DBE/ACDBE Programs actually don’t state that obtaining ownership through a gift is an absolute impediment to DBE/ACDBE certification. The rules, specifically 49 CFR §26.69 (h), state that there is a presumption that a firm is not owned by an SED individual where the owner obtained ownership of a firm as a result of a gift from a non-SED firm or individual who 1) is involved in the firm seeking certification, 2) involved in a similar line of business or 3) engaged in an ongoing business relationship with the firm. While this rule specifically deals with the situation where a non-SED individual or firm gifts ownership of a firm, many agencies will apply this rule when even when dealing with the transfer from an SED individual or firm. However, in all cases, the rules provide a process to overcome this presumption of ineligibility. To overcome the presumption of ineligibility, the person who obtained ownership would have to show that 1) the gift or transfer was made for reasons other than obtaining certification as a DBE; and 2) the SED individual actually controls the management, policy and operations of the firm even if the former owner (whether SED or not) continues to participate in the firm’s operations. One final thing: In June 2018, the General Counsel of the Department of Transportation recently released a guidance document stating that owners of multiple DBE firms — even when those firms are subsidiaries of their DBE firms — may have to calculate the value of second or subsidiary firms in their Personal Net Worth (PNW). This further complicates the transfer of ownership of a DBE/ACDBE firm to a new owner.
Jeff P. H. Cazeau, is a Florida-based attorney who has a nationwide practice assisting individuals and firms navigate the DBE/ACDBE certification. This article is for informational purposes only and is not for the purpose of providing legal advice. You should contact your attorney to obtain advice with respect to any particular issue or problem. This article does not create an attorney-client relationship between Jeff P. H. Cazeau and the reader, and opinions expressed are the opinions of the author only.
High-Quality, High-Impact Training for DBE/ACDBE/UCP Professionals
Essentials of DBE/ACDBE Program Management Training
May 16-17, 2018: Dallas, TX
November 14-15, 2018: San Diego, CA
What You Will Learn: DBE/ACDBE Program History, Background, Purpose and Trends Duties/responsibilities of the DBELO/ACDBELO DBE/ACDBE Reporting The Airport Concession DBE Program Review of Joint Ventures for Concessions Counting DBE Participation/Commercially Useful Function (CUF) Compliance Monitoring & Reporting Goal Setting & Good Faith Efforts The Latest “Final Rule” (49 CFR Part 26, Nov. 3, 2014)
Register at www.natdbe-ti.com/registration/
National DBE Training Institute, P.O. Box 3113, Wilmington, NC 28406 Phone: 910.762.6297 | Fax: 910.762.5963 | Email: kwa-office@kwaplanning.com | Web: www.natdbe-ti.com
TAKE A LOOK AT US NOW NC
North Carolina Department of Transportation Office of Civil Rights Inspiring excellence together to advance North Carolina’s economy by providing access to education, training, and technical assistance to small and diverse businesses. We support equal opportunities to applicants, employees, and stakeholders. Our mission is to level the playing field and to help remove barriers for the participation of small and diverse businesses on NCDOT contracts.
NORTH CAROLINA’S ECONOMY DEPENDS ON IT. NCDOT Office of Civil Rights 1511 Mail Service Center Raleigh, NC 27699-1511 919-508-1808 Phone https://www.ncdot.gov/about/regulations/equalopportunity/
Pennsylvania Man Convicted OF
Exploiting USDOT Disadvantaged Business Program Source: Department of Justice, U.S. Attorney’s Office Eastern District of Pennsylvania — Press Release
O
n August 30, 2018, U.S. Attorney William M. McSwain announced that Stamatios “Tom” Kousisis, 60, of Downingtown, Pennsylvania, and his employer Alpha Paining and Construction Inc., were found guilty today by a jury of one count of conspiracy to commit wire fraud, three counts of wire fraud, and 10 counts of making false statements. He was acquitted of two counts of wire fraud. The illegal scheme involved exploiting the U.S. Department of Transportation Disadvantaged Business Enterprise (“DBE”) Program, which is a program designed to provide small businesses owned and controlled by economically disadvantaged individuals with a fair opportunity to compete for federallyfunded transportation contracts. A co-defendant, Emanouel “Manny” Frangos, 41, of Campbell, Ohio was acquitted of five counts of wire fraud, and a jury was unable to reach
42
// FALL 2018
a verdict on the remaining 11 counts against him regarding conspiracy to commit wire fraud and making false statements. Kousisis was the project manager of Alpha Painting & Construction Co. Inc., of Baltimore Maryland, and Frangos was an owner of Liberty Maintenance Inc., of Youngstown, Ohio — which were both bridge painting contractors, although neither was a certified DBE in Pennsylvania. The scheme involved Alpha-Liberty JV, a joint venture between Liberty Maintenance and Alpha Painting, and Markias Inc., a now-defunct certified DBE. Kousisis concocted a scheme to obtain and keep two Pennsylvania Department of Transportation (“PennDOT”) contracts to rehabilitate two bridges in the Philadelphia area; the Girard Point Bridge and the 30th Street Station Bridge. These contracts required Kousisis to use a qualified DBE to
provide supplies for those projects. Operating through a joint venture between Liberty Maintenance and Alpha Painting, Kousisis employed a pass-through company, Markias, to give the appearance that they had contracted with a legitimate minority “regular dealer” when, in reality, Markias performed no legitimate or economically useful function. Without any involvement from the purported DBE “regular dealer,” Kousisis and his employees directly ordered supplies from third-party vendors, arranged for those vendors to deliver those supplies to the defendant’s job sites, and directly negotiated the prices and other terms of those supplies with the third-party vendors. To falsely give the appearance that Markias was performing an economically useful function, Kousisis arranged for the true suppliers to send invoices to Markias, which marked the invoices up by 2.25 percent and forwarded them to the Kousisis. In turn,
Kousisis issued two sets of checks to Markias: one to pay Markias’ fee for acting as a bogus pass-through, and the other for Markias to forward to the true suppliers to pay for the goods. Kousisis also used Markias as a vehicle through which to funnel out-of-state expenses to give the appearance that those expenses had been incurred in connection with the two Philadelphia-area bridge projects. Kousisis caused a total of approximately $4.5 million of false claims for DBE credits to be submitted to PennDOT, based on Markias’ fraudulent invoices. Joyce Abrams, the owner of Markias, has previously pleaded guilty to conspiring to defraud PennDOT and the U.S. Department of Transportation with respect to this scheme. “The purpose of the DBE Program is noted in its title: to help disadvantaged businesses in Pennsylvania,” said U.S. Attorney McSwain. “When people like Kousisis undermine the DBE rules by cheating the system, not only is it a crime, but also it serves to harm certified DBE owners who are playing by the rules and who should be benefiting from the program. Our Office will continue to hold individuals and businesses accountable when they choose to circumvent the law for their own gain.”
“Today’s convictions demonstrate how DBE fraud harms the integrity of the DBE Program and law-abiding contractors — including many small businesses — by defeating efforts to ensure a level playing field in which all firms can compete fairly for contracts,” said Douglas Shoemaker, regional special agent-in-charge of the U.S. Department of Transportation (DOT) Office of Inspector General. “Our special agents will continue to work with federal, state and local law enforcement and prosecutorial partners to expose and shut down DBE fraud schemes that adversely affect public trust and DOT-assisted highway programs throughout Pennsylvania and elsewhere.” Kousisis faces a statutory maximum sentence of 130 years in prison, a possible fine, supervised release, and a $1,400 special assessment. Sentencing has not yet been scheduled by the Honorable Wendy Beetlestone.
A JOINT VENTURE
The Lane-Blythe Construction Joint Venture
6125 Tyvola Centre Drive, Charlotte, NC 28217; 704-553-6500 (PH) – 704-553-6548 (FX)
NCDOT NC 540 Triangle Expressway R-2828 ATTENTION SUBCONTRACTOR: This is a Request for Quotes notification for the NCDOT NC 540 Triangle Expressway R-2828 DesignBuild project (Wake and Johnston Counties) (NCDOT), proposal-due date, Wednesday, November 14, 2018 at 4:00 p.m. (Turn-In Date/Time). The Lane-Blythe Construction Joint Venture is bidding on this project and is seeking quotes from subcontractors and suppliers on portions of the work. The proposed Complete 540 - Triangle Expressway Southeast Extension will extend the existing Triangle Expressway from the NC 55 Bypass in Apex to US 64/264/I-495/I-87 in Knightdale and is comprised of four Transportation Improvement Program projects, R-2721A, R-2721B, R-2828, and R-2829. The R-2828 540 segment is the first bidding project for the NCDOT 540 Triangle Expressway. NCDOT I-540 Wake: This project consists of Roadway: earthwork/grading, clearing, trucking of materials, asphalt paving, subgrade/base, concrete paving, pavement related hauling, saw & seal, diamond grinding, demolition of bridges/walls/ buildings, MSE walls, masonry, sound walls, geotech fabrics, erosion/seeding, landscaping, pavement markings, MOT/ traffic control, traffic signs (overhead and ground mounted), signals, ITS, lighting, utilities/water/sewer, jack & bore, pipe cleaning and inspections, pavement subdrains, anti-graffiti coatings, waterproofing, drainage pipe materials, concrete flatwork, box culverts, aggregates/rip rap, guardrail, concrete barrier, temporary barrier, and bridge related work including rebar tying and SIP metal decking installations, as well as many other opportunities. We request that quotes for this project be sent to our office by Wednesday, November 7, 2018 by end of business day. Please send to Wes Peace at JWPeace@laneconstruct.com or fax to 704-553-6548 (FAX). Visit the home page of www.AmericanDBE.com to download a full version of this solicitation notice with information about plans and specifications.
B2GN
W
The Nation’s Leading Diversity Management Software
Your trusted source for contract compliance, certification, outreach, goal setting, EEO, bid compliance, OJT, spend analysis, and vendor management systems.
Visit us today at
B2Gnow.com