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FAIR OAKS AVENUE/SR-110 CAPACITY IMPROVEMENTS PROJECT, SOUTH PASADENA,
CA
Alternatives analysis, Project Study Report (PSR), environmental
documents, and design for interchange and urban arterials in older community with
existing congestion around interchange area ($12 million construction
estimate).
Extensive Public involvement has been done for this project.
Elements of the project include widening the current SR 110 off ramp from
two to four lanes; constructing a new westbound on-ramp for the
interchange; selective widening the Fair Oaks Corridor from four to six lanes;
improving the circulation related to business access along the corridor;
implementing an ITS for signal synchronization; mitigating the loss in parking along
the Corridor.
Met with the Community through charities and Design Advisory
Group (DAG), Transportation Commission, and City Council meetings.
VICTORIA AVENUE BRIDGE SEISMIC RETROFIT, CITY OF RIVERSIDE
Note: This project was awarded APWA, Inland Empire Branch, 2006 Project of the Year;
APWA, Southern California Chapter - 2006 Project of the Year - Honorable Mention; and
ASCE, Los Angeles Section - 2006 Outstanding Government Civil Engineering
Project - Honorable Mention.
This project is being recognized for its innovative technical solutions to a
complex structure, historic preservation, attention to detail, construction
challenges overcome.
The Victoria Avenue Bridge, within the heart of
downtown Riverside, spans the Tequesquite Arroyo. A historical arch
structure constructed in 1928, maintaining the unique aesthetic features and
character of the bridge were major considerations for the design and
construction team. Other challenges included accommodating approximately
350 pedestrians per day, mostly school children, by constructing a temporary
pedestrian bridge just to the east of the existing structure. With homes as
close as 50 feet away extensive coordination with local residents and
attention to detail was employed to keep the community informed and
satisfied with the project. Adding to the construction complexity, an
environmentally sensitive area existed 10 feet west of the bridge; further,
most demolition debris was hauled out on top of the bridge rather than
being allowed to drop to the ground.
The retrofit included removal of the bridge deck and railing, spandrel arch
walls, portions of spandrel columns and approaches. The arches were
retrofitted by casting a reinforced concrete jacket around 30,000 dowels
which were utilized to anchor the new jacket, reinforcing the footing by
placing additional cast in drilled-hole concrete piles, and then replacing
the structure elements above the arches.
60/91/215 INTERCHANGE
RIALTO METROLINK STATION
COLORADO RIVER BRIDGE AT PARKER, ARIZONA
RED CAR SYSTEM (PORT OF LOS ANGELES)
Task Manager for the San Pedro segment of the expansion of the Red Car trolley
system, as part of the Waterfront Redevelopment Project. The project is intended
to expand the system from the present 3-car system to as many as 8 to 10 cars with
new alignments to the Wilmington area, beach, San Pedro, and the cruise ship docks.
HILLWOOD INVESTMENTS AND OTHER DEVELOPERS, RIVERSIDE AND SAN BERNARDINO COUNTIES, CA
Advise Hillwood and others on the definition and applicability of allocated Vehicle
Trip Credits, fee issues, Implementation Plans, and contributions to Congestion
Management Program (CMP) projects as a result of industrial development at the Base
site. Interfaced with SANBAG,
WRCOG,
County, and Industrial Developer concerning
equitable contributions to the new expenditure plan, Nexus Study, extension of
Measure I, and TUMF.
I-215 RIGHT-OF-WAY AQUISITION
15/210 INTERCHANGE*
MARKET STREET GATEWAY BEAUTIFICATION*
TRAINING DYNAMICS PROJECT HIGHLIGHTS
Client: Major manufacturer of high-end automotive parts
Problem: Customer service and sales reps lacked skills in
clear, direct written communication, leading to errors on orders, slow and
confusing responses, and frustrated customers who complained that much of
the correspondence was so poorly written it was difficult to understand.
Goal: Improve written communication skills so that all
correspondence (internal and external) was clear, easily understood, error-free,
and used proper tone and format.
Solution/Process: A 32-hour training program was developed
that covered basic writing skills such as grammar, spelling, punctuation, tone,
and format.
Forty-four participants completed the program, honing their writing skills
by writing business letters, sales letters, and e-mails to customers and
suppliers and co-workers. Each session involved hands-on activities and
exercises, quizzes, and games designed to serve as a refresher on basic
skills and an introduction to new writing rules.
Outcomes: Pre and post-tests were completed, and results showed an
improvement in each individual’s ability to write various forms of business
communication. Errors decreased, and the department supervisor noted
an improvement in writing skills, and a lower number of customer complaints
related to communication.
Client: Fortune 500 manufacturer of dairy and beverage products
Problem: Senior leadership team suffered from personality clashes,
failure to communicate essential information in a clear and timely manner,
favoritism toward some members, and lack of respect for each other.
Goal: The GM wanted to create a high performance work team (HPWT) that
would be a positive force throughout the plant and serve as an example
of successful teamwork to all employees.
Solution/Process: A series of bi-weekly coaching sessions were held with
the entire team. Each team member completed a DISC profile to help everyone understand
personality styles and their affect on the team’s performance. Trust issues were explored,
along with attitudes about professionalism and respect for the person and the position.
Communication skills were addressed (communication styles, listening, conflict management)
as well as the essentials needed to become a high performance team. Team building activities,
videos, and open, honest discussions were part of the process used to build trust and
open channels of communication between all team members.
Outcomes: At the end of the 10-month process, the team had solved
most of its communication problems, and trust had been restored with all but one
member of the team. Group meetings showed a higher level of honesty
and willingness to resolve issues before they became critical. Of key
importance was the positive attitude displayed by the team, which filtered
down throughout the entire facility. A mentoring program was begun, to
help newly-promoted supervisors avoid similar problems and succeed in
their new roles.
Client: Municipality in So. CA.; Population 145,000;
City employees Approximately 1,100
Problem: Lack of teamwork and communication between
the major functional areas within one of the City’s largest Departments.
Goal: Improve teamwork between the three functional units.
Speak with one voice internally and externally on key issues. Respond to
requests for information in a timely manner.
Solution/Process: Several focus groups were conducted to
gather information about roles, responsibilities, communication, barriers, and
opportunities. An in-depth Organization Perception Questionnaire was completed by
department personnel and those results indicated a need for more
transparency in decision making, more involvement by middle managers
and a smoother flow of information between senior and middle
management. It also revealed the need for senior management to be more visible at the
department’s remote location.
Outcomes: The results were shared with key staff, who developed
action plans to address those issues. A team building staff retreat was
scheduled, and plans were developed to provide more opportunities for
middle managers and supervisors to be involved in decision making and
department planning sessions. Case studies of recent major projects
were created to be used as learning tools as part of the information-
sharing process. A 360-Degree Assessment was used to help the
department director identify any personal areas of improvement and
he continues to work on his personal action plan. A follow-up assessment
will be completed in six months to assess his progress and its affect on
the department.
LAX-ORANGE COUNTY MULTI-MODAL HIGH-SPEED GROUND ACCESS STUDY
(SCAG)
Deputy Project Manager and Task Manager for this Feasibility Study, including ridership,
routing, stations, parking, access (highway, street, rail and bus), environmental,
revenue, joint development, costs, interim improvements and agency outreach. The corridor
includes Union Station, West LA, LAX, Long Beach, John Wayne Airport,
Irvine Transportation Center, and Anaheim. The study corridors include I-10, I-405, SR-22,
and I-5 (parallel rail lines). The preliminary cost estimate is $10 billion covering
approximately 100 miles.
LAX-PALMDALE GROUND ACCESS STUDY
(SCAG)
Project Manager and Task Leader, to the Prime Consultant, for the
SCAG
sponsored Project. The project study limits extend from the Los Angeles International Airport to
Palmdale Regional Airport. Project Manager responsibilities include project scheduling, person-hour
estimates, and budget control. In addition, Task Leader responsibilities include the evaluation
of alternative concepts and alignments, capital and operating cost estimating, and assistance in the
ridership studies. Several concepts traversing and using various existing highway corridors are being
evaluated.
LA-PASADENA BLUE LINE (LIGHT RAIL – DESIGN/BUILD) PROJECT (LOS ANGELES TO
PASADENA CONSTRUCTION AUTHORITY)
Segment design and approvals from the Construction Authority and City of Los Angeles.
During construction, provided maintenance of traffic (MOT) services to the contractor,
including approvals from the local governments. Analyzed the new intersection configuration
and several other options. Levels of Service were calculated and displayed for the City Council,
City Transportation Commission, technical staff (City and Construction Authority), and the public.
Service started July 28, 2004.
CALIFORNIA MAGLEV DEPLOYMENT PROJECT (CALIFORNIA BUSINESS, TRANSPORTATION AND HOUSING AGENCY;
SCAG;
AND HSRA)
Principal-in-Charge and Implementation Task Leader for this feasibility study to analyze routes,
stations, ridership forecasts, environmental impacts, financing and partnership potential for a
90-mile corridor from LAX to March Reserve Base. Extensive public involvement tasks were completed.
The cost estimate for the corridor was $8 billion.
LOS ANGELES INTERNATIONAL AIRPORT (LAX) MASTER PLAN AND
EIR/EIS
(LAWA)
Principal–in–Charge and Project Manger for a study of access problems and traffic
mitigation including the development of a computer model covering a 50 square-mile area
covering some of the heaviest traveled freeways and arterials in LA. Both airport
traffic and non-airport traffic was modeled, dividing the categories of travel into 10
classes (e.g., SOV-Freeway, Airport-Truck, Bus-Airport, etc.). From the analysis of the
model results, specific improvements and mitigation were identified.
OCTA LONG RANGE TRANSPORTATION PLAN, AND FREEWAY MASTER PLAN
Project manager for the development and production of the County’s
LRTP, including freeway
and transit modal plans, financial analysis and other issues. This document served
as the technical basis for the successful campaign to extend the half-cent sales
tax for transportation.
WEST LA MULTIMODAL CENTER
(SCAG)
Project Manager for project to analyze the feasibility of locating a multi-modal
transportation center in the West LA area. Work included land use and transit analysis
for existing future conditions. Made many presentations to key stakeholders in order to
build consensus, including Councilman, County Supervisors, Congressional staff, Metro,
Mayor’s staff and others.
Note:
*Southstar personnel performed construction management on this project.
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