Innovation
and quality.

Canadian National Railroad Over Wentworth Avenue

We are currently working on the Wells Wentworth Connector project, this will connect the Loop and Chinatown. The Chicago Department of Transportation and the Department of Planning and Development have been actively planning to address and improve the safety and congestion in this particular area.

This project has many benefits for the public including improved safety for vehicles, pedestrians and bicyclists, the construction of the new north-south collector street, Wells Wentworth, will allow for improved traffic flow, and significant redevelopment opportunities.

PROJECT BRIEF

• Project funded by CDOT to connect Chinatown to the South Loop and support the development of the 78.
• Maintains CN line and grade and allows for 2 tracks with current and future alignments and allows for +1’-6” increase to roadway clearance.
• Original contract letting included two bridges, one designed over Wentworth Ave and one design/build over Wells Street.
• Redesign requested by CN after letting to accommodate potential delays with neighboring track realignments.
• Redesign provided drilled shafts at the Contractor’s request to minimize outages.
• Deflections held to 1” Max. (Controlling Design Parameter)

STRUCTURE DESCRIPTION

• Single Span Steel Deck Girder Railroad bridge spanning 91’-0”
• 71” Plate Girders
• Girders spaced at 2’-9”
• 5’-0” Dia. toothed steel cased drilled shafts rocked socketed 10’-0”
• 6’-0” x 17’-0” Abutment Cap

JUMP SPAN & GIRDER ALIGNMENTS

FUTURE BACKWALL MODIFICATIONS

IN FILL & PRE-CAST BLOSTER

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Midway Passenger Security Checkpoint Expansion

F.H. Paschen constructed a major component of the Midway Modernization Program. The expansion and widening of the existing pedestrian bridge, from 50′ to 400′ over Cicero Avenue, now accommodates an expanded TSA security checkpoint and future concessions space. All work was completed without disrupting airport operations and daily vehicular traffic that uses Cicero Avenue, which remained open throughout the duration of the project. 

The project scope included an 80,000 sf new security pavilion to house additional TSA checkpoint operations, the construction of two new pedestrian connector bridges at the interstitial level above the Arrival Roadway, a complete renovation of existing interior spaces, and expansion of the mezzanine in the Landside Terminal Building. Additional scope includes removal and replacement of existing escalators in new alignment to facilitate smooth passenger flows in the terminal, new wayfinding signage, energy efficient lighting, and large open spaces created with clerestory windows allowing natural lighting to illuminate the terminal area. 

Toro was able to grow its business and hire additional staff, which has allowed them to pursue more work across the city and surrounding communities. Toro construction has more than tripled their capacity, which Luis credits to the opportunity they were given on the Midway project. The experience gained on this project gave them the ability to be prequalified to pursue other larger scope packages.  

Showcased as their “#1 project,” Toro Construction has leveraged the experience gained on the Midway Security Checkpoint Expansion project to continue to grow their business and open doors to pursue whatever opportunities arise.  

For more information on the Midway Airport Passenger Security Checkpoint Expansion project and F.H. Paschen’s aviation experience, click here.

Prince William County Courthouse

The Prince William County (PWC) courthouse, located in Manassas, Virginia, is a secure, three-story brick building with many courtrooms on each floor. Adjoining the courthouse is the Adult Detention Center (ADC), which houses individuals awaiting trial or serving sentences. Due to the increasing need for courtroom facilities, these two structures were in need of an expansion, including an additional courtroom on the 2nd floor of the building. When the courthouse was originally constructed, five courtrooms were built with space reserved for a sixth. This space was used for other office needs until 2017.

FHP Tectonics was awarded a cooperative Job Order Contract with Arlington County that is available for other public entities to use, including counties, municipalities, and school districts. Through this unit price contract, which was competitively bid, Prince William County contracted FHP to demolish the existing office and construct a 6th courtroom on the 2nd floor of the PWC Courthouse.

During construction, the courthouse remained fully operational with civil and criminal trials being conducted Monday through Friday. FHP’s team worked at night between the hours of 5:00PM and 1:00AM, Sunday through Thursday, to better accommodate our client’s needs and minimize disruptions to County and Courthouse staff. Additional coordination with security forces was required to schedule off duty law enforcement officers as escorts for each night that construction activities were planned.

FHP has a long history with Job Order Contracting that started in 1985 and has since perfected this delivery method. If you are interested in learning more about JOC and using a Paschen cooperative contract, contact an FHP team member contact an F.H. Paschen team member.

F.H. Paschen Main Headquarters Collaborative Workspace

From concept to reality, our new collaborative workspace was the result of executive leadership empowering employees to invest in the future of F.H. Paschen.

“It didn’t take very long, from the minute we talked to Anthony Izzi (Vice President) and Joe Schmitz (Senior Project Manager), for them to say ‘Yes, let’s run with it!’” said Sean Lewis, Project Manager. “We started off with a survey of the existing second floor,” he explained. “We counted the offices and cubicles, and figured out how many work spaces we had, and what was occupied and what wasn’t.”

“We found we were inefficient with our space,” added Matt Cosenza, Assistant Project Manager. “We had a lot of empty, unused cubes, and we could stand to lose a few of them to build the new space. It was easier to convince people when they realized how much space we had.”

From there, they came up with general ideas of how to use the space better, which led to concepts of what it would look like. They enlisted Kyle Schram, Assistant Project Manager, who has a background in architecture, to come up with a design.

Inspiration came from numerous sources. “We weren’t inspired so much by specific spaces, but by entire offices of certain companies,” said Lewis. “Their offices are laid out more like the present collaborative space, rather than rows and rows of cubes.”

Once a plan was in place, the team was encouraged by management to present their ideas to Jim Blair, President and CEO; Chuck Freiheit, COO; and Jim Habschmidt, CFO.

Once approved, it was time to incorporate other departments for input. “The design really was a collaboration, with involvement from the other department executives,” said Kyle Schram. Frank Mullaghy from Building, Mark Barkowski from Civil, Anthony Izzi from PPG, and Bill Taylor from Building were all part of the process. They all had input on concept buy-in, furniture, and finish selections, while PPG handled the details of construction.

The new space is anchored by a central feature wall with a glowing “FHP” Logo overlaid on a mural of historical project images built by the Paschen Companies over the years. Centered on the elevator corridor, soft seating is immediately available to welcome guests or collaborate over coffee.

There is a custom designed, touch screen plan table to review drawings, with an expansive white board to facilitate project planning. Adjacent to the soft seating are low tables, with a hospitality counter and television.

Behind the feature wall is a central, 12’ butcher block conference tabletop equipped with the latest technology to conduct presentations on a 70” monitor, suited for groups of up to 8, with the ability to use the taller seating to host larger audiences.

Two partial height glass walls define the space for high-top breakout tables with monitors to serve teams of four to five.

Along the exterior windows is a continuous bar-height counter top to serve individuals from remote job sites or those looking for a change in scenery.

The new space officially opened on May 1, 2018 with a ribbon cutting ceremony and tour. Since opening, it has been used by people in all areas of the company. “It’s not just for PPG or the operations divisions– it’s for field people to come in and work (if they don’t have an office), and for administrative staff as well, we love that people are using the space,” said Sean Lewis.

Kyle Schram summed up the experience of working on the project from idea to fruition. “It’s been a great experience. Instead of having an idea and being unable to act on it, we were empowered to move it forward and make it happen!”

O’Hare Runway 9C-27C Ground Run-up Enclosure (GRE)

Sometimes, when we are presented with an opportunity, we have to figure out the best way to overcome inherent challenges. How we propose to solve that problem can affect whether or not we get a job, and if that job is successful.

The GRE is used to test aircraft engines after they are serviced. The aircraft is positioned into the enclosure, with the nose pointing outwards. The engines are revved to 90% of power, with brakes held and turbines feathered so the aircraft does not move. The enclosure’s purpose is to dampen the sound of the engines so the surrounding communities are not affected by the noise. Each test takes about 90 seconds.

The O’Hare GRE was originally constructed in 1996, is 43 feet tall, and covers approximately three acres. It is one of only nine in the USA, constructed mostly in urban areas where there are large maintenance facilities on airport grounds. The GRE can fit a Boeing 777, and can only service aircraft that can be turned around while inside the structure.

After pouring a concrete foundation in the new location, the GRE was split into 12 equal 75-foot sections. Paschen commissioned a Gantry Crane to be built specifically to move the pieces. Each section was picked up with the crane and walked approximately a quarter of a mile to the new location, where it was set in place and reassembled. The initial plan for the relocation was for one piece to be moved each week for 12 weeks.

Upon testing the relocated GRE, it was determined that the sound dampening had improved.

Washington Wabash Loop CTA Station

We’ve built many CTA Transit Stations over the years, but constructing the first new station in Chicago’s Loop in 20 years presented a new set of challenges.

Constructing the Washington Wabash CTA Station, which replaced two existing stations that were over 100 years old, involved a great deal of exacting planning from start to finish. Our ability to coordinate work down to the smallest detail allowed us to plan construction of a beautiful new CTA station on the Loop Elevated structure in the heart of downtown Chicago, planning around foot and automobile traffic, the businesses in the area, and working around operating transit lines.

The station was originally planned to be built on the tracks above while the road below was closed, both for staging materials and for the safety of those beneath the construction. However, CDOT requested that the street open early, which changed the timeline for the rest of the project.

Multiple weekend shutdowns were used over the duration of the project and all had to be planned around major events, such as concerts in Millennium Park and festivals such as Taste of Chicago. Tasks completed over these weekends included demolishing 50-foot spans of old track, removing and rebuilding new tracks; rail alignments; setting precast platforms; building canopy structures; and installing glazing on the platform level canopy.

Prefabrication of structures, including the canopy spine and elevator shafts, helped minimize impacts to CTA service. These sections were built offsite at the fabricators’ shops, transported to the jobsite, and erected onto the structure during CTA out-of-service hours between 1:40am and 4:00am.

Boone Park

As a general contractor, we frequently are expected to anticipate and overcome obstacles that may delay construction. Rarely however, does a community near a proposed project insist that an entire project be redesigned within a strict 2-week window. This was the case for Boone Park in Americus, Georgia.

Initially, we were contacted by the Sumter County Parks and Recreation to renovate Boone Park through our statewide ezIQC contract. The project’s original scope, which was established by the director, called for two new basketball courts, a new picnic pavilion, a new playground, repaving an existing running track, among other improvements.

As a standard operating procedure for Sumter County, the Board of Commissioners required a public forum to be held regarding the proposed renovations. Based on previous experience, the director for the project didn’t initially expect for the local citizens to take much interest in the details of the project. To his surprise, over 50 residents attended the meeting to share their opinions. The citizens overwhelmingly dismissed the idea of constructing new basketball courts, and instead requested a new restroom building. They also insisted on security cameras and other measures to make the park safer.

After the meeting, the Parks Director expressed disappointment, and felt the project wouldn’t go any further based on the strict time frame of the project.  Fortunately for him, we were unfazed by the changes, and were ready and willing to make them happen.

Two weeks after the initial public forum, F.H. Paschen and Sumter County were ready to present the new plan to the community.

The Boone Park renovation broke ground the month following the meeting, and was completed in the summer of 2017.

American Airlines Concourse L Stinger

There are few other construction projects that are as challenging as working on an active airfield. Regardless of scope, the primary objective of any such project is to meet deadlines without causing disruptions to ongoing airport operations.

Paschen was selected as the Construction Manager at Risk to build the first new gates at O’Hare International Airport in over twenty-four years. The project site is surrounded by the L Concourse in Terminal 3 which supports 55-65 flights a day, a baggage roadway used by GSE equipment, and an active Guard Post used by airport security, firefighting operations, and other first responders. To the north of the site lies the airport’s central refrigeration and heating building, a substation, and the communications central office.

To address these challenges, Paschen, in collaboration with the design engineers, fabricator, erector and American Airlines, came up with a design for the bridge that would allow the walkway to be erected in three segments. The largest of the segments weighed 221,000 lbs. By leveraging laser scanning and 4D animation, Paschen was able to plan its work and create an animation for the stakeholders to show how the erection of each piece over the course of three nights would save months of work.

Fullerton & Belmont Station Reconstruction

Our extensive planning process, ability to anticipate challenges in advance, and commitment to timely, effective communication allowed us to operate effectively in high traffic areas while accommodating the needs of tens of thousands of commuters.

The Fullerton and Belmont Station Reconstruction was a multi-phased, logistically challenging project that involved the coordination and cooperation of numerous parties. Both stations accommodate Red, Purple, and Brown Lines on four tracks and serve more than 10,000 CTA customers a day in two of Chicago’s busiest north side neighborhoods, Lakeview and Lincoln Park. As the first of several contracts awarded to FHP as part of the Brown Line Capacity Expansion program, the reconstruction of the two stations helped establish new FHP standard operating procedures for future CTA projects.

The new track system is designed to have a longer service life, reduce ongoing maintenance, work more reliably, and be quieter because it replaces timber ties on a steel structure that is a century old. The platforms were also widened to accommodate the installation of elevators. This required the realignment of tracks in the 1,000 foot long bridge structure at each station.

In addition to completing the construction in phases, we built temporary stations to redirect customers and to ensure access to platforms, areas next to platforms, and tracks under construction. Track 4 northbound, along with a partial platform, was built first. Once that track and platform was put into service, we removed track 3 and rebuilt the complete track structure. This continued from east to west until the final track was built. As described by the Project Manager, Matt Moss, “at one point on the project we were building the new structure for tracks 2 & 3 between track 4R (NB-new) and tracks 1E & 2E (SB existing) while maintaining CTA customer access from the platform to the public way, to the 77 Bus and vice versa.”

To keep everything running on target and to successfully coordinate just in time delivery of materials, we developed an ongoing and in-depth planning process that involved representatives from all parties coming together frequently to review schedules. The schedule was kept very tight, with much of it broken down into hourly increments. Offsite, local staging areas and contingency plans were utilized to ensure timely product delivery to the job site, which was located in the middle of a busy residential and commercial/retail area in Lakeview.

As with any project of this scale, there were a number of scope changes to the contract resulting in additional work. Added scope included four escalators, replacement of track ties near and between the stations, and extension of the platform canopies to 6 car lengths. Despite the significant additional work, the schedule constraints and other challenges, Paschen still met the original project schedule milestones.

UNO Galewood Charter School

Our ability to pull everyone together and our sheer determination allows us to find extremely creative solutions to unforeseen challenges and still get jobs done before the deadline.

The UNO Galewood Charter School is an award winning architectural structure made unique by a 68 foot tall paneled sloped roof that is the main feature of its Southern end. The $17.6 million dollar school—designed to accommodate approximately 600 elementary school children—has 18 classrooms, a number of administrative offices, a library, a gym, and common spaces that span three stories.

With just ten months to effectively execute and complete the project, there was an overriding sense of urgency for all parties involved. To address this, we helped facilitate meetings and coordinate communication efforts so that every single person was following the same design documents, and had the same expectations for the entirety of the project: “Right up front we brought everyone together for a design charrette, an intensive planning session where everybody, even the school janitorial staff, had a chance to tell us what they wanted and needed.” But because the layout of the building was still being considered even after construction had begun, there were a number of significant design changes particularly early on in the project, the most significant of which was an additional 10,000 square feet at the classroom end of the school.

Ultimately, the biggest challenge was having to maintain a fixed budget on a very tight timeline while dealing with the kind of design and engineering issues that inevitably arise in such a unique structure. The sloped roof, for example, which gives the school its distinctive character, proved to be a much bigger challenge than anyone could have anticipated. With just three weeks to go before the official school opening, we discovered that the waterproof membrane we’d installed was leaking. We immediately called everyone together, including the designers, engineers, and some new consultants, and made an improved design plan.

When asked how they finally completed and accomplished the work with just hours to spare, our team said they kept thinking about the children. “It was not an ideal situation given the timeline. There was a lot of pressure on everyone. Everything was happening all at once and we knew it would only take one person to say ‘That’s not my problem,” and we’d be in big trouble…but we couldn’t let that happen because we knew that this was going to be really important for a lot kids.” To keep everything running smoothly we did what we do best: we focused on communication, coordination, and cooperation with a lot of initiative and creative thinking thrown in.

Dulles Corridor Metrorail Station Finishes

Our willingness to be flexible and to find solutions that work for all parties involved allows us to overcome otherwise intractable scheduling issues.

The Dulles Corridor Metrorail Project consisted of transit expansion of just over 23 miles of added track and 11 new stations connecting Washington D.C.’s Orange Line to Loudon County in Virginia via Washington Dulles International Airport. Phase 1, which includes 5 of the 11 new stations, is already completed while Phase 2 is scheduled to commence in 2020.

Northern Virginia’s Dulles Corridor runs through a number of the region’s busiest urban and economic centers. With five stations and extended track to be constructed over a distance of approximately 11 miles, and with a projected cost of $11.6 billion, the project was both vast and complicated. As one of the major contractors on the job, we were responsible for coordinating and completing two “finishes packages.” These packages included firewalls, masonry, paint finishes, door frames, hardware, and the installment of suspension railings for acoustic metal ceilings.

Almost immediately there were major scheduling issues. Aside from laying out a timeline for the work itself, scheduling involved the hiring and managing of sub-contractors, as well as the procurement and delivery of materials and equipment.

To add yet another layer of complexity, the project saw a number of very involved change notices, some comprising up to 200 changes at a time. With each new set of changes, the project had to be completely re-evaluated, new instructions distributed, and pricing renegotiated. As one of our Project Managers put it, “…new design drawings were coming in at such an accelerated rate that it was a challenge to know which ones were the right ones, and to make sure our subs had the right set to work from.”

The last six months of the project were by far the most challenging. Having adjusted the schedule to accommodate infrastructure development and a significant number of change orders and with a set deadline fast approaching, our team found themselves with a severely compressed timeline. Not only did the work need to be coordinated with the electrical teams (installing wiring in the ceilings), but also with the workers laying down the floors, and later with the Rail Contractors who were starting to lay the tracks and test the trains. When the trains come through a station they create “uplift,” a force that puts extra pressure on the ceiling structure. For that reason, it was imperative that we got suspension railings installed before any of the testing could commence.

At several points in the project, our Project Managers were frustrated at scheduling issues that seemed intractable. To solve the problem, we drew on our years of experience in the field, working closely with the other parties involved to find practical solutions.

In the end, we prevailed and the work was completed by the deadline, helping to deliver a world class 21st-century transit system.

Sarah E. Goode STEM Academy High School

Our knowledge of and experience with technological advancements and sustainable materials, along with our understanding of LEED standards, allows us to construct innovative and environmentally progressive buildings.

The Sarah E. Goode STEM Academy High School, an institution dedicated to preparing students for technology jobs of the future, is the very first school in Chicago to achieve LEED platinum status. As a state of the art campus, featuring a number of sustainable and environmentally conscious innovations, the project was both complex and multifaceted requiring a great deal of coordination between various parties including Chicago Public Schools, the Public Building Commission, STR Partners, NIA Architects of Chicago, and a number of contractors, subcontractors and vendors.

Built on the site of an old industrial manufacturing plant, the 16 acre site required some remediation before construction could begin including the removal of underground storage tanks. The new building design specified three floors and included an Olympic-sized swimming pool, gymnasium, auditorium, full kitchen, administrative offices, science labs, classrooms and computer labs. Technological innovations, which helped establish the building’s LEED platinum status, included a geo-exchange heat pump system, a solar thermal hot water heating system, low-flow fixtures, and recycled and locally sourced materials.

The three story, 270,000 square foot building—while remarkable for its innovative and creative design and scope—represented only one component of the project. The campus design also included a number of thoughtfully constructed outdoor features including walking paths, a community garden, a learning garden, and two rain gardens for storm-water control. One of the school’s more original and advanced features is a vegetated roof with bird habitat which includes replanted trees from the original site, along with a cistern to harvest rainwater and irrigate raised garden plots.

Like any large-scale construction project, the construction of the high school presented a number of challenges. Situated in a densely populated neighborhood, the site required careful management and sensitivity to community needs, including meeting quite specific local hiring goals. More complexity was added by the very tight schedule: with enrollment complete and the start date already determined by the school calendar, there was no option to extend the timeline.

The biggest challenge of all was to present itself much later in the process than anyone could have predicted. The original plan was to build a standard high school, but at a late date CPS made a decision to reprogram the building, making it a STEM school instead. For our team, that meant the addition of a large amount of work with very little time to spare. Even so, we were able to accommodate the client, make the changes, and still maintain the original timeline.

In the end—despite weather concerns, large scale coordination efforts, and a late and involved change to the building’s design—the new Sarah E. Goode STEM Academy was completed within the original timeframe, achieved its platinum status by earning more LEED points than was necessary, and is expected to return energy savings in excess of original projections. As the first of its kind in Chicago and as an overwhelming success, the building is slated to serve as a prototype for future environmentally conscious building projects.

Historic Downtown Fairfax

Our high levels of responsiveness, flexibility, and commitment to community needs allow us to achieve very successful results in busy urban areas with dense populations.

Settled in the 1700s and just 20 minutes from Washington D.C., Fairfax, Virginia blends a rich history with the bustle of a thriving urban center. With a population of approximately 20,000, Fairfax is home to a large number of companies and office buildings, but also boasts a beautiful downtown historic district with some meticulously preserved and restored state homes.

In recent years, with its population growing and commerce thriving, the city recognized the need to revitalize its downtown area: to increase accessibility, allow better flow downtown, enhance the land surrounding its historic buildings, and create a civic and recreational public area for events and activities. The result was an extensively reimagined park and downtown area, one that would significantly improve function in the town.

The original site, which was largely unused by the public, included a small park, several historic buildings and two gravel parking lots. The new design featured two new parking lots with permeable brick pavers, multiple site retaining walls, brick pedestrian walkways, a two tiered plaza, two storage sheds with an attached pergola structure, several water features including a fountain and a splash pad, a memorial garden, the preservation and enhancement of the existing Kitty Pozer Garden, and all necessary park infrastructure including water lines, sanitary sewer lines, and storm drains.

As with any construction project in a busy urban area, the Fairfax park construction presented a number of challenges, not all of them unexpected. The small downtown area is bounded on all sides by businesses, residences, busy roads and a University campus. With no convenient or adjacent space for staging equipment and materials, we had to be creative with our sequencing, adjusting the plan as necessary. Another concern was the impact on small business owners: keeping construction on schedule while ensuring ongoing access to shops, restaurants and other surrounding businesses.

When inclement weather struck, we built tents to protect the new stonework and paving. When old utilities and huge concrete slabs were discovered underground, we adjusted the schedule and moved to work on other sections of the park. When unforeseen costs arose, we worked with the City to identify savings and remain within budget. When construction blocked access to businesses, we built ramps and created alternative access to several buildings. Though small in area, the Old Town park redesign was ultimately very complicated, requiring a huge amount of manpower and dedication to complete on time and within budget.

Dan Ryan Red Line Station Improvements

Our long-standing relationships with subcontractors and experienced office management teams allow us not only to excel at meeting DBE participation goals and EEO commitments, but also at providing the detailed reporting that owners need and want.

The Dan Ryan Red Line Station Improvements project consisted of making a wide variety of improvements to eight stations on the Dan Ryan Red Line from the Cermak-Chinatown station to the 87th Street station. The station improvements were performed concurrently with track renewal work completed by an adjacent contractor, requiring extensive ongoing coordination.

In order to complete this project, the Chicago Transit Authority (CTA) closed all eight stations for a total of 140 days, which caused significant disruptions for commuters. Community relations are always important to the CTA and were of particular significance during this project.

With a long and successful history of partnering with DBEs, we were able to develop bid packages to best leverage our extensive network of subcontractors. This encouraged subcontractors to bid with a clear understanding of scope and challenges. We also worked with the CTA, the Chicago Urban League, and local Aldermen to organize information sessions for DBE subcontractors and job fairs, application intake days, and other resources for local residents to encourage participation in the project. As a result of these efforts, subcontractors were able to make competitive, appropriate bids that reflected our EEO commitments.

Division Street Bridge Construction

Our broad construction expertise allows us to quickly develop and deploy new construction practices designed to fit very demanding sets of constraints.

Built in 1904, the historic Division Street Bridge was one of the very first bascule bridges to be constructed in Chicago. Despite ongoing maintenance and some efforts at rehabilitation, it was becoming clear in late 2013 that the bridge was failing structurally and that a plan of action was required. With little to no time to propose and institute a long term plan, the Chicago Department of Transportation opted for a 5-10 year interim plan that would allow for minimum impact on the surrounding neighborhoods including limited disruption to traffic flow. This interim plan also gave the CDOT the time it needed to formulate a permanent solution. Ultimately, a temporary modular type bridge structure was thought to be the best solution and we were brought on to oversee and execute its installation.

The Division Street Bridge, which crosses the North Branch Chicago River Canal, is bounded by Halsted running North/South on its east side. On its west side it is a busy thoroughfare leading through Goose Island to the Kennedy Expressway.

Aside from time constraints, we were faced with another more immediate challenge: how to complete demo and construction in a high traffic area with a clearance of approximately 200 feet on either side of the bridge structure. To address this, we opted to rent an adjacent lot to serve as a temporary staging area for equipment and materials. This meant that anything removed during the demo process was transported from the site the same day to help minimize impact on the surrounding areas. Building a structure over a regularly used waterway also meant an added layer of safety issues and concerns.

The first step in constructing the new bridge was to work closely with the City to redesign and rebuild the two abutment structures that would ultimately provide support for the bridge. Once completed, an Acrow bridge—a type of modular bridge not commonly used in the Midwest—was shipped in pieces from New Jersey to be constructed in ten stages across the canal.

Despite the unique challenges presented by the project, we were able to keep to the budget with minimal change orders and complete the work well within the 90 day window, reopening affected sections of Division Street two weeks ahead of schedule. And years later, the bridge, which complies with all State and Federal Highway regulations, is sustaining heavy traffic loads.

Damen Blue Line Station Renovation

Our extensive construction experience across many different industries and delivery methods, paired with aggressively detailed planning, allows us to overcome significant construction challenges and keep projects on track.

The Damen Blue Line Station Renovation was part of a three-station design-build project, involving substantial improvements to the station. To complete the project, the station was closed for 63 days causing significant disruption for commuters. Moreover, the Damen Blue Line Station is an elevated station as well as a designated City of Chicago Landmark, which added numerous constraints and logistical challenges to the project.

Due to the challenging location and short, inflexible construction schedule, our construction executives and project managers found themselves engaged in an extensive and exhaustive planning process, including the consideration of “what if” type scenarios to anticipate various challenges that might arise.

Along with the CTA, our design partner, and subcontractors, we were committed to ensuring that the station closure would not be extended. Consequently, all the parties involved collaborated and worked around the clock to ensure the overall success of the project.