Attachment BB - Construction Procedures Manual

Construction Management Division
Procedures Manual
CONSTRUCTION MANAGEMENT DIVISION
PROCEDURES MANUAL
VOLUME 1: ADMINISTRATION
VOLUME 2: CONSTRUCTION PROJECT MANAGEMENT
VOLUME 3: QUALITY ASSURANCE / INSPECTION
VOLUME 4: SAFETY
VOLUME 5: ENVIRONMENTAL / PERMITS
VOLUME 6: PROFESSIONAL SERVICE, ON-CALL, AND

OTHER CONTRACTS
GARY J. CARDAMONE
DIRECTOR OF CONSTRUCTION MANAGEMENT
NOVEMBER 2009
MANUAL NO.: E
PREFACE
The Port of Long Beach (POLB) Construction Management Division (CMD) is responsible for
managing all construction contracts awarded by the POLB.
The Construction Management Division Procedures Manual (CMDPM) is intended as a resource

for all Construction Management Division personnel. The CMDPM provides a standardized
approach for: administering POLB construction contracts; providing Quality Assurance;
obtaining and managing professional service contracts; and the general administration of the
Construction Management Division.
The purpose of the CMDPM is to:

Define the roles and responsibilities for the individuals involved in a process
Provide the detailed steps involved in a process
Describe how the CMD interfaces with other Bureaus/Divisions
Provide an orientation and training reference for new CMD staff and consultants
The CMDPM is not a contract document. It does not impose any obligations or requirements on
contractors. Also, this manual cannot cover every possible scenario or circumstance that might
occur. It is intended to provide policy and procedure guidelines to supplement an individual’s
knowledge, experience, and judgment.
Each Section of the CMDPM is issued and revised independently. A summary of the current
version status for each Section can be found in the Table of Contents. A current updated
master copy of this manual is stored on N:\Construction-Inspection Group\CMD Procedures
Manual. It is the responsibility of the manual owner to ensure they have the most current
version of each Section.
The CMDPM is a “living” document. All CMD personnel are encouraged to provide feedback on
ways to improve the manual, refine procedures, or include additional procedures where
appropriate. Any proposed modifications to the manual should be sent to the Director of
Construction Management.
Gary J. Cardamone
Director of Construction Management
CMD Procedures Manual iii Preface - VER 01

11/20/09
Procedures Manual
TABLE OF CONTENTS
Section VER Date
1. VOLUME 1: ADMINISTRATION
1.1. INTRODUCTION ................................................................................................. 01 11/20/09
1.2. MISSION OF THE CONSTRUCTION MANAGEMENT DIVISION ........................................... 01 11/20/09
1.3. ORGANIZATION OF THE CONSTRUCTION MANAGEMENT DIVISION (CMD) .........................
1.3.1. CMD Organizational Chart .................................................................... 01 11/20/09
1.3.2. Roles and Responsibilities ....................................................................
1.3.3. Authority ............................................................................................
1.4. GENERAL ADMINISTRATION ..................................................................................
1.4.1. New Employee Checklist ......................................................................
1.4.2. Working Hours ....................................................................................
1.4.3. Staff Meetings .....................................................................................
1.4.4. Facilities and Equipment ......................................................................
1.4.5. Charge Points .....................................................................................
1.4.6. MWO Procedure ..................................................................................
1.4.7. Sub-Requisitions .................................................................................
1.4.8. Project Listing .....................................................................................
1.4.9. Work Policies of the CMD .....................................................................
1.5. PERFORMANCE MEASURES ....................................................................................
1.6. CONSTRUCTION MANAGEMENT DIVISION PROCEDURES MANAUAL...................................
1.7. DEFINITIONS ....................................................................................................
2. VOLUME 2: CONSTRUCTION PROJECT MANAGEMENT
2.1. INTRODUCTION .................................................................................................
2.1.1. Project Phases ....................................................................................
2.1.2. Construction Project Organization Chart ...............................................
2.1.3. Project Roles, Authority, and Responsibilities ........................................
2.1.4. Project Interfaces ................................................................................
2.2. DOCUMENT CONTROL .........................................................................................
2.2.1. Project Files ........................................................................................
2.2.2. Incoming Correspondence ...................................................................
2.2.3. Outgoing Correspondence....................................................................
2.2.4. Internal Correspondence .....................................................................
2.2.5. E-mail.................................................................................................
2.3. DESIGN PHASE ..................................................................................................
2.3.1. Constructability Review Procedures ......................................................
2.4. PROCUREMENT / PRE-CONSTRUCTION PHASE............................................................ 01 11/20/09
2.4.1. Procurement / Pre-Construction Phase Checklist ................................... 01 11/20/09
2.4.2. Advertising for Bids .............................................................................
CMD Procedures Manual v Table of Contents - VER 03

6/28/10
TABLE OF CONTENTS
Section VER Date
2.4.3. Award Process ....................................................................................
2.4.4. Construction Management Budget ........................................................
2.4.5. Conformed Specification and Plans .......................................................
2.4.6. “Hand-off” Meeting..............................................................................
2.4.7. Expedition ..........................................................................................
2.4.8. Field Office Set-up ...............................................................................
2.4.9. Pre-Construction Meeting ..................................................................... 01 06/28/10
2.4.10. Partnering...........................................................................................
2.5. CONSTRUCTION PHASE........................................................................................
2.5.1. Notice to Proceed (NTP) ...................................................................... 01 12/18/09
2.5.2. Permits and Licenses ...........................................................................
2.5.3. Emergency Phone List .........................................................................
2.5.4. Meetings .............................................................................................
2.5.5. Weekly Reports ...................................................................................
2.5.6. Request for Information (RFI) ..............................................................
2.5.7. Submittal ............................................................................................
2.5.8. Construction Schedules ........................................................................
2.5.9. Progress Payments ..............................................................................
2.5.10. SBE/VSBE Program ..............................................................................
2.5.11. Contract Time .....................................................................................
2.5.12. Liquidated Damages ............................................................................
2.5.13. Quality Management ...........................................................................
2.5.14. Project Photos .....................................................................................
2.5.15. Survey ................................................................................................
2.5.16. As-Built Drawings (Red-line) ................................................................
2.5.17. Change Management ...........................................................................
2.5.18. Subcontractor Substitution ...................................................................
2.5.19. General Contract Administration ...........................................................
2.5.20. Third Party Claims ...............................................................................
2.5.21. Termination of Contract .......................................................................
2.5.22. Final Inspection (Punch Lists) ..............................................................
2.5.23. Substantial Completion and Commencement of Guarantee ....................
2.5.24. Partial Acceptance ...............................................................................
2.6. CONTRACT CLOSEOUT/POST-CONSTRUCTION PHASE .................................................. 01 02/05/10
2.6.1. Contract Closeout Checklist .................................................................. 01 02/05/10
2.6.2. Final Acceptance .................................................................................
2.6.3. Operation and Maintenance Manuals ....................................................
2.6.4. Warranty Work ...................................................................................
2.6.5. As-Built Drawings ................................................................................
2.6.6. Post-Construction Review .................................................................... 01 12/18/09
2.6.7. Contract Closeout Data Sheet .............................................................. 01 06/28/10
3. VOLUME 3: QUALITY ASSURANCE / INSPECTION
3.1. GOALS ............................................................................................................ 01 12/18/09
3.2. ORGANIZATIONAL CHART / ROLES AND RESPONSIBILITIES............................................ 01 12/18/09
CMD Procedures Manual vi Table of Contents - VER 03

06/28/10
TABLE OF CONTENTS
Section VER Date
3.3. INSPECTION PROCEDURES BY DISCIPLINE - GENERAL ..................................................
3.3.1. Dredging ............................................................................................ 01 11/20/09
3.3.2. Railroad Track ..................................................................................... 02 06/28/10
3.3.3. Striping .............................................................................................. 01 11/20/09
3.3.4. Fencing ..............................................................................................
3.3.5. Electrical .............................................................................................
3.3.6. Storm Drain ........................................................................................ 01 06/28/10
3.3.7. Sewers ...............................................................................................
3.3.8. Cement Treated Base (CTB).................................................................
3.3.9. Street Lighting and Traffic Signals ........................................................
3.3.10. Landscape and Irrigation .....................................................................
3.3.11. Engineering Fabrics .............................................................................
3.3.12. Microtunneling and Jacking ..................................................................
3.3.13. Painting and Coating ...........................................................................
3.3.14. Harbor Development Permits ...............................................................
3.4. INSPECTION PROCEDURES BY DISCIPLINE - DEPUTY INSPECTIONS / TECHNICIANS ..............
3.4.1. Reinforced Concrete ............................................................................ 01 12/18/09
3.4.2. Prestressed Concrete ...........................................................................
3.4.3. Concrete Batch Plant Inspection ...........................................................
3.4.4. ACI Concrete Field Testing Technician ..................................................
3.4.5. Pile Driving .........................................................................................
3.4.6. Pile Plant Inspection ............................................................................
3.4.7. Drilled-In-Anchors ...............................................................................
3.4.8. Structural Masonry ..............................................................................
3.4.9. Spray Applied Fireproofing ...................................................................
3.4.10. Welding ..............................................................................................
3.4.11. High Strength Bolting ..........................................................................
3.4.12. Steel Shop Fabrication .........................................................................
3.4.13. Grading/Soils ......................................................................................
3.4.14. Asphalt Paving .................................................................................... 01 06/28/10
3.4.15. Asphalt Batch Plant .............................................................................
3.5. DAILY REPORTS ................................................................................................
3.6. NON-COMPLIANCE NOTICES .................................................................................
3.7. PROJECT PHOTOS ..............................................................................................
3.8. EMERGENCY RESPONSE PROCEDURES ......................................................................
3.9. OBTAINING OUTSIDE SERVICES FOR MATERIALS TESTING AND INSPECTION ......................
4. VOLUME 4: SAFETY
4.1. GENERAL .........................................................................................................
4.2. DUTIES AND RESPONSIBILITIES .............................................................................
4.3. MANAGING CONSTRUCTION PROJECT SAFETY HAZARDS ...............................................
4.4. CONTRACTOR JOBSITE ACCIDENT ..........................................................................
4.5. VISITORS TO JOBSITE .........................................................................................
4.6. JOBSITE HAZARD ASSESSMENT ..............................................................................
4.7. SITE SPECIFIC SAFETY MANUALS ...........................................................................
CMD Procedures Manual vii Table of Contents - VER 03

06/28/10
TABLE OF CONTENTS
Section VER Date
4.8. TAILGATE SAFETY MEETINGS ................................................................................
4.9. OFF-SITE OFFICE INSPECTION ..............................................................................
4.10. HARBOR DEPARTMENT SAFETY POLICIES................................................................
5. VOLUME 5: ENVIRONMENTAL / PERMITS
5.1. HDP PERMIT AND INSPECTION..............................................................................
5.2. NPDES PERMIT ................................................................................................
5.3. DEWATERING PERMIT .........................................................................................
5.4. ACOE DREDGING PERMIT ...................................................................................
5.5. RWQCB DREDGING PERMIT ................................................................................
5.6. COLB BUILDING DEPARTMENT PERMITS..................................................................
5.7. UNFORESEEN HAZARDOUS MATERIAL PROCEDURE ......................................................
5.8. DUST CONTROL AND AQMD PERMITS.....................................................................
6. VOLUME 6: PROFESSIONAL SERVICE, ON-CALL, AND OTHER CONTRACTS
6.1. PROFESSIONAL SERVICE CONTRACTS ......................................................................
6.1.1. RFP / RSOQ ........................................................................................
6.1.2. Selection Procedure .............................................................................
6.1.3. Contract Process .................................................................................
6.1.4. Authorization for Services ....................................................................
6.1.5. Invoices ..............................................................................................
6.1.6. Annual Inspection and Testing Contracts ..............................................
6.2. ON-CALL CONSTRUCTION CONTRACTS ....................................................................
6.2.1. Specification Preparation .....................................................................
6.2.2. Bid and Award ....................................................................................
6.2.3. Contract Administration .......................................................................
6.2.4. Request for Annual Contract Services (RACS) ........................................
6.2.5. Annual Contract Task Order (ACTO) .....................................................
6.2.6. Recycling Rubble Program ...................................................................
6.2.7. Progress Payments ..............................................................................
6.2.8. Tracking Requests ...............................................................................
6.3. INFORMAL CONTRACTS........................................................................................
CMD Procedures Manual viii Table of Contents - VER 03

06/28/10
ABBREVIATIONS / ACRONYMS
AA Administrative Analyst CPR Certified Payroll Records

AC Asphalt Cement CR Constructability Review
ACI American Concrete Institute CRSI Concrete Reinforcing Steel Institute
ACOE Army Corp of Engineers CSP Corrugated Steel Pipe
ACTO Annual Contract Task Order CTB Cement Treated Base
ADPICS Advanced Purchasing and CWO Capital Work Order
Inventory Control System CWR Continuous Welded Rail
AQMD Air Quality Management District Cx Commissioning
AREMA American Railway Engineering and CxA Commissioning Agent
Maintenance-of-Way Association
DBE Disadvantaged Business Enterprise
ASTM American Society for Testing and
DCC Document Control Clerk/Center
Materials
DCC IN Document Control Center -
AWS American Welding Society /
Incoming Correspondence
Alternative Work Schedule
DCC OUT Document Control Center -
BHC Board of Harbor Commissioners
Outgoing Correspondence
BIC Ball-in-Court
DCHE Deputy Chief Harbor Engineer
BIM Building Information Modeling
DCM Director of Construction
BMP Best Management Practice Management
(SWPPP)
Demob De-mobilization
BPO Blanket Purchase Order
DI Deputy Inspector
C/AT City Attorney
DPO Direct Purchase Order
C/AU City Auditor
DWG Drawing
CAB Crushed Aggregate Base
E&O Errors and Omissions
CAL/OSHA California Occupational Safety and
ED Executive Director of the Long
Health Administration
Beach Harbor Department
CAP Corrugated Aluminum Pipe
EEC Engineering and Environmental
CBC California Building Code Committee
CCC California Coastal Commission EIR Environmental Impact Report
CCDS Contract Closeout Data Sheet ENV-PLN Environmental Planning Division
CCR California Code of Regulations FAMIS Financial Accounting Management
CHE Chief Harbor Engineer Information System
CI Chief Inspector FD Front Desk
CJP Complete Joint Penetration FIO For Information Only
CM Construction Manager FY Fiscal Year
CMB Crushed Miscellaneous Base GIS Geographic Information System
CMD Construction Management Division GP General Provision
CMDPM Construction Management Division HAZMAT Hazardous Materials
Procedures Manual HDP Harbor Development Permit
CMU Concrete Masonry Unit HR Human Resources Division
CO Change Order I Inspector
COLA City of Los Angeles ICC International Code Council
COLB City of Long Beach JV Journal Voucher
CPC Contractor Proposed Change LBFD Long Beach Fire Department
CPCO Contractor Potential Change Order LBGD Long Beach Gas & Oil Department
CMD Procedures Manual ix Abbreviations / Acronyms - VER 01

11/20/09
ABBREVIATIONS / ACRONYMS
LBHD City of Long Beach Harbor Post-Con Post-Construction

Department (a.k.a. POLB) PPE Personal Protective Equipment
LD Liquidated Damages Pre-Con Pre-Construction
LEED Leadership in Environment and PT Post Tensioning
Energy Design
QA Quality Assurance
LI Lead Inspector
QC Quality Control
LS Lump Sum
RACS Request for Annual Contract
MCN Make Corrections Noted Services
MLLW Mean Lower Low Water RAR Revise and Resubmit
Mob Mobilization RCSC Research Council on Structural
MOU Memorandum of Understanding Connections
MT Magnetic Particle Testing REJ Rejected
MTBM Micro Tunneling Boring Machine REV Revision / Revised
MUR Monthly Utilization Report RFC Request for Change
(SBE/VSBE) RFI Request for Information
MWO Maintenance Work Order RFP Request for Proposal
NDT Nondestructive testing RFQ Request for Qualifications
NEC National Electrical Code RM Risk Management
NEMA National Electrical Manufacturers RWQCB Regional Water Quality Control
Association Board
NET No Exceptions Taken SBE Small Business Enterprise
NFPA National Fire Protection Association SN Stop Notice
NIOSH National Institute of Occupational SNR Stop Notice Release
Safety and Health
SOQ Statement of Qualifications
NPDES National Pollutant Discharge
SOV Schedule of Values
Elimination System
SP Special Provision
NTE Not-to-Exceed
SSI Submit Specified Item
NTP Notice to Proceed
SSPWC Standard Specifications for Public
O&M Operation and Maintenance
Works Construction ("Greenbook")
OSHA Occupational Safety and Health
Sub-Req. Sub-Requisitions
Administration
SWPPP Storm Water Pollution Prevention
OT Overtime
Plan
OTM Other Track Material
T&M Time and Materials
PCC Portland Cement Concrete
TMD Temperature Measuring Device
PHL Pacific Harbor Line
TSR Terminal Service Representative
PI Principal Inspector
USCG United States Coast Guard
PM Program Manager
UT Ultrasonic Testing
PO Purchase Order
VER Version
POCN Purchase Order Change Notice
VSBE Very Small Business Enterprise
(a.k.a. POCO)
WATO Work Allowance Task Order
POCO Purchase Order Change Order
(a.k.a. POCN) WPS Welding Procedure Specification
POLA Port of Los Angeles
POLB Port of Long Beach (a.k.a. LBHD)
CMD Procedures Manual x Abbreviations / Acronyms - VER 01

11/20/09
FLOWCHART SYMBOLS
Flowchart Layout:
Procedure Name
Role / Position
Swim Lane – Contains the activities or Phase Separator – Indicates where a

process steps the Role/Position is process transitions from one phase to
responsible for. another.
Process Symbols:
Symbol Name Description
D.x
Process Describes a process or action step.
D.x
Procedure Cross-references the procedure number in the written procedure
Reference section.
D.x
A pre-defined process containing multiple process flow steps which are
Sub-
formally defined elsewhere. The text within the symbol should include
Process
a reference to the Manual Section where the Sub-Process is defined.
D.x
Indicates a question. The flow lines out of the symbol will indicate
Decision
which alternate path to take based on the answer to the question.
D.x
Document A process step which produces a document.
D.x
Multi-
A process step which produces multiple documents.
Document
D.x Expedition/ A process which involves the Construction Management software

Computer (Primavera Expedition/Contract Manager), or another computer
Process software.
Flow Line Indicates the direction of the process flow.
Start
START Indicates the start point of the flow chart.
Terminal
End
END Indicates the end point of the flow chart.
Terminal
or “Or” Gate Indicates two or more alternate process flow paths.
and “And” Gate Indicates concurrent or parallel processes.
1
On-Page A connector indicating a jump from one point in the process flow to
Connector another on the same page. Used to avoid conflicting flow lines.
Off-Page
A Shows the continuation of a process flowchart onto another page.
Connector
D.3
Distribution:
Provides additional detail related to the process step. Typically includes
and/or
Annotation
Copy Routing: distribution and/or routing information.
CMD Procedures Manual xi VER 01

12/18/09
Construction Management Division Procedures Manual
Volume 1 - Administration
1.1
Introduction
1.1 INTRODUCTION
1.1.1 Port of Long Beach Vision and Mission
"The Port of Long Beach actively improves the quality of life in the region and
the nation by being a world leader in regional and international goods
movement, environmental stewardship and economic prosperity."
– Port of Long Beach Vision
“The Port of Long Beach is an innovative provider of state-of-the-art seaport

facilities and services that enhance economic vitality and improve quality of life
and the environment.”
– Port of Long Beach Mission
1.1.2 Background
Established in 1911, the Port of Long Beach has grown to become the second busiest seaport in
the United States, and a key transportation hub in the global trade marketplace. The Port now
moves more than $100 billion a year in goods, and supports more than 1.4 million jobs
nationally.
In 1911, the California Legislature approved a Tidelands grant, giving the City of Long Beach
the right to manage and develop the Harbor District for the sole purposes of commerce,
navigation, fisheries and recreation. The City then established the Harbor Department (Port of
Long Beach) to oversee Port development and operations.
The Port of Long Beach is a “landlord port,” which means the Board of Harbor Commissioners
leases Port facilities to private companies (shipping lines and cargo-handling firms) who then
contract with union Longshore workers to operate the shipping terminals. These shipping
terminal leases are the principal source of revenue for the Port of Long Beach. The Port
revenues pay the wages of Harbor Department employees, and are reinvested in the
maintenance and development of Port facilities. The Port does not receive tax revenues or
money from the City’s general fund.
1.1.3 POLB Organization
The Port is governed by the Long Beach Board of Harbor Commissioners, whose five members
are appointed by the mayor of Long Beach and confirmed by the City Council. The Board
establishes policies, approves the use of Port lands, awards contracts, and appoints the Port
Executive Director (the top official at the Harbor Department).
The Harbor Department’s nearly 400 employees are organized in eighteen Divisions within four
Bureaus and the Executive offices. See Figure 1 for the Port of Long Beach organizational
chart.
CMD Procedures Manual Page 1 of 4 1.1 - VER 01

1.1 - Introduction VER 01.docx
1.1
Introduction
Figure 1: Port of Long Beach Organizational Chart

1.1
Introduction
1.1.4 Capital Improvement
Trade and commerce through the Port of Long Beach is expected to increase in the foreseeable
future. As a facilitator of international goods movement, the Port recognizes the economic and
environmental benefits of providing modern facilities and transportation infrastructure.
In compliance with the California Coast Act, the Port of Long Beach created the Port of Long
Beach Master Plan (PMP). The PMP addresses the primary goal of providing adequate water
and landside marine terminal facilities to accommodate increasing containerized cargo
throughput volumes and the modern cargo vessels anticipated to transport these goods to and
from the Port. PMP goals for the Port facilities include the following:
Consolidate and modernize existing facilities

Encourage maximum use of facilities
Improve internal roadway and rail circulation
Provide for safe cargo handling and movement of vessels within the Port
Protect, maintain, and enhance the overall quality of the coastal environment
Consistent with the goals of the PMP and the Green Port Policy adopted in 2005, the Port
created the 2006-2016 Port of Long Beach Strategic Plan, which lays out the Port’s
implementation strategies for seven key goal areas. The Annual Budget then aligns the
projects and capital outlay with each strategic goal. The strategic goals related to capital
improvement are:
Environmental Stewardship – Implement practices that minimize or eliminate the

environmental impacts and health risks of Port operations and development.
Safety and Security – Enhance safety and security within the Port and address impacts
on the surrounding community in collaboration with outside agencies.
Infrastructure and Transportation - Provide an efficient and modern seaport complex
and promote innovative solutions for the environment and infrastructure.
The Port uses the revenue it receives from port operations and bond funds to pay for the
capital improvements. In addition, the Port receives federal and State grant funding for certain
qualifying projects.
1.1.5 Engineering Bureau
The Engineering Bureau is responsible for implementing the capital improvement projects, with
the exception of certain security and environmental projects. The Engineering Bureau consists
of the Engineering Administration Division, Program Management Division, Design Division, and
Construction Management Division.
The Engineering Administration Division includes the Chief Harbor Engineer and the Rail
Transportation section. The Engineering Administration Division provides administrative

1.1
Introduction
oversight, policies, and operating procedures for the Engineering Bureau, and provides program
management related duties associated with the Port’s rail infrastructure.
The Program Management Division manages the overall program/project delivery process,
including project initiation, feasibility, design, bid and award, and closeout. The Program
Management Division establishes the program/project budget and cashflow projections,
program/project schedule and cost estimates, obtains design services (through in-house or
professional service contracts), develops the bid documents, and manages the bid and award
process.
The Design Division provides design and drafting support services, as well as maintaining the
Port’s Geographic Information System (GIS). The Design Division establishes the Design
Standards and Guidelines for the Port, inputs as-built drawings and survey information into the
GIS, provides maps, and develops plans, specifications, and estimates (PS&E).
The Construction Management Division (CMD) is responsible for managing all construction
contracts awarded by the Port of Long Beach and providing various survey services. The
Construction Management Division provides all construction management related services to
effectively manage construction contracts including: construction phase project management;
cost and schedule control; document control; change management; claims avoidance,
mitigation, and resolution; contract administration; quality assurance inspection and material
testing; contract closeout; and, guarantee period administration. The CMD also provides:
constructability reviews during the design phase; develops and manages on-call contracts;
provides hydrographic and land surveys during design and construction phases; and, provides
Harbor Development Permit (HDP) inspection.
1.1.6 References
2006 – 2016 Port of Long Beach Strategic Plan

City of Long Beach Harbor Department Annual Budget for Fiscal Year 2009
Port of Long Beach website (http://www.polb.com/about/faqs.asp)
DOCUMENT APPROVAL:
VER Date Approved By:
01 11/20/09
Gary J. Cardamone
REVISION HISTORY:
VER Date Summary of Changes

1.2
Mission of the Construction Management Division
1.2 MISSION OF THE CONSTRUCTION MANAGEMENT DIVISION
The mission of the Construction Management Division is to provide Port Divisions, tenants,
other governmental agencies, and utility companies accurate surveys and quality projects which
are completed on time and within budget by:
Administering construction and professional service contracts
Providing quality assurance inspection services
Providing annual construction contract services including asphalt paving, fencing,
waterborne equipment, construction equipment, striping, and other necessary services
Providing various survey services.
DOCUMENT APPROVAL:
01 11/20/09
Gary J. Cardamone
REVISION HISTORY:

1.2 - Mission VER 01.docx
1.3.1
CMD Organizational Chart
1.3.1 CMD ORGANIZATIONAL CHART
Gary J. Cardamone
Director of Construction
Management
Lucy Reyes
Division Secretary
Julie Steiner Marie Eleasaro

Clerk Typist II Clerk Typist III
Peter Forsythe Leroy Nakamura

Deputy Chief Deputy Chief
Harbor Engineer I Harbor Engineer II
Paul Sheets Sr. Civil Engineer Admin Analyst I

Robert Seidel
Chief Construction M. Dupras A. Galarza
Chief Surveyor
Inspector S. Plezia
Vacant
S. Moser-Lopez
Principal Clerk Typist II Civil Engineer Asst. Admin
Const. Inspector R. Brar Analyst I
R. Brisson C. Garrison C. Gajadhar-Paul
K. Gale C. Larios
Senior Surveyor
A. Reus
E. Capalaran
Admin Aide
Construction K. Stewart
K. Esquerra
Inspector II Civil Engineer
J. Adair Surveyor Asst.
J. Barton A. Boyd M. Melgoza
R. Bill D. Dao
S. Blunk P. Jensen
D. Busse R. Orenzo
D. Campbell J. Stein Admin
J. Curry Intern NC (x3)
M. Kuskie
F. Lizarde Sr. Survey Tech.
D. Neilan C. Chapman
F. Viveros N. Gomez
Vacant J. Kennedy
R. Moran
Construction G. Newkirk
Inspector I J. Sones
D. Tarango
Survey Tech.
Sr. Electrical Insp. J. Buleje
J. Ward C. Chang
S. Combs
S. McDermid
Construction
Admin
Inspector I
Intern NC (x3)
Vacant (x2)
CMD Procedures Manual Page 1 of 1 1.3.1 - VER 01

1.3.1 - CMD Org Chart VER 01.docx
Volume 2 - Construction
Project Management
2.4
Procurement / Pre-Construction Phase
2.4 PROCUREMENT / PRE-CONSTRUCTION PHASE
The Procurement Phase is the process by which the Port obtains a Contractor under a Design-
Bid-Build project delivery method. The Procurement Phase begins when the project is
advertised for bids, and concludes when the construction contract is Conditionally Awarded by
the Board of Harbor Commissioners. The Program Management Division is responsible for the
Procurement Phase activities, which include: advertising for bids; conducting the Pre-Bid
Meeting; answering bidder’s questions; producing Addenda as necessary; opening and
analyzing bids; notifying the Engineering and Environmental Committee of bids received; and
requesting the Board of Harbor Commissioners approve conditional award of a contract to the
lowest responsive bidder.
The Pre-Construction Phase begins once the construction contract is Conditionally Awarded by
the Board of Harbor Commissioners, and concludes when the Notice to Proceed is issued by the
Construction Management Division (CMD). The Program Management Division is responsible
for processing the contract during the Pre-Construction Phase. Upon execution of the contract
by the Executive Director, the project is “handed off” to the CMD and the CMD becomes
responsible for all activities related to the construction contract.
Preparation for the Construction Phase begins during the Procurement Phase and continues
through the Pre-Construction Phase by completing the following activities:
Monitoring the status of the contract bid and award
Assigning resources to the project
Finalizing the CM budget estimate and contingency recommendation and transmitting it
to the Program Manager within two working days after receipt of bids
Monitoring plan check / permit status
Verifying site availability
Preparing project files
Preparing the Quality Assurance plan
Initiating requests for materials testing and/or inspection services
Reviewing the drawings and specifications to become more familiar with the phasing,
tenant and other third-party coordination, and any other special requirements
DOCUMENT APPROVAL:
01 11/20/09
Gary J. Cardamone
REVISION HISTORY:

2.4 Pre-Con VER 01.docx
2.4.1
Procurement / Pre-Construction Phase Checklist
2.4.1 PROCUREMENT / PRE-CONSTRUCTION PHASE CHECKLIST
INDEX:
Section Page
A. Flowchart .................................................................... 2
B. Purpose and Policy Overview ........................................ 3
C. Roles and Responsibilities ............................................. 3
D. Procedure ................................................................... 4
E. Exhibit(s)
1. Procurement / Pre-Construction Checklist ................. 5
DOCUMENT APPROVAL:
01 11/20/09
Gary J. Cardamone
REVISION HISTORY:

2.4.1 Pre-Con Checklist VER 01.docx
2.4.1
A. FLOWCHART

2.4.1
B. PURPOSE AND POLICY OVERVIEW
The purpose of the Procurement/Pre-Construction Phase Checklist is to provide Construction

Management Team members with a quick summary reminder of activities that occur during
the Procurement and Pre-Construction Phases, and provide a status summary for
supervisors and managers to ensure activities are completed in a timely manner.
A Procurement/Pre-Construction Phase Checklist shall be filled out for all construction

contracts. The Construction Manager assigned to the project is responsible for filling out
the checklist and obtaining the status of the various items in the checklist from the project
team members. However, every project team member is encouraged to use the checklist as
a reference.
This Section refers to the policies and procedures for the checklist only. Policies and
procedures for the various items within the checklist may be found under their associated
Section in the CMD Manual.
C. ROLES AND RESPONSIBILITIES
1. Front Desk: Provide status of tasks for which they are responsible.
2. DCC: Provide status of project file set-up.
3. Administrative Analyst: Provide status of contract execution and Business License.
4. Lead Inspector: Provide status on Quality Management Plan.
5. Principal Inspector: Provide status on Quality Management Plan.
6. Construction Manager: Complete the Checklist and ensure all items are completed in a
timely manner. Obtain status updates from the various individuals responsible for
completing the tasks. Notify CM Supervisor of issues preventing the timely completion
of any item.
7. CM Supervisor: Review checklist periodically. Verify completion of items, and sign final
Checklist. Assist in resolving issues as necessary.
8. DCHE I: Provide status of On-Call Inspection & Material Testing Services.
9. DCHE II: Provide status of contract award. Review checklist periodically.
10. DCM: Provide status of contract award. Review checklist as necessary. Receive final
copy.
Other Bureau/Division Roles:

1. PM: Provides status during Bidding Phase, Plan Check/Permit information, and Charge
Point and Capital Work Order funding status.
2. PM Admin Controls: Provides status of contract execution.

2.4.1
D. PROCEDURE:
1. The DCM assigns a CM to a project.

2. The CM obtains a copy of the most current Procurement / Pre-Construction Phase
Checklist (Form: CHKLST-PRECON) from N:\Construction-Inspection Group\Construction
Forms\Chklst-PreCon (version date).xlsx.
3. The CM inputs the date each item is complete as soon as the item is complete. For
items the CM is not directly responsible for completing, the CM obtains status updates
from the responsible party.
4. The CM notifies the CM Supervisor of issues delaying the timely completion of any item.
5. The CM provides a copy of the Checklist to the CM Supervisor as requested.
6. Once all items have been completed, the CM signs the final version and gives to the CM
Supervisor.
7. The CM Supervisor verifies completion of each item and signs the final Checklist.
8. The CM routes a copy of the signed final Checklist to the CM Supervisor, DCHE II, DCM,
and file.
9. The CM includes a copy of the signed final Checklist with draft copy of the Notice to
Proceed.
E. EXHIBIT:
1. “Procurement / Pre-Construction Phase Checklist”

(File: N:\Construction-Inspection Group\Construction Forms\Chklst-PreCon (version
date).xlsx)

2.4.1
Exhibit 1: Procurement / Pre-Construction Phase Checklist

2.4.1

2.4.1

2.4.9
Pre-Construction Meeting
2.4.9 PRE-CONSTRUCTION MEETING
INDEX:
Section Page
A. Flowchart .................................................................................. 2
B. Purpose and policy overview....................................................... 3
C. Roles and responsibilities ........................................................... 3
D. Procedure ................................................................................. 4
E. Exhibits..................................................................................... 6
1. Pre-Construction Meeting Agenda Template (Page 1 of 5) ......... 7
2. Pre-Construction Meeting List of Invitees Template .................. 8
DOCUMENT APPROVAL:
01 6/28/10
G.J. Cardamone, P.E.
REVISION HISTORY:

2.4.9 - Pre-Con Meeting VER 01.docx
2.4.9
A. FLOWCHART
DCM CM Supervisor Admin Support Section CM
START
D.1 D.1
Track Status of
Contract Execution. NO Is Contract
Notify CM when fully fully Executed?
executed.
YES
D.2 Schedule Pre-

Construction Meeting and
reserve conference room.
Coordinate with Contractor,
DCM, and Inspector.
D.5 D.4 D.3 Prepare draft Pre-

Review and Review and Construction Meeting
Comment Comment Agenda and list of invitees
and route for review
D.6
Finalize Pre-Construction
Meeting Agenda and list of
invitees
D.8 Notify POLB project D.7 Send agenda to

D.9 D.9
Prepare Wage
staff, consultants, tenant(s), Contractor and remind
Requirements and
Sign selected lab, and any third- Contractor of items they are
Retention of Monies
parties impacted by project responsible for bringing to
letters
of the Pre-Con Meeting Pre-Con Meeting
D.10
Obtain MUR file from

SBE Office
D.11 D.12
Create CD for Conduct Pre-Construction

Contractor Meeting
D.13
Prepare and sign
D.14 Pre-Construction
Distribution: Meeting Minutes.
DCC (original to project file) Chief Surveyor
CM Program Manager
CM Supervisor Terminal Service Rep D.14-16
DCC OUT
DCHE II SBE Administrator Distribute Meeting
DCHE I Contractor Minutes
Chief Inspector Designer (Go to CMDPM 2.2.3)
Principal Inspector (meeting attendees)
Construction Inspector
END

2.4.9
The purpose of the Pre-Construction Meeting is to:

Introduce the project participants and establish key staff interfaces
Review the project’s scope of work and preliminary schedule
Discuss coordination and conflicts with other projects and third-parties
Discuss impacts to the tenants and/or public
Discuss the Contractor’s approach and key issues
Review environmental requirements
Review project administrative requirements
A Pre-Construction Meeting shall be conducted on all construction contracts after the

contract is fully executed and prior to Notice to Proceed.
Construction Management Division:

1. Administrative Support Section: Prepare Wage Requirements and Retention of Monies
letters, obtain MUR from SBE Office, create CD of Administrative documents for
Contractor, and discuss Administrative requirements at Pre-Construction meeting.
2. Chief Inspector: Attend Pre-Construction Meeting.
3. Construction Manager: Responsible for completing all requirements of the Pre-

Construction Meeting process. Coordinate with key attendees and schedule meeting,
create meeting Agenda, chair Pre-Construction Meeting, generate and distribute meeting
minutes.
4. CM Supervisor: Review and comment on draft Agenda and list of invitees. Attend Pre-
Construction Meeting.
5. DCC: Stamp, file index, scan, and file meeting minutes.
6. Deputy Chief Harbor Engineer I: Attend Pre-Construction Meeting as necessary.
7. Deputy Chief Harbor Engineer II: Attend Pre-Construction Meeting as necessary.
8. Director of Construction Management: Review and sign Administrative documents,

review and comment on draft Agenda and invitees, attend Pre-Construction Meeting.
9. Inspector: Attend Pre-Construction Meeting.
10. Principal Inspector: Attend Pre-Construction Meeting.

2.4.9
Other Bureaus/Divisions:
1. Program Manager: Attend Pre-Construction Meeting.
2. SBE Office: Discuss SBE requirements at Pre-Construction Meeting.
D. PROCEDURE
1. Begin Pre-Construction Meeting process once the Contract is fully executed.
2. The CM coordinates with the Contractor, DCM, and Inspector to determine a mutually
agreeable meeting date and time, and reserves an appropriately sized conference room.
NOTE: Allow enough time for the Contractor and the Administrative Support
Section to prepare for the meeting (typically one-week). Review the Contract
documents to determine any project-specific Pre-Construction Meeting
requirements.
3. The CM prepares a draft Pre-Construction Meeting Agenda and list of invitees, and
routes for review. The Agenda template is located in N:\Construction-Inspection
Group\Construction Forms\Pre-Con Agenda (version date).docx. (See Exhibit 1)
a. The Agenda template should be modified to reflect the project-specific issues

and concerns. Agenda topics include:
Part 1
1) Introduction, project organization, and primary contacts
2) Overview of the project scope of work, anticipated NTP and completion
dates
3) Contractor’s preliminary schedule and sequencing, key issues and
critical work items, and mobilization
4) Project coordination, such as utility companies or other projects
5) Impacts the project will have to the Port’s tenants or the general public
6) Meetings required on the project, such as the weekly progress
meetings or scheduling meetings
Part 2
1) Environmental permit requirements
2) Soil management, including import, export, and stockpiling
requirements
3) Quality Assurance, including material testing, inspection and surveying
coordination
4) Processing progress payments
5) Written and verbal communication

2.4.9
6) Processing RFIs
7) Processing submittals
8) Change process, including CPCO and CO procedures
9) Allowance Bid Item procedures (if applicable)
10) Contingency Bid Item procedures (if applicable)
11) Liquidated damages
12) CPM schedule requirements
13) Project permits
14) Other issues
b. A list of standard invitees is included in the Agenda template, and should be

modified to include the various project-specific participants, including Port staff,
tenants, utility companies, and other third parties. (See Exhibit 2)
4. The CM Supervisor reviews and comments on the draft Agenda and list of invitees.
5. The DCM reviews and comments on the draft Agenda and list of invitees.
6. The CM finalizes the Agenda and list of invitees.
7. The CM sends the notice of the meeting and a copy of the final Agenda to the
Contractor, with a reminder of the items the Contractor is responsible for bringing to the
meeting. The notice and Agenda may be e-mailed or mailed to the Contractor.
8. The CM sends out a meeting notice with a copy of the Agenda to all other invitees on
the list. For all POLB invitees, the CM sends out an MS Outlook Meeting Request with a
pdf copy of the Agenda attached. The notice may be e-mailed or mailed to the tenants,
utility companies, and other third-party invitees.
9. The Administrative Support Section prepares the Wage Requirements and Retention of
Monies letters, and routes them to the DCM for signature.
10. The Administrative Support Section coordinates with the SBE Office and obtains a digital
copy of the Monthly Utilization Report (MUR).
11. The Administrative Support Section scans the letters and assembles a CD of
Administrative documents to deliver to the Contractor at the Pre-Construction Meeting.
The CD includes the following:
a. Wage Requirements letter (scan)
b. Retention of Monies letter (scan)
c. Monthly progress payment template (Excel file)
d. Monthly Utilization Report (Excel file)
e. Labor Compliance forms

2.4.9
12. The CM chairs the Pre-Construction Meeting. The CM should arrive early to set up the
room, and bring the following items to the meeting:
a. Sign-in sheet and pen
b. Copies of the Agenda
c. Display of the project for the wall
d. Business cards
13. The CM prepares the meeting minutes in Primavera Contract Manager in the Meeting
Minutes module (see Quick Reference Guide for Primavera Contract Manager), and
prints and signs the original. Meeting minutes should be prepared as soon as possible
after the meeting, and include all relevant hand-outs from the meeting.
14. The CM distributes the meeting minutes to all invitees, regardless of their attendance at
the meeting. Meeting minutes should be distributed within one-week of the Pre-
Construction meeting. Distribute a pdf copy of the meeting minutes via e-mailing
whenever possible.
15. The CM gives the original signed meeting minutes and any back-up documents or hand-
outs from the meeting to the DCC.
16. The DCC stamps, indexes, scans, attaches in Contract Manager (DCC OUT), and files in
the project file (File Index 05).
E. EXHIBITS
1. Pre-Construction Meeting Agenda Template (Page 1 of 5)

2. Pre-Construction Meeting List of Invitees Template

2.4.9
Exhibit 1: Pre-Construction Meeting Agenda Template (Page 1 of 5)

2.4.9
Exhibit 2: Pre-Construction Meeting List of Invitees Template

2.5.1
Notice to Proceed
2.5.1 NOTICE TO PROCEED
INDEX:
Section Page
A. Flowchart .................................................................... 2
D. Procedure ................................................................... 3
E. Reference.................................................................... 5
F. Exhibits
1. Notice to Proceed Checklist ..................................... 6
2. Notice to Proceed Template ..................................... 7
3. Notice to Proceed Sample........................................ 8
DOCUMENT APPROVAL:
01 12/18/09
Gary J. Cardamone
REVISION HISTORY:

2.5.1 - Notice to Proceed VER 01.docx
2.5.1
Notice to Proceed
A. FLOWCHART
Notice to Proceed
Admin Support CM Supervisor /

CM DCM
Section DCHE II
START
D.1
D.1
Is Contract Obtain Executed
NO
Executed & copies Contract &
distributed? distribute copies
YES
D.2
Discuss NTP
Date with
Contractor &
DCM
D.3
Complete D.4
& sign “Notice to
Proceed Checklist” Verify and sign
Form: CHKLST-NTP
D.5 Prepare
draft NTP in Contract
Manager Letters
Module using “Notice
to Proceed” template
D.6 D.6.a D.6.b D.6.c

Route draft
NTP, CHKLST-NTP,
CHKLST-PRECON, Review & Initial Review & Initial Review & Initial
& RM Insurance
Approval form
D.7 D.8
Finalize NTP on
Letterhead Sign
D.9-11
DCC OUT
Mail or hand-deliver D.5.b
to Contractor Distribution:
(Go to CMDPM Admin Analyst I Principal Inspector
2.2.3) Assistant Admin Analyst I Inspector(s)
Admin Aid Program Manager
Deputy Chief Harbor Engineer II Design Engineer
Deputy Chief Harbor Engineer I Director of Risk Management
Chief Inspector SBE/VSBE Office
END Chief Surveyor Real Estate (if applicable)
Construction Manager Record Center

2.5.1
Notice to Proceed
Once the contract is fully executed, a written Notice to Proceed (NTP) is issued to the
Contractor to commence the work and start the contract time as defined in Special Provision
“Time of Completion and Liquidated Damages.” The Notice to Proceed date is the first day
of the contract time.
A Notice to Proceed shall be issued on every construction contract. A separate NTP may
need to be issued for milestones which are not linked to the initial NTP.
The Notice to Proceed should be issued on a timely basis soon after the contract is fully
executed, but no later than 90-days after Conditional Award by the Board of Harbor
Commissioners (unless the Specification defines the Contractor’s bid guarantee period
differently). An NTP issued after the bid guarantee period requires the Contractor provide a
written guarantee of the original bid, or negotiate any increase in cost associated with the
delay (i.e. material price escalation, working in a less favorable season, etc.).

1. Front Desk: Copy, distribute, and mail final Notice to Proceed.
2. DCC: Scan, log, and file final Notice to Proceed.
3. Administrative Support: Review draft Notice to Proceed.
4. Construction Manager: Responsible for the Notice to Proceed process. Draft the Notice
to Proceed, complete the Notice to Proceed Checklist, and finalize the Notice to Proceed.
5. CM Supervisor: Review draft Notice to Proceed. Verify Notice to Proceed Checklist.
6. DCHE II: Review draft Notice to Proceed, verify Notice to Proceed Checklist (if there is
no CM Supervisor assigned to project).
7. DCM: Review draft and sign Notice to Proceed.
Other Bureaus/Divisions
1. PM: Discuss issues related to delaying NTP (if applicable).
D. PROCEDURE
1. Begin the Notice to Proceed process after the contract is fully executed.
2. The CM discusses the NTP date with the Contractor to allow the Contractor to
coordinate operations and mobilization. Because time is of the essence, any request

2.5.1
Notice to Proceed
from the Contractor to delay to the NTP date should be discussed with the Director of
Construction Management and the Program Manager.
3. The CM completes and signs the Notice to Proceed Checklist. A copy of the most
current checklist can be found on N:\Construction-Inspection Group\Construction
Forms\Chklst-NTP (version date).xlsx.
4. The CM Supervisor (or DCHE II) verifies items in Checklist are complete and signs
Checklist.
5. The CM prepares a draft Notice to Proceed in Contract Manager using the “Notice to
Proceed” template in the Letters Module. See Exhibit 1 for the NTP template and Exhibit
2 for an example of an NTP with multiple milestones.
a. When calculating the required completion, the effective date of the NTP is the
first contract day. For example, a one calendar day contract would start and end
on the NTP effective date (12:00 a.m. to 11:59 p.m).
b. The cc list should include, at a minimum, the following:

Admin Analyst I Principal Inspector
Assistant Admin Analyst I Inspector(s)
Admin Aid Program Manager
Deputy Chief Harbor Engineer II Design Engineer
Deputy Chief Harbor Engineer I Director of Risk Management
Chief Inspector SBE/VSBE Office
Chief Surveyor Real Estate (if applicable)
Construction Manager Record Center
6. The CM routes the draft Notice to Proceed along with a copy of the Notice to Proceed
Checklist and a copy of the Risk Management approval form. The routing order is as
follows:
a. Admin Analyst I
b. CM Supervisor (or DCHE II if a CM Supervisor is not assigned)
c. Director of Construction Management
7. The CM finalizes the Notice to Proceed on POLB letterhead.
8. The DCM signs the Notice to Proceed.
9. If hand-delivering the NTP, the CM prepares a transmittal indicating the NTP was hand-
delivered with a receipt line for the Contractor’s signature. The CM gives the Front Desk
a copy of the NTP, and DCC a copy of the NTP and transmittal with the Contractor’s
signature.

2.5.1
Notice to Proceed
10. The Font Desk distributes the copies. If original NTP is not hand-delivered, the Front
Desk mails the Notice to Proceed and distributes one copy to DCC.
11. The DCC stamps, indexes, scans, enters into Contract Manager, and files a copy in the
project file.
E. REFERENCE
1. General Provision 5.02 (1991).

2. Special Provision “Time of Completion and Liquidated Damages.”
F. EXHIBITS
1. Notice to Proceed Checklist

2. Notice to Proceed Template
3. Notice to Proceed Sample

2.5.1
Notice to Proceed
Exhibit 1: Notice to Proceed Checklist

2.5.1
Notice to Proceed
Exhibit 2: Notice to Proceed Template

2.5.1
Notice to Proceed
Exhibit 3: Notice to Proceed Sample

2.6
Contract Closeout / Post-Construction Phase
2.6 CONTRACT CLOSEOUT / POST-CONSTRUCTION PHASE
The Closeout Phase begins when the contract is declared Substantially Complete, and for
Formal Contracts, concludes when the Board of Harbor Commissioners approves Final
Acceptance. The Closeout Phase consists of: completing all punch list items, including any
outstanding deliverables and permit conditions; de-mobilization; ensuring the project
facility/improvement owner has received the training and documentation necessary to use the
facility/improvement; resolving all labor compliance, SBE/VSBE, stop notice, and other
administrative items; resolving all cost and claim issues and executing the Final Closeout
Change Order; and requesting the Board of Harbor Commissioners approve Final Acceptance.
The Post-Construction Phase begins once the contract is accepted by the Board of Harbor
Commissioners, or upon issuance of the final payment for Informal Contracts. The Post-
Construction Phase includes: administering the warranty period; conducting the Post-
Construction Review; and boxing up and storing the contract records.
Preparation for the Close-Out / Post-Construction Phase begins throughout the Construction
Phase by being proactive in resolving issues, ensuring the red-line drawings are kept up to date,
ensuring all permit conditions are met, and maintaining well organized and comprehensive
project records.
DOCUMENT APPROVAL:
01 2/5/10
Gary J. Cardamone
REVISION HISTORY:

2.6 Closeout FINAL 2-5-10.docx
2.6.1
Contract Closeout Checklist
2.6.1 CONTRACT CLOSEOUT CHECKLIST
INDEX:
Section Page
A. Flowchart .................................................................... 2
D. Procedure ................................................................... 3
E. Summary of Documents Generated ............................... 4
F. Exhibit ........................................................................ 4
1. Contract Closeout Checklist ..................................... 5
DOCUMENT APPROVAL:
01 2/5/10
Gary J. Cardamone
REVISION HISTORY:

2.6.1 - Closeout Checklist FINAL 2-5-10.docx
2.6.1
A. FLOWCHART
Inspection Admin Support

DCM CM Supervisor CM SBE Office
Section Section
START
D.1
D.1 Begin
Has the
Closeout Phase
notice of Substantial NO
after Contract is
Completion been
Substantially
issued?
Complete
YES
D.2
Obtain a copy of
the current
Closeout Checklist
D.3
Punch list &
Permit sign-off
status
D.3
Complete
D.4 D.3
D.4 Closeout Status
tasks and update of Stop Notices,
Obtain periodic Obtain periodic
Checklist Consent of
status updates status updates Coordinate
throughout Close- Surety, Third-
out Phase. party record
Provide periodic requests, and
status updates to Third-party claims
Supervisors.
D.3
SBE approval to
proceed with
Final Acceptance
D.6
All items
in Checklist are
NO
complete & contract
is ready for
Acceptance?
YES
D.7 D.6
(ORIGINAL)
(ORIGINAL) Sign
Checklist
Verify & Sign
D.9
D.8 Distribution:
Include a
DCC (original to project file)
copy of signed
CM
Checklist with
CM Supervisor
draft BHC Final
Acceptance Memo
(or Final Payment
for Informal
Contracts)
END

2.6.1
The purpose of the Contract Closeout Checklist is to provide the Construction Management
Team members with a quick summary reminder of activities that occur during the Closeout
and Post-Construction Phases, and provide a status summary for supervisors and managers
to ensure activities are completed prior to going to the Board of Harbor Commissioners for
Final Acceptance.
A Contract Closeout Checklist shall be completed and signed for all Formal Construction
Contracts prior to proceeding to the Board of Harbor Commissioners for Final Acceptance.
For Informal Contracts, the Checklist shall be completed and signed prior to processing the
final payment. The Construction Manager assigned to the project is responsible for
completing the checklist and obtaining the status of the various items in the checklist from
the project team members. However, every project team member is encouraged to use the
checklist as a reference.
This Section refers to the policies and procedures for the checklist only. Policies and
procedures for the various items within the checklist may be found under their associated
Section in this Manual.

1. Administrative Support: Provide status of Stop Notices, Consent of Surety, third-party
claims, and records requests.
2. Construction Manager: Responsible for the Closeout Checklist process. Complete the
Checklist and ensure all items are completed in a timely manner. Obtain status updates
from the various individuals responsible for completing the tasks. Notify CM Supervisor
of issues preventing the timely completion of any item.
3. CM Supervisor: Review checklist periodically. Verify Contract Closeout Checklist items

are complete and sign final Checklist.
4. DCC: Index, scan, log, file, and distribute final Checklist.
5. DCM: Review copy of final Checklist prior to signing BHC Final Acceptance memo, or
final payment for Informal Contracts.
1. SBE Office: Provide status of SBE approval.
D. PROCEDURE
1. Begin the Contract Closeout Checklist process after Substantial Completion is issued.

2.6.1
2. The CM obtains the most current version of the Contract Closeout Checklist from
N:\Construction-Inspection Group\Construction Forms\Chklst-Closeout (version
date).xlsx.
3. The CM inputs the status of each item on the Checklist. For items the CM is not directly
responsible for completing, the CM obtains status updates from the responsible party. If
the answer is “No” or “N/A”, the CM must explain the reason in the “Comments” box
next to the item.
4. The CM notifies the CM Supervisor of issues delaying the timely completion of any item.
5. The CM provides a copy of the Checklist to the CM Supervisor as requested.
6. Once all items have been completed, the CM signs the final version and gives to the CM
Supervisor.
7. The CM Supervisor verifies completion of each item and signs the final Checklist.
8. The CM includes a copy of the signed final Checklist with the draft copy of the Board of
Harbor Commissioners memo requesting Final Acceptance, or with the final payment for
Informal Contracts.
9. The CM gives the original signed Checklist to DCC.
10. The DCC stamps, scans, logs in Contract Manager (DCC OUT), files the original in the
project files, and distributes copies to the CM and CM Supervisor.
E. SUMMARY OF DOCUMENTS GENERATED
1. Contract Closeout Checklist
Template/Working File
Template File Name Chklst-Closeout (version).xlsx
Template Location N:\Construction-Inspection Group\Construction Forms
File Type MS Excel
Completed by CM
Final Electronic File Location CM's C: or M: drive
Final Document
Original Hard Copy Project File
File Index 19
Archive Scan Primavera Contract Manager (DCC OUT)
Hard Copy Distribution CM
CM Supervisor
F. EXHIBIT
1. Contract Closeout Checklist

2.6.1
Exhibit 1: Contract Closeout Checklist

2.6.1

2.6.6
Post-Construction Review
2.6.6 POST-CONSTRUCTION REVIEW
INDEX:
Section Page
A. Flowchart .................................................................... 2
D. Procedure ................................................................... 5
E. Reference.................................................................... 6
F. Exhibits
1. Post-Construction Survey (Page 1 of 8) .................... 7
2. Post-Construction Review Meeting Agenda................ 8
3. Final Post-Construction Review Report
Sample (Page 1-2 of 14) ......................................... 9
DOCUMENT APPROVAL:
01 12/18/09
Gary J. Cardamone
REVISION HISTORY:

2.6.6 Post-Con VER 01.docx
2.6.6
A. FLOWCHART
Post-Con Review
CM
Participants
START
D.1
Award
amount over $1 mill. NO A
(or selected by DCM
for a Post-Con)
YES
D.1
D.1 Wait until
project is accepted
Project Accepted NO
by BHC before
by BHC?
beginning Post-
Con process
YES
D.2-3
Obtain a copy of
the Post-Con
Survey file & modify
(see [Survey
Administrator] tab
for instructions)
D.4 D.5
Complete the
D.4 E-mail Survey to survey
Distribution: Project Team and electronically and
Director of Construction Management Survey Participants e-mail the
Deputy Chief Harbor Engineer II response
Deputy Chief Harbor Engineer I
Chief Inspector
CM staff assigned to the contract
Administrative Analyst I
D.6
Principal Inspector Create “Master
Lead Inspector Copy” file and input
Major Discipline Inspectors (if applicable) survey results
Chief Surveyor (see [Survey
Survey Party Chief Administrator] tab
Director of Program Management for instructions)
Deputy Chief Harbor Engineer II (PM)
Program Manager
Director of Design
Design Engineer
Chief Harbor Engineer B
Contractor
Third-Party Coordinators
Project Product Owner (i.e. tenant)

2.6.6
Post-Con Review
CM
Participants
A B
and
D.9 Create “Draft” D.7

Post-Con Report,
Schedule Post-Con
Summary of
Review Meeting &
Comments, &
arrange for room
Ratings by Role
Summary
D.9 D.8
Send e-mail
Prepare for meeting
invite to Survey
(Create Meeting
Participants (except
Agenda, Sign-in
Contractor, Third-
Sheet, copies)
Parties, and Tenant)
D.10
D.10 Participate
in Post-Construction
Conduct Post-Con Review Meeting
Review Meeting (except Contractor,
Third-Parties, and
Tenant)
D.11
Enter comments
from the meeting
into “Master
Copy” file to
create “Final”
Post-Con Report
D.12 Print
“Final” Post-Con D.13
Review Report Distribution:
& Sign Director of Construction Management
Deputy Chief Harbor Engineer II
Deputy Chief Harbor Engineer I
Chief Inspector
D.13-14
CM staff assigned to the contract
Administrative Analyst I
DCC OUT Principal Inspector
(Go to CMDPM Lead Inspector
2.2.3) Major Discipline Inspectors (if applicable)
Chief Surveyor
Survey Party Chief
Director of Program Management
Deputy Chief Harbor Engineer II (PM)
Program Manager
END Director of Design
Design Engineer
Chief Harbor Engineer

2.6.6
The purpose of the Post-Construction Review is to provide feedback to staff and other
stakeholders to improve the quality and cost effectiveness of future projects. The objective of
the review is to:
Assess the project outcome
Document the project
Evaluate best practices
Examine project issues and lessons learned
Provide recommendations for improvement for future projects
A Post-Construction Review will be conducted, generally after the contract has been accepted
by the Board of Harbor Commissioners, for all construction contracts with award amounts over
$1 million, or as selected by the Director of Construction Management.

1. DCC: File and distribute Final Report.
2. Administrative Support: Participate in survey and Post-Con Meeting.
3. Lead Inspector: Participate in survey and Post-Con Meeting.
4. Principal Inspector: Participate in survey and Post-Con Meeting.
5. Chief Inspector: Participate in survey and Post-Con Meeting.
6. Construction Manager: Responsible for the Post-Construction Review process..
Distribute survey, collect and analyze results, schedule and conduct Post-Con Meeting,
produce and sign Final Post-Con Report.
7. CM Supervisor: Participate in survey and Post-Con Meeting.
8. Survey Party Chief: Participate in survey and Post-Con Meeting.
9. Chief Surveyor: Participate in survey and Post-Con Meeting.
10. DCHE I: Participate in survey and Post-Con Meeting.
11. DCHE II: Participate in survey and Post-Con Meeting.
12. DCM: Participate in survey and Post-Con Meeting.
Other Bureaus/Divisions
1. PM: Participate in survey and Post-Con Meeting. Determine if Design Consultant will
participate in survey.
2. Deputy Chief Harbor Engineer II (PM): Participate in survey and Post-Con Meeting.
3. Director of Program Management: Participate in survey and Post-Con Meeting.

2.6.6
4. Director of Design: Participate in survey and Post-Con Meeting.

5. In-house Design Engineer (if applicable): Participate in survey and Post-Con Meeting.
Outside/Third Party
1. Design Consultant: Participate in survey, if requested by PM.
2. Construction Management Consultant Support Staff (if applicable): Participate in survey
and Post-Con Meeting.
3. Contractor: Participate in survey.
4. Third-Party Coordinators: Participate in survey.
5. Project Product Owner (i.e. tenant): Participate in survey.
D. PROCEDURE
1. Begin Post-Construction Review process for construction contracts with an award
amount over $1 million after contract has been accepted by the Board of Harbor
Commissioners (BHC). If it appears the close-out phase will be delayed due to litigation
or an extended maintenance period, discuss with the Director of Construction
Management whether to proceed with a Post-Construction Review prior to BHC
Acceptance.
2. The CM obtains a copy of the most current Post-Con Survey Excel file from
N:\Construction-Inspection Group\Construction Forms\Post-Con Review (version
date).xlsx. Instructions for administering the Survey can be found on the [Survey
Administrator] tab. (See Exhibit 1)
3. The CM enters the Specification Number, Title, Date, and return e-mail information in
the [Survey] tab, and saves the “Survey” file.
4. The CM e-mails the survey to the Survey Participants. Include, at a minimum, the
following:
Director of Construction Chief Surveyor
Management Survey Party Chief
Deputy Chief Harbor Director of Program Management
Engineer II Deputy Chief Harbor Engineer II (PM)
Deputy Chief Harbor Program Manager
Engineer I Director of Design
Chief Inspector Design Engineer (in-house)
Construction Management Chief Harbor Engineer
staff assigned to the contract Contractor
Administrative Analyst I Third-Party Coordinators (utilities,
Principal Inspector tenant, COLB, etc. – survey only)
Lead Inspector Project Product Owner (i.e. the tenant
Major Discipline Inspectors (if for terminal improvements, Maintenance
applicable) for sewer lift station, etc. – survey only)

2.6.6
5. The Survey Participants fill out the survey electronically and e-mail the completed survey
file to the CM. Instructions on how to fill out the survey can be found on the [Survey
Instructions] tab.
6. The CM saves a duplicate copy of the “Survey” file to use as the “Master Copy” and
copies and pastes the survey results from each completed survey into the Master file.
7. The CM schedules the Post-Construction Review Meeting and arranges for a room.
8. The CM sends out an e-mail invitation to the Survey Participants listed in D.4, except for
the Contractor, Third-Party Coordinators, and Project Product Owner.
9. The CM prepares for the Post-Construction Review Meeting by doing the following:
a. Fill-out the information on the [REPORT] tab, adjust the row heights as
necessary, and print copies of the “Draft” Post-Construction Report for the
meeting participants to review at the meeting.
b. Print a copy of the “Average Rating by Role” on the [Raw Scores] tab.
c. Print a copy of the “Summary of Comments” on the [COMMENT SUMMARY] tab.
d. Prepare the Meeting Agenda using the [Meeting Agenda] tab. (See Exhibit 2)
e. Prepare the Sign-in Sheet using the [Sign-in Sheet] tab.
10. The CM conducts the Post-Construction Review Meeting.
11. The CM enters any additional comments from the discussion at the Post-Construction
Review Meeting into the “Master Copy” file.
12. The CM prints out and signs the “Final” Post-Construction Report.
13. The CM e-mails the “Final” Post-Construction Report to the Survey Participants listed in
D.4. above (except for the Contractor, Third-Party Coordinators, and Project Product
Owner) and gives the original to DCC. (See Exhibit 3)
14. The DCC stamps, indexes, scans, enters into Contract Manager, and files the original in
the project file.
E. REFERENCE
1. Environmental Management System Procedure EMS-SP9
F. EXHIBITS
1. Post-Construction Survey (Page 1 of 8)

2. Post-Construction Review Meeting Agenda
3. Final Post-Construction Report Sample (page 1-2 of 14)

2.6.6
Exhibit 1: Post-Construction Survey (Page 1 of 8)

2.6.6
Exhibit 2: Post-Construction Review Meeting Agenda

2.6.6
Exhibit 3: Final Post-Construction Review Report Sample (Page 1-2 of 14)

2.6.6

2.6.7
Contract Closeout Data Sheet
2.6.7 CONTRACT CLOSEOUT DATA SHEET
INDEX:
Section Page
A. Flowchart .................................................................................. 2
B. Purpose and policy overview....................................................... 3
C. Roles and responsibilities ........................................................... 3
D. Procedure ................................................................................. 3
E. References ................................................................................ 7
F. Exhibits..................................................................................... 7
1. Contract Closeout Data Sheet ................................................. 8
DOCUMENT APPROVAL:
01 6/28/10
G.J. Cardamone, P.E.
REVISION HISTORY:

2.6.7 - Contract Closeout Data Sheet VER 01.docx
2.6.7
A. FLOWCHART

Administrative
DCM CM Supervisor Inspection Section CM SBE Office
Support Section
START
D.1 Confirm Contract is

ready for Final Acceptance
(Sections A, B, & C of the
complete)
(see CMDPM 2.6.1)
D.2
Obtain current Contract
Closeout Data Sheet
(CCDS) Excel template
D.3.c D.3
Provide On-Call D.3.f Review SBE

Contract data
amounts, and notify
Fill out CCDS form. CM if there are any
Request data as outstanding SBE
D.3.e necessary. issues that need to
be resolved before
Provide FAMIS cost Final Acceptance
report
D.4 (ORIGINAL)
Print final version

and sign
D.7 D.6 D.5

Route Original signed
Review and CCDS with Draft BHC
Review
Sign Final Acceptance Memo
(see CMDPM 2.6.2)
D.8
Include a copy
of signed CCDS for DCM’s
use with final Board
Memo for DCM signature
(see CMDPM 2.6.2)
D.10 Input data D.9

into PB Views and
Give Original CCDS to
CMD Performance
Administrative Aide and
Measures
copy to DCC
spreadsheet
(see CMDPM 1.5)
D.11 D.12
Put Original
D.11
CCDS in DCM’s DCC IN
Distribution: Closeout Binder, copy
CM in Admin Aide’s (See CMDPM 2.2.3)
CM Supervisor Binder, and distribute
Administrative
Analyst
SBE Administrator
DCC END

2.6.7
The Contract Closeout Data Sheet (CCDS) provides a quick summary of general contract
information and key cost and time metrics. The purpose of the CCDS is to:
Provide a reference document for reviewers of the draft Final Acceptance memo
Assist the DCM in preparing for the Board presentation of Final Acceptance
Assist POLB management in evaluating the level of successes of the various aspects
of the contract and the construction management team
Provide an easy reference to compare statistics between multiple projects
The Contract Closeout Data Sheet must be completed prior to going to the Board of Harbor
Commissioners for Final Acceptance.

1. Administrative Aide: Input CCDS information into PB Views and CMD Performance
Measures spreadsheet. Copy and distribute CCDS.
2. Administrative Analyst: Provide FAMIS cost reports.
3. Construction Manager: Responsible for the CCDS process. Obtain the necessary
information, complete and sign the CCDS.
4. CM Supervisor: Review CCDS.
5. DCC: Stamp, index, scan, attach in Contract Manager, and file final CCDS.
6. Director of Construction Management: Review and sign CCDS.
7. Principal Inspector: Provide On-Call Contract information.
1. SBE Office: Verify SBE/VSBE amounts.
D. PROCEDURE
1. Begin CCDS process when Contract is close to Final Acceptance (typically once Sections
A, B, and C of the Contract Closeout Checklist are complete - see CMDPM 2.6.1 Contract
Closeout Checklist).
2. The CM obtains the most current version of the Contract Closeout Data Sheet from
N:\Construction-Inspection Group\Construction Forms\Contract Closeout Data Sheet
(version date).xlsx.

2.6.7
3. The CM inputs the data on the form.
a. Number of Requests for Information includes the number of re-submitted RFIs.

For example, the last RFI number was 100, however 20 of those RFIs were re-
submitted for clarification or additional information, therefore the total quantity
of RFIs is 120.
b. The number of submittals, WATOs, and CPCOs do not include the number of re-
submittals or revisions.
c. Request ACTO information from the Principal Inspector managing the On-Call
Construction Contracts.
d. The Contract Contingency Budget can normally be found on the CWO

Supplement in the Board of Harbor Commissioners Conditional Award memo.
Contingency increases may occur through additional CWO Supplements during
the contract if the initial Contingency Budget is expended through Change
Orders. Consult with the Program Manager.
e. The “Final CM Costs” are all the charges by the Construction Management
Division charged to the project for construction management services, such as
POLB CM and inspection staff, CM consultant support, and On-Call Inspection
and Material Test Lab services. It should not include other services provided by
CMD, such as On-Call Contract services or Surveying services. Request the
appropriate cost report from the Administrative Support Section.
f. The “SBE/VSBE/DBE” information can be found on the “Final Progress Payment”

MUR. Confirm the amounts with the SBE Office and if there are any outstanding
SBE issues that would prevent Final Acceptance of the Contract. If the Final
Closeout Change Order is being approved by the Board of Harbor Commissioners
along with Final Acceptance, you will not have the final SBE/VSBE/DBE numbers
for the Contract Closeout Data Sheet. Please put a note in the
“Comments/Explanations” section if the SBE/VSBE/DBE numbers are not final.
g. The Contract Time for contracts should be calculated as follows:
i.) “Original Time” is the original Contract duration. If the Contract includes
a Maintenance Period, then “Original Time” is the duration of the
Construction Phase only, which includes all work except the Maintenance
Period.
ii.) “Contract Completion” is the Contract required completion date, excluding

the Maintenance Period if applicable.
iii.) “Substantial Completion” is the date the work was declared substantially
complete. If the Contract includes a Maintenance Period, then it is the
substantial completion date of the Construction Phase only.

2.6.7
iv.) If the Contract includes a Maintenance Period, check the Yes” box next to
“Maint. Period?” and fill in the actual Maintenance Period completion date
and the Maintenance Period duration.
v.) “Acceptance” is the proposed Board of Harbor Commissioners meeting

date for Final Acceptance.
vi.) “Closeout days” is the number of days between Substantial Completion

(or Maintenance Period completion, if applicable) and Final Acceptance.
h. A delay is defined as an impact to the required Contract completion date.

Excusable delays result in an extension of the contract time, and inexcusable
delays result in Liquidated Damages. Types of Delay are as follows:
i.) “Compensable” is an excusable delay for which the Contractor is entitled

to compensation for delay costs. Delay costs are costs not covered by
the mark-up on the direct costs associated with a change. The delay
time excludes any concurrent non-compensable delay (i.e. weather
and/or Contractor-caused delay). Categories include:
1. Owner Enhancement – Delay resulting from changes generated by

either the Port, or the Tenant/facility owner, changing their mind
and requesting something different. Compensation for the delay
is included in the Change Order Category 1 -Owner Enhancement.
2. Unforeseen Conditions – Delay resulting from changes generated

by the discovery of existing conditions which are not foreseeable.
Compensation for the delay is included in Change Order Category
3 – Unforeseen Conditions.
3. Design Related – Delay resulting from a code compliance issue,

design clarification, or errors and omissions. Compensation for
the delay is included in the corresponding Change Order Category
2, 4 and/or 5.
4. Owner Caused – Delay caused by any Port representative,

including consultants, and/or any third party (i.e. tenant or utility).
Compensation for the delay is included in the Change Order
Category “Other” and explained in the “Comments/Explanations”
section.
ii.) “Non-Compensable” is an excusable delay for which the Contractor is not

entitled to additional compensation. Categories include:
1. Concurrent – The time in which a Compensable Delay occurred at

the same time as a Contractor-caused delay. This time does not
include concurrent weather delays.

2.6.7
2. Weather – Delay due to adverse weather conditions, including any

days which were concurrent with a Compensable delay.
3. Other – Any other non-compensable time extension not covered

under Concurrent or Weather.
iii.) “Unexcused/Liquidated Damages” is a Contractor-caused delay which

extended the contract time beyond the required Contract Completion
Date.
i. “Comments/Explanations” should include an explanation of any unusual

circumstances or conditions. Examples include:
i.) Explain any Change Order items that are categorized as “Other.”
ii.) Indicate if the SBE/VSBE/DBE numbers are not final.
iii.) Explain why Contract Contingency was increased.
iv.) Explain any unusual delays in the project timeline.
v.) Explain any “Owner Caused” delays.
4. The CM prints and signs the final version of the Contract Closeout Data Sheet.
5. The CM includes the original signed Contract Closeout Data Sheet with the draft copy of
the Board of Harbor Commissioners memo requesting Final Acceptance. (Reference
CMDPM 2.6.2 Final Acceptance)
6. The CM Supervisor reviews the Contract Closeout Data Sheet with the draft Board
memo.
7. The DCM reviews and signs the final version of the Contract Closeout Data Sheet, and
returns it to the CM with the draft Board memo.
8. The CM includes a copy of the final signed Contract Closeout Data Sheet with the final
version of the Board memo.
9. The CM gives the original Contract Closeout Data Sheet to the Administrative Support
Section.
10. The Administrative Aide inputs the data into PB Views for performance measures and
the CMD Performance Measures spreadsheet (see CMDPM 1.5 Performance Measures).
11. The Administrative Aide copies and distributes CCDS to the following:
a. DCM (original in DCM Closeout Binder)
b. CM

2.6.7
c. CM Supervisor
d. Admin Aide (Closeout Binder)
e. Administrative Analyst
f. SBE Office
g. DCC
12. The DCC stamps, indexes, scans, logs in Contract Manager (DCC IN), and files in the
project files.
E. REFERENCES
1. CMDPM 2.6.1 Contract Closeout Checklist
2. CMDPM 2.6.2 Final Acceptance
3. CMDPM 1.5 Performance Measures
F. EXHIBIT
1. Contract Closeout Data Sheet

2.6.7
Exhibit 1: Contract Closeout Data Sheet

Volume 3 - Quality Assurance

/ Inspection
3.1
Goals
3.1 GOALS
To the extent allowed by resources and budgets, the Construction Management Division will
strive to:
1) Assure that the construction work conforms to Contract Documents and all
Regulatory requirements.
2) Assure adequate documentation to verify that such compliance was achieved.
3) Provide complete and accurate records to document all on site and other critical
activities.2
4) Eliminate or minimize, to the extent possible, impacts to our tenants and the public.
5) Mitigate, to the extent possible, adverse impacts of the construction to the
environment.
6) Work collaboratively with the Contractor to facilitate a safe working environment at
the work site.

3.1 - Goals VER 01.docx
3.2
Organization Chart / Roles and Responsibilities
3.2 ORGANIZATION CHART / ROLES AND RESPONSIBILITIES
A. Organization Chart for Inspection
Director of CM Division
DCHE I
Chief Construction
Inspector
Principal Inspector Principal Inspector Principal Inspector Principal Inspector
LEAD Inspector for LEAD Inspector for LEAD Inspector for

Project Project Project
Deputy Inspector /
Support Inspector Technician from On
Call Test Lab
B. Roles and Responsibilities
Job Title Roles and Responsibilities
Director of Construction Establishes Inspection Goals and organizational structure to implement

Management Division the goals
Provides budget, staffing, oversight and direction to attain goals
Deputy Chief Harbor Provides management oversight of Inspection Section

Engineer I Provides Technical Support to Inspectors
Manages "On Call" Testing & Inspection Lab Contracts
Acts as back up for the Chief Construction Inspector
Creates and maintains the QA/Inspection Manual
Determines QA/Inspection Procedures for types of work not covered in
the Manual
Responsibility for Training Inspectors per the Manual
Provides QA oversight of Inspection and assures compliance with
QA/Inspection Manual

3.2 - Org Chart - Roles VER 01.docx
3.2
Organization Chart / Roles and Responsibilities
Job Title Roles and Responsibilities
Chief Construction Supervises the field inspection staff including Principal and Lead
Inspector Inspectors
Assigns day-to-day staffing, assures adequate coverage of all projects
Provides direction for resolution of field problems and questions of
acceptability of work
Performs evaluations for inspectors
Interviews and recommends new candidates for staff inspection positions
Principal Inspector Assures compliance of Division Inspection Procedures by Lead Inspector

(L.I.)
Identifies On Call Test Lab services required and completes Request for
Directive
Documents existing conditions with the L.I. prior to construction
Reviews the L.I.'s Daily Inspection Reports
Reviews the L.I.'s non-compliance Reports and Safety/Regulatory
concerns
Reviews QA requirements with L.I. and approach to determining
acceptability of work
Reviews Plans/Specifications and attends Pre-Construction Meeting
Assures adequate Inspection staffing, coverage for time off
Review and approve time sheets for assigned inspectors, assure proper
project charges
Confirm job is ready for final inspection
Lead Inspector Reviews project plans and specifications, verifies and documents
contractor compliance
Coordinates survey requests, Monitors T&M work and reviews
Contractor's As-Built
Writes Daily Reports and coordinates contractor's work with the Tenant
Monitors contractor's compliance with Safety Plans and regulations
Obtains and files documentation to support unit price pay quantities
Performs final inspection of the work
Prepares final Punch List
Support Inspector Provides assistance, as needed, to the Lead Inspector
On Call Deputy Provides Special Deputy Inspection assistance, as needed, to the Lead
Inspector/Technician Inspector
(e.g. Reinforced & Prestressed Concrete, Steel & Welding, Masonry,
Piling, etc.)
Provides Technician assistance, as needed, to the Lead Inspector
(e.g. Soils, Asphalt, Concrete, Batch Plant, etc.)

3.2 - Org Chart - Roles VER 01.docx
3.3.1
Dredging
3.3.1 DREDGING
a. Safety
Heavy equipment and deep waters pose a significant threat to worker safety. Dangers of being
struck by moving equipment or a snapping cable and danger of being knocked or falling into
the water are the potential hazards of dredge work. It is extremely important that the Inspector
involved in dredge operations be aware of these potential hazards and uses the proper
procedures and PPE to work safely in the environment. These hazards can be minimized by
following the procedures described below:
Always wear your PPE and US Coast Guard approved personal flotation device.
Upon boarding a vessel for the first time, request an initial briefing with the dredging
foreman to become familiar with the vessel, equipment on board, dangerous areas to
avoid, presence and functioning of emergency alarm systems, and emergency
contingency plan.
Maintain communications with dredge crew for changed conditions and new dangers.
Avoid standing on or near moving equipment.
Do not stand or walk under elevated loads or ladders.
Be alert to corroded cables or damaged mooring ropes and report such observations to
the dredging contractor’s foreman.
Do not stand in the vicinity of lines/cables for long periods.
Stay away from the edge of the vessel.
Use extreme caution upon boarding/exiting the vessel.
Attendance at dredging contractor’s “tail gate” safety meetings is encouraged.
b. Types of Dredging
There are three types of dredging operations typically used in the Port. The particular type of
operation to be used on a dredge project as well as how the dredge is to be powered (Electric
vs. Diesel) may be called out in the project specifications. The three types of dredging are:
1) Clamshell Dredge –– This is a floating derrick barge that dredges with clamshell buckets
of various types and sizes. The material is excavated with a clamshell bucket that may
have teeth or straight edges. The excavated material is placed in a separate barge,
typically a split-hull bottom dump barge called a Scow. The material is placed to a
predetermined fill level before the maximum flow back time has been achieved. The
scow is then towed or pushed to the disposal site utilizing a tug or work boat. Once
positioned in the fill area, the hull mechanically splits in two and the dredge material
flows out of the bottom. The clamshell dredge is not required to have a licensed boat
captain on board.

3.3.01 - Dredging.docx
3.3.1
Dredging
2) Hopper Dredge –– This is a floating barge that has a self-contained material hold,
similar to a scow. Two long arm vacuum pumps are lowered on both the starboard and
port sides of the dredge, down to the ocean floor. The two pumps vacuum the material
up and place it into the hold area of the dredge. Once the material reaches a
predetermined fill level before the maximum flow back time is achieved, dredging stops
and the pumps are raised. The filled hopper dredge then proceeds to the disposal site
and places it into the fill area, similar to a bottom dump barge. The hopper dredge
captain is required to be properly licensed as specified in ACOE Permit.
3) Hydraulic Dredge –– Typically, this is a large floating barge with a single cutter head
mounted on a pivoting ladder that is lowered to the ocean bottom. The cutter churns up
the bottom material while vacuuming the dredge material with a ladder mounted pump
and an on-board pump. The material is pumped to the disposal site via steel or plastic,
floating or submerged pipeline. The discharge end of the pipeline may have a spill barge
that regulates velocity and placement of the material. It is common to position the
discharge pipe on the fill for placement. The hydraulic dredge operator is not required to
be a licensed boat captain.
c. Requirements Prior to Dredging
The Inspector shall verify the following before start of dredging project:
ACOE and CRWQCB permits are secured.

Thoroughly read and understand the conditions of applicable permits.
Become familiar with approved dredging plan.
Proper notification to ACOE and CRWQCB is made (generally 14 calendar days in
advance).
Notification to USCG is made.
Emergency contact list is available.
Electronic Positioning System of the vessel is certified.
MLLW (Mean Low Lower Water) datum is established and POLB Survey and the
contractor are in agreement. Depth of dredging and measurement method shall be clear
to all parties.
Bucket (Clamshell dredging) is of the size as approved.
Wire rope connected to the clamshell bucket is marked accurately for depth
measurements.
USCG Captain and Jacobson Pilots are notified.
Submerged utilities or marine cables, if any, are identified.
Load limit line, as required by the ACOE Permit, is established and marked on the
disposal barge or scow.
Verify the calibrations of free board rod at four corners of the barge.
Verify the barge accompanies an approved submittal of its displacement table.

3.3.1
Dredging
d. Requirements During Dredging
The successful completion of a dredging project in compliance with regulatory permits requires
good collaboration between the POLB CM staff and its contractor. The Inspector shall verify the
following:
The vessel displays the regulatory permits (ACOE & CRWQCB etc.).
The Captain of the vessel is licensed as required.
Monitoring of VHF-FM channels 13 and 16 is performed.
Barge or scow shall not be filled above the load line.
No water shall be allowed to flow over the sides of a barge or a scow.
For hopper dredging, flow back time shall not exceed the limit as specified in ACOE
permit.
Depth of dredging shall be monitored closely by the contractor and verified by the
Inspector to prevent over digging and violation of permit requirements as well as to
prevent undermining slope or causing slope stability concerns.
e. Requirements During Disposal
The disposal of the dredge material requires the same level of monitoring as actual dredging
activities. The Inspector shall verify the following:
Material is disposed of in permitted locations in accordance with the contract

requirements.
Jacobsen Pilots is notified of each departure trip of disposal barge or scow.
Continuous course of each disposal trip to the disposal site is plotted.
Disposal barge or scow is not leaking during transportation trip. (Check for discoloration
and turbidity of the sailing waters)
Dredging crew gauge the barge before departure and after arrival at the disposal site.
For ocean disposal, the vessel shall be within the distance specified in ACOE permit from
the center of the disposal site during discharge.
Placement of disposal material shall be evenly distributed. Mounding shall be avoided.
For land disposal, transfer areas are kept clean and runoff is contained. Trucks are
watertight and roadways are kept free of dredge material.
f. Inspector’s Daily Record and Daily Report
It is vital that complete and detailed records be kept of activities in the field and of discussions
pertaining to the dredging operations. The daily report needs to be prepared to withstand
scrutiny during the project and later in possible litigation. The contents of a Daily Inspection
Record shall include the following:

3.3.1
Dredging
Project title and Specification No.

Day, date and Inspector’s work shift.
ACOE permit number.
Weather conditions during the work.
Contractor’s name, number and class of personnel working on dredging activities.
List name, size and type of dredging equipments in detail. Indicate if working or idle and
reason for idle.
Summarize the construction activities. List start and stop of dredge. List the reason for
stopping.
List the scow name, number, load number, and size and type of bucket being used.
Note any debris or large rocks being dredged, how it is being handled and where they
are being placed.
Identify the location of dredging work by station and range or by latitude and longitude.
Use contractor’s dredge area map for this information.
List any field problems that could result in delay or claim. Note any observations of
unforeseen conditions that may cause a slow down to the operation.
List any non-conforming work. If a Report of Possible Violation Form was issued, list the
specifics of violation & attach a copy to the daily report.
For Time and Material work of clamshell dredging, track duty-cycle times at least twice
per hour.
Duty Cycle Time is the time taken for one complete cycle of a dredging operation. It is
the total time taken starting with pick up of the bucket, lowering it to bottom, fill it with
excavated material, bring it up and unload into the barge.
Identify extra work performed on the daily report. Track the time on a Daily Extra Work
Report form.
g. Permit Reports
The dredging Inspector is required to fill out an Army Corps of Engineers permit report and
a California Regional Water Quality Control Board’s permit report on daily basis. (See
attached samples)
The contents of Army Corps of Engineers (ACOE) Permit report shall include the
following:
Date –– The day of the report.

Dredge Site –– The designated area that is being dredged.
Load Number –– Each load placed in the fill area shall be consecutively numbered. No
load number is required for Hydraulic Dredging.
Disposal Site –– The fill site where dredged material is being disposed.
Pipeline Intact –– This applies to Hydraulic Dredging only. The Inspector, with the help
of work boat crew, shall make two daily runs along dredge pipeline to inspect for leaks.
If leaking is detected, dredging shall be stopped immediately and shall be restored only
upon repairs to the pipeline.
Dredging Start Time –– Actual time the dredge begins picking up material.

3.3.1
Dredging
Dredging Stop Time –– Actual time the dredge stops picking up material and placing in
the barge.
Flow Back Start Time and Flow Back Stop Time –– This applies to Hopper Dredging only.
Flow back is defined as the dredged water that has been placed in the dredge hold
which over tops the dredge’s internal weir and flows back into the surrounding area
surface waters. The flow back time shall not exceed the limit as allowed by the ACOE
permit for each load.
Disposal Start Time –– Actual time when dumping begins.
Disposal Stop Time –– Actual time when dumping is complete.
Barge Draft at Start of Disposal Trip –– Record the actual barge gauge reading before
the barge leaves for disposal. The free board shall be measured by the barge crew at
four corners of the barge. The Inspector shall verify the reading.
Barge Draft on Arrival at Disposal Site –– Record the actual barge gauge reading 5
minutes before disposing the dredge material. The free board shall be measured by the
barge crew at four corners of the barge. The Inspector shall verify the reading.
Dredging and Disposal Operations –– All the requirements of this table shall be
answered “Yes” or “No” by the Inspector or Contractor’s rep. as noted on the report
form. Explain the “No” answer and what corrective action was taken.
Signature –– Both the Inspector and Contractor’s rep are required to sign and print their
names on the report.
The contents of California Regional Water Quality Control Board (CRWQCB)
Permit report are similar to that of ACOE Permit report except the following:
Dredging and Disposal Monitoring –– Answer all the questions in the table. Some of the
questions need to be answered by the contractor’s representative. Make sure no column
is left blank.
h. Permit Violations
If the Inspector observes that any one of dredging permit requirements may have been or
about to be violated, try to resolve it with contractor’s representative before it becomes a
violation. If a resolution can’t be made and a violation is imminent, the Inspector shall issue a
“Report of Possible Violation” to the contractor. Contact the Director of Construction
Management as soon as possible and ask for further directions if ACOE needs to be notified by
the Director of Construction Management.
i. Construction Manager’s Role
The Construction Manager coordinates with appropriate assigned staff from the Program
Management Division and the Environmental Planning. The goal is to ensure total permit
compliance for all dredging operations. The CM shall verify the following:
Sampling and testing of material to be dredged is completed by the Environmental

Planning Division in a timely manner.

3.3.1
Dredging
All necessary permits (ACOE, CRWQCB, EPA etc.) are secured by Environmental
Planning.
“Authorization to Dredge” is issued by ACOE for specific project.
A pre-dredge survey is conducted within 30 days and 90 days prior to actual
dredging (The time is dictated by ACOE Permit).
The CM arranges a pre-construction meeting with all involved. Discuss all possible
violations of the permits, specifically over-dredging, and checks to avoid violations.
Notifications to all Permitting Authorities are made by responsible party.
First notification to USCG and Jacobson Pilots is made by responsible party.
SCAQMD (South Coast Air Quality Management District) permit is obtained by the
contractor for a diesel dredge.
Disposal site is clearly defined.
Submittals are approved prior to dredging.
An emergency contact list with 24 hour phone numbers is available for the
Inspector.
Contractor acknowledges agreement with Port’s pre-dredge survey or provides his
own survey for review by the POLB before start of dredging.
Ask the contractor to submit his cross-sections, line and grade survey before sending
the Port Survey to fulfill contractor’s survey request.
Require the contractor to provide daily survey of dredged areas when working near
existing slopes to avoid slope undermining.
A post-dredge survey is conducted within 30 days of completion of dredging and
submitted to ACOE.

3.3.1
Dredging

3.3.1
Dredging

3.3.1
Dredging
Figure 1: Bottom-dump scow
Figure 2: Clamshell

3.3.1
Dredging
Figure 3: Clamshell Dredge
Figure 4: Clamshell Dredge

3.3.1
Dredging
Figure 5: Hydraulic Dredge

3.3.1
Dredging
Figure 8: Hopper Dredge

3.3.1
Dredging
Figure 9: Hopper Dredge

3.3.2
Railroad Track
3.3.2 RAILROAD TRACK
a. Safety
Safety of the Inspector is of utmost importance during Railroad inspection. All involved in the
project must be committed to provide a safe work environment and contribute to the safe
performance of the job. During railroad construction, the Inspector shall at all times, wear his
Personal Protection Equipment. This shall consist of a hard hat, safety glasses, hearing
protection (ear plugs/ear muffs), safety vest for enhanced visibility and protective footwear
(steel toe boots).
The following procedures shall be followed for safe and effective inspection:
Do not park your vehicle within ten (10) feet of any track, either under construction or a
fully operational track.
Be alert and attentive at all times.
Never step on the rail when crossing a track. Rail, especially when wet, presents a
slipping hazard.
Do not place feet, hands or any other body part near moving parts of a switch, a derail,
a wheel Crowder or inside a switch point protector due to tripping and entrapment
hazards.
If working next to an operating track, do not walk down the middle of any operating
track.
Expect the movement of trains, engines, cars or other movable equipment at any time,
on any track and in either direction. Be alert of train and moving equipment at all times.
When crossing the tracks, look both ways and cross only when it is clear and safe to do
so.
Do not cross within 25 feet of the end of standing equipment.
Do not walk or drive between split parked railroad cars.
Typically all rail used in the Port is CWR (Continuous Welded Rail) which makes it hard to hear
an approaching train. In the old days of jointed rail use, it was easy to hear an approaching
train as the wheels crossed the rail joints; this is no longer the case.
When working next to an operating track and a train approaches, the work crew will
typically stop work, step back, move to an area that is clear of the train operating
envelope and face the moving train. The Inspector shall follow the actions of the crew;
always pay attention to a moving train.
Pay particular attention to a train that is being pushed in. This means the locomotive is
at the other end of the train and is pushing the cars in. If the train derails, the
locomotive engineer may not know and continue to push the train.
Be aware of what is going on around you!

3.3.02 - Railroad Track VER 02.docx
3.3.2
Railroad Track
When a contractor takes a track out of service for relocation, surfacing or for a tie-in,
the Inspector shall make sure that the contractor puts all the safety measures in place
before starting work. Make sure he follows his approved safety plan and implements
every safety measure in the plan; such as notifications, spiking & locking out switches
that crossover onto the track he is working on; placing red flags on the track &
communicating with the Terminal Rail Superintendent and Pacific Harbor Lines Railroad
(PHL).
When working on a main line, the contractor must use PHL flagmen/watchpersons. The
contractor’s approved safety plan will tell you what is required before he can start
work. During the construction meeting make sure everyone knows their responsibilities
during the track shut down.
An approved Contractor Safety Plan shall be a pre-requisite to the start of any field
work. The Inspector shall familiarize himself with contractor’s approved safety plan
and to the extent possible, observe and notify the contractor of work being
performed out of compliance with the plans. The contractor shall have primary
responsibility for safety at the job site. However, the Inspector is empowered and
urged to make sure that any activity involving the use of unsafe practices or tools is
discontinued as soon as possible and that all co-workers are warned of unsafe
conditions.
b. Materials Approvals
Prior to the delivery of materials to the jobsite, the Inspector shall thoroughly review the
specifications to identify contractor requirements for QC of materials fabricated off-site.
The Inspector shall obtain copies of all certifications, plant inspections, off-site test
results, and any documentation that indicates compliance with specifications
requirements. Additional off-site QA measures to be performed by the Port should be
identified in the port’s QA plan for the project. The Inspector should arrange for and
verify that these additional QA requirements are satisfactorily completed. See sub-
section “L” for Materials QA Requirements at the end of this chapter.
c. Site Preparation
The Inspector shall be thoroughly familiar with the phasing plan before
beginning site preparation to avoid conflicts with terminal operations.
Prior to any railroad construction, usually there is demolition, existing utility work
(protection, relocation or removal), new utilities and grading (excavation, fill,
compaction and possibly strengthening with geo-synthetics) included in the
project. The inspector shall be responsible for monitoring all demolition work,
including but not limited to, asphalt removal and utility work.

3.3.2
Railroad Track
The demolition limits shall be defined on the approved plans. Surveyors shall lay
out the demolition limits for the contractor.
Follow the approved plans and specifications as to demolition and utility
abandonment/relocation/protection.
After all removals and utility abandonment/relocation/protection has been
accomplished per approved plans and specifications, the contractor shall prepare
to build the roadbed (sub-grade), install track drains, geosynthetics, possibly
duct banks and vaults for future power operated switches and communications.
If temporary storage sites or fabrication areas are required, they shall be
prepared per plans, specifications and approved contractor submittals.
d. Unloading, Fabricating & Stacking Continuous Welded Rail (CWR)
If CWR is specified, there are two methods available to the contractor to provide
the CWR. Check the approved submittal as to what method is approved:
 CWR delivery on a rail train.
 Site fabrication of CWR, from generally 39'-80' long sticks, using electric
flash butt welding process.
One of these two methods can be used concurrently with the demolition or roadbed
construction.
CWR that is delivered on a dedicated rail train will typically be in excess of 1000
feet long.
Whatever method is used, a temporary storage site/fabrication should be
defined. Check the plans for the storage site location and if needed have surveys
stake the storage yard site limits, clear and prepare the site to meet
requirements (possibly including surfacing, fencing, power and water).
The contractor shall submit a list of equipment and methods to be used in
unloading the train and moving the CWR to the storage/fabrication site.
Typically a “speed swing”, a rubber tired articulated machine with a boom
attached on the front is used to pull the CWR off the train. The speed swing is
also designed to “high rail” and has flanged wheels similar to a train; this allows
it to travel on the track.
The speed swing is used in all track construction, the Inspector shall enforce that
the backup alarm is working at all times during track construction as with all
construction equipment.
The contractor shall use an approved method to move the CWR over existing
grade to the storage/fabrication site & also when pulling the CWR to its final
location during track construction.
Rollers and dunnage are used to support the CWR when it is being moved. When
moving CWR on rollers, care must be taken so as not to flip the CWR. The
inspector shall make sure the contractor has men on the ground observing the
movement of the CWR and that each member of the crew is thoroughly briefed
on the moving process and their individual tasks. If the CWR flips over, it can
cause a whiplash effect and care must be taken not to be too close to the end of
the rail. The CWR must be set back on the rollers in an upright position before
the contractor can continue pulling it.

3.3.2
Railroad Track
Prior to moving the CWR, inspect all the rollers with the contractor to make sure
they are greased & in good working condition.
Reject the rollers that do not roll freely.
At no time allow the contractor to drag the CWR over the ground.
No CWR shall be stacked on top of any utility lines unless authorized by the
Engineer.
A dig alert shall be called out to identify utility lines. When stacking CWR,
care shall be taken that no valves or vaults are under the CWR stack. Attention
shall be paid to the locations of fire hydrants. Fire Department permission must
be obtained if a fire hydrant is to be taken out of service because of the CWR
site location.
All CWR must be stacked in an upright position.
When the CWR is unloaded, check the rail markings and make sure it’s the
approved submitted rail. The markings are located on the web of the rail.
The markings shall include:
The weight of the rail, 136 lb; (The weight of a three foot section of the rail,
POLB uses this rail only on the new construction. Compromise bolted or welded
joints may be necessary for connections to existing rail with other than a 136 lb
section).
RE: Section of rail recommended by the American Railway Engineering &
Maintenance-of-Way Association.
CC/BC/VT: Controlled Cooling/Bloom Cooling/Vacuum Treated (Method of
hydrogen elimination during production process, as specified by the Engineer).
RMSM: (This is the mill initials of manufacture. RMSM, for example, would
indicate Rocky Mountain Steel Mills).
2001 is the year of manufacture.
IIIIIII: Month of manufacture, this is marked by roman numerals, for example
IIIIIII would indicate the rail was rolled in the seventh month, i.e. July.
The typical markings on the web of the rail would look like this:
136 RE VT RMSM 2001 IIIIIII
The other side of the rail may have marked or indented characters. Following is an example:
FT 297165 B 12 CC

3.3.2
Railroad Track
RAIL MARKING
FT indicates that the rail is fully heat treated. The numbers following FT indicate the
heat number from which the ingot is poured.
The letter B indicates that it is the second from the top of the ingot. This is followed by
the ingot number.
The specification may also call out for high strength rail to be used, typically on
approaches to curves and curves that are greater than 3º. The high strength rail is
marked by either a metal plate permanently attached to the rail, hot stamped or painted
at both ends of the stick of rail. Check the submittal for painted color on the rail.
If onsite fabrication is used to produce the CWR, the welding contractor will set up an
onsite welding plant with grinding and testing stations.
Check the fabrication submittal for the layout of the welding plant and grinding and
testing stations.
Typically, the stations consist of an electric flash butt welding plant, a rail profile (head)
grinding station, a rail web grinding station, a rail base grinding station and a NDT
testing station.
The same care must be taken while moving and stacking CWR as was undertaken during
unloading and manufacturing CWR.
Check the CWR fabrication submittal, if required, for stacking requirements and make
sure that the contractor does not stack the CWR any higher than approved on the
submittal.
When laying CWR or any rail, the rail markings must be on the field side of the rail
(unless the rail is being transposed). The field side is the outside of the track. The gage
side is the inside of the track. The gage side is used to check the gage and level of the
completed track using a track gage/level.
Check the specification for rail markings and make sure the contractor lays the rail
accordingly.
If the contractor fabricates the CWR on site; he will stack his rail (typically 78´ lengths)
adjacent to the welding machine. When the sticks of rail are unloaded and prior to
stacking, make sure that all rail markings are on the same side. If the rail is not stacked
in a way that all the markings will be on the field side of the CWR, the contractor will
have to turn it prior to welding. The inspector shall stop the CWR production until the
rail is aligned the correct way.

3.3.2
Railroad Track
*The markings on the rail flange are designed to be on the field side (outside) of the rail for
inspection purposes. The numbers can be read while there is a parked train on the track.
If jointed rail is specified, this will typically come in 39´ lengths of rail. When the rail is laid, it
will be attached by two joint bars per joint. The plans will specify how many holes per joint bar
and also will show a bolt pattern. The same principles will apply to laying jointed rail as CWR.
If crossing signals, track circuits for train-in-motion systems or track occupancy circuits are to
be included in the project, the plans will call out for insulated joints (I J’s) to be installed. Check
the plans for the I J locations. When all I J’s have been installed, they will be tested to make
sure the joint is properly insulated. Check the submittal for the approved I J. Typically, a field
fabricated I J comes in a box with two joint bars, fiberglass matting, epoxy, a spacer that
separates the two rails & bolt insulators. An alternate method is the use of pre-fabricated and
certified bonded insulated joint plug assemblies welded into the running rail. Installation of field
fabricated insulated joints shall only be installed by forepersons and crew qualified per the
specifications.
e. Unloading & Stacking Concrete & Wooden Ties
Concrete ties will typically be delivered on a train. When unloading the ties, care must be taken
as not to damage them. The contractor may use a boom truck or a crane to unload the ties.
Typically the ties are unloaded using a jig that attaches to five ties. The following procedure
shall be followed:
The Inspector shall confirm that the ties and fastening components match the test
reports per approved submittals.
The ties shall be stacked per approved submittal or as specified in the specifications.
Care must be taken not to stack them too high for weight and safety concerns.
Count and record the number of ties unloaded each day.
The concrete ties may have varying stamps and markings on them, make sure the
stamps and markings are per approved submittal. Every tie shall be visually inspected
for the following:
 The bottom surface of each tie shall have a rough struck, leveled surface.
Projections from and indentations into the general level of the surface shall not
exceed 3/16".
 Air voids in the side of ties up to ⅜" diameter by ¼" deep are acceptable as is.
Voids larger than this size but less than 1¼ inch² and ½" deep may not exceed
two per tie and can be repaired, if approved by the Engineer. Ties with air voids
larger than 1¼ inch² and deeper than ½" are to be rejected.
 The surface of the rail seat shall have a smooth, formed finish not inferior to the
comparison standards (two ties representing the required bottom surface finish
and two ties with maximum allowable rail seat defects shall be set aside as
comparison standards for acceptance of ties). No forms, seams or warpage in
the rail seat will be allowed.
 The rail seat flatness shall not vary by more than 1/32" across any part of the
rail seat. When referring to voids and flatness in the rail seat area, the rail seat is
defined as “area between the cast rail shoulders along width of the tie extending
⅜" on each side of the cast rail shoulder”.

3.3.2
Railroad Track
 Corner breakage at tie ends shall not exceed 1" in depth below the finished
surface. Spalling over 2" shall be brought to Engineer’s attention before
rejection.
 Prestressing tendons shall not protrude more than ⅛" beyond the tie end and
shall not have ragged ends causing handling hazard.
 Holes in tie ends shall not exceed ⅜" in diameter and ½" in depth or ¼" in
diameter and 1" in depth below the general surface level of concrete.
 Surface cracks under 0.3 mm wide and 12" long are acceptable as is. Cracks over
0.3 mm wide and 12" long shall be reported to the Engineer for further
investigation and acceptance criteria.
 Ties with honeycombing and large air voids are indicative of poor workmanship,
hence cannot be repaired and shall be rejected.
 Grinding or shaving of ties with a jig is acceptable, if approved by the Engineer.
Freehand grinding shall not be allowed. The Engineer must approve any grinding
to correct surface finish deficiencies. Rail seat air void in excess of ¼" diameter
and ⅛" depth is unacceptable. Those smaller may be repaired at the plant with
high strength epoxy paste. Filling of larger rail seat voids with fillers is not
acceptable. No rubbing, brushing or other treatment shall be used on the rail
seat.
STACKED CONCRETE TIES

Timber ties will be delivered in bundles. The inspector shall inspect the top, bottom,
sides, & ends of each tie for the following defects:
 Decay–– The disintegration of the wood due to the action of wood destroying
fungi. A tie showing decay shall be rejected.
 Holes–– Any hole more than ½” in diameter and 3” deep or numerous holes
exceeding ½” in the sections of the tie between 20” and 40” from its middle
shall cause the rejection.
 Knots–– Within the rail bearing areas (20” and 40” from the center of the tie), a
knot or numerous knots equaling to an average diameter more than 1/3 the
width of the surface on which it appears, shall be rejected.
 Split–– A separation of the wood extending from one surface to an opposite or
adjacent surface. In unseasoned ties, a split no more than ⅛” wide and/or 4”
long is acceptable. In seasoned ties, a split no more than ¼” wide and/or longer
than the width of the face across which it occurs is acceptable.

3.3.2
Railroad Track
 Shake–– A separation along the grain, mostly between the rings of annual
growth. A shake not more than 1/3 the width of the tie and not extending within
1” of any surface is acceptable.
 Slope of Grain–– Except in woods with interlocking grain, a slope in grain in
excess of 1 in 15 shall not be permitted.
 Bark Seams–– A patch of bark partially or wholly enclosed in the wood not more
than 2” below the surface and/or 10” long is acceptable.
 Checks–– A separation of the wood due to seasoning which appears on one
surface only (ends are not counted as surfaces). Ties with continuous checks
deeper than ¼ the thickness and longer than ½ the length of the tie shall be
rejected.
 Manufacturing Defects–– All ties must be straight, square sawn, Cut square at
ends, have top and bottom parallel and have bark entirely removed.
STACKED WOODEN TIES

Generally, POLB specifications require nail plates as anti-splitting device at the
ends of each tie. Check the approved ties submittal for conformance.
Check for end plates when required by the specifications.

The Inspector shall confirm that the tie sizes and lengths meet the specifications
requirements (generally 7" deep. 9" wide and 9' long for cross ties. Turnout ties lengths
will vary per plans).
When unloading the wooden switch and transition ties, care must be taken as not to
damage the ties and to keep them bundled together.
Check the bill of lading for conformance with the approved submittal.
No ties shall be stacked on top of any utility lines unless authorized by the Engineer.
A dig alert shall be called out to identify utility lines. When stacking ties, care shall be
taken so that no valves or vaults are under the tie stack.
Attention shall be paid as to the location of fire hydrants. Fire Department permission
must be obtained if a fire hydrant is to be taken out of service for any reason.

3.3.2
Railroad Track
f. Special Track Work, Turnouts & Crossovers
Special Track work is a term in the specifications that includes the construction of Turnouts and
Crossovers.
A Turnout is a track that branches off one track to the right or to the left from a straight main
track. It is an arrangement of a switch and a frog with closure rails by means of which rolling
stock may be diverted from one track to another. A track diverting from the parent track to the
right is a right hand turnout, to the left is a left hand turnout and a track that diverges equally
is an equilateral turnout. The parent track may be straight or curved.
A Crossover is a track that links two tracks and gets the train from one track to the other
track. It is a combination of two turnouts in which the track between the frogs is arranged to
form a continuous passage between two parallel tracks. If the tracks are not parallel, it is
designated as a connecting track.
A turnout and a crossover consist of a series of components that make up the finished product.
These consist of a frog, a switch, a switch stand, a switch point protector, switch points, stock
rails, rail braces, tie and gauge plates, switch rods, connecting rods and guard rails.
A Frog is a track structure used at the intersection of two running rails to provide support for
wheels and passageways fir their flanges, thus permitting wheels on either rail to cross the
other. New construction in the Port generally requires rail manganese frogs (other types in use
include: bolted rigid; solid manganese; spring; and movable point). All frogs are size numbered
and the size of the frog being used determines the angle of the turnout. The frog number is
located on the side of the frog. Verify the delivery upon arrival with the approved submittal.
SWITCH

3.3.2
Railroad Track
A switch is comprised of a number of interacting components such as a switch point protector,

switch points, stock rails, rail braces, switch, frog, tie and gauge slide plates, switch rods,
connecting rods, guard rails and switch stand.
SWITCH ASSEMBLY
When building a switch, make sure the contractor is placing the switch ties in the right location
per approved plans. The switch ties are of varying length and are designed to be in a particular
location within the switch. Make sure that the switch stand is on the side shown on the plans.
The inspector shall check the gage of the rail periodically during construction of the switch &
when it is completed. All parts of a switch shall come from the same manufacturer. Mix and
match of parts from different manufacturers to build a switch (except for the switch stand–– a
device for manual operation of a switch or a derail or the switch machine ––a device for power
operation of a switch or a derail) shall not be permitted.
When a railroad track crosses a crane rail on a wharf, a special frog is needed. This is a
different type of frog than used on a railroad and shall be addressed in the specifications.
g. Precast Concrete Ties/Creosoted Timber Ties
The cross ties being used on most tracks within the Port are concrete ties with the exception of
switch ties, derail ties and transition ties, which are creosoted wood.
The transition ties are included in the track work before and after a switch, before and after
concrete grade crossing modules and a derail. Check the plans for the number of ties called out
in the transition.
The switch and transition ties will have tie plates spiked to them during construction. Check the
spiking pattern on the plans and do not let the contractor deviate from the approved spiking
pattern.

3.3.2
Railroad Track
The gage on all track work is 4´- 8 ½ ˝ (56 ½˝), the concrete tie gage is predetermined during
fabrication and the gage plates are incorporated into the tie.
The concrete cross ties will have varying stamps and markings on them. Make sure the stamps
and markings conform to the approved submittal.
During construction of a crossover and transition, the inspector shall inspect the ties as they are
being distributed on the ballast. The inspector shall inspect all wood ties for straightness and
shall reject ties that have defects such as, decay, large splits, large shakes, excessive grain
slope, large holes and large knots.
h. Preparing the Roadbed (sub-grade)
The contractor shall prepare the roadbed (sub-grade) as defined by the plans and
specifications. The inspector shall monitor the grading and shall arrange for a soils technician to
perform compaction tests. Refer to section 3.4.13 of this Manual for details.
Track Drain:
Monitor the excavation, installation and backfilling of the track drain. Check the submittal for
the approved geo-fabric material, drain pipe and type of rock specified for drainage. Check the
clean-outs for alignment, location and the finished elevation of the cleanout cover.
Geosynthetics:
Check the Geosynthetics upon delivery to confirm it is the approved product per the submittal.
When the Geosynthetics are rolled out on the roadbed, make sure the overlap on each roll is
per plans/specifications or manufacturer’s recommendations. In general, Geotextiles are used
for soil separation and Geogrids are used for strength. Refer to section 3.3.11 of this Manual
for details.
Check for tears when the sub-ballast is placed. The contractor must repair or replace any torn
Geotextiles.
Base/Sub-Ballast:
Typically the Base/Sub-Ballast will be CMB or CAB (see the submittal for approved material).
The Inspector shall monitor the placement and field testing of the sub-ballast. He shall arrange
for a soils technician to perform compaction and gradation tests. One gradation test shall be
performed for each 300 cubic yards or part thereof or per specifications. Gradation tests shall
be performed in accordance with procedures described in ASTM C 136.
Placing and spreading of sub-ballast shall be done with approved spreading equipments in
layers not exceeding 6” before compaction. Each layer shall be compacted to at least 97% per

3.3.2
Railroad Track
ASTM D1557 before next layer is placed on. Hauling over the CMB surfacing in the process of
construction shall not be permitted unless approved by the engineer.
Ballast:
Check the submittal against the ballast delivery tickets.
Upon ballast delivery, the Inspector shall arrange for a soil technician to perform compaction
and gradation tests as required by the project specifications or AREMA (Generally one
gradation test for each 1000 tons of ballast). Gradation tests shall be performed in accordance
with procedures described in ASTM C 136.
When placing ballast, make sure the roller is constantly rolling the ballast as it is being placed
and graded. Lifts shall be no more than 4” thick except for the final track raise which shall not
exceed 2”. Each layer shall be uniformly spread and compacted with no less than four passes.
The finished elevation for the ballast during this operation is usually within +/- 2˝ below bottom
of the tie elevation. When the track is built, the contractor shall raise the track by adding ballast
to top of rail elevation.
When the ballast is at +/- 2˝ below bottom of the tie elevation, the roller must continue to roll
the ballast until a ballast delivery truck can run on the ballast without causing a “wave” in the
ballast. This is the only way to check if the ballast is compacted enough to begin laying ties.
Ties:
When the ballast has been placed & compacted to +/- 2˝ below bottom of the tie elevation, the
contractor shall begin distributing the ties. Record the track number, and the beginning and
ending stations of the ties laid that day.
Check the survey stakes and make sure that the contractor is following the designed track
centers and tie spacing. Pull a tape from the survey stake and measure to the center of the tie.
Check the plans for track centers and tie spacing (generally 24" for concrete ties and 19½ " for
timber ties). Check that the ties (concrete, timber cross ties, timber transition ties and turnout
ties) are located per plans.
Typically the ties will not be right on track center and will need minor adjustment when the
track is built.
Laying Rail:
After the ties are in place, the contractor will be ready to pull in the CWR. Prior to this, the rail
seat pads shall be inserted on the concrete ties. Check and make sure the correct rail seat pads
are in the correct location. Rail seat pads used on curves may be different than those used on
the tangent track.

3.3.2
Railroad Track
The contractor shall follow the same procedure to pull the CWR along the ties as used when
unloading/fabricating the CWR.
Check the rail seat pads when the CWR is in place and reject any damaged pads.
After the rail is seated in place, the contractor shall start installing rail clips and insulators.
Check and make sure the correct rail is used on curves. Check the plans for the location of the
high strength rail.
Record the beginning and ending stations for the high strength rail.
Typically the turnouts and crossovers will be under construction during this time. Check the
survey stakes for track centers and tie spacing.
Destressing CWR:
The specification shall call out for the CWR to be destressed. This is done by heating or cooling
the rail as necessary to the desired laying temperature or by adjusting it mechanically and/ or
vibrating the rail. The rail shall be vibrated along its entire length during heating or after it has
achieved zero stress temperature to facilitate the relieving of internal rail stresses. The rail is
stretched to within 1" of its final location, anchored and then welded to another string of CWR.
Make sure the rail clips are in all the way and fully seated on the insulators and rail base.
Follow the specifications for the destressing procedure and record the air and rail temperature,
gap in the rail, time of destressing, length of CWR and any other measurements required to be
recorded per the specifications.
Thermite Welding:
Generally all field welds are done using the Thermite welding process; however, field welds may
be done by a portable flash butt welding unit on a rail mounted vehicle. The welder must be
certified by the rail welding kit manufacturer. The contractor shall submit the welders’
credentials prior to welding. The manufacturer’s representative may certify the welders on site
also.
Check the weld package against the submittal prior to welding.

Make sure all welding procedures are in conformance with the specifications.
Record the location of each weld and make sure the welder follows all procedures during
and after the welding process.
Make sure the welder writes the weld information on the web of the rail as outlined in
the specifications.
Observe the weld grinding process and make sure all the slag has been removed from
the web and base of the rail.
All slag from the weld must be removed from the tie crib. The tie crib is the space
between the ties.

3.3.2
Railroad Track
The Inspector shall call the on-call testing lab for a UT technician to test each Thermite
weld.
Defective welds shall be repaired per the specifications.
THERMITE WELDING
i. Raising, Aligning & Tamping the Track
After the track has been built, the contractor shall raise and align the track. This is achieved
with a track tamper. The tamper is a piece of rail equipment that runs on the rail. The tamper
has vibrating paddles that are inserted between the tie cribs. The ballast is vibrated under the
ties for compaction.
A ballast car is used to supply ballast during this operation.

When the tamper is tamping the track, it is also raising the track to within +/- ¼ ˝ of
final top of rail elevation.
The specifications will call out how many insertions the paddles have to make between
the tie cribs and what portion of the cross ties and switch ties are to be tamped.
Coordinate among the track foreman and tamper operator that they are in agreement
on the correct number of insertions.

3.3.2
Railroad Track
j. Final Track Raise & Alignment
Using the track tamper and a ballast regulator, the contractor shall finalize the track horizontal
and vertical alignment and dress the ballast surface.
The Ballast Regulator is a piece of track equipment that sweeps and shapes the ballast. The
regulator has a broom on the front and rear, the broom rotates to sweep excess ballast from
the track. The regulator also has fins on both sides; these are used to shape the ballast at the
shoulder of the tie.
Check the rail plans for the designed shoulder width and slope. The shoulder and slope
may be designed differently at various locations throughout the track.
When this operation is completed, check the slope on the ballast shoulder.
Check the tie spacing and alignment; advise the Track Foreman if adjustments are
needed.
Check that the rail clips are free from ballast, the contractor must remove all ballast
from inside the rail clips. This is important as it relates to track safety. If the ballast
covers the clips and the clips become loose, the track maintenance personnel from PHL
will not be able to see any loose clips during their track inspections.
Check that the switch rods are free from ballast to allow free movement and
adjustment.
Walkway Ballast:
Walkway ballast is smaller than track ballast, typically 1½ ˝ versus 2½˝ and is laid to a depth
of 4˝unless otherwise specified. Walkway ballast is laid around switches and any other areas
that require the switcher to walk on. Check the plans and specifications for walkway layout.
OTM:
OTM (Other Track Material) is a term used during track construction. OTM consists of all track
materials other than rail, ties, frogs, switches and switch stands needed to build a railroad
track. Basically, it is the small nuts and bolts type of materials used in track construction.
j. Track Testing & Final Track Inspection Walk
The specifications will describe track criteria and tolerances.
A load test on the track is required prior to accepting the track. A locomotive of a specified
weight is run over the completed track. This can be done by either walking along with the
locomotive and watching the track for any flexing or deviation; or riding on the locomotive and
feeling for any flexing or deviation as the locomotive travels over the track. If any flexing or
deviation is observed, make a mark on the tie at that spot and the contractor must retamp
and/or realign the track.

3.3.2
Railroad Track
When the track is completed, a final inspection walk shall be scheduled. Typically, this will
include all parties with a vested interest in the track, namely PHL, Terminal Operators, POLB
personnel, Project Designer etc.
The walk shall include but is not limited to, checking all bolted track, the operation of all
switches, switch target alignment, testing compressed air systems (if they are designed in the
project), checking walkway ballast, checking any washout of the ballast shoulder, checking for
tripping hazards etc.
During the testing period all personnel, equipment and materials necessary to make corrections
to the track shall be available for replacements, re-ballasting, resurfacing and realignment, or
repair of constructed items, as the Engineer may direct, to ensure proper completion of the
work in accordance with contract documents.
k. Understanding the Project
When assigned to a rail project, study the track layout and see the big picture.
Check all materials to verify they are in compliance with approved submittals.
Get to know the Superintendent and Track Foreman. Sometimes the contractor will have
a Track Foreman and a Switch Foreman working on their own related parts of the
project.
Stay in touch with the Terminal Rail Superintendent and PHL Chief Engineer throughout
the project.
As an Inspector, make sure the contractor is not violating track operating procedures.
Leaving railroad equipment parked on a track too close to a crossover or turnout may
result in a collision and/or derailment.
Make sure all equipment is parked in a safe manner and is never parked on a live track.
All proper notifications should be given to PHL and the terminal rail superintendent when
equipment is parked off the main line.
When putting a track back into service, make sure that all red flags are removed, all
switches are unlocked and all spikes are removed from the switch point.
Finally, stay SAFE and be alert at all times. Be aware you are on a railroad track or
working next to operating tracks.

3.3.2
Railroad Track
Commentary for Special Track Work, Turnouts and Crossovers
Turnout–– It is entirely possible that you may be in the habit of referring to a “turnout” as a
“switch”. This is a common practice but not accurate. A switch is part of a turnout. The switch
consists of two switch points (or switch rails), a switch stand and the fittings needed to hold
them in position. A turnout consists of a switch and a frog connected by closed rails together
with the necessary ties, switch stand and other parts needed to complete both routes.
Determining Turnout Direction–– It can be seen that the way to determine whether a
“Turnout” is right hand or left hand is to stand at a location ahead of the switch points and look
towards the turnout. From this location, the curved side of a right hand turnout will go to your
right. The curved side of a left hand turnout will go to your left.
RIGHT HAND TURN

3.3.2
Railroad Track
LEFT HAND TURN
The less frequently used equilateral turnout might be found at a location where two main tracks
converge into a single main track. The equilateral turnout splits the curvature between both
sides. Neither route has the unrestricted speed that the straight side of a turnout would have,
but both routes have less of a speed restriction than the turnout side of a right or left hand
turnout.
Crossover–– It is a combination of two turnouts in which the track between the frogs is
arranged to form a continuous passage between two parallel tracks. If the tracks are not
parallel, it is designated as a connecting track. It might be said that a crossover consists of two
turnouts. This is almost true, but not quite. Behind the frog of a turnout, one of these things
can happen:
The turnout track can curve back to parallel the main track.
The turnout track can continue to curve away from the parent track.
The turnout track may continue at the same angle as the frog.
In a crossover, the track between the two frogs follows the frog angle. The tie layout for each
half of a crossover will be different from that of a turnout. The turnout ties length will be longer
than the ties length of a crossover. Except for this minor difference, a crossover might be
considered as two turnouts.

3.3.2
Railroad Track
CROSSOVER TIES LAYOUT
CROSSOVER W/MANUAL SWITCH

3.3.2
Railroad Track
CROSSOVER W/ POWER SWITCH
What is a Frog?–– The first part of a turnout structure that will be considered is the frog. A
“Frog” is a device that permits flanged wheels running on a rail to cross another running rail
track structure used at the intersection of two running rails to provide support for wheels and
passageways for their flanges, thus permitting wheels on either rail to cross the other. Every
turnout must have a frog. In addition, turnouts are classed as to size of the frog. In determining
where a turnout is to be located, the position of the frog is determined first. All other parts of
the turnout are then located relative to the position of the frog.

3.3.2
Railroad Track
FROG
Some turnouts are designed for operating trains on both routes at substantial speeds. Others,
such as a spur off a main line track, are designed for high-speed operation on one route and
low-speed on the other route. At other locations, such as in yards, they are designed for low-
speed operation only. Turnouts of various types and sizes are available to meet the
requirements of local conditions (speed and geometry). The size of a turnout will be considered
first. The sizes are usually stated in whole numbers. POLB uses only #8, #9, #10, #11, #15
and #20 turnout sizes. No other size shall be used unless approved by the Engineer. A track
may use one size or combination of multiple sizes as specified in the plans. Actually, these
numbers refer to the ratio of length to separation in the frog angle.
As the frog angle is of the utmost importance in determining the size of the turnout, which is
why this designation is used to indicate the size of the turnout. The frog angle is the angle
between the two gage lines of a frog and is used to designate the turnout.
In general, with a smaller frog angle the “lead” (distance from the point of switch to the ½"
point of frog–– pointed end of frog is machined back by ½" for increased strength) is increased
resulting in a greater radius which allows greater speeds through the diverging track. Turnouts
with larger numbers generally require more space and materials and are therefore cost more.

3.3.2
Railroad Track
l. Material Quality Assurance Requirements Checklist
Quality Assurance Requirement

Contractor Port
Material Contractor Contractor Submittal
Contractor Independent On-
Submittal Test Compliance
Certification Inspection Site
Required Results Confirmation
Report Testing
Track Drain
Geo Fabric
Sub-Ballast
Track Ballast
Conc. Ties
Timber Ties
Rail
Walkway Ballast
Timber Tie
Treatment
Turnout/
Crossover
Frog
Switch
Clips
Insulators
Inspector shall assure each requirement is performed and date the appropriate shaded column
to signify compliance. This checklist shall be kept current and be available for review by CMD
Inspection Supervisors. At the completion of the project, this checklist shall be filed with the
Inspector’s daily reports.
Note–– 1) Inspector shall verify or perform the plant inspection of concrete ties. POLB
Inspector (or his representative) shall verify there is a QC program in place at the plant.
––––––––––––– (Initial/Date)
2) If a conflict exists between these requirements and the specifications requirements, the
specifications requirement shall generally take precedent. Discuss any such issue with the DCHE
I of Construction Management Division.
Inspector Signature Print Name

3.3.3
Striping
3.3.3 STRIPING
INSPECTION CHECKLIST:
a. General and Preliminary
Are the required submittals of materials and equipment approved?
Is traffic control plan required?
b. Surface Preparation
Have the existing markings, if any, been removed by wet blasting?
Is the pavement surface dry and clean?
Is the air temperature above 40°F?
The weather is not windy, foggy or humid?
Are the control points marked by survey?
Has the surface been mechanically wire brushed for Thermoplastic application?
Is the manufacturer’s recommended primer applied before Thermoplastic

application?
Has temporary center line been marked with string before start striping?
c. Paint Application
Check the paint containers with specifications and/or approved submittals for
conformity.
Is certificate of compliance accompanying the paint containers?
Is the paint mixed in accordance with manufacturer’s recommendations?
Is the striping machine capable of performing work without excessive stopping?
Is the striping machine capable of being guided within the straightness

tolerances per specifications?
Is the striping machine capable of producing curved lines without abrupt breaks?
Is the painting width adjustment working properly?

3.3.03 - Striping.docx
3.3.3
Striping
Is the air pressure adequate on the machine?
Can the spraying produce a uniform film thickness?
Check the first coat is dry before applying subsequent coat. This can be achieved
by touching the first coat and checking for tackiness.
Are the markings with clean-cut edges and without running or spattering?
For Thermoplastic material application, check the material is dispensed between

400°F – 425°F and/or per manufacturer’s recommendations. As a rule of thumb,
the paint will flow freely if the temperature is within specified temperature range.
If the paint has a brownish tint, it means it is too hot and starts to burn.
Check that the Thermoplastic material is applied by spray or extrusion method in

single uniform layer.
Check the thickness of Thermoplastic spray is 1/8˝– 3/16˝. The Inspector shall
verify the computer thickness settings with the truck operator. Also, a thickness
gage shall be used frequently for thickness conformity.
Are all traffic stripes beaded in the final coat?
d. Pavement Markers Application
Check the surface is cleaned by blasting before marker application.
Check the markers are cemented to pavement with hot melt bitumen or
rapid set epoxy type adhesive. The Inspector shall visually confirm the material
during installation.
Check that the pavement is cured or seal coat is applied before markers
application.
Check non epoxy adhesive is used for non-reflective plastic markers.
e. Final Inspection and Testing
Check the paint for bleeding, curling or discoloring over bituminous surface.
Check that the drips, over sprays and improper markings are removed.
Check the straightness of stripes within a tolerance of ½˝ in 50´.
Check the gap and stripe length is within ± 2˝ of specified for broken stripes.
Check the width tolerance of stripes is within ± ¼˝.

3.3.3
Striping
Is striping protected till dry?
Are markers protected till dry or as required by the engineer?
Check for abrupt breaks in striping alignment.
Check the excessive adhesive is removed around the markers.
Check for any damage to the pavement surface.
Daily Reports completed including a list of uncompleted work?

3.3.6
Storm Drain
3.3.6 STORM DRAIN
INSPECTION CHECKLIST:
a. General and Preliminary
Check plan requirements, utilities and other substructures, pipe materials, joints,
bedding and traffic requirements.
Obtain and review copies of all required shop drawings.
Confirm Dig-Alert has marked utilities at site.
Confirm excavation permit has been issued to the contractor by CAL/OSHA, if

required.
Confirm contractor’s competent person is named.
Coordinate with POLB survey for staking of the line and necessary control.
Review soil borings report for soil conditions and recommendations for shoring
and ground water handling.
Review contractor’s approach for disposal of ground water. Confirm dewatering

method is per Planning Division guidelines.
Confirm Traffic Control Plan has been submitted and approved.
Coordinate inspection at the point of manufacture, if required.
If connecting to existing pipe or structure, confirm provisions are in place to

prevent debris from entering existing system.
b. Trenching
Check for maximum trench width and if line and grade control are satisfactory.
Confirm actual soil conditions agree with the plans and the approved shoring
method is adequate for the actual trench condition.
Confirm the spoil bank is clear of trench and does not encroach into traffic lanes
or tenant property.
Check subgrade to verify it is firm and unyielding. Consult with designer to

determine if imported bedding material is required
Check trench for evidence of unconsolidated fill.

3.3.06 - Storm Drain VER 01.docx
3.3.6
Storm Drain
Confirm temporary support of existing utilities and improvements is being

provided, if necessary.
Confirm sufficient ladders being provided and are within 25 feet of workers.
c. Pipe Laying
Confirm loose soil is removed from the trench.
Confirm required granular bedding material of proper thickness is provided and

shaped to pipe.
Confirm excavation is provided for projecting bells.
Confirm method of transferring line grade into trench is accurate. Verify

accuracy of contractor’s system for grade and alignment. Pipe shall be marked
every 20´ intervals. Port survey shall verify frequently.
Verify direction of construction is uphill, i.e. pipe shall be laid up-grade.
Verify provisions made for increased bedding at locations where maximum trench
width is exceeded.
For bell and spigot pipe, confirm the bell end of the pipe points upstream and
spigot is facing downstream. Pipe with collar joints shall be laid with the collar
end up-grade unless otherwise authorized by the Engineer.
Confirm pipe handling is satisfactory with no damage.
Confirm each pipe is checked for damage before lowering into trench.
Confirm groundwater is controlled adequately (maintained below rock bedding

invert until any concrete bedding has set).
Confirm gaskets and contact surfaces of mechanical compression joints are

lubricated as necessary and required.
Confirm maximum joint gap is not exceeded.
Confirm spigot of pipe is marked in black for Inspector’s verification of full depth
joint closure.
Confirm tongue and groove pipe is being laid with tongue end of pipe in the
direction of flow.

3.3.6
Storm Drain
Confirm the “T” is oriented at the top or bottom when concrete pipe with
elliptical cage reinforcing is laid.
Confirm concrete pipe is being laid with proper joint space for caulking.
Confirm sleeve type coupling bands are tightened to required (recommended)

torque.
Check if joint mortar or mastic seal is required.
Confirm wyes and tees are accurately located and measured.
Confirm proper spur details for connections of laterals.
Confirm curves being laid in accordance with the plans requirements. Confirm if
beveled pipe is required, or if pulled joints are permitted. Check the maximum
joint space allowed.
Check for proper corrugated metal pipe (CSP or CAP), joint materials, and gage
of metal. Check the band couplers, style, width, gaskets or other requirements
for watertight joints (if required).
Check laying of corrugated metal pipe for proper location of longitudinal laps and
circumferential laps. Is space between adjoining pipes within allowable? Is band
coupler centered on the joint?
Check in-place pipeline for line and grade regularly during laying with light or
mirror.
Confirm additional bedding (if required) has been placed alongside and under the
haunches of the pipe after laying.
Confirm bedding (concrete or granular) is rodded or spaded so that it completely

fills all the space in the trench.
Confirm pipeline is “shaded” (backfilled to 1´ over top of pipe with sand if trench
backfill is mechanically placed) with finer soil material.
d. Trench Backfill and Jetting (or compaction)
Confirm concrete and brickwork has sufficient set to avoid damage (special
concrete mix for “early backfill”).
Confirm all support walls or beams for existing utilities or other improvements
have been installed.

3.3.6
Storm Drain
Confirm abandoned pipes and conduits bricked up or sealed (if required).
Confirm corrugated metal pipe elongated before backfilling (if required), backfill
material compacted under haunches and along side of the pipe. Check that
method of compaction does not deform pipe beyond the requirements of
strutting or elongation.
Check that heavy equipment does not cross over corrugated metal pipe or other
pipe until there is sufficient backfill to distribute the load.
Check for maximum lift thickness for jetting or mechanical compaction.
Check jet pipe size and length is satisfactory and water supply is adequate.
Check spacing of jet pipe is adequate and trench backfill is saturated from top to
bottom (last 2-3 feet dry, mounded and rolled).
Check downstream manhole is open to check for leakage during jetting.
Verify required thickness of temporary paving has been spread and rolled.
e. Manholes and Structures
Confirm excavation size is sufficient for working room and sloped back or shored.
Check grading for bottom or invert slab is completed before reinforcing steel is
placed. Verify all loose soil is removed and subgrade is firm and unyielding.
Check concrete is at least 24 hours old before brickwork is laid or pre-cast units
are set.
Review requirements with manhole builder.
Verify pipe and pipe joints at the manhole provide for flexibility as required (see
COLB Standard Detail).
Check if pipe stubs are required and installed accurately.
Check if brickwork is laid with full head and bed joints, arches turned over all
pipes, shape of manhole, vertical wall height, taper (without “bottleneck”) and
opening size at top satisfactory.
Check channels and shelves for dimension, slope and finish.
Check for proper catch basin hardware, namely gratings, manhole ring and
covers etc. Are protection bars required?

3.3.6
Storm Drain
Verify catch basin wall thickness is per plan. Check slope of invert slab.
Confirm provision is made for constructing catch basin deck with sidewalk
construction.
Verify forms for sidewalk culverts and other shallow culverts are designed for
satisfactory removal after placing concrete.
Check pre-cast manhole assembly. Confirm shape and size correct and
concentric or eccentric, as required. Check mortar joints between unit and at
bottom.
Check frames and covers for compliance, and cover seats in frame properly
without rocking. Check if inner cover is required or if locking cover is required.
f. Final Inspection and Testing
Check if air pressure testing is required and completed prior to permanent

resurfacing.
Verify traffic control is adequate prior to permanent resurfacing.
Confirm As-Built drawings have been completed to include location and elevation
of laterals etc. Confirm Port Survey has verified the As-Built.
Verify restoration of curbs, sidewalks and paving is completed.
Check concrete lateral connection and collars for complete stripping and finish
on the interior.
Verify manholes, catch basins and sewer are clean and free of debris, sewer
bypasses and plugs are removed.
Verify Daily Reports are completed including a list of uncompleted work.

3.4.1
Reinforced Concrete
3.4.1 REINFORCED CONCRETE
a. Qualifications
It is the Deputy Inspector’s (DI’s) responsibility to verify that he or she has the appropriate
license or licenses for the project. For Port of Long Beach (POLB) projects not in the City of Los
Angeles (COLA) jurisdiction, he or she is required to have a current City of Long Beach Deputy
Inspector license for Reinforced Concrete. City of Long Beach requirements are included as an
Appendix to this Manual. Note that these requirements are subject to change and the most up
to date information may be obtained on the City of Long Beach website (www.lbds.info/forms).
The Reinforced Concrete Deputy Inspector must call the City of Long Beach Deputy Coordinator
immediately upon being assigned to the POLB work. If the POLB Lead Inspector calls out a
Deputy Inspector from our On Call Test Lab, he must verify at the earliest that the Deputy has
a current COLB Reinforced Concrete license and retain a copy of the license for his records. The
POLB Lead Inspector shall verify with the DI about his call to COLB Deputy Coordinator.
If the work being performed for the POLB is inside the City of Los Angeles, then the Reinforced
Concrete Deputy Inspector must possess a current COLA license. The POLB Lead Inspector
must verify that the On Call Test Lab Deputy Inspector’s license is current and valid for the City
of Los Angeles and retain a copy of the license for his records. The On Call Test Lab Deputy
Inspector must also notify the COLA Building and Safety prior to start of inspection work. The
POLB Lead Inspector shall verify with the DI about his call to COLA Building and Safety.
b. Requirements Prior to Inspection
The Deputy Reinforced Concrete Inspector (DI) must verify that appropriate Building Permits
have been obtained. The DI must also verify that approved plans, specifications and submittals
are available at the project site.
c. Reinforcing Steel
The DI must verify that the reinforcing steel is of the specified grade and it is accompanied by
appropriate mill test reports. If the approved plans, specifications or building code (e.g. COLA)
require reinforcing steel to be tested before use, the DI must verify that the approved Testing
Agency has sampled the steel. This is indicated by tags attached to the bundles at the time of
sampling. If the steel has not been sampled, the DI must notify the contractor (and the POLB
Lead Inspector) that samples must be taken on site.
The DI must check the entire area to be inspected for compliance with the approved plans. All
deviations from the approved drawings (e.g. Substitution of 2-#4 bars for 1-#5 bar, splices at
changed locations, etc.) must be approved in writing by the Engineer.
Particular attention shall be paid to any typical details on the structural drawings. This is a
common location for typical details such as trim steel around openings, added reinforcement at
intersections, added reinforcement at construction joints, and required splice lengths etc.

3.4.01 - Reinforced Concrete VER 01.docx
3.4.1
Reinforced Concrete
In addition to reinforcing steel, the DI must check for embedded items. This includes items
such as anchor bolts, ledger angles, weld plates, etc. These items are often difficult to locate
on the plans and are frequently shown in sections other than the reinforcing steel sheets. The
DI shall obtain and use the approved shop drawings for embeds. It is imperative that the DI
checks the plans for any construction which will adjoin the area currently being inspected,
whether the adjoining construction is reinforced concrete, masonry, structural steel, etc.
Before approving an area as ready for concrete placement, the DI shall make an overall
assessment of the area. This will include the “three C’s”:
Coverage
Clearance
Cleanliness
This also includes adequate support for reinforcing steel such as chairs, concrete blocks or
spacers as required and verification that reinforcing steel is securely tied.
The DI must verify that construction joints are in locations as approved by the Engineer, and
are detailed as shown on approved plans or submittals. This may include items such as
keyways, mechanical load transfer devices (e.g. key cold connectors), added shear steel, etc.
Construction joints being installed at locations other than as shown on approved plans must be
approved by the Engineer.
d. Reports of Reinforcing Steel
The DI must write a complete report of the areas inspected and the condition of compliance.
The report must be thorough enough so that any interested party (subsequent concrete
placement inspector, Contractor, Engineer, Building Official, etc.) can easily and positively
determine what areas have been inspected and whether they were determined to be in
compliance and ready for concrete placement. If the permit granting jurisdiction requires a
particular form be used (for example, City of Los Angeles IN.Form.07), it is the responsibility of
the DI to complete the form and distribute it as required.
e. Requirements Prior to Concrete Placement
The DI must verify that the reinforcing steel has been inspected and approved by all required
authorities. This may include the Deputy Inspector, the POLB Lead Inspector, the City
Inspector, etc.
The DI must have an Approved Mix Design and verify that this Mix Design satisfies the Code
and Specification requirements. This does NOT mean that the DI shall review ingredients,
proportions, etc., but rather he or she verifies that the mix has an appropriate f’c (compressive
strength) and is in compliance with other provisions of the specifications (maximum size
aggregate, slump, air content, etc.). The DI must verify that the Mix Design has been reviewed
and/or approved by an appropriate authority (Engineer, etc.). Note that in the City of Los
Angeles and the City of Long Beach, the Mix Design proportions must be set forth in a

3.4.1
Reinforced Concrete
“Statement of Mix Design for Concrete” by a Civil Engineer or Architect registered in the State
of California.
The DI shall verify that the overall condition of the area in which concrete is to be placed is
acceptable. Conditions may easily change after the area has been accepted by the reinforcing
steel inspector.
The DI shall verify that appropriate equipment for placement is available and ready for use by
the contractor. This includes items such as concrete pumps, vibrators, tremies, etc.
The DI must possess the appropriate equipment for sampling and testing concrete. This
includes items such as cylinder molds, slump cone, scoop, tamping rod, wheelbarrow, shovel,
thermometer, weigh scale, and air meter.
f. Requirements During Concrete Placement
The DI must verify the information on the ready mix truck trip ticket. This includes the
verification of key information such as the mix design number, the compressive strength, the
water added at plant etc. In other words, the DI must ensure that the batch received is in
accordance with the mix design ordered.
The DI must keep an eye on the time of first water addition to the mix and the drum
revolutions to comply with the Building Code and project specification requirements. ASTM
C94-07 states “Discharge of the concrete shall be completed within 90 minutes, or before the
drum has revolved 300 revolutions, whichever comes first, after the introduction of the mixing
water to the cement and aggregates or the introduction of the cement to the aggregates.” The
90 minute time limit may be waived at the discretion of the DI if the 300 revolution limit is not
exceeded, the temperature of the concrete is within limits, and the concrete can be discharged
and properly placed without the addition of any mixing water.
The DI must sample and test concrete in accordance with applicable codes, plans and
specifications. All sampling and testing shall be performed in strict accordance with applicable
American Society for Testing of Materials (ASTM) specifications. This includes the requirement
of performing slump test each time compressive strength test cylinders are cast. The DI may
have an American Concrete Institute (ACI) certified Concrete Field Testing Technician to
perform the tests and to fabricate of the cylinder samples. It is the DI’s responsibility to verify
that the Technician has a current certification card from ACI.
ASTM C31 includes the requirements for “initial curing in air” for concrete cylinders.
Compliance with this specification typically requires an insulated box for cylinder storage. This
box must be supplied by the Contractor or Concrete Subcontractor. If this box is not used for
the initial curing of cylinders then the contractor or concrete supplier can claim that low
compressive strength test results are the result of improper curing conditions.
Normally the DI will be given authority to perform “water control” duties by the POLB Lead
Inspector. So, based on the DI’s slump test result, his visual observation and the maximum
water allowed per Approved Mix Design, he will decide if and how much water is to be added.

3.4.1
Reinforced Concrete
The DI must COMPLETELY fill out the cylinder data sheet. It is important and critical to report
the actual location of the concrete poured in the structure as represented by the test cylinders.
All other items on the data sheet must also be completely and accurately reported. The DI
must label the cylinders in agreement with their designation on the data sheets.
The Placement DI must verify that the conditions of the formwork, reinforcing steel coverage,
clearances, etc. are maintained in accordance with the approved plans and specifications and
applicable Building Codes. While these conditions should have been verified prior to start of
placement of concrete, the placement operations frequently disturb reinforcing steel and
formwork. The Placement DI must ensure that any deficiencies caused by these disturbances
are corrected.
The DI must verify that appropriate measures are employed to ensure adequate consolidation
of concrete. These measures may consist of rodding, internal vibration, external vibration, etc.
Please note that the vibrators are consolidation tools. They are not to be used for “moving”
concrete to its desired location. If there are any doubts as to the proper consolidation
procedures, please refer to ACI 309R. This document is available for review in the
Construction Management Division library.
The DI must ensure that the contractor takes adequate precautions to prevent segregation of
concrete. These measures include such items as:
(i) Placement of concrete as near as possible to its final destination.
(ii) Minimizing the vertical drop of concrete when placing concrete in walls, piles,
etc.
(iii) Minimizing, as far as possible, segregation caused by dropping concrete through
multiple layers of reinforcing steel.
The DI must verify that placement methods employed are such as to minimize the likelihood of
“cold joints”. The placement sequence, staging of ready mix trucks, etc. are a few operations
to consider. If cold joints occur despite such precautions, their locations must be noted on the
inspection report.
g. Requirements After Concrete Placement
The DI must verify that any requirements for curing shown on the approved plans and
specifications are implemented. These may include spraying with a membrane forming curing
compound, burlap curing, water spraying curing, etc.
h. Reports of Concrete Placement
The DI must write a complete report of the areas inspected. The DI shall write a separate non
compliance report for incomplete work of non compliant area. If the permit granting
jurisdiction requires a particular form be used (for example, City of Los Angeles IN.Form.07), it
is the responsibility of the DI to fill the report forms and distribute them as required. The POLB
Lead Inspector shall retain copies of DI’s reports for his records.

3.4.1
Reinforced Concrete
i. Inspection Checklist
1) Concrete Mix Verification
Verify that concrete is batched based on approved mix design with correct
water/cement ratio, cement type, aggregates and admixtures.
Verify that the batch weights are recorded on the trip ticket.
Determine that mixer truck trip ticket specifies mix in truck is the approved mix.
Verify that the total water added to the mix does not exceed that allowed by the
approved mix design and is of acceptable quality.
Verify that concrete mixing and placing equipment at the site is adequate.
Verify that the quality of the concrete is indicative of adequate mixing time,
consistency and relevant time limits.
2) Reinforcing Steel
Verify the mill certificates are provided and show the correct grades.
Verify grade and visual conformity of rebar with approved plans/specs.
Verify that rebar is free of oil, dirt, excessive rust and handling damage.
Verify that rebar is adequately tied, chaired and supported to prevent
displacement during concrete placement.
Verify minimum and maximum clear distances between bars and minimum
concrete cover.
Verify minimum concrete cover is maintained between rebar and the surface of
the concrete.
Verify size and spacing of rebar.
Verify bar laps for proper length and stagger, bar bends for minimum diameter
slope and length.
Verify that welding of rebar, if any, is approved and properly inspected.
3) Concrete Formwork and Embedded Items
Verify proper preparation of construction joint surfaces prior to placing.

Verify that the formwork is tight to prevent leakage and will result in a final
structure with correct shape and member size.
Verify that embedded items are properly sized and placed.
Ask for shop drawings for embed placement.
Ensure the Electrical and Mechanical sign off in the pour.
4) Concrete Preparation and Placement
Verify acceptable general condition of the concrete base prior to placement.

Verify that the concrete base is properly wetted and standing water is removed
before concrete is placed.
Verify that concrete conveyance and depositing avoids segregation due to
handling or flowing.
Verify that concrete is properly consolidated.

3.4.1
Reinforced Concrete
5) Samples and Tests
Determine the frequency of test cylinder fabrication from the approved plans and
specifications (e.g. every 100 Cubic Yards of placement).
Sample concrete, and then perform slump tests and temperature tests every
time a set of cylinders is fabricated.
Perform these tests per the latest ASTM Standards.
ASTM C172 Sampling Freshly Mixed Concrete, ASTM C143 Slump, ASTM C1064
Temperature, air content for air entrained voids per ASTM C231 or C173, and
ASTM C31 Making and Curing Test Specimens in the Field.
Properly handle and store specimens in the correct environment (Cure Box) for
initial curing (60-80 °F).
Arrange for transporting specimens to the test lab (at least 8 hours after final set
but before 48 hours).

3.4.14
Asphalt Paving
3.4.14 ASPHALT PAVING
a. Qualifications
A Port of Long Beach Construction Inspector may perform asphalt paving inspection if
experienced and qualified in the opinion of Chief Construction Inspector. No additional
certification from the City of Long Beach is required.
b. Requirement Prior to Asphalt Concrete Paving (New Construction)
It is desirable to hold a pre-paving meeting (see attached typical agenda listing desired
attendees) with the contractor prior to asphalt paving operations. The points of discussions
should include the continuity and sequence of operations, number of pavers needed, number
and types of rollers, number of trucks required, and reasons for possible rejection of the mix,
weather and temperature requirements, truck staging and traffic control. Prior to start of
paving, the Inspector must verify that the subgrade is compacted firm, dry, smooth, stable and
unyielding. The contractor is responsible for meeting and maintaining the final CMB grades. The
final grades must be certified by the POLB Survey team. The elevation of manholes and other
structures shall be verified for finish grades. All equipment to be used in the asphalt paving
operation shall conform to the specifications and shall be approved by the Engineer. All
equipment shall be functioning properly. The Inspector shall have copies of and become familiar
with the approved submittals and approved mix design. The inspector shall ensure that tack
coat, prime coat or paint binder is being applied properly. The contact surfaces of all cold
pavement joints, curbs, gutters, manholes, and any other structure shall receive a similar
coating. Adequate distance in advance of paving operation shall be maintained. The inspector
must verify the installation of header upon the line of termination of pavement per plans and
specifications. Asphalt concrete shall not be placed unless the atmospheric temperature is at
least 50°F and rising.
c. Requirement Prior to Asphalt Concrete Paving (Grind and Overlay)
The Inspector shall verify that the milling machine conforms to the approved submittal. A
smaller machine shall be available at project site for areas inaccessible to the larger machine.
The contractor shall sweep the roadbed with a mechanical sweeper and remove all loosened
material from the surface. All necessary measures shall be taken to avoid dispersion of dust.
The POLB shall mark the existing locations of traffic loop detectors. The contractor shall not
grind within 12˝ of loop detector conductors. Any damage to the existing loops caused by the
contractor shall require replacement of the loop. Structures and vertical joints transverse to
through traffic and greater than 1½˝ shall be ramped with temporary asphalt concrete
pavement. The Inspector must verify that the surface of pavement after grinding shall be
uniformly rough grooved or ridged as required by approved plans and specifications. The

3.4.14 - Asphalt Paving VER 01.docx
3.4.14
Asphalt Paving
surface shall be free from any loose material. Manholes and structures shall be raised to the
new grades. Any disintegrated or spalled areas or large cracks encountered in grade
preparation, not covered by the approved plans, shall be reported to the Engineer for further
action. All equipment to be used in the asphalt paving operation shall conform to the
specifications and approved submittals. All equipment shall be functioning properly.
The Inspector shall have copies of the approved submittals and approved mix design. The
inspector shall ensure that tack coat, prime coat or paint binder is being applied properly. The
contact surfaces of all cold pavement joints, curbs, gutters, manholes, and any other structure
shall receive a similar coating. Adequate distance in advance of paving operation shall be
maintained.
d. Requirements During Asphalt Concrete Paving
Spreading ––– The asphalt concrete as delivered shall be deposited directly into the hopper
of the spreading and finishing machine. Spreading, once started, must be continued without
interruption. No greater amount of material shall be delivered in any day that can be
properly spread and rolled during that day. With the prior approval of the Engineer, the
contractor may use bottom dump trucks to deposit the asphalt concrete into a uniformly
sized windrow and then conveyed to the spreading machine. The Inspector shall verify the
load tickets for correct mix design and binder grade. The Inspector must collect the load
tickets from each truck at the point of discharge.
The temperature of the mixture directly behind the paving machine shall not be lower than
270°F or higher than 320°F, the lower limit to be approached in warm weather and the
higher limit in cold weather. Any material not meeting the temperature requirements shall
be immediately removed from the site.
Rolling ––– Asphalt concrete shall be thoroughly compacted by rolling. The number of
rollers with operators used with each paving operation shall not be less than specified in
table below:
Rollers required
Tons Placed per Hour Compacted Thickness
1 ½” or less More than 1 ½”
Less than 100 1 1
100 to 200 2 2
201 to 300 3 2
More than 300 3 3
Tandem or vibratory rollers shall be used for initial/breakdown rolling. Tandem, vibratory or
pneumatic tired rollers shall be used for second/intermediate rolling. Finish rolling shall be
performed by static or vibratory steel rollers in static mode. Other rollers may be used
subject to prior approval of the Engineer. No leakage of petroleum products from any roller
shall be allowed to come in contact with pavement being constructed. The surface of all

3.4.14
Asphalt Paving
roller wheels shall be treated with sufficient water to prevent the pickup of bituminous
materials, but under no circumstances shall the quantity of water used be detrimental to the
surface of the pavement being rolled. Wobble-wheel rollers shall not be permitted.
Breakdown, Intermediate and Finish Rolling––– As soon as the layer of asphalt concrete has
been placed, breakdown rolling shall commence. The layer of asphalt shall still have an
internal temperature greater than 260ºF and shall not displace under the roller. When
vibratory rollers are used, they shall operate at the highest frequency possible without
breaking rock. All breakdown and intermediate rolling shall be completed prior to the
surface of the mat reaching 180ºF. Rolling shall be continued until the pavement layer has
become thoroughly compacted throughout and is true to grade and cross section. Finish
rolling shall be performed by static or vibratory steel rollers in static mode. The finish rolling
shall remove all marks from the surface of the mat. All finish rolling should be completed
prior to the asphalt temperature falling below 175ºF.
Proper Rolling Techniques for Compaction––– When compacting lifts 4" or less in compacted
thickness, rolling shall be commenced along the lower edge of the area to be rolled and
continued until the edge is thoroughly compacted, after which the roller shall be gradually
advanced to the crown point, both sides being rolled in a like manner.
For lifts greater than 4" in compacted thickness, rolling shall be commenced in the middle of
the mat, after which the roller shall be gradually advanced to both edges. The roller should
be advanced to a supported edge first, if applicable. Rolling of unsupported edge may be
delayed provided the required densities are obtained after the completion of the finish
rolling.
Paving Joints––– The Longitudinal Joint or edge of paving in the first lane should have a
near vertical face. In laying the first lane; the stringline, curb or other reference line must
be used to guide the paver.
When the adjoining lane is not placed the same day, the edge of the lane should be
carefully trimmed and applied with a thin coating of emulsified asphalt. The first lane should
be overlapped by adjoining lane by 1" to 2". The overlap thickness should be ¼ the desired
compacted thickness.
The Transverse Joint should be straight edged to assure smoothness and true alignment. A
vertical face transverse joint can be constructed either by using a bulkhead or sawing the
paving. In either case, the transverse joint should be applied with a thin coating of
emulsified asphalt before the fresh material is placed against it.
New Classification of Binders ––– “GREENBOOK” 2009 Ed. (SSPWC) has replaced existing
AR (Aged Residue) grading system for asphalt binders with PG system (Performance
Graded). The following table gives approximate substitution of AR grades with new PG
grades:
AR Grading PG Grading
AR 4000 PG 64-10, PG 64-16

AR 8000 PG 64-10, PG 64-16, PG 64-28
AR 16000 PG 70-10

3.4.14
Asphalt Paving
The table above is only for reference and in no way to be used as a substitution by the
Inspector. The Inspector shall follow the approved mix design for the project. AR grades are
obsolete in California. Appropriate PG grade will be selected by the design engineer. The
Inspector shall check the load tickets for proper PG grade asphalt binders.
Definition: (PG 60-10)
PG –––– Performance Grade
60 –––– Average 7-day Maximum Pavement temperature in °C
10 –––– Minimum Pavement Temperature in °C
e. Possible Causes of Rejection of a Load at the Site
The following deficiencies may justify the rejection of the load:

Too Hot––– Blue smoke rising from the mix usually indicates an overheated batch. The
temperature of the batch should be checked immediately, preferably with infrared
thermometer. If the batch temperature exceeds the maximum limit, it should be
rejected. If the temperature does not exceed the maximum limit, the batch may be
used. But the contractor should be alerted to correct the condition for future batches.
Too Cold––– A stiff appearance of mix or lack of bitumen coating of larger aggregates
indicates a cold mix. The temperature should be checked immediately. If it is below the
minimum limit, the batch should be rejected.
Too Much Bitumen––– When a load is not domed up or peaked in the delivery truck,
but rather flat, it may contain too much bitumen. Mix slicking off under the screed also
indicates excessive bitumen. Area receiving such a load shall be sampled and tested.
Too Little Bitumen––– If a mix has a lean, granular appearance, improper coating and
lack of typical black shiny luster; the mix doesn’t have enough bitumen. The pavement
surface has a dull, brown appearance and roller does not compact it satisfactorily.
Generally this deficiency is difficult to detect, but when in doubt, check by testing the
area.
Non-Uniform Mixing––– Non-uniform mixing is spotted as lean, brown, or uncoated
dull-appearing patches within areas of rich, shiny appearance. Such areas shall be
repaired with the Engineer approved procedure.
Excess Coarse Aggregate––– A poor workability of the mix indicates the excessive
presence of coarse aggregates. It is easily detected when the mix is spread over the
surface. Such areas shall be repaired with the Engineer approved procedure.
Excess Fine Aggregate––– A different texture than a well graded mix indicates the
excessive presence of fine aggregates. Such areas shall be repaired.
Excessive Moisture––– Steam rising from the mix as it is dumped into the hopper
indicates excessive moisture in the mix. It may be bubbling or popping as if it were
boiling. Such batch may be rejected.
Miscellaneous––– Segregation of the aggregates due to improper handling,
contamination of batch due to spilled gasoline, kerosene, oil or anything else should
cause the rejection of the batch.
For the above mentioned observations of non-compliant material, the field Inspector must
call the plant Inspector immediately. The Inspector must record the load number and the

3.4.14
Asphalt Paving
area of rejected batch in his daily report. The Inspector shall issue a non conformance
notice for rejected work.
f. Compaction Testing of Asphalt Paving
The POLB Inspector shall call for a technician from the Port on-call testing Lab assigned to the
project. The field density of compacted asphalt paving shall be determined by a properly
calibrated nuclear asphalt gage and cores shall be taken for lab testing. The laboratory
technician shall perform 25±5 random nuke tests per day. A minimum of 4 cores or as required
by the specifications shall be taken for testing per day. The cored areas shall be repaired
immediately per specifications. The minimum compaction shall be 95% or as required by the
specifications. Other tests, namely Marshall Stability Test, % Asphalt Content test, Gradation
Test, Air Voids test, and Maximum Density test may be required by the Engineer.
g. Acceptance of the Asphalt Paving
Upon completion, the pavement shall be true to the grade and cross section. A longitudinal
variation of no more than ⅛˝ in 10 ft and a transverse variation of no more than ¼˝ in 10 ft
shall be allowed. After the curing, the contractor shall perform a flood test, if required by the
specifications, to check the local depressions on the pavement. Any honeycombed surfaces or
depressions shall be repaired before acceptance. The Inspector shall verify that seal coat, if
required, is applied properly and asphalt surface is well sealed.
Good housekeeping shall be maintained during construction. Discarded mix, boards, trash,
broken equipment parts or hand tools shall be removed on a daily basis. A final cleanup shall be
made before de-mobilization.
h. Painting/Striping
Paint shall not be applied to bituminous surfaces at least for 7 days after the bituminous
material has been placed. It shall be applied only on thoroughly dry surfaces. Painting shall not
be permitted when atmospheric temperature is at or below 35°F, or when freshly painted
surfaces may become damaged by rain or condensation. No paint thinners shall be added to the
paint. Mechanical mixers shall be used to mix the paint. Paint shall be kept thoroughly mixed
while being applied. Paint shall not bleed, curl, or discolor when applied to bituminous surfaces.
Any unsatisfactory areas shall be repainted before final acceptance.

3.4.14
Asphalt Paving

3.4.14
Asphalt Paving

Volume 4 - Safety
Volume 5 -
Environmental \ Permits
Volume 6 -
Professional Service,
On-Call, and Other Contracts

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Construction Management Division

VOLUME 2: CONSTRUCTION PROJECT MANAGEMENT

VOLUME 3: QUALITY ASSURANCE / INSPECTION

VOLUME 5: ENVIRONMENTAL / PERMITS

VOLUME 6: PROFESSIONAL SERVICE, ON-CALL, AND

The Construction Management Division Procedures Manual (CMDPM) is intended as a resource

The purpose of the CMDPM is to:

CMD Procedures Manual iii Preface - VER 01

CMD Procedures Manual v Table of Contents - VER 03

CMD Procedures Manual vi Table of Contents - VER 03

CMD Procedures Manual vii Table of Contents - VER 03

CMD Procedures Manual viii Table of Contents - VER 03

AA Administrative Analyst CPR Certified Payroll Records

CMD Procedures Manual ix Abbreviations / Acronyms - VER 01

LBHD City of Long Beach Harbor Post-Con Post-Construction

CMD Procedures Manual x Abbreviations / Acronyms - VER 01

Swim Lane – Contains the activities or Phase Separator – Indicates where a

Process Describes a process or action step.

Document A process step which produces a document.

D.x Expedition/ A process which involves the Construction Management software

CMD Procedures Manual xi VER 01

1.1.1 Port of Long Beach Vision and Mission

“The Port of Long Beach is an innovative provider of state-of-the-art seaport

1.1.3 POLB Organization

CMD Procedures Manual Page 1 of 4 1.1 - VER 01

Figure 1: Port of Long Beach Organizational Chart

CMD Procedures Manual Page 2 of 4 1.1 - VER 01

1.1.4 Capital Improvement

Consolidate and modernize existing facilities

Environmental Stewardship – Implement practices that minimize or eliminate the

1.1.5 Engineering Bureau

CMD Procedures Manual Page 3 of 4 1.1 - VER 01

2006 – 2016 Port of Long Beach Strategic Plan

CMD Procedures Manual Page 4 of 4 1.1 - VER 01

Mission of the Construction Management Division

1.2 MISSION OF THE CONSTRUCTION MANAGEMENT DIVISION

CMD Procedures Manual Page 1 of 1 1.2 - VER 01

CMD Organizational Chart

1.3.1 CMD ORGANIZATIONAL CHART

Julie Steiner Marie Eleasaro

Peter Forsythe Leroy Nakamura

Paul Sheets Sr. Civil Engineer Admin Analyst I

CMD Procedures Manual Page 1 of 1 1.3.1 - VER 01

Procurement / Pre-Construction Phase

2.4 PROCUREMENT / PRE-CONSTRUCTION PHASE

CMD Procedures Manual Page 1 of 1 2.4 - VER 01

Procurement / Pre-Construction Phase Checklist

2.4.1 PROCUREMENT / PRE-CONSTRUCTION PHASE CHECKLIST

CMD Procedures Manual Page 1 of 7 2.4.1 - VER 01

Procurement / Pre-Construction Phase Checklist

CMD Procedures Manual Page 2 of 7 2.4.1 - VER 01

Procurement / Pre-Construction Phase Checklist

B. PURPOSE AND POLICY OVERVIEW

The purpose of the Procurement/Pre-Construction Phase Checklist is to provide Construction

A Procurement/Pre-Construction Phase Checklist shall be filled out for all construction

C. ROLES AND RESPONSIBILITIES

Other Bureau/Division Roles:

CMD Procedures Manual Page 3 of 7 2.4.1 - VER 01

Procurement / Pre-Construction Phase Checklist

1. The DCM assigns a CM to a project.

1. “Procurement / Pre-Construction Phase Checklist”

CMD Procedures Manual Page 4 of 7 2.4.1 - VER 01

Procurement / Pre-Construction Phase Checklist