The PBP was a $157 million, four and a half-year bridge replacement project in Portland, Maine. Completed, it is the largest operating drawbridge in North America. Because of its size and duration of construction, MDOT and the Federal Highway Administration (FHWA) sought to significantly increase the number of women working on the Project by making it "women friendly." To that end, during the planning and construction phases of the PBP, MDOT funded several innovative programs to increase women's awareness and knowledge of bridge construction trades jobs. These programs included Women Unlimited, a trades training and advocacy organization which provided 14-week programs of hands-on skills training, physical conditioning and job readiness skills, and a tradeswomen's "job bank." In addition, MDOT funded a JTPA introduction to trades and technical careers to all women accessing JTPA services; and the Coalition for Women in Trades and Technical Careers which brought together a group of people working in the greater Portland area to increase opportunities for women. During the construction phase MDOT designed two "firsts" into the Project: (1) near-site child care and (2) an on-site compliance component. MDOT contracted with Compliance U.S.A., a women-owned firm, to provide on-site, daily monitoring and compliance activities. These activities included: (1) working with all On-the-Job trainees; (2) monitoring affirmative action and EEO compliance; (3) supporting female and minority employees; (4) coordinating with community organizations and groups and women and minority owned businesses; and (5) assisting prime and sub contractors with recruitment and retention issues. 

SCOPE OF WORK:

Compliance U.S.A. assisted contractors in meeting their Civil Rights obligations including: 

Contract Compliance
With respect to Contract Compliance, Compliance U.S.A.:

• notified contractors that they have been selected for a Contract Compliance Review (CCR), with required documentation needed and date of site review;
• made follow-up phone calls to the contractor to answer any questions on requested documentation or review process; 
• conducted a desk audit to review documentation submitted; 
• conducted a site review which includes interviews with company representatives and employees, including females, minorities, trainees and white males; 
• upon review of both the desk and field audits, compiled a Status Report to inform MDOT of a finding either "in" or "not in" compliance; submitted report to MDOT; 
• participated in the conciliation meeting and agreement as needed. 

On-the-Job Training (OJT)
With respect to OJTs, Compliance U.S.A.'s main objectives included: 

• working with the prime contractors and approving OJT training positions; 
• approving OJT hires;
• tracking OJT hours; 
• verifying OJT payrolls; 
• making regular on-site observations of OJTs to monitor job tasks and assignments; 
• meeting with all new OJTs to introduce Compliance U.S.A., and inform them of trainee's and contractors' rights and obligations; 
• regularly meeting with all OJTs to assess progress and any issues; 
• serving as a liaison between the State and contractors;
• acting to prevent or respond to incidents of sexual harassment; 
• resolving OJT related issues; 
• submitting bimonthly summary of OJT hours to the Resident Engineer; 
• advising the State of OJT completion status; keeping records and maintaining all OJT files; 
• conducting follow-ups with trainees who completed or left the job; and 
• delivering OJT completion certificates. 

• working with prime and subcontractors on outreach and recruitment of females and minorities; 
• instilling in contractors of their obligations for employment goals and hiring of skilled women and minorities;
• regularly "walking the site" to monitor work assignments and check in with all female and minority employees; 
• monitoring work hours, hiring and termination of women and minorities; and 
• intervening on issues or problems facing women and minorities. 

• informed all contractors of the availability of child care;
• arranged with contractors that this information be passed on to their employees and to all subcontractors, and their employees; 
• designed, distributed and processed intake and payment forms; and 
• communicated and problem-solved between the YMCA and parents. 

• establishing and maintaining contacts with minority and women's recruitment sources,training programs, and local community groups affected by the Project; 
• ensuring that contractors on the Project utilized these resources for recruitment and outreach purposes; and
• working with individuals who contacted our office looking for employment. 

 

RESULTS:

Contract Compliance
Compliance U.S.A. conducted four Contract Compliance Reviews on prime and subcontractors, Through conciliation and follow-up, all contractors were brought into compliance during the course of this Project. 

On-the-Job Training (OJT)
Throughout the Project, there were a total of 55 OJTs. Sixteen were in highway or bridge laborer classifications; 34 were in skilled trades positions including carpenters, ironworkers, operating engineers, electrical, welding, mechanic, fabricators and truck drivers; three were in supervisory positions, and I was as a construction clerk. Of the 55 OJTs, 36 completed. To our knowledge, 35 (64%) are still working in trade jobs. 

Employment Goals 
A total of 1,092,773.55 hours were worked on the PBP. Of those total hours, 102,684.95 hours (9.4%) were worked by women, 6.5% as regular (non-OJT) employees. Of the total hours, 53,137.5 hours (4.9%) were worked by minorities; 4.4% as regular (non-OJT) employees. A total of 90 women worked on the PBP. 

Of the 24 trade categories represented on the Project, women exceeded the 6.9% federal goal in 17 trades. Please see Chart D3 for female representation and Chart D4 for minority representation by trade. 

Child Care 
A total of 8,856.5 child care hours were provided by the YMCA throughout the Project. Twelve parents took advantage of the program, which served 20 children. 

Community Outreach 
Compliance U.S.A. maintained close working relationships with the Maine Tradeswomen's Network, the Coalition for Women in Trades and Technology, Women Unlimited, Opportunities Minority News Network, Portland Adult Education, Southern Maine Technical College, Southern Maine University Women's Center, the National Association of Women In Construction's Portland Chapter (NAWIC), and the Refugee Resettlement Project. Compliance U.S.A. 's staff actively participated in the planning and delivery of numerous conferences and workshops which provided positive insight and practical information to educators, social service workers and to hundreds of women and girls who were interested in trades and technical jobs. 

Twenty-nine tours of the PBP, while under construction, were organized and given by Compliance U.S.A., along with MDOT and contractor personnel. These tours made it possible for many girls and women to actually see men and women construction workers building the bridge and roads that made up the PBP. 

Numerous articles about the child care program, and the many women and minorities working on the PBP appeared in local and national newspapers and magazines. 

ADMINISTRATION:

Compliance U.S.A. Maintained two half-time employees on the PBP, a Primary Compliance Consultant, and an Assistant Consultant/Administrator. The on-site compliance component for the PBP was 0.2% of the entire Project budget. 

CONCLUSIONS:

Through it's contract with Compliance U.S.A. And other innovative programs, MDOT and the Federal Highway Administration (FHWA) sought to significantly increase the number of women working on the PBP by making it "women friendly." The Project succeeded in doing just that. 

The contractors on the PBP maintained the highest utilization of women of any bridge or highway project in the U.S., 9.4%. Of the 24 trade categories represented on the Project, women exceeded the 6.9% federal goal in 17 trades, and were over 4.7% in an additional three trade categories. Ninety women worked on the Project, from project managers and engineers, to forepersons, welders, carpenters, crane operators, ironworkers, painters, laborers and more. 

The PBP has demonstrated that through the collaborative efforts of DOT, contractors, community based agencies and the on-site compliance consultants, we could change the face of the construction workforce on a major, heavy bridge construction project. We believe that with planning and commitment, these results are replicable on any construction job. 

Compliance U.S.A, Portland Bridge Project Final Report Executive Summary