cashman ink spring 2014
Click here to load reader
Post on 12-Mar-2016
Embed Size (px)
DESCRIPTIONThe company magazine of the Cashman Companies - Spring 2014 Issue. Learn more at about Jay Cashman, Inc. and its' affiliates at www.jaycashman.com
CASHMAN inkSPRING 2014
A Cashman Companies Publication
SAFETY CULTURE:YOURS, MINE, OURS
MININGFOR GOLD IN ALASKA
2 CASHMAN INK SPRING 2014
IN THIS ISSUE:MINING FOR GOLD IN ALASKA
ST. KITTS DOLPHIN PROJECT
10 STERLING UPDATES20
PRELOAD BEGINSWORK IN KUWAIT12
THE DALE PYATT UNVEILED08 PATRIOT ENERGY UPDATE18
Jay Cashman, Inc. is a comprehensive construction company, well regarded within the industry for its diverse technical capabilities, professional project management, and consistent performance.
From senior managers to site superintendents, from accountants to equipment operators, Cashman employees are experts in their fields. This expertise combined with high standards, determination, and confidence enables Jay Cashman, Inc. to take on some of the most difficult dredging, marine, heavy civil, and environmental projects in the world.
EDITORS:Megan SylviaMichael EmpeyMichelle Frawley
CONTRIBUTING EDITORS:Paul DiFrennaJon HagensteinKyle ReevesAlex GanschowCoy McCuistionLindsay GalbraithJohn BurkeMark QuinnLew ConleyEric Empey
IPC MERGES WITHLYDON COMPANY17
By Paul DiFrenna
Safety culture: all companies have a safety culture some good, some average, some world-class. To understand safety culture, each individual must have a personal safety belief. A belief is an individual personal conviction. Culture is the way we act on beliefs when we are part of a group. A culture is the accepted norm of a group. Each person belongs to several groups. There is accepted behavior at a sporting event, a movie theater, a concert, a wedding, and on the job. What is accepted in one group is inappropriate in another.
We will be spending time meeting our project teams and crews in the field and getting your input on our existing safety program. Safety policy and programs written in a vacuum fail, every time, sooner or later. We need your input and your suggestions to eliminate the hazards of our workplace and ensure that everyone is looking out for themselves and their coworkers.
Cashman wants to take charge and be the industry leader in injury-free performance. Leaders hold themselves accountable to their own standards. Great leaders are like great coaches. Great coaches keep it simple: they truly care about their players, they demand that everyone do their best, and everyone on the team is committed. The rest seems to fall into place when each member of the team follows a pursuit of excellence and commitment.
Respect safety. In some ways, it is easier to understand respect than safety. If each of us truly has respect for the job, the hazards, our coworkers, and ourselves, then we will not allow anyone we work with to be disrespectful and put themselves or others in harms way. So, if being unsafe is disrespectful, we will find a way to ensure it does not happen.
I am pleased to be joining the Cashman team and to be taking on the challenges of enhancing our safety program. If you have ideas and suggestions, please tell your supervisor, tell me when you see me in the field, call me at (781) 382-5577 , or email me at [email protected]
SAFETY CULTURE: YOURS, MINE, OURS
SCAN FOR WEBSITE
SCAN FOR WEBSITE
SCAN FOR WEBSITE
SCAN FOR WEBSITE
4 CASHMAN INK SPRING 2014
MININGFOR GOLD IN ALASKA
By Jon Hagenstein
We first considered the opportunity to mine gold off the coast of Nome, Alaska in 2010. The initial idea required a hefty capital investment. For that and other reasons, we tabled the discussion.
Fast forward to early 2012 when we revisited the project during a brainstorming session in Jay Cashmans office. Clips from the TV show Bering Sea Gold were shared, and ideas began to flow. Under the guidance of Jay Cashman and Senior Vice President of Dredging Frank Belesimo, the project began to take shape.
The first thing we needed was a place to dig. We found partners and created a joint venture under the name Liberty Mining. A year of planning and searching for the appropriate dredge ensued. We ultimately chose our own dredge, the Jay Cashman, to be sent to Alaska once it finished work on the Dania Canal in Florida. Mobilization Begins
Sterling Equipment President Bobby DeCrescenzo found an inexpensive means to transport the equipment that worked with our schedule on a Foss deck barge leaving Morgan City, La. en route for Seattle via the Panama Canal. The Sam M. push boat was towed to Florida where it met the Jay Cashman dredge.
From here, the Sam M. push boat brought the dredge to meet the Foss deck barge in Morgan City. In Morgan City, we hired a large crane to lift the Jay Cashman dredge, the PC 1250 excavator, and the Sam M. push boat onto the Foss deck barge. About a month later, the entire package arrived in Seattle.
The first step was to prepare the equipment for another heavy lift to remove it all from the Foss deck barge. Once this was done and everything was afloat, preparations to the Jay Cashman
dredge were successful. To begin work, everything on deck was removed except for the excavator and spud winches. Installations included: a four-point anchor system, a 10 inch pump, two new auxiliary generators below deck, and an entire wash plant system for catching gold, including another 400 kw generator to power it.
During the construction of the dredge in Seattle, we determined that the Sam M. pushboat was not the best boat to tow the Jay Cashman dredge to Nome. Another tug, the Patricia S., was purchased locally for the tow and tending in Nome.
The 84 ft. Patricia S. tug has 2,500 hp. and a model bow. The draft is shallow enough for the inner harbor at Nome yet is a big enough tug to make the 3,000-mile voyage to Alaska. The engines were freshly rebuilt, and the tug required very little preparation to make the trip.
The dredge left Seattle on July 13, 2013 for Nome. Every inch of the deck was covered with supplies, parts, equipment, and other necessities. The voyage took about three weeks, and it arrived on August 2, 2013.
There were still a couple weeks of preparation to be done before the dredge could be ready to dig. Custom spud towers were fabricated and installed to lift the spuds from the top instead of running through the sheave at the bottom. This allowed us to repair the spud wire from above the water if a spud was stuck down, thus minimizing our exposure to bad weather.
How it Works
A screening plant known as a wash plant is located in the center of the barge. This plant uses tried-and-true methods of gravity separation to extract gold from a slurry of material. The nature of gold, being so dense, makes this process easy.
The material is dumped into a receiving hopper and washed
6 CASHMAN INK SPRING 2014
across a shaking screen while getting hit with a high-pressure spray system. The material that passes through the screen is then in a slurry and flows down a channel lined with a carpet that collects the gold.
The channel and carpet are known as a Sluice box. Only the heaviest materials remain in the carpet such as gold, various sands, and pebbles. From there, the carpets are removed and washed. The material that comes from the carpets, known as concentrate, then is brought ashore where it is processed further to a point of clean gold at a finishing facility.
Operational Challenges Arise
Alaska is a wild place, and Nome is no exception. Remoteness and exposure of the area leave little room for mistake. It was imperative to keep the systems simple and have plenty of spare parts available.
The conditions were so harsh that any complex parts were prone to break, and when they did, it seemed like it was a world away to fix.
Once we began digging, we quickly learned of new problem areas on the wash plant. Backups and clogs occurred, and we needed to address the design of the wash plant to improve digging efficiency. We added spray bars, redesigned grizzly bars, modified discharge chutes, and completed dozens of other changes to the screening plant. Making these changes took away from our effective digging time.
One setback we took as a team was when we snapped a cast iron housing that was an integral part of the pump. This specific part weighed several hundred pounds, and the closest replacement was over 6,000 miles away.
Luckily, we had a local contractor whom we grew to know as the dredge doctor. He is an incredible metal worker, and he brazed the two pieces together with brass so we would have an operational unit while we waited for the replacement part to arrive.
As we look forward to another successful season in 2014, we will build on our achievements and lessons learned from the 2013 season. Our crew built the largest barge-mounted gold dredge in North America, successfully mobilized it over 11,000 miles to remote Alaska (a place no one had ever been to, much less worked in), labored extreme hours without any major safety issues, and returned home with countless stories to tell about life on the Bering Sea, the northern lights, and mining gold.
I would like to extend my sincerest appreciation to the crew, who throughout constant challenges kept to their grind and were persistent and determined to get a difficult job done.-Jon Hagenstein
John Durante, Matt Bourque, Chris Hagerty, John Kelley Neil Myers, Stuart Speer, and Dan Hassett
THERE COMES A TIME
IN EVERY RIGHTLY-CONSTRUCTED BOYS LIFE WHEN HE HAS A RAGING DESIRE
TO GO SOMEWHERE AND DIG FOR HIDDEN TREASURE
8 CASHMAN INK SPRING 2014
There is a machine shop on board and a large operators cab that can fit four to five people comfortably at one time.
Constructing at Home in Quincy, Mass.
The barge and super-structure portions of the Dale Pyatt were constructed in New York. It was then transported to the Cashman Dredging headquarters location in the Fore River Shipyard in Quincy, Mass., where the rest of the construction to fit the crane took place. This was the first shipbuilding project to take place at the site in nearly three decades. About 30 Cashman employees took part in constructing the vessel.
President and CEO of The Cashman Companies, Dale Pyatt, said in a news article in The Boston Globe, We have it all here. We discovered we dont need to go to some place like Louisiana to make something like this.
By Kyle Reeves & Megan Sylvia
Cashman Dredging and Marine Contracting Co. unveiled its newest dredging vessel, the Dale Pyatt, in October 2013. Weighing nearly 1,200 tons and standing at 180 ft. long and 65 ft. wide, the Dale Pyatt has a 60-yard environmental bucket that is one of the largest in the United States. It also is equipped with a 28-yard heavy duty bucket.
The vessel is the first EPA Tier 4 Compliant dredge in the United States. It is fully electric and carries enough fuel for about a month of operations.
There is a top observation deck that allows radios to communicate with tugs, and there is an Automatic Identification System (AIS) screen to see how far away the tugs are located and how quickly they are moving. The deck has 360-degree views, allowing one to see essentially an entire project site.
CASHMAN DREDGING UNVEILS THE DALE PYATT
Kyle Reeves and Tim Mannering were in charge of designing the survey equipment for the new dredge. Rob Vuksanic and Kyle were then responsible for the installation of the survey equipment.
The Dale Pyatt is outfitted with a tide gauge, boom tip GPS for accurate horizontal position of the bucket, and a vector GPS located on top of the pilot house for position and heading of the barge.
The Hypack DREDGEPACK software provides real-time horizontal and vertical position of the bucket, crane, and barge on to a computer screen for the operator. This enables the operator to dig and move the dredge accurately and efficiently.
In order to increase vertical digging accuracy of the bucket, a Hypack crane depth counter system (Crane Depth Solution
CASHMAN DREDGING UNVEILS THE DALE PYATT
3rd Generation) was installed. This system provides the operator with a digital output of the buckets depth. The buckets depth is calculated using magnetic sensors that track the rotation of the holding drum of the crane along with an angle sensor attached at the base of the cranes boom.
New Projects for the Dale Pyatt
The Dale Pyatt took its maiden voyage on October 14, 2013 to begin maintenance dredging in Norwalk, Conn. and New Haven, Conn. harbors for the U.S. Army Corps of Engineers.
After completing this project, the Dale Pyatt set course for Portland, Maine on February 3, 2014 to perform the first maintenance dredging on the Portland Harbor to be completed in 15 years.
10 CASHMAN INK SPRING 2014
By Eric Empey
Over the past year, we have been working diligently to close the contract on the financing, design, and construction of a second cruise pier in St. Kitts. The St. Christopher Air and Sea Ports Authority (SCASPA) has interest in infusing the plush Caribbean islands tourism market with thousands of additional cruise passengers on a daily basis.
While negotiating the terms of a potential 30-year contractual relationship with the government, the SCASPA direct-awarded Jay Cashman, Inc. with a contract to construct a new breasting dolphin at the deep-water commercial port in Basseterre, St. Kitts.
This dolphin will be St. Kitts temporary solution, making it feasible to berth eagle-class cruise ships at the commercial pier while the second pier is under construction. It additionally will provide a larger berth for increased capacity
ST. KITTSDOLPHIN PROJECTMAKES WAY FOR
cargo ships as the expected necessity of imported goods also is expected to climb in the years to come.
With a new deadline to complete the structure, we quickly prepared one of our crane barges and tugs for immediate mobilization to St. Kitts. The mobilization from Staten Island to Port Canaveral and across to St. Kitts took approximately 15 days of sailing.
The dolphin is made up of seventeen 36-inch piles and has a 230 cubic yard cap made up of reinforced 5,000 psi concrete, weighing upward of 500 tons. Following the driving of the project piles, Cashman constructed the temporary deck, rebar reinforcement cage, and form work for pouring the concrete.
We transported the concrete pump truck and mixers via barge to the structures location, approximately 500 feet from the closest land mass, where the concrete was pumped into
the temporary structure. Finally, after seven days of concrete curing, we removed the forms and temporary platform and installed the bollard and fender in position.
Throughout the project, Cashman faced weather challenges, limited availability of resources while working in a remote location, and client-related obstacles that affected our efficiency. We carefully managed these challenges and completed the entire project in about 18 weeks and without work-related safety incident.
As we finish our first executed civil marine construction project in the Caribbean and prepare for the construction of the cruise pier in the coming months, it is imperative that we utilize and document our experience and lessons learned on past projects. We must apply our knowledge not only to the construction of the St. Kitts cruise pier, but to all future projects and opportunities as we continue to expand our horizons in various international markets.
12 CASHMAN INK SPRING 2014
PRELOAD TO BEGIN THERMAL ENEGERY STORAGE PROJECT AT KUWAIT UNIVERSITY
AND UNIVERSITY CITY
By Alex Ganschow
Economic growth, infrastructure expansion, and a high demand for centralized cooling is increasing the need for high-quality water storage abroad. Recognizing this opportunity, Preload Middle East has become heavily involved in several large-scale water storage projects in Saudi Arabia, Qatar, and most notably, Kuwait.
Kuwait University is embarking on one of the most ambitious campus development projects in the world. The massive University City is being designed and built from the ground up and will emerge over the next four years in a series of phases as part of a multibillion-dollar development initiative.
Sustainability and green building design is a key focus for the project. The Master Plan proposes to utilize solar power, water recycling and re-use, and Thermal Energy Storage (TES) as a part of an energy-efficient and environmentally responsible solution.
As a part of the University City project, Preload Middle East began constructing two 2.4 MG TES tanks in October 2013, which will serve as a part of two Central Utility Plants (CUP) for the University. The CUPs will provide energy-efficient cooling for the 6-million square meter campus scheduled for commissioning in 2015.
Preload recently completed the approved design portion of the TES system, which will feature an AWWA D110 Prestressed Concrete Tank with an octagon-style internal diffuser system, which is an intricate network of piping engineered to maximize thermal performance.
Since the project tender over a year ago, Preload Middle East, in partnership with Qatar based Design-Build Contractor PROTEC,
has been working closely with contractor Kharafi National, client Kuwait University, and joint venture client consultants SSH International / Canadian Consortium Architects.
For Preload, the project represents a milestone marking a return to the international marketplace after over 40 years of focusing exclusively on domestic projects. It is also a re-introduction into the emerging TES market, which has become a widely desired means for cutting energy costs for big commercial and industrial facilities.
TES is an energy savings concept that has been implemented for decades, yet it has never before seen the far-reaching potential for application that it does now.
The basic mechanism behind TES is simple: chillers use electricity to cool water during evening hours instead of during the day when energy demand is at its highest. The chilled water is stored in large tanks overnight and pumped to a heat exchanger, providing cooling power for air conditioning systems.
New TES projects are encouraged by rate offsets offered by power providers as a way to regulate plant load requirements. Load regulation allows new power projects to be scaled back, reducing the cost to construct and maintain the infrastructure. Similarly, TES construction or expansion at existing plants enhances efficiency by allowing for useful generation during times when the plant would otherwise be dormant.
Large-scale developers are increasingly aware of the significant returns from rate off-setting. In this way, most district cooling projects quickly achieve a positive cash flow in addition to meeting cooling demands.
14 CASHMAN INK SPRING 2014
Storing Chilled Water
The key to maintaining the temperature of the chilled water over long periods of time is to minimize heat transfer with warmer surroundings. Any heat transferred to the chilled water increases the temperature and releases some of the stored energy.
A carefully designed insulation system is used to minimize ambient heat gain from the outside air; however, the most significant potential for heat gain actually occurs inside the tank.
As a part of a closed-loop system (the CUP), the tank also stores the warm water that is returned from the heat exchanger (air conditioning unit). Warm and chilled water enter and exit the tank through diffusers located at the top and bottom of the tank, respectively. These diffusers are designed to eliminate turbulence and provide a stable, sharply defined transition layer, or thermocline, that allows for the natural stratification of warm water at the top of the tank and chilled water at the bottom.
The diffuser piping is arranged in such a way that it spreads flow equally over a large area in order to minimize mixing.
Piping is constructed in an octagon arrangement with a number of concentric rings each having evenly spaced inlet slots which distribute flow. Pipes are supported by hangers and stands that are anchored to the tank roof and tank floor, respectively.
Each diffuser system will consist of over 500 linear feet of piping and over 100 stands and supports.
The logistics of constructing specialized infrastructure internationally is of critical importance and has been an involved process.
Understanding the availability of equipment, tools, and materials in Kuwait is the first step in determining not only where these items are to be purchased, but also to prepare a plan for expedited procurement should an unexpected need arise during construction.
Working in the Middle East has meant getting familiar with the metric system, which requires many considerations that are not always immediately obvious. Because Preload uses
specialized materials and equipment, much of the tank must be designed using English units.
Conversely, the cost of shipping makes it economical to procure other items locally where available. As such, shipments have been coordinated from many locations to ensure a cost -effective, high-quality product.
For example, shipments have been made from the United States where Preload manufactures diaphragm and prestressing wire, from Qatar where Preload has secured its specialty equipment at Protec headquarters, and from within Kuwait City where Preload has worked closely with Ready-mix suppliers to provide concrete.
With many moving parts, the process is an exercise in collaboration, through which Preload has developed new relationships with suppliers, shipping companies, and several contractors internationally.
The intricate diffuser piping network offers several interesting challenges as the piping must be constructed inside the
tank. Assembling hundreds of feet of piping from inside the completed tank is a lot like building a ship in a bottle and requires carefully prepared construction plans.
All materials, equipment, and tools to construct the piping must enter through an additional equipment hatch in the tank dome and be lowered to the tank floor by crane. Once inside the tank, much of the piping must be assembled and secured just beneath the tank water level over 40 feet in the air.
To accomplish this, predetermined sections are constructed on the tank floor and hoisted using a special lifting assembly and fastened into place using pipe hangers. Crew members on rolling stage scaffolding then join the sections using Van Stone flanges, which allows for easy connection while working up off the floor.
Following the completion of the diffuser piping, the tanks will be filled, tested, and commissioned for service in line with the CUPs.
Construction of both TES tanks is expected to be completed by May of 2014.
16 CASHMAN INK SPRING 2014
PORTLAND HARBOR MAINTENANCE DREDGING &
Cashman Dredging performed the first maintenance dredging in Portland Harbor to occur in over 15 years. Led by project manager Norm Bourque, Cashman Dredging completed this $9.2 million project for the U.S. Army Corps of Engineers between February 6 and March 25, 2014.
Our crews worked 24 hours a day, seven days a week to complete the project, which required removal of some 700,000 cubic yards of sediment from the harbors shipping channel. In addition to maintenance dredging, our team drilled and blasted approximately 1,500 cubic yards of rock.
Each shift, the Cashman crew lifted the clamshell bucket 300 times removing enough mud to fill more than five Olympic-sized swimming pools. The sediment was disposed at the Portland disposal site 10 miles away. Dredging was performed to achieve -37 feet mean lower low water (MLLW). The rock drilling and blasting portion of the project entailed the removal approximately five rock pinnacles protruding just above the -35 foot MLLW plane. Cashman used the Dale Pyatt, the F.J. Belesimo, and the Kraken to complete the work.
Portland Harbor is a busy commercial harbor, and Cashman ensured that no dredging activities interfered with ship traffic. Additionally, in preparation for the project a non-Federal sponsor relocated lobsters to protect the lobster fishery.
Cashman Dredging is continuing project work for contract DRG-PB Paerdegat Basin City Wide Dredging to dredge combined sewer overflow (CSO) sediments in the Paerdegat Basin in Brooklyn. Led by Project Manager Chris Sheedy, Cashman Dredging began the 731-day job on March 18, 2013, which has a contract value of $8,884,940.
This project entails the dredging of approximately 24,000 cubic yards of sediment from two areas of Paerdegat Basin. The overall canal length is about 7,000 feet and varies in width from 500 ft. at the Head End Area to about 200 ft. at the Mouth Area. First to be dredged is approximately 5,500 cubic yards of sand from the navigable channel at the Mouth Area of the Basin to a depth of 11 ft. below Mean Low Water. Then, we will dredge about 18,500 cubic yards of CSO sediment from the Head End Area of the Basin to a depth of 4.2 ft. below Mean Low Water. The CSO sediments in the permitted area in the Head End of the Basin have been classified as Class C material, requiring extensive environmental protection measures during and after dredging. Those sediments will be processed at the Cashman Marine Terminal in Elizabeth, N.J. and subsequently trucked to a landfill for disposal.
After dredging, we will place approximately 15,000 cubic yards of sand as a 12-inch cap over the dredge area at the head end of the Basin. After capping, we will install a 4.5-inch thick cabled concrete block mat system for scour protection in the vicinity of the existing outfalls. The total surface area coverage is estimated to be 3,000 square yards. After placing the scour protection, we will place an additional 3,300 cubic yards of sand into scour holes.
Cashman Dredging is completing all dredging in accordance with the requirements of the New York State Department of Environmental Conservation Consent Order to attenuate nuisance odors associated with these sediments at low tide. This sediment remediation also will benefit the public usage of the park planned for this area.
By Coy McCuistionPROJECT UPDATES
By John Burke
In June 2013, The Lydon Company was acquired and its operations were merged with Industrial Power Contractors (IPC) to create a new company: IPC-Lydon.
The merger of these two industry leaders has formed a more prominent company to better serve the market through an increase in depth, scope of expertise, and project experience.
Based out of the former Lydon Companys facility in Brockton, Mass., IPC-Lydon is forging ahead with the objective of growth and leadership in the power generation, industrial,
and material handling business sectors throughout the Northeast and beyond.
IPC-Lydon has experienced a smooth merger and is well on its way to meeting corporate expectations and goals.
The joining of these two companies and their employees has been great, said IPC-Lydon President John Burke.
Our clients have recognized the enhanced strength in the merger, while the increased depth of our team has allowed more focus on niche opportunities, including airport baggage handling system installation projects, for example. Its a sound platform for continued growth and success in the industry, Burke said.
IPC-Lydon is a highly skilled mechanical and structural contractor with significant expertise in an array of services including turnkey power generation and industrial services, EPC contracting, and material handling projects. A sampling of recent projects awards include:
Lahey Clinic Combined Heat and Power Plant MWRA Pump Station Upgrade Project Logan Airport Terminal B Baggage Handling
IPC MERGES WITH LYDON COMPANY
18 CASHMAN INK SPRING 2014
By Lindsay Galbraith
In the News
Patriot Renewables recently was highlighted on the cover of Energy & Infrastructure magazines fall 2013 issue. The article discusses our goals and our projects in detail and includes multiple photos from our sites. It can be seen on the magazines website at www.energyandinfrastructure.com.
Our operating projects, Spruce Mountain Wind and Beaver Ridge Wind, are running well. We
had aerial photos taken of Spruce during peak fall foliage (see more on our Facebook page at www.facebook.com/SpruceMountainWindProject).
Each year, we host snowmobile rides, ATV rides, and an open house at Spruce to give people a chance to see the turbines up close and learn more about them. We held our most recent open house at the end of September 2013. Nearly 300 visitors enjoyed this event, and we received a lot of positive feedback about the project.
Saddleback Ridge Wind Project
After more than two years in the appeals process, we are now proceeding with construction of the 12-turbine, 34.2-MW Saddleback Ridge Wind project in Carthage, Maine.
We will construct new substation, all roads, and all electrical infrastructure in 2014, along with the first three 2.85-MW turbines. We will erect and commission the remaining nine turbines in 2015. The project will produce enough electricity to power approximately 16,000 homes each year.
The eight-turbine, 22.8-MW Canton Mountain Wind project in Canton, Maine is only a town away from the Saddleback Ridge Wind project, and it would plug into the same substation that will be built for Saddleback.
We also are working on a 50-80-MW wind project in Moscow, Maine. Environmental studies for this project are ongoing.
20 CASHMAN INK SPRING 2014
By Mark Quinn
In 2013, we welded two ex-oil barges together to make the Strong Island, a 270 ft. by 108 ft. by 17.5 ft. spud barge. This is the largest spud barge in the Sterling Equipment fleet and is capable of supporting our Manitowoc 4600 Ringer.
The crane-to-barge transfer was completed in our Quincy yard in February 2014, and the crane barge is ready to go to work. We are in final contract negotiations to sent the vessel to New York for a 12-month project.
Last October, we contracted with St. John Shipbuilding in Palatka, Fla. to build a sister ship to the M.E.R.C. Shevlin. The Kurt Schulte will be a 267 ft. by 54 ft. by 24 ft. Loadline split hull dump scow with a capacity of 5,000 cubic yards.
Building is on schedule and we expect delivery of the barge in July 2014. The dredging fleet will then comprise of two (2)
5,000 yard, two (2) 4,000 yard, and one (1) 3,500 yard split hull dump scows.
In January 2014, we entered into an agreement to offload dredge material from hopper barges onto land at a facility on Staten Island, N.Y. just south of the Goethals Bridge. We are using a 200-ft.-long spud barge equipped with two large material handling excavators with clamshell buckets to offload.
The material is coming from New York and New Jersey harbors. The facility intends to take several million yards of material over the next few years.
Along with the several projects we are working on, we continue to operate facilities in Quincy, Mass. and Staten Island, N.Y. that support our primary Marine Equipment Rental department. We are pursuing several large jobs in New York, New Jersey, and all the way down the East Coast. We are optimistic about vessel utilization for 2014.
22 CASHMAN INK SPRING 2014
On December 7, 2013, Jay Cashman hosted over 200 employees and guests at his home in Boston for a medieval-masquerade themed holiday party. Employees dressed in costumes, which were donated to charity after the party.
MEDIEVAL MASQUERADE PARTY
Paul Ledwell Sr., Superintendent at Jay Cashman, Inc., welcomed some new arrivals to the family this winter. Pauls daughter Darcys baby, John Paul Kennedy, was born September 27, 2013. Paul Sr.s son, Paul Jr., welcomed his baby Paul Dante Ledwell soon after, on September 30, 2013. That will make six grandchildren: five boys and one little princess.
NEW ARRIVALS FOR THE LEDWELL FAMILY!
PAUL DANTE LEDWELL JOHN PAUL KENNEDY
Chuck Towle, Senior Safety Manager at Cashman Dredging, got engaged to Merrie Lynn Streeter on November 2, 2013. They will be married this spring.
CONGRATULATIONS, CHUCK & MERRIE!
Jay Cashman, Inc.s Payroll Manager, Terri Cuthbert, retired this past January after 18 years of dedicated service. We appreciate Terris hard work and dedication to the Company and wish her the very best in her retirement.
WELL MISS YOU, TERRI!
BRYAN DANIEL LEDWELL
24 CASHMAN INK SPRING 2014
FIND US ONLINE WORK WITH US
Jay Cashman, Inc.549 South StreetQuincy, MA 02169
In a continuing effort to increase the diversity of our work force, we would like to remind all employees that it is the policy of The Cashman Companies to encourage employees to recruit qualified women and minorities for employement at our companies. Interested applicants should submit a resume to [email protected] and include the name of the employee who referred them.
www.JayCashman.com Facebook.com/ JayCashmanIncLinkedin.com/company/