ࡱ> #` bjbj +DFWWW.X\XFˮFzZpZ" [ [ [\\\#%%%GlpܞpL$hyp@{s\"\@{@{p [ [g@{  [ [#@{# [nZ P)K6NW`}ф0ˮل`~.\\ ffWnCt\\\pp\\\ˮ@{@{@{@{FFFL*TFFF*TFFF THE SOCIETY OF AMERICAN MILITARY ENGINEERS  GAP ANALYSIS PLAN ROCK ISLAND POST 2007-2008 INTRODUCTORY LETTER It is the policy of the United States to have an Emergency Mobilization Preparedness Capability that will ensure that government at all levels, in partnership with the private sector and the American people, can respond decisively and effectively to any major national emergency with the defense of the United States as first priority. National Security Council NS DD-47 To support government at all levels in their emergency preparedness capabilities, the Rock Island Post of the Society of American Military Engineers (SAME), in cooperation with its corporate members/firms, has published this GAP ANALYSIS plan in response to the Societys commitment to come to the aid of governments and citizens in time of national emergencies, including natural and manmade disasters. Our GAP ANALYSIS plan outlines how civilian architectural and engineering firms, construction contractors, materials suppliers, and other firms can interact with military and government construction agencies in the Rock Island Post area to effectively respond to any major emergency. For those in the private sector, you will find names and addresses of organizations you can contact in the event you wish to make your firm known as a resource to support emergency relief or recovery efforts. For those in the public sector, you will find the names and addresses of organizations prepared to support disaster relief who can respond in a disciplined manner to prevent further loss and restore normalcy. We hope you will find this publication both informative and useful. We invite you to become a member of SAME, if you are not already and to share with us your ideas, abilities, and experiences. Only through the efforts of concerned organizations such as yours can we achieve an effective level of preparedness. What better way to show our support to our nation than by working together to increase our emergency preparedness and defense readiness? We look forward to your active participation.  Mr. Michael Ryan, P.E. Rock Island Post President December 21, 2007 i TABLE OF CONTENTS Page President's Cover Letter i Table of Contents ii I. Introduction 1 II. Purpose 1 III. Civil Preparedness and Readiness 2 A. Description of Natural and Man-made Disasters/Emergencies Affecting Area with Work Effort Requirements 3 IV. Mobilization Readiness 3 V. Key Programs 3 A. Local Response Plans 3 B. Private Response Plans 3 C. State Response Plans 4 State of Illinois and Iowa D. Federal Response Framework 5 VI. Contracting Agencies 6 A. US Army Corps of Engineers 6 VII. The Process 6 A. Reporting 6 B. Operations 6 C. Manpower and Equipment Readiness 7 VIII. The Feedback Mechanism 7 APPENDICES A. Rock Island Post, National Security Committee B. Honor Roll of Sustaining Members ii GAP ANALYSIS PLAN I. INTRODUCTION A. The purpose of the Rock Island Post Gap Analysis plan is to assist federal, state and local governments in planning, responding to, or recovering from natural and man-made disasters/emergencies. The role that Rock Island Post can take is to fill the gap where local governments at all levels require additional assistance or expertise consisting of roles that our membership can fill. The Society of American Military Engineers (SAME) is well suited to assist and improve readiness and therefore National Security due to its composition and world wide presence. B. Society of American Military Engineers (SAME) combines the strengths of military engineering and private sector engineering. It is a partnership that reinforces both public and private sector capabilities. SAME consists of the private sector and all branches of the military. When the military structure is combined with the technical expertise of the private sector, SAME has a capability to support the Nation in time of need. Consisting of several Posts located around the country and throughout the world, SAME is well suited to assist governments at all levels prepare, respond, and recover from emergency situations. C. The Rock Island Post of the Society of American Military Engineers (SAME) encompasses is located in Rock Island Illinois. Our area of operation encompasses most of both Iowa and Illinois with portions of Wisconsin and Missouri and Minnesota. Also, we have several sustaining member firms who are national and world wide companies and have offices spread throughout the world. D. The post can be a positive mitigating force in emergencies. The resources of SAME can be an important part of our national preparedness. An effective communications instrument is needed if we are to tap the resources of our engineering/construction industry. It can be a positive force during and after natural disasters or industrial emergencies. The post can help promote readiness both prior to and during emergencies and natural disasters. E. The Rock Island Post National Security Committee consists of Federal, State, and Local governments, representatives from FEMA and EPA, and select members of our sustaining member firms. See Appendix A. The National Security Committee is currently ramping up its involvement in bringing together different levels of government and agencies to be able to provide assistance when and where it is needed; and therefore, increase our regions overall security. F. The Gap Analysis plan is designed to increase the awareness of local planners, design and construction personnel so they: 1. Understand the mechanisms of contracting for emergency services; 2. Improve their response time by understanding what they may be required to do and when; and 3. Assist in responding effectively to the emergencies that may face our nation and region. In short, it is preparedness for the full range of emergencies to include both natural and manmade. II. PURPOSE A. The purpose of the Gap Analysis plan is to define emergency work requirements, inventory existing regional capabilities, describe capabilities, address significant area deficiencies, make capabilities known to governmental agencies, and address specific opportunities for sustaining member participation in engineering tasks associated with the planning and recovery from natural and man-made disasters/emergencies. B. Our National Security Program has four initial goals to better posture the engineering/construction assets of the Rock Island area to respond effectively in a national emergency, natural disaster, or other types of emergencies: 1. Enhance Awareness of Local Planners. Planners should keep emergency services in mind when planning future relief efforts. They should be aware of the tremendous pool of talent that can be made available by SAME's Sustaining Member firms and agencies to the extent of including SAME in the emergency plans. 2. Improved Response Time by SAME Member Firms. This goal is aimed at sustaining members to help them understand what will be required and when. Coordinating between sustaining members and key response agencies to discuss/reduce common problems will reduce the time required to reorient from emergency response to normal activities. 3. Improved Flexible Response. Through improved planning, based on awareness and timeliness, increased flexibility will enable our Nation to respond effectively to a range of disasters and emergencies. The worldwide threats to US interests in the decades ahead will be diverse. The requirement for flexibility in planning for any contingency is apparent. 4. Maximize Use of Existing Capabilities. The construction industry is decentralized, flexible, mobile, and highly elastic to demand. The industry has demonstrated it can respond. Existing capabilities are adequate for nearly any contingency, given proper preparedness. With readiness and rapid response, the effects of a disaster can be further mitigated. III. CIVIL PREPAREDNESS AND READINESS By clarifying channels of communications, contracting procedures, and individual responsibilities, the ability of local governments to respond to local emergencies and disasters will be greatly improved. From time to time, Civil Preparedness exercises are conducted by local, regional, state and federal agencies. Too often these exercises simulate the participation of key elements such as the A&E and contracting entities. Through SAME, more industry participation is possible in order to reach a more advanced state of readiness. The agencies conducting these exercises are encouraged to seek the voluntary participation of SAME member firms and to have SAME representation at various levels of activity. Conversely, we encourage member firms to volunteer their services in these exercises. Through such cooperation we achieve an effective level of preparedness, fulfill the industry's portion of the "partnership" language contained in the National Security Council's Document 47 and directly contribute to the SAME theme, "Dedicated to National Defense." A. DESCRIPTION of NATURAL and MAN-MADE THREATS AFFECTING AREA WORK EFFORT REQUIREMENTS 1. NATURAL DISASTER. The most devastating natural disasters that could occur within the region are floods, tornados, severe storms, and industrial accidents. Although the likelihood of a major disaster is low, the impact would be catastrophic for the area hit. Other emergencies including blizzards, wind storms, and chemical or nuclear accidents, can also be anticipated. The Federal Emergency Management Agency estimates, for example, that a major disaster in the Rock Island area could result in hundreds of deaths and millions of dollars in property damage. Major damage to industrial facilities such as power plants or other major industries is also a possibility, and could result in disruption to energy supplies and other significant products. Principal Natural Destructive Events Affecting the Post Area: (1) Severe thunderstorms, often accompanied by wind, hail, flooding, and lightning, which can occur in all seasons of the year. (2) Tornadoes, characterized by violent winds and pressure differentials, as well as hail, flooding and lightning, which frequently accompany them. (3) Flooding in the form of flash floods, rising water, or flooding from winddriven, or windheld water. Flooding is generally associated with other weathercaused destructive forces. (4) Droughts and other water shortages, which are particularly damaging to crops and livestock and which can affect entire communities. (5) Forest and brush fires, which cause annual losses to timber and agricultural interests. (8) Earthquakes as the result of movement of nearby fault lines could cause structural damage to structures (homes, levees, buildings). Earthquake damage is more likely a threat to areas in the southern Rock Island areas. The type of construction required would range from debris removal and emergency restoration of essential services to major reconstruction of all types of facilities, including bridge and road construction, renovation and reconstruction of structures, and restoration of utility systems. 2. TERRORIST THREAT OR ACTIVITY. Not as unlikely as once believed (especially since the Oklahoma City bombing and destruction of the Twin Towers in New York City), there are elements within our society that seek to enhance their own goals through sabotage of key buildings, installations and transportation/ communications infrastructure. The construction industry may be called upon to help recover form these activities. Participation by member firms would be aimed at restoration of essential services, debris removal, and reconstruction of public facilities such as roads and bridges, utilities and other structures. Design consideration for new facilities should emphasize, where possible, mitigation of threat. The industry through SAME can also make a contribution in this mitigation effort. IV. MOBILIZATION READINESS A. Prior to full military mobilization and dependent on congressional priorities, there may be a period of construction effort devoted to improving emergency operations centers and protecting infrastructure. B. During military mobilization, the focus of the nation's defense construction effort will be to first support the mobilization and deployment of both active and reserve component troops and provide construction support to other federal agencies. This support could consist of construction at military installations, to include barracks, warehouses, utilities, waterfront structures, and transportation networks. C. The primary locations for military construction work will center around existing installations. The facilities in our area include the Rock Island Arsenal and other military reserve bases throughout the area. V. KEY PROGRAMS A. LOCAL RESPONSE PLANS Most cities and counties in our area have specific response plans to various disasters. SAME brings together capability from both federal and private sources to assist local governments plan and respond to emergencies. B. PRIVATE RESPONSE PLANS. Major employers or companies may have individual response plans. SAME has sustaining member firms that are willing to assist in their planning and response to emergencies. C. STATE RESPONSE PLANS. A regional response plan supplements the Federal Response Framework and provides the link between the state and federal actions. It details the level of response and recovery actions and activities that may be taken by Federal Departments and agencies to support the response effort. The regional response plan should include a memorandum of understanding (MOU) describing working relationships and the provisions to facilitate joint operations. The state emergency response mission is to provide resources to satisfy unmet local needs and address several operational response functions. These functions focus on the direction and control, warning, emergency public information, and evacuation actions that must be dealt with during initial phase of response operations. The functions fall outside of the Federal response mission and are not appropriate for inclusion in Federal response plans. Illinois: State Emergency Operations Center (SEOC) located at 2200 S. Dirksen Parkway, Springfield, IL 62703-4528 The Illinois Emergency Management Agency is responsible for coordinating the State's disaster mitigation, preparedness, response and recovery programs and activities. This is accomplished through the unified efforts of personnel in the  HYPERLINK "http://www.state.il.us/iema/contacts/contacts_central.htm" Central Office in Springfield and 8  HYPERLINK "http://www.state.il.us/iema/contacts/contact_region.htm" Regional Offices. Regional Coordinators in these offices facilitate the efforts of local (county and municipal) Emergency Services and Disaster Agencies  HYPERLINK "http://www.state.il.us/iema/contacts/contacts_esda.htm" (ESDAs), elected officials, response agencies, and voluntary organizations to save lives and protect property. You may contact these offices to learn about projects, plans, and programs with the common goal of making and keeping Illinois' citizens safer. Through these contacts you can learn steps and take actions now to better prepare your family and home before emergencies arise or disasters strike If you would like to contact IEMA with questions or concerns about any of our programs or responsibilities, please call 217-785-0229 Web address:  HYPERLINK "http://www.state.il.us/iema/index.htm" http://www.state.il.us/iema/index.htm Iowa: Our Mission The mission of the Iowa Homeland Security and Emergency Management Division is to support, coordinate, and maintain state and local homeland security and emergency management activities to establish sustainable communities and assure economic opportunities for Iowa and its citizens. Iowa Homeland Security and Emergency Management Division Hoover State Office Building, 1305 E. Walnut, Level A, Des Moines, IA 50319 Phone: 515-281-3231 We have come a long way in the past year toward fulfilling the 2004 Iowa Homeland Security Strategy. We have revolutionized our funding processes to first responders in our local jurisdictions by providing funding to six local homeland security regions instead of 99 individual counties; this will allow already limited funding to be spent on projects that benefit a wide cross-section of Iowas population. We now have a collapsed structure rescue capability statewide that is operational and ready to respond; statewide coverage for special weapons and tactics, emergency ordnance disposal and veterinary rapid response are in the planning stages, and should all be operational within the next year. We have created and updated the list of critical assets in the State and have now created a public/private partnership with private critical asset holders to work together to protect mutual assets. We have been working hard on protecting the agricultural systems that are so vital to our State. We continue to plan, equip, train and exercise for the prevention of, response to and recovery from a terrorist attack. Web Address:  HYPERLINK "http://www.iowahomelandsecurity.org/" http://www.iowahomelandsecurity.org/ D. FEDERAL RESPONSE FRAMEWORK. A. When disaster - a flood, a chemical spill - threatens a community, local responders, government agencies, and private organizations take action. And most of the time, with the help of the state, they have the skills and equipment to do the job. But sometimes the destruction goes beyond local and state capabilities. That is when the Federal help is needed as well. B. The federal process begins when a state governor asks the President of the U.S. for help. The President, with Federal Emergency Response Agency (FEMA) advice, decides to mobilize federal resources. Disaster-stricken areas become eligible for relief when the President declares an emergency or major disaster. C. FEMA has the responsibility for, and directs, Federal Disaster Assistance. In coordination with other federal agencies, FEMA developed the Federal Response Plan (hereafter in this chapter referred to as the Plan). It provides the system for delivering Federal assistance to State and local governments when the requirements of emergency response exceed State and local capabilities. D. The Plan tells how the Federal government responds to disasters, provides state and local governments with personnel, technical expertise, equipment and other resources, and assumes an active role in managing a response. 1. SUMMARY OF THE PLAN. The Plan is based on the premise that a significant disaster may require a broad spectrum of Federal assistance to immediately support State and local emergency response operations. The Plan establishes a foundation for a systematic, coordinated, and effective Federal response by: (1) Establishing fundamental assumptions and policies; (2) Establishing a concept of operations that provides an interagency coordinating mechanism for immediate delivery of Federal assistance; (3) Incorporating the coordination mechanisms and structure of other appropriate Federal plans and responsibilities into the overall response; (4) Identifying specific Federal resources to supplement State and local response operations; (5) Assigning specific functional responsibilities to appropriate Federal departments and agencies; and (6) Identifying actions Federal departments and agencies will take to manage the overall Federal response in coordination with the affected State. The Plan does not specifically address recovery assistance, such as temporary housing, loans and grants to local and State government entities provided under traditional disaster assistance programs of FEMA and other agencies. However, initial recovery efforts may commence as response activities take place. 2. FEDERAL ORGANIZATIONS: A. FEMA coordinates the establishment of policies for mobilization preparedness of Federal Agencies, prepares and maintains the Federal Master Mobilization Plan and guides the states and federal regional councils in their emergency preparedness. The U. S. is divided into ten FEMA regions. Regions 5 and 7 encompass the Rock Island Post Area. VI. CONTRACTING AGENCIES Federal contracting for materials and services during a major emergency or disaster could be handled by the US Army Corps of Engineers (USACE), Rock Island District, located at the US Army Rock Island Arsenal. The district office of USACE is chartered to provide federal engineering management in emergencies at the local level within the civil sector. The Corps of Engineers is prepared for actions in a broad spectrum of emergency conditions including natural disasters. Fundamental authority covers responsibilities for water resources protection and disaster relief and for civil defense. These missions have one thing in common. The Corps is charged to mitigate loss of life and property in national disasters, whether natural or man-made. The U. S. averages about 30 disasters a year of the size that requires the Corps of Engineers to assist with recovery. Contact Information: Commander Rock Island District US Army Corps of Engineers Clock Tower Building PO Box 2004, Rodman Avenue Rock Island, Illinois 61204-2004 309-794-5249 Emergency Management Division Mr. Kent Stenmark 309-794-5206 or 5325 Web Site:  HYPERLINK "http://www.mvr.usace.army.mil/" http://www.mvr.usace.army.mil/ VII. THE PROCESS To maximize the mitigation capacity of the industry, a doctrine of planning, preparation, and organization must be known and practiced by industry. SAME is the organization best suited to facilitate this process. A. REPORTING. As a private contractor, when and to whom do I report availability for work in an emergency? A&E firms, contractors, suppliers, and subcontractors can be prepared to accept mobilization direction from the local contracting officer, the USACE District or Division Engineer or other contracting agencies in their local area. To insure timely and effective direction, these agencies need to know your firm's capabilities and assets. Without jeopardizing proprietary information, contractors who wish to accept mobilization work can report their assets, capabilities, and area of availability through the SAME Post. SAME can play a role in educating firms in this process. Each interested firm normally maintains a current inventory of its assets and capabilities. Making this document available to these agencies through this plan will accomplish this purpose. Firms that see themselves playing a major role during mobilization in their locality should plan for that eventuality now. Sustaining members of SAME are being asked to provide this capability information as a part of this Gap Analysis Plan, and report their capabilities, as well, on their annual Directory Entry Form for the SAME Directory of Member Firms and agencies. B. OPERATIONS. What is the nature of emergency operations? Emergencies can run the gamut of situations from blizzards, floods, earthquakes and tornadoes to chemical/nuclear accident, war mobilization and/or nuclear attack. Operations at the peace to emergency interface are discontinuous, and time becomes the most precious resource. Private firms, whether A-E firms, contractors, suppliers, and/or subcontractors, must be able to make adjustments in their operations. New relationships must be established with local, state, regional, and national agencies to determine the response ethic necessary for the private sector to perform its role while averting panic. Again, SAME can act as the facilitator of this process. C. MANPOWER AND EQUIPMENT READINESS. How can the private sector enhance its readiness? Prior planning and analysis is the key to readiness. The change in employee priorities and needs during emergency conditions must be recognized. At these times, people's professional dedication will be tempered with worries about the safety of themselves and their families. A readiness plan must be sensitive to the psychological condition of those charged with its execution. The principals of firms must be prepared to assume a leadership role in restoring order to the disorder that inevitably follows a mobilization or emergency situation. Employees must feel confident of their firm's ability to perform during emergency conditions. Also, emergency relationships with A&Es, subcontractors, and suppliers should be prepared based on specific sectors of emergency work. Finally, the organization should inform the local emergency authorities of its manpower preparedness. Equipment readiness lists should be established with each firm that has submitted its qualifications and whose expertise will be needed in a mobilization deterrence. Lists for A&E firms should include all types of survey instruments, computers, plotters, and computer software. Contracting and construction firms should list construction equipment, such as road building equipment, cranes, pile driving equipment, and small equipment necessary to perform the mission. All firms must address the equipment available in case of mobilization and keep the list continually updated. VIII. THE FEEDBACK MECHANISM A. Once we as a society of military and civilian engineers think through the probability of disaster and our response capability, important new thoughts, concepts, tactics, equipment, and processes will evolve. These can save precious minutes, lives, and property. It is here that SAME can play the greatest role. The Society must have a vehicle to make this happen -- to provide this feedback. The first step is this Post Plan. The next step is to maintain the plan. You, the individual member, the Sustaining Member, the interested prospect, must provide us continual feedback in the form of questions, concerns, and/or suggestions for improvement, as well as updates of your readiness inventory. Please let us hear from you! Only through your involvement will this plan grow. Only through your involvement will our readiness condition improve. B. RESOURCES. The Society of American Military Engineers, Rock Island Post, currently has 38 sustaining member firms. Most of these firms are engineering related businesses in Rock Island Post Area. Our membership includes a few construction firms. SAME sustaining member firms have been asked to identify the type and extent of resources at their disposal which might then become available in the event of natural disaster in the area or national military mobilization. SAME maintains a sustaining member profile at the National Level. Interested personnel may also call or email a member for the Rock Island Post National Security Committee for recommendations for company capability. See the listing of committee members at Appendix A. Other firms in the area are also being asked to participate in this information gathering effort and to join us either as sustaining member firms or as individual members. Membership application forms are available from the Post or National SAME websites. It is our intent to use this plan to help recruit additional members and in the process expand the resources available in time of emergencies. Appendix B is our "Honor Roll of Sustaining Members." APPENDIX A SAME National Security Committee Members As of December 21, 2007 Voluntary Agreement to Participate Information will become part of the Rock Island District GAP ANALYSIS Plan and made available to local governments and posted on the Post SAME web site. Dean Cerny, P.E., US Army Corps of Engineers, 563-386-0572 x6704, Dean.R.Cerny@USACE.Army.mil Michael Ryan, P.E., HR Green, 319-841-4391, mryan@hrgreen.com Dudley Hanson, P.E., 563-505-3235, dudley.hanson@gasai.com Lynn Pruitt, P.E., Stanley Consultants, 563.264.6311, PruittLynn@stanleygroup.com Bob Beinstein, CH2MHill, 860-651-0525, Robert.Beinstein@CH2M.com Thomas Ayers, P.E., City of Rock Island, 309.732.2910, Ayers.Tom@rigov.org Wally Mook, PE, City of Bettendorf, wmook@bettendorf.org Brock Earnhart, Iowa-American Water Company, 563 468-9200, Bearnhar@amwater.com Joyce Flinn, Iowa Homeland Security and Emergency Management Division, 515-323-4313, joyce.flinn@iowa.gov Susan Coers, Illinois Emergency Management Agency (815) 288-1455, susan.coers@illinois.gov Jerry Shirk, Rock Island Arsenal, 309-782-2241, jerry.shirk@us.army.mil Kent Stenmark, Emergency Management, US Army Corps of Engineers, 309-794-5325, Kent.a.stenmark@usace.army.mil Ann Whelan, US EPA, 312-886-7258, Whelan.ann@epamail.epa.gov Jean Baker, FEMA, 312-408-5515; jean.baker@dhs.gov Scott Bullock, US Army Corps of Engineers, 309-794-5579 Tom Heinold, US Army Corps of Engineers, 309-794-5421 Chris Trefry, US Army Corps of Engineers, 309-794-5790 SK Nanda, US Army Corps of Engineers, 309-794-5310 APPENDIX B HONOR ROLL of SUSTAINING MEMBERS Rock Island POST NAMECITYSTATEWPHONEPRI_REPALT_REPAyres AssociatesMadisonWI(608)249-0471Mr. Kirk ContrucciMr. Pete Lagasse P.E.Barr Engineering Co.MinneapolisMN(952)832-2600Mr. Bill Forsmark P.E.Mr. John E. QuistBergmann AssociatesRochesterNY(585)232-5135Mr. William R. Miles P.E.Mr Gregory L. Johnson PEBlack & Veatch Special Projects Corp.Overland ParkKS(913)458-6611Mr. Timothy W. Heil P.E.Mr. Michael A. PortsC. H. Guernsey & Co.Rock IslandIL(309)788-2826Mr. John R. NacheCaterpillar Inc.MossvilleIL(309)578-6502Mr. Jay R. OsborneCDMChicagoIL(312)346-5000Mr. John P. D'Aniello P.E.Mr. Timothy D. FeatherCH2M HILLChicagoIL(773)693-3809Mr. Robert BeinsteinBrig. Gen. Peter T. Madsen P.E. USA(Retired)Christopher B. Burke Engineering Ltd.RosemontIL(847)823-0500Ms. Phyllis Kay Whitlock P.E.Mr. Patrick Kelsey CPSS CPSCCT LaboratoriesBarabooWI(608)356-2760Mrs. Ceress H. BerwangerMr. Dennis LinleyEarth Tech Inc.WaterlooIA(319)232-6531Mr. Rod Irey P.E.Mr. Steve TownsendFMSM EngineersSaint LouisMO(314)878-6800Mr. Steve McCaskie P.E.Mr. Craig M. Avery P.E.Graef Anhalt Schloemer & AssociatesMilwaukeeWI(414)259-1500Mr. Dudley M. Hanson P.E.Mr. William D. Ashton P.E.Hanson Professional Services Inc.SpringfieldIL(217)788-2450Mr. Dan KernsMr. Rob WallerHNTBChicagoIL(312)930-9119Mr. Terence D. Flanagan P.E.Mr. Pete Jarchow P.E.Horner & Shifrin Inc.Saint LouisMO(314)531-4321Mr. Duane L. Siegfried P.E.Mr. Bently C. Green P.E.Howard R. Green CompanyCedar RapidsIA(800)728-7805Mr. Michael J. Ryan P.E.Mr. Mike F. FisherInfrastructure Defense TechnologiesBelvidereIL(815)323-1310 Mr. Kenneth CarltonKJWW EngineeringRock IslandIL(309)788-0673Mr. Warren LloydMr. Paul D. Vanduyne P.E.MACTEC Engineering and ConsultingPeoriaIL(309)692-4422Mr. D. Wayne Ingram P.E.Mr. Chris J. EvertsMcClure Engrg. Assoc. Inc.East MolineIL(309)792-9350Mr. Larry JohnsonMs. Valerie A. Chambers P.E.Michael Baker Corp.Crown PointIN(219)736-0263Mr. Mark KnightMr. Mark HoskinsMissman Stanley & Associates P.C.BettendorfIA(563)344-0260Mr. Patrick D. Eikenberry P.E.Mr. Michael K. McCawMWHChicagoIL(312)831-3000Mr. Paul G. VecchietRiver Stone Group Inc.MolineIL(309)757-8250Mr. Charles C. EllisMr. Robert J. Savage P.E.Rumford Industrial GroupCentervilleOH(937)435-4650 Ms Stephanie RumfordShive-Hattery Inc.MolineIL(309)764-7650Mr. Myron K. ScheibeShort Elliott Hendrickson Inc. (SEH)MadisonWI(608)274-2020Mr. Douglas J. Bach P.E.Mr. James T. Scott P.E.Stanley Consultants Inc.MuscatineIA(563)264-6600Mr. Daniel P. Miller P.E.Mr. Marty Weber P.E.Terracon Consultants Inc.BettendorfIA(563)355-0702Mr. W Ken BeckMr. Scott M. BeckerTestamericaEpworthIA877-895-6831 Mr. Rowdy BindertThe Shaw Group Inc.FindlayOH(419)424-4944 Mr. James DarnallTriMatrix Laboratories Inc.ChicagoIL(312)225-9347Mr. Fred Love URS CorporationSaint LouisMO(312)697-7228Mr. Don Grahlherr P.E.Mr. Jim PowellW. F. Baird & AssociatesMadisonWI(608)273-0592Mr. Lars T. BarberMr. Matthew J. Clark P.E.WESTON Solutions Inc.Vernon HillsIL(847)918-4000Mr. Dean F. GeersMr. William F. 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