• Regional Consortium Electronic Toll Collection (ETC) Program,

  New Jersey, New York, Delaware, $ 500 million.
  Planning, Design & Construction and operations team responsible for a state-of-the-art ETC system implemented on the roadways operated by the Regional Consortium, which consisted of the New Jersey Turnpike, the New Jersey Highway Authority, the Port Authority of New York and New Jersey, the South Jersey Transportation Authority and the Delaware Department of Transportation. The project also involved the design, installation and maintenance of a fiber network on the roadways, and the operation of a customer service center.


• Richmond Station (SWEC and PECO Cost Evaluations), National Railroad Passenger Corp. (Amtrak), Philadelphia, Pennsylvania.
  Developed cost and schedule control systems for the capital program, providing claims review and analysis, and assessing the fairness and reasonableness of contract price proposals submitted by the contractors. During the course of these assignments, the teams conducted a number of review meetings with Amtrak and contractor teams, toured the project sites and reviewed the documentation provided by the contractors to support their cost proposals.


• Funchal Airport Extension, Madeira, Portugal, $270 million.
  Provided program and construction management services on the extension and realignment of the existing airport runway and upgrade of the general infrastructure. The work involved all aspects of program management and program controls, including the development and implementation of program control systems, plus cost and schedule controls, value engineering, risk analysis & management, and project reporting.


• Sparta Airport, Athens Greece, $450 million.
  Provided program management and operational support services in both Greece and Germany for the development of the new airport.


• Larnaka Airport, Cyprus, $275 million.
  Developed and maintained the program control systems required achieving cost, schedule and quality goals for the expansion and modernization of this international airport.
 
• Beira Alta Rail Refurbishment, Portugal, $314 million.
  Provided construction management services for the modernization of the Linha da Beira Alta railroad line, the principal transportation link between Portugal and central Europe. The work  involved site supervision, planning and scheduling, budgeting and cost control, quality assurance/quality control, and project reporting.
 
• German Inter-City Rail Projects, Berlin, Germany, $2.3 billion.
  Provided program management services for the reconstruction of a major inter-city rail line in the former East Germany between Berlin and Bitterfield, and Berlin and Hanover.
 
• London Underground Limited, London, England, Various Projects.
  Afforded program, project & construction and management services on various projects for the London Underground, including the development of standards and specifications for rail and infrastructure projects; the development of a 10-year plan for prioritizing projects; and the design and construction of the pump and drainage system. This work also involved extensive training on the development and implementation of program control systems.
 
• CrossRail Project, London, England, $3.3 billion.
  Developing and implemented the cost and schedule control systems on the CrossRail project, a massive effort to extend rail service across London, including the construction of five stations and nine kilometers of tunnels. Developing and maintained the management reporting systems, including producing various project status reports. This work also involved performing extensive risk management, analysis and value engineering studies.
 
• Tasman Corridor Light Rail Transit System, Santa Clara County, California, $325 million.
  Developed and maintained the detailed scheduling and cost control systems necessary to manage the project. The work involved all areas of planning & scheduling, budgeting, estimating & cost reporting, risk management & analysis, managing reporting and constructability reviews. The work was coordinated and monitored value-engineering reviews and evaluated the impact of value engineering recommendations on schedule and budget.
 
• Golden Gate Bridge Deck and Sidewalk Replacement Project, San Francisco, California, $35 million.
  Developed project schedules for the 24-hour-a-day rehabilitation of a section of the bridge that was structurally damaged as the result of the Loma Prieta Earthquake. The work was completed in less than the 3-month period originally planned.
 
• San Francisco Cable Car Rehabilitation, California, $68 million.
  Served as an inspector for the reconstruction of nine miles of trackway and underground components, as well as $100 million of infrastructure work. Monitored construction for quality and compliance. Responsible for conducting detailed reviews of contractor CPM schedules, claims analysis, developing schedules, and monitoring and reporting schedule status.

• School District of Philadelphia, Pennsylvania, $120 million.
  Directed and provided planning, pre-construction and construction management services related to an on-call contract with the School District of Philadelphia. The work related to numerous projects within the School District at various stages in the planning, design and construction cycle.
 
• University of Pennsylvania, Philadelphia, Pennsylvania, $18 million.
  Directed and provided project and construction management services related to the renovation and rehabilitation of several facilities at the University of Pennsylvania.
 
• Canaan Valley Institute-New Facility, Davis, West Virginia, $12 million.
  Provided project and construction management services for the planning, design and construction of a new 40,000 square foot facility. The facility will house offices, labs, auditorium and meeting spaces, and education exhibits. The work included planning and pre-construction work involving the selection of the site and the design team, the acquisition of the property, and the development and implementation of project management control systems.
 
• Lawrence Berkeley Laboratory, University of California, $80 million.
  Provided construction management services to the University of California for various projects at Lawrence Berkeley Laboratory. The work involved the development of project procedures, cost and schedule reporting systems, and inspection of the work for quality.
 
• National Library of Wales, Aberystwyth, Wales, $28 million.
  As Principal-in-Charge, Mr. Hagarty was responsible for overseeing the team providing project management and project controls services for this historic, design-build project. The work involved preparation of management plans and procedures, schedules and cost estimates, bid documentation, quality assurance/quality control and project reporting.
 
• Los Rios Community College, Sacramento, California, $1.5 million.
  Performed an evaluation of the contractor's schedule to determine if it was a practical plan to complete the work.
 
• Mission College, West Valley District, California, $18 million.
  Reviewed and evaluated contractor’s claim for delay, constructive acceleration and disruption issues for a community college facilities expansion project. This included, performing schedule, cost & productivity analysis, and preparation of a report on causation, merits and entitlements.

• Hotel Bethlehem, Bethlehem, Pennsylvania, $6.5 million.
  Provided construction management services for the hotel renovation project. The hotel, an historical building built in 1922, had certain architectural elements and construction materials, which had to be accommodated, such as Moravian tile and marble staircases. Provided assistance with procurement of and negotiation with contractors and subcontractors, developing and monitoring a CPM schedule and budget tracking system, administration of contracts, inspection, monitoring and reporting work for conformance with contract specifications, payment application review and assistance with FF&E coordination. This project included the assessment of asbestos containing material and lead-based paints, as well as coordination of asbestos removal.
 
• The Inn at Buck Hill Falls, Buck Hill, Pennsylvania, $32 million.
  Directed a group providing project and construction management services on the renovation and rehabilitation of the historic 329-room hotel located on 166 acres. The work includes coordination of all necessary regulatory reviews, contract administration and selection of consultants and contractors; development of the CPM Master Schedule, coordination of preliminary and final design, permitting and construction bidding; and the development of systems for cost control, cost estimating, budgeting and financial controls.

• Braidwood Nuclear Power Plant, Units 1 and 2, Illinois, $5.1 billion.
  As an expert witness, Mr. Hagarty testified before the Illinois Commerce Commission on the reasonableness of costs relating to this nuclear power plant. He testified before the Commission on the project management controls and techniques used by management on the project, the cost and schedule variance analysis, and the quantification of costs and schedule delays resulting from unreasonable actions or decisions by management.
 
• San Onofre Nuclear Generating Station (SONGS), Units 2 and 3, California, $4.5 billion.
  As Expert Witness, Mr. Hagarty testified before the California Public Utilities Commission on the reasonableness of planning, design, construction and management of SONGS Units 2 and 3 in areas of project controls, productivity, staffing levels, licensing and procurement issues. He also prepared testimony for the commission's review of the reasonableness of the selection, design and implementation of approximately $400 million in capital additions to SONGS 2 and 3.
 
• Diablo Canyon Nuclear Power Plant, Units I and II, California, $5.4 billion.
  As Expert Witness, Mr. Hagarty prepared testimony for the California Public Utilities Commission's review of construction and management of the Diablo Canyon Plant. He reviewed and evaluated the engineering-induced delays to the project, analyzed the scheduling techniques and methods of management on the project, and quantified schedule delays resulting from unreasonable decisions or actions by management.
 
• Zimmer Nuclear Station, Ohio, $3.5 billion.
  As Cost and Schedule Analyst, Mr. Hagarty participated on a project team that estimated construction costs attributed to mismanagement. His duties included performing a detailed analysis of the quality assurance and control efforts; examining the scheduling techniques and methods of management of the project; performing a detailed study of productivity rate; and analyzing management's procurement efforts, focusing on the timeliness of deliveries.

• Stanford Hospital Modernization, Palo Alto, California, $15 million.
  Assisted & directed the schedule delay analysis of claims from Phases 1 and 2 of the hospital modernization. We were part of the project recovery team, which reviewed the construction management effort and developed recommendations to assist in project completion.
 
• Moffitt/Long Hospital Modernization, University of California, $50 million.
  Performed an evaluation of contractor's claim for delay and disruption issues. We subsequently worked in developing the schedule to complete the project.

• Central Contra Costa Sanitary District, California, $60 million claim and Clark County Advanced Wastewater Treatment Plant, Las Vegas, Nevada, $52 million claim.
  Provided delay and disruption analyses for these claims, analyzed cost information for disruption and extended overhead, and assisted in preparing final documentation.
 
• Southern Water Services, Worthing, England, $2.1 billion.
  Responsible for developing an asset management plan and optimization program. The work included developing and implementing a program management system which provided information to analyze the cost and schedule effects of alternative investment scenarios; and a program reporting system which tracked the response to requests for information from the government regulatory agency.

• Santa Clara County Justice Facilities Construction Projects, San Jose and Milpitas, California, $210 million.
  Served as managers for a justice facilities program which consisted of three criminal justice projects on two sites: the $30 million Hall of Justice Courts, the $68 million main jail, and the $90 million Elmwood Correctional Facility. Responsibilities included the development and implementation of program policies and procedures and construction contract administration and management of field services issues, which entailed inspection, quality control, project reporting and project controls. We managed cost and schedule control systems, including claims evaluation and settlement.
 
• City of Philadelphia, Capital Program Office, Philadelphia, Pennsylvania.
  Provided program management assistance to the Capital Program Office, including development and implementation of program cost and schedules; the development and implementation of program monitoring and control systems; the development of design and construction phase process improvements and procedures; and the development of program management training materials and courses.
 
• The Millennium Stadium, Cardiff, Wales, $176 million.
  Provided program and construction management services the design-build of the new National Stadium, which hosted the 1999 Rugby World Cup. This work included the development of the staffing plan for Millennium Stadium, Ltd.; the selection of the design and construction team; the development of program management plans and procedures; assisting and obtaining funding for the program; the development of schedules and cost estimates; and development and implementation of the project management control systems.
 
• Stag Brewery, Mortlake, England, $30 million.
  Mr. Hagarty directed a team responsible for providing project management support services to Anheuser-Busch Europe Trade, Ltd. He was responsible for overseeing the development of bid documentation, contract administration, quality control, the cost and schedule control system, and project reporting.

Jesse J. Edwards Public Library-Coldwater, MS
Construction Budget: $700,000
Status: Construction completed 2002
Scope:
Provision of new municipal library with updated communications system, computer catalog system, updated shelving and binding equipment, along with conference areas, reading areas for adult and children, public restrooms, kitchenette, and offices.

Anthonyville Community Center-Anthonyville, AR
Construction Budget: $200,000
Status: Preliminary Design
Scope:
Provision of new community center for recently incorporated town. Proposed center to include Mayor's office, Town Clerk's office, Fire Chief's office, public restrooms, community room, and apparatus area for volunteer fire department vehicles.

Earle Community Center-Earle, AR
Construction Budget: $400,000
Status: Preliminary Design
Scope:
Provision of gymnasium, commercial kitchen, meeting rooms, and
computer center.

ARCHITECTUAL CUSTOM HOME DESIGNS
(Various Clients located in the following local subdivisions & developments-Memphis, TN) 

• Phase I-Academy ($600,000-1995)
  Construction of 10 classrooms, library, staff office suite; building also used for Sunday school education
  
  
• Phase II-Academy Annex Upgrade ($150,000-2000)
  Renovation to existing family life center in order to meet State of Tennessee educational standards for use by academy; building contains gymnasium, cafeteria, stage platform, and locker rooms
  
  
• Phase III-New Sanctuary ($7,000,000-Preliminary Design completed November, 2001)
  Proposed construction of 2500-seat sanctuary with rehearsal hall, private offices with pastoral garage, nursery, and appropriate support facilities
  
  
• Phase IV-Office Building ($2,000,000-Construction Plans Completed 1998)
  Proposed construction of two-story (20,000 S.F.) office complex scheduled to house administrative functions of church
  
  
• Phase V-Elderly Housing Project ($4,000,000-Master Plan Completed 1999) Proposed construction of an 80-unit cottage housing development for senior citizens with amenities such as a fishing pond, community building, walking track, and putting green
  
  
• Phase VI-Junior High School and Elementary School Expansion ($4,500.000-Master Plan completed 1999)
  Proposed 20 classroom addition to existing elementary school; 20-30 classroom junior high school, new cafeteria, library, and additional science labs
  
  
• Phase VII-Senior High School ($10,000,000-Master Plan completed 1999)
  Proposed construction of 50-classroom high school with cafeteria, library, computer lab, science labs, and auditorium

• Phase I-New Sanctuary ($5,300,000-90% complete)
  Construction of 2000-seat sanctuary with rehearsal hall, administrative offices, pastoral garage, and appropriate support facilities
  
  
• Phase II-Daycare Center ($800,000-Projected Construction Start not yet determined)
  Proposed construction of facility to handle 200 pupils
  
  
• Phase III-Elderly Housing Project ($3,000,000-Projected Construction Start not yet determined) Proposed construction of 50 elderly cottage-housing units with community building
  
  
• Phase IV-Elementary School Expansion and Junior High School ($5,500,000-Projected Construction Start not yet determined)
  Proposed construction of 20 additional elementary classrooms, 20 junior high classrooms, new gymnasium, cafeteria, library, and administrative offices for school operation

• Phase I-New Sanctuary ($400,000)
  New sanctuary constructed after original building burned in 1987; building consists of 300 seat sanctuary, offices, and fellowship hall
  
  
• Phase II-Educational Building and Sanctuary Addition ($900,000)
  Family Life Center consisted of 12 Sunday School classrooms, fellowship hall, and elevator; sanctuary addition provided another 150 seats support facilities; renovated fellowship hall into offices
  
  
• Phase III-New Sanctuary and Family Life Center Buildings ($4,500,000-Projected Construction Start April, 2004) Proposed construction of 1200 seat sanctuary and 15,500 s.f. family life center.

• Phase I-Family Life Center completed 2002)
  Proposed construction of gymnasium and daycare facility
  
  
• Phase II-New Sanctuary ($1,500,000)-Projected Construction Start not yet determined
  Proposed construction of 800-seat sanctuary
  

Christian Vision Center-Memphis, TN
Construction Budget: $550,000
Status: Construction Contract Negotiation
Scope:
Construction consists of 350-seat sanctuary, commercial kitchen, Sunday school rooms, offices and fellowship hall.

Beautiful Zion M. B. Church-West Memphis, AR
Construction Budget: $400,000
Status: Construction Completed 1997
Scope:
Construction consisted of 400 seat sanctuary addition, fellowship hall renovation, restroom renovation, and office addition.

New Antioch M. B. Church –Memphis, TN
Construction Budget: $700,000
Status: Construction Completed 1996
Scope:
Construction consisted of 500-seat sanctuary, fellowship hall, Sunday school rooms, and offices.

Golden Gate Full Gospel Baptist Church –Memphis, TN
Construction Budget: $1,400,000
Status: Construction Completed 1996
Scope:
Construction consisted of 800-seat sanctuary, fellowship hall, Sunday school rooms, and offices. Members of Universal Design Group provided site design, preliminary architectural design services, and programming for the project.

New Salem M. B. Church –Memphis, TN
Construction Budget: $8,000,000
Status: Construction Completed 1996
Scope:
Construction consisted of 3000 seat sanctuary, banquet hall facility, Sunday school rooms, conference rooms, gymnasium, running track, and offices. Members of Universal Design Group provided preliminary architectural design services, spatial layout, and programming for the project.

Bethlehem M. B. Church-Memphis, TN
Construction Cost: $1,300,000
Status Construction Completed 1993
Scope:
Construction consisted of 800-seat sanctuary, fellowship hall, offices and classrooms.