The performance evaluation provides an overall rating of "above average" for J.E. McAmis' work on erosion repairs at Bonneville Lock and Dam. The contractor completed all underwater concrete repairs ahead of schedule through innovative methods and 24/7 work, including many nights and weekends. They received high marks for quality of work, management of resources, safety implementation, and professional conduct. The evaluation praised McAmis' dedication, flexibility in adjusting their schedule to aid other projects, and exemplary safety record on the complex and dangerous underwater repairs.

1. FOR OFFICIAL USE ONLY (WHEN COMPLETED)
PERFORMANCE EVALUATION
(CONSTRUCTION)
1. CONTRACT NUMBER
W9127N12C0020 NA
2. DUNS NUMBER
060693512
IMPORTANT: Be sure to complete Part III - Evaluation of Performance Elements on reverse.
PART I - GENERAL CONTRACT DATA
3. TYPE OF EVALUATION 4. TERMINATED FOR DEFAULT(X one)
INTERIM (List Percentage ________%) FINAL AMENDED
X
5. CONTRACTOR(Name, Address, and ZIP code)
J.E. McAmis, Inc.
25 Jan Court, STE 120
Chico
CA 95928-714
NAICS Code: 237990
6.a. PROCUREMENT METHOD (X one)
SEALED BID NEGOTIATEDX
b. TYPE OF CONTRACT (X one)
FIRM FIXED PRICE COST REIMBURSEMENT
OTHER (Specify)
X
7. DESCRIPTION AND LOCATION OF WORK
Bonneville Lock and Dam Project is located 145 river miles from the mouth of the Columbia
River and about 40 miles east of Portland, OR, near Cascade Locks, OR., and North
Bonneville, WA.
The project's first powerhouse, spillway and original navigation lock were completed in
1938. A second powerhouse was completed in 1981, and a larger navigation lock in 1993.
Erosion repairs under this contract included the main dam's spillway ogee sections in
Bays 9, 12, and 14; and repair of undercut erosion beneath the spillway's downstream
concrete apron at Bays 2, 3 and 4.
All repairs were performed underwater with dive crews; ogee repairs included saw cutting
existing concrete; removal of deteriorated concrete; drilling and grouting new
reinforcement; forming; placing concrete via pump; form removal; and final surface
8. TYPE AND PERCENT OF SUBCONTRACTING
31% Diving Service
9. FISCAL DATA
10. SIGNIFICANT`` DATES
a.AMOUNT OF BASIC
CONTRACT
$879,410
b.TOTAL AMOUNT OF
MODIFICATIONS
$4,237,130
c.LIQUIDATED
DAMAGES ASSESSED
$0
d.NET AMOUNT PAID
CONTRACTOR
$5,116,540
a.DATE OF AWARD
9/19/2012
b.ORIGINAL CONTRACT
COMPLETION DATE
3/31/2013
c.REVISED CONTRACT
COMPLETION DATE
3/31/2013
d.DATE WORK
ACCEPTED
PART II - PERFORMANCE EVALUATION OF CONTRACTOR
11. OVERALL RATING (X appropriate block)
OUTSTANDING ABOVE AVERAGE SATISFACTORY MARGINAL UNSATISFACTORY (Explain
in item 20 on reverse)
X
12. EVALUATED BY
a. ORGANIZATION ((Name and Address (Include Zip Code))
USACE, Bonneville Resident Office, PO Box 70,
Cascade Locks, OR 97014
b. TELEPHONE NUMBER (Include Area Code)
541-374-5457
c. NAME AND TITLE
John D. Cannon
Senior Engineering Tech
d. SIGNATURE e. DATE
13. EVALUATION REVIEWED BY
a. ORGANIZATION ((Name and Address (Include Zip Code)) b. TELEPHONE NUMBER (Include Area Code)
c. NAME AND TITLE d. SIGNATURE e. DATE
14. AGENCY USE (Distribution, etc.)
DD FORM 2626, JUN 94 EXCEPTION TO SF 1420
APPROVED BY GSA-IRSM 6/94
USAPPC V1.01

2. FOR OFFICIAL USE ONLY (WHEN COMPLETED)
DD FORM 2626, JUN 94
PART III - EVALUATION OF PERFORMANCE ELEMENTS CONTRACT NUMBER
W9127N12C0020 NA
N/A = NOT APPLICABLE O = OUTSTANDING A = ABOVE AVERAGE S = SATISFACTORY M = MARGINAL U = UNSATISFACTORY
N/A O A S M U N/A O A S M U15.QUALITY CONTROL
a. QUALITY OF WORKMANSHIP X
b. ADEQUACY OF THE CQC PLAN X
c. IMPLEMENTATION OF THE CQC
PLAN
X
d. QUALITY OF QC
DOCUMENTATION
X
e. STORAGE OF MATERIALS X
f. ADEQUACY OF MATERIALS X
g. ADEQUACY OF SUBMITTALS X
h. ADEQUACY OF QC TESTING X
i. ADEQUACY OF AS-BUILTS X
j. USE OF SPECIFIED MATERIALS X
k. IDENTIFICATION / CORRECTION
OF DEFICIENT WORK IN A TIMELY
MANNER
X
17.TIMELY PERFORMANCE
a. ADEQUACY OF INITIAL PROGRESS
SCHEDULE
X
b. ADHERENCE TO APPROVED
SCHEDULE
X
c. RESOLUTION OF DELAYS X
d. SUBMISSION OF REQUIRED
DOCUMENTATION
X
e. COMPLETION OF PUNCHLIST
ITEMS
X
f. SUBMISSION OF UPDATED AND
REVISED PROGRESS SCHEDULES
X
g. WARRANTY RESPONSE X
16.EFFECTIVENESS OF MANAGEMENT
a. COOPERATION AND RESPONSIVENESS X
b. MANAGEMENT OF RESOURCES /
PERSONNEL X
c. COORDINATION AND CONTROL OF
SUBCONTRACTORS X
d. ADEQUACY OF SITE CLEAN-UP X
e. EFFECTIVENESS OF JOB-SITE
SUPERVISION X
f. COMPLIANCE WITH LAWS AND
REGULATIONS X
g. PROFESSIONAL CONDUCT X
h. REVIEW/RESOLUTION OF
SUBCONTRACTOR'S ISSUES X
i. IMPLEMENTATION OF
SUBCONTRACTING PLAN X
18.COMPLIANCE WITH LABOR
STANDARDS
a. CORRECTION OF NOTED DEFICIENCIES X
b. PAYROLLS PROPERLY COMPLETED
AND SUBMITTED X
c. COMPLIANCE WITH LABOR LAWS
AND REGULATIONS WITH SPECIFIC
ATTENTION OF THE DAVIS-BACON
ACT AND EEO REQUIREMENTS X
19.COMPLIANCE WITH SAFETY
STANDARDS
a. ADEQUACY OF SAFETY PLAN X
b. IMPLEMENTATION OF SAFETY PLAN X
c. CORRECTION OF NOTED DEFICIENCIES X
20.REMARKS (Explanation of unsatisfactory evaluation is required. Other comments are optional. Provide facts concerning specific
events or actions to justify the evaluation. These data must be in sufficient detail to assist contracting officers in determining the
contractor's responsibility. Continue on separate sheet(s), if needed.)
EVALUATOR REMARKS: The contractor received a letter of commendation from the District
Commander for their dedication, craftsmanship, an outstanding product, completion ahead
of schedule. They exemplify partnering, met challenges with a flexible, "project-first"
mindset, provided innovative solutions, proactively planned executable processes and
continually worked to improve their methods without sacrificing safety or the quality of
the final product. Their commitment to safety, quality, on-time delivery, customer
satisfaction and partnering is the culture within the McAmis management team.
15. (a) Quality of Workmanship: The contractor's workmanship was excellent. All work was
performed in a thorough and careful manner; the apron undercut repairs used an innovative
system for forming concrete that resulted in a product exceeding contract requirements.
15.(k) Identification/Correction of Deficient Work in a Timely Manner: If a deficiency
was noted, the contractor's project manager, safety officer and QC staff insured
corrections were addressed immediately. They were very proactive during the entire
contract.
16.(a) Cooperation and Responsiveness: All members of the contractor's staff were
cooperative and responsive to the Corps of Engineers. Their Project Manager was readily
available 24/7. This contract involved repair of critical infrastructure and was under
limited daily work window due to work by others with competing interests for spillway vs.
powerhouse outages. The Contractor set a high standard in resolving the very unique
challenges in meeting the CE's needs without impacting work by others. Their innovation,
dedication, pride in their work, and professionalism was crucial to enabling others to
accomplish their work: by volunteering to perform much of their work on night shift,
another contractor was able to accomplish other equally critical work which needed to be
accomplished during daylight hours. The process required strict adherence to the CE's
protocols for the lock-out system to return the spillway to limited operation each day;
dive operations was a success due in large part to the exceptional working relationship
between sub and prime, as well as the professional and proactive manner in which the
contractor and dive sub conducted themselves.
16.(b) Management of Resources/Personnel: J.E. McAmis exhibited excellent resource
management. Adequate numbers of appropriately skilled personnel were assigned to
efficiently execute the work; and equipment was maintained in top condition to eliminate
breakdowns during the critical work window. They utilized very competent and diligent
employees and subcontractors and quickly addressed any performance issues with their

3. FOR OFFICIAL USE ONLY (WHEN COMPLETED)
DD FORM 2626, JUN 94
PART III - EVALUATION OF PERFORMANCE ELEMENTS CONTRACT NUMBER
W9127N12C0020 NA
employees. This contract had a very short work window prior to spill season at
Bonneville Dam; McAmis managed all resources and personnel to ensure the job was
completed early and above expectations.
16.(c) Coordination and Control of Subcontractors: The contractor insured their
subcontractors did not circumvent the established line of communications. The
subcontractors reported to the prime contractor's QC staff; any subcontractor
deficiencies were quickly corrected. McAmis' diving subcontractor, Cascade Diving, was
very professional; they worked together as a well organized and efficient team which
ensured that the contract was completed ahead of schedule.
16.(d) Adequacy of Site Clean-Up: J.E. McAmis maintained a very clean work-site including
spotless floating plant equipment. The contractor's diligence in this area was a
contributing factor to the contractor's excellent safety and environmental record on this
project.
16.(e)Effectiveness of Job-Site Supervision: The job-site supervision by the contractor
was maintained by the project manager, the QC manager, the job superintendent and the
safety officer. The constant coordination among these individuals resulted in excellent
job-site supervision. Having the project manager, safety officer and QC manager on-site
every day throughout the course of project insured that the contract specifications were
met with no recordable incidents or accidents.
16.(g) Professional Conduct: The J.E. McAmis Team exhibited the highest levels of
professionalism and decency to each and every person involved with the project. All
contractor employees and sub contract employees were professional on a daily basis, as
this job worked on a 24/7 basis working holidays and weekends to ensure project was
completed on time.
17.(b) Adherence to approved schedule: The Contractor team showed exceptional flexibility
and willingness to do whatever needed to be done to keep the customer and other
stakeholders satisfied while stay on schedule. Because of complicated issues regarding
an adjacent project at Bonneville, the CE requested that J.E. McAmis accelerate their
schedule to give the other project more time to be completed during the fish window.
J.E. McAmis accelerated the schedule which included going from 50 hours a week to 84
hours per week, adding additional personnel and even changing from day to night
operations as it insured that both competing projects at Bonneville Dam could be
completed on time. Not only did the J.E. McAmis team work hard to accommodate the
schedule change, McAmis offered to go a step further and become part of getting the other
contract completed on-time. J.E. McAmis made changes to crew rotation, management and
floating plant layout and made their platform available to support the CE's other project,
while continuing on an accelerated pace on their own project. This was especially
challenging as it required providing the same floating platform for two competing dive
companies. Also challenging was the coordination of multiple HECP lock-outs daily which
required extensive coordination with the Corps, BPA and competing projects, resulting in
multiple 100 plus hour weeks for J.E. McAmis field managers, ensuring both projects were
completed on schedule.
17.(c) Resolution of delays: Upon commencement of the contract, J.E. McAmis and their
subcontractor, Cascade Dive Co. immediately began discussions with the Corps of Engineers
to determine how to provide the best value to the Corps on the project in light of
uncertain funding and the fact that less than 20% of the value of the contract was
initially awarded. These discussions included plans for sequencing the work and
directing focus to the most critical repair areas. These discussions were initiated
prior to work beginning and continued throughout the project, often at weekly intervals.
This proactive approach ensured that all work areas were completed per contract
requirement, but also ensured that the work was completed without delay.
19.(a) Adequacy of Safety Plan: The safety plan was thorough and complete. The contractor
carefully developed a plan that would prevent accidents, unnecessary accidents and
provide quick response to un-preventable accidents.
19.(b) Implementation of Safety Plan: The McAmis Team completed this project without
incident, working under an accelerated schedule while performing relatively complex and
dangerous work (two divers at a time working 12 hour shifts, 7 nights a week, in depths
as deep as 75' in low visibility conditions while operating hydraulic saws, hammers,
grinders, torches, etc. and working under live loads, critical lifts). The team lead by
the project manager always put safety first and was always supported from the home office
all the way down to the deck hands; the safety program was carefully followed and
implemented by the entire team.
19.(c) Correction of noted deficiencies: All safety deficiencies and concerns that were
brought up on site were corrected immediately. The onsite crews for the contractor and
subcontractor were involved from day one with the safety plan. J.E. McAmis and crew
worked diligently to ensure there were no recordable accidents on this project. Safety
was actively promoted by the on-site management and home office and deficiencies were
corrected quickly.
7. DESCRIPTION AND LOCATION OF WORK (Continued...)
grinding. Apron repairs utilized synthetic form material left in place after concrete
placement and then final grouting of voids. Concrete mix designs were developed by the
Contractor's consultant and the ready mix supplier.
Work by others at Bonneville required partial spill during daylight hours; therefore, a
significant portion of the work was performed during night shift to accommodate day time
spill.
Bonneville Lock & Dam