United States v. Stevenson

686 F.3d 32, 2012 WL 2866243
CourtCourt of Appeals for the First Circuit
DecidedJuly 13, 2012
Docket10-1739, 10-1741
StatusPublished
Cited by21 cases

This text of 686 F.3d 32 (United States v. Stevenson) is published on Counsel Stack Legal Research, covering Court of Appeals for the First Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
United States v. Stevenson, 686 F.3d 32, 2012 WL 2866243 (1st Cir. 2012).

Opinion

*34 LIPEZ, Circuit Judge.

The United States challenges the sentences imposed on appellees Robert Prosperi and Gregory Stevenson after their conviction of mail fraud, highway project fraud, and conspiracy to defraud the government. Both appellees were employees of Aggregate Industries NE, Inc. (“Aggregate”), a subcontractor that provided concrete for Boston’s Central Artery/Tunnel project, popularly known as the “Big Dig.” The government charged that over the course of nine years Aggregate knowingly provided concrete that failed to meet project specifications and concealed that failure by creating false documentation purporting to show that the concrete provided complied with the relevant specifications. Several employees of Aggregate, including Prosperi and Stevenson, were convicted of criminal offenses for their roles in the scheme.

At sentencing, the district court calculated the guidelines sentencing range (“GSR”) for Prosperi and Stevenson as 87-to 108-months incarceration. Then, explaining fully its rationale for a below-guidelines sentence, the court sentenced Prosperi and Stevenson to six months of home monitoring, three years of probation, and 1,000 hours of community service. The government now-appeals, arguing that under Gall v. United States, 552 U.S. 38, 128 S.Ct. 586, 169 L.Ed.2d 445 (2007), the sentences imposed by the district court were substantively unreasonable and that the appellees’ crimes warrant incarceration.

We affirm. Although the degree to which the sentences vary from the GSR gives us pause, the district court’s explanation ultimately supports the reasonableness of the sentences imposed. The district court emphasized that its finding on the loss amount caused by the crimes, the most significant factor in determining the GSR, was imprecise and did not fairly reflect the defendants’ culpability. Hence it would not permit the loss estimate to unduly drive its sentencing decision. Relatedly, it found that there was insufficient evidence to conclude that the defendants’ conduct made the Big Dig unsafe in any way or that the defendants profited from the offenses. The court then supplemented these critical findings with consideration of the individual circumstances of the defendants and concluded that probationary sentences were appropriate. We cannot say that it abused its discretion in doing so.

I.

A. The Big Dig’s Need for Concrete

Boston’s Central Artery/Tunnel project (the “Big Dig”), lasting from 1991 to 2007, was one of the largest public works projects in United States history at the time of its completion. The project entailed replacement of a major elevated highway that passed through central Boston with an underground expressway, as well as the extension of 1-90 to Logan Airport. The Massachusetts Highway Department, and later the Massachusetts Turnpike Authority (“MTA”), both agencies of the Commonwealth of Massachusetts (the “Commonwealth”), had primary responsibility for the project. The final cost of the project, approximately $14 billion, was funded jointly by the Commonwealth and the federal government.

Numerous private contractors were hired to help with the construction, and many management responsibilities were delegated to a joint venture between Bechtel Infrastructure and Parsons, Brinkerhoff, Quade & Douglas, Inc. (“B/PB”). These two companies worked as design consultants, performed engineering reviews, and managed much of the construe *35 tion. Because of the scale and cost of the project, responsibility for construction of various sections was apportioned among different general contractors, and B/PB worked with each in a coordinating role. The general contractors in turn contracted with various sub-contractors. In total, there were approximately 150 individual construction contracts awarded to private companies in connection with the Big Dig. Each of the sub-contractors was bound by the contract specifications and schedules that were set out in general contracts with the Commonwealth.

The Big Dig required approximately 4.2 million cubic yards of concrete, 60 percent of which was provided by Aggregate. For suppliers of concrete, the construction contracts required that: 1) there be a certain mix design, or recipe, for the concrete, based on the intended use; 2) the supplier have plants with an automatic batching system that ensured the proper mixture of each load, or batch, of concrete; 3) the sub-contractor have in place recorders that captured information regarding the mix design, as well as the date and time of batching for each load of concrete, and provided a printout, called a “batch ticket,” containing all of the required information; 4) no additional water be added after the concrete mixture was loaded into trucks for delivery; and 5) in most circumstances, the concrete be in place at the construction site within ninety minutes of the time it was mixed and loaded onto trucks.

The batch tickets were especially important because they served as a quality control mechanism. Aggregate’s drivers would give the batch tickets to B/PB inspectors as they delivered their loads, and the tickets were left in a holding area close to the placement so that inspectors or field engineers could check on the characteristics of the concrete being placed. In particular, inspectors needed to know the time that the concrete was loaded, the mix design, the volume loaded, and the amount placed.

B. The Fraudulent Scheme

At some point in the mid-1990s, Aggregate began to supply concrete to the Big Dig that failed to meet contract specifications. Of primary concern was Aggregate’s practice of topping-off loads of leftover concrete, sometimes of a different mix design, with fresh concrete meeting contract specifications, and providing the entire load as if it were fresh concrete. Loads including leftover concrete were known as “10/9” loads, which was the radio call signal that drivers would use to let the dispatcher know that they had leftover concrete. Historically, Aggregate had provided 10/9 concrete to buyers on private projects, but it initially refrained from doing so on the Big Dig.

The decision to use 10/9 concrete on the Big Dig was made by the management of Aggregate’s Ready-Mix Concrete Division. Prosperi, who was the General Manager of the Division, and Stevenson, who was its Operations Manager, played a major role in making the decision and enforcing the policy. Once this policy was in place, the practice of using 10/9 concrete became widespread at Aggregate and leftover concrete was sent to the Big Dig on a daily basis. On one occasion, after a group of drivers dumped old concrete, Stevenson told them not to do so again and that they would be disciplined if they did. Dispatchers were required to keep logs of each use of leftover concrete and these logs were provided to Prosperi, Stevenson, and others on a daily basis.

Using leftover concrete in this way creates safety concerns because the concrete poured does not match the intended mix design and may set more quickly than planned because of the increased time be *36 tween batching and placement.

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Cite This Page — Counsel Stack

Bluebook (online)
686 F.3d 32, 2012 WL 2866243, Counsel Stack Legal Research, https://law.counselstack.com/opinion/united-states-v-stevenson-ca1-2012.