Construction Outlook February 2023

• Healey-Driscoll Administration Refiles Bill for Economic Development Funding

• Consensus Revenue Forecast of $40.410 Billion Announced for Fiscal Year 2024

• To Replenish UI Fund, DUA Issues COVID-19 Recovery Assessment Rate for 2023

• News

Editor: Jeff Mahoney, Senior Editor: Anne Klayman, Associate Editor Suzanne Hatch, Magazine Designer/Assistant Editor: Sherri Klayman, Head Writer/Assistant Editor: Mike Lenihan

Safety Always the Priority

UCANE member companies deal with a myriad of issues every day, and the list is too exhaustive to print here. However, out of all these issues, it is comforting to know that workplace safety and employee health remain at the top of the list. The goal is to make sure that everyone goes home from the jobsite to their family safely at the end of every day. While the construction industry as a whole can be dangerous, the underground utility construction industry presents some very specific hazards and challenges, and we do everything we can to try and prevent accidents and ensure safety.

UCANE continues to provide members with updates on the latest safety issues, changes in safety legislation at both the State and National levels, and best management practices when it comes to providing a safe jobsite. Email alerts are broadcast to all members when there is important breaking safety news, and the Safety Corner articles in Construction Outlook magazine written by Safety Professionals employed by our own members, highlight safety topics of relevance. Safety updates are on the agenda at every UCANE Board meeting.

Each year in June, UCANE members participates in the National Trench Safety Stand Down Week. This is an OSHA endorsed effort in which companies emphasize trench safety by planning additional toolbox talks or other safety activities to reinforce the importance of trench safety. This past year, 20 UCANE member firms representing over 2,000 employees took part, which was one of the largest participations by any Association in the country, and our goal is to have even more employees join in the Stand Down this year.

UCANE's Safety Committee continues to meet regularly. Our most recent Guest Speaker was OSHA Region I Compliance Specialist, Peter Barletta, who updated members on the latest OSHA activity, and in particular OSHA’s continued Trench Emphasis Program, Hot Weather

Requirements, and changes to OSHA’s Severe Violators Enforcement Policy. Other guest speakers addressed the Committee on important topics including updates on Confined Space compliance, air monitoring tools, DPU citations, and cell phone policies. The latest information on Employer responsibility regards allowable drug and alcohol testing policies and mental health awareness was also shared between safety directors on the Committee. Peter also provided this update to the membership at our Installation of Officers and Directors Dinner on February 8.

We are once again offering the Asbestos Cement Pipe Certification class. Any worker who may handle or come into contact with an asbestos pipe must be certified. This certification lasts five years, so make sure that you haven’t let yours or your employees certification expire. Contact the UCANE office to register for our next Asbestos Pipe class, or to recommend any other type of safety training you would like to see UCANE offer.

There is no offseason for safety. UCANE and its members continue to heavily invest in jobsite safety and training. It is the right thing to do, and the result will be a welltrained, SAFE, and efficient workforce that will continue to take pride in the vital work that they do.

Molloy, Esq.

Healey-Driscoll

Administration Refiles Bill for Economic Development Funding

At the end of January, the Healey-Driscoll Administration filed its first legislation, a bill that seeks $987 million in bond authorization to preempt interruptions to core state capital programs supporting housing and economic development across the Commonwealth. The funding, which requires a formal legislative vote by roll call due to its reliance on bonds, would replenish a variety of programs that were unable to be included in last session’s new economic development law.

Among the items in House Bill 51, An Act Financing the Immediate Economic Revitalization, Community Development, and Housing Needs of the Commonwealth, are funds for critical infrastructure programs that need additional funding, such as MassWorks and the Middle Mile Broadband program. In the letter announcing the filing, Governor Healey wrote:

“Foremost among the immediate needs addressed in this bill is funding MassWorks, the largest and most flexible source of capital funds to municipalities for public infrastructure projects that support and accelerate housing production, spur private development, and create jobs throughout the Commonwealth. Without further authorization, no new MassWorl‹s grants can be awarded. This bill proposes $400 million to cover MassWorks needs through fiscal 2028. Other immediate needs include $9.3 million for broadband Middle Mile investments, $34 million for the revitalizing underutilized properties program, $15 million for the Massachusetts Manufacturing Innovation Initiative (M2l2), and $14 million for the Massachusetts Manufacturing Accelerate Program (MMAP). In housing, existing authorization is essentially exhausted in the Smart Growth Housing Trust and will likely expire for the Facilities Consolidation Fund and the Housing Stabilization Fund ahead of routine enactment of bond bills in the 2022-2023 session. Funding in this bill ensures that these programs can continue to support

these important initiatives.”

In addition to replenishing funding for the MassWorks program, the legislation also proposes additional resources for a number of other high demand economic development programs that will need additional funding over the next two years. These programs support community development, promote economic growth, and keep Massachusetts on the leading edge of innovation, and include:

• $104 million for the Clean Water Trust to finance communities’ efforts to improve water infrastructure and improve local water quality;

• $52 million for programs supporting the Commonwealth’s innovation economy, including the advanced manufacturing sector, purpose-driven research, technology development, and in emerging technologies such as artificial intelligence and machine learning (AI/ML), robotics, quantum information science, cybersecurity, communications, and digital health;

• $9.3 million for broadband infrastructure, particularly in central and western Massachusetts communities.

Finally, the bill includes state matching funds to position the Commonwealth to take advantage of opportunities to compete for once-in-a-generation federal grant dollars in areas including climate change, advanced manufacturing, broadband access, water and sewer infrastructure, and technology.

Since the Massachusetts legislature had not appointed permanent committees for the 2023-2024 legislative session at the time of the Governor’s filing, the legislation was directly sent to the House Committee on Ways and Means. The legislation will likely emerge later this session with additional pieces of bonding authority or direct appropriations. To review the legislation, please visit: https://malegislature.gov/Bills/193/H51.

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Consensus Revenue Forecast of $40.410 Billion Announced for Fiscal Year 2024

According to a press release issued from their offices, Secretary of Executive Office of Administration and Finance Matthew J. Gorzkowicz, Senate Ways and Means Chair Michael J. Rodrigues, and House Ways and Means Chair Aaron Michlewitz announced that they had agreed on a consensus revenue forecast for fiscal year 2024 (FY24) of $40.410 billion, a 1.6% increase in state tax revenue over adjusted fiscal year 2023 (FY23) projected revenue. In addition, the agreement also estimates an additional $1 billion will be available in FY24 to support new education and transportation initiatives in line with the requirements of the new 4% surtax approved by ballot initiative in November 2022.

An increase to the FY23 state tax revenue estimate was also announced by Secretary Gorzkowicz, increasing the forecast by $151 million to $39.768 billion, based on current year-to-date revenues and economic data. The Secretary and Chairs also reached agreement to utilize $100 million in FY23 to fully

pay down pension liabilities attributable to the 2015 Early Retirement Incentive Program (ERIP) ahead of the previously established pension schedule, which would have seen these additional liabilities fully amortized in Fiscal Year 2027.

The consensus revenue forecast is the basis on which the Healey-Driscoll Administration, the House, and the Senate build their respective FY24 budget recommendations. Pursuant to Section 5B of Chapter 29 of the Massachusetts General Laws, the three officials convene every year to establish a joint revenue forecast. This process was informed by testimony given by the Department of Revenue, the State Treasurer’s Office, and independent, local economists from area foundations and universities during a public hearing held by the Secretary and Chairs on January 24, 2023.

Of the forecasted $40.410 billion in FY24 state tax revenues, an estimated $2.063 billion is projected

Legislative Update continued from page 9

to be capital gains tax revenue, of which, per statute, $583 million will be transferred to the Stabilization Fund and other long term liability funds for pension and retiree health insurance costs. The Secretary and the House and Senate Committees on Ways and Means also determined the potential gross state product (PGSP) growth benchmark for calendar year 2023, as required by Massachusetts General Laws Chapter 29, Section 7H ½. The PGSP growth benchmark informs the Commonwealth’s health care cost growth benchmark, established by the Health Policy Commission each year. The three bodies have reached an agreement that the PGSP figure for calendar year 2023 will remain 3.6%. PGSP is a measure of the “full employment” output of the Commonwealth’s economy and reflects long-term trends in the economy rather than fluctuations due to the business cycle and, as a result, is meant to be fairly stable from year to year.

For a snapshot of the information and testimony the Secretary and respective Ways and Means Chairs relied upon, you can watch the FY24 consensus revenue hearing at: https://malegislature.gov/ Events/SpecialEvents/Detail/403.

continued on page 13

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To Replenish UI Fund, DUA Issues COVID-19 Recovery Assessment Rate for 2023

As you may recall, the Massachusetts Department of Unemployment Assistance (DUA), which administers the state’s unemployment insurance (UI) fund, processed a significant and unexpected number of claims during the height of the COVID-19 pandemic. As a result, the Commonwealth’s unemployment insurance funds ran extremely low. Utilizing the Federal Social Security Act, which allows states to receive loans (“Federal Advances”) from the federal government if the state’s unemployment insurance trust fund is depleted due to an economic crisis, the Commonwealth received $2.268 billion in Federal Advances in early 2020.

To pay back this federal loan, Chapter 9 of the Acts of 2021 authorized the Commonwealth to issue a new type of special obligation bond, the proceeds of which would be used to repay outstanding Federal Advances received by the Commonwealth under the Federal Unemployment Insurance Program. On August 30, 2022, the Commonwealth is -

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sued $2.68 billion in special obligation bonds; proceeds were used to re-pay $1.77 billion in federal advances with an interest payment of $33.5 million. The remaining $867.61 million was deposited to the Unemployment Insurance Trust Fund (UITF), improving the fund’s solvency, and thereby helping to drive down the UI Rate Schedule to “A” for 2023 for most employers.

In an effort to replenish the UI fund while paying for the aforementioned special bonds, however, legislation was enacted on May 28, 2021 to create the COVID-19 Employer Relief Account, which removed all COVID-related charges from the solvency fund. At the same time, related legislation created a new employer charge, the COVID-19 Recovery Assessment. In 2021 and 2022 the COVID-19 Employer Recovery Assessment was used to recover the charges that were moved to the COVID-19 Employer Relief Account. Following the bond issuance in August 2022, the COVID-19 Recovery Assessment is now being used to cover debt service costs.

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According to the DUA, most employers’ combined rates for 2023 are similar to the rates they paid in 2021. The two primary components of an employer’s future combined rate are the projected state UI tax rate and the COVID-19 Recovery Assessment, which is a fixed percentage of the employer’s UI tax rate. The UI tax rate schedule in effect for a year is driven by the net reserve balance as of September 30. Each employer’s COVID-19 Recovery Assessment Rate will be communicated to it in the annual rate notice, which is typically delivered on or before March 1 of the assessment year. Rate notices for 2023 should have been received at the end of December 2022.

The DUA has published “frequently asked questions” (FAQ), which may be found at: www. mass.gov/CRA.

Legislative Update continued from page 13

News in Brief

• Healey Appoints Jones as EOLWD Secretary. Governor Healey appointed Ms. Lauren Jones as Secretary of the Massachusetts Executive Office of Labor and Workforce Development (EOLWD). Secretary Jones, who was Executive Vice President of the Massachusetts Business Roundtable, previously held roles with the City of Boston under Mayor Marty Walsh and in the Labor and Workforce Development Office under Governor Deval Patrick. As Executive Vice President of the Massachusetts Business Roundtable, Secretary Jones led the organization’s workforce development policy and strategy. In her roles with the Patrick-Murray Administration, Secretary Jones was the Communications Director for the Executive Office of Labor & Workforce Development, Policy & Communications Director for former Lieutenant Governor Tim Murray, and Senior Program Manager of the Economic Development Incentive Program in the Office of Business Development. She holds a Master in Public Administration Degree from Northeastern University, and has a Bachelor’s Degree in Political Science from Providence College.

• Healey Appoints Walsh as EOHHS Secretary. With one of the last slots to be filled in the Secretariat level positions, Governor Healey appointed Ms. Kate Walsh, President and CEO of Boston Medical Center, to lead the Massachusetts Executive Office of Health and Human Services (EOHHS), which oversees everything from public health and MassHealth to the child welfare system. Secretary Walsh started as Senior Vice President at Massachusetts General Hospital 1988, then moved to lead the Novartis Institutes for BioMedical Research in 2002, and joined Brighman and Women's Hospital as Executive Vice President and CEO in 2004 before starting at BMC in 2010. Walsh received her Bachelor's Degree and a Master of Public Health Degree from Yale University.

• Town of Wayland Moving Towards MWRA. According to The Patch, the Town of Wayland may begin work on a connection to the Massachusetts Water Resources Authority (MWRA), which would be a major upgrade for the town water supply following revelations about local PFAS levels in recent years. At a recent meeting of Wayland

continued on page 17

Legislative Update continued from page 15

town government, engineers gave an overview to officials about the Town's options for connecting to the MWRA. One leading proposal to use a hybrid water system would mix a new pipeline to the Hultman Aqueduct along with about 40 percent of water from existing town wells. Along with many other cities and towns in Massachusetts, Wayland discovered higher than allowable levels of PFAS in its water after more stringent standards were adopted in 2021. While the Town took successful measures to reduce its PFAS levels, connecting to the MWRA would provide a longterm solution for reducing PFAS.

• Executive Order to Plan for Executive Office on Housing Formed. At a presentation before the Massachusetts Municipal Association (MMA) Annual Meeting, Governor Healey announced that she had signed an Executive Order to determine the best means for creating a new Housing secretariat office. Under the Executive Order, a working group to study the creation of an Executive Office of Housing and the appointment of a Secretary of the same. The Working Group will be comprised of the Lieutenant Governor, who shall serve as chair, the Secretary of Housing and Economic Development or her designee,

who shall serve as the vice chair; the Secretary of Administration and Finance or his designee; the Executive Director of MassHousing; and up to fifteen additional members appointed by the Governor from representatives of municipal leadership, housing advocacy groups, affordable housing developers, market rate housing developers, and housing finance organizations, including one or more mayors from different regions of the Commonwealth. With housing affordability being a key campaign theme, Governor Healey and Lt. Governor Driscoll want to separate the functions from the existing Executive Office of Housing and Economic Development.

• House Seats Final Two Members of 193rd Session. After holding a public hearing to gather testimony from both sets of candidates in contested House races, a special House elections panel, comprised of Representative Michael Day, State Representative Dan Ryan and House Minority Leader Brad Jones, ultimately voted to seat the two winning Democratic candidates. In the Second Essex District, Democrat Kristin Kassner won by one vote over five-term Republican Representative Lenny Mirra. In the First Middlesex District, Democrat Margaret Scarsdale was found to have defeated Republican Andrew Shepherd by seven votes.

continued on page 19

Legislative Update continued from page 17

In both cases, the Republican candidates filed legal challenges which were eventually redirected to the Massachusetts legislature for resolution.

• Chapter 90 Municipal Road Funding Bill Filed. The second piece of legislation filed by Governor Healey will provide $400 million over two years in Chapter 90 funds for municipal road and bridge projects throughout the Commonwealth, if passed. Announced at the MMA Annual Conference, the legislation is an annual rite of passage where municipalities, the Governor and the legislature debate the road and bridge infrastructure needs of the Commonwealth’s communities. For its part, the MMA has advocated for greater funding – not only for greater needs – but based on an adjustment for inflation. The MMA notes that $200 million in level funding from 2012 does not recognize the lost purchasing power over the years. Governor Healey’s proposed distribution over two years aims to provide municipalities with greater predictability. While previous Governors have proposed similar two-year funding cycles, the Chapter 90 appropriation remains an annual action. To review the municipal road and bridge funding bill, which also provides potential matching grants to federal funding, please visit: https:// malegislature.gov/Bills/193/H52. n

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The National Labor Relations Board’s “Proposed Fair Choice and Employee Voice” Rule

As many of you are aware, the National Labor Relations Board (the “NLRB”) published a notice of proposed rulemaking back in November 2022 (the “Proposed Rule”). The notice announces a plan to roll back the following three policies established by the earlier administrations: the so-called “blocking charge” policy; the voluntary-recognition bar; and Section 8(f) of the National Labor Relations Act (the “NLRA”) relating to agreements applicable to workers in the construction industry. A ruling is expected sometime after the expiration of the February 2, 2023 comment period deadline. We explain the three key proposed changes below.

Part One of the Proposed Rule: Blocking Charge

First, the Proposed Rule seeks to reinstate the NLRB’s “blocking charge” policy. Currently, if a party to an election files an unfair labor practice charge while an election is pending, the election is held irrespective of the charge. Under the Proposed Rule, if a party files an unfair labor practice charge, a regional director may delay the election if the conduct alleged threatens to interfere with employee free choice.

The NLRB states this will conserve resources and avoid reelections, but such blocking has the potential to delay elections and can mean employees may move on before they have an opportunity to vote.

Part Two of the Proposed Rule: Traditional Voluntary Recognition

The second part of the Proposed Rule would eliminate the 2020 voluntary recognition bar. Currently, under the 2020 rule, if a union proffers signed cards from a majority of the proposed

bargaining unit, the voluntary recognition will not bar the processing of an election petition unless:

(1) the employer and union notifies the NLRB’s Regional Office of the recognition; (2) the employer posts a prescribed notice of recognition to inform employees and notify them of the 45-day window period beginning on the date the notice is posted; (3) the employer distributes electronic notices to employees; and (4) no election petition is filed in the 45-day window. The Proposed Rule would do away with these requirements. Under

Construction & Public Contracts Group, Hinckley Allen, LLP

Julianna Malogolowkin Associate

Lisa Zaccardelli Partner

Legal Corner continued from page 21

the Proposed Rule, once voluntary recognition is granted to a union, the union then becomes the exclusive collective bargaining representative of the employees.

Immediate voluntary recognition means that employees who are unaware of a union’s organizing no longer have a right to notice of the voluntary recognition or time to challenge it. Under this approach, employees and unions may be unable to facilitate secret-ballot elections to determine whether the union has majority support following an extension of voluntary recognition.

Part Three of the Proposed Rule: Construction Industry Recognition

Most industries require that union recognition be supported by certification following a secret ballot election or by voluntary recognition based on signatures from a majority of employees. The construction industry is different. Until 2020, under Section 8(f) of the NLRA, an employer and a labor organization could establish a collective bargaining relationship without proof of majority support. The 2020 rule changed this,

requiring majority support of employees before union recognition. The Proposed Rule would overturn the 2020 requirement and reinstate the possibility of binding recognition through the language in a collective bargaining agreement. It also would re-impose the 6-month limitation period for challenging the employer’s recognition.

Implementing this recognition could counteract uncertainty and unpredictability in construction-industry labor relations created by the 2020 rule. However, concerns exist that the construction industry recognition allows employees to convert a Section 8(f) bargaining relationship without evidence that there is majority support of the union.

Construction contractors should keep a close eye on the Proposed Rule. If adopted, they should take appropriate steps to ensure they understand its impact on labor relations moving forward. Of course, each situation is different. Consultation with competent and experienced counsel is recommended. n

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Won’t Cease Without Dedicated Money Pipeline

According to published reports, a two-year reauthorization of the $38 billion Water Resources Development Act — legislation woven into a military spending bill approved by the House last week — allocates $100 million for several communities along the Merrimack River that have struggled to fix combined sewer overflows.

Those communities, which include Lowell, Lawrence, Methuen, Haverhill and Fitchburg, would each receive $20 million under the proposal, which must still pass the U.S. Senate’s muster before receiving President Joe Biden’s signature.

U.S. Rep. Lori Trahan, a Westford Democrat who advocated for the funding, said it would help reduce pollution from CSOs in one of the region’s largest sources of drinking water.

An estimated 600,000 people get drinking water from the Merrimack River.

“Substantial federal investments are essential to complete long overdue sewage system upgrades across our district,” Trahan said in a statement. “I look forward to seeing this legislation signed into law so we can get to work securing funds through the appropriations process in the months ahead.”

These funds could be combined with other financial resources if state lawmakers have their way.

A $3.76 billion economic development bill, approved by the Legislature and signed by Gov. Charlie Baker in November, includes $115 million for drinking water and sewer system upgrades; it specifically targets $15 million for projects in “nitrogen sensitive” areas along with state’s waterways.

While the prospect of a possible $20 million-plus injection of funds into a municipality’s sewage discharge problem seems promising, it must be kept in perspective.

Without considerable federal assistance, the resolution to CSOs could be two decades — and hundreds of millions of dollars — away in the Merrimack River Valley alone.

It’s been well chronicled that Lowell, like other

communities along the Merrimack River, has experienced extensive combined sewer overflows in the past, which discharge contaminated water into the river.

In the last 15 years, the city has invested more than $150 million in CSO control projects, which has reduced the annual discharge volume by about 60%.

However, the sewerage system has still dumped millions of gallons of contaminated overflow in recent years.

Designed and built years before the passage of the Clean Water Act in the early 1970s, these obsolete treatment systems collect storm water and sewage in a single stream, with pipes designed to overflow — instead of backing up — when they become inundated, usually due to heavy rain.

Large and frequent overflows pose health risks to those who use the river for boating and swimming, as

continued on page 27

Congresswoman Lori Trahan and EPA Regional Administrator for New England David Cash visit Lowell Regional Wastewater Utility to discuss funding from the Bipartisan Infrastructure Law. Maintenance Manager Aaron Fox, left, leads Trahan and Cash on a tour of the facility. Courtesy of the Office of Congresswoman Lori Trahan

When it comes to funding designed to mitigate the outflow of untreated sewage into the state’s waterways, it’s wise to be wary of what even a seemingly substantial amount of money can accomplish.

Editorial continued from page 25

well as communities that draw drinking water from it.

Raw sewage also causes algae blooms, which can be toxic to people and deprive water bodies of oxygen, killing fish and other marine life.

There’s also another complicating factor.

In the Merrimack River’s case, CSOs are an interstate issue, which means any improvements made in Massachusetts could be compromised by New Hampshire’s inaction.

As Lowell state Sen. Edward Kennedy previously stated, “It does not matter if we are able to stop CSOs in Lowell and Lawrence if they are still occurring upstream in Manchester and Nashua.”

As of 2021, the Manchester plant deposited the most untreated wastewater into the Merrimack, 221 million gallons of combined water and sewer annually on average, with Lowell next at 194 million gallons.

That’s in contrast to Nashua at 21 million gallons, Lawrence at 39 million gallons and Haverhill at 30 million gallons.

We might think of CSOs as a state or regional concern, but it’s a far more widespread problem.

It’s a dilemma many wastewater systems across the country face.

As a consequence, the competition for federal funds — the principal source of CSO mitigation dollars — is fierce.

Though we have a strong ally in Trahan, she’s up against hundreds of other members in Congress pressing for the same funds.

Should that $100 million piece of legislation pass, we’re certainly not going to look that gift horse in the mouth.

But it will take a herd of similar gift horses to make a discernable CSO difference in Lowell’s wastewater system alone.

Reprinted with permission from the lowellsun.com n

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An IntervIew wIth PAul J. FerlAnd AdmInIstrAtor oF CommunIty utIlItIes

CIty oF FAll rIver, mA

Will you please provide us with some insight into your education, past experience, and history that led you into your current position?

I am a lifelong Fall River resident. I graduated from Diman Regional Vocational Technical High School in 2001 and went on to UMass Dartmouth for Civil Engi neering, Class of 2006. I worked for the US Navy MWR as a Project Manager for the Northeast region as a civil ian employee. I left there to take a Project Manager posi tion in the Community Utilities Department for the City of Fall River in 2012. I advanced within that department first to Deputy Administrator and since 2019 to the Adminis trator’s position, heading up the department.

Being a developed City, Fall River has an extensive infrastructure including roads, sidewalks, and all the utilities beneath the streets. Please tell us how the City’s Infra structure is managed?

Being a City with a population of 100,000 the respon sibilities of taking care of the infrastructure is divided between several separate departments, with each one reporting to the Mayor. Under City Operations there is a Department of Community Maintenance that takes care of the road and sidewalk repairs and improvements, snow removal, and city vehicle repairs. The Parks and Recreation Department handles the extensive system of parks, ballfields, playgrounds, and other green areas owned by the city. The City Engineering Department coordinates with all departments to prioritize the roadway infrastructure needs and also the various public and private utility projects. My department, Community Utilities, is separate from City Operations and is responsible for the city’s water, sewer, and drainage systems.

Will you please describe the water and sewer systems that exist in Fall River, and what duties the Community Utilities Department has in managing them?

Fall River has a great and long history in water and sewer. Our water department dates back 150 years to

when Fall River was a booming mill city. Most of the water system – about 230 miles of mains – was installed before 1940 and was almost exclusively cast-iron pipe. Although many of the old mill factories using water have disappeared, we still pump out about 11 million gallons per day (MGD) to 20,000 residential customers and 2,000 commercial customers. We have a water treatment plant (WTP) at North Watuppa Pond that can treat and deliver up to 21 MGD.

With a staff of 48 city employees in the water division we take care of all the mains, 22,000 water services, seven water storage tanks, three booster stations, and the WTP. Fall River supplies water to several other surrounding towns and can supply three more towns through emergency connections, if needed.

Much of the water system has been cement lined over the years. We have been replacing mains and water services steadily over the last twenty years by budgeting $4 million to $5 million per year, which we put out to public bid.

Our wastewater/stormwater system consists of about 250 miles of piping, much of it dating back to the early 1900s. About 90% of the homes and buildings in Fall River are sewered and our system also accepts flows from parts of three other towns. The stormwater is separated in about 50 miles of the system, but the remaining 200 miles operate

continued on page 31

Public Works Pipeline continued from page 29

as a combined system. That means during rain events most of the 6,000 catch basins will be adding rainwater into the old sewer lines that flow to our Wastewater Treatment Plant (WWTP) on Bay Street.

The WWTP treats sewage flows of about 26 MGD in dry weather but has been designed with a capacity of 106 MGD, which allows it to handle most rain events. In 2013 we completed construction of a three-mile deep-rock tunnel that can temporarily store 85 million gallons during severe rain events to eliminate combined sewer overflows into Mount Hope Bay. The operation of the WWTP and maintenance of our combined system is contracted out to Veolia USA. Replacement of old sewer/drain piping and major upgrades to the WWTP are put out to public bid.

What do you see as the most pressing Water and Sewer needs for Fall River in the next few years, and is there a 5-year Asset Management Plan in place to address those needs?

As with most municipal utilities, our most pressing need is funding. Many parts of the City are still being served by aging infrastructure nearing the end of its useful life. The City prepared a 20-year Master Plan for the water system in 2015 and a 40-

year Plan for the sewer and drain system in 2016. New Federal Regulations and emergency projects have hampered some of our plans and pushed costs up. Balancing rate increases and needed budgets are a challenge every year when we try to maintain these long-term infrastructure plans.

We hope to continue with annual investments into our water system and hope to eliminate the remaining 3,200 lead water services within the next few years. We have some isolated flooding issues that have recently gained priority and are taxing our combined sewer system. Both of our Treatment plants are substantial investments for the City and they require major funds annually to replace/repair components and to maintain compliance.

How has Fall River historically funded Utility projects? Does the City utilize the SRF Loan Program through MassDEP for water or sewer infrastructure projects?

The City of Fall River is one of the largest borrowers through the State Revolving Loan Fund (SRF) program. We have been using Clean Water SRF since the late 1990s and Drinking Water SRF since the early 2000s. We have had great luck applying for and managing grants to help offset the cost continued on page 33

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Our attorneys can assist with a variety of legal issues: including succession and tax planning issues, employment-related issues, retaining quality outside directors and advisors, and managing exit transactions.

Learn more about our offering at www.hinckleyallen.com

Jennifer V. Doran Chair, Privately Held & Family Owned Businesses 617-378-4128

jdoran@hinckleyallen.com

to our ratepayers. We currently have several projects listed on MassDEP’s 2023 Intended Use Plan.

WES Construction Corp. recently completed a $19.6M upgrade at the WWTP, Daniel O’Connell’s Sons is currently working on a $45M dewatering upgrade at the plant, and Biszko Contracting just broke ground on the Wilson Road Pumping Station worth $5M. I believe these are all UCANE contractors. Fall River is doing the best we can to keep up with our infrastructure needs, and the SRF has been a great help to us.

The availability of Federal and State funds for Infrastructure projects is at an all-time high and looks to possibly continue that way for the next 5 years. Does Fall River have some projects coming out to bid in 2023 and beyond that will be utilizing these Federal Infrastructure funds?

The City has a long list of projects that would be eligible for the infrastructure funding that is coming out. With lead service removal estimated at $23M and Sewer/Stormwater projects that we could start designing tomorrow, we are ready to be able to access these funding sources. Any funding that is available that does not impact my ratepayers is a win for the city. n

Tim Hunt, CHST Dir. of Envt’l, Health and Safety W. L. French Excavating Corp.

Patrick W. Saltmarsh Corporate Safety Director J. Derenzo Companies

The Growing Trend of Microlearning in Training

Microlearning is a modern training method that involves breaking down complex information into small, manageable chunks, typically delivered in short, focused sessions. The goal of microlearning is to make it easier for learners to absorb, retain, and apply new information. This approach is becoming increasingly popular as a way to address the limited time and attention spans of learners in today's fast-paced, digital world.

One of the key advantages of microlearning is that it allows learners to consume information in small doses, making it less overwhelming and more manageable. This can be especially helpful for learners who have busy schedules or are easily distracted. Additionally, microlearning can be delivered through a variety of formats, such as videos, infographics, quizzes, and interactive games, making it more engaging and interactive for learners. These formats allow learners to engage with the material in a way that is most effective for them, whether it be through visual, auditory, or kinesthetic means. Furthermore, the small chunks of information delivered through microlearning makes it easy for learners to recall and apply the information in real-world situations, as they can quickly refer back to the material when needed.

Another advantage of microlearning is that it can be easily integrated into a learner's daily routine. For example, a learner can watch a short video on a specific topic during their morning commute, or take a quick quiz during a break at work. This allows learners to take advantage of small pockets of free time throughout their day, rather than having to set aside a large block of time for training. This helps to ensure that learners are able to learn and retain information even when their schedule is constrained. Additionally, this approach makes it easy for learners to review the material at their own pace, and revisit it as needed. This approach is also great for people who prefer self-paced learning, as it allows them to learn

on their own terms and at their own convenience.

Microlearning is also highly adaptable to different learning styles. For example, visual learners may prefer to watch videos, while auditory learners may prefer to listen to podcasts or webinars. Additionally, microlearning can be customized to different levels of knowledge and experience, making it more effective for learners at different stages of their careers. This allows organizations to create tailored training programs that meet the specific needs of their employees, ensuring that they are able to acquire the knowledge and skills they need to be successful in their roles. Furthermore, microlearning is also suitable for remote and hybrid teams. With the increasing prevalence of remote work, microlearning enables organizations to deliver training to employees in different locations, ensuring

continued on page 37

Safety Corner continued from page 35

that they all have access to the same information and resources.

Microlearning can also be used to support ongoing training and development. For example, a learner can be provided with a series of microlearning modules that cover a specific topic over a period of time. This can help to reinforce key concepts, and ensure that learners are able to apply what they have learned in the workplace. This approach allows learners to revisit the material as needed, ensuring that they retain the information over time. Additionally, microlearning can be used to support the development of soft skills, such as communication, teamwork, and problem-solving, which are critical to success in today's workplace. This is especially important as organizations increasingly rely on collaboration and problem-solving skills to drive innovation and growth.

One of the most important advantages of microlearning is that it is cost-effective. Since microlearning is usually delivered in short bursts, it doesn't require the same investment in terms of time and resources as traditional training methods. Additionally, it is easy to scale and can be delivered to a large number of learners si -

100 Wales Avenue-Rear Avon, MA 02322

Office: 508-583-2029

Plant: 508-587-6953

226 Nicks Rock Road Plymouth, MA 02360

Scale House: 508-732-9148

Asphalt Plant: 508-732-9140

Manufacturer and Installer of Bituminous Concrete Products

GENERAL CONTRACTOR

multaneously. This makes it an effective solution for organizations of all sizes, regardless of their budget. n

OSHA Trade Release

U.S. Department of Labor

OSHA Office of Communications

Washington, D.C.

www.osha.gov

For Immediate Release

January 12, 2023

Contact: Office of Communications

US Dept. of Labor announces annual adjustments to OSHA civil penalties for 2023

WASHINGTON – The U.S. Department of Labor announced changes to Occupational Safety and Health Administration civil penalty amounts based on cost-of-living adjustments for 2023.

In 2015, Congress passed the Federal Civil Penalties Inflation Adjustment Act Improvements Act to advance the effectiveness of civil monetary penalties and to maintain their deterrent effect. Under the Act, agencies are required to publish "catch-up" rules that adjust the level of civil monetary penalties and make subsequent annual adjustments for inflation no later than January 15 of each year. This year, January 15 falls on a Sunday and January 16 is a federal holiday. Therefore, new OSHA penalty amounts will become effective Jan. 17, 2023.

Therefore the 2023 OSHA penalty amounts, as adjusted for annual inflation, are hereby increased by 7.74%. OSHA's maximum penalties for serious and other-than-serious violations will increase from $14,502 per violation to $15,625 per violation. The maximum penalty for willful or repeated violations will increase from $145,027 per violation to $156,259 per violation.

Visit the OSHA Penalties page and read the final rule for more information. n

Now, one estimator accomplishes what it took two people to do before.

LARRY BUTLER TRAFFIC & LIGHTING SYSTEMS

Henniker Directional Drilling, LLC Chooses Quality and Efficiency Over Volume

New Hampshire based UCANE contractor has been installing piping through New England’s toughest terrain for 22 years.

Jeff and Danielle Martin both grew up in Framingham, Massachusetts, where they first met in high school. After high school Danielle attended nursing school where she obtained a degree and began her nursing career. Jeff grew up around wrenches and welding equipment being used by his father Donald “Marty” Martin. Marty was a heavy equipment mechanic who was well-known to many contractors in the area. He worked with the Fantoni Company, a former UCANE member, and one of the largest Utility Contractors in the Boston area at the time. After high school, Jeff Martin took his natural and inherited mechanical skills and started a career as a mechanic at Ingersoll-Rand Corporation, a large manufacturer of drilling equipment, compressors, and other industrial tools.

Jeff and Danielle continued their relationship after high school, while both were progressing well in their respective careers, and in 1994 they decided to “tie-the-knot.” Danielle had her nursing license and was working at Leonard Morse Hospital in Natick and Jeff was making a name for himself as the “go-to” mechanic at Ingersoll’s Boston location, as the “Big-Dig” was starting to ramp-up. By 1995, Jeff was promoted to the position of Service Manager at Ingersoll-Rand, and Danielle and Jeff were settled in a home in Hopkinton, MA, and life was good.

Horizontal Directional Drilling Comes to New England

Starting in 1990 the “Big Dig” was bringing in contractors to Boston from across the country, and also bringing in new technology, including Horizontal Directional Drilling (HDD). Before the late 1980s, HDD applications and technology were mostly reserved for the oil and gas industry in the Midwest, where long bore lengths were required for pipe installations under rivers, many with distances over 1,000 feet. The work was high risk and performed by a few large companies utilizing mostly custom-made or one-of-a-kind specialty equipment. Coinciding with Jeff Martin’s mechanic career in the early 90s was both the fiber-optic revolution (requiring millions of miles of cable installations in urban areas) and the introduction of companies like Ditch Witch and Vermeer that began making smaller and more versatile HDD equipment on a production basis.

By the late 90s, Jeff Martin had become familiar with HDD drilling rigs from having repaired them, and he was very interested in the potential for Horizontal Directional Drilling Technology. At the same time Jeff struck up a friendship with Rick Patenaude, who was an Ingersoll customer working for his father Wayne who owned Contocook Artesian Well Company in Henniker, New Hampshire. Jeff and Rick often discussed the similarities in the equipment and in the techniques required

for the vertical and horizontal drilling industries. Rick agreed with Jeff on the growth potential for Horizontal Drilling Technology and in 2001 Jeff and Rick formed Henniker Directional Drilling, LLC.

HDD, LLC – The Early Days

The plan was for Jeff to leave a good job as Service Manager at a well-respected company and set up a new business on land adjacent to Rick’s Artesian Well Company. While the fledgling HDD business was getting off the ground, Jeff could supplement his income by working at Contocook Co. operating and repairing their drill rigs and support equipment. According to Jeff, “I was, of course, a little nervous not only to leave a good job and go out on my own, but also to relocate from our suburban surroundings in Hopkinton to ‘the woods’ of New Hampshire.” Fortunately, both Jeff and Danielle were more at home in a rural setting and they loved the great outdoors. “When I showed Danielle that the new building was going to be located next door to Pat’s Peak Ski Resort (also owned by the Patenaude family) the deal was sealed,” recalls Jeff with a smile. “She supported me all the way in this new venture and I couldn’t have done it without her.”

“The first couple of years were a little nerve-wracking,” says Danielle. “We were purchasing equipment, taking out loans, and trying to get our building fitted out.

continued on page 42

Owners Danielle and Jeff Martin in front of one of one of their Vermeer Directional Drill Rigs

Henniker Directional Drilling

Jeff and Rick were running around looking for work and for employees and I was trying to learn Quick Books. “But work soon began to come in for the new business and Jeff was working fewer and fewer hours at the Contocook Arte sian Well Co. The early jobs were very local and small. The company might assist an excavation contractor who was putting in a sewer service, and didn’t want to cut through the asphalt driveway or they might directionally drill a 100foot residential water service on private property. Eventu ally the company got some bonding capacity, more insur ance, and received certification from New Hampshire DOT to perform directional drilling under public roadways. By 2004, with that certification and a record of successful drill ing jobs, the company was off and running.

Jeff Martin and Rick Patenaude added Charlie Hunt as their first hire and gradually rounded out a few more employees from the Henniker area and HDD, LLC was beginning to get noticed by general contractors in the New England Region. According to Jeff, “Hiring Charlie was a great benefit to getting the company going. He learned the horizontal drilling business very quickly and he was soon able to operate every piece of equipment we owned. From early on, Charlie was our key man and he still is today.” Jeff is quick to note that Charlie isn’t the only long-term employee at the company. “This Henniker area produces some hard-working and dedicated employees,” says Jeff. “I am fortunate to have a dedicated and skilled crew with guys like Matt Page, Hunter Reynolds, and Billy Martin (no relation). They make me proud every day.”

Jeff recalled one of the first “large and risky” drilling jobs that HDD, LLC tackled was a 1300 foot continuous

Henniker Directional Drilling’s fleet of Vermeer drill rigs ready to go.

drill under the Connecticut River* in Cornish, New Hampshire. “That job caused a lot of sleepless nights,” says Jeff. “We took on the job for Verizon and the goal was to get a 6-inch HDPE sleeve under the river to be used for fiber optic cables. We ran into some sizable cobbles halfway across that nearly stopped us. It took every effort we could muster and it beat up our equipment, but we made it happen.”

*NOTE: Yes-the Connecticut River does run through New Hampshire. Starting at the Canadien border, the river provides much of the border between New Hampshire and Vermont. The Connecticut River continues down through Massachusetts and Connecticut before emptying into Long Island Sound. At a length of 410 miles this valuable water resource is New England’s longest river, and also has the most Directional Drill Crossings.

HDD, LLC - Capabilities

Today Henniker Directional Drilling (HDD, LLC) tackles work throughout New England. They will still do a residential water service, but they are more focused these days on public infrastructure. You can see their crews drilling under city roads, state highways, railroad tracks, and even buildings. Increased public concerns for the environment have expanded the use of the directional drilling method to install new utility lines under rivers, ponds, streams, wetlands, and other sensitive land areas in every New England state.

HDD, LLC has drilling capabilities up to 30-inch diameter and has successfully completed continuous horizontal drilling projects up to 2,500 feet. Most projects are designed to avoid encountering rock and large boulders in the drilling process due to cost and risk concerns. The company maintains multiple sizes of rock drilling bits to muscle through New England’s tough soils when needed. Most projects specify High Density Polyethylene (HDPE) for the final pipe product and HDD, LLC also provides labor and equipment for the required and critical heat fusion operations. “We buy most of our HDPE pipe from Bill Haines at Vari-Tech, LLC,” says Danielle. “Bill is a longtime member of UCANE and has been helping us to understand HDPE pipe and fittings since our earliest days in business.”

The company maintains four Vermeer Directional Drill Rigs ranging up to 100,000 lb. pulling capacity. According to Jeff Martin, “We really like the durability of these Vermeer rigs. For our other support equipment like slurry tanks, mud mixers, and mud pumps we favor the Ditch Witch line.”

A few recent jobs completed by HDD, LLC include:

1. Norwell, MA – 12-Inch Water Main Install – Approximate Value $ 400,000: Working as a subcontractor to an excavation GC, work included a 2,400 foot continu-

continued on page 45

Vermeer 100 X 120 Drill Rig and Ditch Witch Vac Truck in action at Epsom, NH

HDD crew hooking up lines for bentonite slurry recovery.

Henniker Directional Drilling continued from page 43

ous installation of 12-inch HDPE under wetlands; high groundwater table and boulders.

2. Nantucket Airport, MA – 12-Inch Water Main Install – Approximate Value $ 200,000: Owned by the Town of Nantucket, work included multiple bores under active airport runways for a new lighting system and communication cables.

3. Wells Harbor, ME – Twin 8-Inch Sewer Replacement – Approximate Value $350,000: Working as a subcontractor to a local GC, work included 2-800’ bores below tidal harbor to replace a leaking 50 year old cast iron force main running parallel to active pipe. Over the last several years HDD, LLC has had a major presence in several towns on Cape Cod as these communities have been actively upgrading their water and sewer systems. The company has worked as a subcontractor for multiple UCANE general contractors including GVC Construction, Inc., Robert B. Our Co., Inc., RJV Construction Corp., Dig-It Construction, and C. C. Construction, Inc. – to name a few. According to Jeff, “We’ve probably done more than 300 highway bores and

multiple wetland bores on the Cape in the last few years. I think we have worked with half of the UCANE contractor members over the years. The GC/Sub relationships are first class and UCANE contractors are some of our best clients.”

Danielle Martin has switched from nursing to being the General Manager for Henniker Directional Drilling. She oversees a small office staff and is responsible for all the office functions including accounts payable, billings, insurance, vehicle registrations, MassDOT compliance, submittals, contract agreements, etc. for this family business. If Jeff Martin isn’t running a drill rig, you will find him either bidding new work or out in the garage repairing equipment or fabricating a specialty piece for a job.

In recent summers you might also find the two Martin daughters, Madison and Ava, following their father wherever he goes. Madison is a junior at Florida Gulf Coast University where she is studying Construction Management. Although Ava is only a junior in high school, she seems to have her father’s mechanical aptitude. “Ava can’t wait to get into the truck or into the garage with Jeff, and he has actually taught her how to weld,” says Danielle proudly. “I know our girls would be great assets for our company’s future, but whatever careers they want to focus on, we will support them all the way!”

UCANE is proud to count Henniker Directional Drilling, LLC as one of our members. We congratulate them as they celebrate 22 years in business, and wish them nothing but success in the years ahead! n

Directional Drilling thru 42-inch jacked sleeve under RR tracks in order to extend 10-inch water main another 700 feet under wetlands, Chelmsford, MA.

Drilling 1,200 feet of 10-inch steel gas line under Pomeroy Cove, Dover, NH

How Does Horizontal Directional Drilling Work?

At its heart, the HDD process is easy to understand. Most times the objective of the drilling is to go beneath all existing utilities. However, there may be cases where the drilling needs to be done at levels above or between existing utilities. The first order of business is to make sure the existing underground utilities and structures in the proposed path of the drilling activity are located and marked out. In most cases calling DigSafe at 811 will take care of this, but some utility owners may not be members of DigSafe and those owners need to be contacted directly to mark out what they own.

Horizontal Directional Drill Rig

A powerful hydraulic drill rig will be set up at the starting point and begins the bore by rotating a steel cutting head followed by 20 feet long steel rods (Typically 4” to 6” in diameter). This is called the pilot bore and it advances through the soil 20 feet at a time as each length of steel pipe is added at the drill rig end.

The object is to know where the cutting head is at all times –both horizontally and vertically. On short length drilling projects, the location of the steel drilling head can be tracked by an employee walking on the ground surface using a magnetic locator that will provide alignment and depth readings. On longer length projects or deeper or underwater projects the drilling head will be outfitted with a special transmitter that sends signals back to more sophisticated electronic monitoring equipment.

As the cutting head advances it can be remotelysteered by the drill rig operator based on the need to correct alignment or depth. Once the initial pilot bore arrives at the end point the advancing cutting head is removed and a larger cutter (spinning in the opposite direction) is attached to the pilot bore piping. This head is called the “back-reamer’ and it is also attached to the HDPE pipe that will remain in the ground.

At that point, the drill rig operator will pull back the pilot bore piping as the “back-reamer” enlarges the pilot drill hole while also pulling back the permanent HDPE ( or steel) pipe.

During this pull back process drilling fluids are added that create a slurry that cools the “backreamer”, lubricates the trailing HDPE (or steel) pipe, assists in removing the drilling spoils, and stabilizes the bore hole. As the “back-reamer spins, both pipes are pulled back (again 20 feet at a time) toward the starting point at the drill rig, completing the process.

As one might suspect, larger piping (over 10 inches in diameter) may require multiple passes with increasing sizes of cutting heads and “backreamers”. The larger the pipe size and the longer the bore, the more modifications to this process might be required also increasing the risks and costs of the work. n

Cutting Heads

Rock Bit

Back Reamer

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It’s time to rethink your fleet with the most complete wheeled excavator lineup in the industry. Contact your local Woodco Machinery location today.

Will be held on March 22, 2023 prior to our Forecast Dinner Meeting

UCANE’s 11th Annual Trade Show Trade Show booths offered at NO COST to Construction Outlook Magazine Advertisers.

If you are not currently advertising in Construction Outlook, we hope you will consider placing an ad. Our monthly magazine showcases your products and services to contractors and municipal officials who use them. Our Trade Show is a great opportunity to meet with UCANE members and guests face-to-face.

In addition to placing your ad in our magazine, it will also be on our website, and in our monthly e-newsletter. Space is limited, so if you would like to place an ad in our magazine and reserve a booth at our Trade Show, please contact Suzanne Hatch as soon as possible at shatch@ucane.com.

Concrete Systems, Inc.: Manholes & Catch Basins, Box Culverts, Utility Structures, Special Box Structures, Containment Vaults, Fire Cisterns, CSI Arc-Span™ Bridges, Rigid Bridge ™ Systems, Bridge Deck Slabs, Permanent & Temporary Median Barrier, Uwall™ Retaining Wall Systems, Stablewall™ Retaining Wall, Headwalls & Wingwalls. Clampcrete Construction Systems: TL-4 Anchored Barrier for Roadway Structures. Tunnel Systems: Precision Segmental Tunnel Lining Rings. Cleco Manufacturing: Precision Fabricated Forms & Forming Systems, Complete Plant Design, Batch Plant Computer Automation, Countercurrent Mixers & Concrete Delivery Systems.

Software Can Help Estimators Select the Right Subcontractors and Vendors

Picking the right subcontractors and vendors can be critical to the profitability of utility jobs. As in other steps in the bidding process, specialized software for estimating gives contractors key advantages over competitors relying on spreadsheets or manual processes.

Subs and vendors often deliver quotes as late as possible. This can be because they are busy and need time to formulate bids. Frequently, there are strategic angles. They may delay to be sure they can include the most upto-date pricing possible for their own work. Some may feel a late submission will prevent the general contractor from using their bid as leverage to negotiate a better price from someone else, to cherry pick only certain portions of their bid to accept, or to decide which parts of the job to selfperform.

In either case, with a bid deadline rapidly approaching, time becomes an enemy of general contractors. Estimators may not be able to review and compare quotes as thoroughly and strategically as they would like to, and this can prevent them from making the most profitable decisions. When every hour, if not every minute, counts, these are four important ways specialized software can help by streamlining the comparison process.

Soliciting Quotes

Estimating software can send requests for proposals automatically and ensure consistency in what is sent to each sub or vendor. Pre-populated lists of cost items for self-performed work are a

staple of estimating software. Likewise, contractors can establish RFQ groups in the software to identify the types of work or materials they ask outside companies to perform or provide on a regular basis. They can also pre-populate information on subs and vendors – ranging from capabilities and prices to assessments of past performance – in the software.

With these building blocks in place, the estimating application can match provider capabilities with what is required, eliminating the time and effort of doing it manually. From here, it is fast and easy to select which providers to include, add any other information required, and deliver the RFQs directly from the software.

Greg Norris, B2W Software, Inc.

Technology in Construction continued from page 51

Importing Without Data Entry

Estimating software should be able to read quotes delivered in either Excel spreadsheets or fillable PDFs. Generating RFQ attachment files as Fillable PDFs allows the subcontractors or vendors to enter pricing directly into the attachment file. This guarantees that the items, tasks, and materials they quote will be the ones they have been requested to provide pricing on. Accuracy is also ensured, and significant time is saved when the general contractor does not have to key in the data.

After reading and parsing the import file, the software should display the list of items and tasks for the selected subcontractor or vendor with the quote prices preset for review. Converting the import file automatically and showing it in a spreadsheet format allows an estimator to verify that the correct prices were selected, make edits, add in a new header row, or manually select prices.

Creating and Comparing Quote Packages

Whether or not subs and vendors are willing to be awarded part of the work they bid for or only the

entire package, can add complexity to the review process. The best software applications allow estimators to group quotes for multiple RFQ groups into packages for each bidder. This helps them easily see how quotes and quote packages line up against others when comparing the total pricing across multiple RFQ Groups. They may, for example, see that it’s more cost effective to award crushed stone delivery, paving, and landscaping to three different companies rather than a single contractor.

Seeing Historical Notes

Price is not always the only factor in selecting subs and vendors. General contractors typically keep notes about quality, on-time performance, and other factors from previous jobs. This information can and should weigh heavily in decisions for awarding future work. Accessing notes, however, can be a challenge when estimators must rely on personal memory or dig manually through reports or spreadsheets. With estimating software, historical notes related to subs and vendors can be brought automatically into the review process for upcoming jobs and viewed alongside items, tasks materials, and pricing provided by each specific sub or vendor. n

Offering a full range of products: Manholes, Catch Basins, Septic Tanks, Leaching Chambers, Dry Wells, Distribution Boxes, Pump Chambers, Grease Traps, PreTreatment Tanks, Utility Vaults, Meter Pits, Yard Drains, Box Culverts, End-Walls, Wing Walls, Curbs, Water Quality Structures, Prefab. Pump Stations, Storage Buildings, Dugouts, Concrete Barriers, Cable Concrete, Retaining Walls, Restroom Buildings, Telecommunication Shelters, Prestress Bridges, National Grid, Traffic Control Structures and many more.

Toll Free: (800) 234-3119

Fax: (203) 265-4941

Jason Lindsey

jlindsey@unitedconcrete.com Cell 203-464-7667

See our full line of products at: www.unitedconcrete.com

Advantage Drug Testing is a new UCANE member specializing in drug-free workplace programs and FMCSA compliance. Company President, Ted Dawson brings 17 years of experience advising employers on the FMCSA regulations and compliance programs.

UCANE Associate Members

173 Church Street

Yalesville, CT 06492

203-269-3119

Ted Dawson Owner, President

UCANE

MEMBER

SINCE 2008

Advantage provides complete drug and alcohol programs with on-site and 24-hour emergency response services. Driver qualification file management systems and on-site FMCSA physical exams are available to ensure compliance with FMCSA regulations.

EXPERTS IN PRECAST CONCRETE STRUCTURES

Conveniently located in Central Connecticut, United Concrete Products has been a leader in the Precast Concrete Products Industry since 1954. W as one of the largest producers of precast products in the country. They provide an unmatched variety of products for the construction industry, municipalities and commercial clients. United is approved and does business with seven DOT’s.

Advantage supports over 300 employers with managing FMCSA drug-free workplace programs, including many UCANE members. UCANE member companies have provided the insightful comments below.

From catch basins to pre-stress bridge beams and from complex pump stations to modular buildings, the company is proud of its reputation for reliability and the ability to make custom pieces. With extensive in-house design with over 10 engineers on staff and fabrication capabilities, United Concrete Products has a dedicated team of professionals that will assist engineers or clients in customizing products to meet their needs. If it can be made out of concrete, they can do it!

The Dow Company: “Since 2006, they have provided the drug and alcohol testing services we need to ensure compliance and save time for our team.” –

Mike Dow

The Building Group can provide below ground Pump Chambers and above ground Modular Buildings with endless choices of exterior finish and roofing designs. They offer turnkey services including full electrical and mechanical systems installed at the factory and delivered and set on your site.

According to President Jonathan Gavin, “Everyone on our team here operates on the ‘Customer is First’ policy. As proud as I am of the products that we build, it is customer satisfaction that measures success. The amount of repeat customers that we have is proof that we are doing something right!”

Manholes - Meter Pits- Transformer Pads-Handholes-Vaults -Curbing

Albanese Brothers: “We prefer to work with local businesses we can trust, and I can’t say enough about Advantage Drug Testing. Since 2009, they have consistently provided us with the support we need. They are always ready and willing to answer questions and come to our job sites when requested. Advantage Drug Testing is an integral part of our team.”

Marcella Albanese

Scituate Concrete: “They answer my questions in a timely manner, come on-site for our random testing and help keep us informed of and in compliance with, regulatory changes like the Clearinghouse. I have had only positive experiences when working with ADT.”

Albanese D&S: “Since 2006, Advantage has consistently provided excellent compliance support for our business, answered our questions and sent technicians to our office and job sites. The office staff is great, providing friendly and knowledgeable customer service.”

Gilda Albanese

Shea Concrete: “Since 2010, Advantage has been providing us with excellent service. With both on-site testing capability and FMCSA compliance support, I have found the company to be a valuable resource.” –

Greg Stratis

4 High Street, Suite 131, North Andover, MA 01845 978-475-1312 — AdvantageDrugTesting.com

If your needs are big or small, custom or stock, let the experts at Together let’s upgrade the nation’s infrastructure! Contact our UCANE Sales Reps! Jason Lindsey: 203-464-7667 Bill Augustus: 508-688-9566

UCANE is strengthened when members give other members an opportunity to bid!

Box Culverts - Pump Stations - Bridge Beams - Wing Walls

Ben Cavallo C&S Insurance Agency

5 Strategies for Managing Construction Risk

Working in the construction industry means you and your company are exposed to a variety of risks on a daily basis. From physical injuries to property damage to reputational harm, it’s crucial to protect your construction business from financial and legal repercussions with an appropriate risk management plan. Read on to learn more about five strategies you can use to help improve worker safety and protect your bottom line.

1. Hire Trained Skilled Laborers

While some construction managers may cut corners and hire less experienced workers in order to save money on payroll costs, this practice can leave you exposed to greater risk. Unskilled workers are more likely to make mistakes, which can often result in injury or property damage.

Furthermore, certain heavy equipment — such as cranes, bulldozers, and forklifts — require operators to have training or experience certifications. If you allow untrained workers to operate such equipment, you could face expensive monetary penalties from the Occupational Safety and Health Administration (OSHA). Avoid mishaps and OSHA fees by prioritizing the safety and training of your construction workers.

2. Address Employee Medical Issues Early

According to OSHA, the top four risks encountered by construction workers are falling, being struck by moving objects/vehicles, being caught in trenches, and electrocution. Whenever any injury occurs, it is essential that you address the injury immediately — even if it is deemed minor — to prevent further exacerbation of harm.

Not only does emphasizing immediate care help your injured employees return to work faster, but it also helps prevent ongoing chronic pain issues that

could lead to opioid addiction, which has become a major problem, especially for those in construction.. American Addiction Centers reports that three out of four injured construction workers were prescribed opioids for pain in 2016. Additionally, they note that construction workers are seven times more likely to die from opioid overdoses than workers in other industries. Taking a proactive approach to medical care will help keep workers safe in the long term.

3. Get Ahead of Auto-related Risks

The risks don’t start and stop at your construction site. Oftentimes, construction workers use companyowned vehicles to haul materials and equipment to wherever they are needed. Ensure that your business is protected in the event of auto accidents by carrying the

continued on page 59

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appropriate insurance coverage and training employees about risks on the road, including distracted driving.

4. Prioritize Worker Safety Training

Taking a proactive approach to worker safety training is another way to avoid future problems with a little bit of effort right now. To ensure your employees are ready, able, and prepared to take on the challenges of construction work, we recommend implementing a robust onboarding and training process, with ongoing training available as needed. This will not only prepare workers for the perils they might face on the job, but it will also help employees stay engaged and feel valued by the company.

According to ABC News, in 2022 alone, the construction industry faced a workforce shortage of 650,000 employees. Since 2011, entry-level construction labor has increased by 72.8%, although the total number of construction workers is up only 24.7%, further emphasizing the need to prioritize worker training.

5. Look Out For Risk-Shifting Contracts

Lastly, ensure your construction business is protected from legal and financial liability by closely examining your contracts to check for risk-shifting language. Though often well-intentioned, it is common for property owners to attempt to shift some of the risk involved with their construction projects onto the construction company. The following are red flags that could indicate the owner is attempting to lock you into a risk-shifting contract:

• Owner-written contracts

• Heavily-edited industry-standard contracts

• Shortened notice requirements

• Unilateral “change order” provisions

• Differing site conditions

• Unreasonable liquidated damages

• No damages for delay

• Indemnification

• Final payment

• Unrealistic weather baselines

• Consequential damages

• Confusing or extended warranty requirements

When in doubt, use industry-standard documents and adhere to industry-standard recommendations. This will help you steer clear of risk-shifting contracts that could end up costing your business.

continued on page 60

Insurance Perspective continued from page 59

Recommended Insurance Coverages for Construction

Managers

It is of the utmost importance to have the insurance coverages you need to keep yourself, your workers, customers, equipment, and property safe when carrying out construction work. Each of the following insurance options can help minimize your legal and financial risk:

• General liability insurance

• Professional liability insurance

• Inland marine insurance

• Commercial property insurance

• Business income insurance

• Workers’ compensation insurance

• Commercial auto insurance

• Umbrella insurance

If you have questions about your current construction coverage, or you would like to update your policy, don’t hesitate to reach out to your local insurance agent today. n

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Asphyxiation in Sewer Line Manhole

12

Confined space asphyxiation

Weather conditions: Sunny, 61-67°F

Type of operation: Sanitary sewer system installation

Size of work crew: 4

Worksite inspection conducted: ............................................................ Unknown

Competent safety monitoring on site: No Safety and health program in effect: ................................................................ No

Training and education for workers: No

Occupation of deceased worker: ....................... Foreman/Operating Engineer

Age/Sex of deceased worker: 46/M

Time on job: ................................................................................................. 15 years

Time at task: Less than 1 hour

Employment classification (FT/PT/Temporary): ................................... Full time

Language spoken: English

Union/Non-Union: Union

BRIEF DESCRIPTION OF INCIDENT

A construction foreman died from asphyxiation after entering a manhole with an uncontrolled hazardous atmosphere. Four construction workers were working in an inactive sewer system on a jobsite that was unoccupied for over a week. A few minutes after they started working, the crew noticed that the foreman was missing and a manhole cover was removed. While one worker called emergency services, a second worker entered the manhole to assist the foreman and found him unresponsive at the bottom of the 20²/ ³ ft. manhole (see Figures 1 and 2). When the second worker became disoriented inside the manhole, another worker used a fan to blow fresh air into the manhole and the worker was able to climb out. The foreman was retrieved by fire department personnel and was later pronounced dead due to asphyxiation.

Likely Causes of Incident

Although the manhole was newly constructed and not yet connected to an active sewer system at the time of this incident it contained a hazardous atmosphere that resulted in asphyxiation. The employer did not ensure that atmospheric hazards were identified and precautions for safe operations implemented before starting work at the site.

• Workers were not trained to recognize confined space hazards and to take appropriate protective measures.

• The atmosphere in the manhole was not assessed to determine if conditions were acceptable before or during entry.

• Proper ventilation was not used to control atmospheric hazards in the manhole.

• Protective and emergency equipment was not provided at the worksite.

• An attendant was not stationed outside the manhole to monitor the situation and call for emergency services.

You Have a Voice in the Workplace

The Occupational Safety and Health Act of 1970 affords workers the right to a safe workplace (see OSHA’s Worker Rights page, www.osha.gov/workers). Workers also have the right to file a complaint with OSHA if they believe that there are either violations of OSHA standards or serious workplace hazards.

How OSHA Can Help

For questions or to get information or advice, to report an emergency, fatality, hospitalization, amputation or loss of an eye, or to file a confidential complaint, contact your nearest OSHA office, visit www.osha.gov or call our toll-free number at 1-800-321-OSHA (6742), TTY 1-877-889-5627. It’s confidential.

More Information

OSHA standards and regulations: www.osha.gov/law-regs.html

OSHA publications: www.osha.gov/publications

OSHA-approved state plans: www.osha.gov/dcsp/osp

OSHA’s free On-site Consultation services: www.osha.gov/consultation

Training resources: www.osha.gov/dte

Help for Employers: www.osha.gov/employers

Figure 2: Diagram of manhole

Figure 1: Photo of manhole

Manhole Depth – 20’8”

“ALWAYS TEST THE AIR BEFORE ENTERING MANHOLES”

Asphyxia occurred when the foreman did not get enough oxygen to sustain life, either because the amount of oxygen in the atmosphere was too low (i.e., oxygen deficiency) and/or a hazardous chemical concentration was too high (e.g., high carbon dioxide level). Although the exact atmospheric conditions in the manhole at the time of the incident are unknown, measurements taken after the incident indicate it was possible the oxygen levels were low enough and/or carbon dioxide levels were high enough to cause asphyxiation.

When rescuers arrived the atmosphere contained 19.1% oxygen, however this measurement was taken after construction workers had used a fan to provide fresh air to the disoriented worker. One day after the incident, the atmosphere contained 16.5% oxygen and four days after the incident the oxygen concentration dropped to 7.7%.

Hazardous atmospheres in OSHA’s Confined Spaces in Construction standard include atmospheres with less than 19.5% oxygen (29 CFR 1926.1202). Normal atmospheric oxygen level is between 20.8% and 21%. Four days after the incident, the carbon dioxide concentration was 6.5%. An atmosphere with 4% or more carbon dioxide is considered Immediately Dangerous to Life or Health according to the National Institute for Occupational Safety and Health.

Changes in atmospheric conditions over time might be due to several causes, for example, organic matter (e.g., dead plants, animals or animal waste products) decay in soil that uses up oxygen and produces hazardous gases (e.g., carbon dioxide, hydrogen sulfide). Although conditions within these spaces could seem acceptable during initial entry, atmospheric changes could occur over time and result in fatalities.

INCIDENT PREVENTION

Employers must ensure each confined space in which workers may be assigned duties and each space that is a permit-required confined space (PRCS) is identified before starting work at a construction site (29 CFR 1926.1203(a))1.

1 29 CFR 1926 Subpart AA was published on May 4, 2015 with an effective date of August 3, 2015.

A PRCS is a confined space with one or more of the following characteristics (29 CFR 1926.1202):

• contains or has a potential to contain a hazardous atmosphere,

• contains a material with potential for engulfment,

• has an internal layout that could trap or asphyxiate an entrant, or

• contains any other serious physical or health hazard. Employers with workers who will enter one or more PRCS must implement a PRCS program for safe permit space entry operations (29 CFR 1926.1203(d), 29 CFR 1926.1204) including the following requirements:

1. Provide training to workers at no cost to them in a language and vocabulary they understand, as required in 29 CFR 1926.1207, on how to safely perform permit space duties before their first assignment and as necessary.

2. Prohibit entry into permit spaces until hazardous conditions (atmospheric and physical) present are identified, evaluated, and addressed (29 CFR 1926.1204(b)&(c)).

3. Eliminate or control atmospheric hazards by ventilating, purging, inerting or flushing the permit space as necessary (29 CFR 1926.1204(c)(4)).

4. Perform pre-entry testing for oxygen content, flammable gases and vapors, and potential toxic air contaminants (29 CFR 1926.1204(e)(3).

5. Continuously monitor the permit space to verify that atmospheric conditions remain acceptable during entry (29 CFR 1926.1204(e)(1)(ii)).

6. Provide essential equipment to workers with training on proper use, including:

a. Personal protective equipment when necessary (29 CFR 1926.1204(d)(4)).

b. Rescue and emergency equipment to authorized workers, or implement procedures for rescue and emergency services (29 CFR 1926.1204(d)(8)&(i), 29 CFR 1926.1211).

c. Station at least one trained attendant outside a permit space to perform all attendant’s duties (29 CFR 1926.1204(f); 29 CFR 1926.1209).

Note: The described case was selected as being representative of improper work practices which likely contributed to a fatality from an incident. The incident prevention recommendations do not necessarily reflect the outcome of any legal aspects of this case. OSHA encourages your company or organization to duplicate and share this information.

This Fatal Facts is not an OSHA standard or regulation and it creates no new legal obligations. The recommendations contained herein are advisory in nature and are intended to assist employers in providing safe and healthful workplaces. The Occupational Safety and Health Act of 1970 (OSH Act) requires employers to comply with safety and health standards promulgated by OSHA or by an OSHA-approved state plan. The requirements of OSHAapproved state plans can be reviewed by selecting the state’s website at: www.osha.gov/dcsp/osp. The OSH Act’s General Duty Clause, Section 5(a)(1), requires employers to provide employees with a workplace free from recognized hazards likely to cause death or serious physical harm.

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How to Attract More Young People to Construction

The global construction industry finds itself in a rather odd situation. It is caught in a storm of conflicting trends pulling at the very threads that hold a construction firm together: the ability to find and keep skilled, dependable workers.

On paper, it ought to be easier than ever for contractors and OEMs to attract young workers to their companies. Construction machines today are technological marvels with features that would have dazzled operators a decade ago.

Powerful new semi-autonomous guidance systems with 3D graphics combined with interactive, in-cab display screens now put precision control and high production within reach of even the most inexperienced operators.

And these very same systems can supercharge the capabilities of experienced operators – allowing them to post daily production numbers that would have been unthinkable on older machines.

The ‘office’ operators work in has also evolved tremendously. Most modern machine cabs feature ergonomically laid-out interiors, with 360-degree views, comfortable seats, heat, air and even stereos.

Hydraulic control systems reward an operator

with a feather-light touch and modern coupler systems mean that operators rarely have to leave the cab to change attachments.

The work is out there, too. Construction markets worldwide today are generally robust with plenty of work available.

Markets have seen strong growth, thanks to government investments in new infrastructure as well as renewal and repair. To meet these demands, construction firms are happy to pay good wages for skilled, dependable operators.

Attracting Younger Workers to Construction

Despite this, young workers with the ability and desire to learn are hard to come by. Even in normal times, this would be a worrisome problem.

continued on page 66

Construction needs to showcase that it is no longer ‘low-tech’ to prospective new workers

How to Attract continued from page 65

But, by an odd quirk in demographic timing, this young worker shortage is hitting the global construction industry at a time when older workers and highly skilled operators are beginning to retire in large numbers, leaving owners with a vacuum in knowledge and skills.

“Naturally, this is a bigger problem in some global markets than others,” notes William Chimely, senior director, North America and global training and publications, Komatsu.

“In Asia, for example, operating a machine is seen culturally as a more revered, honored role in a company. So, it’s difficult for a young person to get the training required to move into the cab of the machine.

“The bigger issue is that technical education for young people has fallen off all over the world. Trade schools and public schools used to provide elementary training for a career in trades.

“But we’ve migrated away from that with more of an emphasis on four-year degrees. So that talent pipeline that the industry used to depend on for new workers has dried up,” Chimely says.

Operating Construction Equipment Can be Glamorous

This sentiment is echoed by Jason Hurdis, global market professional, Caterpillar Global Construction and Infrastructure. “We have done amazing things to make the machines easier and more attractive to young people. But we now face numerous other challenges that are complicating things,” he says.

continued on page 67

High-tech ways of training new operators, including VR, can be used to attract new talent (Photo: Komatsu)

How to Attract continued from page 66

“The basic issue is simply attracting young people to this industry. That means finding a way to make it more glamorous. And really, that shouldn’t be hard to do. Because you can make a good living in skilled trades. The problem is, young people aren’t aware of that reality. We need to change that.”

Cat has been proactive in working to raise awareness about operating construction machinery.

In 2019 Cat debuted its Global Operator Challenge, which allowed operators from all over the world to compete for cash, prizes and the honor of being named the top equipment operator in the world.

“We’ve got to raise awareness out there,” Hurdis says. “And Cat believes this global competition is a great way to do that.”

What are the Benefits of a Career in Construction?

The operator shortage problem is one that will not resolve on its own – the industry needs to re-establish a talent pipeline.

But, given the dire state of affairs, it’s also time to begin looking for new ways to reach out to younger employee prospects as well.

“For companies, the key piece to this puzzle is

recruiting,” Chimely says. “You have to find a person before you can even think about training them. And the sad fact is, our industry is not even on the radar screen for many young workers. We’re battling to catch their attention, and we have positive things we can point to.”

For instance, Chimley notes, construction offers a degree of versatility that is uncommon in many oth -

continued on page 68

Raising awareness and applying some glamour to construction were reasons behind Cat’s Global Operator Challenge (Photo: Cat)

How to Attract continued from page 67

er occupations. Worksites change regularly.

Operators get to work outside and build things they can point to with pride later on. While the days of cold, wet workers, shoveling away have largely disappeared, that image is still fixed hard and fast in the minds of many young people.

“What you have to do is get out in front of these young people and tell them your story – the industry’s story,” Chimely says. “Start looking for new places to do that. A contractor in Kansas recently set up a booth at a job fair and came away with five new operator hires. You have to go where the workers are.”

“There’s a certain type of young person who is going to be inclined to be a machine operator,” Hurdis adds. “Kids who like racing, ATVs, custom cars and motorcycles, for example.

“So go where they go. Set up booths at country fairs. Set up booths at car races, antique car shows or ATV races or motorcross events. Customers I’ve talked with tell me they’ve found great candidates in places like those.”

At the same time, Chimely argues that you’d do well to look beyond venues like that and seek out new prospects in unlikely places.

“Out of sheer habit, many contractors naturally look for certain types of people who have traditionally been attracted to construction machinery,” he says.

“In the U.S., that generally means white, rural, farm kids. But that demographic is not large enough now to fulfill our manpower needs. Construction globally needs to reach out and touch a new, diverse, future workforce. In many cases, this can mean inner-city children.

“Many of them are good gamers. And the ‘gamifcation’ aspect of operating modern construction machines fits in perfectly with those abilities.

“We just need to reach out to these young people and make them aware that construction offers them a viable career option using those skills. We can’t just keep fishing the same old pond forever. It’s time to diversify.”

Can Education Reduce the Skills Shortage?

Perhaps the biggest stumbling block to bringing new talent into construction is the lack of training to prepare young workers for even entry-level operating jobs.

Minichiello

Fixing this problem will be a long-term effort, requiring outreach to trade and tech schools on a local level from contractors, OEMs and dealers alike.

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Another way to internally nurture talent is via the use of apprenticeship programs, notes Thomas Lee, product manager, Doosan Infracore North America. “We are aware of apprenticeship programs available in North America for aspiring operators,” he comments.

goal has remained

top notch

“We encourage construction companies to partner with these apprenticeship programs and give new operators the opportunity to cut their teeth on the latest heavy construction equipment.”

Lee adds that dealers play a

How to Attract continued from page 68 role in continuing education of heavy equipment operators. “We are aware of dealers within our organization who regularly work with their customers to provide not only equipment operation training but the dealers also train operators on how to properly service the equipment.

“Much of this training is done during the company’s off season or slower times of the year,” he says.

New ways of training workers are having a tremendous impact on quickly providing untutored young people with the skills needed to be an effective machine operator. Among the most powerful of these new teaching aides are machine training simulators.

Every equipment operator, regardless of skill level and experience, comes to the table with different strengths and weaknesses,” explains Alan Limoges, product manager construction, CM Labs Simulations. “The key for employers in battling the labor shortage is to meet those people where they are.

“Construction equipment simulation is one way to both onboard entry-level operators and cross-train, benchmark, re-train or upskill existing operators.”

Limoges says that today’s simulators are dataand analytics-driven, which is essential to optimizing training time and correcting unsafe behaviors.

This means that training techniques move away

Equipment is easier – and more comfortable – to operate than it has ever been (Photo: Doosan)

from a checklist approach, and instead target specific skills that make people more efficient and safer.

“Companies and trainers now can use data collected for each student to analyze past behavior and then apply that information to create specific learning paths that develop the most appropriate skills,” he notes.

“This approach also makes training more personal. With data analytics, training can tackle skill deficiencies for each person, which elevates their individual skill sets to a much higher level, rather than applying a single learning objective across an entire classroom.”

continued on page 70

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How to Attract continued from page 69

Mentorship Programs in Construction

Once an employee has been identified as a promising prospect and received some basic training to get them started on a machine, Reome says providing them with an older, experienced partner who can act as a mentor is one of the simplest, yet most powerful, training tools available at virtually every construction company in the world.

“Establishing a mentorship program is so important,” he stresses. “Because that’s how you impart passion about the industry and the work to a young employee. It’s a simple way to set a young person on a positive career path and keep them on it.”

There is a final – yet critical – aspect of finding employees that cannot be overlooked: pay. “Wages and salaries are leading indicators for how well an industry can recruit workers,” Chimely says. “Construction has been lagging behind other industries. We’re in a hot global job market right now. A rising tide lifts all boats. And workers – quite simply – are going to go where the money is.”

Construction has a bright future to offer new workers – what is vital is that the sector ensures that this message is heard.

Written by Jack Roberts for International Construction and CONEXPO-CON/AGG 365. n

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Zero Percent Interest set For Mash Pee's $54 MIllIon sewer loan

The Trust, in collaboration with the Massachusetts Department of Environmental Protection, helps communities build or replace water infrastructure that enhances ground and surface water resources, ensures the safety of drinking water, protects public health and develops resilient communities. It accomplishes these objectives by providing low-interest loans and grants to cities, towns and water utilities through the Massachusetts State Revolving Funds (SRFs).

The SRF programs are partnerships between the U.S. Environmental Protection Agency and the Commonwealth of Massachusetts. SRFs function like an environmental infrastructure bank by financing water infrastructure projects in cities and towns across the Commonwealth.

The Trust approved the roughly $54 million loan last year for the first phase of Mashpee’s sewer project, which includes a water resource recovery facility and collection system.

Mashpee’s Interim Town Engineer Raymond

A. Jack told the Enterprise the term of the loan

is 30 years. To illustrate the importance of the interest rate, he said the difference between a zaro percent and a 2 percent interest rate over that time span is roughly $17 million.

Mashpee also applied for a $12 million loan from the SRF in August 2022. Although the state’s Intended Use Plan, which details the projects being given loans under the Clean Water SRF program, has not been released yet, the draft version of the plan released on December 16 included approval for Mashpee’s request.

Mr. Jack said the term and interest rate for that loan are likely to be 30 years and zero percent.

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The Massachusetts Clean Water Trust’s Board of Trustees approved a zero percent interest rate for a $54 million loan to the Town of Mashpee for the first phase of its sewer project during its meeting on Wednesday, January 11.

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