Construction Today Issue 1 2017

TODAY

ISSUE 1 | 2017

CONSTRUCTION PUBLISHED BY THE GENERAL BUILDING CONTRACTORS ASSOCIATION

Leadership Rising: Viewpoints from the New Class in Construction

ISSUE 1 | 2017 1

2 CONSTRUCTION TODAY

LETTER FROM THE PRESIDENT

There is a quote from John Quincy Adams: “If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.”

In this day and age, countless perspectives on leadership in business and government abound — ideas behind the approaches that make for the “right” or “best” way to lead.

I think Adams was on to something when he suggested that leadership is less about the person who leads, and more about how his or her leadership impacts others.

At GBCA, recognizing how we can make the greatest impact to enhance and grow the construction industry is at the core of our mission. We aim to continuously provide opportunities for our members to, in the words of Adams, “learn more, do more, and become more.” This is evident in the collective growth of our association, which is highlighted in this issue of Construction Today. The highlights from our 2016 Annual Report that you will find within detail how — with you and because of you — we are making more strides in advocating for the important issues for our members, and providing more ways to advance the industry through critical safety, training, education, professional development, and networking opportunities.

As we forge ahead through 2017, I am grateful for the leadership of our Board of Directors and our committees, who guide the activities of the association and maintain our members’ best interests as the top priority. Succeeding Emily Bittenbender as chair of the board following her two-year term, James J. “Jim” Dolente, Sr., a longtime member of GBCA and the founder of Madison Concrete Construction, takes the reins as our new chair for 2017-2018.

Jim brings tremendous experience, a keen understanding of the industry, and a smart focus on safety and labor management. I have no doubt that he will carry the association into the next chapter of success, and I am so pleased to officially welcome him in this role.

With our leadership at the helm, it is up to you, our members, to further the impact of GBCA, to continue amplifying the positive energy and advancements happening within the association and take it to a new level.

When we come together to share best practices, then bring that innovation to our work, we can flourish — and we can show the city and region how GBCA members fully embody the highest standards of building excellence.

Benjamin J. Connors, Esq. President General Building Contractors Association

ISSUE 1 | 2017 3

CONSTRUCTION

TODAY this through education, training, leading by example, identifying mentors, and actively playing a role in their communities at large.

This first issue of 2017 is focused on our next generation of leaders. Many members of the CLC have contributed to this issue.

They’re proving that the future is bright!

As the world is changing before our eyes, the industry must follow. The next generation is ready and prepared to accept the challenges and opportunities that will face them.

They’ve studied the new technologies, they know how to work hard, and they’re ready to play an integral role in moving the construction industry forward.

NOTES FROM THE PUBLISHER Wow! 2016 was a great year for our association. The involvement of our membership is more than ever before, and the association is full of energy!

As you’ll read in the following pages, we’ve expanded our committees, sold out nearly every major event, and expanded our community service initiatives. But one thing we’re most proud of is the growth and involvement within our Construction Leadership Council (CLC). The CLC grew by 25 percent in 2016.

This growth in the CLC proves that the next generation of our leaders in the construction industry are preparing themselves for the future. The future leaders know the importance of involvement and advancement within their industry; they’re doing

4 CONSTRUCTION TODAY

And, while these young professionals are prepared for the future, so too is GBCA prepared for another year of growth and success! Please be sure to read the weekly e-newsletter, News at a Glance — it’s full of valuable and timely information regarding all of our upcoming events, member news, safety information, and professional development opportunities. It’s also linked to our blog, Hard Hat Chat — so if you miss it on Monday, just log on to gbca.com/blog.

We can’t wait to see what 2017 will bring for the member companies of GBCA, and we are so grateful for the ongoing dedication and support of our membership.

We are the GBCA — and we are the New Standard of Excellence!

PUBLISHER/EDITOR Lauren Tosti ADVERTISING/SALES Lauren Tosti CONTRIBUTING WRITERS Donald Ashton / C.J. Beysselance / Stanley B. Edelstein, Esq. / Erik Highland / Lauren Lake / Jason A. Lupa / Harry C. Rosenberg / Lauren Tosti / Ivan Watson DESIGN Vault Communications ACCOUNTING Kristin DeFrancisco EDITORIAL OFFICE General Building Contractors Assn., Inc. 36 South 18th Street Philadelphia, PA 19103 P: 215-568-7015 F: 215-568-3115 PRINTING A-Lex Print & Promotion 1670 South Hanover Street Pottstown PA 19465 484-988-1156 Copyright: CONSTRUCTION TODAY® registered in U.S. Patent and Trademark Office Copyright ©2004 by the General Building Contractors Association. All rights reserved. Submissions for editorial review should be sent to the editorial office address. Neither the publisher nor any individual associated with any branch of production, nor the advertisers will be liable for misprints or misinformation contained herein.

PRINTED U.S.A.

General Building Contractors Association

Lauren Tosti Director, Marketing & Communications General Building Contractors Association

theGBCA

@gbca

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ISSUE 1 | 2017 5

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ISSUE 1 | 2017

ON THE COVER

CONTENT

20 LEADERSHIP RISING Viewpoints from the new class of construction industry leaders

CONTRACTOR’S CORNER

32

12 MICHAEL K. ARMENTO Meet the senior vice president of Torcon, Inc.

FEATURES AND CONTRIBUTING ARTICLES 15 WE ARE GBCA

Highlights from the 2016 Annual Report

18 MEET THE 2017– 2018 GBCA CHAIRMAN

Introducing James J. Dolente, Sr.

as the new Chairman of the Board

36

25 TURNING MY DREAMS INTO REALITY

Ivan Watson’s journey of career growth

28 CONSTRUCTION TECH TRENDS 2017

Leveraging true software for the jobsite to advance your business

32 LIEN LAW What the changes to the Pennsylvania Mechanics Lien Law mean for your company

34 THE DEADLY D’S Avoiding the unforeseen events that

can lead to the downfall of a company

36 DIVINE INTERVENTION A look at the scaffolding renovation at the Divine Lorraine

6 CONSTRUCTION TODAY

38

42

42 THE FOCUS 4 Avoiding the top 4 constructionrelated hazards

EDUCATION AND PROFESSIONAL DEVELOPMENT 45 LEAN CONSTRUCTION PROGRAM

Register for GBCA’s new spring seminar

IN EVERY ISSUE 10 EVENT PHOTOS

A snapshot of the 19th Annual

Construction Excellence Awards, the 2016 Holiday Party, the MLK Day of Service, and 2017 Annual Meeting

SAFETY 38 REFUGE SPACES Building safe assistance systems

for those who are unable to use stairs in an emergency

40 NEAR MISS REPORTING Developing a Near Miss reporting process for improving workplace safety

46 WELCOME, NEW MEMBERS! 46 REFERRAL DIRECTORY

34

ISSUE 1 | 2017 7

CONTRIBUTORS

DONALD ASHTON

C.J. BEYSSELANCE

Director, Safety Services, GBCA

Regional Operations Manager, HazTek Safety Management

STANLEY B. EDELSTEIN, ESQ. Attorney, Fineman Krekstein & Harris, P.C.

ERIK HIGHLAND

LAUREN LAKE

JASON A. LUPA, P.E.

Marketing Director, Superior Scaffold Services, Inc.

Co-Founder and CRO, Bridgit

Mid-Atlantic Business Development Engineer, SIEMENS Industry, Inc., Building Technologies Division

HARRY C. ROSENBERG

LAUREN TOSTI

IVAN WATSON

Chairman, Rosenberg & Parker

Director, Marketing & Communications, GBCA

CEO, The Watson Organization

Would you like to be a contributor to the next issue of Construction Today?

Contact Lauren Tosti at ltosti@gbca.com or 215-568-7015.

8 CONSTRUCTION TODAY

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19TH ANNUAL CONSTRUCTION EXCELLENCE AWARDS The 19th Annual Construction Excellence Awards took place on Thursday, November 4, 2016 at SugarHouse Casino’s new event space. The awards gala was bigger than ever before, with over 250 attendees. This year, GBCA received more than 45 entries and awarded 16 different categories. GBCA expanded and changed its award categories in 2016 to be more inclusive of the entire membership. Thank you to all of our members for your support and participation, and congratulations to this year’s winners!

2016 HOLIDAY PARTY The 2016 GBCA Holiday Party took place at The Fretz Showroom in Philadelphia. More than 200 GBCA members were treated to the beautiful kitchen showroom as they networked and celebrated the season. GBCA’s Construction Leadership Council collected over 250 toys, which were donated to Northern Children’s Services Holiday Toy Drive.

10 CONSTRUCTION TODAY

MLK DAY OF SERVICE 2017 On January 16, 2017, GBCA, ACE Mentor Program, the Northeast Regional Council of Carpenters, and Turner Construction Company made the MLK Day of Service 2017 project a huge success.

More than 150 volunteers at Francis Myers Recreational Center in Philadelphia participated, helping build cedar flower boxes to beautify the block of Cecil Street adjacent to the Cecil Street Garden.

2017 ANNUAL MEETING On January 23, 2017, GBCA held its 127th Annual Meeting at the Union League of Philadelphia. The meeting was attended by more than 460 of GBCA’s members — making it the most attended Annual Meeting in history! During the Meeting, the membership, elected officials, and industry partners thanked Emily Bittenbender for her service over the past two years and welcomed James J. “Jim” Dolente, Sr. as the new Chairman of GBCA. Dolente will serve for 2017-2018. Mike Armento was also welcomed to the Executive Committee, and William A. Cobb was honored with the Distinguished Director Award for 2017. The crowd was given a sneak peek into GBCA’s new partnership with NBC10 and Select Greater Philadelphia, producing a segment titled “Growing Greater Philadelphia.” The night was closed with a passionate and heartfelt keynote speech from former Eagles Head Coach Dick Vermeil.

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CONTRACTOR’S

CORNER NAME Michael K. Armento

TITLE Senior Vice President

COMPANY, CITY Torcon, Inc., Philadelphia, PA

AGE 64

YEARS IN FIELD 44

EDUCATION BS, Construction Management, Drexel University

BIRTHPLACE Camden, NJ

CITY OF RESIDENCE Philadelphia, PA

FAMILY Wife: Pamela; Three Sons: Richard, Michael, Anthony; Four Grandchildren: Tye, Koh, Naomi, Luca

FIRST JOB Laborer for a Concrete Contractor

RANDOM FACT ABOUT YOURSELF I am a big fan of NASCAR.

WHAT IS YOUR BUSINESS MOTTO? Always live up to your promises.

WHEN DID YOU FIRST BECOME INTERESTED IN YOUR CAREER PATH? I sparked an interest in the construction industry at a young age when I started learning about heavy equipment. This led me to become an operator, which broadened my knowledge of the industry and put me on the path for a lifelong career in construction.

12 CONSTRUCTION TODAY

“ I never ask employees to compromise because I want them to be proud of their work and the way we conduct business.

”

WHAT IS THE MOST REWARDING PART OF YOUR JOB? I like making a difference and I like a challenge. It is rewarding to manage major construction projects and make our clients happy.

WHAT IS YOUR BIGGEST DAILY CHALLENGE? In an ever-changing industry, it is challenging to get an entire team to have a unified approach to every project and goal. That is why it is so important to develop strong leaders that are able to keep everyone focused and on the same page.

HOW DO YOU INSPIRE YOUR EMPLOYEES? I try to inspire employees by giving them positive reinforcement, constructive criticism and meaningful advice. I never ask employees to compromise because I want them to be proud of their work and the way we conduct business.

HOW DO YOU KEEP YOUR COMPETITIVE EDGE IN TODAY’S MARKET? We’re successful in attracting and retaining quality team members who work hard to make our clients happy, which is essential to being competitive. Plus, our strong company culture adds to our growth by encouraging innovation.

WHAT GOAL ARE YOU CURRENTLY STRIVING TO ACHIEVE?

WHAT’S THE MOST IMPORTANT LESSON YOU’VE LEARNED IN LIFE? If I could share two lessons with my grandchildren, I would tell them to treasure every moment in life and appreciate your family and friends.

WHAT IS YOUR BIGGEST REGRET (PROFESSIONAL OR PERSONAL)?

Many of my proudest memories surround the six years I served in the National Guard.

Looking back, I wish I had dedicated more time to the military like my father did.

WHAT WORD OR PHRASE BEST DESCRIBES YOU? Focused and sincere.

WHAT WOULD BE YOUR FIRST CHOICE FOR A NEW CAREER? If I had to change careers, I’d be in the Secret Service.

FAVORITE WAY TO SPEND YOUR FREE TIME? I enjoy spending my free time with family and friends or on the golf course.

FAVORITE VACATION SPOT? Caribbean Islands.

FAVORITE SPORTS TEAM? I grew up as a fan of the Green Bay Packers.

Our goal is to be top-of-mind when people think about leading construction managers so we can continue to contribute to the growth of the Greater Philadelphia area.

BOOK THAT HAS INSPIRED YOU MOST?

WHAT PROJECTS ARE YOU CURRENTLY WORKING ON?

FAVORITE MOVIE OR TV SHOW?

Torcon is honored to be working on quite a few projects at the moment, including Villanova University, GlaxoSmithKline, University of Pennsylvania, Magee Hospital, Cooper University Hospital, Uncommon Schools and Kipp Whittier School.

A Bronx Tale.

DO YOU HAVE A LIFE MOTTO? IF SO, WHAT IS IT?

The Greatest Generation by Tom Brokaw.

FAVORITE RESTAURANT? The Saloon, Philadelphia.

WHAT KIND OF CAR DO YOU DRIVE? Cadillac Escalade.

Be surprised by nothing.

ISSUE 1 | 2017 13

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WE

ARE

2016 HIGHLIGHTS

Construction sites across the region weren’t the only places bustling with activity in 2016. The involvement of members in GBCA — demonstrated through our active and expanded committees, soldout attendance at several events, and support of charitable endeavors and community service projects — spoke volumes about what we can accomplish when we work together. Those achievements are highlighted here and in the two pages that follow, and they are only the beginning of what’s yet to come.

Our standard of building excellence is making a lasting mark on the landscape of Greater Philadelphia and beyond — and so are we.

Advocating for Members In 2016, GBCA upheld its duty of serving as a prominent voice for our members during critical city, state, and national legislative and regulatory issues. In Philadelphia alone, we successfully extended the demolition permit expiration period, removed harmful language from a city prompt pay bill that would have required payment within three days on public projects, and initiated conversation with the Streets Department to reduce the proposed permit fee increases for sidewalk closures, among other actions. We also lobbied for key issues in Harrisburg, as well as for Multiemployer Pension Reform in Washington, DC. Stewarding Safety GBCA provides ongoing opportunities for members to stay informed on OSHA and other safety regulations and best practices. In 2016, more than 200 members completed the OSHA 10-Hour Safety Training Course in Construction, which meets the requirements of the City of Philadelphia’s demolition and construction ordinances.

GBCA leaders and members of the GBCA Safety Committee met at City Council for the official proclamation of Construction Safety Week from May 2-6, 2016 in Philadelphia. The GBCA Safety Committee endorsed this measure to coincide with the second annual U.S. Indus-

try Safety Week and OSHA’s National Fall Protection Stand-down.

Advancing the Industry through Education GBCA more than doubled its offering of educational events in 2016, and attendance quadrupled this past year. With a focus on adapting programs to the changing needs of the industry, GBCA introduced two new 10-week training courses: blueprint reading in the spring and estimating in the fall. GBCA also joined forces with related organizations to expand its educational offerings.

Sharing our Message with the Masses Our “Excellence is Building” campaign positioned GBCA and its members as synonymous with the highest quality of construction and generated awareness for GBCA members as trusted, reliable partners of choice for building projects. With the rapid growth of construction projects in and around Philadelphia, GBCA seized the opportunity to educate the community about construction projects and the Association. In total, GBCA advertising was viewed by more than 38 million in 2016.

Building the Future The Construction Leadership Council (CLC) grew its membership by 25 percent during 2016, and this year saw members even more engaged and eagerly participating in events. The CLC welcomed more than 230 total attendees at events throughout the year. As community service is core to CLC’s mission, the group collaborated with several regional non-profit organizations, including Habitat for Humanity Philadelphia, Northern Children’s Services, and Philabundance on service projects and donations.

To read more, download a free copy of GBCA’s 2016 Annual Report at www.gbca.com/resources/publications.

ISSUE 1 | 2017 15

GBCA 2016 HIGHLIGHTS 16 CONSTRUCTION TODAY

376% 252 INCREASE IN PHILADELPHIA BUILDING ACTIVITY SINCE 2006

TOTAL MEMBERS OF GBCA

$44,985

RAISED FOR THE GBCA POLITICAL ACTION COMMITTEE IN 2015 -2016

244

PROS INCREASED THEIR CONSTRUCTION KNOWLEDGE THROUGH GBCA TRAINING COURSES

381 ATTENDEES AT THE 2016 GBCA ANNUAL MEETING

31

SAFETY SITE VISITS

BY GBCA

285 46

MEALS ENJOYED AT THE GBCA MEMBERSHIP DINNERS

TROPHIES DISTRIBUTED AT THE 2016 CONSTRUCTION EXCELLENCE AWARDS

38,760,000 PEOPLE SAW GBCA ADVERTISING

87,771

TOTAL WEBSITE PAGEVIEWS OF GBCA.COM

55,276

READERS OF THE WEEKLY “GBCA NEWS AT A GLANCE” E-NEWSLETTER

21,350

POUNDS OF FOOD DONATED BY THE CONSTRUCTION LEADERSHIP COUNCIL FOR THE CAMP OUT FOR HUNGER

186%

INCREASE IN SPONSORSHIPS FOR GBCA PROGRAMS AND EVENTS FROM 2015

125

HARD HATS WORN DURING THE CONSTRUCTION LEADERSHIP COUNCIL’S HARD HAT TOURS

$27,434

REIMBURSED TO STUDENTS THROUGH THE GBCA TUITION REIMBURSEMENT PROGRAM

1

PROCLAMATION MADE

BY CITY COUNCIL FOR THE OFFICIAL PHILADELPHIA SAFETY WEEK ISSUE 1 | 2017 17

MEET GBCA CHAIRMAN

JAMES J. DOLENTE SR.

by Lauren Tosti, Director, Marketing & Communications, GBCA

While Dolente wears many hats — family man, business owner, philanthropist, and now GBCA Chairman — he still finds time to squeeze in a few rounds of golf with his wife, Barbara.

With a new year comes new beginnings. On January 23, GBCA welcomed James J. “Jim” Dolente, Sr. as the new Chairman of the Board during the 127th Annual Meeting at the Union League of Philadelphia. Dolente, who will remain in the position through 2017 and 2018, promised to build upon the successes of past chairmen and continue making GBCA an essential component of members’ business.

“For the past four years, I have been a member of GBCA’s executive committee, and I’ve witnessed what it takes to be a great leader,” says Dolente. “Past Chairmen Emily Bittenbender and Mack Stulb are great leaders. I am eager to follow in their footsteps with the aid of GBCA’s talented and committed staff.”

18 CONSTRUCTION TODAY

Dolente himself is no stranger to the principles of good leadership.

A former student of the University of Delaware who also earned an MBA from Saint Joseph’s University, he founded Madison Concrete Construction in 1969 and is currently the company’s chairman of the board. In 2008, Dolente was honored by the Construction Financial Management Association as a Specialty Contractor Executive of the Year. Just last year, SmartCEO magazine named Madison Concrete a 2016 Innovator of the Year.

Because he enjoys giving back to the community, Dolente is also a longtime supporter of several industry associations and charitable organizations. He has served as former president of the Concrete

Contractors Association, board member of the American Society of Concrete Contractors, chairman of the Burn Foundation, board member of White Horse (Retirement) Village, and most recently as a board member of Cornerstone Christian Academy.

2017-18 goals As GBCA Chairman, Dolente will draw upon his more than 40 years of experience in the concrete construction industry to help GBCA members improve their business and build relationships within the industry as well as with labor and government. He plans to form a labor-management committee to build and keep communication lines open with labor and negotiate contracts with the basic trades.

Additionally, he is passionate about jobsite and employee safety and plans to adopt a drug and alcohol policy.

“I look forward to working with the GBCA Board of Directors and committees as we cultivate programs that support and advocate for commercial construction professionals in our region,” Dolente says.

“Together, we will continue to empower our member contractors and elevate the construction industry in our great city.”

GBCA continually evolves as an industry leader in education, advocacy, safety, and networking opportunities. As stated in the 2016 annual report, the vibrant activity within our association seems to mimic the flurry of building activity happening within our city and region. Please join us in wishing Jim Dolente Sr. well as he helps fortify old programs and establish new initiatives that continue the advancement of the commercial, industrial and institutional construction industry. n

Jim Dolente Sr. with his two sons, Stephen and Jim Jr.

SAVE THE DATE

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ISSUE 1 | 2017 19

LEADERSHIP

20 CONSTRUCTION TODAY

RISING VIEWPOINTS FROM THE NEW CLASS IN CONSTRUCTION

by Lauren Tosti, Director, Marketing & Communications, GBCA Christina Pasquariello has fond childhood memories of visiting her dad, Patrick S. Pasquariello III, at work. Back then, the offices of P. Agnes were filled with paper blueprints scattered on desks, and estimators would be preparing takeoffs by hand.

Today, digital screens and software programs have streamlined the processes for most tasks, and Christina, now in her 20s, has stepped into an assistant project manager role in her family’s fourthgeneration business.

“It has definitely influenced my perspective on leadership,” Christina says of growing up in a family-operated, multigenerational company.

And while technology has rapidly evolved, she says the principles laid out by her great uncle, including commitment to customer satisfaction and high-quality services, have set a firm foundation for how the business was and continues to run.

Christina’s experience is not unlike many other up-and-comers in the industry, who have been exposed to the world of construction from a young age. Having learned the ropes from their fathers, grandfathers, and relatives, Christina and others are now diving into the workforce and preparing to take charge — or already taking businesses by the reins.

“I have been able to see my whole life what it takes to run a business: the commitments, the challenges, and also the benefits,” says Sean Healy, vice president of operations at Healy Long & Jevin, a concrete construction company that can trace its contracting roots

as far back as 1891. “I take great pride in what past generations have built and how they have personally served their customers.”

As the regional building boom takes off, now it’s up to the new generation to set the tone for the future.

“I think the next generation of construction leaders is going to have to prove themselves,” says Mary Kate Radomski, assistant project manager, Frank V. Radomski & Sons, who has been working in the industry for roughly five years. “There’s this stigma toward millennials, but we have to show the generation ahead of us that we can do it, and we can be great leaders in the construction industry.”

If you ask David J. O’Brien, president of BrightLine Construction, Inc., who started the structural concrete company in 2004, proving your leadership boils down to one essential trait: confidence. “Being strong leader in this industry requires it,” he says. “[That means] confidence in yourself, in your company, in your employees, and in the fact that you are doing the right thing for your customers, as well as for yourself.”

When technology takes over Armed with confidence to become strong leaders, how will this generation define themselves? What will be their lasting mark? It is little surprise that young and seasoned professionals alike believe technology will continue to evolve the ways in which they work, and that it will play a role in shaping the industry in the years to come.

ISSUE 1 | 2017 21

“You’re looking at a group of young people who grew up with the internet and technology, and certainly know how to use it to their advantage,” says Radomski. “Ultimately, I think technology will lead to more innovation and creativity in the industry as well, since young people are so comfortable with expressing ideas through technology.”

The fact that technology helps people work more efficiently on a day-to-day basis is not unique to the construction industry. But the areas of robotics and drone technology in particular have influenced construction operations tremendously, and there’s no stopping where they will take the industry.

“Drones can get into places where humans may not have access.

They also are able to get different views of a job site to monitor and promote safety practices,” says Joseph Pace, crane rental specialist with Amquip Crane Rentals. “The future of technology in the construction industry doesn’t seem to have limitations at this point, and I think we have only touched the tip of the iceberg.”

Perhaps the key to the success of this generation will be innovating with technology, expediting its advancement, and unlocking all the potential it holds. “As the robotics industry continues to make durable progress with construction technologies, we will begin to see labor roles evolve to take the saying ‘work smarter, not harder’ to new levels,” says Maura Hesdon, general manager, Shoemaker Construction Co., a veteran with 18 years of experience in the industry.

Walking the walk That’s not to say that hard work isn’t a hallmark of this workforce — and this generation has an obligation to ensure that by working smarter, they don’t lose sight of the building blocks of successful contractors.

“With the energy of such a booming time in the Philadelphia construction market, it is easy for young professionals to look past basics such as safety,” says Hesdon. “Safety needs to remain a cornerstone of what we do. One of the most important foundations of safety is recognition — an understanding of what dangers could happen so that they don’t occur. We need to continue to reinforce potential hazards with young professionals so forethought becomes second nature.”

“The number-one goal on every jobsite is for every contractor to go home at the end of each day,” adds Pace. “It doesn’t matter what your role is on a job site, you have to take responsibilities and figure out how to improve safety habits.”

Anthony Armento, preconstruction manager at Torcon, Inc., says a philosophy borrowed from his uncle, a football coach, is one he recommends our industry should lead by: “It’s not what you teach; it’s what you emphasize.” He explains, “We, meaning everyone in our industry, need to continue to emphasize the importance of safety as much as we do schedule and cost. I believe Philadelphia and South Jersey are very safety-conscious construction communities, so us young construction professionals just need to make sure we follow suit and maintain safety as a top priority.”

Reggie Asare, environmental, health and safety manager for Skanska USA Building Inc., says it’s “not just talking the talk, but walking the walk — to do as I preach, to show that I am engaged in the program like them. Positive reinforcement, building relationships, and working together drives people to work with you, instead of seeing you as ‘the safety police.’”

Strengthening the industry, together Along with leading by example, communicating effectively will also remain critical to ensuring this generation doesn’t let technology take away from building interpersonal relationships. It’s a potential 22 CONSTRUCTION TODAY

“ Continuing the education of

our young leaders, and of all construction professionals, will only improve our industry.

Our mark will be clearly visible through technology education programs, safety programs, and implementation.

”

weak link in the multigenerational workforce, and young professionals are well aware of it.

“Although technology has had an overall positive impact on our industry, I think it has hindered the relationship-building component, which is so important,” Armento says. “All information is distributed electronically, which has minimized face-to-face interaction in so many ways. That said, the challenge for our generation, with email being the communication method of choice, is to build relationships.”

That’s where networking opportunities, like those available through GBCA, come into play. Matthew J. Freeh, project manager at Frank V. Radomski & Sons, Inc., is the new chair of GBCA’s Construction Leadership Council (CLC), the arm of the Association established to cultivate the next generation of construction leaders. His goal for the coming year is to expand upon the group’s existing networking and education programs and to initiate new programs that focus on new construction technologies and communication skills for younger leaders.

“This business is built on relationships. Personal communication skills are a key aspect of having a successful career in this industry, and we need to reinforce that with our young leaders,” he says.

“The GBCA CLC attempts to develop the whole leader — meaning, not only do they provide professional development opportunities, they create networking environments to nurture business development and interpersonal relationship skills, all while acknowledging the importance of philanthropy as a core value,” says Hesdon, outgoing chair of the GBCA CLC and member of the national Associated General Contractors CLC steering committee since 2015. “One of the best benefits of being involved at the national level is the access to construction firm owners and leaders throughout the country along with a formal mentorship program with a comparable but non-competing seasoned leader. Over the past several years, GBCA’s CLC has grown significantly in size and impact, and could now be considered one of the stronger chapters in the country.”

“Continuing the education of our young leaders, and of all construction professionals, will only improve our industry. Our mark will be clearly visible through technology education programs, safety programs, and implementation,” says Freeh.

Coming together can only reap dividends, within the workforce and across generations.

“My approach is working as a team,” echoes Healy, whose mantra is “Together Everyone Accomplishes More.” “Construction is the work of many hands, and not one person can do it alone.” n

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Don’t miss our latest news @ACEMentorEPA

Save the Date - May 17, 2017

16th Annual Scholarship Breakfast & Awards Program Networking, breakfast, and fundraising to support the ACE Mentor Program Eastern PA Affiliate.

Contact Tiffany Millner, AIA, NOMA | ACE Eastern PA Affiliate Director easternpa@acementor.org | 215.820.8929

“I am thankful for the ACE program, for staying with me throughout my life journey over the past 10 years.”

David Kane, Construction Manager ACE Alumni + Mentor 24 CONSTRUCTION TODAY

by Ivan Watson, CEO, The Watson Organization

Ivan with his twin brother, Jonathan

TURNING MY DREAMS INTO REALITY: MY JOURNEY OF CAREER GROWTH

It took a $300 credit card and a dream to create The Watson Organization.

At the age of 33, I currently serve as the Chief Executive Officer (CEO) of The Watson Organization. The Watson Organization serves as a minority-owned business based out of Philadelphia. The company was officially chartered in 2008, but the inspiration for The Watson Organization began as a child.

Independence and entrepreneurialism surrounded me while growing up. My parents were both involved with real estate during my childhood and their strong drive encouraged me to envision my future career. The inspiration for The Watson Organization developed as I shadowed my father, a local self-employed painter, who showcased entrepreneurial traits throughout his journey.

My mother always said, “Time waits for no man,” and my father always said, “Son, look at a dollar bill — it says, ‘In God we trust.’”

During the building stages of The Watson Organization I was self-taught. I disregarded my lack of skilled training and remained confident in my dream of attempting to change lives of minorities daily. Throughout my journey I endured discrimination and developed tough skin as my work ethic improved and business escalated. I learned that being an African-American would cause me to experience obstacles with conservative businessmen who viewed me differently.

ISSUE 1 | 2017 25

In my journey, I would come across business leaders who weren’t accepting, and would attempt to put a gridlock on my advancement. In fact, I overcame many barriers and obstacles over the years.

Seth Shapiro. Shapiro is a man of integrity, honor and love. He is my mentor and has taught me so much through my journey, I believe I owe a great deal of my success to his guidance.

I worked endlessly day and night to educate myself, make connections in my desired field and to build my dream.

In my experience, the key to success was building my credit, qualifying myself with certifications and finding Seth Shapiro. I also want to give a special thanks to union business manager, Joseph Ashdale.

After obtaining my DBE/MBE (Disadvantage and Minority Business Enterprise) and Business Strategy certification from Cornell University, I believed the sky was the limit.

I define my goal for building my business as an opportunity for minorities to enhance their skills, advance their knowledge, and gain a mentor.

I have learned that you must work for what you want, because it doesn’t come easy. I am fortunate to have one of the best people, other than my parents, come into my life —

As my business grows, the memories of my beloved sister Gail Watson still remain. I lost my sister over the past year and miss her dearly. Our bond was more than just “sibling love,” we formed a friendship that holds a permanent place in my mind and heart. I use the passing of Gail as motivation, spiritually and mentally.

and Minneapolis, I chose to reside in my hometown, Philadelphia, filled with fruitful memories.

My purpose is to work hard with my brother, Jonathan Watson, to build a solid corporation that will stand strong in the city of Philadelphia as a vessel for the disadvantaged.

From working with Turner Construction in the Philadelphia Navy Yard project to collaborating with art institutes across the United States, I am steadily growing and conquering each battle entering my path. n

Even though I have traveled throughout the country to places such as California

Service sets us apart.

From full-service electrical contracting capabilities to client service that’s second to none, our commitment to delivering smart, cost-effective solutions for clients 24/7/365 has been setting us apart for 35 years.

We’re wired differently. Learn why many of the region’s most prestigious commercial, industrial, educational and health care organizations entrust MacDonald Electric with their most critical electrical needs.

Charles H. MacDonald Electric, Inc.

26 CONSTRUCTION TODAY

www.MacDonaldElec.com | 610.993.9866

MEET THE LUNGS OF YOUR

BUILDING

Your HVAC system works a lot like your own lungs - it has vents and ducts that keep circulation moving and keeps temperatures even. It all works well together, but if “the lungs” stop, the whole system can shut down.

We’re SMCA - Sheet Metal Contractors Association of Philadelphia and Vicinity. Our members are the most experienced sheet metal contractors in the Philadelphia area, and they adhere to the exacting standards of National SMACNA – the gold standard of excellence in the construction industry. SMCA member contractors employ only the most highly-skilled sheet metal workers. Those who have successfully completed the demanding curriculum of the International Training Institute.

SMCA members are involved in HVAC, architectural and specialty sheet metal, testing adjusting and balancing (TAB) systems, Fire Life safety testing and LEED and Green installs. SMCA and Local 19 are leading the effort to update older systems with newer, greener HVAC systems that use less energy, are more efficient and cost effective in order to provide “Clean air solutions” so everyone can breathe better.

SMCA members are your source for all sheet metal projects - give one of our members a call today!

Members of SMCA include: Accu-Flow Balancing Co., LLC Aer Dux, Inc Air Concepts, Inc. Air Systems, Inc. Baltronix, Incorporated Bonland Industries Campano Mechanical, LLC Cromedy Construction Corp.

Dynamic Balancing Co. Eastern Air Balance Corporation Edward J. DeSeta Co., Inc. Environmental Construction Services Ernest D. Menold, Inc. Fisher Balancing Company Hays Sheet Metal, Inc. Hunter Mechanical, Inc. Independent Balancing Co., Inc.

Keystone TAB Consulting, LLC Lor Mar Mechanical Services, Inc. Luthe Sheet Metal, Inc. Modern Controls National Balancing Co., Inc. Optimum Performance Balancing, LLC Precision Air Design, LLC Prime Sheet Metal, Inc. Restaurant Ventilation Design SSM Industries Tab Systems, Inc. Thermodesign Corp.

Thomas Company, Inc. Total Comfort Solutions W.F. Smith, Inc. Wm. J. Donovan Co.

To learn more about SMCA and Local 19 Visit www.smca.org or call 610-828-4055 ISSUE 1 | 2017 27

CONSTRUCTION

TECH TRENDS 2017: // 03 28 CONSTRUCTION TODAY

S

TRUE SOFTWARE FOR THE JOBSITE

When it comes to managing a major project, Matthew M. Emma, a superintendent from Hunter Roberts Construction Group, says that “currently there is no all-in-one solution.” Roberts believes that the most efficient way to manage a managing a major building construction project in New York is with a suite of products.

So what does true software for the jobsite look like?

by Lauren Lake, Co-Founder and CRO, Bridgit Did you know over 70% of construction companies spend only 1% or less of annual sales volume on information technology (IT)?

Construction professionals know how important jobsite software is for the success of their projects, but the numbers just don’t add up.

There still isn’t enough investment being made in adequate resources.

Such a low spend on technology may come as a surprise, but it starts to make a lot more sense when we look at what construction software is on the market, and how long it’s been around for.

Decades ago, much of the legacy software that was first used by construction companies was originally designed to address the administrative and financial needs of the office. As companies evolved and became more streamlined, however, the same could not be said about the software supporting them.

The companies that did recognize the growing needs of their business adapted the on-premises solutions to be hosted in the cloud.

This type of hybrid software has the flexibility to either be hosted on cloud services, the organization’s server, or a combination of both.

Fast forwarding to the last couple of years, we’ve begun to see emerging software companies start with one objective in mind from day one: to build solutions tailored for the field.

Despite the software you currently have or may be evaluating, it’s important to recognize the difference between a solution that was originally built for the office versus software that was specifically built for the site.

By looking back at the evolution of construction technology from on-premises, to hybrid, to what we’re now experiencing as the construction SaaS explosion, we can map out how solutions have progressed to meet the needs of a modern-day jobsite.

When software was only on-premises, there were large players that dominated a specific area of the construction software market.

The available software options were, more often than not, all-encompassing legacy software solutions. At the time, there was no such thing as users “choosing their software stack”. Today, this type of model is gaining traction and it’s easy to see why. By opting for more user-friendly point solutions that have mastered how to do one thing really well, and can support the gaps in existing full-service systems — you’re thinking ahead and better positioning your business for the future.

Learn how to make smarter decisions for your construction business and arm yourself with knowledge. Download the latest eBook, Construction Tech Trends: True Software for the Jobsite, at http:// learn.gobridgit.com/tech-trends-2017.

In this eBook, you will learn about: n

the history and growth of different types of software models

n

the difference between construction software built for the office vs. the jobsite

n

the next big trend to shape the construction industry

This eBook is a valuable read for anyone who wants to stay ahead of the curve, and learn more about how to select the right type of software model for success. n

ISSUE 1 | 2017 29

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30 CONSTRUCTION TODAY

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ISSUE 1 | 2017 31

PENNSYLVANIA MECHANICS LIEN LAW WHAT THE CHANGES MEAN FOR YOUR COMPANY

The purpose of Act 142 is to... allow higher tiers to determine who is in the universe of potential lien claimants so they can track payments down the payment chain and avoid “surprise” liens from claimants they had no knowledge of.

by Stanley B. Edelstein, Esq., Fineman Krekstein & Harris, P.C. In October, 2014 Governor Corbett signed Act 142, which provides for an internet registry to help Owners and higher-tier Contractors identify potential lien claimants. Because of uncertainty about implementation, the Act provided that the registry would not go into operation until the end of 2016, and provided for a later start date if necessary. The thought was that any perceived problems in the Act would be addressed in the 2015-16 General Assembly in time for the targeted implementation date. By this past Summer, one of the most-asked questions by those who work with mechanic’s liens was whether the registry would actually happen by the projected start date of December 31, 2016. The answer is that it did.

The registry is called the State Construction Notices Directory, which will generally be known as the SCND. It is under the direction of the Department of General Services, but was designed and is being maintained by an outside provider, Pennsylvania Interactive.

The web address for the Directory is: www.scnd.pa.gov.

In addition, DGS has established a “practice” version of the directory for training purposes. The address of that site is: https://stageapps. pa.egov.com/dgs.scnd.web/.

32 CONSTRUCTION TODAY

Purpose The purpose of Act 142 is to provide a mechanism to allow higher tiers to determine who is in the universe of potential lien claimants so they can track payments down the payment chain and avoid “surprise” liens from claimants they had no knowledge of.

Scope The requirements of the Act apply only to “searchable projects”, which are defined as projects with a Contract Sum of $1.5 million or more.

The amount is determined as to the entire Project, and not based on subcontract value. The Act is silent as to multiple prime contracts.

The State Construction Notices Directory The DGS implemented the Act with the establishment of the SCND website. The website allows Owners of “searchable projects” to register a project. If a searchable project is registered, then any subcontractor, supplier, sub-subcontractor or supplier to a subcontractor must identify itself on the SCND within 45 days of first performing work on the project location or furnishing materials; if it fails to do so, it will — except in unusual circumstances — not be able to proceed with an enforceable lien.

Interface for the SCND

Subcontractors and Suppliers, and Third Tiers

The SCND interface is relatively user-friendly, and set up to guide users through the required steps on a step-by-step basis.

If a project is registered — meaning if an Owner or its agent files a Notice of Commencement — a Subcontractor must file a Notice of Furnishing within 45 days of first furnishing work or materials or equipment to the jobsite. Failure to do so will generally result in the loss of the right to lien. So filing a Notice of Furnishing is one of two critical steps that should concern subcontractors.

Owners and Contractors Participation with the Directory is optional for Owners. But if an Owner wishes to avail itself of the protection the Act offers — identification of potential lien claimants — the Owner must register the Project by filing a Notice of Commencement. “Filing” is actually a misnomer: a better description is that the Owner will have to complete the information required by the boxes in a series of pulldown windows on the Directory site, providing information identifying the project, record owner, Tax Parcel ID No. and other information that can help a claimant in filing a lien. The Notice of Commencement must be filed before commencement of work.

There is a $72.00 fee for filing a Notice of Commencement. No other charges are required to use the Directory, or to file anything other than a Notice of Commencement.

Contractors are included in this paragraph because the Act provides that the Owner may have the Notice of Commencement filed by its agent, including its contractor. There are other responsibilities for Contractors, including notice to lower-tiers and posting; there are also “anti-interference” provisions prohibiting Contractors from causing lower tiers to not register on the Directory.

Another critical step comes earlier: determining whether a Notice of Furnishing is required. Such notices are only required if the Owner has identified the project on the Directory. Now that the Directory is up and running, Subcontractors will have to get into the habit immediately of searching the SCND whenever it starts a job to determine whether the project is listed; if it is, the sub will have to give the required Notice of Furnishing within 45 days of starting work or first delivering material.

NOTE: For Subcontractors, filing the Notice of Furnishing is an additional step. Doing so does not eliminate the requirement that a Subcontractor furnish Formal Notice under 49 Pa. C. S. §1501. This summary is solely to alert readers to the implementation of Act 142 and the Pennsylvania State Construction Notices Directory.

This summary is incomplete, and should not be relied upon as legal advice for any specific situation. For actually using the Directory, or for any specific situation, consultation with counsel is strongly advised.

Stan Edelstein chairs the Construction Law Services Group at Fineman Krekstein & Harris, P.C. in Philadelphia. His email is sedelstein@finemanlawfirm.com. n

TODAY’S LABORER APPRENTICE Your Skilled Workforce Tomorrow...

To learn how our Apprentices can help your company contact James Harper, Jr. at 610.524.0404, e-mail jharper.e&t@ldc-phila-vic.org LABORERS’ DISTRICT COUNCIL Education and Training/ Apprenticeship School 500 Lancaster Pike, Exton, PA 19341

ISSUE 1 | 2017 33

THE DEADLY

34 CONSTRUCTION TODAY

D

’S

by Harry C. Rosenberg, Chairman, Rosenberg & Parker The original Deadly D’s article was published in the Construction Today magazine in the Spring of 1999 and was updated in 2008.

The DD’s are as true today as they were when the articles were first written, and probably, will be true forever. Since 1999, I have observed additional D’s and, as a result, I have updated the original article.

Any contractor who has ever obtained a bond is aware of the extensive and ongoing analysis that the surety performs when underwriting an account. Unfortunately, it is the unforeseen and unanticipated events that frequently lead to the downfall of a company. These unexpected events include Diversification, Direction, Diversion, Distance, Delegation, Dishonesty, Distribution, Discounts, Debt, Divorce, Disease, and Death.

These are the deadly D’s.

Diversification Throughout history, captains of industry have differed on whether diversification or consolidation is the most successful approach to business. Companies that diversify will explain that their philosophy allows them to prosper even if one sector is not currently thriving. This is the “not putting all the eggs in one basket” theory. Companies that consolidate will state that they prefer to do what they do best. In other words, they focus on their niche.

Direction Contractors frequently specialize in working for public authorities which require hard bids and lump sum contracts or for private owners who allow the contractor to negotiate a contract and offer the owner a GMP when the job is a certain percentage completed.

Each type of contract requires specific experience and expertise. When contractors deviate, they may encounter difficulties due to their unfamiliarity with the territory.

Diversion Over a period of time, or even suddenly, the key person in the organization can acquire a new passion that consumes their attention. These diversions can include athletics, racecars, fishing, gardening, a new friend, politics, travel, and many others.

Distance

Debt

The argument can be made that when a company is successful in a specific geographic area, it should be able to duplicate that success elsewhere. This can create an unhealthy drain on the resources of the primary business location. In addition, a long and tiring commute, unfamiliar labor, subs, and suppliers, as well as unknown trade practices, laws, and regulations all create hurdles to a successful transplantation of the success formula.

There are many types of debt that can create problems for a company. However, the personal debt of the business owner is something that will not be seen on a corporate financial statement. The money necessary to fund personal debt invariably must come from the company and can slowly devour its financial strength.

Delegation To lesson the burden on the primary decision makers or because of complete trust and confidence in the ability of an employee, an owner may delegate authority. In the event the newly charged person lacks the competency to handle the job, the company may quickly suffer adverse consequences.

Dishonesty The act of deception by definition requires the wrongful gaining of trust. Everybody wants to believe that they can trust their employees. This is especially true of the employee who has performed his job dutifully for many years. However, there is a saying that “no one was ever deceived by someone they didn’t trust.” Most employee theft is in fact perpetrated by long term, “trusted” employees.

Distribution In order to increase capital to allow a company to grow, stock may be sold. As a result, the Founder, who has always managed the company his way, now has to answer to the new stockholders who may have a completely different mindset. The new culture may change the previous path which had made the company so successful.

Discounts It is a good practice to discount bills to save money when making purchases except when one must borrow from the bank and risk the possibility of exhausting the company’s bank line of credit.

Divorce While certainly the emotional trauma of such an event can be detrimental to the stability of a company, the financial ramifications are potentially catastrophic. A business owner may be forced to buy back, at a premium, the stock of the company. In addition, alimony and child support payments may create a serious cash flow crisis to the business owner.

Disease A long-term illness can have a huge impact on a company both in terms of the distraction and cost particularly if there is insufficient medical insurance.

Death Most construction companies are closely held companies with one person who has the entrepreneurial spirit that drives the company. When death strikes unexpectedly, the effect on a company can be devastating.

Without a detailed and properly funded plan and a captain to steer the corporate ship, it will sink. Naturally, the grief of unexpected loss can make sound decisions difficult.

The Deadly D’s are causes that most bond underwriters, loan officers, or other creditors will never be able to anticipate with any certainty.

Harry C. Rosenberg has been serving the surety bond requirements of a long list of distinguished clients for more than 50 years, including Fortune 500 companies, ENR listed construction managers, contractors of all types and sizes, companies requiring a variety of miscellaneous bonds, law firms, and corporations transacting business in the international market. He has lectured extensively, educating contractors, insurance agents, bankers, accountants, lawyers, various trade associations, and insurance company personnel. n

ISSUE 1 | 2017 35

DIVINE INTERVENTION: A RENOVATION OF BIBLICAL PROPORTIONS

by Erik Highland, Marketing Director, Superior Scaffold Services, Inc. This gorgeous abandoned building from the Gilded Age is coming back to life. And what a life it’s had. This is all part of the economic revitalization of the North Broad Street corridor. Built in 1892, the Divine Lorraine is going back to its original function — apartments.

It once housed some of Philadelphia’s wealthiest residents.

Our Scaffold is providing restoration crews complete access to the exterior for renovations, repointing, surface cleaning, parapet and soffit work, brick replacement, balcony repair and window painting and replacement. This entire façade should look incredible once crews are finished. Check out the decorative gargoyles and balconies!

There certainly is a rich history with this building. I would love to do an entire article devoted strictly to the Lorraine and how it ran as a hotel from 1900 to the Great Depression. Then in 1948 it became Philadelphia’s first racially-integrated hotel under legendary cult leader Father Divine, founder of the controversial International Peace Mission, who declared himself God Almighty here on earth (oh my), or how after Divine’s death in 1965, his worshipers continued to run the property until it closed in 1999. But we are a scaffold company so we will stick to the part we played in this revitalization — Scaffolding!

And there was a ton of it!

What you can’t see is the shoring underneath the sidewalk on three sides. These post shores and aluminum beams are from under the East wing. They support the weight of our scaffold, crews and equipment that sit above.

Superior Scaffold was brought in by the general contractor as part of the $44 million redevelopment to provide the scaffolding and shoring support to give crews complete access to the exterior of this 10-story structure. The plan is to create over 100 luxury apartments and 20,000 square feet of retail and restaurant space.

Developers have been working with a historical consultant to ensure that all of the architectural details are restored to their original grandeur. It’s awesome that they are keeping as much of this original as possible.

Let’s talk about our work in the courtyard. It’s roughly 90’ long by 80’ high. But the cool thing is that we couldn’t rest our scaffold on what appears to be the second story roof area because it’s really a false skylight. So our guys had to bridge the gap with 21’ aluminum beams that rested on the window sills and then erect the scaffold on top of that! Those large aluminum beams had to come out of windows every third floor to support the weight of the scaffold.

This West wing sits on top of aluminum beams on top of the sidewalk/ canopy and it’s supported by post shores and hi-load shoring frames underneath where the subway runs along Broad St. This is a very cool job! We also have a stair tower to access two sides. Another one was added when we moved to the East side of the building.

There are several cool parts to this so we will have to break this down into areas.

Some of the other challenges included loading materials into the courtyard area (see the photo of the crew loading in by hand, bottom right) up and over the canopy, also building the scaffold and stepping back into the balconies in the courtyard.

Let’s start with the massive amount of scaffolding all over the building and then talk about shoring and then move into the courtyard.

Not only does it look awesome but it’s amazingly stable. It allowed renovation crews incredible access.

The West side went up first. Approximately 120 lineal feet of system scaffold. It was roughly 128’ high by 120’ long and runs the entire length of the building on Broad St. It has a work deck for crews every 6’6” and a Beta Max Maxial Track hoist to lift equipment. The scaffolding was completely covered in debris netting. The scope is essentially the same on each of the sides.

There is so much to this job it’s very hard to put it all into one article, but I wanted to give you an idea of just how complex it really was and show you some of the great architecture.

36 CONSTRUCTION TODAY

This has been one amazing project, and Superior Scaffold is proud to be a part of this divine renovation. The finished project should be heavenly. n

“ This has been one amazing project, and Superior Scaffold is proud to be a part of this divine renovation.

”

ISSUE 1 | 2017 37

AREA OF REFUGE SPACES AND RESCUE ASSISTANCE SYSTEMS

by Jason A. Lupa, P.E., Mid-Atlantic Business Development Engineer, SIEMENS Industry, Inc., Building Technologies Division The need to provide safe assistance to individuals who are unable to use the stairs during dangerous situations is vital for multi-story buildings, which is why construction regulations mandate certain life safety features. Some buildings provide dedicated spaces for occupants to wait for help, but all buildings with exits above or below ground level must provide a means for a disabled person to request evacuation assistance during an emergency.

These requirements are part of the federal Americans with Disabilities Act (ADA) regulations. They are also part of the International Building Code (IBC) enforced in Pennsylvania, New Jersey, and Maryland; and the Life Safety Code (NFPA 101) enforced in Delaware.

Area of Refuge An area of refuge is a dedicated space in a building where persons unable to use the stairways can wait for assistance from first responders, when elevators are no longer available. It is a staging place to keep people safe until they can be evacuated. These areas have special ventilation, signage, electrical, communication, and fire/ smoke rated construction requirements. Architects typically utilize stairwells if an area of refuge is required then add the constructions features and additional landing space. The IBC requires one wheelchair space (30” min. by 48” min.) for every 200 occupants.

38 CONSTRUCTION TODAY

Building codes require two-way communication for all areas of refuge locations. This not only allows people to request assistance, but gives first responders the opportunity to deliver instructions during the incident. These types of electronic systems are called rescue assistance systems.

Rescue Assistance System In order to provide the best possible help to individuals trapped on upper floors, it’s imperative to provide two-way communication. A rescue assistance system provides emergency voice communications

between civilians and emergency responders, similar to an intercom system. They are separate platforms from the fire alarm or security systems. The heart of this system is the control panel, which is usually wall-mounted on the ground floor near a main entrance or in the fire command center. This is the point where a firefighter would first enter to check the status of people still in the building.

It must include both audible and visible signals along with battery backup. Where the panel is not constantly attended, it must have timed automatic telephone dial-out capability to a monitoring location or 9-1-1 call center. Remote call stations are located on upper and lower floors which allow occupants to both request help and identify their location. Optional contacts may be provided to activate external devices such as a camera.

Each call station must be identified by a sign and have instructions for summoning assistance. Where exit sign illumination is required, the rescue signs must also be illuminated. Additionally, raised character and braille signage complying with ICC A117.1 must be located at each door. Specifications generally list non-illuminated signage is under Division 10 and illuminated signage is under Division 26. To ensure code compliance, the rescue assistance system and signage are usually supplied by the same vendor.

If the architect has designated an area of refuge, then a rescue assistance system must be installed in that space to satisfy the accessible means of egress requirements. But most new construction in our area does not incorporate dedicated area of refuge spaces.

They are not required when the building is equipped throughout with an automatic fire sprinkler system. Since most new multi-story buildings must be protected by fire sprinklers, the extra cost and space allocation to provide a dedicated staging space is not incorporated into projects.

Current digital TCP/ IP-based systems are designed to be flexible and scalable. The multiplexed architecture results in less need for conduit, wire and labor — which reduces total costs. These Ethernetbased systems typically have a maximum cable distance of 300’ between network switches. In the event of circuit malfunctions, the fully supervised network notifies the master console of the location of the failure, speeding repair and minimizing downtime.

Finally they can be integrated with the facility’s PBX system to satisfy off-site notification requirements.

An area of rescue system may be required to operate during harsh conditions, such as a fire event. Building codes address this issue by requiring certain survivability levels for the circuits. In Pennsylvania, there are no minimum cabling requirements, but in New Jersey and Delaware, the newer code versions require compliance with NFPA 72’s pathway survivability of Level 2 or 3 per section 24.3.6.7.

This means the circuits between the head-end panel and the call stations must use 2-hour cable and/or 2-hour fire-rated enclosures.

When occupants cannot safely evacuate a building, providing direct communication with rescuers is mandated by multiple state codes and federal laws. A two-way rescue assistance communication system is required in new construction and significant remodels with elevators, regardless if they have a sprinkler system. Being a leader in building technology and system integration, Siemens can partner with you to design and install cost-effective turnkey systems that meet the letter of the law. n

When an area of refuge is not provided in a building, a rescue assistance system is still required since occupants can be trapped on upper floors during fires, power outages, weather emergencies, etc. NFPA 101, the IBC and Title III of ADA require these call stations to be installed in elevator lobbies with identification and direction signs. In Pennsylvania, a two-way call station must be provided at a elevator landing on each accessible floor that is above or below the ground level (REF IBC [2009] 1007.8). This means each level which requires stairs to exit the building must have at least one call station. In New Jersey and Delaware, a two-way communication system must be installed at the landing serving each elevator bank on each accessible floor above or below the level of exit discharge (IBC [2015] 1009.8 and NFPA 101 [2012] 7.2.12). So larger buildings with multiple elevator lobbies are required to have a call station in each lobby. Service and private residence elevators are exempt.

Another location rescue assistance systems are required is stair towers with locked doors. Stair doors are often locked on the stair side to prevent unauthorized entry into tenant spaces. The term “stairwell reentry” refers to the code requirements which allow a building occupant to leave a stairwell during a fire emergency, and find another exit. If stairwell doors do not allow for reentry and a stairwell becomes impassible, it can jeopardize the lives of those using the stairwell as a means of egress. The IBC in section 403.5.3.1 [2009 & 2015] requires a telephone or other two-way call station at not less than every fifth floor connected monitored by a constantly attended location.

Older analog rescue assistance systems utilize multiple wire homeruns between the call stations and the head-end panel.

ISSUE 1 | 2017 39

NEAR MISS

REPORTING THE BEST “NEXT STEP” IN REDUCING OR ELIMINATING ACCIDENTS AND INJURIES

40 CONSTRUCTION TODAY

by C.J. Beysselance, Regional Operations Manager, HazTek Safety Management Near Miss incidents are considered potential leading indicators of more significant concerns, many of which could result in serious injury or death, property damage, damage to the environment, or lost production. For many companies, the development and implementation of an effective Near Miss reporting process is the best next step in reducing or eliminating accidents and injuries — and the pain, suffering, and loss that they can generate.

Also known as a Near-Hit or Close-Call, a common definition of a Near Miss is, “An incident where no property was damaged and no personal injury was sustained but where, given a slight shift in time or position, damage and/or injury easily could have occurred” (OSHA). How each organization or project defines a Near Miss event can vary, but what is critical is that employees are trained to identify a Near Miss and understand how a reporting process will help them to reduce or eliminate injuries and accidents.

Some may argue that a Near Miss is not a “leading” indicator — after all, the accident has already happened — so how can this metric be referred to as leading?

Although many organizations have rigorous processes for reporting and investigating recordable injury incidents, effective Near Miss reporting and investigating processes are not as common. This is unfortunate, since non-injury accidents — which logically occur at a much higher rate than actual injury or damage incidents — offer a tremendous opportunity for organizational learning. Implementing a process for routinely reporting such incidents, and then acting on the information learned from them, is considered a safety management best practice.

in this way, the types of incidents their organization is experiencing — that have the greatest potential for loss — are not the same as those that have been the most significant in the past. For example, if your company has experienced several serious injuries resulting from working at heights, your safety program will likely have a very high focus of energy and efforts on that type of exposure. Therefore, that type of exposure will not likely represent the highest risk for future accidents in your company.

When establishing a Near Miss process, a target for the ratio of Near Miss events to Recordable injuries should be established to provide a baseline for trending. Actual targets may vary amongst companies or projects, depending on factors such as the existing safety culture, workforce size, industry type, etc.

Target ratios in the range of 10 to 30 Near Miss events per Recordable injury are typical in the construction and heavy industry business sectors. The expectation is to increase the ratio as workers become more knowledgeable and comfortable with the process.

For example, on one industrial construction project that implemented a Near Miss reporting process, the initial target was 10:1 (Near Miss to Recordables). Over several months, the ratio increased to 15:1 and eventually approached 20:1.

A noticeable change in the ratio should trigger leadership to evaluate the cause of the change and to take any necessary corrective actions. Ask such questions as, “Is the scope of work changing?” “Is the worker turnover rate changing?” “Are some groups/ teams reporting more than others?” “Are all supervisors being trained in the Near Miss reporting process and supporting it?”

Evaluating incidents

Severity potential

The instruction given to the workforce should essentially be, “If you experience a non-injury accident or see something that you think could potentially lead to an accident — report it.” It may seem counter-intuitive for leadership to embrace and encourage accident reporting, but that is the key to collecting the information necessary to make real improvements in safety performance.

Once a report is made, Near Miss incidents and investigation findings should be analyzed by management and safety professionals for trending and further action. Each event should be appropriately investigated to identify all of the contributing factors so that the lessons learned and corrective actions that were taken are communicated to the workforce and shared throughout the organization to prevent a similar occurrence in the future. Because actual severity classification is not possible, Near Miss incidents should be assigned a “potential” severity classification. In other words, if the event

Near Miss events are typically logged on a spreadsheet or database and analyzed to identify categories and trends across the entire dataset. Organizations often discover that when their safety metrics are expanded

had reached its maximum or worst probable potential, how significant would that outcome (loss) have been? Professional judgment is required to assign consistent and realistic potential severity ratings, so each event should be evaluated by experienced safety professionals. A simple one- to five-point rating scale is recommended — the higher the severity rating, the greater level of investigation and, typically, the more significant the corrective action(s).

A robust Near Miss reporting process can help determine where the next serious injury is likely to come from and what you should focus on next. Review your most frequent categories of Near Miss incidents, as well as those that have the highest potential outcome rating.

Impactful leadership Many companies with high-performing safety programs have embraced the concept that higher Near Miss to Recordable ratios are leading indicators of success. The keys to achieving such success are to encourage and ensure positive recognition for Near Miss reporting, provide feedback to workers on all issues reported, and to take programmatic improvement actions to ensure that similar incidents are prevented.

Senior leadership is responsible for creating an environment and culture where reporting of Near Miss incidents is a positive experience with a beneficial impact on the safety and health of the workforce. Workers will only participate and report these often-unnoticed events if they are confident that their supervisors and managers will show thanks and genuine appreciation. As more reports are made and workers witness the support and positive response from their leadership, the more value this process will generate for the overall accident prevention program.

To learn more about Near Miss reporting support, contact HazTek Safety Management at 609-714-1003 or visit www.haztekinc.com. n

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THE

FOCUS

4

HOW TO AVOID THE TOP FOUR CONSTRUCTIONRELATED HAZARDS

42 CONSTRUCTION TODAY

4

by Donald Ashton, Director, Safety Services, GBCA Construction sites can be a hazardous place, but they can become a safe work environment, if workers are made aware of what to look for and which preventative measures to take in potentially dangerous situations.

OSHA’s Focus Four Hazard campaign, which can also be referred to as the Fatal Four, focuses on the top four fatalities in the construction industry and ways to prevent dangerous or fatal working environments. With a well trained staff, these four hazards will be prevented and your worksites can go from hazardous to safe in several safety practices, which are mostly preventative. GBCA will be sending Toolbox Talks Tip Sheets each week in the News at a Glance e-newsletter, and will also post the tips on the GBCA blog, “Hard Hat Chat.”

Below is a brief overview of each of the Fatal Four hazards and some ways to avoid a potential hazard.

1. Falls Falls are one of the top causes of death in the construction industry.

There are several instances where falls can easily be prevented; many of these situations are easily preventable, but seven out of ten citations are related to falls in some way.

There are various ways to avoid citations, and more importantly, fatalities in the workplace. Ensure that all gear is inspected regularly such as ladders, scaffolds, guardrails, and fall protection gear. Not only is it important to have these items regularly inspected, but employees should also be instructed to avoid using any equipment that appears damaged or in poor condition.

If you are using ladders at your site, ensure your safety by using the right ladder for the job and avoid climbing the ladder with tools or other materials in your hands. When working on scaffolding, remember that it should be able to support its own weight and four times the intended load to safely and successfully complete a project. It is important to remember when a guardrail is needed and when fall protection gear is needed, which is whenever working ten or more feet above the ground.

2. Struck-by incidents Another one of the Focus Four Hazards include struck-by incidents.

This category includes workers getting struck-by falling objects, flying objects, swing/slipping objects, or objects on ground level. The struck-by hazard ranks number two for construction fatalities, but these can also be prevented. To avoid falling objects it is important for workers to remember that other workers, as well as materials, are moving overhead. Everyone, those elevated and those below, must remain aware of their surroundings. Furthermore, it is imperative to remember to store all objects properly while elevated to prevent them from falling.

Most flying objects that hit workers are caused by power tools, which can become airborne if they are not being handled properly. Inspect each tool before use to insure that all guards are in place on the

power tool. The best way to avoid swinging/slipping objects is to lift all loads evenly and well-secured. While the load is being lifted, never work or stand under it and be aware of the possibility of the load swinging. Know what is going on above you and below you to avoid potential injuries.

3. Electrocution The next Focus Four Hazard is electrocution. It takes very little electricity to cause serious harm or even death at a work site. A common household electrical current ranges from fifteen to thirty amps, and it takes less than one hundred milliamps to cause cardiac standstill.

The easiest way to prevent electrocution on a construction site is to inspect all equipment before use to ensure it is in the proper state for the safest use. From extension cords to power tools, it is best to inspect these objects before use to avoid accidents at all cost, especially if these items smoke, smell or feel warm or tingle when in use, they should be taken out of service.

It is always best to practice the old adage, “If it doesn’t seem right, it probably isn’t right” and when it comes to electrical objects, this stands true.

It is important to check surroundings to assure that you are using electrical objects in a dry space. Wet skin lowers skin resistance and can increase injury if electrocuted.

4. Caught-in hazards The Last Focus Four Hazard is the caught-in hazards. The caught-in hazards include anytime a worker is caught in or between objects such as cranes and heavy equipment, tools and machinery, and trenches and excavations.

To avoid getting caught-in cranes and heavy equipment it is best to avoid standing between a heavy object and an immovable object, and to avoid working within the swing radius of rotating equipment.

Always keep a safe distance from heavy equipment and cranes and always barricade an unsafe area. To avoid getting caught in tools and machinery, never disable guards on tools and keep hands and clothing away from moving parts. Lastly, to avoid getting caught in a cavein situation, ensure that all sides are protected to the trench. Never work inside of an excavation that is accumulating water.

The Fatal Four Hazard campaign was implemented to decrease workplace injury and fatality. All four of these can best be addressed by preventative measures, especially by becoming more aware of work surroundings.

A job well done includes a job completed safely, and we know that there is great potential in avoiding these four fatal hazards. Workers that are taught what to look for and what to avoid will be the anchor in achieving safer worksites with fewer injuries and fatalities.

The construction industry is continuing to raise the standard of excellence, especially in workplace safety. n

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Training

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Authorized MSAConfined Repair Center for Fall/ Protection Equipment,/ Space Fall Protection Atmospheric Monitors and Supplied Air Systems

Excavation First Aid, CPR, AED / HAZWOPER

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Safety Program Development and Support

Respiratory Medical Clearance and Fit Testing Drug and Alcohol Screening Blood Serum Analysis

Several Other Specialized Training Programs Training Consultation Services Available OSHAand Ten and Thirty Hour Courses

Confined Space / Fall Protection / Excavation First Aid, CPR, AED / HAZWOPER

Safety Program Development and Support Several Other Specialized Training Programs and Consultation Services Available

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44 CONSTRUCTION TODAY

Presented by:

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Participants who intend to take the CM-LEAN test on May 23rd must attend all 7 units. *** If you attended GBCA’s Lean Webinar in January 2017, please contact Angela Hendrix for your discount of the full series at (215) 568-7015.

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Presenting Sponsor:

ISSUE 1 | 2017 45

ACTIVE INTECH Construction, LLC

WELCOME NEW MEMBERS!

ASSOCIATE Cippco Inc. Independence Steel, Inc. Lenick Construction Inc. Mid-Atlantic Steel, LLC The Watson Organization Inc.

AFFILIATE

REFERRAL DIRECTORY

Bridgit Castor Materials, Inc. Lockton Companies McCarter & English, LLP Raymond James & Associates Synergy Electrical Sales, Inc. The Safety Group LTD

ASSOCIATIONS & UNIONS Employing Bricklayers Association/ Delaware Valley Masonry Institute See our ad on page 23.

Charles H. MacDonald Electric, Inc. See our ad on page 26.

Laborers’ District Council See our ad on page 33.

Synergy Lighting & Control Solutions See our ad on page 14.

Sheet Metal Contractors Association See our ad on page 27.

GENERAL CONTRACTORS

BUILDING MATERIALS

LF Driscoll Company See our ad on the inside back cover.

Fizzano Brothers Concrete Products See our ad on page 39.

Madison Concrete Construction See our ad on the inside front cover.

The Silvi Group Companies See our ad on page 31.

Turner Construction Company See our ad on page 5.

Tague Lumber See our ad on the back cover.

SAFETY

EDUCATION

HazTek Inc. See our ad on page 9.

ACE Mentor Program See our ad on page 24.

Med-Tex Services Inc. See our ad on page 44.

Drexel University Online See our ad on page 30.

46 CONSTRUCTION TODAY

ELECTRICAL & LIGHTING SOLUTIONS

BUILDING RELATIONSHIPS Committed to Safety and Customer Satisfaction since 1929

w w w. l f d r i s c o l l . c o m LF Driscoll Co., LLC is an EEO / AA employer, M/F/D/V

ISSUE 1 | 2017 47

What? When? Where?

Tague’s There!

560 East High Street • Philadelphia, PA 19144

1-800-66-TAGUE • TagueLumber.com 48 CONSTRUCTION TODAY